Académique Documents
Professionnel Documents
Culture Documents
Prepared For
Mohammad Ahshanullah
Assistant Professor
School of Business & Economics
United International University
Prepared By
Mumtahena Bithi
BBA- 111083062
United International University
Date of submission:
Letter of Transmittal
Date: th December, 2013
To
Mohammad Ahshanullah
Assistant Professor
School of Business and Economics
United International University
Subject: Submission of Internship Report Recruitment and Selection Process at PRAN-RFL
Group
Dear Sir,
I would like to thank you for supervising and helping me throughout my internship program
in completing my BBA. This internship program has given me opportunity to experience one
of the latest and unexplored areas of business in Bangladesh and has expanded my present
knowledge manifold.
This report is a study on Recruitment and Selection Process of PRAN-RFL Group with
special focusing on organizational as well as managerial skill with which I was assigned
during my internship. The report also contains in-depth review of the human resource
practices in the PRAN-RFL Group.
Please feel free in contacting me if you have any queries. I would be glad to provide any
clarification regarding the project.
Thank you.
Sincerely,
-------------------------Mumtahena Bithi
ii
CERTIFICATE
This is to certify that the internship report on Recruitment and Selection Process of
PRAN-RFL GROUP is a unique attempt to identify the real process of the recruitment &
selection. The report is submitted for the award of the degree BBA form United International
University. It is a record of research credit out by Mumtahena Bithi under my supervision.
No part of internship report has been submitted for any degree, diploma, and title of
recognition before.
.
Mohammad Ahshanullah
Assistant Professor
School of Business and Economics
United International University
iii
DECLARATION
I am Mumtahena Bithi, student of School of Business & Economics (BBA Program) of
United International University do hereby declare that the internship report Recruitment
and Selection Process of PRAN-RFL GROUP has not been submitted by me before, for
any degree, diploma, title or recognition.
Mumtahena Bithi
Id - 111083062
BBA
iv
Acknowledgement
The successful completion of this report might never been possible in time without the help
some person whose inspiration and suggestion made it happen. First of all I want to thank my
supervisor Israt Jabeen for guiding me in PRAN-RFL Group during my Internship. Without
his help this report would not have been accomplished.
Then I would like to thank my advisor, Mohammad Ahshanullah, Assistant Professor of
United International University for helping me completing my internship report on
Recruitment and Selection Process at PRAN-RFL Group. I would like to express my
gratitude to all the faculty and staff members of United International University and
specifically, School of Business. This report is a culmination of the four years I have spent
here and all that I have learnt.
I am grateful to all the staffs and all the officers of the PRAN-RFL GROUP, HR Department.
They gave me long patient hearing and sitting, practical orientation and answering my
numerous Queries nicely. This supplied the most valuable working experience and
information for which the deserved appreciation. I was closely attached with them during my
internship tenure. Without them this project would have been very difficult.
I also thank my parents, and some friends who kept on this long process with me, always
offering support.And finally I also express my sincere gratitude to all those who participated
to prepare the report.
Executive Summary
This report has been prepared with a vision to exploring, analyzing, and understanding the
recruitment and selection practices of PRAN-RFL Group and concomitantly finding out the
loopholes and recommending with an eye to minimizing the shortcomings of the organization
in this field.
It is well admitted that people form an integral part of the organization. The efficiency and
quality of its people determines the fate of the organization. Hence choosing the right people,
placing them at right place and selecting those at the right time have been essentially
essential. Hiring comes at this point of time in the picture. Hiring is a strategic function for
HR department. Recruitment and selection form the process of hiring the employees.
Recruitment is the systematic process of generating a pool of qualified applicant for
organization job. The process includes the step like HR planning attracting applicant and
screening them. This step is affected by various factors, which can be internal as well as
external. The organization makes use of various methods and sources for this purpose.
Selection is carried from the screening of the applicant during the recruitment process. Some
specific processes are also involved in this case. During the process there are certain
difficulties and barriers that are to be overcome. Different organizations adopt different
approaches and techniques for their employees. To know the practical application of the
employees hiring process, the
the later part of the study, we will have a little touch about the PRAN-RFL Group.
vi
Table of Content
Table of Contents
Serial No.
1.1
1.2
1.3
1.4
1.5
2.1
2.2
2.3
2.4
2.5
2.6
2.7
2.8
2.9
2.10
2.11
2.12
2.13
3.1
3.2
3.3
3.4
3.5
3.6
3.7
3.8
Page No.
