Recruitment and Selection Process of Dhaka Bank
Recruitment and Selection Process of Dhaka Bank
Recruitment and Selection Process of Dhaka Bank
AND seLECTION
pROCESS OF
DHAKA BANK
LIMITED
Internship Repot
On
Submitted By:
Farzana Zaman
ID: 11264028
BRAC Business School
BRAC University
Date of Submission: 16th September, 2014
LETTER OF TRANSMITTAL
The internship program has given me the opportunity to learn about different aspects of this well
reputed organization. Before facing the corporate world, I have gathered general idea about the
organization culture and activities.
I also want to thank you for your support and patience for me and I appreciate the opportunity
provided by you through assigning me to work in this thoughtful project.
Sincerely.
...
Farzana Zaman
ID: 11264028
BRAC University
Acknowledgement
The triumphant accomplishment of this project work is the outcome of the contribution of
number of people, especially those who have given the time and effort to share their thoughts
and suggestions to improve the report. At the beginning, I would like to pay my humble
gratitude to the Almighty for giving me the ability to work hard under pressure. However, the
space involved does not allow us to mention everybody individually. It gives me immense
pleasure to thank a large number of individuals for their cordial cooperation and encouragement
who have contributed directly or indirectly in preparing this project.
This is a great pleasure for me to be assigned under the guidance of Ms. Afsana Akhtar,
Assistant Professor of BRAC Business School, BRAC University. I am very grateful to her
for all her kind cooperation and guidance in preparing this project paper. Her valuable
suggestions & guidelines helped me a lot to prepare this report in a well-organized manner.
Then, I would like to give special thanks to my supervisor, Rajiv H. Khan, Senior OfficerCareer Development Unit for his close supervision. And also I convey my gratitude to Mostak
Ahmed, SAVP and Kamrul Islam, Principal Officer Resource Planning Unit for helping me by
providing guideline of working throughout my internship period. Without their guidance and
assistance, this report would not have seen the light of day.
I would also like to thank the authority of Dhaka Bank Limited for giving me the opportunity to
do my internship in this well renowned bank. A special word of appreciation goes to HR
division of Dhaka Bank Limited for the overall assistance. The experience & knowledge gained
in The Dhaka Bank Limited helped me to understand different aspects related to my study.
Finally, I would like to thank all those people who have shared their views about my work,
provided me with necessary information, criticized me, and congratulated me. This
acknowledgment is not enough to tell them how profound the impact of their opinion is on
this report, how indebted I am to them. I express my heartiest gratitude to all of them.
Executive Summary
Dhaka Bank Limited is not an exception to the dynamic world of business where they stand
with a mission of Excellence in Banking. One of the premier financial institutes of the country
targets to show the excellence by motivated and well trained workforce with a comprehensive
career.
HR activities are one of the major activities in an organization. Dhaka Bank HR division is an
ideal place for learning HR related activities thoroughly. An excellent team of management of
HR division conducts all the HR related issues. Their dedicated work makes them possible to
get suitable people for suitable positions. They maintain an actual flow of each and every steps
of Recruitment and selection process. Reducing turnover rate proves the recruitment and
selection process of Dhaka Bank Limited is an ideal example and they recruit right person
for right position.
The report concentrated mainly on the Human Resource Division. As private commercial
bank work pressure is very high in Dhaka Bank, so they need highly professional people who
are very dedicated to their work, otherwise the whole operation will mess up. This is a great
challenge for any organization to find out such talented people.
To know the future demand of human resources in Dhaka Bank Limited (DBL), the Human
Resources Division of DBL gives all the other branches and divisions of the head office a
general form at the beginning of the year. From the information gathered from these forms,
the HR division gets an estimate of the manpower requirements for the year. The HR division
then sets out to recruit and select necessary number of competent and efficient people in the
bank. DBL practices both the recruitment and selection process, but as it is a huge organization,
the process differs for different job positions.
Quality of service depends on the competence and the quality of the employees of the
organization. Therefore, the authority of DBL has to be careful in recruiting the right person for
each job. As the recruitment and selection process of DBL is improving. Though the overall
recruitment and selection process of DBL is a well-organized process but still there is scope for
improvement. The policy and process should be revised. So although the process they have been
adopting so far has been somewhat effective, to adapt to the changing times, the process should
be revised and streamlined. By developing strategies to overcome the limitations, DBL can
make the recruitment and selection process more effective.
Contents
A
B
C
D
E
Cover page
Letter of Transmittal
Acknowledgement
Table of contents
Executive Summary
(SECTION 01) ORGANIZATION PART
Chapter 1: Overview of the organization
1.
Page no.
3.
