RECRUITMENT

AND seLECTION
pROCESS OF
DHAKA BANK
LIMITED

Internship Repot
On

Recruitment & Selection Process of

Dhaka Bank Limited
Submitted To:
Afsana Akhtar
Assistant Professor
BRAC Business School (BBS)
BRAC University

Submitted By:
Farzana Zaman
ID: 11264028
BRAC Business School
BRAC University
Date of Submission: 16th September, 2014

LETTER OF TRANSMITTAL

16th September 2014

Ms. Afsana Akhtar
Assistant Professor
BRAC Business School
BRAC University
Subject: Submission of Internship Report.
Dear Madam,
I like to inform you that I have submitted my Internship Report on Recruitment and Selection
process of Dhaka Bank Limited with due gratitude and appreciation and as per your
instruction. I hope this report will be informative as well as comprehensive.

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.

Dhaka Bank Limited

TABLE OF CONTENTS
Serial No.

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.

1.0 About Dhaka Bank

1.1 Historical Background of DBL
1.2 Vision of DBL
1.3 Mission of DBL
1.4 Values of DBL
1.5 Functions of DBL
1.6 Achievements
1.7 Hierarchy of DBL
1.8 Products & Services of DBL
1.9 Strategic Objectives of DBL
1.10 Ethical Principals of DBL
1.11 SWOT analysis of DBL
2.

(SECTION 02) MY JOB PART

Chapter 2: Job Description of Internship
2.0 Job Description
2.1 Specific responsibilities of the job
2.2 Critical observation
2.3 Different aspects of job performance
2.4 Recommendation

3.

(SECTION 03) PROJECT PART

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

Chapter 3: Recruitment And Selection Process Of Dhaka Bank

3.0 Summary
3.1Description of the project
3.2 Overview of HR Division
3.3 HRD of Dhaka Bank Limited
3.4 HR Vision
3.5 HR Strategic Objectives
3.6 Functional structure of Human Resource Division
3.7 Function of HRM
3.8 Generalized selecting method
3.9 Strategies of staffing at Dhaka Bank Ltd.
3.10 Types of Recruitment

16
16-17
17
17-18
18
18
19
20
27
30
32

Dhaka Bank Limited

3.11 Recruitment process of DBL

3.12 Selection process of DBL
3.13 Recruitment and Selection Process Cycle of DBL
3.14 Recruitment and Selection Process Budget of DBL
3.15 Challenges and constraints of recruitment and selection process of DBL
3.16 Comparison steps

33
38
45
45
46
48

4.

Chapter 4: Results, Discussion and Recommendation

50-54

5.
6.
7.
8.

Chapter 5: Conclusion
References
Acronyms
Appendix

55-56
57
58

4.3 Foreign remittance section

4.3.1 Foreign currency accounts
4.3.2 Currency in which FC A/Cs can be opened

4.3.3 Papers/ Documents required for opening FC A/C

4.3.4 Foreign remittance
4.3.5 Dealing in Foreign Currency Notes & Coins
4.3.6 Some instruments & process of foreign exchange transactions
4.3.7 Foreign exchange income

CHAPTER ONE
OVERVIEW OF THE ORGANIZATION

1|Page

1.0 DHAKA BANK LTD.

Dhaka Bank Limited (DBL) is the leading private sector bank in Bangladesh offering full range
of Personal, Corporate, International Trade, Foreign Exchange, Lease Finance and Capital
Market Services. The Bank has launched Online Banking service and being fully equipped with
industry standard IT infrastructure, Online Banking, E-Commerce, Internet Banking (iBank) and
SMS Banking - Dhaka Bank is one of the fastest growing private banks in Bangladesh. Dhaka
Bank Limited is the preferred choice in banking for friendly and personalized services, cutting
edge technology, tailored solutions for business needs, global reach in trade and commerce and
high yield on investments, assuring Excellence in Banking Services.

1.1 Historical background of DBL

The Bank was incorporated as a public limited company under the Companies Act. 1994. The
Bank started its commercial operation on July 05, 1995 with an authorized capital of Tk. 1,000
million and paid up capital of Tk. 100 million.

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.

