recruitment and selection procedure of uro asia tours & travels”

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“Recruitment and Selection Procedure of Uro Asia Tours &

Travels”



Bangladesh University of Business & Technology (BUBT)

Internship Report

n

“Recruitment and Selection Procedure of Uro Asia Tours &

Travels”

Pre!ared "y#

$ahdee Asif %"al

%'# *+,-*

$BA Program

$a.or in /R$

++nd %nta0e

Su!ervised "y#

$d1 Asadu22aman

Assistant Professor,

Department of Management

'ate of Su"mission#,th decem"er3+*

5th decemer, !"#$



$d1 Asadu22aman

Assistant Professor,

Department of Management,

%angladesh Universit of %usiness & Technolog '%U%T()

Su".ect# Su"mission of internshi! re!ort on “Recruitment and Selection Procedure of Uro

Asia Tours & Travels”

Dear Sir,

* am highl delighted to sumit m internship report on “Recruitment and Selection Procedure of

Uro Asia Tours & Travels4 as a part of m Post graduation program) * have got the chance to+or here for m internship program, +hich is a crucial part of m studious program)

* have tried m intensit est to represent all the things that * have learnt during m internship

program accuratel and competentl ut if * do an mistae, please tr to perceive it in the ees

of merc)

Therefore, * sincerel hope that ou +ould e ind enough to accept m internship report for

assessment and olige there) * +ill e availale at an information and clarification +hen

necessar)

-ours trul

.................

$ahdee Asif %"al

%'# *+,-*

$BA !rogram

++nd %nta0e

A56789:';:$:7T



/ords actuall +ill never e enough to e0press ho+ grateful * am, ut nevertheless * +ill tr m

level est to e0press m gratefulness to+ard some people) *t +as a great pleasure to prepare

*nternship Report on “Recruitment and Selection Procedure of Uro Asia Tours & Travels”

1irstl, * +ould lie to e0press m heartfelt gratitude to, Md) Asadu22aman, Assistant Professor

& 3hairman, Department of Management, %angladesh Universit of %usiness & Technolog

'%U%T( for assisting me to prepare this report) * +ould also lie to e0press m sincere

appreciation to him for his +holehearted support and guidance)

Apart from m effort, this report has een made possile the dedication and conditions from a

numer of individuals) 1irst of all, * +ould lie to e0press m sincere gratitude to Mr) Ati4ur

Rahman'M( for agreeing to supervise me during the total process taes) This commitment to

advancement of no+ledge and student +elfare al+as encouraged us) Sincere thans go to Mr)

6haled Salahuddin '3hairman(,Uro Asia Tours & Travels)

This +or +ould not e possile +ithout their helps and assistance) * huml appreciate the

patience of all individuals for their ind cooperation during the entire program taes place)

Table of Contents



Topic Page Number

Executive Summary i

Chapter: One: Introduction

1.1 Background of the report 1

1.2 Significance of the report 1

1.3 Scope of the report 1

1.4 Objectives of the report 2

1.4.1Broad objective: 2

1.4.2 Specific objectives 2

1.5 Methodoog! 2

1.5.1 "!pes of #esearch 2

1.5.2. Sources of $ata: 3

1.5.2.1. %ri&ar! $ata Sources: 3

1.5.2.2. Secondar! $ata Sources: 3

1.5.3. $ata 'oection %rocedure: 3

1.5.3.1. %ri&ar! $ata 'oection: 3

1.5.3.2. Secondar! $ata 'oection 3

1.5.4 (uestionnaire 4

1.5.5 %opuation: 4

1.5.) Sa&ping %an: 4

1.5.* Sa&pe +nit, -e&ent 4

1.5. Sa&pe /ra&e 4

1.5.0 Sa&ping %rocedure 4

1.5.1 Sa&pe Sie 5

1.5.11 $ata na!sis and #eporting techniue 5

1.). i&itations of the #eport )



Chapter: Two: Company overview

2.1 6ntroduction *

!)! 7istor *

2.3 7ision *

2.4 Mission *

!)5 oals

!)8 9:ective

!); Product and services offering

!)< 9perational net+or organogram 1

Chapter: Three: Theoretical Aspects

3. /unctions of 8#M 11

3.1 Staffing,cuisition 12

3.1.1 Manpo9er %anning 12

3.1.2 ob na!sis 12

3.1.2.1#easons for ob ana!sis 12

3.1.2.2Methods of coecting job ana!sis infor&ation 13

3.1.2.3 ob $escription 14

3.1.2.4 'ontents of ob $escription 14

3.1.2.5 ob Specification 15

3.1.2.) 'ontents of ob Specification 15

3.1.3 $e&and and supp! of 8u&an #esource 15

3.1.4 #ecruit&ent 1)

3.1.5 Objective of #ecruit&ent %oic! 1)

3.1.). /actors ffecting #ecruit&ent 1)

3.1.* Sources of #ecruit&ent 1*

3.*.1. 6nterna Sources 1*



3.*.1.1 Merits of 6nterna #ecruit&ent 1*

3.*.1.2 $e&erits of 6nterna #ecruit&ent 1*

3.*.2. -;terna Sources 1*

3.*.2.1 Merits of -;terna #ecruit&ent 10

3.*.2.2 $e&erits of -;terna #ecruit&ent 2

3.1. Seection 2

3.1..1 Seection %rocess 2

Chapter: our: Analysis and indings

4.1 8#M $ivision of Uro Asia 24

4.2 8#M function perfor&ed b! Uro Asia 24

4.3 #ecruit&ent and Seection %rocedures of Uro Asia25

4.3.1 Manpo9er %anning and /orecasting25

=)$)! >o Analsis2)

4.3.2.1 ob $escription and ob Specification for different post 2*

4.3.2.2 'ontents of ob $escription 2*

4.3.2.3 'ontents of ob Specification 2*

=)$)$ Demand and Suppl of 7R 2

=)$)= Recruitment20

=)$)5 Recruitment Process?20

=)$)8 Selection process?3

=)$); Placement31

=)$)< @mploee 9rientation 31

=)$) eneral procedure of Selection and Recruitment follo+ed Uro Asia 31

Chapter: Five: Major Findings 4



Chapter: Six: Conclusion 41

Chapter: Seven: Recommendations

Chapter: Eight: Biliography

42

43

Chapter: Nine: Appendix 44



EXECUTIVE SUMMARY

i

Uro Asia a familiar name in the travel and tourism sector of %angladesh is engaged in the health gro+th oftravel trade in the countr) *t is run a team of oung and energetic professionals full conversant +ith mode

daBs travel trade and its practices, +ho have acground +ith various reputed Airlines and travel Agencies) Th

office of Uro Asia, is centrall located in the Moti:heel commercial area, +ithin close pro0imit of ma:or Airli

offices in Dhaa) The office is +ell appointed +ith the internal and e0ternal communications,

eing effectivel maintained telephone, fa0, internet, computer net+oring, and computer reservation

sstems '3RS( to meet up the demand of our 3lientele)The compan, one of the units in a group is ased on a

solid foundation +ith multi.discipline usiness e0perience,such as travel and tourism, hotel reservation,

campaign organi2er etc) Uro Asia started its :ourne on !"##, +ith fifteen energetic people)

1irst the do their usiness on event management and soft+are developing) %ut after some ears the

concentrate on travel related services) %ut +ith the grace of time it has ecome one of the most promising

travel related compan) The compan does not have a specific 7uman Resource Department) 7o+ever, the

managing directors and mangers are responsile for hiring people) *n recruitment and selection the follo+ som

steps as per their compan rules and regulation) %asicall Uro Asia Tours & Travels ver much concern

aout their promotional activities as it is a travel agenc and tour organi2er) The are ver much concern aou

to catch up the national and international organi2ation the tae Uro Asia Tours & Travels as their compan rand name to focus on standard of e0cellence and fulfill their valuale customers need)



1 %ntroduction#

Theoretical no+ledge gets its perfection +ith practical application) As our educational sstem

predominantl te0t ased, inclusion of practical orientation program, as an academic component

is as e0ception to the norm) As the partiesC educational institution and the organi2ation

sustantiall enefit for such a program, it seems a +in.+in station”) That +h practical

orientation is a positive development in the professional arena) Recogni2ing the importance of

practical e0perience, three months practical e0posure is one of the most important part of M%A

program) *n such state of affairs the present aiming at anal2ing the e0perience of practical

orientation related to an appraisal of Recruitment and Selection of Uro Asia Tours & Travels) %

an internship program in an organi2ation, students can ac4uire practical no+ledge, +hich help

them to no+ real life situations)

11 Bac0ground of the Re!ort#

This report is oriented as the course re4uirement of M%A program of %angladesh Universit of

%usiness and Technolog”) As the practical orientation is an integral part of the M%A degree, *

+as sent to Uro Asia Tours & Travels to tae the real life e0posure of the activities of Uro Asia

for three months) During this period * have learned ho+ the travel agenc recruits and selects its

emploees and e0ecutives) Md)Asadu22aman, assistant professor, department of management of

%U%T has supervised the report)

1+1 Significance of the Re!ort#

*nternship program is a prere4uisite for the M%A program) *nternship program helps students to

no+ aout the real life situations) *t is an opportunit for the students to no+ aout the

pract ical +or environment) The duration of m internship program is three months) *t is an

opportunit and a valuale e0perience for me to vie+ real usiness +orld)

1*1 Sco!e of the Re!ort#

The area of stud is confined to Uro Asia Tours & Travels) The scope of this report is to coverho+ Uro Asia Tours & Travels recruits and selects human resources)

#



1-1 ".ective of the Re!ort#

There are t+o tpes of o:ectives of this stud) These are?

