The Human Resources Management (HRM) function includes a variety of activities, and key among them is deciding what

staffing needs you have and whether to use independent contractors or hire employees to fill these needs, recruiting and training the best employees, ensuring they are high performers, dealing with performance issues, and ensuring your personnel and management practices conform to various regulations. ctivities also include managing your approach to employee benefits and compensation, employee records and personnel policies. !sually small businesses (for"profit or nonprofit) have to carry out these activities themselves because they can#t yet afford part" or full"time help. However, they should always ensure that employees have "" and are aware of "" personnel policies which conform to current regulations. These policies are often in the form of employee manuals, which all employees have. $ote that some people distinguish a difference between between HRM (a ma%or management activity) and HR& (Human Resource &evelopment, a profession). Those people might include HRM in HR&, e'plaining that HR& includes the broader range of activities to develop personnel inside of organi(ations, including, eg, career development, training, organi(ation development, etc. There is a long"standing argument about where HR"related functions should be organi(ed into large organi(ations, eg, )should HR be in the *rgani(ation &evelopment department or the other way around+) The HRM function and HR& profession have undergone tremendous change over the past ,-".- years. Many years ago, large organi(ations looked to the )/ersonnel &epartment,) mostly to manage the paperwork around hiring and paying people. More recently, organi(ations consider the )HR &epartment) as playing a ma%or role in staffing, training and helping to manage people so that people and the organi(ation are performing at ma'imum capability in a highly fulfilling manner.

The Recruitment and Selection process promotes successful hiring decisions that can truly impact the success of a department or faculty. The selection of a candidate with the right combination of education, work experience, attitude, and creativity will not only increase the quality and stability of the workforce, it will also play a large role in bringing management strategies and planning to fruition . The purpose of Recruitment and 1election is to match people to work. 2t is the most important element in any organi(ation3s management of people because it is not possible to optimi(e the effectiveness of human resources, by whatever method, if there is a less than ade4uate match. So, its a great opportunity of acquiring practical knowledge about recruiting employees in the bank, this internship report has been prepared. Selecting people to work for an organi ation is as important as picking players for number one team. !nd getting it right means using a planned and systematic approach. The main ob"ective of the report is# . To understand the present and future recruitment needs of the organi ation. To identify general practices that S$%& use to recruit and select employees. To know about the planning of the recruitment system of S$%&, i.e. how %ank make plan for recruiting people. To find out the problem in planning and effective recruitment practices which affect organi ational outcomes.

Social $nvestment %ank &td. 'S$%&( became operational on )) nd *ovember +,,with a clear manifesto to demonstrate the operational meanings of participatory economy, banking and financial activities as an integrated part of an $slamic code of life. $t is an alternative concept of $slamic %anking with a unique human face approach to credit and banking based on interest free economics and financial transactions and income generating program for the millions of the urban and rural poor and a profitable investment option for the rich to invest, earn and live in a better society with greater security and peace at the operational level, S$%& is operating three.sector banking, such as, /ormal, *on./ormal and 0oluntary sector.

2.2. Mission and Vision of SIBL:

Mission
1igh quality financial services the latest technology. /ast, accurate and satisfactory customer service. %alanced 2 sustainable growth strategy. 3ptimum return on shareholders4 equity. $ntroducing innovative $slamic %anking products. !ttract and retain high quality human resources. 5mpowering real poor families and create local income opportunities. 6roviding support for social benefit organi ations . by way of mobili ing fund and social services.

Vision
Social $nvestment %ank &td started its "ourney with the concept of )+ st 7entury $slamic participatory three sector banking model# i( /ormal Sector. 7ommercial %anking with latest technology ii( *on./ormal Sector . /amily 5mpowerment 8icro.7redit 2 8icro.enterprise program and iii( 0oluntary Sector . Social 7apital mobili ation through 7!S1 9!:/ and others. /inally, ;Reduction of 6overty &evel; is our vision, which is a prime ob"ect as stated in 8emorandum of

!ssociation of the bank with the commitment ;9orking Together for a 7aring Society;.

