Chapter -01

Introduction

1
 CHAPTER-ONE
Introduction
1.1 Background of the study:

Recruiting is the process of discovering potential candidates for actual or anticipated

organizational vacancies. Or from another perspective, it is a linking activity bringing together
those with jobs to fill and those seeking jobs.

In human resource planning we identified our personnel needs. Once these needs were
established a job analysis was conducted, which clarified the characteristics of jobs being done
and the individual qualities necessary to do these jobs successfully. This information was then
used to recruit a pool of qualified applicants. We must now begin the process of thinning this set,
which is one of the major objectives of selection. We want to assess our applicants against the
criteria established in job analysis in order to predict which job applicants will be successful if
hired.
1.2 Objectives of the Study:
The objectives of the studies are categories in two way like-Broad objective & Specific
objectives.

1.2.1 Broad Objective:

The broad objective of this study is to develop a comprehensive understanding on recruitment
and selection process at the Kalantor Group.

1.2.2 Specific Objectives:

1.2.2.1To describe the current recruitment and selection practices of Kalantor Group.

1.2.2.2 To identify the employee perception on recruitment and selection practices.

2
1.2 Company profile:

Figure-1.1 Picture of Kalantor Group

1.3.1. Brief profile of the company:

Official Name: Kalantor Group
Type of Company: Private Limited Company
Date of Commencement of Business: 2nd October 2002, as Kalantor Group

Right from inception the policy of the company has been to provide total customer satisfaction
by offering quality online newspaper in time. To meet the commitments of quality and prompt
delivery, Kalantor Group decides processes in a planned manner. Over the years the entire
process has been integrated by importing sophisticated machinery from world-renowned
manufacturers. With the assurance of their quality management systems Interact has been
assessed and registered against the following quality assurance standard/s on dated 2nd October
2002.

3
1.3.1.2 Mission of Kalantor Group:

In KCL our mission is to help our future generation in a way so that they may become the
leaders in the global arena. Our aim is to become the path finder for those students who want to
achieve the success in a changing world. We are committed to build up their career by providing
them with comprehensive guideline and by ensuring high standards in the quality of service. We
will be striving to help them for a better tomorrow.

1.3.1.3 Vision of Kalantor Group:

We envision being in the heart of our clients by providing them with top notch services. We step
side by side with our clients in achieving their brand vision. We know how to maintain the
balance between the creativity in design and in the business solutions. We always priorities our
customers satisfaction and design all the strategies considering their demands and market
situation too. Our professional advertisement experts never fear to take any innovative steps and
they never compromise with the quality of services. KCL will always be there with the expertise
and capabilities to drive your business towards the path of success and development.

1.3.1.4 VALUES
Integrity
Honesty
Walk the talk Sense of Urgency
Strive or speed and simplicity in everything we do.
Empowerment
Honesty
Walk the talk Sense of Urgency
Strive for speed and simplicity in everything we do.
Courage
Honesty
Walk the talk Sense of Urgency
Strive for speed and simplicity in everything we do.

4
1.3.2 Description of Section/Department/Division where intern worked
HRD Organogram mention in bellow:

HR. Manager

Co-
ordination
officer

Officer Asst. officer Ex. officer

MT Office staf Clerk

Figure: 1.2 Organogram of HR Department

5
 Area
HR
Recruitment & employment
Compensation & benefits
Training & Development
Employee relations
Job Responsibilities
Executive committee, organization planning, HR planning
& policy, Organization development
Recruiting, Interviewing, Testing, Placement & Termination
Job analysis and evaluation, surveys, Performance appraisal,
compensation administration, bonus, Profit sharing plans,
Employee benefits.
Orientation, Training, Management development, Career
Planning & development
Welfare, IR, Compliance, Staff assistance programs,
Employee counseling etc.

Table 1.1: Responsibility of HR department in organization

1.4 Major difficulties faced for accomplishing internship

All effort has been made but it was not an easy task to make a study on recruitment and selection
procedure. While collecting data some difficulties were arising for me like:
1. During the data collection process, employees did not provide me all information needed
to do the study.
2. It was not possible to take large sample size because of inadequate time, production
pressure and resources
3. The responsible persons tried to avoid answering many questions.
4. Management is very busy with their daily activities. So, there is some gaps to include
deep points.

6
 Chapter -02
Description of Recruitment &
Selection

7
 CHAPTER-TWO
Description of Recruitment & Selection

2.1 Recruitment & Selection

The process of finding and hiring the best- qualified candidate (from within or outside of an
organization) for a job opening, in a timely and cost effective manner. The recruitment process
includes analyzing the requirement for a job, attracting employees to that job, screening and
selecting applicants, hiring and integrating the new employee to the organization.
The process of interviewing and evaluating candidates for a specific job and selecting an
individual for employment based on certain criteria. Employee selection can range from a very
simple process to a very complicated process depending on the firm hiring and the position.
Certain employment laws such as anti-discrimination laws must be obeyed during employee
selection.