%road o:ective)

Specific o:ective)

1-11 Broad ".ective#

The road o:ective of this report is to anal2e the Recruitment and Selection Procedure

of Uro Asia Tours & Travels)”

1-1+1 S!ecific ".ective#

To have no+ledge aout the Recruitment and Selection Procedure of Uro Asia Tours &

Travels)

To no+ the rules and regulations follo+ed Uro Asia Tours & Travels in Recruitment

and Selection)

To anal2e the recruitment and selection procedure of Uro Asia Tours & Travels)

To evaluate the effectiveness of the methods follo+ed Uro Asia Tours & Travels for

recruitment and selection)

To give some recommendations to overcomethe prolem related to recruitment and

selection of Uro Asia Tours & Travels)

1,1 $ethodology of the Re!ort#

The stud re4uires a sstematic procedure from selection of topic to preparation of the report) 1or

preparation of the report 4ualitative data +as used) Data +ere collected from primar and

secondar sources) The data and information +ere classified, taulated and anal2ed in a

sstematic manner)

1,11 Ty!e of Research#

This is a descriptive research) The report has een developed ased on oth on primar and

secondar data) *n this report * have descried the Recruitment and Selection Procedure of Uro

Asia Tours & Travels)

!



1,1+1 Sources of 'ata#

*nformation collected to furnish this report oth from primar and secondar sources) These

sources of data are given elo+?

1,1+11 Primary 'ata Sources#

Practical des+or

1ormal face to face conversation +ith the emploees

*ntervie+

1,1+1+1 Secondary 'ata Sources#

Service Manual

/esites

Annual maga2ines

1,1*1 'ata 5ollection Procedure#

1,1*11 Primary 'ata 5ollection#

Practical des0<or0# Practical des+or helped me to no+ aout the rules and

regulations that are to e follo+ed Uro Asia) This practical des+or provided me

+ith necessar primar data)

=ormal face>to>face conversation <ith e?ecutives and em!loyees# To collect authentic

primar data * have conducted formal face.to.face conversation +ith the e0ecutives and

emploees)

Euestionnaire surve)

1,1*1+1 Secondary 'ata 5ollection#

Service $anual# Secondar data +ere collected from service manual of Uro Asia)

Annual $aga2ines# Annual maga2ines of Uro Asia +ere also used for collecting

secondar data)

8e"sites# Fecessar secondar data +ere collected from the +esite of Uro Asia tours

& travels)



*

1,1- @uestionnaire#

1or the purpose of m stud * have designed a 4uestionnaire) This 4uestionnaire is a comination

of 9pen.ended and Simple.dichotomous 4uestions) %ut most of the 4uestions are 9pen.ended)

Total numers of 4uestions are #< '@ighteen( +hich is enclosed at appendi0 part of the report)

1,1, Po!ulation#

Population is the total memership) The populations in this stud are the emploee of Uro Asia

Tours & Travels)

1,1 Sam!ling Plan#

Fon.proailit sampling has een follo+ed in this stud)

1,1 Sam!le UnitC :lement#

This is that element or set of elements considered for selection in some stage of sampling 'same

as the elements, in a simple single.stage sample( *ndividual emploee of Uro Asia Tours &

Travels)

1,1D Sam!le =rame#

This is the actual list of sampling units from +hich the sample, or some stage of the sample, is

selected) *t is simpl a list of the stud population1

1,1E Sam!ling Procedure#

*n this stud non .proailit sample and also purposive sample has taen)

=



1,1 Sam!le Si2e#

Sample si2e means the numer of elements in the otained sample) Sample si2e for this stud is

!5 'T+ent 1ive() Ten @0ecutives and fifteen emploees +ere included in the sample)

5ategory 7um"er of Res!ondent

@0ecutive #"

@mploee #5

1,1 'ata Analysis and Re!orting techniue#

1or this research the follo+ing tools and techni4ues has een used.

Microsoft 9ffice)

Microsoft @0cel)

,



11 9imitations of the Re!ort#

There are some limitations of the stud and therefore the report ma lac some crucial data) The

follo+ing prolems that ma term as the limitations of the stud?

/hile evaluating the effectiveness of recruitment procedure, the main prolem is

concerned +ith setting specific standard ased on +hich effectiveness of recruitment and

selection procedure +ill e :udged) Moreover, most of them are 4ualitative)

Gearning all the functions of 7R of Uro Asia Tours & Travels +ithin :ust " das is

reall tough)

Another limitation is Uro Asia Tours & TravelHs polic is not disclosing some data and

information for ovious reasons, +hich ma e more useful)

*t +as ver difficult to collect the information from various personnel for their :o

constraint)

*t +as difficult to collect information regarding some aspects of recruitment and selection

procedure, as the authorit regarded this information highl confidential)

8



+1 Uro Asia Tours & Travels#

+1- $ission #

To focus on the customersH demand and ensuring 4ualit through ood Servicing Practice

and using e0tensive promotional activities to achieve the goal of monopolistic maret leader in

travel and tourism sector)

;

+1* Fision #

To e the maret leader in terms of international standard service Air Ticet and recreation sector

and ensure ma0imi2ation of the potential customers to increase the sales volume)

Uro Asia Tours & Travels is a familiar name in the travel and tourism sector of %angladesh is engaged

in the health gro+th of travel trade in the countr) *t is run a team of oung and energetic

professional ) Uro Asia is an *ATA accredited travel agenc in %angladesh) The office is +ell

appointed +ith the internal and e0ternal communications, eing effectivel maintain telephone,

fa0,internet and computer reservation sstem'3RS( to meet up cliente demand)

+1+ /istory#

Uro Asia adopted as the companies rand name that reflect the smol of commitment and standard

of e0cellence in travel area in %angladesh) Uro Asia started their :ourne on #st >anuar,!"##, +ith

fifteen people)1irst the do usiness on event management and soft+are development)%ut no+ the

concentrate on travel related services)



+1, ;oals#

*ncorporating latest technolog and 4ualit service to improve 4ualit at all times)

ive ade4uate emphasis on pulic relation to uild image)

To add at least one additional service in each ear)

+1 ".ective#

To diversif maret portfolio across the countr according to the maret demand and

situation)

To increase maret a+areness as +ell as sales persuasive promotion ased strategies)

Maintain a constant gro+th rate)

To maret the famous tourist destinations)

Maintaining the 4ualit of the maret through continuing monitoring and sound

management)

+1 Product and services offering #

/a.. and Umrah !ac0age

Uro Asia provide 8ajj < +&rah package in a co&petitive price 9ith the hep of good

reputation fro& an e;periences &ufti,e& .

