CHAPTER ONE

INTRODUCTION

1|Page
1.1 Introduction
The recruitment and selection processes of an organization are two of its most important
HR planning activities. The basic purpose of recruiting is to ensure a sufficient pool of
applicants from which the most qualified individuals may be selected. Effective
recruiting is important because sufficient number of qualified applicants is needed to
ensure that selection can be successfully accomplished.

A bank is a financial institution which deals with deposits and advances and other
related services. It receives money from those who want to save in the form of deposits
and it lends money to those who need it. The recruitment and selection decision is of
prime importance to obtain the best possible person-to-job fit which will, when
aggregated, contribute significantly towards the hotel's effectiveness. It is also becoming
increasingly important, as the hotel evolves and changes, that new recruits show a
willingness to learn, adaptability and ability to work as part of a team. The Recruitment
& Selection procedure should help managers to ensure that these criteria are addressed.
The Recruitment and Selection Policy and Procedures aim to provide clear guidance to
managers in relation to both the selection and appointment of staff. This policy
promotes and supports good practice for those with responsibility for recruitment.

1.2 Objectives of the Study

The objectives of this study will be:
to evaluate the current selection and recruitment policy and process of Sonali
Bank Limited.
to find out the weaknesses of the current Recruitment & Selection policy.
to make recommendations regarding the improvement of recruitment and
selection of Sonali Bank Limited.

2|Page
1.3 Scope of the Study
The report deals with the recruitment and selection process in terms of theoretical point
of view and the practical use. The study will allow learning about the recruitment and
selection issues, importance, modern techniques and models used to make it more
efficient. The study will help to learn the practical procedures followed by the leading
organizations. Moreover the study will help to differentiate between the practice and the
theories that direct to realize how the organization can improve their recruitment and
selection process.

1.4 Methodology of Study

Every report follows some method and principle. This report is based on both primary
and secondary data. But In the organization part much information from collect from
different publishes articles, journals and website and so on.
1.4.1 Data collection methods:
Primary sources of data:
Primary sources are collected from the employees of Sonali Bank Ltd. who were very
informative and so helpful to have the findings. But some sources of data like-
Discuss with the official
Desk work and observation
Secondary sources of data: Secondary data have collected from.
Relevant books
Newspapers
Annual report
Web site
Publish books
journals

3|Page
1.4.2 Target Population
The data are collected to make this report from the employees who are the official of
recruitment and selection practices.

1.4.3 Sample size

The survey was conducted over 4 person, who were actually employees of Sonali Bank
Ltd.

1.4.4 Data analysis

The data was analyzed and demonstrate with the relevant course material. Other side the
data were used in the human resources tools and techniques. They were matched and
compare with the HRM term.

1.5 Time Schedule of the Study

SL. No. Particulars Duration

01. Data Collection, analyzing and consolation with the 01 months and 15
supervisor days
02. Data observation and separation 15 days
03. Data input to computer, processing and preparing 15 days
the report
04. Make a output as book and shown the supervisor for 15 days
correction then submitted to him finally.
Total 03 months

4|Page
1.6 Limitation of the Study
There was a certain limitation for which this report had some obstacles. The obstacles
are as follows
The main limitation took place when the information about recruitment and
selection policies was being collected it was really hard to have information of
their recruitment selection policies.
The annual report is the main secondary sources of the information but
information was not enough to complete the report and it was not identified as
sources to have a clear idea about this bank.
The whole report was made by following the HRM basic so the reflection of the
theory was highlighted in the whole report than the practical references.

5|Page
 CHAPTER TWO

PROFILE OF THE SONALI BANK

LIMITED

6|Page
2.1 PROFILE of Sonali Bank Limited
Registered Name : Sonali bank Limited
Known As : SBL
SWIFT Code : BSONBDDH
Category : Commercial
Type : Public
Date of Registration : 1972
1st Branch : Motijheel Branch, Dhaka
Opening Ceremony : 1972
Head office : Sonali Bank Limited, 35-42, 44 Motijheel
C/A,Dhaka
1000, Bangladesh.
Phone : +880-2-9550426-31, 33, 34
Fax : +88-02-9561410, +88-02-9552007
Email : sbhoid@bdmail.net , sbhoitd@btcl.net.bd
Website : www.sonalibank.com.bd
Official Logo :

Managing Director : Md. Humayun Kabir

Managing Director &CEO : Prodip Kumar Dutta
Branch : 1204
Number of Employees : 2187
Authorized Capital : Taka 2000 Billion
Paid-up Capital : Taka 1125sBillion
Local Partnership of Capital : Public Limited Company under 100% ownership
of Government
Services provided : Deposit Scheme, Credit Facility, money transfer
and Foreign Exchange Services.
Banking operating system : Both conventional and foreign system (E-Banking
Software by Dextop corporation ltd.)
Technology used : Member of SWIFT, online Banking, Sonali based
Computer system.

7|Page
2.2 History of Sonali Bank Limited
Sonali Bank Limited, the largest & leading commercial bank of the country, came into
being in 1972 immediately after the emergence of Bangladesh as an independent state.
A fully state-owned enterprise, the bank has been discharging its nation-building
responsibilities by undertaking government entrusted different socio-economic schemes
as well as money market activities of its own volition, covering all spheres of the
economy. Sonali Bank Limited singularly enjoys the prestige of being the agent of the
Central Bank of Bangladesh in such places where the guardian of the money market has
chosen not to act by itself. Sonali Bank Limited is governed by a Board of Directors
consisting of 9(nine) members headed by a Chairman. The Bank is headed by the Chief
Executive Officer & Managing Director, who is a well-known Banker and a reputed
professional. The head office of the bank along with its corporate structure is located at
Motijheel, Dhaka, and the main commercial center of the capital. Sonali Bank Limited
extends all the major personal banking facilities and services to its customers with its
skilled manpower and largest network of around 1204 branches covering all the urban
and remote rural areas of Bangladesh.

2.3 Vision :
Socially committed leading banking institution with global presence.

2.4 Mission :
Dedicated to extend a whole range of quality products that support divergent needs of
people aiming at enriching their lives, creating value for the stakeholders and
contributing towards socio-economic development of the country.
2.5 Slogan :
Your trusted partner in innovating banking.