2.2 Topic related theories/ framework/ models

Once a determination of human resources requirement has been made, the recruitment and
selection system can begin.
Recruitment means to estimate the available vacancies and to make suitable arrangements for
their selection and appointment. Recruitment is understood as the process of searching for and
Obtaining applicants for the jobs, from among whom the right people can be selected. A formal
definition states, It is the process of finding and attracting capable applicants for the
employment. The process begins when new recruits are sought and ends when their applicants
are submitted. The result is a pool of applicants from which new employees are selected. In this,
the available vacancies are given wide publicity and suitable candidates are encouraged to
submit applications so as to have a pool of eligible candidates for scientific selection. In
recruitment, information is collected from interested candidates. For this different source such as
newspaper advertisement, internal promotion, etc. are used. In the recruitment, a pool of eligible
and interested candidates is created for selection of most suitable candidates. Recruitment
represents the first contact that a company makes with potential employees.

8
2.2.1 Need for recruitment
The need for recruitment may be due to the following reasons / situation:
Vacancies due to promotions, transfer, retirement, termination, permanent disability, death and
labor turnover. New vacancies due to the growth, expansion and diversification of business
activities of an enterprise. In addition, new vacancies are possible due to job specification.

2.2.2 Purpose and importance of Recruitment:

Determine the present and future requirements of the organization on conjunction with its
personnel-planning and job analysis activities.
Increase the pool of job candidates at minimum cost.
Help increase the success rate of the selection process by reducing the number of visibly
under qualified or overqualified job applicants.
Help reduce the probability that job applicants, once recruited and selected, will leave the
organization only after a short period of time.
Meet the organizations legal and social obligations regarding the composition of its work
force.
Begin identifying and preparing potential job applicants who will be appropriate
candidates.
Increase organizational and individual effectiveness in the short term and long term.
Evaluate the effectiveness of various recruiting techniques and sources for all types of job
applicants.
Recruitment is a positive function in which publicity is given to the jobs available in the
organization and interested candidates are encouraged to submit applications for the
purpose of selection.
Recruitment represents the first contact that a company makes with potential employees. It is
through recruitment that many individuals will come to know a company, and eventually
decided whether they wish to work for it. A well-planned and well-managed recruiting effort
will result in high quality applicants, whereas, a haphazard and piecemeal efforts will result
in mediocre ones.

9
2.2.3 Recruitment sources
The sources of recruitment can be broadly classified into two categories:
1. Internal Sources, and
2. External Sources
The following chart gives an idea about recruitment process: -

Sources of recruitment

Internal sources External sources

1) Promotion 1) Campus recruitment

2) Transfers 2) Press advertisement
vvaaawrrfd
3) Internal notification 3) Management consultancy
4) Retirement service
5) Recall 4) Deputation of personnel
6) Former employees 5) Management training
schemes
Figure: 2.1 Recruitment process
6) Walk-ins, write-ins, talk-
ins
The sources of recruitment can be broadly categorized into internal and external sources-
2.2.3.1 Internal Recruitment Internal recruitment seeks applicants for positions from
within the company. The various internal sources include:

10
Promotions and Transfers
Promotion is an effective means using job posting and personnel records. Personnel records help
discover employees who are doing jobs below their educational qualifications or skill levels.
Promotions has many

Former Employees-
These include retired employees who are willing to work on a part-time basis, individuals who
left work and are willing to come back for higher compensations. Even retrenched employees are
taken up once again.

Recalls-
When management faces a problem, which can be solved only by a manager who has proceeded
on long leave, it may de decided to recall that persons after the problem is solved, his leave may
be extended.

Retirements-
At times, management may not find suitable candidates in place of the one who had retired, after
meritorious service. Under the circumstances, management may decide to call retired managers
with new extension.

Internal notification (advertisement)-

Sometimes, management issues an internal notification for the benefit of existing employees.
Most employees know from their own experience about the requirement of the job and what sort
of person the company is looking for. Often employees have friends or acquaintances who meet
these requirements. Suitable persons are appointed at the vacant posts.

11
2.2.3.2 External Recruitment External recruitment seeks applicants for positions from
sources outside the company. They have outnumbered the internal methods. The various external
sources include

Advertisements-
It is a popular method of seeking recruits, as many recruiters prefer advertisements because of
their wide reach. Newspaper is the most common medium but for highly specialized recruits,
advertisements may be placed in professional or business journals. It also cost effective.

Employment Exchanges-
Employment Exchanges have been set up all over the country in deference to the provision of the
Employment Exchanges (Compulsory Notification of Vacancies) Act, 1959. The Act applies to
all industrial establishments having 25 workers or more each. The Act requires all the industrial
establishments to notify the vacancies before they are filled.

Campus Recruitments-
Colleges, universities, research laboratories, sports fields and institutes are fertile ground for
recruiters, particularly the institutes. Campus Recruitment is going global with companies.
Campus recruitment is so much sought after that each college; university department or institute
will have a placement officer to handle recruitment function.

Walk-ins, Write-ins and Talk-ins-

Walk-ins are the most common and least expensive approach for candidates is direct
applications, in which job seekers submit unsolicited application letters or resumes. Direct
applications provide a pool of potential employees to meet future needs.
Write-ins are those who send written enquiries. These jobseekers are asked to complete
application forms for further processing.
Talk-ins involves the job aspirants meeting the recruiter (on an appropriated date) for detailed
talks. No application is required to be submitted to the recruit.

12
Radio, Television and Internet-
Radio and television are used to reach certain types of job applicants such as skilled workers.
Used but sparingly, and that too, by government departments only. Internet is becoming a
popular option for recruitment today. Also, websites of companies have a separate section
wherein; aspirants can submit their resumes. This provides a wider reach.