1-11
2
2-3
3
3
4
4
5
6
7
7
7
8-11
12-14
13
13
14
14
14
15-49
16
16-17
17
17-18
18
18
19
20
27
30
32
33
38
45
45
46
48
4.
50-54
5.
6.
7.
8.
Chapter 5: Conclusion
References
Acronyms
Appendix
55-56
57
58
CHAPTER ONE
OVERVIEW OF THE ORGANIZATION
1|Page
The Company went for the public issue of shares on 18 November 1999 and its shares are listed
with the Stock Exchange of Bangladesh. Now it has 56 branches all over Bangladesh, an
offshore banking unit at EPZ, Dhaka, 6 SME Service Centers and 6 units of Capital Market
Services(CMS).As envisaged in the Memorandum of Association and as licensed by Bangladesh
Bank under the provisions of the Banking Companies Act 1991, the Company started its banking
operation and entitled to carry out the following types of banking business:
(i) All types of commercial banking activities including Money Market operations.
(ii) Investment in Merchant Banking activities.
(iii) Investment in Company activities.
(iv) Financiers, Promoters, Capitalists etc.
(v) Financial Intermediary Services.
Two other branches of the bank are run under Islamic Shariah, the modus operandi of which is
substantially different from other non- Islamic branches. The bank is listed with Dhaka Stock
Exchange and Chittagong Stock Exchange as a publicly quoted company for its general class of
shares. Dhaka Bank is also the member of Central Depository of Bangladesh Limited (CDBL).
2|Page
The Company/Bank carries out international business through a Global Network of Foreign
Correspondent Banks.
1.6 ACHIEVEMENTS
Certificate of Merit from lCAB 2008
Bangladesh remittance Awards - 2009
Best Bank Award 2009
CSR Award - 2009
4|Page
Chairman
Vice Chairman
Directors & Sponsors
Managing Director
Company Secretary
Chief Adviser
Tax Advisor
Auditors
Management Team
Managing Director
Deputy Managing Director
Senior Executive Vice President
Executive Vice President
Senior Vice President
Vice President
Senior Asstt. Vice President
Asstt. Vice President
5|Page
Asset
Products
Home Loan
Personal Loan
Vacation Loan
Car Loan
Savings Bundled
Product
Deposit Pension
Scheme (DPS)
Special Double
Scheme
Gift Cheque
Services
Internet Banking
SMS Banking
Locker
ATM Card
VISA Credit Card
Utility Bill of Tuition Fee
Collection
6|Page
staff
Strive for fulfillment of responsibility to the government through paying entire range of
Cautious about environment & climatic change and dutiful to make homeland a green and
clean soil.
Strengths:
Weaknesses:
* Top Management
* Company Reputation
* Sponsors
* Modern Facilities and Computer
* Stirring Branches
* Interactive Corporate Culture
Opportunities:
* Diversification
* Business Banking
* Credit Card
SWOT
Analysis
Threats:
* Contemporary Banks
* Multinational Bank
* Default Culture
8|Page
Strengths
1. Top Management
The top management of the bank, the key strength for DBL has contributed heavily towards the
growth and development of the bank. The top management officials are highly educated and
some of the most experienced banking personnel of our country.
2. Company Reputation
The reputation of the bank is increasing day by day. People are relying on this bank gradually.
3. Sponsors
The sponsors of the bank are some of the top companies and top business personnel of our
country.
5. Stirring Branches
From the formative stage of DBL tried to furnish their branches by the impressive style. Their
well-decorated branches gets attention of the potential customer, this is one kind of positioning
strategy. Khilgaon Branch is also impressive and is comparable of foreign banks.
9|Page
Weaknesses
1. Limitation of Information System (PC Bank):
PC bank is not comprehensive banking software. It is desirable that a more
comprehensive banking system should replace PC bank system.
2. Hierarchy Problem:
The hierarchy problem treated as a weakness for DBL, because the employee will not
stay for a long. So there will be a chance of brain drain from this bank to her bank.
3. Advertisement Problem:
There is another weakness for DBL is advertisement. Their media coverage is not so rich
that people can know the bank thoroughly.
Opportunities
1. Diversification
Dhaka Bank can pursue diversification strategy in expanding its current line of business. They
do not serve not only the army but also the general people.
2. Business Banking
The investment potential of Bangladesh is foreign investors. So DBL has opportunity to
expand in business banking.
10 | P a g e
3. Credit Card
There is an opportunity to launch Credit Card in Bangladesh by DBL. Beside this, DBL
can acquire services for cards like VISA, MASTER CARD etc. So that they can enhance
the market based card service.
Threats
1. Contemporary Banks
The contemporary banks of Dhaka Bank like: Bank Asia, Dutch Bangla Bank, National Bank,
The Trust Bank, Mutual Trust Bank is its major rivals. They are carrying out aggressive
campaign to attract lucrative clients as well as big time depositors. DBL should remain vigilant
about the steps taken by these banks, as these will in turn affect DBL strategies.