/otel reservation

%eing a uni4ue travel house in %angladesh, Uro Asia oasts a +ide variet and an aundance

9f accommodations oth locall and internationall) Fot onl it can find over =""" 7otels in

9ver #"" cities around the +orld ut also the pleasure of most competitive rates that are 4uite

modest +hen compared +ith hotels of the same standards)

Air Tic0et

A rende2vous of professionals +ith decade of airline acground Uro Asia oast in its ailit to

provide est possile travel consultanc +hat is = until recentl +as unno+n to the trade)



Fisa Assistances

Uro Asia provide a professional consultanc to ease visa application)Putting priorit to

provide accurate and necessar information for a successful visa application) Uro AsiaHs

success rate has een over "I)

5ar Rental

Uro Asia tours & Travels for the first time have come for+ard +ith a distinct facilit to mae

the ground transportation in %angladesh) /oring +ith the est %angladesh car rental suppliers

+ith the guaranteed services in Dhaa, Slhet, and 3hittagong that +e elieve to e unparallel

and represents the international standard )

ther related services are#

Rail us steamer ‐ ‐ ticet

7alf a da cit tour

Aircraft charter

E



+1D !erational net<or0 organogram

Uro Asia is headed the 3hairman of the Agenc) The Managing Director is acting as a 3hief

@0ecutive 9fficer and oards of directors are also in active position for Uro Asia

management, +hich refer as the top management of the organi2ation) The top management sets

ma:or policies and strategies +ith participation concerned eneral Manager) 3oncerned eneral

Manager sets departmental strategies consulting +ith the Managers and Assistant Managers of the

compan) Duties and responsiilities of ever individual are +ell defined and the are responsile

and accountale to their superiors)

#"



Theoretical As!ects of Recruitment and selection#

*1 =unctions of /R$

Staffing

Manpo+er Plan and

forecasting)

>o Analsis)

Demand and suppl of

7uman Resource)

Recruitment)

Selection) Placement)

$aintenance

Safet and

health)

3ommunicatio

n)

rievance

7andling)

Gaor.

Management

Relation) 3ounseling)

Discipline)

Retaining

3ompensation)

%enefits, service

and +ellness

program) Motivation, :o

satisfaction and

morale)

@mploee

commitment)

@mpo+erment

and participation)

Training and

!evelopment

9rientation)

Sociali2ation)

Training and

Development)

Performance appraisal)

3areer development)

9rgani2ational

development) HRM

Se!aration

Turnover)

Retirement)



*1 StaffingCAcuisition# Staffing is the process +hich an organi2ation creates a pool of

applicants and maes a choice from that pool to provide the right person at the right place at the

right time to increase the organi2ational effectiveness) Staffing is the process of ac4uiring,

deploing, and retaining a +orforce of sufficient 4uantit and 4ualit to create positive impacts

on the organi2ationBs effectiveness)

Staffing functions can "e classified into the follo<ing ste!s#

*11 $an!o<er Planning# Manpo+er Planning +hich is also called as 7uman Resource

Planning consists of putting right numer of people, right ind of people at the right place, right

time, doing the right things for +hich the are suited for the achievement of goals of the

organi2ation) 7uman Resource Planning has got an important place in the arena of

industriali2ation) 7uman Resource Planning has to e a sstems approach and is carried out in a

set procedure) The procedure is as follo+s?

Anal2ing the current manpo+er inventor)

Maing future manpo+er forecasts)

Developing emploment programmes)

Design training programmes)

*11+ Go" Analysis# A :o analsis is the process used to collect information aout the duties,

responsiilities, necessar sills, outcomes, and +or environment of a particular :o) /e need as

much data as possile to put together a :o description, +hich is the fre4uent outcome of the :o

analsis)

The sstematic formal stud of the duties and responsiilities that comprise :o content) The

process sees to otain important and relevant information aout the nature and level of the +or

performed and the specifications re4uired for an incument to perform the :o at a competent

level) The outcomes of :o analsis are :o description and :o specification)

*11+1Reasons for Go" analysis#

9rgani2ation anal2e :o for follo+ing reasons.

>o analsis is the foundation of all 7R activities)

>o analsis helps Manager to specif duties, responsiilities, and necessar

sills)

>o analsis helps to prepare :o content)



*11+1+$ethods of collecting .o" analysis information includes#

#) Direct oservation

!) /or methods analsis

$) 3ritical incident techni4ue '3*T model()

=) *ntervie+ Method

5) Position Analsis Euestionnaire 'PAE model(

8) 1unctional :o analsis '1>A model(

;) /or Profiling Sstem '/PS model(

<) M9SA*3 model

) 3ommon Metric Euestionnaire '3ME model(

#") 1leishman >o Analsis Sstem '1>AS model(

##) Tas *nventor

#!) >o element method

#$) Diar method

#=) 3heclists and rating scales

#5) 3ompetenc profiling

#8) @0amining ManualsJreference materials

#;) Technical conference

#<) Threshold Traits Analsis Sstem 'TTAS model()

*



*11+1* Go" 'escri!tion# A :o is a collection of tass and responsiilities that an emploee is

responsile to conduct) >os have titles) A tas is a tpicall defined as a unit of +or, that is, a

set of activities needed to produce some result, e)g), vacuuming a carpet, +riting a memo, sorting

the mail, etc) 3omple0 positions in the organi2ation ma include a large numer of tass, +hich

are sometimes referred to as functions) >o descriptions are lists of the general tass, or functions,

and responsiilities of a position) Tpicall, the also include to +hom the position reports,

specifications such as the 4ualifications needed the person in the :o, salar range for the

position, etc) >o descriptions are usuall developed conducting a :o analsis, +hich includes

e0amining the tass and se4uences of tass necessar to perform the :o) The analsis loos at

the areas of no+ledge and sills needed the :o) Fote that a role is the set of responsiilities

or e0pected results associated +ith a :o) A :o usuall includes several roles)

*11+1- 5ontents of Go" 'escri!tion#

>o description includes the follo+ing components?

#) >o identification? *t includes '>o title, Reporting relationships, Department, >o

location, Manager J SupervisorHs title? persons to +hom the :oholder reports, >o code

'if applicale(, 1GSA status 'e0empt or non.e0empt(, Purpose and o:ective of the :o? to

identif nature of :o) 3ontents of >o duties)(

!) Duties? Gist of main tas)

$) Responsiilities are the level of responsiilit of the :o holder for e0amples)

=) @mploee @mpo+erment? 9rgani2ation should suppl emploeeHs po+er to initiate

change, there encouraging them to tae charge of +hat the do)

5) @mploee relations)

8) Supervision)

;) 6e result areas)

<) Standards of performance? Standards of performance lists the standards the emploee is

e0pected to achieve under each of the :o descriptionHs main duties and responsiilities)

#=



*11+1, Go" S!ecification? a :o specification descries the no+ledge, sills, education,

e0perience, and ailities ou elieve are essential to performing a particular :o) The :o

specification is developed from the :o analsis) *deall, also developed from a detailed :o

description, the :o specification descries the person ou +ant to hire for a particular :o)

A :o specification cuts to the 4uic +ith our re4uirements +hereas the :o description defines

the duties and re4uirements of an emploeeHs :o in detail) The :o specification provides detailed

characteristics, no+ledge, education, sills, and e0perience needed to perform the :o, +ith an

overvie+ of the specific :o re4uirements)

*11+1 5ontents of Go" S!ecification#


6no+ledge is an organi2ed od of information that a person mentall possesses as a

result of formal education, training, or personal e0perience)

Sill re4uirements? sills include on the :o sills and an speciali2ed competencies)

@0perience? descrie minimum e0perience re4uired to perform :o satisfactorilC ma

include preferredJdesired e0perience()

Ailities) Ailit includes phsical ailit, metal ailit, aptitudes)

*11* 'emand and su!!ly of /uman Resource#

The future demand for emploees is calculated on an organi2ation.+ide asisC the needs of

individual units in the organi2ation are taen into consideration) The 7R e0pert or an e0perienced

manager +ho handles the forecasting process needs to consider specific openings that are liel

to occur and to use such data as the asis for planning) 9penings are created +hen emploees

leave a position ecause of promotions, transfers, and terminations) 1orecasting leads to

pro:ections for the future) Depending on the forecasting method used, the pro:ections ma e

more or less su:ect to error)

9nce human resources needs have een identified, the availailit must e checed) The forecast

of the availailit of human resources is considering oth internal and e0ternal supplies)

*nternall, succession plans developed to identif potential personnel changes, due to promotion,

retirement, resignation, etc for each department in an organi2ation are e0amined) % the end of

this analsis, the organi2ation is ale to no+ if there are emploees to cover future demand from



+ithin its resources) @0ternall, there are man factors, such as the laor.force population

estimates, trends in the industr, technological developments and shirts) The organi2ation must

tae such factors into consideration to e ale to no+ if ideal candidates can e located)

*11- Recruitment# Recruitment refers to the process of attracting, screening, and selecting

4ualified people for a :o at an organi2ation or firm) 1or some components of the recruitment

process, mid. and large.si2e organi2ations often retain professional recruiters or outsource some

of the process to recruitment agencies)

*11, ".ective of Recruitment Policy#

9:ectives are targets and goals) According to -oder, follo+ing are the main o:ectives of

recruitment polic?