1.2 Vision of DBL:

At Dhaka Bank, we draw our inspiration from the distant. Our vision is to assure a standard that
makes every banking transaction a pleasurable experience. Our endeavor is to offer you supreme
service through accuracy, reliability, timely delivery, cutting edge technology and tailored
solution for business needs, global reach in trade and commerce and high yield on your
investments.
Our people, products and processes are aligned to meet the demand of our discerning customers.
Our goal is to achieve a distinct foresight. Our prime objective is to deliver a quality that
demonstrates a true reflection of our vision Excellence in Banking.

1.3 Mission of DBL:

To be the premier financial institution in the country providing high quality products and
services backed by latest technology and a team of highly motivated personnel to deliver
Excellence in Banking.

1.4 VALUES of DBL:

Customer Focus
Integrity and Honesty
Quality
Teamwork
Respect for the Individual
Responsible Citizenship
Transparency and Accountability
Environmentally Conscious
High Morale
3|Page

1.5 Functions of DBL

a) The main task of DBL is to accept deposits from various customers
through various accounts.
b) Provides loans on easy terms and conditions.
c) Creates loan deposit.
d) Invests its fund into profitable sectors.
e) Transfers money by Demand Draft (DD), Pay Order (PO) and
Telegraphic Transfer, etc.
f) Does transaction of bill of exchange, cheque, etc on behalf of the clients.
g) DBL assists in the foreign exchange by issuing leer of credit.
h) Insures the securities o valuable documents of clients.
i) Brings the increasing power of dimension of transaction.
J) Above all, DBL helps the businessmen by giving them discount facilities for bills of
Exchange and by providing the facility of Letter of Guarantee

1.6 ACHIEVEMENTS
Certificate of Merit from lCAB 2008
Bangladesh remittance Awards - 2009
Best Bank Award 2009
CSR Award - 2009

4|Page

1.7 Hierarchy of Dhaka Bank:

Board of Directors

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

1.8 Products & Services of DBL:

Liability
Products

Asset
Products

Home Loan

Personal Loan

Vacation Loan

Car Loan

Any Purpose 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

Figure: products and services of DBL

6|Page

1.9 STRATEGIC OBJECTIVE OF DBL:

1. The objectives of DBL are to conduct transparent and high quality business operation
based on market mechanism within the legal and social framework spelt in its mission and
reflected in its vision.
2. The greatest concerns are customers to provide them continually efficient,
innovative and high quality products with excellent delivery system.
3. The motto is to generate profit with qualitative business as a sustainable ever growing
Organization and enhance fair returns to shareholders.
4. Committed to community as a corporate citizen and contributing towards the progress of the
nation as corporate social responsibility.
5. Promote employees well being through attractive compensation package, promoting

staff

morale through training, development and career planning.

6.

Strive for fulfillment of responsibility to the government through paying entire range of

taxes and duties and abiding the other rules.

7.

Cautious about environment & climatic change and dutiful to make homeland a green and

clean soil.

1.10 Ethical Principles of DBL:

1. DBL is committed to the following ethical principles:
2. Compliant to country's laws and regulations.
3. Reject bribery and corruption.
4. Avoid compromised gifts and entertainment.
5. Speak up if suspect any actual, planned or potential behavior that may breach any laws
and regulations.
6. Compliant to Anti Money Laundering guidelines and other prudential regulations 7.provided
by regulators.
8. Resolve customer complaints quickly and fairly.
9. Maintain confidentiality and fidelity of our customer.
10. Treat our colleagues with fairness and respect; work with highly motivated team spirit and
fellowship bondage.
7|Page

1.11 SWOT Analysis of the DBL

SWOT Analysis is an important tool for evaluating the companies Strengths, Weaknesses,
Opportunities and Threats. It helps the organization to identify how to evaluate its performance
and can scan the macro environment, which is turn would help the organization to navigate in the
Turbulence Ocean of competition. Following is given the SWOT analysis of Dhaka Bank Ltd:

Strengths:

Weaknesses:

* Top Management
* Company Reputation
* Sponsors
* Modern Facilities and Computer
* Stirring Branches
* Interactive Corporate Culture

Opportunities:
* Diversification
* Business Banking
* Credit Card

* Information System (PC Bank)

* Hierarchy
* Advertisement

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.

4. Modern Facilities and Computer

From the very beginning DBL tries to furnish their work surroundings with modern equipment
and facilities. For speedy service to the customer, DBL had installed money-counting machine in
the teller counter. The bank has computerized banking operation under software called Flex
cube. More over computer printed statements are available to internal use and occasionally for
the customers. DBL is equipped with telex and fax facilities.