2. Multinational Bank
The Rapid expansion of multinational bank poses a potential threat to new PCBs. Due to the
booming energy sector, more foreign banks are expected to operate in Bangladesh. Moreover,
the existing foreign banks such as HSBC, AMEX, CITI N.A, and Standard Chattered are now
pursing an aggressive branch expansion strategy. Since the foreign banks have tremendous
financial strength, it will pose a threat to local bank to a certain extant in terms of grabbing the
lucrative clients.
3. Default Culture
Default culture is very much familiar in our country. For a bank, it is very harmful. As the bank
grows older it might become big problems.
11 | P a g e
CHAPTER TWO
JOB DESCRIPTION OF INTERNSHIP
12 | P a g e
13 | P a g e
In Dhaka bank HR division they follow transparent selection process to recruit right
candidates for the right position.
They concentrate more on pro-activeness, creativeness, ideas which related with the post
when they select entry level candidates so that they can select the right people.
They strictly follow the rules and policy when the recruitment process executed.
2.4 RECOMMENDATIONS:
As their IT department is not properly developed because most of the day their system
was hanged and did not work properly. So DBL authority should concentrate more on
their IT Division.
Dhaka Bank should solve their HRIS software (SCALED) problem so that they can
conduct their day to day activity properly.
14 | P a g e
CHAPTER THREE
RECRUITMENT AND SELECTION PROCESS OF DHAKA
BANK
15 | P a g e
3.0 SUMMARY
HR activities are one of the major activities in an organization. Dhaka Bank HR division is an
ideal place for learning HR related activities thoroughly. An excellent team of management of
HR division conducts all the HR related issues. Their dedicated work makes them possible to get
suitable people for suitable positions. They maintain an actual flow of each and every steps of
Recruitment and selection process. Reducing turnover rate proves the recruitment and selection
process of Dhaka Bank is an ideal example and they recruit right person for right position. The
report concentrated mainly on the Human Resource Division. As private commercial bank Work
pressure is very high in Dhaka Bank, so they need highly professional people who are very
dedicated to their work, otherwise the whole operation will mess up. This is a great challenge for
any organization to find out such talented people. To know the future demand of human
resources in Dhaka Bank Limited (DBL), the Human Resources Division of Dhaka Bank
Limited gives all the other branches and divisions of the head office a general form at the
beginning of the year. From the information gathered from these forms, the HR division gets an
estimate of the manpower requirements for the year. The HR division then sets out to recruit and
select necessary number of competent and efficient people in the bank. The success of a
commercial bank depends largely in the quality of service rendered to the clients. Quality of
service depends on the competence and the quality of the employees of the organization.
Therefore, the authority of DBL has to be careful in recruiting the right person for each job. As
the recruitment and selection process of DBL is improving. The policy and process should be
revised. So although the process they have been adopting so far has been somewhat effective, to
adapt to the changing times, the process should be revised and streamlined.
procedure and other documents related to human resources division. Books, magazines, articles
research report etc. were also used.
o Limitations
Human Resources Division is a vast area and in order to gain knowledge regarding this
department the time allocated in the internship is not enough.
It was not possible to concentrate only on the project part during the internship program
because other duties and responsibilities should also have to be done.
All the data are not available while doing this project. The bank, like any other
organization has some confidential information regarding their strategies and policies
that are not disclosed to everyone.
3.2 OVERVIEW OF HR DIVISION
Human Resource Management (HRM) is the function within an organization that focuses on
Recruitment of, management of, and providing direction for the people who work in the
Organization. Human Resource Management can also be performed by line managers. It is the
organizational function that deals with issues related to people such as compensation, Hiring,
performance management, organization development, safety, wellness, benefits, Employee
motivation, communication, administration, and training.
The Human Resources Management (HRM) function includes a variety of activities, and key
among them is deciding what staffing needs you have and whether to use independent
contractors or hire employees to fill these needs, recruiting and training the best employees,
ensuring they are high performers, dealing with performance issues, and ensuring your personnel
and management practices conform to various regulations.
17 | P a g e
Essentially, the human resource approach means that people better result. Dhaka Bank Limited
always determine what jobs need to be done, and how many and types of workers will be
required.
So, establishing the structure of the bank assists in determining the skills, knowledge and
abilities of job holders. To ensure appropriate personnel are available to meet the requirements
set during the strategic planning process. The banks believes that the quality work comes from
quality workers who are well motivated and ready to take challenge to provide better service.
3.4 HR VISION:
Best managed, most productive and cost efficient workforce among local banks in
Bangladesh.
Ensure compliance with country laws, regulatory directives and corporate norms.