8|Page
2.6 Sonali Bank At a glance
SBL is one of the largest public banks in Bangladesh. Recently it is going to introduce
shares. It operates through One Head Office, 30 main divisional offices, 6 General
Managers Office, 42 Principal Office, 19 Regional Office and 198 fully computerized
branches, ensuring best possible and fastest services to its valued clients and efficient
management.

2.7 Management of Sonali Bank

The Board of Directors is the top of Management, which is constituted in teams of the
Bangladesh Banks Nationalization Order 1972. Management hierarchy of Sonali Bank
is given blow:

Board of Directors (BOD)

Managing Director (MD)

Deputy Managing Director (DMD)

General Manager (GM)

Deputy General Manager (DGM)

Assistant General Manager (AGM)

Senior Principal Officer (SPO)

Principal Officer (PO)

Office

9|Page
2.8 Board of Directors

Ranjit Kumar Chakraborty

Director
Additional Secretary,
Finance Division, Ministry of Finance (On PRL)
Govt. of the People's Republic of Bangladesh

Md. Nazibar Rahman

Director
M.D. Advanced Care
Former Director, Janata Bank Limited

Shekhar Dutta
Director
President,
Moni Singh-Farhad Smrity Trust
Former Director, Agrani Bank Limited

Mrs. Selima Ahmad

Director
Vice Chairperson, Nitol-Nilay Group.
Former Director, BDBL
Founder, Bangladesh Women Chamber of Commerce and
Industry

Md. Mahboob Hossain

Director
Former Joint Secretary,
Govt. of the People's Republic of Bangladesh

10 | P a g e
Md. Shaheb Ali Mridha
Director
Former Joint Secretary
Govt. of the People's Republic of Bangladesh

Kazi Tariqul Islam

Director
Former Joint Secretary
Govt. of the People's Republic of Bangladesh

Md. Enamul Haq Choudhury

Director
Former Managing Director,
Sonali Bank, Agrani Bank, Shilpa Bank & BRAC Bank
Limited
Former Director, Janata Bank Limited

A.K.M Rezaur Rahman

Director
Former Additional Secretary,
Govt. of the People's Republic of Bangladesh
Former Director, Basic Bank Ltd.

Pradip Kumar Dutta

Managing Director & CEO
Sonali Bank Limited

11 | P a g e
2.9 Functional Structure

Sonali Bank is the largest nationalized commercial bank of Bangladesh. It has 1204
branches throughout the country. It has also two overseas branches. The Head Office of
the bank is located at the Motijheel commercial are, Dhaka. The Divisions are headed
by the DGMs and the departments are by AGMs. There are also many sections under
every department in the Head Office. A DGM is the chief of the Principal office and an
AGM usually runs a regional office. Principal offices are the local points of the banks
administrative zone in the districts. The regional offices are under control and
supervision of principal offices. The offices are situated at thana level within the
districts. The corporate branches are nearly equivalent to the GM office and usually
headed by the DGMs. They provide all the banking services such as general banking,
loans & advances etc.

Functional hierarchy of Sonali bank is given below:

Head Office

GM Office

Principal Office

Regional Office

Branch Office

12 | P a g e
2.10 Market Position and Uniqueness of Sonali Bank Limited

Sonali Bank is the largest nationalized commercial bank in Bangladesh.

It has the highest number of branches among all banks in Bangladesh.
It has the highest number of branches in rural areas.
It has the number of employees among the banks in Bangladesh.
It has the largest network abroad for remittance.
It transfers most number of foreign remittance.
Most of the government employees get their salary through Sonali Bank.
Its authorized capital and paid up capital is the highest among the banks in
Bangladesh.
The bank discharges the treasury functions as a representative of Bangladesh
Bank

2.11 Services of Sonali Bank Limited

The services provided by Sonali Bank are of two kinds-
a) Core Banking Services
b) Ancillary Services

a) CORE BANKING SERVICES

1) Personal Banking:
Savings A/C, Daily profit A/C, FDR A/C.
Trade Finance (Housing Loan, Transport Loan etc.).
Transfer of fund from one branch to another by - Demand Draft - Mail
Transfer - Telegraphic Transfer.
Locker facilities.
Collection of cheques through clearing House/beyond Clearing House.

2) Rural Credit:
Sonali Bank is giving loans to farmers at a regular basis. Farmers can
take loans by repaying loans of previous year.
Entrepreneurs related to agriculture can also take loans.

13 | P a g e
 Sonali Bank also gives loan on special cases(cyclone, flood, drought
etc.).

3) Micro Credit:
Presently, 32 Micro Credit projects/programs are being run by the
Bank.
Sonali Bank is giving BDT 1,500-50,000 on different programs at an
interest rate varying from 6.25-13%.

4) International Banking:
Export Credit (Pre-shipment & Post shipment)
Facilitating Supplier's Credit
LCs (Letters of Credit)
Guarantees in Foreign Currency
Bill Purchasing/Discounting
Remittance, collection, purchases & sales of Foreign Currency &
Travelers Cheques.
NFCD A/c (Non-Resident Foreign Currency Deposit)
RFCD A/c (Resident Foreign Currency Deposit)
Convertible and Non-convertible Taka Account
Forward contracts
Correspondent Banking Relations
5) Industrial Financing:
About 100 branches including all the corporate and district headquarters
branches are designated to handle industrial credit.
Industrial Financing for Thrust Sectors.
Sonali Bank Industrial Credit Scheme.
Special Investment Scheme for Cottage and Small Industries.
Financing Large Scale Industries through Banks' Consortium.
Financing Software Development and Data Processing.

14 | P a g e
 6) SME Financing:
Sonali Bank is giving SME loans ranging BDT 50,000 to BDT 10, 00,
00,000.
Repayment period is ranging from 1 year to 7 years.