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

6 Interactive Corporate Culture

The corporate culture of DBL is very much interactive compare to other local organization. This
interactive environment encourages the employee to work attentively. Science the banking jobs
is very much routine work oriented and lovely environment boots up the work capability of the
employees.

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.

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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.

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CHAPTER TWO
JOB DESCRIPTION OF INTERNSHIP

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2.0 JOB DESCRIPTION

My tenure was 1st July 2014 to 30 September 2014 as an intern at Dhaka Bank Limited in
Human Resources Division. As an intern I have performed numerous activities. My main task
was to assist officers and executives in every aspects of their daily work. It includes every activity
that the officials performed like Recruiting, joining and training, record keeping, payroll &
benefits, employee relations, performance appraisal etc. Through the internship program I have
learnt regular work as well as corporate work experience that I never could have learnt in the
classroom. Moreover, besides the regular office work I have learned to deal with the challenges
of the banking industry, got the opportunity to apply knowledge gained from the academic
experience, explored many scopes to observe various roles and jobs in the banking sector and all
these learnings helped me to gain "real world" experience in banking world.
2.1 SPECIFIC RESPONSIBILITIES OF THE JOB
Internship Program: Handling the internship program which include placement of
intern, provide appointment letter to them, look after a database of Internship Program
and prepared internship certificate for interns. Updating list of interns and look out
appropriate opportunity to find provisions for interns in the bank.
Resource Planning Unit: I have helped my seniors to sort out CVs for new Recruitment
and handled a database for that. I have called those candidate who had been shortlisted
for written exam and told them to collect their admit card for exam.
New Employee Hiring: Assist with recruitment strategies and events for employment
and Collect data and compile overall hiring report. I have participated in orientation
sessions and served necessary papers to them.
Compensation Management Unit: I have to develop leave application and give entry of
those process leave in HRIS. Next to this I also have to look after in employee liabilities
and loan status and for provident and gratuity fund also maintain a database of employee
nominee list.
Training and Development: I have participated in Training and Development session
with my seniors who helped me to understand responsibilities and rules of this bank.
Update old files: Before all employees files based on paper, which creates lots of problems
to maintain. So I have converted it from paper based to computer based.

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2.2 CRITICAL OBSERVATIONS

In Dhaka bank HR division they follow transparent selection process to recruit right
candidates for the right position.

They focus more concentration on previous experience, educational background, length

of services when they search for any experienced people.

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.

There is a lack of swiftness and performance of HRIS Software (SCALED).

They strictly follow the rules and policy when the recruitment process executed.

2.3 DIFFERENT ASPECTS OF JOB PERFORMANCE

It helped me to learn banking activities
It has enhanced my knowledge
I was able to complete almost every task successfully

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.

Management should concentrate on employees overall benefits and motivational

policies as they are facing retention problem.

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CHAPTER THREE
RECRUITMENT AND SELECTION PROCESS OF DHAKA
BANK

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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.

3.1 DESCRIPTION OF THE PROJECT

o Objective of the project
The main objective of this project is to analyze the recruitment procedure of Dhaka Bank
Limited on the basis of its existing Recruitment Policy of the Bank in order to show how a
private commercial bank recruits its employees for different positions. The objective of this
project is also to find the effectiveness of the recruitment and selection procedure of the bank.
o Methodology
Both primary and secondary sources of data were used towards the completion of this project.
The main primary source of data was the interview with the top-level management of the bank
who are in charge of the Human Resources Division. Some lower level officers and staffs of the
department were also interviewed regarding some vital information.
But secondary data were more important and useful while doing this project. The secondary
sources of data that were used are the Employees Service Rules of the bank, manpower planning
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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.

3.3 HRD OF DHAKA BANK LIMITED:

Employees are the core resources of any organization, without them, one cannot run their
organization and human resource is conducted with the growth of development of people toward
higher level of competency, creativity and fulfillment. It keep employees become better more
responsible person and then it tries to create a climate in which they contribute to the limits of
their improved abilities. It assumes that expanded capabilities and opportunities for people with
lead directly to improvement in operating effectiveness.

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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.