2
2
2
3
3
5
5
6
7
7
8
9
10
11
15
16
17
19
21
21
22
22
22
23
25
25
25
26
26
28
28
29
Table of Content
3.9
4.1
4.2
4.3
4.4
4.5
4.6
4.7
4.8
5.1
5.2
5.3
5.4
5.5
5.6
5.7
5.8
5.9
5.10
5.11
5.12
5.13
6.1
6.2
7.1
7.2
QMS Achievement
Chapter 4
Human Resource Division
Human Resource Division
Objectives of the Human Resource Department
Basic Functions of Different Wings
Employee Performance Appraisal Criteria
Leave Management
Human Resources Management Information System (HR-MIS)
Human Resource Planning
Nature of My Job
Chapter 5
The Recruitment & Selection Practices of PRAN-RFL Group
PRAN-RFL Group recruitment and selection policy
Recruitment & Selection Process, in Brief
Recruitment Sources
Recruitment Cycle
The Selection Activities
Screening of Candidates
Selection Criteria
Written Test
Oral Interview
Final Selection
Re-employment
Recruitment of Contractual & Others
Recruitment scenario of PRAN-RFL Group
Chapter 6
Analysis & Findings
SWOT Analysis of Recruitment and Selection Practices in PRANRFL Group
Findings of the Study
Chapter 7
Recommendations & Conclusion
Recommendations
Conclusion
References
Annex
31
34
35
35
39
39
39
40
41
43
43
45
47
48
49
49
50
50
51
51
51
51
54
57
60
62
Chapter 1: Introduction
1.1 Introduction
PRAN-RFL Group inaugurated its operation in 1980. Keeping its corporate mission in view,
the group has over the years diversified its activities. Today this group is the largest
processors of fruits, milk, crops, vegetables, in Bangladesh. This organization encourages
contract farmers and helps them grow quality crops with increased yields and to obtain fair
prices.
The group comprises of 35 companies. Its head quarter is located in Dhaka with production
facilities around the country. The group provides quality products abroad and grabs more
foreign currency than its competitors. PRAN-RFL Group has been continuously being the
champion in exports and optimizing its profitability for more than 6 years.
The management system and practices in this group are top to bottom modern.
Concomitantly, the practices are well adapted to its environment and culture. The largest
asset of this organization is the competent team of hands-on-managers and dedicated
employees. For the growth of the company, there are 42,000 thousand employees employed
in this organization.
Chapter 1: Introduction
Desk work
Observation
Secondary source of data:
Annual report of the company
Relevant papers and published documents of PRAN-RFL Group
Published books, articles, journals, magazines and so on
Data Analysis:
For the analysis of data, I have used the followings:Tables
Figures
Charts/ Graphical representations;
Microsoft word
Microsoft excel
Micro soft Visio
Recruitment is distinct from Employment and Selection. Once the required number and kind
of human resources are determined, the management has to find the places where the required
human resources are/will be available and also find the means of attracting them towards the
organization before selecting suitable candidates for jobs. All this process is generally known
as recruitment. Some people use the term Recruitment for employment. These two are not
one and the same. Recruitment is only one of the steps in the entire employment process.
Some others use the term recruitment for selection. These are not the same either. Technically
speaking, the function of recruitment precedes the selection function and it includes only
finding, developing the sources of prospective employees and attracting them to apply for
jobs in an organization, whereas the selection is the process of finding out the most suitable
candidate to the job out of the candidates attracted (i.e., recruited).Formal definition of
recruitment would give clear cut idea about the function of recruitment.
Recruitment
2.2 Definition of Recruitment
Recruitment is defined as, a process to discover the sources of manpower to meet the
requirements of the staffing schedule and to employ effective measures for attracting
that manpower in adequate numbers to facilitate effective selection of an efficient
workforce. Edwin B. Flippo defined recruitment as the process of searching for
prospective employees and stimulating them to apply for jobs in the organization.
Recruitment is a linking function-joining together those with jobs to fill and those seeking
jobs. It is a joining process in that it tries to bring together job seekers and employer with a
view
to
encourage
the
former
to
apply
for
job
with
the
latter.
In order to attract people for the jobs, the organization must communicate the position in such
10
extra performance.
Stagnation of skills:
With the feeling that internal candidates will surely get promoted, their skill in the
long run may become stagnant or obsolete. If so, productivity and sufficiency of the
organization, in turn, decreases.