7) Foreign Currency A/C:

Any person/firm/organization who earns foreign currency can open
Foreign Currency Account with Sonali Bank Limited.
Foeign Currency A/C is of two types:
Non-resident Foreign Currency Deposit A/C
Resident Foreign Currency Deposit A/C

8) Investment Bond:
Wage Earner's Development Bond
US Dollar Investment Bond
US Dollar Premium Bond
Govt. Treasury Bill and Bond

b) ANCILLARY SERVICES
1) Collection:
Gas bills.
Electricity bills.
Telephone bills.
Water/Sewerage bills.
Municipal holding Tax.
Passport fees, visa fees and Travel tax.
Customs & Excise duties.
Source tax and VAT.
Jakat fund.
Hajj deposit.
Land development tax.

15 | P a g e
2) Payment:
Pension of employees of Government and other Corporate Bodies.
Bangladesh Bank employees pension.
Army pension.
British pension.
Students' stipend/scholarship.
Govt. & Non-Govt. Teachers' salary.
Food procurement bill on behalf of the Govt.
3) Social Services:
Old age allowances.
Widows, divorcees and destitute women allowances.
Freedom Fighters' allowances.
Rehabilitation allowances for acid survival women.
Maternal allowances for poor women.
Disability allowances.
4) Sale & Encashment/Purchase:
Savings Certificates.
ICB Unit Certificates.
Prize Bonds.
Wage Earner's Development Bonds.
US Dollar Premium & Investment Bond.
Lottery tickets of different Semi-Govt. and Autonomous Bodies.
Sanchaypatra.
Public Service Commission's application form.
Judicial Service Commission's application form.
Exchange of soiled / torn notes.

5) Miscellaneous Services:
Bank a/c information of tax payer client according to demand of NBR.
Local Governance Support Project.
Enlist of Non-Government Insurance Company.

16 | P a g e
 CHAPTER THREE

CONCEPTUAL FRAMEWORK

17 | P a g e
3.1 Human Resource Management
HRM is concerned with people dimension in management. Since every
organization is made up of people, acquiring their services, developing their skills,
motivating them to high levels of performance, and ensuring that they continue to
maintain their commitment to the organization are essential to achieving
organizational objectives.

Those organizations that are able to acquire, develop, stimulate, and keep
outstanding workers will be both effective and efficient. Those organizations that are
ineffective or inefficient risk the hazard of stagnating or going out of business.
Survival of an organization requires competent managers and workers coordinating
their efforts toward an ultimate goal. While successful coordination cannot guarantee
success, organizations that are unsuccessful in getting such coordination from
managers and workers will ultimately fail!

To look HRM more specifically, that it is a process consisting of four functions-

acquisition, development, motivation, and maintenance-of Human Resource (HR).
In less-academic terms, we might describe these four functions as getting people,
preparing them, activating them, and keeping them.

Human Resource Management System (HRMS) applications consist of a broad set of

business process and analytical capabilities spanning the employee life cycle, from
hiring and on boarding, personnel and benefits administration, compensation, payroll,
compliance, performance management, succession planning, and career development.

18 | P a g e
 Acquisition

Human Resource
Planning

Recruiting
-Internal

-External

Employee Socialization
External

Maintenance Development
Safety and Health Influences Employee Training
Employee/Labor
Management
relations
Development
Career Development

Motivation

Job Design
Performance
Evaluations
Rewards
Job Evaluation
Compensation/Benefit
s
Discipline

Figure: Human Resource Management (HRM) Components.

19 | P a g e
3.2 Human Resource Management Components:

The Human Resource Management (HRM) components are described below:

3.2.1 Acquisition of Human Resources

It is here that management ensure that is has the right number and kind of people, at the
right places, at the right times, capable of effectively and efficiently completing the
work required so that the organization can achieve its overall objectives.
If human resource planning uncovers the need to hire additional employees, one must
discover potential applicants. These potential applicants must be screened to identify job
applicants who are likely to be successful if hired.
The acquisition function is completed when the selected applicants cants have been
placed in the organizations culture and their work environment. The organizations
culture conveys how things are done and what matters. When employees have adapted
to the organizations culture, they have learned the rope or Socializing the New
Employee.

3.3 Aim of Selection and Recruitment

Recruitment
To ensure that a pool of suitably experienced and qualified people apply for the job.

Selection
To identify one candidate who is likely to perform better in the position than the others.
This combines aspects of the persons knowledge skills and experience as well as their
place in the culture of an established team.

This is a two-way process and the applicant is also trying to establish for themselves if
the role and the team meets their own needs.

Benefits of Internal Recruitment is that:

Considerable savings can be made. Individuals with inside knowledge of how a
business operates will need shorter periods of training and time for 'fitting in'.
The organization is unlikely to be greatly 'disrupted' by someone who is used to
working with others in the organization

20 | P a g e
 Internal promotion acts as an incentive to all staff to work harder within the
organization. From the firm's point of view, the strengths and weaknesses of an
insider will have been assessed. There is always a risk attached to employing an
outsider who may only be a success 'on PAPER'

Benefits of External Recruitment

External recruitment makes it possible to draw upon a wider range of talent, and
provides the opportunity to bring new experience and ideas in to the business.
Disadvantages are that it is more costly and the company may end up with someone who
proves to be less effective in practice than they did on paper and in the interview
situation. There are a number of stages, which can be used to define and set out the
nature of particular jobs for recruitment purposes: Job analysis is the process of
examining jobs in order to identify the key requirements of each job. A number of
important questions need to be explored: the title of the job to whom the employee is
responsible for whom the employee irresponsible simple description of the role and
duties of the employee within the organization. Job analysis is used in order to:

Choose employees either from the ranks of your existing staff or from the
recruitment of new staff.
Set out the training requirements of a particular job.
Provide information which will help in decision making about the type of
equipment and materials to be employed with the job.
Identify and profile the experiences of employees in their work tasks
(information which can be used as evidence for staff development and
promotion).
Identify areas of risk and danger at work.
Help in setting rates of pay for job tasks.

Job analysis can be carried out by direct observation of employees at work, by finding
out information from interviewing job holders, or by referring to documents such as
training manuals. Information can be gleaned directly from the person carrying out a
task and/or from their supervisory staff. Some large organizations specifically employ
'job analysts'. In most companies, however, job analysis is expected to be part of the
general skills of a training or personnel officer.