Organ gram of Social Investment Bank:

%oard of <irectors 8anaging <irector <eputy 8anaging <irectors 5xecutive 0ice 6resident Senior 0ice 6resident 0ice 6resident Senior !sst. 0ice 6resident !sst. 0ice 6resident /irst 0ice 6resident Senior 5xecutive 3fficer 5xecutive 3fficer 5

Senior 3fficer
3fficer

=unior 3fficer

Recruitment & Selection:

Recruitment is the process of identifying and attracting potential candidates from within and outside an organi ation to begin evaluating them for future employment. 3nce candidates are identified, an organi ation can begin the selection process. This includes collecting, measuring, and evaluating information about candidates qualifications for specified positions. 3rgani ations use these processes to increase the likelihood of hiring individuals who possess the right skills and abilities to be successful at their "obs.

3.2. rere!uisite of Recruitment and Selection:

=ob analysis is the prerequisite for recruitment and selection which is revealed in the following chart#

=ob !nalysis

=ob <escription 2 =ob Specification

Recruitment 2 Selection

6erformance !ppraisal

=ob 5valuation

Training Requirement

"o# $nal%sis:

=ob analysis is the procedure for determining the duties and skill requirement of a "ob and the kind of person who should be hired for. =ob analysis includes =ob description and "ob specification.

"o# &escri'tion (details of t)e role*:

! "ob description is a key document in the recruitment process and must be finali ed prior to taking any other steps in the process. $t should clearly and accurately set out the duties and responsibilities of the "ob and must include#

The "ob title 'which must be sex neutral( The location of the "ob i.e. department>faculty>division>research group ?rade of the post The post to whom the post holder is responsible !ny posts reporting to the post holders. 8ain purpose of the "ob 8ain duties and responsibilities !ny special working conditions 'e.g. unsocial or shift working patterns, the requirement @ for clinical posts @ to obtain health clearance, the requirement for a criminal record check(.

$tems that should be included in "ob descriptions are#

! note that indicates that as duties and responsibilities change, the "ob description will be reviewed and amended in consultation with the post holder. !n indication that the post holder will carry out any other duties as are within the scope, spirit and purpose of the "ob as requested by the line manager or 1ead of <epartment><ivision.

The language in "ob descriptions should#

!void "argon and unexplained acronyms and abbreviations. %e readily understandable to potential applicants for the post. !void ambiguity about responsibilities and be clear about the post holders accountability for resources, staff, etc.

Man% met)ods are used to anal%+e ,o#s. Some of t)ese are outlined #elo-: Met)ods used to anal%+e ,o# +. $nterview ). :uestionnaires &escri'tion Asing pre.prepared questions, talk with the "ob holder about what is done and why. Standard form questionnaires are often used. The analyst should be aware that people often exaggerate their "obs to impress their bosses. 6eople are less likely to do this face.to.face. Small group discussions can be useful. %ut the discussions should be on what the "ob is @ not what it should be. The "obholders are watched at work and activities are recorded. The drawback is that this is time.consuming and may make the "obholder feel uncomfortable. The "obholders are asked to keep a detailed record of activities during a set period, e.g. a week, and the time spent on each of them. 9hat is actually done may be different from what people think is done or should be done.

B. 9orkshops or group discussions

C. 3bservation

-. <iary>time log

Sources of candidates: .. Internal Recruitment:

$nternal appointments cost less and they signal to staff that there are opportunities for growth and development. 3pportunities for advancement may not come up often, so staffs are likely to welcome an internal appointment. $t will also give the organi ation a better return on its investment in the recruitment and training of employees. ?enerally bank can make recruitment or can fill a vacancy from internal sources by various means such as# Re.organi ation Staff transfers or promotion =ob sharing /lexible working 7omputeri ation =ob posting and bidding, etc.

2. /0ternal Recruitment:
Identif%ing 1andidates: ! successful recruitment campaign is not one that produces the largest number of applicants. This suggests the net has been cast too wide and the "ob described too broadly. ! better ob"ective, especially for the busy chief executive of a small organi ation, is to produce a small number of applicants who can do the "ob and who would fit in. 2)e follo-ing factors need to #e considered:

 The nature and requirements of the "ob and the likely number of candidates. 1ow much an organi ation can afford to spend on newspaper advertising, agencies or consultants, and other recruitment.related costs. 1ow willing or able the organi ation is to assist with relocation for an out. of.town appointee.