Creates conflicts:
Conflicts and controversies surface among the internal candidates, whether or not
they deserve promotion.
11
name of some recruiting agency. This is done to particular keep own identity
secret to avoid unnecessary correspondence with the applicants. However the
disadvantage of these blind advertisement, i.e., post box number is that the
12
mention
complete
detail
about
job
positions in
there
campus
recruitment
is a
educational
and
training
institute/
campuses
for
recruitment
purposes. Many Institutes have regular placement cells / offices to serve liaison
between the employer and the students. Tezpur Central University has one
13
Director
(Training
and
Placement)
for
purpose
of
campus
The
disadvantages
of
this
of
recruitment
are
that
in
the organization.
14
Raiding or Poaching:
This is another sources of recruitment whereby the rival firm by offering
terms and conditions, try to attract qualified employees to join the company.
This raiding is a common feature in the Indian organizations. For instance,
service executive of HMT left to join Titan Watch Company, so also exodus of
pilot from Indian Airlines to join the private air taxi operator. In fact, raiding has
become challenge for the human resource manager. Besides these, walk - ins,
contractors, radio and television, acquisitions and merger, etc., art some other
sources of recruitment used by organization
15
16
requirement,
physical
peer
17
In the Universities,
Job specification is
18
pursuing
management,
19
in
professional
etc. this
method is useful
When the organization does not find suitable candidates to be promoted
to fill up the higher posts,
When the organization want to reach out a vast territory, and
When organization wants to fill up scientific, professional and technical
posts.
The experience suggests that the higher the position to be filled up in the
organization, or the skill sought by the sophisticated one, the more widely
dispersed advertisement is likely to be used to reach too many suitable
candidates. Sometimes, many organizations go for what referred to as blind
advertisement in which only Box No. is given and the identity of the
organization is not disclosed. However, organizations with regional or national
repute do not usually use blind advertisements for obvious reasons.
While placing an advertisement to reach to the potential candidates, the
following three points need to borne in mind:
To visualize the type of the applicant one is trying recruit;
To write out a list of the advantages the job will offer;
To decide where to run the advertisement , i.e., newspaper with local, state,
nation-wide and international reach or circulation.
Third Party Method:
These
include
consultants,
the
use of
professional
private employment
bodies
agencies, management
pr associations, employee
referral or
20
SELECTION
2.9 Definition of Selection:
Selection is the process of picking individuals (out of the pool of job applicants) with
requisite qualifications and competence to fill jobs in the organization. A formal
definition of Selection is:
It is the process of differentiating between applicants in order to identify (and
here) those with a greater likelihood of success in a job.
Recruitment and selection are the two crucial in the HR process and are often used
interchangeably. There I, however, a fine distinction between the two steps. While
recruitment
refers
to
the
process
prospective
employees to apply for jobs, selection is concerned with picking the right candidates
from the pool of applicants. Recruitment is said to be positive in its approach as it seeks
to attract as many candidates as possible. Selection, on the other hand, is negative in
its application in as it seeks to eliminate as many unqualified applicants as possible in
order to identify the right candidates.
21
22
right, several
candidates
will
be applying
for a
organization will use a series of screening devices to hire the candidates it feels is
most suitable. When there is a shortage of qualified workers, or when the candidate
is a highly qualified executive or professional who is being sought after by several
organizations, the organizations will have to sweeten its offer and come to a quicker
decision.
are
sent
to
another
client
company
for
employment.
23
25
3.4 Vision
PRAN-RFL Groups vision is to be a leader as a consumer product provider in Bangladesh
and abroad.
26
27
3.6 Theme
Always provides quality products to the customer.
28
QUALITY POLICY
Rangpur Foundry Limited (RFL) is committed to achieving highest level of customer satisfaction
by continuous improvement of human resources in production and marketing of plastic products,
especially garments accessories like HANGERS, etc. through compliance of international
standards of quality management system.