Branding Dhaka Bank as the best environment to work for among local banks.
Compensation
Management
Unit
Performance
Management
Unit
Career
Development
Unit
Dhaka Bank Limited has four units in its Human Resources Division. Each and every unit
has its own defined duties and responsibilities. The units include several activities. The
following chart will help to understand it more clearly:
19 | P a g e
Performance Management:
Performance Evaluation
Disciplinary Action
Rewards
Promotion
Function of HRM
Managerial Function
Planning
Organizing
Staffing
Directing
Controlling
Operative Functions
Procurement
Development
Compensation
Maintenance & Motivation
Integration
Industrial Relation
Units in HR division:
There are three units in Human Resource Division of DBL:
HR Staffing
HR Operation
Training & Development.
21 | P a g e
HR Staffing:
The staffing process- putting the right people in the right positions at the right times- is one of
the most critical tasks any organization faces. The quality of the work performed can be only as
high as the capabilities of the people performing it.
Three officers are working in HR staffing unit. They perform the following activities
Recruitment
Selection
Leave Management
Personal Dossier Management
Definition of Recruitment
Recruitment is the process of finding and attracting capable individuals to apply for employment.
Success in recruiting is not simply measured by the number of applications received.
According to Robins, The ideal recruitment effort will attract a large no of qualified
applicants who will take the job if it is offered. A good recruiting program should attract the
22 | P a g e
qualified & not attract the unqualified. This dual objective will minimize the cost of
processing unqualified candidates.
So recruitment is the process by which a firm finds its employees, are perhaps the most critical
tasks any organization faces. Without the right people, no firm can function effectively. For a
recruitment program to be successful, managers should cooperate with the human resources staff
to define needs and predict vacancies. This recruiting may be done by internal or external.
The right type of applicant is far more important than the number of applicants Job
analysis information is key to the success of the endeavor. It ensures t h a t t h e
i n c u m b e n t w i l l m e e t t h e r e q u i r e m e n t s o f t h e j o b a s w e l l a s individual
attributes deemed necessary. Job analysis information exists in j o b d e s c r i p t i o n s a n d
s p e c i f i c a t i o n s . Identifying experience as a requirement would eliminate educational
institutions from recruitment efforts with the exception of continuing education.
Consider the following in determining recruitment needs:
When consulting the job description for the position, identify actual duties and look
for other attributes that might be helpful.
Determine the characteristics of organization' s culture. What attributes might a person need to fit
in?
Who will be supervising the position? What attributes should a person possess to serve as a
complement to this boss?
With what other individuals will this person have day -to-day contact? Are there
certain group characteristics that need to be taken into account?
Human resource recruitment refers to any organizational activity that is designed to affect
(1) The number of people who apply for vacancies.
(2) The type of people who apply for then and or
23 | P a g e
(3) The likelihood that those applying for vacancies will accept positions if offered.
Recruitment Model:
Recruitment:
A. Types of Recruitment:
a.
Internal Recruitment:
The principal methods are24 | P a g e
Job posting
Use of computerized skills inventories
Referrals from other departments
Job Posting:
Skill Inventories:
Making use of HRIS can find the best suited candidate and this must be secure and
confidential source of internal candidate. This source gives adequate but relevant employee
information.
Nominations:
Recommendation from potential supervisor, employees who are interested in the posted
opening report to the HR Department & apply.
b.
External Recruitment:
Organizations rely on
Advertisements
Employee Referrals/Recommendation:
Public or private placement agencies
Including campus recruiting
Temp Agencies:
Unsolicited Application:
25 | P a g e
Advertisement:
One of the popular methods used when an organization wishes to communicate
to the public that it has a vacancy advertisement in Want ad describes the job,
the benefits and tells those who are interested how to apply. It is the most
popular method.
Employee Referrals/Recommendation:
Employee referrals also may have acquired more accurate information about
their potential jobs. The recommender often gives the applicant more realistic
information about the job than could be conveyed through employment agencies
or newspaper advertisement.
Employment Agencies:
There are certain professional organizations which look towards recruitment and
employment of people; they supply required manpower to needy concerns.
Temp Agencies:
Organization like agencies can be a source of employees when individuals are needed
on a temporary basis. Temporary employees are particularly valuable in meeting shortterm fluctuations in HRM needs. It does not provide recruits. They are a source of
supplemental workers. The temporary workers actually work for the agency.
26 | P a g e
Unsolicited Application:
Job seekers visit the office of well-known companies on their own. Moreover without
encouragement from other sources applicants go directly to the organization
Selection
Employee Selection is the process of putting right men on right job. It is a procedure of matching
organizational requirements with the skills and qualifications of people. Effective selection can be
done only when there is effective matching. By selecting best candidate for the required job, the
organization will get quality performance of employees. By selecting right candidate for the required
job, organization will also save time and money. Proper screening of candidates takes place during
selection procedure. All the potential candidates who apply for the given job are tested. But selection
must be differentiated from recruitment, though these are two phases of employment process.