3.5 HR STRATEGIC OBJECTIVES (2011-2015)

Strategic HR planning is an important component of strategic HR management as well as
Human resources division of an organization. HR strategic objectives helps thriving
integration of human resources planning with business planning which leads to achieve the
vision, mission and business goals of the organization successfully.
Human Resources Division has visionary strategic objectives for the years of 2011-2015:
Realign HR in line with revisited vision, mission and business plan.

Ensure critical and essential manpower at all levels.

Ensure market driven pay and benefits.

Provide career development opportunity.

Introduce certification programs, and ensure fair performance evaluation.

Ensure compliance with country laws, regulatory directives and corporate norms.

Branding Dhaka Bank as the best environment to work for among local banks.

Reorganize HR functions, and empowerment of the human resources division.

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Automate HR process, and integrate with other functional departments.

3.6 FUNCTIONAL STRUCTURE OF HUMAN RESOURCES DIVISION:

Human Resource Division

Resource
Planning Unit

Compensation
Management
Unit

Performance
Management
Unit

Career
Development
Unit

Figure: Functional structure of Human Resources Division

There are 12 HR personnel engaged in HRD to conduct HR related activities. The head of
HRD and SEVP supervise all the activities carried out by the employees

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:

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Resource Planning Unit:

Manpower Planning
Staffing
Hiring & Placement
Job Description
Development
HR Contract
Third Party Contract
Human Resource
Information System.

Performance Management:
Performance Evaluation
Disciplinary Action
Rewards
Promotion

Compensation Management Unit:

Short Term & Long Term
Benefits
Income Tax
Power of Attorney
Employee Loan
Leave Management
Salary Certificate
LFA Processing
HR Clearance
Employment Certificate

Career Development Unit:

Career Planning
Local & Foreign Training
Internship

Figure: Key Responsibilities of the Functional Units

3.7 Function of HRM:

HRM functions are carried out by the HR managers to fulfill the goals and objectives of the
organization. HR managers perform two sets of functions, namely managerial functions and
operative functions. The managerial functions are the basic functions performed by the HR
managers in their capacity as managers or heads of their own departments. In fact, all
managers, irrespective of their departments, perform these functions. The operative
functions, on the other hand, are specialized activities performed exclusively by the HR
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managers, usually for all the departments.

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.

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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?

Look around your environment. What other factors might have to be t a k e n i n t o

c o n s i d e r a t i o n t o a s s u r e a t h o r o u g h a s s e s s m e n t o f p o s i t i o n characteristics?

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:

Posting notice of job openings on company bulletins boards is an effective internal

recruiting method. It informs employees about openings & required qualifications & invites
qualified employees to apply. The notices usually posted on company bulletin boards or
electronic bulletin boards or are placed in the company newspaper. Qualifications & other
facts are drawn from the job analysis information.

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.

Schools Colleges & Universities Recruiting:

Educational institutions are an excellent source of potential employees. Sending an
employers representatives to college campuses to pre-screen applicants and create an
applicant pool from the graduating class.

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.

3.8 Generalized Selecting Method:

Selection begins where recruitment ends- with applicant pool. Selection goes
through five steps:
Screening Assessment Method

Evaluative Assestment Method

Contingent Assessment Method

27 | P a g e

Selection Model
1. Initial Screening:

Employment applications systematic examination, resume

analysis is done in this stage. This is the primary stage where short listing is done from a
huge applicant pool.

2. Secondary Screening: This stage eliminating unqualified employees and

identify prospective employees for open position. Selecting process starts with
testing. Test can be different type. We can conveniently classify test according to
whether the candidates

Cognitive abilities

Motor and physical abilities

Personality and interest

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

Stromberg Dexterity test

Minnesota Rate of Manipulation test

Purdue Peg Board

Test of physical abilities are also required. It includes

Static strength

Dynamic strength

Body coordination
28 | P a g e

Stamina

Personality & Interest:

Personality test measure basic aspects of an applicants personality, such as

introversion, stability, and motivation.

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.

4. Verification: This stage is concerned with verifying the reference information

furnished by applicant. Due to the increasing number of negligent hiring cases,
organizations must be careful to exercise due diligence in verifying and documenting
references.