Job Fair-
Job fair is where several companies come under one roof for seeking eligible candidates who can
join their company, after going through certain recruitment process followed by them.

2.3 Selection
Selection is defined as the process of differentiating between applicants in order to identify (and
hire) those with a greater likelihood of success in a job. Selection is basically picking an
applicant from (a pool of applicants) who has the appropriate qualification and competency to do
the job.

13
2.3.1 Selection Process
Selection is a long process, commencing from the preliminary interview of the applicants and
ending with the contract of employment.
The following chart gives an idea about selection process: -

External Environment

Internal Environment

Preliminary Interview

Selection Tests
Received Application

Employment Interview

Reference and Background Analysis

Selection Decision

Physical Examination

Job Offer

Employment Contract

Evaluation

RECRUITMENT AND SELETION

Figure: 2.2 Selection Process

14
2.3.1.1 Preliminary Interview-
The applicants received from job seekers would be subject to scrutiny so as to eliminate
unqualified applicants. This is usually followed by a preliminary interview the purpose of which
is more or less the same as scrutiny of application, that is, eliminate of unqualified applicants.

2.3.1.2 Selection Test-

Job seekers who pass the screening and the preliminary interview are called for tests. Different
types of tests may be administered, depending on the job and the company. Generally, tests are
used to determine the applicants ability, aptitude and personality.

2.3.1.3 Interview-
The next step in the selection process is an interview. Interview is formal, in-depth conversation
conducted to evaluate the applicants acceptability. It is considered to be excellent selection
device. It is face-to-face exchange of view, ideas and opinion between the candidates and
interviewers. Basically, interview is nothing but an oral examination of candidates. Interview can
be adapted to unskilled, skilled, managerial and profession employees.

Types of interview -
Interviews can be of different types. There interviews employed by the companies.
Following are the various types of interview:

Informal Interview
An informal interview is an oral interview and may take place anywhere. The employee or the
manager or the personnel manager may ask a few almost inconsequential questions like name,
place of birth, names of relatives etc.
Formal Interview
Formal interviews may be held in the employment office by the employment office in a more
formal atmosphere, with the help of well-structured questions, the time and place of the
interview will be stipulated by the employment office.

15
2.3.1.4 Reference Check-
Many employers request names, addresses, and telephone numbers of references for the purpose
of verifying information and perhaps, gaining additional background information on an
applicant. Organizations normally seek letters of reference or telephone references. The latter is
advantageous because of its accuracy and low cost.

2.3.1.5 Selection Decision-

After obtaining information through the preceding steps, selection decision- the most critical of
all the steps- must be made. The other stages in the selection process have been used to narrow
the number of the candidates. The final decision has to be made the pool of individuals who pas
the tests, interviews and reference checks.

2.3.1.6 Physical Examination-

After the selection decision and before the job offer is made, the candidate is required to undergo
a physical fitness test. A job offer is, often, contingent upon the candidate being declared fit after
the physical examination. The results of the medical fitness test are recorded in a statement and
are preserved in the personnel record.

2.3.1.7 Job Offer -

The next step in the selection process is job offer to those applicants who have crossed all the
previous hurdles. Job offer is made through a letter of appointed. Such a letter generally contains
a date by which the appointee must report on duty.

2.3.1.8 Contract of Employment-

There is also a need for preparing a contract of employment. The basic information that should
be included in a written contract of employment will vary according to the level of the job, but
the following checklist sets out the typical headings:

16
2.3.1.9 Evaluation of Selection Program-
The broad test of the effectiveness of the selection process is the quality of the Personnel hired.
An organization must have competent and committed personnel. The Selection process, if
properly done, will ensure availability of such employees. How to evaluate the effectiveness of a
selection program? A periodic audit is the answer.

2.3.2. Difference between Recruitment and Selection

Recruitment is the process of searching for prospective candidates and motivating them
to apply for job in the organization. Whereas, selection is a process of choosing most
suitable candidates out of a available are finalized, publicity is given to them and
applications are collected from interested candidates.
In recruitment the purpose is to attract maximum numbers of suitable and interested
candidates through applications. In selection process the purpose is that the best
candidate out of those qualified and interested in the appointment.
Recruitment is prior to selection. It creates proper base for actual selection. Selection is
next to recruitment. It is out of candidates available/interested.
Recruitment is the positive function in which interested candidates are encouraged to
submit application. Selection is a negative function in which unsuitable candidates are
eliminated and the best one is selected.
In recruitment services of expert is not required where as in selection, services of expert
is required
Recruitment is not costly. Expenditure is required mainly for advertising the posts.
Selection is a costly activity, as expenditure is needed for testing candidates and conduct
of interviews.

17
2.4 Study framework
The study was conducted on recruitment and selection procedure in the Kalantor Group.
Main purpose of this study is for Recruitment, Selection, & Orientation process in Kalantor
Group by Review Company. Policy and procedures, documents and by Management interview.
Second objective is to Identify Employee Perception of Recruitment, Selection, & Orientation
process in Kalantor Group by Structured Questionnaire Survey, Random sampling with 20
sample size. Then will know difference between employee satisfactions! Perceptions on
compensation practices and Management practices. And we can find out the problems and we
can recommend for the employee recruitment, selection, orientation process in Kalantor Group.