Recruitment is considered to be a positive process as it motivates more of candidates to apply for the
job. It creates a pool of applicants. It is just sourcing of data. While selection is a negative process as
the inappropriate candidates are rejected here. Recruitment precedes selection in staffing process.
27 | P a g e
Selection Model
1. Initial Screening:
analysis is done in this stage. This is the primary stage where short listing is done from a
huge applicant pool.
Cognitive abilities
Job Knowledge
Cognitive Abilities:
Cognitive tests include tests of general reasoning ability and tests of specific mental abilities
like memory and inductive reasoning.
Motor and Physical Abilities:
Motor ability measurers the speed and accuracy of simple judgment as well as the speed of
finger, hand, and arms movements. It includes
Static strength
Dynamic strength
Body coordination
28 | P a g e
Stamina
Job Knowledge:
This tests measure what a person has learned. It measures the job knowledge of different
area like- economics, marketing human resource etc.
3. Candidacy: The basic component of this stage is the employment interview or series
of employment interviews, which focus on an in depth evaluation of the applicants
qualification. In some organization, individuals successfully sent to an assessment
center where they may complete batteries of tests and engage in various simulations to
further assess their capabilities. Applicants completing this stage are potential
employees.
5. Final Selection: This is decision making stage. The information furnished by the
applicant and gathered by the organization is evaluated. If the information is favorable,
a job offer is made; if the information is unfavorable, no job offer is extended. The
tentative job offer is subject to a physical examination and a background investigation.
If the candidate successfully completes these two final hurdles, a final job offer is made.
29 | P a g e
30 | P a g e
643
561
Top management
Senior management
136
6
32
30
Middle management
Junior management
Officer
Supporting staff
B.
Point of Recruitment:
Probationary officer:
Probationary officers are confirmed as officer after successful completion of one year probation
period. Probationary Officers are recruited throw completive written exam which is taken by
IBA. After taking exam top scorers are invited to appear the interview of management
committee. After appearing the interview they have to face an interview in front of Board of
Directors.
For recruiting Probationary Officers advertisement are given in daily newspaper and web site
also. Only online applications are acceptable for Probationary Officers (PO). They have to apply
throw bdjobs.com. bdjobs supplies the database of CVs or resume to DBL HR. HR team then
short lists the resume of the candidates. Only short listed candidates are invited for appearing the
31 | P a g e
written exam. Short-listing criterias are given in the circulars. There are some subjects, which
are preferred for short listing.
These subjects are:
2.
TAOs are confirmed as assistant officer (AO). TAOs are recruiting from walking CVs. Usually,
one written exam is managed by DBL management has taken for recruiting TAOs followed by
one Viva.
2. Lateral entry (recruitment of experienced person):
There are recruitments for experienced bankers, which is called lateral entry. Length of services,
job responsibilities, revolutionary background etc. is taken into consideration for the lateral
entry.
Recruitment trend of DBL is very much fluctuating. Sometimes they recruit more
according to their need and projection and sometimes less. From 2008-2013 employees
recruitment status of DBL is given below:
32 | P a g e
Year
TO+TCO
MTO
Lateral Entry
2008
2009
2010
2011
2012
2013
34
38
157
97
136
42
38
0
38
51
75
0
32
16
53
33
36
4
104
54
248
181
247
46
250
200
247
181
150
104
100
54
50
48
0
2008
2009
2010
2011
2012
2013
New graduates
The recruitment process is immediately followed by the selection process, the final
interviews and the decision making, conveying the decision and the appointment
formalities. Dhaka Bank Limited follows the following process to recruit candidates:
Recruiter qualification
Recruitment Channels
personnel vacancy. For the upcoming year 2014 employee required projection are
given below:
st
Requirement
Number
94
40
34 | P a g e
50
184
st
Requirement
Number
24
36
60
*Third party contractor employees are operation assistant, peon, tea-boy, cleaner & Security
Guard.
Moreover HR Manager and line manager work together to set the roles and responsibilities
of the employees.
2. Recruiters Qualifications:
Recruitment qualification for Management Trainee:
Business Administration
Mathematics/Statistics
Bank Management
Public Administration
Economics
Development Studies
Engineering (EEE/Civil/Mechanical)
Computer Science/IT
3. Recruitment Channel:
Dhaka Bank LTD recruits their employees through two medium and those are-
Skill Inventories
Job Rotation: DBL takes new employees from existing employees through job
rotation. Organization needs multitasking people so they create posting of people to
another department. They spell out the duties and requirements of the job and show how
to apply.