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

3.9 Strategies of Staffing at Dhaka Bank Limited:

Staffing is the process of acquiring, deploying and retaining workforce of sufficient
quantity and quality to create positive impacts on the organization effectiveness and
DBL always try to maintain this with some steps. When they recruit candidates they
always focus positive interaction of the candidate qualification and job
characteristics are match with each other or not. Basically they always try to match
person with the particular job. Moreover they emphasis on develop the talent rather
than acquiring. They have a separate training and development unit where they train
their existing employees and try to make then efficient for their job.
In every year DBL do annul business plan, this plan is done once in a year and
which determines the upcoming years required headcount. And based on that
information they recruit people. DBL basically maintain plan based HRP and time
frame of this planning is 1 year. They mostly prefer internal hiring for advanced
position but for entry/junior level or MTO/TCO position they go for external one. In
DBL the number of employees is 1458. Among the total workforce 6 people are in
top management, 32 are in senior management, 136 are in middle management, 561
are in junior level, 643 are in officer level and 80 people are working as supporting
staff in bank.

30 | P a g e

Employee Status in DBL

700
600
500
400
300
200
100
0

643
561

Top management
Senior management

136
6

32

30

Middle management
Junior management
Officer
Supporting staff

B.

Point of Recruitment:

There are two level of recruitment.

1. Entry level
2. Lateral entry ( Recruitment of experienced person)
Entry level:
There are two entry level post for recruiting fresh graduates and post graduates.
These are:
1. Probationary officer Level
2. Trainee Assistant Officer (TAO) Level
1.

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:

MBA (Major in Accounting, Finance, Marketing, HRM, MIS etc.)

English
Statistics
Economics
Mathematics
CSE
Development studies

2.

Trainee Assistant Officer (TAO) Level:

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.

3.10 Types of Recruitment at DBL:

DBL practices two types of recruitment

Yearly recruitment: this is done each year, according to the HR plan

Need-based recruitments: this is done when there is a sudden vacancy.

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:
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Year

TO+TCO

MTO

Lateral Entry

Total Employee Joined

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

Employee Recruitment Trend of DBL

248

250
200

247
181

150

104

100
54
50
48

0
2008

2009

2010

2011

2012

2013

3.11 Recruitment Process of Dhaka Bank Limited:

Dhaka Bank starts its recruiting process when new employees are needed and
concludes when the applications are submitted. It results in a collection of applicants
from where new employees are selected.
Dhaka Bank Limited is such a large organization that requires huge man power
every year for its always boosting operations in various levels. However for
common business operations they need two categories of manpower. Those are
given below33 | P a g e

New graduates

Specialist experienced people

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:

HRM planning and vacancy announcement

Recruiter qualification

Recruitment Channels

1. Personnel Planning and Vacancy Announcement:

In DBL, Human Resource department is headed by the Human Resource Manager. The
recruitment process begins with the human resource department receiving requisitions
for recruitment from any department or branch of the company. Decisions regarding the
positions which have to be filled are taken by HRD by engaging in personnel planning
and forecasting. HRD sends a notice to all divisions to know about their personnel needs
and after getting the feedbacks from line mangers then HRD takes decision about the

personnel vacancy. For the upcoming year 2014 employee required projection are
given below:

st

Category: Permanent Employees (Required up to 31 December 2014)

Requirement

Number

For existing branch/division of HO

94

For proposed Branch (4 in 2014)

40

34 | P a g e

Projected Attrition replacement

Total Required in 2014

50
184

st

Category: Third Party Contractor Employees (Required up to 31 December 2014)

Requirement

Number

For existing branch/division of HO

24

For proposed Branch (4 in 2014)

36

Total Required in 2014

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:

The candidate must have Master Degree from an prominent university in

following discipline-

Business Administration

Mathematics/Statistics

Bank Management

Public Administration

Economics

Development Studies

Engineering (EEE/Civil/Mechanical)

Computer Science/IT

The candidate must have minimum 3 first division/class/equivalent CGPA.

His/her age must be within 30 years.

35 | P a g e

Recruitment qualification for Trainee Cash Officer:

Candidates must be below 27 years.

The candidate must have Bachelors Degree in business or social science in

reputed university.

No third division/class/ equivalent CGPA is allowed.

3. Recruitment Channel:
Dhaka Bank LTD recruits their employees through two medium and those are-

Internal Recruitment Channel:

Existing employees are an important source of recruits. Whether for
endorsements, promotion or for lateral job transfers, internal candidates
already know the informal organization and have detail information about
its formal policies. In fact for DBL this sort of recruitment is took place only
with
special purpose experienced employee recruitment. For this internal
recruitment DBL basically follow closed recruitment strategy.
For internal recruitment sources are:
Job Rotation

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

External Recruitment Channel:

Sometimes job requires something extra that cannot be fulfilled through internal
sources. In such cases the HR department has to look outside the organization
and for DBL recruitment of management trainees/trainee officer or any junior
level/mid-level position is done through this way.
A total combination of three ways is followed for external recruitment in the
DBL, which occurs directly or indirectly for different level of recruitment. That
are

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.