To find and emplo the est 4ualified person for each :o

To retain the est and most promising ones

To offer promising career and securit

To provide facilities for gro+th and development

To minimi2e the cost of recruitment

To reduce scope of favoritism and malpractice

*111 =actors Affecting Recruitment#

Recruitment activit in different organi2ations differs +ith.

The si2e of the organi2ation

The emploment conditions in the communit +here the organi2ation is located

The effects of past recruiting efforts +hich sho+ the organi2ationHs ailit to locate and

eep good performing people

The +oring condition, salar and enefit pacage offer the organi2ation

The rate of gro+th of organi2ation

The level of seasonalit of operation and future e0pansion and production programs and

The culture, economic and legal factors

#8



*11 Sources of Recruitment#

/hen a person is needed to fill a vacant organi2ational position, the individual ma come from

inside or outside the organi2ation) Some organi2ations prefer to recruit +ithin, since this helps inenhancing emploee morale, loalt and motivation) 9thers organi2ations prefer to recruit

e0ternall to prevent in in.reeding and to encourage ne+ +as of thining) Although

recruitment polic is var from organi2ation to organi2ation) There are mainl t+o sources of

recruitment) These are?

%nternal Sources and

:?ternal Sources

*111 %nternal Sources#

*nternal sources include the current +or force that is those +ho are alread on the pa roll of the

organi2ation) /henever an vacanc occur someod from +ithin the organi2ation is promoted

or demoted to fill the vacant post) Sometimes side+as” appointments ma e made

transferring someod of similar seniorit from another department)

*111 $erits of %nternal Recruitment#

Merits of internal recruitment stated elo+.

@nsuring emploee :o satisfaction)

*ncreasing productivit)

Recruiting no+ing person)

Decreasing recruiting cost)

Minimi2ing training and development cost)

*111+ 'emerits of %nternal Recruitment#

Demerits of internal recruitment stated elo+.

As the numer of applicants are less, so there has less chance to get right person for right

position at right the time)

*n long term organi2ation +ill face lo+ productivit)

*11+1 :?ternal Sources#



9rgani2ations usuall go to e0ternal sources for lo+er entit level :osC for position +hose

specification cannot e met present personnelC for diversifing into ne+ avenues and merging

+ith other organi2ation) Among the e0ternal sources, follo+ing are included?

#;

Advertising#

Toda all forms of media advertising are used in recruiting emploees) Most tpical are

ne+spaper, trade and professional :ournals, radio and television) This can have the advantage of

reaching ver large numer of potential candidates as +ell as more speciali2ed numers of

candidatesC costs of searching ma e heav)

:m!loyee Referrals#

@mploee referral means using personal contracts to locate :o opportunities) *t is a

recommendation from a current emploee regarding a :o applicant) The logic ehind emploee

referral is that” it taes one to no+ one”)

Pu"lic :m!loyment Agencies#

The main function of these agencies is closel used to unemploment enefits) The enefits in

some states are given onl to individual +ho are registered +ith their state emploment agenc)

Pulic emploment e0changes are regarded as good source of recruitment for unsilled, silled or

semi silled :os) The :o seeers get their names registered +ith emploment e0changes

managed and operated the central and state governments) The emploers notif the vacancies

to e filled in such e0changes and the e0changes refer the names of prospective candidates to

them)

Private :m!loyment Agencies#

*n the technical and professional areas private agencies are providing great services) The maintain

files of oth individuals interested in emploment an organi2ations seeing ne+ personnel) The provide variet of vocational interest and aptitude testing in order to etter understand the

candidateHs ailit to perform in a particular line of emploment)

5am!us Recruitment#



*t is a method of recruiting and visiting and participating in universit campuses and their

placement centers) 7ere the recruiters visit reputed educational institutions +ith a vie+ to pic up

:o aspirants having re4uisite technical or professional sills) >o seeers are provided

information aout the :os and the recruiters, in turnC get a snapshot of :o seeers through

constant interchange of information +ith respective institution) A preliminar searching screening

is done +ithin the campus and the short listed students are then su:ected to the remainder of the

selection process)

8al0>ins and 8rite>ins#

/al.ins are :o seeers +ho arrive at the 7R department in search of a :o) /rite.ins are those

+ho send a +ritten in4uir) %oth groups normall are ased to complete and application lan to

determine their interests and ailities) Usale applications are ept in an active file until a suitale

opening occurs or until an application is too old to e considered valid, usuall si0 months)

!en /ouse#

A relativel unusual techni4ue of recruiting involves holding an open house) People in the

ad:acent communit are invited to see the compan facilities, have refreshments, ma e vie+ a

film aout the compan)

/ead /unting#

The e0ecutives search agencies, +hich are also no+n as head hunters) /hen a person of

particular talent or rare e0pertise is re4uired, the head hunters search out someod alread in

emploment and induce him to change :os) Although this practice is considered unethicalC

ho+ever it is generall accepted that is ma e the onl option open +here particular tpes of

e0perience are re4uired) Those +ho emplo head hunters have to pa heav charges ut these are

usuall :ustified in the light of the result achieved)

Recruiting via the %nternet#

Fo+ a da most emploers are conducting emploment intervie+s on.line) 9ne surve found

that on a tpical da more than four million people turn to the /e looing for :os) @mploers

are therefore maing it eas to use their /e sites to hunt for :os)

*11+1 $erits of :?ternal Recruitment#



Merits of internal recruitment stated elo+.

As the numer of applicants is man, so there has ig chance to get right person for right

position at right the time)

*n long term organi2ation +ill get high productivit)

#

*11+1+ 'emerits of :?ternal Recruitment#

Demerits of internal recruitment stated elo+.

Decreasing emploee :o satisfaction)

Decreasing productivit)

Recruiting unno+ing person)

*ncreasing recruiting cost)

Ma0imi2ing training and development cost)

*11D Selection? Selection include. Reference checs and detailed acground checs are carried

out to verif facts and matters presented in resumes and 3Ks) 1ollo+.ups are done +ith certain

selected candidates to firm up the hiring process) A thorough evaluation of the defined sill sets

and 4ualifications of short listed candidates, their +ritten materials and +or samples is done

again in a transparent and o:ective manner) Additional intervie+s or final intervie+s are

conducted during this last stage of recruitment and the hiring decision is finali2ed)

*11D1 Selection Process#

Selection is a decision maing process) The numer of steps in the selection process and their

se4uence +ill var, not onl +ith organi2ation ut also +ith the tpe and level to e filled) The

steps that are tpicall comprise the selection process) Reception of application, screening,

application lan, intervie+, emploment test, references, phsicalJmedical e0amination, final

selection, placement)

A!!lication#

/e have seen recruitment” is the first process of identifing and attracting potential candidates)

*t is a formal re4uest the applicant for the :o he desires in response to the advertisement)

Screening of A!!lications#



The re4uirements of a particular :o are given in L:o descriptionH and L:o specificationH) L>o

specificationH sho+s the desirale attriutes of a suitale candidate in terms of age, education,

4ualification and e0perience) This attriutes are +ith that given in the application form) %ased on

such comparison, man applicants can e Lscreened outH for their inailit to meet the criterion

specified in L:o specificationH)

=illing A!!lication Blan0#

This is the speciall designed Application form” the organi2ation) @ven through the applicant

might have given an application for the :oC the information re4uired the organi2ation is much

more) The amount of information re4uired the organi2ation depends on the organi2ation and

nature of :o) *t ma var from a single page format to as man as #" pages)

The follo+ing tpes of information ma sought the organi2ation through application lan)

%iographical data lie name, address, date of irth, se0, nationalit etc)

@ducation 4ualification and training)

Personal information such marital status, numer of dependence)

/or e0perience. duties, responsiilities, salar and reason for leaving the previous

emploment)

Personal achievements in sports, arts and culture)

Personal achievement and memership of professional odies)

*ndividual goals and interest)

@0pected salar)

Assets and liailities)

References)

%ntervie<#

*ntervie+s are most +idel used device for selection) *t ma e +rittenJoral or oth) *t enales the

organi2ations to get or +holesome vie+ of the candidate including no+ledge, personalit,

intelligence and attitude to life) *t serves variet of purposes?