Sources of e0ternal candidates -ill include:

Sources of e0ternal &escri'tion candidates Referrals from 5xisting employees or volunteer workers may know employees or volunteers people who are interested. There can be no guarantees that these applicants will get preference over others, but they offer some advantages. They are already known to a member of the organi ation and that person can provide comments and assessments. The person who makes the referral will probably help Dsell the organi ation to the applicant and if the applicant is appointed, will support that person in the "ob.

Sources of e0ternal candidates /ormer employees and volunteers

&escri'tion The organi ation>company needs to ensure that the employees leave for positive reasons and they have good relationships with the people of the organi ation. $f so, they could make useful and supportive employees. 6eople who have previously applied and missed out may still be interested in "oining the organi ation. $f so, they can be invited to apply. :

6revious applicants

3ther organi ations 5mployment agencies

! few telephone calls might identify suitable candidates. Recruitment agencies, management consultants and executive search firms all offer fee.based services to help organi ations recruit and select employees at various levels. They can also help to find the right candidates. 5lectronic recruitment is increasingly common. 5ach site works differently, so an organi ation needs to check for one that suits its situation. !dvertisement can given on own internet site. !dvertising in newspapers and less often, in maga ines and on radio is the most frequent method of external recruiting. $t can be expensive, depending on the publications used, the si e and style of advertisement and the number of insertions.

6ublic employment agencies 5mployment agencies

$nternet recruiting

. Recruitment and Selection rocess in Brief

S2$3/ . 4 $5$L6SIS O7 5//& +. 9hen an individual tenders their resignation, the manager must first complete a termination formE forms are available as controlled stationery from the department. The manager should also forward an exit questionnaire to the staff members home address. The employee should return this to 1uman Resources. ). $t is then important for the manager to review the post, "ob outline and associated skill mix. B. $f from the above, there is a change in the established post i.e. grade, or it is a new post, i.e. following a service change, the 8anager must complete a 0ariation of 5stablishment /orm. This has to be agreed and signed off by the appropriate members of the <irectorate 8anagement Team and the changes notified at the next available directorate meeting. S2$3/ 2 4 &/1ISIO5 2O R/1R8I2

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+. 9hen the decision has been made to recruit to the post the appropriate forms within the recruitment pack must be completed. ). !ll posts are required to have a "ob outline and person specification. =ob outlines should be reviewed if a post becomes vacant. $t is not sufficient to "ust resurrect the previous "ob outline. !ll "ob outlines and person specification must be typed prior being sent to the department. B. The manager is also required to draft an advertisement for all types of advertising e.g. newspaper, web>internet, etcE using the appropriate pro. forma, adverts must be typed prior to being sent to the department. C. !t this point the panel is to be selected as per the selection arrangements. !t least one member of the panel needs to have received the 3rgani ations Recruitment and Selection Training. -. !ll documentation should then be forwarded to 1uman Resources for placing advert.

F. 3n receipt of the documentation, 1R will complete the receipt to inform the recruiting manager of the "ob reference number, the date of publication, the closing date and the 1R contact for the vacancy. S2$3/ 3 4 R/&/ LO6M/52 +. Apon receipt of the documentation, 1uman Resources will be able to identify if there is a need for the post to be held for any possible redeployment requirements for existing staff 'i.e. ill health rehabilitation(, or any other Gat riskH areas that may be identified. This will be discussed with 1uman Resources 8anager responsible for the post. S2$3/ 9 4 $&V/R2ISI53 +. !dvertisements will also be placed, if appropriate, in web, newspapers etc via the 1R department with the organi ations advertising agency. ). Time permitting, the appointing 8anager will be required to agree the copy advert and associated costs prior to confirmation of the advert with the agency.