3.12 Selection Process of Dhaka Bank Limited:

Selection is the part which carries an extra weight for any organization because the
organizational performance, cost issues regarding recruitment and selection, and
legal obligations depends on it. Realizing the importance of careful selection Dhaka
Bank Limited practices a well-organized selection process for all type of employees
but the process varies for different positions. Focusing on the selection process for
the management trainee/ External/Internal candidates of DBL, the elaborate
selection process of the organization is explained below:

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.

Assessing Candidates through Written Tests:

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:

Appearance: Dress up, grooming, body language and eye contact.

Communication Skills: the way of communicate with the interviewer, expressiveness.

Confidence: enthusiasm, personal selling

Assertiveness: positivity attitude

Creativity: think out of the box

Customer Service Abilities: Capacity of serving customer adroitly

Resourcefulness: Basic knowledge about job and some theoretical knowledge

Management skills

Planning & organizing skills

Commitment/ Loyalty: Dedication towards jobs and organization.

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:

Eligible for employment

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:

Knowledge about job

Motivational level

Verbal skills

Positivity

Vision/ Ambition/ Stability

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

Can be consider for different position

May be consider after 3/4 months

In eligible for 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

General Physical Checking (Such as blood pressure, breathing, pulse etc.)

X-Ray Chest (Standard)

Microscopic Urine Analysis/ Urine routine

Blood Checking (Blood grouping, Hepatitis-B, Blood Sugar)

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.

Acceptance of Offer Letter & Joining Procedure

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

A five years Indemnity Bond

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.

Flow chart of internal recruitment process of DBL:

44 | P a g e

3.13 Recruitment & Selection Process Cycle of

Dhaka Bank Limited:
Human Resources Division will take maximum 62 days to complete a full
recruitment process. The breakdown of the 62 days as follows:

3.14 Recruitment & Selection Budget of Dhaka Bank

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

3.15 Challenges and Constraints of recruitment

and selection process of Dhaka Bank Limited:
Now a days DBL is facing difficulties to employ appropriate personnel for it. It has
been giving a lot of efforts, money; afterwards still it is facing challenges in every
year while employing talented and most capable workforce. There are many reasons
behind the challenges which are described below

Shortage of supply: DBL employers are facing challenges to recruit

qualified employees in account of low quality of supply. In spite of passing a
huge number of graduates and post graduates every year, the banks are not
getting their appropriate candidates. On the other hand, some of appropriate
46 | P a g e

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.

Unable to choose appropriate candidates: DBL face employee turnover problem.

The turnover rate is 3.78% due to this every year they have to recruit a good number
of employees. Sometime they have in huge pressure to recruit employees in an
emergency basis because of this recruiter may sometime fail to choose right person
for right position. Moreover A good number of fresh graduates wants to start their
career at multinational organization or government sector rather than banking sector.
At first the multinational organization provides opportunities their employees to
work in different countries in different cultures which enhance the employees work
efficiency and effectiveness as well as they also offer handsome compensation
package. Therefore, the fresh graduates are very much crazy to start their career at
multinational organizations.

Emerging of huge competitors: In banking sector, there is huge demand of talented

candidates as a large number of banks are available here. Employee movement from one
bank to another bank is very common in this sector. Therefore, employing and remaining
talented candidates is a great challenge for the banks. If we observe the chart of Bank
Establishments, we can get to know that from 1972 to 2010, 32 local banks were
established in Bangladesh. DBL is established in 1995 but before 1995, 11 banks are
established and after 1995, 17 banks are established, 3 banks are established at the year
1995 as well. As we know that the more competitors would come in market, the more
labor force they would demand for running their business operations. For this reason, DBL
is facing difficulties for employing talented employees.

47 | P a g e

3.16 Comparison steps between Dhaka Bank and other

banks:

48 | P a g e

 Dhaka Bank: To ensure competitiveness

and quality of products & services and welltimed exploration of market is the core of
R&D challenges of Dhaka Bank.