PROGRAMME for
RURAL
ADVANCEMENT
NATIONALLY
29
COMMON SERVICES
(Head Office)
01. CEOs Secretariat (Including DMDs Sectt)
02. Company Secretarial Section
03. HRM Department
04. Group Accounts Department
05. Corporate Finance Department
06. Supply Chain Management Dept.
07. Import Department
08. Marketing Division
09. Export Department
10. MIS Department
11. HO Admin & Personnel Department
12. Industrial Sales Department
13. Product Development Section
14. Development Engineering Section
15. Group Audit Section
BUSINESS UNITS
01. Agricultural Marketing Co. Ltd (AMCL)
02. PRAN Foods Ltd (PFL)
03. PRAN Agro Ltd (PAL)
04. PRAN Agro Business Ltd (PABL)
05. Bango Agro Processing Ltd (BAPL)
06. PRAN Dairy Ltd (PDyL)
07. PRAN Beverage Ltd (PBL)
08. PRAN Confectionery Ltd (PCL)
09. PRAN Exports Ltd (PEL)
10. Mymensingh Agro Ltd (MAL)
11. Natore Dairy Ltd (NDL)
12. Packmat Industries Ltd (PIL)
13. Sun Basic Chemicals Ltd (SBCL)
14. Bango Millers Ltd (BML)
15. Bango Bakers Ltd (BBL)
16. Habigonj Agro Ltd (HAL)
17. Natore Dairy Ltd (NDL)
18. Rangpur Foundry Ltd (RFL)
19. RFL Plastics Ltd (RPL)
20. Banga Building Materials Ltd (BBML)
21. Banga Plastic Internnational Ltd (BPIL)
22. Accessories World Ltd (AWL)
23. Chorka Textile Ltd (CTL)
24. Durable Plastics Ltd (DPL)
25. Allplast Bangladesh Ltd (APBL)
26. Rangpur Metal Industries Ltd (RMIL)
27. Ghorashal Filling Station Ltd (GFSL)
28. RFL Export Ltd (REL)
29. RFL Construction Ltd (RCL)
30. Habigonj Plastic Ltd (HPL)
Revision No.: 01
Revision Date:15/04/2010
01. Accounts
02. Sales
03. Sub-contracting
04. Product Development
BUSINESS UNITS
01. Rangpur Foundry Ltd (RFL)
02. RFL Plastics Ltd (RPL)
03. Banga Building Materials Ltd (BBML)
** PRODUCTION (FACTORIES) **
GHORASHAL
* Agricultural Marketing Co Ltd (AMCL)
* PRAN Foods Ltd (PFL)
* PRAN Confectionary Ltd (PCL)
DANGA PROJECT, NARSINGDI
Under Construction
NATORE
PIP, NARSINGDI
* PRAN Dairy Ltd (PDyL)
* AMCL (Part)
* PRAN Beverage Ltd (PBL)
* Bango Bakers Ltd (BBL)
* PRAN Confectionary Ltd (PCL)
* PRAN Export Ltd (PEL)
* RFL Plastics Ltd (RPL)
* Banga Plastic International Limited (BPIL)
* Durable Plastics Ltd (DPL)
RANGPUR
RIP, KALIGONJ
* Allplast Bangladesh Ltd (APBL)
* Bango Building Materials Ltd (BBML)
* Mymensingh Agro Ltd (MAL)
* Packmat Industries Ltd (PIL)
* Durable Plastics Ltd (DPL)
* Career Builders Ltd (CBL)
RUPGONJ
* Rangpur Metal Industries Ltd (RMIL)
* Bango Building Materials Ltd (BBML)
AEPZ
* Accessories
World Ltd (AWL)
FENI
BBL
(Biscuit)
HABIGONJ
SYLHET
Under Construction
BBL
(Biscuit)
ISHWARDI
BML
(Chira, Muri)
GAZIPUR
BHOYRAB
PFL
(Snacks)
BBL (Cake)
30
31
32
CS: HR Department
Chief HRM
Chief Recruitment
Officer (CRO)
OD-M
Recruitment Wing
Personal Wing
QMS-M
Training Wing
SLM
G-Mgt
Tech
Low skilled
34
35
36
&
Preserve
Organizational/departmental
diagram,
functional
37
Recruitment Section
Develop method and strategy for recruitment process
Develop method and strategy for selection process
Conduct the recruitment & selection process
Making employment offer
Ensure the probable best fit for person job & person organization
Personal Selection
Make appointment & confirmation
Posting, transfer, promotion, termination, resignation& separation
Taking disciplinary action as per instruction
Compensation & benefits
Calculation of bonus, deduction & incentives & leave encashment
Attendance & leave record
Make annual appraisal
Training Section
Assess training need of the group & develop training strategy
Prepare lesson & training module
Arrange training in all areas including general management, sales, factory etc
Conduct training class
Obtain training feedback & analyze result
QMS Section
Develop & revision of policy regarding ISO/HACCP/HALAL with the direction of
management
Follow-up-works of ISO/HACCP/HALAL
Maintain ISO/HACCP/HALAL related documents
Conduct ISO internal audit & review process
Internship management
Organization Development
Improve the performance of individuals , teams & total organization
Furnish preserve organizational/departmental diagram, functional flowchart & job
description
Formulate innovation organizational development strategy
Review company policy if required
38
39
40
41
43
44
45
46
agencies,
notice
boards
of
technical
universities
like
Requisition
7 days
Appointment letter
Advertisement
1 day
10 days
Short listing
screening
Medical check
1 day
2 days
Interview written
test
Reference check
1 day
4 days
Compilation and
Approval 1 day
47
Initial Screening
Passed
Failed Test