00

B. 1uman Resources will prepare a "ob file, recruitment pack, and send out the packs upon request based on information provided by manager on the 0acancy !pproval 2 !dvertising <etails /orm. C. 3nce the closing date has been reached, 1uman Resources will forward the original application forms 'with short listing and interviewing codes attached( directly to the recruiting manager for short listing to take place, 1R will include a the blank $nterview. !rrangements /orm and short listing form is also enclosed as guidance for the short listing panel.

S2$3/ : 4 S/L/12IO5 +. The panel undertakes the short.listing process 'this must include at least ) 8embers of the proposed interview panel( ). The $nterview !rrangements /orm is to be completed and forwarded, along with all the original application forms, to 1uman Resources 'the date for interview should allow at least two weeks for notification, from the date of receipt in 1R(. $f the panel information has not already been sent, this should also be included. B. The appointing manager must complete an interviewing>short listing codes list, which is attached to each application form. This should be completed for all unsuccessful applicants for monitoring purposes. This must be done at both the short listing and interviewing stages. C. 1uman Resources send letters out inviting candidates for interview as appropriate. -. The short.listed applications along with a panel letter informing of the schedule of attendees, an offer form and the "ob outline>person specification for the post will be forwarded to the chair of the interview panel prior to the interview date. !ll other panel members will be sent a schedule of the interviews only. F. The day before>day of the interview, 1R will telephone the recruiting manager to confirm the attendance of the candidates.

0,

I. !ll interviews should include the use of a scoring system as a measurement tool to aid the panels decision. !n example.scoring sheet can be found in appendix. J. $nterviews take place.

S2$3/ ; 4 $

OI52M/52

+. /ollowing the interview, a decision on who to appoint to the post will be made. ). The recruiting manager should complete the offer form and then telephone the successful candidate with a provisional offer. The manager must also gain permission for 1R to request references. The manager must state that the offer is sub"ect to references, occupational health clearance and if applicable, criminal records check. Successful candidates should be informed that they should not hand in their notice to their present employer until the appropriate checks have been sought and the offer has been confirmed in writing and a start date given.

B. The recruiting manager should also telephone the unsuccessful candidates to inform them that their applications have been unsuccessful on this occasion. C. The manager should complete the interviewing codes for the successful and unsuccessful candidates and then return all the original application forms and the offer form to 1uman Resources. !ll other copies should be destroyed. -. 3nce 1R has received the documentation to offer the post, an offer letter can then be sent out to the individual confirming the provisional offer. The individuals employment references will be requested at this point.

0.

F. 1uman Resources will also confirm in writing to all the unsuccessful candidates that unfortunately that their applications have been unsuccessful. I. 1uman Resources will then close the "ob file. ! personal file will be opened and all information for the appointed person will be forwarded to the manager. 3n receipt of the employment references and occupational health clearance, these will be logged and then forwarded to the !ppointing 8anager. J. ?uidance for managers on references is available via 5mployment References ?uidance notes for managers. Two references should be received for anyone appointed externally, one of which should be the most recent employer. ! minimum of one reference required for internal candidates. S2$3/ < 4 RIOR 2O 1OMM/51/M/52 +. $t is the mangers responsibility to ensure that references have been received or to chase any further information required i.e. outstanding references. !dditional advice and support can be obtained from the 1R management team. ). 3nce all the information>checks have been received and are satisfactory, the manager can agree a start date with the appointee and must confirm this in writing enclosing the arrangements for the new employees first day of employment.

7lo- c)art of recruitment and selection 'olic% and 'rocedure:

3n the basis of discussion the recruitment and selection policy and procedures of S$%& can be summari ed as per model given below#.
0acant post identified and reviewed <ecision to fill vacancy made 6repare "ob description 6repare person specification 9rite "ob advert

05

Submit to monitoring group !dvertise <ecide selection panel Receive application forms Short listing by designated selection panel $nform short listed candidates about interview dates, date for the selection test 'where applicable( and any other details Take up references of short listed candidates 6anel preparation for interviews 7onduct selection interviews>tests 8ake decision to appoint successful candidate Andertake appropriate checks and administrative procedures $nform successful candidates about the selection decision !rrange for contract to be issued 1uccessful candidate commences duty

9.:. Recruitment and Selection olic% and rocedures:

.. Statement of 'olic%: +.+ The bank aims to attract, at reasonable cost, as wide a group of suitably qualified and experienced people as possible and to appoint the right person to each "ob, using a fair and consistent method of recruitment and selection. +.) /!ual o''ortunities in recruitment and selection: %ank operates and equal opportunities policy and is committed to appointment based solely upon "ob related merit and ability. The procedure has been established to ensure a fair and consistent approach. The only exception to this is where vacancies are to be filled by redeploying existing employees. 2. 2)e recruitment 'olic% of SIBL s)ould #e as under: The policy is based on -.point guidelines on fixed percentage basis where its threshold is opened for# .