%1 *t is an opportunit to :udge an applicantHs 4ualification, no+ledge and

characteristics)



%%1 *t is the onl +a to see an applicant in action ho+ he loos and his manner, ho+

he responds, his +a of thining and effect of his personalit on this)

%%%1 *t is perhaps the est +a to get at the L+ill doH feature of performance,

motivation, initiative, +or haits, :udgment and other factors that ma e

re4uired to no+ for a ne+ emploeeHs ultimate success)

!#

Selection Test#

Pschologicall tests are conducted for selecting candidates) *t is a sstematic procedure to no+

the aspects of individual ehavior, performance and attitude) Tests ma e of various tpes.

aptitude test, intelligence test, mechanical aptitude test, pscho motor test, personalit test,

interest test and so on) Aptitude test is used to measure talent ailit and potential capacit of

specific talent such as learning reasoning and mental ailit) *ntelligence test e0amine mental

alertness, reasoning and analtical ailit, mechanical aptitude test is used to no+ the capacit

of a person to learn a particular mechanical tpe of +orC pscho motor test for mental de0terit,

control and co.ordination of musclesC achievement test to measure the level of sill achieve either

due to previous e0perience due to training undergoneC personalit test to asses an individual

applicants motivation, ad:ustment to streams, capacit to interpersonal relationship, self image

and emotional stailitC interest test is used to find out in +hich tpe :o the candidate is est

suited) /ith the use of these tests candidate 4ualities can e 4uantitativel measured)

References#

Most application forms include list of references and in some cases applicants are ased to

produce letters of recommendations of such reference) These are t+o tpes of references?

3haracter reference? /ho vouch for proper character and conduct

@0perience reference? /ho certif for the right tpe of e0perience) Formall

characters reference are the principlesJDeanJteachers of the institution and e0perience

reference are some of +illing previous emploees)

Provisional Selection#



/hen a candidate has successfull completed his various steps including reference, he een

considered as having een provisionall selected for the post for +hich the selection process has

een initiated)

$edical :?amination#

All candidates having een provisionall selected are su:ect to phsicalJmedical

@0amination 4ualified medical e0aminer) The criteria for medical e0amination var

+ith the nature and tpe of the :o) As for e0ample, high standard of health is specified

for defense service) *n case of Lfighter pilotsH degree of phsical and medical standards

are fi0ed)

=inal Selection#

Provisionall selected candidates +ho have 4ualified in suse4uent medical e0amination and +ho

have presented documentar evidence regarding 4ualification, e0perience and an other statutor

re4uirements are eligile for final selection) *n some cases a final intervie+ the chief e0ecutive

is called for)

*11E Placement# placement of individuals in :os matching their ailities) Personnel offices

intervie+ and test applicants for the purpose of achieving suitale :o placements +here there is a

good match et+een management needs and emploee 4ualifications)

*11 :m!loyee rientation# Fe+ emploee orientation is the process ou use for +elcoming a

ne+ emploee into our organi2ation) Fe+ emploee orientation, often spearheaded a meeting

+ith the 7uman Resources department, generall contains information aout safet, the +or

environment, the ne+ :o description, enefits and eligiilit, compan culture, compan histor,

the organi2ation chart and anthing else relevant to +oring in the ne+ compan)



!$

-1 /R$ 'ivision of Uro Asia#

7uman Resource Management deals +ith human resources emploed in a usiness unit) *t is the

human resource +hich rings success and prosperit to a usiness enterprise) So, undoutedlmanagement of human resource is one of the most important functions of management) Uro Asia

has 7R department for accomplishing all 7R functions properl)

-1+ /R$ function !erformed "y Uro Asia#

The follo+ing 7RM functions performed Uro Asia?

Procurement of Manpo+er? Manpo+er planning, selection, appointment, placement and

induction)

Development of Manpo+er? Training is essential for developing the no+ledge and sills

of emploees, so that the can eep up +ith the ever changing usiness environment)

3ompensation? *t is the function of the human resource manager to determine

compensation to emploees for the services rendered)

*ntegration of oals and *nterests of @mploees and the 9rgani2ation? This is one of the

toughest challenges that the human resource manager has to face) @mploees are

interested in +age pament +hile organi2ation is interested in higher profit)7R manager

of Uro Asia integrate this issue tactfull)

Motivation of @mploees? 7R manager of Uro Asia motivate their emploees various

financial and nonfinancial +as) 1inancial motivations are. *ncrement of salar, onus,



and incentive) Fonfinancial motivations are. *ncrease :o responsiilit, convenient

transportation, placing emploee in suitale location)

Providing /elfare 1acilities? 7uman resource manager ensure the +elfare facilities lie.)

Provident 1und, Geave 3ontriution, @mploee Safet and 7ealth)

Maintaining 3ordial Relations? The human resource manager has to reconcile the interest

of the emploees and the organi2ation to ensure cordial relation)

!=

-1* Recruitment and Selection Procedures of Uro Asia1

7uman Resource management department of Uro Asia is responsile for accomplishing 7R

functions) Uro Asia follo+s line manager sstem) The Recruitment and Selection Procedures of

Uro Asia discussed ello+?

-1*1 $an!o<er Planning and =orecasting

To ensure right tpe of emploees at the right time at the right place Uro Asia prepares

Manpo+er plan) %efore Planning Manpo+er Uro Asia assesses the follo+ing conditions.

Feed assessment? Uro Asia need to consider the enefits of an 7uman Resource

Development '7RD( intervention efore the :ust go and do it?

/hat no+ledge and sill +ill e accomplished

/hat ehavior and performance are e0pected

/ill the get them

/hat are the e0pected economic costs and enefits of an pro:ected

solutions

@0ternal conditions? The e0ternal conditions are. @conomic conditions,

overnment rules and regulations, Gaor union, Pressure group etc)



9rgani2ational conditions? The organi2ational conditions are. financial

conditions, technological change, culture and philosoph and strategies)

@mploee conditions? The emploee conditions are.@mploee ailit, motivation

and emploee +ors ehaviors)

@mploee *nventor? . %efore a manager maes forecast of future manpo+er, the

current manpo+er status has to e anal2ed) 1or this the follo+ing aspects have

to e noted.

Tpe of organi2ation

Fumer of departments

@mploees in these +or units

9nce these factors are noted a manager, he goes for the future forecasting)

!5

Uro Asia follo+s the follo+ing process for Manpo+er planning and 1orecasting.

1orecast 7R demand? The use top.do+n approach to forecast 7R demand) The

techni4ue of reaing a prolem into parts and solving each part is called a top.

do+n approach to prolem solving)

Anal2e 7R availale? The use Trend Analsis method to anal2e 7R

availailit)

-1*1+ Go" Analysis



9nce the higher authorit of Uro Asia decides to recruit emploee the anal2e :o) Uro Asia

thins :o analsis as the foundation for all 7R activities) >o analsis is conducted to identif the

:o duties and responsiilities and to no+ re4uired 4ualification and 4uantities to perform the

:o) The anal2e :o follo+ing +as.

1irstl, the determine the :o to e anal2ed)

Secondl, the determine methods for :o analsis) Usuall the use 9servation,

Euestionnaires method for :o analsis) The also use diaries for analsis)

Thirdl, the e0amine the recorded data)

Uro Asia Anal2e :o for follo+ing purpose.

7R Planning)

Recruitment and Selection)

Setting and Monitoring Performance Standards)

Training)

3ompensations and %enefits)

!8

-1*1+1 Go" 'escri!tion and Go" S!ecification for different !ost#

>9% D@S3R*PT*9F is an organi2ed factual statement of :o contents in the form of duties and

responsiilities of a specific :o) The preparation of :o description is ver important efore a

vacanc is advertised and >9% SP@3*1*3AT*9F is a statement +hich tells us minimum



acceptale human 4ualities and 4ualification +hich help to perform a :o) >o specification

translates the :o description into human 4ualifications and 4ualities so that a :o can e

performed in a etter manner)

-1*1+1+ Contents of Job Description:


#) >o identification? *t includes.