21 | P a g e
3.4 Recruitment
Recruitment refers to the process of attracting, screening, and selecting qualified
people for a job at an organization or firm. For some components of the recruitment
process, mid- and large-size organizations often retain professional recruiters or
outsource some of the process to recruitment agencies.

The recruitment has five main types of agencies: employment agencies, recruitment
websites and job search engines, "headhunters" for executive and professional
recruitment, niche agencies which specialize in a particular area of staffing, or employer
branding strategy and in-house recruitment. The stages in recruitment include sourcing
candidates by advertising or other methods, and screening and selecting potential
candidates using tests or interviews.
Recruitment is the premier major steps in the selection process in an Organization. It has
been explained as an activity directed to obtain appropriate human resources whose
qualifications and skills match functions of the relevant posts in the Organization. Its
importance cannot be over-emphasized and can also be best described as the heart of
the organization.

3.4.1 Types of Recruitment

There are various steps followed by an organization to recruit qualified employees for
the achievement of objectives. The steps are as follows:
1. Assessment of the job: The first step of recruitment of employees is proper
assessment of the job. Whether the work is difficult or 'normal, experience is
required or not. What qualities are needed for work to be done? When the work
will be started? All these things are to be assessed for a job.
2. Requisition: After assessment of the job, candidate seeking department gives
requisition of human resource to the top management. After getting the
requisition from the departmental heads, top management assesses the proposal
and last of all if it is seen reasonable and acceptable, top management issues
order for advertisement.
3. Inviting application: After the assessment of requisition proposal of vacant
jobs, the next step of recruitment is attracting applicants through advertisement.
The advertisement includes name of position, nature of the work, qualities

22 | P a g e
 required for the job, age, educational qualification, experience, expected salary
etc.
4. Receiving applications: In the advertisement, potentials job candidates are
asked to submit their applications1 along with their resume and other
necessary documents. In response to the advertisement, job candidates apply for
the vacant positions and human resource or assigned department receive the
application.
5. Spot interview: In case of urgent need, some organizations need manpower for
implementing plans or strategies. For the purpose they can not wait for regular
recruitment or selection. Organizational managers, under this circumstance, visit
the sources of manpower and recruit on the spot.

3.4.2 The Process/Model of Recruitment

It is a process of discovering the people for vacant post. It involves recruitment
planning, job analysis and balancing between demand and supply of human resources.
The last stage of the process is selection. The figure below shows the process of
recruitment and the idea has take from the book Human Resource Management by
Byers and Rue. There are 1. (seven) components of recruitment process/model as
follows:

Fig: The Process/Model of Recruitment

01. Human resource planning: HRP focuses the whole process. It spells how
recruitment process will be administered. What sources will be exploited is also
an important aspect of a, good HRP.

23 | P a g e
02. Job analysis: It is a systematic exploration of the. activities within a job. It is a
technical process used to define the duties, responsibilities and accountabilities
of a job-
03. Nature of job: For 'recruitment purpose-the employer should know about the
nature of job. Not only the requirements of a specific job, it should also be kept
in mind for making the process a success.
04. Filling the job: The employer should have intention to fill the vacancies. How
many positions are vacant just now and how many will, fall vacant in near future
that can be identified, and then number of employees may be recruited.
05. Recruitment: In the fifth aspect of the recruitment process-of HRM search the
sources of recruitment, a) internal sources and b) external source. Both the
sources can be used at the same time.
06 Pool of qualified applicants: There are many applicants in the labor market.
But all are not eligible for the post. Only efficient employees can be selected.
07 Selection: It is the last stage of the process.. It follows a standard pattern,
beginning with an initial screening interview and concluding with the final
employment decision.
From the above discussion we can get a clear idea about the recruitment
process. Any HRM can make the recruitment process a success, if all these
aspects are considered.
3.5 Selection
Once the potential applicants are identified, the next step is to evaluate their
qualification, qualities, experiences, capabilities etc. & make the selection. It is the
process of offering jobs to the desired applicants. Selection means choosing a few from
those who apply, It is picking up of applicants or candidates with requisite qualifications
and qualities to fill jobs in the organization.
The process of interviewing and evaluating candidates for a specific job and selecting an
individual for employment based on certain criteria. Employee selection can range from
a very simple process to a very complicated process depending on the firm hiring and
the position. Certain employment laws such as anti-discrimination laws must be obeyed
during employee selection

24 | P a g e
3.5.1 Process of Selection
Selection activities typically follow a standard pattern, beginning with an initial
screening, interview and concluding with the final employment decision. Selection
process typically consists of eight steps. Such as -
1. Initial screening interview: The first step in the selection process where by
inquiries about a job are screened. It is a two steps procedure. It is excellent
opportunity for Human Resource Management to describe the job in detail so the
candidates can consider seriously about applying. During the initial screening it
is important to identify a salary range, It is a two steps procedure, a) The
screening of inquires, b) The provision of screening interview.
2. Completion of the application form: The application form gives a job
performance related synopsis of what applicant has been doing during their adult
life, their skills and their accomplishments. Applications are also useful in that
they obtain information the company wants.
3. Employment tests: Intelligence, aptitude, ability and interest tests are needed to
provide major input to the selection process. In this step handwriting analysis
and honesty tests have also been used with the attempt to learn more about the
candidate.
4. The comprehensive interview: A selection device in which in-depth
information" about a candidate can be obtained. The applicant may be
interviewed by Human Resource Management interviewers, and senior
managers. This interview assesses one's motivation,, ability to work under
pressure and ability to "fit in" with the organization.
5. Background investigation: This stage contacting former employers to confirm
the candidates work record and to obtain their appraisal of his or her
performance. Contacting other references and verifying the educational
accomplishments are shown in the application. It is also checking credit
references and criminal records and even using third-party investigators to do the
background check. Note: Under the comprehensive Approach, all steps
completed Before a haring--decision is made. (Source: DeCenzo & Robbin
"Human Resource Management").
6. Conditional job offer: Job offer made to an individual which will become
permanent after passing tests such as a substance abuse test. Conditional job
offer is usually made by an HRM representative. .
7. Physical or Medical examination: Physical exam can only be used, who are
unable to physically comply with the requirements of a job. It is to show that

25 | P a g e
 minimum standards of health exist to enroll in company health and life insurance
program.
8. Final job offer: Those individuals who perform successfully in the preceding
steps are now considered to be eligible to receive the employment offer.
3.6 Interview
Meaning of Interview
Interview may be defined as a device of gathering and receiving information
through face to face meeting between the employer and applicant with a view to
make final selection decision.