06

i( Atili ation of surplus labor of the society in its three sectors using concept of social fellowship programs and opportunity cost. ii( !ppropriate use of surplus Gpool of talents Gin %angladesh. '-KL to IKL staff should be drawn from this Gtalent poolH( iii( 5xperienced > honest and dedicated pool of conventional %ank both $slamic and secular banks. ')KL to )-L of the staff for all new branches may be drawn at this source.( iv( The pool of retired personnel# the Gpool of wisdomH '+KL of the staff ca be taken from this pool( and v( 6ool of eminent socially committed people '-L of such people can act as honorary consultant>advisors( The following six points which shall be considered by the interview committee so constituted by the board for recruiting the future manpower of the bank. a. 7onventional bankers# CKL be filled up through recruitment from experienced bankers and rest by promotion sub"ect to fulfillment of banks criteria and need. 6referably one>two officers in each branch might be selected from wisdom pool. +KKL should be directly recruited. 3ne or maximum ) 'two( ladies 'preferably local candidates( be selected for each branch. -KL should be filled up by promotion and -KL through recruitment from amongst experienced bankers sub"ect to availability. +KKL should be directed recruited on early contract basis.

b. 9isdom pool# c. Residency officer# d. 9omen> ladies# e. !ssistant 3fficer. $ 2 $$#

f. 87?.?rade.$$#

<rivers, messengers.cum. guard and cleaners etc. will be appointed on contract basis but renewable on yearly basis sub"ect to satisfactory "ob performance. Their services might be absorbed after completion of - 'five( years continuous service in the bank with satisfactory performance. 3. &irect recruitment -ill #e made at t)e entr% 'oints of t)e follo-ing grades:

07

Residency 3fficer or equivalent. Social 3fficer 'residency or probationer( !sstt. 3fficer @?rade.$$' ?eneral> Technical( !sstt. Social 3fficer@?rade.$$. !sstt. /ield 3fficer@?rade.$$. <river @?rade.$$ or equivalent. 87?.?rade.$$ or equivalent. 8ali > 7leaner.

9. 2)e Board of &irectors ma%= )o-ever= as its discretion= recruits 'ersons directl% in t)e grades as and -)en re!uired. :. Recruitment -ill #e made 'urel% on merit #asis. ;. 1riteria for recruitment: F.+. Residency 3fficer# 8aster <egree or equivalent degree with at least , points from a recogni ed Aniversity in any sub"ect of 7ommerce or 5conomics, 5nglish, 8athematics> Statistics, 6ublic !dministration, =ournalism 2 8ass 7ommunication, $nternational Relations, Sociology> Social 9elfare, !rabic, %engali &iterature, $slamic Studies, Mamil, %.Sc '!g.(> 8.Sc. '!g.(, ?raduate 5ngineers, 8%%S '/or doctor cadre(, 8%!> $78!> 7! etc. The criteria of , points may be relaxed to J points for recruitment of residency officer with $nformation Technology '$T( background provided the candidate is having qualification of minimum + 'one( year diploma course. F.). !sstt. 3fficer.?rade.$$# F.B. !sstt. 3fficer.?rade.$$# 'Technical( !t least %achelor <egree with I points from a Recogni ed Aniversity. !t least %achelor <egree with F points from a Recogni ed Aniversity.

F.C. !sstt. Social 3fficer.?rade.$ $ # !t least %achelor <egree with - points from a Recogni ed Aniversity. F.-. !sstt. /ield 3fficer.?rade.$$# !t least 1.S.7 with C points from a Recogni ed %oard.