>o title? Assistant 9fficer)

Department? Accounts)

>o location? Dhaa)

Purpose and o:ective of the :o? To accomplish regular general accounts

activities)

!) Duties? eneral Accounts activities)

$) Responsiilities? @mploee +ill responsile for his assigned :o)

=) @mploee @mpo+erment? Uro Asia +ill suppl emploeeHs po+er to initiate change,

there encouraging them to tae charge of +hat the do)

5) Standards of performance? Standards of performance lists the standards the emploee

should achieve under each of the :o descriptionHs main duties and responsiilities)

-1*1+1* Contents of Job Specification:


6no+ledge is an organi2ed od of information that a person mentall possesses as a

result of formal education, training, or personal e0perience)

Sill re4uirements? sills include on the :o sills and an speciali2ed competencies)

@0perience? descrie minimum e0perience re4uired to perform :o satisfactorilC ma

include preferredJdesired e0perience()

Ailities) Ailit includes phsical ailit, 4ualification, metal ailit, aptitudes)

!;

:?am!le of advertisement for the !ost of Assistant fficer#

To e on proation for ! ears at a monthl consolidated salar of T) #5"""J. for the first ear

and T) #<"""J. for the second ear and to e confirmed in the position of N9fficerN at a monthl



gross salar of T) !5"""J. 'in the regular scale of pa( after successful completion of proation

period)

:ligi"ility for a!!lication#

Age not over $" ears on #" Decemer !"#$)

%oth male and female can appl)

Masters Degree in 1inance, %aning, Accounting, Mareting, Management, %usiness

Administration, Mathematics, Statistics, Ga+, 3omputer Science 'and related su:ects(,

@nglish, @conomics, *nternational Relations or Pulic Administration from an

recogni2ed ovt)Jprivate universit +ith at least t+o first divisionsJclasses in the

e0aminations) $rd DivisionJ3lass in an e0amination not acceptale)

/illingness to serve for a period of minimum = ears in Uro Asia)

3omputer literac)

-1*1* 'emand and Su!!ly of /R

Formall Uro Asia uses Top.Do+n approach for manpo+er demand) Uro Asia elieves the

future demand for emploees is derived from the anticipated demand for the products, the

financial performance o:ectives of the organi2ation)

Suppl analsis egins +ith an internal inventor of 7R) This is a count of the numers of people

and sills currentl emploed) The ne0t step is to pro:ect the current suppl into future) This is

done to estimate the tpes of human resources +ill e availale internall during the plan ear)

!<

-1*1- Recruitment



Uro Asia Recruits emploees for the follo+ing reasons.

@0pansion? *n ever ear Uro Asia e0pands its activities around the countr that is +h

the recruit ne+ emploees)

Retirement? 1or age and :o duration ever ear some emploee get retirements this is

+h Uro Asia needs to recruit ne+ emploees)

Turn over? Some emploees leave the organi2ation for their o+n consideration and Uro

Asia needs to fill that position recruiting ne+ emploee)

Termination? Sometimes some emploee gets terminated)

Technological and Administrative change? 1or the Technological and Administrative

changes Uro Asia needs to recruit ne+ emploees)

-1*1, Recruitment Process#

Uro Asia recruits emploees from internal and e0ternal sources) Sometimes in recruitment

process Directors and top level management ecome ias) Uro Asia taes help from pulic and

private emploment agencies for recruitment and selection)

@0ternal recruiting? *t includes 7ead 7unting and eneral recruitment)

*nternal recruiting? *t includes Promotion to Upper level, >o Permanent from

Temporar :o)

Uro Asia follo+s the follo+ing processes for recruiting from e0ternal sources in the follo+ing

+as.

Uro Asia advertise 7R need to fill up vacancies on dail ne+s papers, their

official +esite and different agenesis +esite)

*t develops a recruiting od)

Arranged :o fair)

*t specifies the re4uired applicantHs 4ualifications and 4ualities)



!

-1*1 Selection !rocess#

Uro Asia follo+s the follo+ing processes for selection.

3ollect application forms from the applicants according to the advertisement

provided earlier in various media to fill the vacancies) *t has a time period for

application receiving) The period is normall #5 das)

Sort application form according to >o Description and >o Specification) *f an

applicant failed to meet minimum condition of :o description and specification

then it +ill e re:ected)

Anal2e %iographical data? Tpical information verified includes former

emploers, education, credit references, and criminal records of the applicant)

3hec references? Uro Asia verif references of :o candidates provided in

application)

Arrange +ritten test of #"" mars including 5" mars o:ective and 5" mars

narrative? After short listing of prospective candidates Uro Asia arranged +ritten

test)

*ntervie+? Selection intervie+ is an in depth discussion +ith the candidate to

prove areas not addressed in the application form)

@mploment test? @mploment test is done for.

.Assessment of mental ailit

.Assessment of potentialit and ailit to learn

.Proficienc in performing tas

Medical test? Uro Asia e0amine medical report of the candidates +ith Uro Asia

o+n doctor to otain information aout the health status of the applicant eing

considered for emploment)



1inal selection and appointment?

.>o title

.Fature of appointment, name of department, @ffective date of :oins)

. Proationar period, condition for confirmation

The gap et+een advertisement and final selection is 8" das to " das)

$"

-1*1 Placement

The ne+l :oined emploees are posted to respective divisionHs vacant position sho+n in the

organogram)

-1*1D :m!loyee rientation# *t is important to introduce ne+ emploee +ith others emploee

and environment) Uro Asia, often spearheaded ne+ emploee orientation a meeting +ith the

7uman Resources department, generall contains information aout safet, the +or

environment, the ne+ :o description, enefits and eligiilit, compan culture, compan histor,

the organi2ation chart and anthing else relevant to +oring in the ne+ compan)

-1*1E ;eneral !rocedure of Selection and Recruitment follo<ed "y Uro Asia#

Selection and Recruitment is an integral part of an organi2ation that heavil depends on their

+orforce to successfull perform their mission and achieve their vision in the long run) Thus

appropriate selection of candidates to :oin in the +orforce is a necessar part of 7uman

Resource Management, +hich is ensured the Personnel and 7uman Resource Department of

Uro Asia) The success of an organi2ation depends largel on the 4ualit of services rendered to

the clients) Eualit depends on the competence and the 4ualit of the officers and e0ecutives) UroAsia elieves in paing competitive salar and enefits to its emploees and to get ma0imum

services out of them) Therefore, the authorit of the organi2ation has to e careful in recruiting

the right persons for the right :os)

All staffsH recruitment and selection should depend on Uro AsiaHs udget) /ith prior approval of

the respective 7ead of the department the should fill up the prescried staff re4uisition form



'Memo is enclosed as anne0ure? #)#( and sumit to 7R) *f the re4uisition is non.udgeted the

3oncerned Department 7ead should get the approval from the Managing Director)

Regular Staff Recruitment and Selection of Uro Asia#

Direct Recruitment and Selection

Through Advertisement

*nternal :o posting

Promotion

$#

Process =lo< of 'irect Recruitment and Selection of Uro Asia#

=igure# Direct Recruitment and Selection Process

Recruitment and Selection through Advertisement#

The follo+ing steps ma e follo+ed for sstemati2ing the recruitment and selection procedure in

case of recruitment and selection through press advertisement?

Sorting of applications ased on specific criteria from 3K %an

3onduct the *ntervie+s) There +ill e t+o parts of that intervie+) The intervie+

committee +ill compile first part of some asic EJA +ith uniform scoring sstem) *n

second part there +ill e meeting +ith MAF39M, the session +ill reveal the ehavioral

aspects of the intervie+ee)

Preparation of preliminaril selected list

*nvestigation of previous emploment histor 'Reference 3hec(

*ssuing Appointment Getter

1inal Placement

Receipt of Application in Prescried form of the organi2ation

Sorting out of Applications

7olding +ritten test of selected of first screening selected candidates

Preparation of preliminar screening test

1inal placement

Reference 3hec

/ho passed in +ritten test +ill go through assessment test

Gist of desirale candidates and final Kiva the MAF39M histor

Appointment and Training



Recruitment and Selection through %nternal Go" Posting#

1or an ind of internal :o search it +ill operate through a circular as oard notice)

@0ceptions can e allo+ed the Managing Director onl)

>o specification +ill e clarified in that circular and interested candidates +ill have full

liert to appl suse4uent to the clearance from his or her respective line manager) After

a formal intervie+ in front of the Recruitment and Selection 3ommitteeJMAF39M he or

she can e asored in the suitale position)

%nternal .o" !osting can "e summari2ed in the follo<ing flo< chart#

=igure# Recruitment through *nternal >o Posting

Recruitment and Selection through Promotion#

3ircular +ill e issued through the Fotice %oard to ever emploee)

*nterested candidate +ill get clearance from their respective department headsregarding the emploment in other department)

An intervie+ +ill tae place in front of an intervie+ selection committee

comprises of delegated authorit approved the MAF39M 'Must attend7ead of 7R()



Promotion can e used as an effective tool for recruitment as it can serve the internal

purpose for recruitment +ithin the organi2ation) 1or e0ample A9 can e lifted to 9fficer

after meeting certain performance criteria) Same rule can e follo+ed for other

departments)

Promotion ma also tae place if the :o si2e increased and the Management 3ommittee

decide to upgrade the :o upon recommendation of the respective Department 7ead or

Gine Manager)

All promotion +ill e recommended the function heads and shall e approved the

Managing Director)

:valuation of Recruitment and Selection !rocess?

