24926792 Recruitment and Selection Process in Unilever Bangladesh Limited

5/28/2018 24926792 Recruitment and Selection Process in Unilever Bangladesh Limited

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RECRUITMENTANDSELECTIONPROCESSIN

UNILEVERBANGLADESHLIMITED


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A Report

OnRECRUITMENTANDSELECTIONPROCESSIN

UNILEVERBANGLADESHLIMITED

Course Name: Human Resource Management

Course code no. BA-309

Submitted To:

Tania Afroze

Lecturer

Business Administration Discipline

Kulna !ni"ersit#

Submitted By:

$an%ida Kando&er

'D (o)

0*030+

MD) Atoa Ra,,i

'D (o)

0*0309

MD) Azarul 'slam

'D (o)

0*03-.

$a,uz $aa Ron#

'D (o)

0*03//

MD) (oor Hossain'D (o)0*03/

MD) Kamrul Hasan (oor'D (o)0*03*0

3rd

#ear st term


Kulna !ni"ersit#


4/63

1anuar# /2

00


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1anuar# /2 00

Tania Afroze

Lecturer


Kulna !ni"ersit#

Dear $ir4

$u,%ect4 $u,mission of a report)

5it due regards and respect 6e state tat 6e are "er# tan&ful to #ou as #ou assigned us

tis report on 77Recruitment and $election process in !nile"er Banglades Limited8) 't is a

great opportunit# for us to acuire teoretical and practical &no6ledge a,out recruitment

and selection process of a reputed multinational organization) 5e a"e tried out ,est togater 6at 6e ,elie"e to ,e te most complete information a"aila,le)

:our &ind acceptance and an# t#pe of appreciation 6ould surel# inspire us) 5e 6ould

al6a#s ,e a"aila,le and read# to e;plain furter an# of te conte;t of te 6ene"er as&ed)

$incerel# #ours2


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MD) Kamrul Hasan (oor'D4

0*03*0

I

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=reface

'n an# compreensi"e 6or&2 li&e tis2 credit must go to te multitude of people) 5e are still

students and %ust no"ice) Hence2 6e a"e ta&en elp from different people for preparing our

report) (o6 ere is a petite effort to so6 our deep graduate to tose elpful people)

>irst2 6e commit oursel"es grateful to Alla for is unlimited &indness and ma;imum

elpful and in continuing our report preparation)

5e e;press our sincere gratitude to our onora,le course teacer2 Tania Afroze2

Lecturer2 Business Administration Discipline2 Kulna !ni"ersit#2 Kulna2 for teir guidance

and "alua,le remar& a,out te con"ention of te report)

Moreo"er2 6e are also "er# muc o,liged to >erdaus :ousuf2 H)R) ma,nager2 Da&a? Mr)

$oai, Amed2 Recruitmetn officer2 Head-oofice2 Da&a? Md) Masudur Raman2 territor#

manager2 !nile"er Banglades2 Kulna? =)@) Amed2 Media ontract? Ra#sal AmedC

Territor# Manager2 Barisal? for teir openearted closeness and elpful co-operation for

collecting our necessar# information to prepare our reuired report)

III


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Table of contents=

ag

e

>ore6ord ''

=reface '''

;ecuti"e $ummar# E'

Chapte !" Into#$ct%on

)4 Bac&ground of te $tud# 9

)4 Rational of te $tud# 9

)34 F,%ecti"e of te $tud# 9

)/4 $cope of te $tud# 0

)*4 Limitations of te $tud#

).4 Metods

)+4 Report =re"ie6

Chapte &" O'an%(at%onal Pat

)4 Te corporate o,%ecti"es of !nile"er Limited /

)4 orporate o,%ecti"es of !nile"er Banglades Limited

)34 Beliefs and "alues of !nile"er Banglades Limited

)/4 Ma%or operational Department of !nile"er Banglades Limited 0

)*4 !nile"er Banglades Limited at a glance +

Chapte )" L%teat$e Re*%e+ )!

Pat B

Chapte ," Rec$%t-ent %n Un%le*e Ban'la#esh L%-%te#

/)4 Recruiters ualification 39

/)4 Metods of recruitment /0

/)34 (ature of Application form /

/)/4 Recruitment- onstrains and callenges /3

Chapte ." Select%on pocess %n Un%le*e Ban'la#esh L%-%te#


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*

)

-

4 Reception of application /*

*

)

4 "aluating reference and ,iograpical data /*


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*)34 mplo#ment test /*

*)/4 Assessing candidate troug inter"ie6 /*

*)*4 ogniti"e a,ilit# test /.