36 | P a g e
Skill Inventories: Through HRIS, DBL gets right employees qualification information
for vacant position from existing employees. This organization keeps database where all
types of information of all employees are kept. When they need new employee they first
see the database and from where they get the information and bring new employees as
per their requirement. As they recruit for higher position in that case they prefer
experienced people with a good knowledge and educational qualification
Advertising
Employee referrals
Walking CV
Advertising:
For new graduates, the prime method that DBL follows is the advertisement procedure,
meant for recruiting purposes. They give the advertisement in the reputed English and
Bengali National papers. They utilize online advertising through bdjobs.com, prothomalo.job.com for recruiting candidates. For the online recruitment, the candidates get
Tracking Number that is a unique number which is automatically created by the Online
System at the time of CV submission. Sample of job advertisement in online protocol of
DBL is given:
37 | P a g e
Employee Referrals:
Employee referrals procedures are followed by DBL mainly for the entry level
employees, for management trainees it is not in practice. It follows these procedures
when existing employees refer one new employee and the new one is considered to be
further judgment. For the position of junior level candidates this practice is followed
sometimes.
Walking CVs:
Walks-in are job hunters who reach at the HR department in search of a job and
submit their CVs. Sometimes they are asked to complete an application form to
determine their interests and abilities. These applications are kept in an active file
until an appropriate opening arises at the DBL. These occur mainly for entry jobs or
contractual job, for the recruitment of management trainee these forms are not used.
38 | P a g e
A.
Reception of Application:
Once the recruitment process is completed, DBL moves towards the selection
process which starts with the reception of application forms filled up through
internet online form. After examining the filled up information, they decide on
which applications will sit for the written test, but before that they evaluate the
dependability of the information provided in the application.
B.
Informing Candidates:
After short listing of the CV and choosing the suitable candidates, HR division
inform the candidate over phone about written test (Entry level) or interview (upperlevel). For written tests, the bank issues admit cards through courier services ten to
fifteen days prior to the exam.
C.
DBL is always concerned to retain the best candidates. After screening out the applicants
from the previous phases, the chosen candidates sit for the written exam known as the
aptitude test. The abilities the written test measures are:
1. Analytical ability
2. Logical reasoning ability
3. Numerical ability
The test question contains math based and analysis based questions where processing
information from data and forming relationship ability among the clues of given problem
are required to answer them. Generally DBL take written test for entry level position like
Trainee assistant and for MTO level. The test is taken by IBA of University of Dhaka. The
exam committee checks the answer scripts. According to the top marks candidates are
invited for interviews.
39 | P a g e
D.
Document Checks:
The candidate must submit photo copies of their education certificates of school, college
and university. In case where the original certificates have not been provided by the
institution, probationer certificate, academic transcript or mark sheet will also be accepted
by the bank.
E.
Interview:
Candidates who qualify in the written test are called for an interview. The candidates are
informed about the interview time, date and venue at least 48 hours prior to the interview.
All communications with the candidate like setting interview time and date, position and
salary negotiation etc. are done by HR recruitment team only.
In DBL interview board is formed with at least three members, one from top
management and others from HR and functional department. This first interview is
called Preliminary Interview. In case of evaluating a candidate, the criteria or
competencies that Dhaka Bank Ltd, look for are:
Management skills
Based on all these criterias, an evaluation rating is given to the candidate on the evaluation
form: 1= Poor; 2= Marginal; 3= Good; 4= Very Good; 5=Outstanding.
40 | P a g e
Additionally the qualifying grade point for MTO is 40 and for others position is 35. If the
candidate achieves 46-50 marks, he or she is considered as Outstanding and if someone gets
1-20 then he or she consider as poor candidates. Based on this information the interviewer
considers candidates:
Consider as a 2
Not satisfactory
nd
choice
For lateral entry external or internal both candidates, DBL only take the interview and based
on that they recruit for suitable or required position. In this case the candidates are assessing
based:
Motivational level
Verbal skills
Positivity
Academic qualification
In view of all these criteria interviewers gives remarks candidates upon their performance
Very Good, Good, Average and Below Average. And these remarks help the board to take
decision whether the candidate is:
Eligible to employee
For any vacancy at DBL, take two rounds of interview. The final interview is taken by the
41 | P a g e
Divisional head and top management people. From this interview some suitable candidates
comes out. DBL interview format forms for lateral entry and junior level position are given:
F.
Reference Check
When a candidate is selected for the job, his or her given reference has been checked by
HR. The candidate must give at least two references. If the candidate is fresh, then he or she
has to have one reference from his educational institute. But if the candidate was previously
employed, must have one reference from last organization, preferably the supervisor.