3reate a measurement standard) >udging the effectiveness of an usiness process is

difficult +ithout a solid measurement sstem) 3onsider using ne+ emploee turnover,

emploee satisfaction metrics or average position vacanc time as measurement

standards)

Trac measurement data) Measurement standards should e traced over time as an

indicator of the success or failure of recruitment and selection processes) 3onsider

tracing these measures on a monthl, 4uarterl or earl asis) *nstitute +ith high

natural turnover ma +ant a more fre4uent measurement, +hile a compan +ith lo+

emploee turnover ma suffice +ith routine, ut infre4uent evaluations)

Revie+ costs) Goo at the overall costs of compan e0pends for all recruitment and

selection endeavors) 3osts should include advertising e0penditures, human resources

personnel time, signing onuses and reimursements for moving costs)

@nsure recruitment and selection processes enhance the usiness image) *mproper

recruitment and selection process can have a negative impact on ho+ usiness is perceived potential emploees, usiness partners and customers)

uarantee that processes conform to usiness and legal re4uirements) %usiness can face

financial and legal hurdles if anti.discrimination, emploee eligiilit and laor la+



!

"

"!

#

#!

$o% of Respon&ents

Yes

$o

#

'

(

)

"

"#

"'

"(

")

#

$o% of Respon&ents

Yes

$o

$o co**ent

standards are not upheld) Spot.chec documents and conduct informal intervie+s +ith

recent hires to ensure legal compliance)

The difference "et<een academic arena and the !ractice follo<ed "y Uro Asia?

6no+ledge gained at class room undergoes its fulfillment through application in practical field)

There are no remarale differences et+een academic arena and the practice follo+ed Uro

Asia) *n academic arena * learned aout recruitment via internet, /al.ins and /rite.ins, 9pen

house, 3ampus recruitment, 7ead 7unting and Advertisement ut Uro Asia onl uses 7ead

7unting and Advertisement) Pschological test is a sstematic procedure to no+ the aspects of

individual ehavior, intelligence, aptitude, performance and attitude to put the right emploee at

the right place, ut Uro Asia does not use pschological test in selection process) *n academic

arena * also learned aout Delphi techni4ue method for anal2ing 7R availailit ut Uro Asia

uses onl Trend Analsis for anal2ing 7R availailit)

$=

Survey Analysis#

This 4uestionnaire is a comination of 9pen.ended and Simple.dichotomous 4uestions) %ut most

of the 4uestions are 9pen.ended) Total numers of 4uestions are !" 'T+ent() The average

4uestionnaire administered time is !" minutes for each respondent)

Ta"le># 'o you thin0 .o" analysis is im!ortant for your organi2ationH

To!ic 7o1 of Res!ondents

-es !=

Fo "#

5omments# The a"ove ta"le sho<s that +- res!ondents res!ond “yes” and only one res!ond

“7o”1

Ta"le>+# 'o you thin0 man!o<er !lanning is im!ortantH


Ies !"

7o "



!

"

"!

#

$o% of Respon&ents

Yes

$o

$o co**ent

7o

comment

"5

5omments# /ere + Res!ondents thin0s man!o<er !lanning is im!ortant "ut rest of ,

res!ondents has no comments1

Ta"le >*# Do ou thin Uro Asia allo+s gender discrimination


Ies "5

7o #;

7o

comment

"$

$5

5omments# The a"ove ta"le sho<s that res!ondents thin0 Uro Asia does not allo<

gender discrimination and , res!ondents thin0 Uro Asia allo<s gender discrimination and

rest of * res!ondents has no comments1

Ta"le >-# Does Uro Asia use internal sources of recruitment


Ies !5

7o ""

5omments# /ere all the res!ondents thin0 Uro Asia use internal sources of recruitment to

fill the vacant !ositions1

Ta"le >,# Does Uro Asia use e0ternal sources of recruitment

!

Yes

$o




Ies !5

7o ""

5omments# /ere all the res!ondents

thin0 Uro Asia use e?ternal sources of recruitment to fill the vacant !ositions1

$8

Ta"le ># Does Uro Asia use emploee referrals for recruitment


Ies #8

7o "

5omments# The a"ove ta"le sho<s that res!ondents

"elieves Uro Asia uses em!loyee referrals for recruitment and E res!ondents res!ond Uro

Asia does not use em!loyee referrals for recruitment1

Ta"le ># Does Uro Asia use campus recruitment


Ies ""

7o !$

7o

comment

"!

!

"

"!

#

#!

$o% of Respon&ents

Yes$o

)

#

(

Yes

$o

!

"

"!

#

#!

$o% of Respon&ents

Yes

$o

$o co**ent



5omments# /ere +* res!ondents res!ond “no” and rest of + res!ondents has no comments1

Ta"le >D# Does Uro Asia use +al.ins and +rite.ins recruitment


Ies "!

7o #;

7o

5omments

"8

5omments# According to this ta"le res!ondents says

“no” 3 + res!ondents says “yes” and rest of has no comments1

Ta"le >E# Does Uro Asia use open house

recruitment


Ies ""

7o !"

7o

5omments

"5

5omments# $ost of the em!loyee says

Uro Asia does not use o!en house recruitment1

Ta"le ># Do ou thin the recruitment and selection process of Uro Asia is length


Ies #$

7o #!

Yes

$o

$o Co**ent

!

"

"!

#

$o% of Respon&ents

Yes

$o

$o Co**ents

""%!

"#

"#%!

"+

$o% of Respon&ents

Yes

$o



5omments# The a"ove ta"le sho<s that * res!ondents thin0s the recruitment and selection

!rocess of Uro Asia is lengthy and + res!ondents thin0 the recruitment and selection

!rocess of Uro Asia is not lengthy1

Ta"le ># /hat is the gap et+een advertisement and final selectionH

5omments# /ere all the res!ondents thin0 the ga! "et<een advertisement and final

selection is E days1

Ta"le >+# /hat should e the gap et+een advertisement and final selectionH

;a!(days) 7o1 of Res!ondents

* days !"

days "5

;a!(days) 7o1 of Res!ondents

E days !5 days ""

!

"

"!

#

$o% of Respon&ents

+ &a,s

( &a,s

No. of Respondents

90 days, 25

60 days, 00

5

10

15

20

25

30

90 days 60 days

No. of

Respondents



5omments# The a"ove ta"le sho<s that + res!ondents thin0 the ga! "et<een

advertisement and final selection should "e * days and , res!ondents thin0 the ga!

"et<een advertisement and final selection should "e days1

$

$a.or =indings

After anal2ing this report * have found the follo+ings +hich are e0ist in Uro Asia Tours &

Travels?