Employment test/
Preliminary
Interview
Passed
Comprehensive
Interview
Passed
Problem encountered
Reference Check
Reject Applicant
Passed
Unable to do essential elements of job
Medical
Examination
If required
Passed
Final job offer
48
Executive position: For the executive position, the candidate must have a master
degree. In some cases, the candidates having masters degree only in the business
field are considered. Even, the candidates who have completed masters from general
side and later completed MBA are not offered some posts. In this case, the candidates
who have graduation and post graduation in business are offered the posts.
Executive and above: For executive and above, the experience plays the most vital
role. At the same time, the academic background is also taken into consideration. In
this case, the candidates must have at least 2nd class in all academic levels. However,
in case of competent candidates with strong experience in the relevant fields, such
educational qualifications may be relaxed.
will
decide
the
selection
criteria
in
accordance
with
the
concerned
Screening test
Interview
Paper checking
49
50
If the recruitment is for any key position / GM, AGM, Manager above level a final
interview must be conducted with the director, CEO.
5.11 Re-employment
Re-employment is not encouraged by PRAN- RFL Group. However for highly competent
candidates exceptions can be made subject to the approval of the Director and the CEO.
51
Month
No. of
Position
10
Name of Position
MT-Chemical
MT-Civil
MT-Dairy
MT-QC
MT-Management
MT-Finance
MT-Marketing
MT-Accounts
(Internal
Auditor).
Veterinary officer.
Public Relation officer.
For these requisitions advertisement are given in the daily newspaper and bdjobs, which is a
popular jobsite. Applications are submitted in the HR Department are collected and
scrutinized. The applications then short listed.
Requisition by the divisional heads must contain job description and requirement. According
to these description and requirement HR prepared advertisement. As discussed curlier for
executive position candidate must be at least masters degree, for executive and above level,
candidate must have at least 2nd class in all academic level etc.
52
Strengths:
Good reputation: During the study, I have found that a rush of CV is coming against
a particular post. In some cases, it is found that I have received I have 100 CVs for a
single post. From this perspective, it can be said that the organization has a good
reputation in the job market. For this reason, the organization gets an opportunity to
choose from the lots of alternatives. This is certainly strength of the organization.
Strong Technology: Strength of the organization is that it has a strong technology to
maintain the recruitment and selection practices. All the procedures of the
organization are well maintained by technological support. This is termed as a great
strength.
Effective Human Resource Plan: The human resource plan is very effective and
insightful. The plans are well executed and reviewed comprehensively.
Quality Top Management: The top management of the organization tends to be built
on quality. The top priority of the top management is one and that is quality. Even, the
top management of the organization well qualified. This is very great strength of the
organization.
Qualified Employee: The qualified employees are a great strength of the
organization. Here, at any level of administrative posts, the minimum qualification is
Masters. For this reason, all the employees in the head office are university graduates.
Expertise and Experience of Parent Company: The parent company was
established in 1981; meaning it has been about 30 years since it started its operation.
54
Weakness:
Poor Looking HR Building: The HRM building is supposed to look fantastic and
colorful. But in the PRAN-RFL Group, the HRM building is not that much
fashionable. For this reason, the highly ambitious candidates come to sit for the tests
but after the seeing the environment, they do not want to join here. The candidates
from the foreign universities and top class public and private universities tend to do
this. This is termed as a weakness.
Shortage of Exam Halls: The focal weakness of this organization is that the building
doesnt have good support of exam halls. When the recruitment team plans to recruit
the sales representatives in larger number, they cant do it. This doesnt happen
because they dont have good support of exam halls.