Interview is generally taken:

By one person
By several persons
By several persons sitting together

Types of Interview
There are a few types of interview. An organization can follow any one or more than
one interviews at the same times. These types are shown in the following table

26 | P a g e
3.7 Job Description
This section describes the appropriate responsibility areas, tasks or duties for the role.
This can be taken almost directly from the job description previously constructed.
Realistic job previews: While selling the job is important, it can be a good sales ploy to
point out any particular difficulties of the job, giving the applicant a more realistic idea
about what the job entails. This should only be used where a direct compensation has
been built into the package.

3.7.1 Features of Job Description

There are some features of job description. The presence of these features makes the job
description program a success. On the other hand, absence of these features job
description program may not serve its purpose as per desire. Therefore, the person
concerned should be very careful in describing jobs. Some important features are listed
below:
1. Title of job
2. Alternative title
3. Name of the department
4. Name of the sub department
5. Name of the branch
6. Brief description of work
7. Limitations of jobs responsibilities
8. Training activities
9. Relationship between jobs
10. Supervisory facilities
11. Working conditions
12. Concept about the jobs
13. Physical and mental abilities
14. Remuneration
15. Methods of job comparison.

27 | P a g e
3.8 Job specification
A job specification goes beyond a mere description - in addition, it highlights the mental
and physical attributes required of the job holder. For example, a job specification for a
trainee manager's post in a retail store included the following:
'Managers at all levels would be expected to show responsibility. The company is
looking for people who are tough and talented. They should have a flair for business,
know how to sell, and to work in a team.

Job analysis, description, and specification can provide useful information to a business
in addition to serving as recruitment instruments. For example, staff appraisal is a means
of monitoring staff performance and is a feature of promotion in modern companies. In
some companies, for example, employees and their immediate line managers discuss
personal goals and targets for the coming time period (e.g. the next six months). The
appraisal will then involve a review of performance during the previous six months, and
setting new targets. Job details can serve as a useful basis for establishing dialogue and
targets. Job descriptions can be used as reference points for arbitrating in disputes as to
'who does what' in a business. Selection involves procedures to identify the most
appropriate candidates to fill posts. An effective selection procedure will therefore take
into consideration the following: keeping the costs of selection down making sure that
the skills and qualities being sought have been identified, developing a process for
identifying them in candidates making sure that the candidates selected, will want the
job, and will stay with the company. Keeping the costs of selection down will involve
such factors as holding the interviews in a location, which is accessible to the
interviewing panel, and to those being interviewed. The interviewing panel must have
available to them all the necessary documentations, such as application forms available
to study before the interviews take place. A short list must be made up of suitable
candidates, so that the interviews do not have to take place a second time, with new job
advertisements being placed. The skills required should have been identified through the
process of job analysis, description and specification. It is important then to identify
ways of testing whether candidates meet these requirements.
Testing this out may involve:
interviewing candidates
asking them to get involved in simulated work scenarios

28 | P a g e
 asking them to provide samples of previous work
getting them to fill in personality and intelligence tests
Giving them real work simulations to test their abilities.

Type of person required

In the person specification you may have identified some special characteristics,
knowledge, skills or experience required in the person who fills the role. Any that are
critical to your business should be detailed in this section. However, be careful to avoid
any characteristics that do not directly affect performance of the role, as this is
discrimination.

Selling the job

Before an effective sale pitch can be designed, the employer should:
Review the terms and conditions for the role
Check the farm budget
Prepare an information pack if one is to be sent out.

Sales points
Advertising should sell the job by highlighting the opportunities the role provides.
These opportunities may Include:
Learning and growth opportunities (professional and personal development)
The team on the farm
Quality of accommodation
Training provided
Recreational opportunities
Proximity to town
Time off
Leave provisions
Level of salary
Success stories of previous employees
Farm facilities/infrastructure.
Employers should be careful not to oversell the role because if they cant come through
on promises made, staff will be disappointed. It is also illegal under the Fair Trading
Act. In all cases adverts should avoid overused words, such as progressive, self-
29 | P a g e
starter and motivated. They are used with such frequency that they have lost their
meaning and have become space fillers.

Undesirable consequences of poor recruitment

Poor recruitment choices (i.e., poor person-job fit) can have a range of undesirable
consequences for the organization and the worker including:
Higher rates of turnover
Reduced performance effectiveness
Lowered job satisfaction
Reduced work motivation.

Effective Recruitment Steps

Three steps to develop an effective recruitment process are:
Step 1: Ensure an up-to-date job description which contains information related to:
Specific c tasks and activities required for a job
The knowledge, skills and abilities required for effective performance by the job
incumbent.
Step 2: Develop an effective recruitment strategy which considers:
Appropriate sources of recruitment (i.e., advertisements, personal referrals,
employment agencies, direct applications).
Appropriate recruiters (e.g., supervisor or co-worker).
Step 3: Evaluate the recruitment strategy to determine its efficacy.:
Conduct a cost-benefit t analysis in terms of the number of applicants referred,
interviewed, selected, and hired
Compare the effectiveness of applicants hired from various sources.

Overview of Selection Techniques

Evidence-based best practice for three of the most commonly used selection techniques
is outlined below:

Curriculum Vitaes / Resumes and written Applications

A curriculum vitae (CV) / resume provides valuable information relating to a persons
professional qualifications and experience. All information in the CV should be verified
where appropriate (e.g., asking applicants to explain gaps in employment history).

30 | P a g e
Requesting job applicants to address specific selection criteria (i.e., essential and
desirable) can improve the efficiency of reviewing CVs.