Subject to satisfactory response will get job offer.
G.
Job Offer
An approval needs to be taken from the MD for all permanent position and temporary
position and the approval is given by Head of HR. If a candidate successfully reaches the
final stage then candidates are given a job offer after salary negotiation and upon
acceptance of the job offer the candidate will be sent for medical test at bank selected
diagnostics. There is no salary negotiation for temporary employee. Individuals joining as
MTO have a probation period of twelve months.
H.
Medical Test:
At DBL, the job offer is contingent on passing medical examination conducted by the
Bank nominated diagnostic center. The candidates have to collect a letter for medical from
HR and go for the medical test. This test examined candidates physical condition and to
ensure whether they are eligible to perform the job or not. This stage also provides
information regarding any contagious disease of the candidates and whether those diseases
can be taken care of or not. The Apollo Hospital, Dhaka administers configure the medical
test on behalf of DBL. To measure the applicants health and fitness for the job effort they
investigate following test:
42 | P a g e
ECG
I.
Appointment Letter
At last the after the medical test and reference checked, the offer letter for the candidate
has been issued. After that the candidate gets the call that he or she has been appointed and
he or she has to collect the letter from HR. The appointment letter specifies all the terms
and condition of the job.
J.
The joining also has some procedure. In time of joining at first the candidates have accept
the offer letter by signing it. Then he or she has to fill up some forms like,
HRIS form
ID Card form
Declaration
When all this formalities are over the candidate will become one of the member of DBL and
start working as an employee of DBL
K. Induction/Orientation
Last step of DBL selection process is orientation. All new recruits must undergo an
Induction/Orientation program, in order to familiarize themselves with the organizations
culture, norms, rules and regulations so that they know what is important in the organization
and what they are supposed to do. Induction helps an employee to become effective
member of the organization. Dhaka Bank Training Institute shall arrange a Basic Banking
Training Program for the all the new hired employees.
43 | P a g e
L.
44 | P a g e
Limited:
DBL spends a huge amount of money for hiring intelligent, flexible and most capable
workforce. DBL does not anxious about the hiring cost at all rather it is more concerned to
hire best work force all the time. Every year DBL spends around 1 core on an average for
over all recruitment and selection process. One third of the budget is spent for recruiting
Management Trainee Officer, Trainee Officer and Trainee Cash Officer.
45 | P a g e
Budget of Recruitment
50%
40%
30%
20%
10%
0%
To/TCO
MTO
Lateral Entry
candidates not interested to join in banks rather prefer to migrate for better
standard of living. From this perspective, the employers of DBL are not
getting their expected applicant.
Cost: The cost to hire and replace employee is huge and day bay day this
cost is increasing. The people, who have greater knowledge and experience,
usually require a higher level of job. So DBL recruiters sometime failed to
recruit qualified employee due to budget constrain.
47 | P a g e
48 | P a g e
R&D
Recruitment
process
Securities
49 | P a g e
CHAPTER FOUR
RESULTS, DISCUSSION & RECOMMENDATION
50 | P a g e
Dhaka Bank Limited to keep its competitive nature in pace and to run with its motto of
Excellence in Banking must put some attention on its staffing issues. Such issues are very
important for the organizations growth. Therefore, DBL has to take corrective against some
staffing malpractices which would facilitate organizations efficiency and effectiveness.
From my perspective, this is not fair. Every qualified candidate should get the chance to
participate in the written test. In addition, by randomly selecting the candidates, the most suitable
candidates may be overlooked which is a serious threat for DBL. As they are spending a huge
amount of money, time and efforts but they are not getting the right people for their organization.
If DBL thinks that giving opportunity to all the qualified applicants would increase their cost, in
that case DBL may conduct written test. In this way, DBL can get appropriate employees for
them on the other way; it may satisfy the applicants as they are getting the chance to evaluate
themselves
The induction program arranged for the new employees is not proper at DBL and it is an
irregular program because till 2013, this program is arranged only for two times- in the
year 2011 and 2012. In addition, the program is arranged only for two hours. Here, the
top executives give their very short speech. But this is not sufficient for the new comers.
As the employees come from several educational backgrounds so they are unfamiliar
with the function of bank. If the employees do not know the basic functions of bank
clearly, how they start their work with full enthusiasm.
51 | P a g e
From my opinion, it can be said that the induction program should be continued for two
days and it should be organized in every year as well. In the program, there must be
given a broad description about the function of banks, about its products & services,
about its goal and objectives, about its corporate and business strategies, about its
divisional functions and its mission, vision, cultures and values etc. It would be better, if
DBL organizes some basic training program which would help the employees to acquire
basic knowledge about bank. Indeed, Induction program is very necessary for every new
employee it energies the new employees to start their assigned jobs with full
enthusiasm.