R&D

Recruitment
process

Securities

Other Bank: Other Bank like, National

Bank, City Bank, Jamuna Bank, Janata Bank
etc. are mainly focusing on developing new
products to their existing & new customers.

Dhaka Bank: Dhaka Bank follows an

extremely reliable, extremely flexible
framework for the recruitment process.
Other Bank: Other Bank like, National
Bank, City Bank, Bangladesh Krishi
Bank, Janata Bank etc. where some are
following a flexible framework and some are
carried out in a strictly regimented order.

Dhaka Bank: Dhaka Bank Limited issued

Redeemable Non Convertible Subordinated
Bond of BDT 2,000,000,000 for a term of 7
years to strengthen the capital base of the
bank on the consent of SEC.
Other Bank: Other Banks like, National
Bank, EXIM Bank, Bank Asia etc. issues
bond for 5 years (approximately) to
strengthen the capital base of the bank.

Figure: Comparison steps between Dhaka Bank and other banks

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.

Some problems and recommendations for DBL are remarked here

As DBL is a reputable bank organization, huge number of people want to be

employed as employee of Dhaka Bank. For this reason, when job vacancy is
announced a large number of resumes are deposited in the CV bank. However, at
the time of short listing according to evaluation criteria, there are more number of
candidates fulfill the qualification requirements but among the qualified
candidates, a small number of candidates are selected for the written test. All the
qualified candidates are eligible for the written test but HRM does not give
opportunity to give written test to all the qualified candidates. Only randomly
selected candidates from the qualified candidates can participate in the written test.

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.
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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.

The recruitment and selection of DBL is a time consuming procedure. More

specifically, the selection process because all the process go through the decentralized
decision making process that takes more time to complete the whole selection process.
To perform an entire recruitment and selection session HRM needs minimum 5 months
and maximum 6 months in case of MTO / TO/ TCO placement. Therefore, when
selection took place, Dhaka Bank Ltd loses more qualified candidate because within this
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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,
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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

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CHAPTER FIVE

CONCLUSION

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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.

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References:

Dhaka Bank Official Website- http://www.dhakabankltd.com/

Dhaka Bank Limited Annual Report 2012

HR Manual of Dhaka Bank

Dhaka Bank LTDs regular circulars

Thompson, Strickland, Gamble (2008). Crafting & Executing Strategy

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

Direct information collected from:

o

Mostak Ahmed, SAVP

Rajiv H. Khan, Senior Officer and

Kamrul Islam. Principle Officer

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Acronyms

D.B.L:- Dhaka Bank Limited

D.B.T.I :- Dhaka Bank Training Institute

H.R.D :- Human Resource Division

MAN.COM :- Management Committee

C.S.R :- Corporate Social Responsibility

O.J.T :- On the Job Training

R&D :- Research & Development

CRM :- Credit Risk Management

SME :- Small and Medium Enterprise

P.R :- Public Relation

M.D :- Managing Director

M.T.O :- Management Trainee Officer

T.O :- Trainee Officer

T.C.O :- Trainee Cash Officer

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APPENDIX

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1. Board of Directors
Sl

Name of Directors

Status

Mr. Altaf Hossain Sarker

Chairman

Mr. Mohammad Hanif

Vice Chairman

Mr. Abdul Hai Sarker

Director

Mrs. Afroza Abbas

Director

Mr. Khondoker Monir Uddin

Director

Mr. Aminul Islam

Director

Mr. Md. Amirullah

Director

Mr. Reshadur Rahman

Director

Mr. Abdullah Al Ahsan

Director

10

Mr. Khandaker Mohammad Shahjahan

Director

11

Mr. M.N.H. Bulu

Director

12

Mr. Tahidul Hossain Chowdhury

Director

13

Mrs. Kamala Khatun

Director

14

Mr. Jashim Uddin

Director

15

Mr. Khondoker Jamil Uddin

Director

16

Mr. Abdul Wahed

Director

17

Mr. Mohannad Ali Sarker

Director

18

Mr. Rakhi Das Gupta

Director

19

Mr. Suez Islam

Director

20

Mrs. Rokshana Zaman

Director

21

Mr. G.M. Shameem Hussain

Director

No.

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2. Products of Dhaka Bank Ltd.

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3. Advertisement of Job Opening

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4. Lateral Entry Interview Form

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5. MTO or other position Interview Form

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