- Secondary data
To find our Recruitment,
- Website, book
Selection, & Orientation process
- Primary data
in Kalantor Group.
- Company Documents
- Worker & Manage merit
Interview

To identify employee perception

on Recruitment, Selection & - Random sampling
Orientation in Kalantor Group. - Sample size
- Male15, Female05
- Structured Questionnaire
Survey

Result

Findings &
Recommendation

Figure: 2.3: Study Framework

18
 Chapter -03
Data collection & Processing

19
 CHAPTER- THREE

Data collection and processing

3.1 Data Description

All the data has been collected focused on recruitment and selection procedure of Kalantor
Group. I have collected the data through two sources-
Primary data sources.
Secondary data sources.

3.1.1 Primary data sources:

The primary data collected through:
1. Questionnaire survey
2. Observation and
3. By participating in the recruitment and selection process.
I mainly imposed on the importance to follow the observation method, where I have learned
many things by the official environments and colleagues.

3.1.2 Secondary data sources:

The secondary data collected through:
1. website
2. Office file
3. Journals, books and some other relevant sources.

3.2 Ways of data/ information collection

The report has been prepared based on primary and secondary data. I collected data by the
following ways:
1. From the organization manuals.
2. Internet.
3. By talking with organizations officials time to time.
4. Face to face conversations with the employee.

20
3.3 Data/ information Processing Methods
A paper form, yet to be filled in by the respondent. A questionnaire is a research instrument
consisting of a series of questions and other prompts for the purpose of gathering information
from respondent. Although they are often design for a statistical analysis of the responses, this is
not always the case. I discussed with manager, employees and worker about on recruitment and
selection process of Kalantor Group. I worked on a questionnaire survey about recruitment
sources and selection process in Kalantor Group. I developed 10 questions about recruitment and
selection process about 20 employees in which 5 employees are female and 15 employees are
male. The questionnaire is given Appendix A.
At first I used Excel-2007 version to analyze the data. Then I found mean, percentages, and for
analysis of data Microsoft Excel, different tables and graphs will be used to make the data
meaningful. Firstly, I have been collect the survey result sheet and process in the excel sheet and
then it showing the pie-chart collected data about 20 employees. I used Doughnuts charts and
related tables in my report to process data properly. It helps me create accurate results to show. I
designed a questionnaire about some recruitment and selection process related questions to the
employees in Kalantor Group. Then I collected data through the 20 employees in Kalantor
Group. Based on my analyzed, I will make findings, recommendations and conclusion.

21
 Chapter -04
Results and Discussions

22
 CHAPTER- FOUR
Results and Discussion

4.1 The recruitment process of Kalantor Group:

Recruitment and Selection process:

Vacant or new position occurs

Performing job analysis and plan recruitment effort

Generate applicant pool via internal and external recruitment methods

Evaluation applicants via selection process

Impress applications

Make offer

Figure 4.1: Mode of Recruitment and Selection Process in Kalantor Group

4.1.1 Recruitment:
It is important that the managers put in place standard recruitment and selection procedures as
lay down in this section. The assessment tool for job profile of general personal skills could be
used by the interviewing officers as guide to identify the candidates strength and weakness and
his/her suitability to fill the job vacancy. The following standards procedures should be
supervised by the branch manager or a designated manager to manage HR function.

23
Kalantor Group considers two factors for their recruitment process those factors are:

Organizational factor:

Overall the company projects a certain image to the community at large and this influence its
ability to attract qualified workers.
Kalantor Group also thinks that good advertising and successful public relation efforts can
increase community knowledge of the company, raise public appreciation, and thus make a
dramatic impact on recruitment.

Environmental factors:

Kalantor Group thinks that the external environment influences recruitment success in a various
ways. Most obviously, the condition of the labor market affects the supply of the qualified
applicants.
Finally Kalantor Group aware about the federal and state regulation concerning equal
employment opportunity and affirmative action set the framework within which a recruitment
program must function.

4.1.1.1 Managerial role of Kalantor Group about recruitment:

In Kalantor Group responsibility for overall recruitment process normally is assigned to human
resource manager and human resource staffs. Kalantor Group has budgeted for recruiting. But
this goal probable would not be attained without cooperation of other managers. They are
responsible for deciding how task should be accomplished and what kinds of people are needed
to fill each types of position.

24
4.1.1.2 Method of internal sources recruitment in Kalantor Group:
Other senior posts are filled by the internal sources except some technical or specialized field.
Generally Kalantor Group follows two methods for internal recruiting:

Employee Referral:

Sometimes Kalantor Group recruits employees by employee referrals and employee

recommendations. In the Kalantor Group individuals who will perform effectively on the job is a
recommendation from a current employee. Kalantor Group HR manager and top management
like employee recommendation because employees rarely recommend someone unless they
believe that individuals can perform adequately.

Skill inventories:

Kalantor Group HR department developed computerized skill inventories of their employees.

Information on every employees skills education background, work history and other important
factors is stored in a database. It is real to identify employees with the tributes needed for a
particular job.

4.1.1.3 Method of the External Sources of recruitment in Kalantor Group:

There are some methods for outside recruitment in the Kalantor Group. The Kalantor Group
normally follows those methods for their outside recruiting. Those methods are following:
a. Advertisement on local papers.
b. One line system or cyberspace recruiting
c. Curriculums vita placement or unsolicited applicants.
d. Personal contract
e. Internship recruiting

25
4.1.1.4 The recruitment philosophy:
Kalantor Group usually follows internal recruitment but when the need arises they
go for external recruitment to fill up the vacancies.
Kalantor Group always likes to hire people for long period of time, company give more
emphasis on them who wants to get promoted to mid-level positions.
The corporate culture of Kalantor Group is to treat employees with extraordinary
employee not general employee. Together they form a family and they have a close bond
which motivates them to work as a team.