Website Is Not Updated: The last but not the least weakness of the organization is
that though the technology team is very strong here, their website is well updated as
much as it should be. For this reason, the interested candidates fall short of
information prior to coming here in the organization.
Absence of Central Interview Body: In the organization, there is no central
interview board that is supposed to have the interview and select a candidate for a
particular post. Very often it is seen that a candidate is to undergo several interviews
owing to the absence of a central committee for interviewing. When a candidate
passes the primary stages of screening and written tests, he or she is called for the
final interview with the director of the particular department. But when the particular
wing of that department is informed of the recruitment, the chief of the wing
55
Opportunities:
Want of Jobs in the Public Sector: A greater demand of jobs found due to the gaps
in the public sector creates an opportunity for this company. As the population grows,
the demand for jobs grows. To meet up this demand, the public sector is really unable.
For the reason, PRAN-RFL group is getting the opportunity to fill in the vacant posts
with more qualified candidates.
Changing Mentality of the New Entrants: The new entrants into the job market are
a bit changed now. They have a tendency that the public jobs are not smart,
fashionable and lucrative. To them, the public jobs are a bit like the classical old
schools with little amenity of modern life. So, they move to getting the private jobs
like in the PRAN-RFL Group.
Absence of the Same Level Company: PRAN-RFL group enjoys an opportunity that
there is no same level company in the country right now. Even, the company with the
same business is not as big as it is now. This factor is helping the organization a lot.
Another thing is that the main competitors have congested the product line these days.
For this reason, the company sees the better days.
Threats:
Increasing Number of Companies: The increasing number of companies in the
country poses a greater threat to the PRAN-RFL group. As the number of companies
is growing, the job market is becoming more and more open and competitive. In this
backdrop, the candidates are getting a lot of options to find the jobs. So, whenever
they want, they are getting the scope to switch over another job. Hence, with so many
alternatives present in the job market, the company finds it really threatening to retain
the best employees it has and to recruit the best candidates it can have.
56
The recruitment and selection practices of the PRAN-RFL Group are suffering from
internal and external pressures. As a result, the HRD of the PRAN-RFL Group cannot
recruit and select the best candidates to fill-up the vacant position of the organization.
The manager of the PRAN-RFL Group cannot conduct an ideal recruitment and
selection program due to the existence of old and classical styles. That is why,
57
The HR Department of the PRAN-RFL Group always takes employee referrals for
recruiting and selecting the right candidates to fill-up the vacant position of the
organization. As they put a lot of importance on the referrals, they most often fail to
locate the right candidates for the right job.
The recruitment and selection policies of this organization are not well organized in
some cases. For this reason, some problems always take place in the course of
recruitment and selection.
There is no complain box in which the outgoing candidates can give their feedback.
The recruitment policies are not updated as proactively and timely as demanded.
58
7.1 Recommendations
The following recommendations will help the HR manager of PRAN-RFL Group to
overcome the problems involved with existing recruitment and selection practices of this
company:
The HR manager of the PRAN-RFL Group should have the ability to take the right
decision under the internal and external pressures and must be very cautious to select
the most qualified candidates for the betterment of the company.
The HR manager of this company should try to conduct an ideal recruitment and
selection program. Because it encourages the qualified candidates to submit their CVs
in the organization and discourages the disqualified candidates to submit their CVs in
the organization. As a result, on the one hand, the manager may fill-up the vacant
positions with the most qualified candidates and on the other hand, the manager may
reduce the hassles of the HR Department.
The HR Manager should take a comprehensive initiative to make all the recruitment
and selection policies well organized and clearly defined. He should also take some
steps to have a survey over the competitive companies to understand the gap between
what PRAN-RFL is and what the other companies are.
The HR Department of the company should form some committees assigned with
respective duties. Say for example; one committee will be responsible for planning;
one for advertising; one for interviewing; and the other for this kind of jobs. If this
can be done, the recruitment and selection wing is very likely to conduct a standard
recruitment and selection program. This committee should be capable of selecting the
most qualified candidates for filling the vacant positions of the organization.
The HR manager of this company should be very active and alert to make all the
policies up-to-date so that the manager can smoothly overcome the problems relating
to recruitment and selection practices.
The HR manager should also have a comprehensive follow up of the policies and
practices to ensure that all the things are going alright.