%efore Planning Manpo+er Uro Asia assesses the .Feed assessment, @0ternal conditions,

9rgani2ational conditions, @mploee conditions, @mploee *nventor)

Uro Asia anal2e :o for the purpose of 7R Planning, Recruitment and Selection, Setting

and Monitoring Performance Standards, Training, 3ompensations and %enefits)

Uro Asia use oth internal and e0ternal sources of recruitment)

Recruitment and Selection of Uro Asia is done four +as. direct recruitment and

selection, recruitment and selection through advertisement, internal :o posting and

promotion)

Uro Asia uses press advertisement for recruitment and selection)

Uro Asia uses emploee referrals for recruitment and selection)

Uro Asia uses pulic and private emploment agencies for recruitment and selection)

There is no gender discrimination in Uro Asia Tours & Travels)

Uro Asia does not use campus recruitment)

Uro Asia arrange a +ritten test of #"" mars)

Uro Asia does not use /al.ins and /rite.ins for recruitment)

Uro Asia does not use 9pen 7ouse recruitment)

There is no scope for fill up the application form through internet)



Recruitment and Selection process is length in Uro Asia Tours & Travels)

Uro Asia follo+s onl top.do+n approach for forecasting 7R demand)

The follo+ Trend Analsis method for anal2ing 7R availailit)

="

5onclusion

@ffective recruitment and selection is critical to compan success in the future) @mploing the

right person, in the right :o and the right time +ill save managers endless hours) As an internee

of Uro Asia Tours & Travels,* have trul en:oed m internship from the learning and

e0perience vie+point) * have confident that these three months internship program at Uro Asia

+ill definitel help me to reali2e m future carrier in the :o maret) The main focus of this report

is on the recruitment and selection procedure of Uro Asia Tours & Travels) At the end of this

report, * can sa that Uro AsiaHs recruitment and selection procedure is satisfactor) Uro Asia use

oth internal and e0ternal sources of recruitment) And also Uro Asia recruit and select emploee

four +as . direct recruitment and selection, through advertisement, internal :o posting and

promotion) Uro AsiaHs Personnel and 7R Department plas an important role to right person for

right :o at the right time)



=#

Recommendations

/hile doing the internship, it has een found the 7uman Resource Department of Uro Asia Tours

& Travels +ith its small team is managing the 7uman Resource Management functions

e0tensivel) Recruitment and selection are the most crucial functions of the department)

Successful 7uman Resource Department can ensure the etter output) There are needs of some

improvements in 7R Department of Uro Asia) So, considering all the analsis and findings the

follo+ing recommendations are made, +hich +ill enefit Personnel and 7R Department of Uro

Asia)

Uro Asia should shorten the process time of recruitment and selection) A logical and

rational time range +ill ensure participation of 4ualified candidates in the selection

procedure)

Uro Asia should recruit and select emploee through campus recruitment ecause this

recruitment Uro Asia +ill get the meritorious students and it +ill e eneficial for Uro

Asia)

Uro Asia should recruit and select emploee through /al.ins and /rite.ins)

Uro Asia should recruit temporar and outsourced staffs)

Uro Asia should adopt modern technologies and innovations for recruitment and

selection)

The should follo+ oth top.do+n and ottom.up approach for forecasting 7R demand)



The should follo+ oth Trend Analsis and Delphi techni4ue method for anal2ing 7R

availailit)

The gap et+een advertisement and final selection is " das) The gap should e $" das)

=!

Bi"liogra!hy

#) 7uman Resource Management SS) 6hana

!) 7uman Resource Management David A, Decen2o and Stephen P)

Roins

$) 9fficial /esite? http?JJ+++)uroasia)comJtrsJ



=$

!ppendix

"#" Sta$$ Re%uisition Form:

As mentioned aove, the first step for recruitment procedure is the re4uisition sumitted the

departments in need of ne+ recruits) The official format of the recruitment form is given elo+?

STA== R:@U%S%T%7 =R$

To? 7uman Resources Division 1rom? OOOOOOOOOO) Department

>o Title?

>o rade?

Approval Re4uired?

Type No. of Position Present Strength Sanctioned Strength

Permanent

*nterns

@0pected >oining Date?

>ustification for Additional Manpo+er if not %udgeted?

Preferred $ethod of Recruitment#

Fe+s paper advertisement

Through the 3Ks +e have in archive



*nternal >o SearchJFotice %oard

'>o Description must e attached +ith this Re4uisition 1orm(

%f %ntern then s!ecify the !eriod#

Date? To?

%= A R:P9A5:$:7T3 5$P9:T: T/: =998%7;Resigned

Terminated

Dismissal

Death

Fame of the @mploee +as?

>o rade? Salar?

Re4uisition %? Date?

Su!!orted By /uman Resources#

Signature? Received Date?Approved %?

Division 7ead '*f non.udgeted MAF39M(

Fote?

1or *nternal >o /atch? Feeds to e #5 to !" das from re4uest date

1or 3Ks in archive 'preservedJcollected 3Ks(? Feeds to e !" to !5 das from re4uest date

1or Advertisement? Feeds to e # month and #5 das to ! months

Time can e e0tending on volume and others

This should e strictl follo+ed 7R Division

"#& 'nterview Scorecard

The evaluation of the candidates is done in this form during the intervie+ process on the

announced date and time in the schedule) A format of the scorecard is given elo+?

GB %7T:RF%:8 S5R:5AR'

Post Applied

for?

Seria

l 7o1

7ame of

the

5andidate

@uality of

A!!licatio

n#

'Featness,

9rigination

, 3ontent

A!!earanc

e and

;rooming

5ommand

of :nglish

6no<led

ge a"out

the Go"

Res!onse to @uestions#

'3omplete ans+ers,

ailit& to thin 4uicl&,

evidence of originalit&,

1amiliarit& +ith :o area

etc)(

Total Remar

s



etc)(

+ * *

"#)

"!)

"$)

"=)

"5)

"8)

";)

"<)

")

#")

##)

#!)

#$)

#=)

#5)

#8)

#;)

#<)

#)

Total

"#( Memo o$ Recruitment:

F9T@

Su:ect? Recruitment?

Date?

The follo+ing candidates have een intervie+ed on Date Q and found suitale the intervie+

committee for the follo+ing positions in The department that made re4uisition Q

Seria

l Fo)

Fame of the candidate >o rade @0perience Proation

Period

Salar Deploed

Area

"#)

"!)



"$)

"=)

"5)

"8)

";)

"<)

")

#")

##)

#!)

#$)

#=)

#5)

#8)

#;)

#<)

#)

Recommendations?

7ead of 7R

"#) 'nterviews y Managing *irector:

This intervie+ is for the Senior 9fficer 'S9( positions and aove) The Managing Director is also

included in this intervie+ oard) The format of the *ntervie+ form is given elo+?

%7T:RF%:8

*ntervie+ Date?

Time?



Serial

7o1

7ame Age :ducation :?!erience Present

Position

Being

5onsidered

for

Present

Salary

:?!ected

Salary

Remar0s

Managing Director

7ead of 7uman Resources

=<



Bangladesh University of Business & Technology (BUBT)

Founded by Dhaka Commerce College

Dhaka Commerce College Road, irpur, Dhaka!"#"$

Phone%&'()(&"!#, Fa*%&'()(&+

Dear Siradam,

This is an academic e*ercise intended to e-aluate Recruitment and Selection Procedure% / case

study on Uro Asia Tours & Travels0. The responses 1ill be used for academic purposes 2 its

confidentiality 1ill be strictly maintained. For further en3uiry please contact 1ith%

Md. sadua&an,

Assistant Professor & Chairman,Department of Management

%angladesh Universit of %usiness & Technolog, Mirpur.!) Dhaa.#!#8

Moile?"##<"<"=!

Please carefully read the uestions & 0indly give your res!onse to com!lete my study1

+eneral in$ormation aout you:

#) FameOOOOOOOOOOOOOOOOO))

!) ender? a( Male ( 1emale

$) Age 'in ears(OOOOOOOOOOOOOO

=) @ducation? a( raduation ( Post raduation c( 9thers



5) 3ontact FumerOOOOOOOOOOOOO)

8) Religion? a( *slam ( 7indu c( 3hristian d( 9thers

;) Marital Status? a( Single ( Married c( Separated

<) Fame of our organi2ationOOOOOOOOOOOOOOOO

) Designation in the organi2ationOOOOOOOOOOOOO))

#") Gength of Service in this organi2ationOOOOOOOOOOO

@uestionnaire

#) Do ou thin :o analsis is important for our organi2ation

!) /hich techni4ue of :o analsis do ou use in our organi2ation$) /hat are the contents of :o description

=) /hat are the contents of :o specification

5) Do ou thin manpo+er planning is important

8) Do ou thin Uro Asia allo+s gender discrimination

;) Does Uro Asia use internal sources of recruitment

<) Does Uro Asia use e0ternal sources of recruitment

) Does Uro Asia use emploee referrals for recruitment

#") Does Uro Asia use campus recruitment

##) Does Uro Asia use +al.ins and +rite.ins recruitment

#!) Does Uro Asia use open house recruitment

#$) Do ou thin the recruitment and selection process of Uro Asia is length

#=) /hat is the gap et+een advertisement and final selectionH

#5) /hat should e the gap et+een advertisement and final selectionH

#8) /hat factors affect our manpo+er planning

#;) /hat is our recruitment procedure

#<) /hat are the sources of recruitment

#) /hat is our selection procedure

!") After selecting a person for our organi2ation, +hat are the ne0t steps ou follo+

usuall

5"

recruitment and selection procedure of uro asia tours & travels”

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