08

'7alculation of points # +st 7lass > division N B points, )nd 7lass > division N ) points, Brd 7lass > division N + points( F.F. <river. ?rade. $$ or 5quiv. # !t least 7lass 5ight and minimum years driving experience with <riving &icense. # !t least S.S.7

F.I. 87?.?rade.$$ or equiv>. 8ali > 7leaner.

<. $ge limit for direct recruitment of Residenc% Officer= Social Officer (Residenc%> ro#ationer*= $sstt Officer?II= $SO? II= $7O? II@ M13? II= &river?II= and Mali> 1leaner -ill #e ma0imum 3A %ears. B. 2)e Board reserves t)e rig)t to a''oint an% 'erson at an% level of t)e #ank on contract #asis. C. $''roval to fill a Vacanc%: The following protocol is followed for employment at all levels# i* 5e-l% created 'ositions: 7oncerned <epartment 1ead submits an organi ation change request form and completed requisition form to 1R. 1R compares requisition with manpower plan and budget. 1R submits proposal to the %oard of directors for review> approval on the new recruitment. <epartment 1ead drafts the "ob description form 2 person specification form in consultation with 1R. ii* 7or filling u' an alread% a''roved and #udgeted 'osition: <epartment 1ead submits completed personnel requisition form together with "ob description 2 person specification form. 1R analy es the personnel requisition and compares with current workforce from approved organogram and "ob inventory. .A. Internal and e0ternal notification and vacancies:

09

1R makes internal and external notification and advertisement of the approved "ob vacancies. a* 7or internal recruiting: $nternal recruitment and placement is practiced as far as possible # 1R advertises internally about the vacant position's( through the companys e. mail system. 5mployees should have at least six months in their present positions as of vacancy announcement date to be eligible for applying for a higher.grade position. !n employee should also perform minimum six months before they apply for a lateral transfer.

5mployee consults with supervisor and > or department head to obtain permission to participate in the selection process and to seek feedback on her> his readiness for the position vacant along with advises or recommendations, if any. <epartment 1ead either re"ects the proposal showing appropriate ground or accepts it by issuing a Dno ob"ection certificate granting permission to the employee in question to participate in the process. #* 7or e0ternal recruiting t)e DR tries out follo-ing sources: 5mployee referrals, Aniversity> campus recruitment, own head hunt. !dvertising in newspaper and> or other media. 1R decides on a case by case basis in consultation with the requesting department head on the advertising strategy@media selection> mix, advertising cost and productivity and Demployer branding 'or anonymity( approach of the content. 5mployment agency and executive search> head hunting firm. 9eb enabled application systems or "ob portals. ... Initial screening: Apon receipt of applications, 1R performs initial screening of candidates based on parameters > criteria "ointly developed by the <epartment 1eads and 1R. 1ead of concerned department and 1R "ointly develops parameters> criteria of evaluation.

0:

 The department head may make variation to the criterion part with 1R vetting. %ased on parameters > criteria developed 1R does the first phase screening. .2. Selection committee: Selection committee is formed. 7omposition of the selection committee is as follows# osition !06, S06 6robationary 3fficer $nitial &evel '=unior 3fficer( .3. Eritten test for s)ort?listing: $n case of a long list of candidates upon initial screening, 1R conducts written test as a secondary.screening tool. 9ritten test is conducted for positions up to the probationary officer. Test format is drafted by the bank or through any other competent institution > agency capable of undertaking such responsibility and reviewed by the selection committee for clarity, fairness and relevance. The test format is treated confidentially prior to administering the tests. 1R sets a minimum qualifying mark> cut.off score for the test. The qualifying marks in written test will be at least -KL. The answer script will be got examined by the professionals of the bank or by any other persons> institutions> agency capable of undertaking the responsibility. 1R prepares short.list of candidates based on the result of the test. .9. DR and de'artment )ead ma% ,ointl% decide to em'lo% ot)er tools i.e. leaderless grou' discussion= learning st%le inventor%= 'ersonal 'rofile anal%sis etc. if deemed necessar% for fine tuning t)e selection. .:. Intervie-: Mem#ers of Selection 1ommittee %oard of <irectors 8anagement, %oard of <irectors, 7hairman, Shariah %oard 8anaging <irectors

,-

a( 1R arranges interview of short.listed candidates. b( The selection committee 'interview board( plans the type of standard questions to be asked as well as a strategy about who asks which questions. The selection committee may ask candidates salary expectations and document the response, but the committee may only discuss salary and benefits package in general terms.