3.9 Job Evaluation

Points methods are used in cash of job evaluation. Higher authorities of the Bank are
always concern about their fairness of the job evaluation. The bank establishes a
competitive and standard pay structure according to the job evaluation. On this way the
Bank use wages survey, wage curve and structure.

3.9.1 Objectives of Job Evaluation

There are mainly twelve objectives of job evaluation in various organizations. These are
briefly discussed in the following points:,
1. Good Wages structure: The first purpose-of job evaluation is to establish a
well conceived wage structure in the organization. :
2. Proper performance: Another objective of job evaluation is to ensure, proper
performance of employees, so that their utmost efforts and sincerity can be
ensured.
3. Supply of information: Through job evaluation, necessary information and data
can be supplied, so that proper decision can be made;
4. Base of cost control: To establish a base of controlling, all sorts of costs of job
evaluation should be known to management. Thus costs can be brought to a
reasonable level.
5. Providing reasonable wage or pay: Another purpose of job evaluation in the
business or industrial organization is to ensure reasonable wages and salary-of
employees and managers.
6. Review of pay structure: J6b evaluation can also help to review the pay
structure time to time. This can also help to adjust the pays structure with the
present market and financial structure.
7. Establishment of policies: Other Human Resource Management policies can
also be formulated through the job evaluation process. Job evaluation helps in
analyzing the existing job condition and nature of the organization.
8. Reducing grievance tendency: Another purpose of job evaluation, is to reduce
grievance tendencies among the employees-and managers, which can help both
the parties to maintain cordial working environment in the organization.

31 | P a g e
9. Morale development: One of the important objectives of job evaluation is to
develop moral and job satisfaction and reducing, frustration among the
employees
10. Improved productivity: Productivity level can also be "enhanced by job
evaluation. Because after proper evaluating the jobs distribution of employees
can properly be made through out the organization.
11. Utilization of human resources: Without proper utilization organizational
target can not be achieved in time. Job evaluation helps both production and
human resource managers to make the arrangement for proper utilization of
existing human resource capabilities. Conflict can destroy any good working
environment. Job evaluation can reduce conflict and unrest tendencies of the
employees7 arid ensures their full participation in the production and service
activities.
12. Work simplification: Work simplification can help the employees and
managers understand their activities and also ensure good performance.;
Through Job evaluation work simplification is done. absenteeism and labor
absenteeism can be brought to a minimum.

32 | P a g e
 Chapter Four
Analysis and Findings

33 | P a g e
4.1 Recruitment and Selection procedure of Sonali Bank Limited: An
Evaluation
Following the rules stated in this chapter as well as in the attached schedule to any post,
appointment may be made according to following procedures such as
Direct Recruitment
Recruitment through promotion
Contractual Recruitment

Whatever procedures related appointment may be stated in above sub-rules & in

schedules, if the board of direction feels the necessary for the sake of bank interest to
any post they can appoint direct instead of promotion.

After being effective of this service regulations no direct appointment will be made to
below junior officer or equivalent or assistant officer-grade-1 / assistant officer grade 2 a
in equivalent post & support sub post when the employee to these posts will go to
normal retirement to the said post direct appointment can not be made still then, under
the basis of the approved regulations by the board of directors to the posts below the
rank of grade-2 appointment must be made through contractual basis or through out
sourcing method.

According to regulation approved by board of directors to supporting sub staff post or to

post on adhoc basis from out of service employees' appointment may be made to
assistant officer grade -2 or to equivalent post.
The delegation of administrative power, the delegation of business power of
delegation of financial power of the executives and of other officers etc. will be
approved by the board of director.

Age limit for obtaining Recruitment

Appointment age limit as stated in the attached scheduled along with this sub rules is to
be followed.
To prove age mentioned age in SSC or in equivalent certificate is to be acceptable. In
this case no affidavit will be acceptable
Recruitment eligible authority;
Having prior approval from Bangladesh bank, board of directors can appoint any
eligible person having at least minimum 15 (fifteen) years experience as bankers
to the post of chief executive officer & managing director of this company.
Board of directors of Sonali Bank Ltd. will appoint deputy managing director,
general manager direct / promoting / contractual basis.

34 | P a g e
 Following the approved appointment regulations of board of directors, the chief
executive officer & managing director being empowered administratively will
appoint other posts that is deputy general manager & posts below to this direct /
through promoting / contractual basis.
In case of contractual appointment holders, the rules of the regulations will not
be applicable. According to approved terms & conditions related to contractual
appointment by the board of director, the appointed officers will enjoy
receivable facilities. In case of promotion / direct appointment these regulations
will be applicable. In case what is not mentioned in the regulations for the chief
executive officer and managing director, he will be entitled to get the facilities as
approve as approved by board of directors.

Selection committee
Selection committee with a view to recommending for appointment on direct/
promotion/ contractual basis, board of director and chief executive officer and
managing director will form one or more selection committee & without the
recommendation of the selection committee no person can be appointed to any
post.

Direct Recruitment:
No person is considered to be befit for appointing to any post, if he
is not a citizen of Bangladesh or
if he has been removed or dismissed by his previous appointing authority for his
dishonesty or moral turpitude or
He has been convicted by any criminal court of the country
If he has been declared bankrupt by any court
Nobody will be appointed to any post direct if he lags qualification & not within
the age limit as mentioned in the schedules still then, provided that, if an
employee is in service, for that departmental candidate, board of directors can
relax his age limit.
Direct appointment cannot be made to any post, if
If a person selected for direct appointment does not overcome the health test by
the medical board of formed by the board of directors or from the same test done
by the physician engaged by the bank.
If the past activities of such kind of person detected by the competent agency &
as such on overview if he is not considered fit for obtaining joy in the bank.

35 | P a g e
 In case of direct/ contractual appointment at least in the two national daily
published from the capital, the through advertisement application will be invited
and will be published through Sonali Bank website.
At the time of joining service, every officer / employee on the fixed form
determined by board of directors will sign declaration of secrecy / non disclosure
& on declaration of fidelity. Besides joining incumbent as apprentice officer will
have given security bond on the form prescribed by the board of directors on
serving minimum five years and selected person for specialized and foreign
training has to sign fixed training bond determined by board of directors.
Counting of joining period if the newly appointed person joins on a fixed day in
a fixed duty place at the early hours his joining will be counted since that day.
Otherwise, if he joins afternoon, his joining will be counted from the next day.
For the necessity of bank, according to approved regulations by the board of
directors at the consolidated salary appointment may be made to adhoc
employees.