There is no proper guideline in The Dhaka Bank Ltd regarding the recruitment budget
its means its not specific. In the beginning of fiscal year, a certain amount of budget is
disbursed to resource planning unit on basis of assumption but is the budget reasonable
or not; it is not verified. If the recruitment budget covers the cost, it is all right. But
when the budget is not sufficient, in that case, the resource planning unit has to ask for
additional amount of money through a formal application with proper reasons which
delays the overall recruitment and selection process.
From this prospect, there should be sufficient budget for recruitment and selection
purpose so that the recruitment and selection process is not hampered any way. If
possible, the Managing director may discuss with recruitment manager about the
amount of budget when it is disbursed.
time most of the candidates joined in another organizations. So, the ultimate result does
not become fruitful.
So from this prospect, DBL has to complete the entire process as early as possible in
order to grab the qualified employees before entering elsewhere. Short duration of
recruitment and selection procedure would not only increase the HRMs efficiency, by
employing qualified employees but also increase the organizations effectiveness.
Sometimes applicants who are referred by the top level management gets some more
favor form the recruiting board. It is not fair because the organization may overlook the
qualified employees who really desirable for the organization. In case of selection
process nepotism is strictly forbidden at DBL according to the Service Book of DBL.
Afterward, this malpractice has been continuing in every selection program.
So from this prospect, for the welfare of DBL, nepotism has to be stopped and the
management bodies have to give more emphasis on conducting a fair recruitment and
selection program.
In Dhaka Bank Limited the job applicants age is limited from 25 to 30 years in case of
MTO/ TO / TCO placement, management are not interested to hire people who are more
than 30 years. In our country, the educational system of National University, private
university and public university is different. Sometimes, it is seen that when the students
of national university achieve their master degree; on that time, their age is already 30 or
nearly 30. In that case, they lose the opportunity of applying at Dhaka
Bank. In spite of having educational quality, they do not become able for apply. It not only
makes upset the students but also Dhaka Bank loses a huge number of qualified candidates.
A huge number of students study in national university but no one is eligible for Dhaka
Bank; it cannot be agreed. As employing the most suitable person is major concern of DBL,
53 | P a g e
DBL should give more importance on talent, intelligence, merit rather than age for its
welfare.
In order to overcome this problem, DBL can extend the age limit up to 32 years instead of
30 years so that every year DBL can get maximum number of eligible candidates which
makes easier for DBL to select perfect employees for it.
All these above mentioned recommendation can make the recruitment and selection
procedures more acceptable as the guidelines have been suggested on the basis of analysis
54 | P a g e
CHAPTER FIVE
CONCLUSION
55 | P a g e
5.0 CONCLUSION
Right after establishing an organizations strategic direction and developing an employment
plan, it has to turn its attention or has to focus on getting the right kind of people in order to
carry on the operations of the organization. Proper recruitment has always been the most
important element of success of any organization. If the proper people are selected for the
right post, it enhances the ability of the organization to do better in the industry. The process
must be given priority and existing staff strength must always be upgraded by making
ongoing effort to find the best personnel.
The study Recruitment and Selection Procedure of Dhaka Bank Limited under HR
revealed that employees are the most valuable resources for the progress of the
organization. For the development of these valuable resources there are many factors
involved. In this regard Recruitment and Selection Procedure play the most important
role. To increase the productivity of an organization effective & dynamic recruitment and
selection procedure is essential. Dhaka Bank Limited practices a progressive recruitment
and selection procedures. HR officers of Dhaka Bank Limited are now expected to work
beyond the boundaries of contracts and policies to contribute directly to the operation and
success of the business.
It should be kept in mind that efficient employees of an organization is the assets of that
organization and that is why it should be taken up carefully. If they can meet up their shortage
they will do much better in the banking sector in Bangladesh.
56 | P a g e
References:
Arthur, D. 1998. Recruiting, interviewing, selecting & orienting new employees 3rd ed. NY:
Amacom.
Decenzo, A. Robbins, S.P. 2002. Human resource management, 7th ed. New York : John
Wiley & Sons.
http://www.assignmentpoint.com/business/finance/a-report-on-dhaka-bank-ltd.html
57 | P a g e
Acronyms
58 | P a g e
APPENDIX
59 | P a g e
1. Board of Directors
Sl
Name of Directors
Status
Chairman
Vice Chairman
Director
Director
Director
Director
Director
Director
Director
10
Director
11
Director
12
Director
13
Director
14
Director
15
Director
16
Director
17
Director
18
Director
19
Director
20
Director
21
Director
No.
60 | P a g e
61 | P a g e
62 | P a g e
63 | P a g e
64 | P a g e
65 | P a g e
66 | P a g e
67 | P a g e