4.1.1.5 Recruiting Authority:

The Managing Director will be empowered to make these selections. All the above appointments
will be recommended by a Committee which will be constituted by him headed by an executive
not below the rank of Executive Vice President. The committee may be called "Selection
Committee (Management), Selection of such staff in the branch level may be made by the Zonal
Head with the concurrence of Managing Director by following the approved procedural
guidelines and within the framework of approved organ gram. The final appointment shall be
made subject to the approval of the Board/Committee.

4.1.1.6 Period of Probation:

The probation period for MT is 1 year and on successful completion of probationary period they
will be confirmed in service according to category as shown above-

4.1.1.7 Confirmation in Service:

Performance appraisal and interview by the management committee is being conducted at least a
month before completion of 12 months and only VG and E rated trainees will be confirmed in
substantive positions approved by MD within policy framework.

26
4.1.2. Selection Process:

Different types of selection process are described in below:

4.1.2.1 Receipt of Application:

This is the first selection step to join Kalantor Group. Candidates either send their CVs in
application for a specific vacancy, or they send unsolicited CVs for any suitable position. The
HR division collects job applications against each job vacancy. In case of newspaper
advertisements the applicants are given at least 3 weeks to apply.
4.1.2.2 Sorting out Applications:
The next step is the short listing of CVs. Usually the HR division is occupied in the short listing.
But the HR division may hand over this step to the respective divisions to save time. Or, another
possibility is to find out experienced and competent companies in other companies. Once
potential candidates are thus found out, they are contacted and called for an interview.

4.1.2.3 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 (Mid-level). For written
tests, the company issues admit cards through courier services seven to ten days prior to the
exam.

4.1.2.4 Written Test:

The employment test is generally aptitude test which measures candidates verbal ability,
numerical ability, reasoning ability. Generally Kalantor Group take written test for entry level
position like Trainee assistant and for MT level.

4.1.2.5 Written Test:

As mentioned before, every candidate will appear for a written test for 60 marks. The subject
matter of test should be general knowledge oriented with mathematical bias. By and large the
question should be of degree standard. For this purpose Kalantor Group may take the help of

27
outside experts for setting the questions, supervising the examination work and marking the
scripts.

4.1.2.6 Interview:
Kalantor Group has an interview panel consisting of HR professionals and top level management
to conduct biasfree and smooth interview session. For selecting MTs basically MD, DMD and
Head of HR conduct interview session. For recruiting experienced professionals several
interviews may be conducted.

4.1.3 The selection process

4.1.3.1 Documentation Check: Documentation check is included National ID Card

Photocopy or Birth Registration Certificate, Citizenship Certificate and Character Certificate.

4.1.3.2 CV screening: After submit educational certificate, at first HR division will justify
these certificates. Then they will send to legal department and they will do the final justification.

4.1.3.3 Physical examination: Medical tests are conducted to ensure physical fitness of the
potential employee. It will decrease chances of employee absenteeism. The major points of
physical tests are included Eye test, Blood test, Weight, Height, Health Conditions, major
Injuries and any spot over the body.

4.1.3.4 Written Test: Various written tests conducted during selection procedure are aptitude
test, intelligence test, reasoning test, personality test, etc. These tests are used to objectively
assess the potential candidate. They should not be biased.

4.1.3.5 Interview: The applicants who passed in written test, will attended the Viva session
on same day. HR division will make 4-5 viva board based on applicants no. viva board consist
of each employee from HR and Marketing division. In viva, interviewers give brief about job.

28
4.1.3.6 Reference Checks: The purpose of a reference check is to obtain information about
a candidates behavior and work performance from prior employers that could be critical to your
decision, regardless of their skills, knowledge, and abilities.

4.1.3.7 Hiring decision: The line manager makes the final hiring decision. There must be a
good understanding between the line manager and the HR department so that the best candidate
is selected. The successful candidate is given a job offer followed by an appointment Letter.

29
4.2 The employee perception on recruitment and selection practice on
Kalantor Group:
I collected data to the employees and analyzed it properly. This analyst data information is given
bellow:
Statement -There is on a well-defined Recruitment Policy in your organization.
Table -4.1 Employee Reponses on a well-defined Recruitment Policy.
Valid
Frequency Percent Percent Cumulative Percent
Neutral 3 12% 12% 12%
Disagree 10 4% 4% 4%
Valid Strongly disagree 12 0% 0% 0%
Agree 11 30% 30% 30%
Strongly Agree 14 54% 54% 54%
Total Frequency 50 50 100 100%

Table-4.1 Shown that, 30% are agree, 54% are strongly agree, 12 % are neutral, 0% are strongly
disagree & 4% are disagree on recruitment policy on our organization.

60%
54%

40%
30%
20%
12%
0% 4%
0%
Strongly
Disagree
Disagree Neutral
Agree
Strongly
Agree

Figure -4.2: Employee Reponses on a well-defined Recruitment Policy.

30
Statement -Principle of right man on the right job is strictly followed/a detailed job-analysis is
done prior recruitment.