Recruitment through promotion:

According to this sub rules and with respect to administering terms as stated in
the schedule, some employee can be considered for promotion to the next higher
post, still then for promotion, merit & performance is given priority.
If the service record of any employee is not satisfactory, he is not considered for
promotion.
Only for seniority, no employee can claim promotion as his right.
Board of directors will approve promotion related regulations and under these,
promotion will be offered still then, in these regulations, priority terms
include educational qualification, merit, efficiency, examining, integrity &
seniority.
On the proposed of chief executive officer & managing director for promotion to
the post of deputy managing director & general manager, board of directors will
form selection committee under the recommendation of selection committee
board of directors will give promotion. For the recommendation for promotions
upto the post of deputy general manager chief executive officers and managing
director will form selection committee under the recommendation of the
selection committee, chief executive officer and managing director will offer
promotions to these posts.
With a view to preparing merit list for promotion for calculation o f service
period in the feeder post. 31st December will be counted as cut off date of the
proceeding to the present promotional year. On the promotional year against

36 | P a g e
 vacant post, a merit list will be prepared for promotion & that will remain valid
upto 31st December of the concerned year.
If promotion is given to officer / employee he can not apply for its cancellation
or reject it. Such kind of application will be liable to punished & according to
the regulations, punitive measures will be taken.
On duty officer outside Bangladesh their promotion will be considered on their
effectiveness, consultation of their service records, & having telephonic or
personal interview.
Employee appointed against any vacant post, if the conduct and duties of the
employee for six months is satisfactory since the date of his promotion, since the
said date, he will be permanent in the promoted post.
If the appointing authority thinks that the manners & works of the promoted
employee was not satisfactory, then he can be demoted to the post from where he
was promoted.

Apprenticeship:
Any appointed employee against any vacant post will have to undergo 12
months apprenticeship since his her joining date.
During the period of apprenticeship, if the authority thinks that the conduct &
works of the apprentice is not satisfactory, the authority can windup the service
of apprenticeship.
After the completion of the period of apprenticeship, if the authority feels
satisfactory on the ground that during apprentice, the conduct & works of the
apprentice was satisfactory hit to below sub-rule his service may be permanent
since the joining date of service.
Any apprenticeship not permanent any post. If he successfully not passing the
particular training progam or exam.

37 | P a g e
4.2 Evaluation of Findings on Questionnaire data
1. Qualification of the candidates:
Answer Response Percentage (%)
MBA 8 40
BBA 6 30
MBM 1 5
Masters form any subject 5 25
Others 0 0

45
40
35
30
Axis Title

25
20
15
10
5
0
Masters
MBA BBA MBM form any Others
subject
Response 8 6 1 5 0
Percentage (%) 40 30 5 25 0

Figure 1: Qualification of the candidates

Corresponding to this data I have drawn a Histogram graph. Evaluation the
questionnaire survey, from the Above Graph we can say that highest Response comes
from MBA Candidates (40%) rather than other candidates.

38 | P a g e
2. University Preferences Rate:
Answer Response Percentage (%)
University of Dhaka 6 30
University of Chittagong 2 10
Jahangirnagar University 4 20
University of Rajshahi 2 10
Reputed Private University 4 20
Others 2 10

35
30
25
Axis Title

20
15
10
5
0
Universit Jahangir Reputed
Universit Universit
y of nagar Private
y of y of Others
Chittago Universit Universit
Dhaka Rajshahi
ng y y
Response 6 2 4 2 4 2
Percentage (%) 30 10 20 10 20 10

Figure 2:Number of Candidates from different Universitys

From the above graph, we can see highest number of Respond candidates (30%) comes
from Dhaka University rather than Jahangirnagar and Reputed Private Universitys
candidates (20%), Chittagong & Rajshahi Universitys and other candidates (10%).

39 | P a g e
3. Are you happy for the recruitment process of the Sonali Bank Ltd.?
Answer Response Percentage (%)
Yes 14 70
No 6 30

80
70
60
50
Axis Title

40
30
20
10
0
Response Percentage (%)
Yes 14 70
No 6 30

Figure 3: Employee Satisfaction Rate toward SBL Recruitment Policy

From the above graph we can say the number of satisfied employees are increasing by
the SBL recruitment and selection process and still 2014 it is the highest, which means
the number of satisfied employees are increased which also helps in profit maximizing
and further development.

40 | P a g e
4. Does the Sonali Bank Ltd. follow recruitment procedure?
Answer Response Percentage (%)
Yes 18 90
No 2 10

90
80
70
60
Axis Title

50
40
30
20
10
0
Response Percentage (%)
Yes 18 90
No 2 10

Figure 4: Effectiveness of Recruitment procedure of SBL

From the above graph it seen than most of respondents think that the current process of
recruitment is effective for the Sonali Bank .some think that the bank should be or
economic when it is about to advertise vacancy .

41 | P a g e
5. What is your opinion about the recruitment procedure of the Bank?
Answer Response Percentage (%)
Excellent 2 10
Very Good 4 20
Good 4 20
Satisfactory 8 40
Dissatisfactory 2 10

45
40
35
30
Axis Title

25
20
15
10
5
0
Dissatisfactor
Excellent Very Good Good Satisfactory
y
Response 2 4 4 8 2
Percentage (%) 10 20 20 40 10

Figure 5: Opinion about Recruitment procedure of the bank

We found that almost all of respondent are satisfied with the process of recruitment of
the SBL which is seen from the graph.