The HR manager should arrange weekly meetings participated by all the officials of
the recruitment wing. In the meeting, all the officials should be made to talk over the
60
61
7.2 Conclusion
The project called HRM PRACTICES OF PRAN-RFL GROUP WITH A SPECIAL
REFRENCE TO RECRUITMENT AND SELECTION is assigned by the organization.
During developing this project, I have gathered a cargo of experiences which, I believe
strongly, will be a very valuable resource in my practical life in future.
Recruiting and Selecting are a unique process of discovering potential candidates for actual
and anticipated organizational vacancies. From another perspective, it is a linking activity
that brings those with jobs to fill and those seeking jobs together. The success of recruiting
and selecting also needs cooperation of the department in which a position is vacant. They
must give the description and specification of the job for which a person will be hired. At the
same time, HR also needs to analyze the nature of that job. The effective analysis will lead to
an effective advertisement that will attract the qualified and discourage the disqualified.
Timely requisition is also very important; simultaneously the HR needs continuous
monitoring for the upcoming vacant positions in every department. As retention of employees
has become the greatest challenge of an organization, the recruiters have to be careful enough
and visionary to select people so that the new entrant can be retained for a long time; fitting
in the best position he or she deserves. It is a common scenario that every, large or small,
multinational company controls its huge number of employees through HRD. In line with
that, organizations throughout the world are quickly changing and improving the quality.
In this backdrop now-a-days, the role of HRD has become very important and to say frankly
the most integral part of an organization.
The Human Resource Department of PRAN-RFL Group is strong, supportive to its
employees. Concomitantly, the HRD coordinate the other department in an effective way so
that the organization goals can be achieved optimally.
In fine, PRAN-RFL Group recruitment and selection effort by HRD is really ideal. This ideal
recruitment and selection effort brings in a satisfactory number of qualified applicants by dint
of its effectiveness and efficiency for the optimal growth of the organization. Thats why;
PRAN-RFL Group is enjoying and experiencing a continuous development in their pursuit of
excellence.
62
References
www.pranfoods.net
www.pranrflgroup.com
www.rflbd.com
Kenneth J. Mcbey, Monica Belcourt, Strategic Human Resource Planning, 2nd edition,
Thomson, (2011-2012).
George T Milkovich, Personnel/human resource Management, 5th edition, Business
Publications (1988).
Gary Dessler, Human Resource Management, 13th edition, Pearson,(2012).
David A. DeCenzo and Stephen P. Robins, Fundamentals of Human Resource
Management, 4th edition, Prentice Hall, (2004).
Different Websites
63
Annex
Annex
Interview Schedule:
SL.
Date
Time
Applicant Name
Contact No.
Job title
1
2
3
4
5
Name
Academic
Experience
Mobile No.
Particulars
1
2
3
4
5
64
Annex
Attendance Sheet
Position:
Date:
SL.
Cell No.
Signature
1
2
3
Candidate Evaluation Sheet:
Name of the Post:
S
L
Personality
Name of the
Candidate
Subject
knowledge/
Communication
skill
(i)
(ii)
Initiative
Supervisory
capability
Wor
king
expe
rienc
e
(iii)
(iv)
(v)
Sense of
responsibili Total
ties
(vi)
marks
(i-vi)
1
2
3
(Markings: 1= Average; 2= Good; 3= Better; 4= Outstanding)
(Signature)
65
Annex
Type of Test
Designation:
Written Test-100
Name:
Academic
Performance
(Marks-24)
S/O:
Address:
Age: Years
Vill.:
PO:
PS:
Dist.:
Marital
Status:
Department(s):
Education
Institute/Board/University
Name of Exam
Year
Marks
(Obtained)
Related
job
Experience (Marks16
Division/
Class/CGPA
Job
Aptitude
(Marks-10)
Leadership (Marks10)
Health(Mark-10)
Communication
Skill
(Oral)
(Marks-30)
Total obtained from
above
General
Interview (Marks100)
Position Hold
Experiences(s) (Employer)
Duration/Year
Group Discussion
(Marks-100)
Computer
Skills
(Marks-100)
Grand
Total
(Marks-400)
Place of Joining:
Salary (PM) on probation:
Salary (PM) on Confirmation:
Interviewed by
Report to:
Date of Joining: on or before.
Type(s) of test taken:
Prepared by
Checked by
Recommended by
Designation: MT-Rec.
Designation: AM-rec.
Designation: AM-rec.
Signature:
Signature:
Signature:
Date:
Date:
Date:
Approved by ED-BLIL
66