Table -4.2: Employee Reponses on principle of right man on the right job is strictly followed/a
detailed job-analysis is done prior recruitment.

Valid
Frequency Percent Percent Cumulative Percent
Neutral 3 8% 8% 8%
Disagree 10 6% 6% 6%
Valid Strongly disagree 12 4% 4% 4%
Agree 11 28% 28% 28%
Strongly Agree 14 58% 58% 58%
Total Frequency 50 50 100 100

Table-4.2.Shown that, 28% are agree, 58% are strongly agree, 8 % are neutral, 4% are strongly
disagree & 6% are disagree on the right job is strictly followed/a detailed job-analysis is done
prior recruitment.

4%

6%
Strongly Disagree
8%
Disagree
Neutral
58% Agree
28%
Strongly Agree

Figure-4.3 Employee Reponses on principle of right man on the right job is strictly followed/a
detailed job-analysis is done prior recruitment.

31
Statement -The need for manpower planning is given due consideration in your organization and
the manpower requirement is identified well in advance.

Table-4.3: Employee Reponses on need for manpower.

Valid
Frequency Percent Percent Cumulative Percent
Neutral 3 20% 20% 20%
Disagree 10 16% 16% 16%
Valid Strongly disagree 12 20% 20% 20%
Agree 11 22% 22% 22%
Strongly Agree 14 22% 22% 22%
Total Frequency 50 100% 100% 100%

In above table-4.3 22% are agree, 22% are strongly agree, 20 % are neutral, 20% are strongly
disagree & 16% are disagree on our organization and the manpower requirement is identified
well in advance.

20%
16% 20% 22%
22%

Strongly
Disagree
Disagree Neutral
Agree
Strongly Agree

Figure-4.4: Employee Reponses on need for manpower planning.

32
Statement -The external source of recruitment is followed by the company and given more
priority.

Table-4.4: Employee Reponses on external source of recruitment.

Valid
Frequency Percent Percent Cumulative Percent
Neutral 3 10% 10% 10%
Disagree 10 6% 6% 6%
Valid Strongly disagree 12 0% 0% 0%
Agree 11 26% 26% 26%
Strongly Agree 14 58% 58% 58%
Total Frequency 50 100% 100% 100%

In above table4.4- 26% are agree, 58% are strongly agree, 10 % are neutral, 0% are strongly
disagree & 6% are disagree on external source of recruitment is followed by the company and
given more priority.

58%

26%

6% 10%
0%

Strongly
Disagree
Disagree Neutral
Agree
Strongly
Agree

Figure-4.5: Employee Reponses on external source of recruitment.

33
Statement -The internal source of recruitment is relied upon when immediate requirement arises.

Table-4.5: Employee Reponses on internal source of recruitment.

Valid
Frequency Percent Percent Cumulative Percent
Neutral 3 12% 12% 12%
Disagree 10 6% 6% 6%
Valid Strongly disagree 12 2% 2% 2%
Agree 11 28% 28% 28%
Strongly Agree 14 52% 52% 52%
Total Frequency 50 100% 100% 100%

In above table 4.5 we see employee responses internal source of recruitment is relied upon when
immediate requirement arises that 28% are agree, 2% are strongly agree, 52% are neutral, 2% are
strongly disagree & 6% are disagree.

52%

28%
2% 6% 12%

Strongly
Disagree Disagree
Neutral
Agree
Strongly Agree

Figure-4.6: Employee Reponses on internal source of recruitment.

34
Statement -The sorting of candidate applications done by some preset criteria.

Table-4.6: Employee Reponses on sorting of candidate applications done by some preset criteria.
Valid
Frequency Percent Percent Cumulative Percent
Neutral 3 10% 10% 10%
Disagree 10 6% 6% 6%
Valid Strongly disagree 12 4% 4% 4%
Agree 11 26% 26% 26%
Strongly Agree 14 54% 54% 54%
Total Frequency 50 100% 100% 100%

In above table 4.6 we see employee responses on more important to sorting of candidate
applications done by some preset criteria that are agree 26%% are agree, 54% are strongly agree,
10 % are neutral, 4% are strongly disagree & 6% are disagree.

4%

6% Strongly Disagree
10% Disagree
Neutral
54% Agree
26%
Strongly Agree

Figure-4.7: Employee Reponses on sorting of candidate applications done by some preset

criteria.

35
Statement -The Selection process good enough to select qualified candidates.

Table-4.7: Employee Reponses on Selection process good enough to select qualified candidates.
Valid
Frequency Percent Percent Cumulative Percent
Neutral 3 32% 32% 32%
Disagree 10 8% 8% 8%
Valid Strongly disagree 12 10% 10% 10%
Agree 11 18% 18% 18%
Strongly Agree 14 32% 32% 32%
Total Frequency 50 100% 100% 100%
sIn above table 4.7 we see employee responses on more important to Selection process good
enough to select qualified candidates 18%% are agree, 32% are strongly agree, 32% are neutral,
10% are strongly disagree & 8% are disagree.

32%
32%

10% 18%
8%

Strongly
Disagree Disagree
Neutral
Agree
Strongly Agree

Figure-4.8: Employee Reponses on Selection process good enough to select qualified candidates.