42 | P a g e
6. What is your opinion about the formalities that the bank provides for recruitment?
Answer Response Percentage (%)
Excellent 2 10
Very Good 4 20
Good 4 20
Satisfactory 8 40
Dissatisfactory 2 10

45
40
35
30
Axis Title

25
20
15
10
5
0
Dissatisfact
Excellent Very Good Good Satisfactory
ory
Response 2 4 4 8 2
Percentage (%) 10 20 20 40 10

Figure 6: Opinion about the formalities that the bank provide for recruitment

From the answer given by different employees in the bank most of them had responded
are satisfied (40%) rather than dissatisfied (10%).

43 | P a g e
7. Are you satisfy that terms and conditions of the Sonali Bank Ltd.?
Answer Response Percentage (%)
Excellent 2 10
Very Good 4 20
Good 10 50
Satisfactory 2 10
Dissatisfactory 2 10

60

50

40
Axis Title

30

20

10

0
Dissatisfact
Excellent Very Good Good Satisfactory
ory
Response 2 4 10 2 2
Percentage (%) 10 20 50 10 10

Figure 7: Number of Satisfied people toward the terms and conditions of the SBL

From the above graph, we found that the number of responded employees mostly say
that they are satisfy with the terms and conditions of Sonali bank Which affected in
recruitment and selection process of SBL bank.

44 | P a g e
8. What your view about the behavior of the employee when you are entry level
officer?
Answer Response Percentage (%)
Very Friendly 2 10
Friendly 4 20
Satisfactory 8 40
No comment 6 30

45
40
35
30
Axis Title

25
20
15
10
5
0
Very Friendly Friendly Satisfactory No comment
Response 2 4 8 6
Percentage (%) 10 20 40 30

Figure 8: Analysis about the behavior of the employee in entry level officer

The employees at Sonali Bank Ltd express their varied views about the best way to
recruit people. When we through a questionnaire survey about the view of employee
behavior in their entry level officer than most of them had responded satisfactory (40%).
its good ratio to find feedback recruitment process for a reputed bank .

45 | P a g e
9. Do you think that any limitation of Sonali Bank getting job?
Answer Response Percentage (%)
Yes 4 20
No 16 80

90
80
70
60
Axis Title

50
40
30
20
10
0
Response Percentage (%)
Yes 4 20
No 16 80

Figure 9: Limitations of getting job in the Sonali Bank

In the term of reliable source the attitude of the respondents were in favor of External
because they think candidates from outside are more experienced and skilled .Less were
in favor of internal source of recruitment.

46 | P a g e
4.3 Findings of the Study

After analyzing this report I have found the followings which are exist in SBL:
Before Planning Manpower SBL assesses the -Need assessment, External conditions,
Organizational conditions, Employee conditions, Employee Inventory.
Sonali Bank Limited prefers public university is more than another university.
Sonali Bank Limited analyzes job for the purpose of HR Planning, Recruitment and
Selection, Setting and Monitoring Performance Standards, Training, Compensations and
Benefits.
SBL uses both internal and external sources of recruitment.
Recruitment and Selection of SBL is done by four ways- direct recruitment and
selection, recruitment and selection through advertisement, internal job posting and
promotion.
SBL uses press advertisement for recruitment and selection.
SBL uses employee referrals for recruitment and selection.
SBL uses public and private employment agencies for recruitment and selection.
There is no gender discrimination in SBL.
SBL does not use campus recruitment.

47 | P a g e
 Chapter Five

Recommendations & Conclusion

48 | P a g e
5.1 Recommendations

While doing the internship, it has been found the Human Resource Department of SBL with its
small team is managing the Human Resource Management functions extensively. Recruitment
and selection are the most crucial functions of the department. Successful Human Resource
Department can ensure the better output. There are needs of some improvements in HR
Department of SBL. So, considering all the analysis and findings the following
recommendations are made, which will benefit Personnel and HR Department of SBL.

SBL should shorten the process time of recruitment and selection. A logical and rational
time range will ensure participation of qualified candidates in the selection procedure.
SBL should recruit and select employee through campus recruitment because by this
recruitment SBL will get the meritorious students and it will be beneficial for SBL.
SBL should recruit and select employee through Walk-ins and Write-ins.
SBL should recruit temporary and outsourced staffs.
They should follow both top-down and bottom-up approach for forecasting HR demand.
They should follow both Trend Analysis and Delphi technique method for analyzing
HR availability.
The gap between advertisement and final selection is 90 days. The gap should be 30
days.

49 | P a g e
5.2 Conclusion

Sonali Bank Limited is the public sector bank of Bangladesh fully owned by local entrepreneurs.
Bank plays an important role in the business sector and in the industrialization of a country. The
performance of the branch for last six months is impressive. As an internee of Sonali Bank
Limited I have truly enjoyed my internship from the learning and experience viewpoint. I have
confident that these three months internship program at SBL will definitely help me to realize
my future carrier in the job market. The main focus of this report is on the recruitment and
selection procedure of SBL.

At the end of this report, I can say that SBLs recruitment and selection procedure is
satisfactory. SBL use both internal and external sources of recruitment. And also SBL recruit
and select employee by four ways - direct recruitment and selection, through advertisement,
internal job posting and promotion. SBLs Personnel and HR Department plays an important
role to right person for right job at the right time.

50 | P a g e
 References

1. Rahman, M. A., Hasan, Z. and Islam, M. R. (2009) "Human Resource

Management". Life Publication, Dhaka, Bangladesh.
2. Caruth, Donald L., and Gail D. Handlogten. Staffing the Contemporary
Organization: A Guide to Planning, Recruiting, and Selecting for Human
Resource Professionals. 2nd ed. Praeger Publishers, 1997.
3. Dessler, gray, (1999) "Human Resource Management", prentice hall of India pvt.
Ltd., New delhi-110001, India.
4. Sims Ronald R., (1996) "Organizational Success through Effective Human
Resources Management" Publisher: Irwin Professional Publishing USA.
5. Griffin R.W., (2007-2008) "Management" Publisher Houghton Mifflin Company
Boston Nowyork, Publishing USA.
6. Annual Report, Sonali Bank Limited, 2012
7. Annual Report, Sonali Bank Limited, 2013
8. The Recruitment and Selection Policy of Sonali Bank Limited
9. Several Officer Orders of Sonali Bank Limited

Website :
www.sonalibank.com.bd
www.google.com

51 | P a g e