.;. DR 're'ares a''roval 'a'er on successful candidate for a''roval> revie-> vetting #% a''ointing aut)orit%. .<. Reference c)eck: 1R conducts reference check for positions up to executive level. 3n the basis of a positive feedback from the referees, the recommended candidates are invited for discussion on possible employment. 1R sends the candidates for medical check.up, which is performed by a competent and certified medical practitioner appointed by the company. .B. $''ointment: !. 1R prepares employment offer letter to be sent to successful candidates within one week from the date of approval. %. 3ffer letters are signed by the %oard of directors or chairman. 7. The offer letter to candidates includes the following# 3ffered position 3ffered salary 2 break up 6lacement <ate of appointment $nstruction and time frame for acceptance of offer %rief description of employment terms and conditions

<. 3ffer letter is considered invalid if candidate does not reply within fifteen days of issuance of such letter. 5. 7ompany does not pay any expenses involved for traveling by the candidates for exam or any other related purpose. ,0

/. $f the candidate accepts offer, 1R continues with the process. $n case of non.acceptance, 1R offers next candidate in the list. ?. Selected person reports for duty. a. 1R administers orientation of new recruits which includes# 7ompany mission, vision, ob"ectives and values 3verview on S$%&s organi ation structure 3verview on department candidate will be placed Terms and conditions of employment Relevant procedures b. Selected person submits relevant document for personal file. c. Selected person fills up 6ersonal <ata /orm.

d. 1R opens personal file containing the following items# 7ompleted 6ersonal <ata /orm 7ertificates of educational qualification 6hotograph 7urriculum 0itae !pproval of appointment 3ffer &etter. !cceptance letter. 6lacement letter '$f any( *omination paper filled in by the candidate for 6/, ?ratuity etc. 3ther relevant documents 1. Selected person reports to respective department. $. 1R sends a copy of appointment letter to finance department and also informs them on the actual date of "oining. .C. ro#ationar% 'eriod: The employees entering the service of the bank shall at the time of their appointment, sign agreements in such forms as may be specified by the %oard# The employee shall sign an undertaking and oath of allegiance to the corporative ob"ectives of S$%&. This is obligatory for all employees. 3n entering the service of the bank, each employee shall sign the declaration of fidelity and secrecy in the form specified by the bank.

,,

 !n employee may be required to serve at any time at any place in %angladesh. :uantifiable and non quantifiable performance in terms of 'i( successful accomplishment of ones present assignments 'ii( deposit mobili ation 'iii( contribution to institutional development will be observed.

2A. 1onfirmation t)e ,o# after 'ro#ationar% 'eriod: 1R processes confirmation of employees upon successful completion of probationary period. 'a( 5mployee is due for confirmation upon working six continuous months for the company, unless otherwise mentioned in the appointment letter. 6rocedure of employee confirmation is as follows# 1R issues new employees confirmation form and probation period performance appraisal forms to respective supervisor> department head one month prior to the confirmation date. Supervisor> <epartment head returns the completed form within +- days from date of receiving the same. 1R prepares and issues letter of confirmation if the employee is to be confirmed and letter of extension of probation, early confirmation or letter of termination if the employee is not to be confirmed. 'b( The 8anagement shall have the discretion to either extend or shorten the probation period depending on the performance and competence of the employee concerned. S2$3/ B 4 1OMM/51/M/52 O7 /M LO6M/52 +. 3n the first day of employment with the organi ation, it is the responsibility of the mangers to meet with the individual and complete the appropriate commencement documentation, issue a 7ontract of 5mployment which can be found in 7ontract of 5mployment section in 1R policies and procedures 'if it is not possible to issue contract on the first day, this must

,.

be issued within J weeks of commencement( and commence the corporate and departmental induction process.

,5