36
Statement -The Company comply the government rules in selecting candidates.

Table-4.8: Employee responses on company complies the government rules in selecting

candidates
Valid
Frequency Percent Percent Cumulative Percent
Neutral 3 30% 30% 30%
Disagree 10 10% 10% 10%
Valid Strongly disagree 12 0% 0% 0%
Agree 11 40% 40% 40%
Strongly Agree 14 20% 20% 20%
Total Frequency 50 100% 100% 100%

The above Table 4.8 we see employee responses on more important to select candidates based on
merit and experience company comply the government rules in selecting candidates. that are
agree 40%% are agree, 20% are strongly agree, 30% are neutral, 0% are strongly disagree &
10% are disagree.

0%
Strongly Disagree
10%
40% Disagree

30% Neutral
Agree
20%
Strongly Agree

Figure-4.9: Employee responses on company complies the government rules in selecting

candidates.

37
Statement - This Company is given more important to select meritorious and experienced
candidates

Table-4.9: Employee Reponses on company is given more important to select meritorious and
experienced candidates.
Valid
Frequency Percent Percent Cumulative Percent
Neutral 3 8% 8% 8%
Disagree 10 20% 20% 20%
Valid Strongly disagree 12 12% 12% 12%
Agree 11 18% 18% 18%
Strongly Agree 14 32% 32% 32%
Total Frequency 50 100% 100% 100%

In this table shows that employee responses on comply the government rules that company is
given more important to select meritorious and experienced candidates 18%% are agree, 32% are
strongly agree, 8% are neutral, 12% are strongly disagree & 20% are disagree.

18%
20%
12% 32%
8%

Strongly
Disagree
Disagree Neutral
Agree
Strongly Agree

Figure-4.10: Employee Reponses on company is given more important to select meritorious and
experienced candidates.

38
Statement -This Company considers time effectiveness in selecting candidates

Table-4.10: Employee Reponses on company considers time effectiveness in selecting

candidates.
Valid
Frequency Percent Percent Cumulative Percent
Neutral 3 8% 8% 8%
Disagree 10 12% 12% 12%
Valid Strongly disagree 12 10% 10% 10%
Agree 11 32% 32% 32%
Strongly Agree 14 38% 38% 38%
Total Frequency 50 100% 100% 100%

In above table, employee responses on no scope of favoritism into selection process that
company considers time effectiveness in selecting candidates.26%% are agree, 38% are strongly
agree, 18% are neutral, 10% are strongly disagree & 12% are disagree.

38%

32%
8%
10% 12%

Strongly
Disagree
Disagree Neutral
Agree
Strongly
Agree

Figure-4.11: Employee Reponses on company considers time effectiveness in selecting

candidates.

39
Chapter -5
Conclusion

40
 CHAPTER- FIVE
Conclusion

5.1 Explanations of important outcome

5.1.1 Recruitment sources: All the sources of recruitment can be broadly classified
into two types. They are internal and external sources:-

5.1.1.1 Internal sources: These include filling up a vacancy using a person who is
already in companys payroll. The vacancy is advertised within the company and
on the basis of responses from within the company, a selection is made. This type
of recruitment has many advantages. Internal sources are included- Internal
announces notice board, in-house etc.

5.1.1.2 External sources: The external sources are those sources of recruitment that
are found outside the employment. The external sources of recruitment are
included Advertisement, Factory Gate, online recruiting, campus recruitment etc.

5.1.2 Selection process: - Employee selection is the process of putting right men or
right job. It is a procedure of matching organizational requirements with the skills
and qualifications of people. The employee selection process takes place in following
order-Documentation check, Education Level Check, Physical Test, Written Test,
Viva Test, Job offer.

41
5.1.2.1 Poor maintenance of Database of CVs:

The company do not maintain a database of CVs of all applicants, which would be easier
if applying online is encouraged. Kalantor group may also maintain a separate database of
candidates who have been selected. From this database it will be evident after a while, which
university graduates are more suitable for the jobs in Kalantor group.

5.1.2.2 Absence of validation of the Written Exams:

The validity of the written exams is not being tested. The written exams for the entry level
positions are usually cognitive aptitude tests which measure a candidates verbal ability,
numerical ability, reasoning ability etc.

5.1.2.3 Poor Background Investigation:

There are several different background checks that can be done on potential candidates.
But, number of cases it has been observed that during the time of recruitment the employees
proper background investigation is not conducted. For this reason, after confirming the
employment some problems may be encountered.

5.1.2.4 Absence Assessment Centers:

Kalantor Group did not introduced assessment centers as one of its selection tools. An
assessment center may be an effective selection technique for identifying management potential.
Selection process is somehow traditional in this online organization.

5.1.2.5 Image of the Company:

The image of Kalantor Group can affect the recruitment and selection process of it. This image
sometimes discourages the qualified and talented candidates not to apply in this company. That
is why; the pool of attracted qualified candidates during the recruitment process is low in some
cases.

42
5.1.2.6 Unqualified Interviewers:

Sometimes Interviews are conducted by the inexperienced and unqualified interviewers. For this
reason, the probability of selecting the wrong candidates and rejecting the right candidates may
be increased. Kalantor group does not provide any interviewing training for its managers, the
right information is not secured, poor selections are made etc.

5.1.9 Unstructured Questions in Interviews:

In most of the cases Interviewers ask unstructured questions to the interviewee. Sometimes, the
questions are not even job related questions. This may not be best way to justify the potentialities
of the candidates. For this reason, sometimes the better candidates may be rejected also. Also, it
is a common practice in Kalantor group for the MD and DMDs to be present in the
interview board even for interviewing candidates for MT or TA.

5.1.3 Explanation of important outcome:

1. 30% of employee agrees that there is a well-defined Recruitment Policy in their organization.
2. 28% of employee agrees that principle of right man on the right job is strictly followed/a
detailed job-analysis is done prior recruitment.
3. 22% of employee agree that need for manpower planning is given due consideration in their
organization and the manpower requirement is identified well in advance.
4. 26% of employee agrees that external source of recruitment is followed by the company and
given more priority.
5.28% of employee agrees that internal source of recruitment is relied upon when immediate
requirement arises.
6. 26, of employee agree that sorting of candidate applications done by some preset criteria.
7. 18%, of employee agree that Selection process good enough to select qualified candidates.
8. 40% of employee agrees that company comply the government rules in selecting candidates.
9.18% of employee agrees that company is given more important to select meritorious and
experienced candidates.
10. 32% of employee agrees that this company considers time effectiveness in selecting
candidates.

43
5.2 Recommendations:

5.2.1. Maintaining a Database of CVs:

The company should maintain a database of CVs of all applicants, which would be easier
if applying online is encouraged. Kalantor group may also maintain a separate database of
candidates who have been selected.

5.2.2. Short-listing of CVs:

A proper and objective guideline should be set before the initial short listing is done:
I. The CVs received through the sourcing process is firstly screened by the HR
Division to determine a fit against the job specification. Screened and short-listed
applications should then be forwarded to functional heads to draw a short list for the
recruitment exam or interview.
II. A final short list should be drawn up by the functional units/departments and
forwarded to the HR Division; enclosing short -listed and rejected CVs. Rejected CVs of
possible future interest could be sorted in a database. But this is not done in KALANTOR
GROUP. Once a CV is rejected, no record of it is kept.
III. Based on the short list received by the HR Division, letters to the short -listed
candidates should be issued specifying a date and time for the interviews. Instead,
the candidates are called on the phone for the interview. Although this probably saves
cost, it has other disadvantages, e.g., it is very time consuming. The practice of sending
letters to the candidates should be started.

5.2.3. Introducing Job Knowledge Tests:

A primary advantage of a job knowledge test is that it is by definition job-related. A test for any
specific organizational job can be designed based on the data gathered from an in-depth job
analysis. These tests may require written responses; they may also be orally administered exams.
5.2.4. Testing the Validity of the Written Exams:

44
Currently, the validity of the written exams is not being tested. Kalantor group should find out
whether their written exams are valid, that is, whether the tests measures what they claim to
measure.

5.2.5 Introducing Assessment Centers:

An assessment center is a selection technique for identifying management potential. In

assessment centers, potential candidates are subjected to different exercises constructed to
simulate the job for which they are applying. Kalantor group should think about introducing
assessment centers as one of its selection tools.

.5.2.6. Interviews:

The interviews need to be made more structured, which would contain only job related
questions and each question will have a specific answer. This way, the interview will be
more reliable, objective and fair. Also, it is a common practice in Kalantor group for the MD
and DMDs to be present in the interview board even for interviewing candidates for MT
or TA. This wastes their valuable time. The fresh candidates can be interviewed by more junior
level executives.

45
 Chapter -6
Internship Experience

46
 CHAPTER- SIX
Internship Experience

Work, Workflow and People Meet

Work:
During the internship I learned many things about the HR department. How the HR is the
importance part of any organization and how they maintain the overall department of Kalantor
Group and employees now I know. Which activities I have learned during internship that are
System to gather the employee information, Filing the employee documentation, Index making
and its necessity, Update the employees information system, Input employees update information
in new database system, How they select the Resume, Interview system of the candidates, Step to
select the candidates, Recruitment planning with head court and budget, Induction program
during training after recruit, Finalizing selection plan, How the management observes the
employers work and How many time they evaluate employees performance appraisal in a year.
Workflow:
In Kalantor Group. I worked as a workflow. This workflow given below:

Deputy Manager

Intern

H. R. Officer Welfare Officer

Figure- 6.1: Work Flow

I am assign task from Deputy Manager, and then I process the information and provide the H.R.
Officer.

47
People meet:
I experienced that every desk is assigned with specific job and particular persons take
responsibility as to carry out the job in cooperating with the persons I worked with, I came learn
a lot of things which will help me not only in professional life but also in my personal life. I meet
Official Boss and Employees of the organization etc.

6.2 Significant pleasant and/or unpleasant incidences

As an organization the Kalantor Group has earned the reputation of top online operation in
Bangladesh. It demonstrates that a locally owned institution can provide efficient, friendly and
modern online service on a profitable basis. Human Resource Department is the most
confidential department for any organization as well as Human Resources Division in Kalantor
Group. Here as an intern, limited information was collected for preparing this report because of
too much confidentiality. The success of a commercial company 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 Kalantor Group has
to be careful in recruiting the right person for each job. As has been seen, the recruitment
and select ion process of Kalantor Group has rooms 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.
It was an honor to work as an intern in a reputed organization like Kalantor Group. The Kalantor
Group is a company that confirms the best service to the customers as well as to the employees
by Human Resource Division. Kalantor Group is the fastest growing Company in Bangladesh.
By working in this company the knowledge was learnt would be helpful enough to sustain with
the real organizational environment.

48