*).4 =#sical a,ilit# test /.

*)+4 5or& samples /.

*)4 Hiring decision /.

Chapte /" Anal0s%s an# 1%n#%n's

.)4 Te t#pes of recruitment in !nile"er Banglades Limited /

.)4 Te t#pes of selection in !nile"er Banglades Limited /

.)34 Te freuenc# of recruitment ,# !nile"er Banglades Limited /

.)/4 Responses from te students G'nstitution regarding M( /

Chapte 2" Reco--en#at%on an# Concl$s%on

+)4 Recommendation *0

+)4 onclusion *0

BIBLIOGRAPH3 .!

Appen#%4 .&

Appendi;-A4 Ta,les

Appendi;-B4 Application >orm


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E4ec$t%*e S$--a0

!nile"er Limited is one of largest multinational ,usiness firm in te 6orld) F"er te lastfour decades2 !nile"er Banglades as ,een constantl# ,ringing ne6 and 6orld-class

products for te Bangladesi people to remo"e te dail# drudger# of life) F"er 90I of te

countr#Cs ouseolds use one or more of our products) 't pro"ides si;teen "erities ,rands

and tr# to mitigate all t#pes of uman demand ,# introducing 6it ne6 inno"ati"e products)

!nile"er Fperations in Banglades pro"ide emplo#ment to o"er 02000 people directl# and

troug its dedicated suppliers2 distri,utors and ser"ice pro"iders) 99)*I of !BL

emplo#ees are locals and te# a"e eual num,er of Bangladesis 6or&ing a,road in oter

!nile"er companies as e;patriates) !nile"er 6ants to attract te ,est graduates to %oin in

teir leadersip actions) Tis report enligtens 6at t#pe of recruitment opportunities

offered ,# !nile"er Banglades Limited for uni"ersit# students and o6 te students can

access tat opportunit#)

!nile"er loo& for passionate people 6o 6ant to do real ,usiness and a"e te potential to

,e igl# moti"ated ,# ,rands2 and are entusiastic2 creati"e and rigorous) Te# 6ant

people 6o are ungr# for success and can 6or& confidentl# in teams)

!nile"er create an en"ironment 6ere people 6it energ#2 creati"it# and commitment 6or&

togeter to fulfill am,itious goals) 'n addition2 te# all 6or& to te igest standards of

professional e;cellence and integrit#

Most career areas are open to graduates of an# discipline2 altoug tere are some

e;ceptions) 'f #ou &no6 6ic area interests #ou2 great J ,ut itCs good to &eep an open

mind and find out a,out all te opportunities te# offer)

!nile"er accomplis teir recruitment and selection process ,asicall# into tree criteria) Fne is

committed in distri,ution department 6ere emplo#s is selected on teir p#sical s&illed and

recruitment and selection process is committed ,# competenc# ,ased inter"ie62 case

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stud# inter"ie62 ,ased on case stud# materials2 group discussion2 again ,ased on case

stud#materials) 't is arranged for entr#-le"el applicants) And in iger le"el %o, performer is

ired in special people8 %o, recruitment process) $pecial people 6o are alread# perform

6itin te organization or oter relati"e organization and promoted as a compan#Cs core

decision ma&er)

!nile"er Banglades a"e a certain connection 6it te consumers) Among oters2 loseup

inspires confidence2 Lu; ,elie"es in star po6er and $urf ;cel encourages all to learn

troug ne6 disco"er# and e;ploration) !nile"er ,elie"e in all tese insigts as 6ell) Te#

,elie"e te people 6o 6or& 6it us are confident of teir capa,ilities2 ,elie"e in noting

less tan star performances and of course are not afraid to 6or& ard at acie"ing goals)

VII


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CHAPTER !

'(TRFD!T'F(


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!5!" Bac6'o$n# of the St$#0

$uccessful uman resource department ma&es it possi,le for te organization to acuire te

num,er and t#pes of people necessar# to ensure te continued operation of te organization

,# te recruitment and selection process) $o it acts an important role in HR department) As

a part of BBA program2 our Human Resource Management course teacer Tania Afroz

assigned us to prepare a report on recruitment and selection process in a multinational

organization as related topic on Human Resource Management course) 5e a"e selected

our report topic asRecruitment and $election process in !nile"er Banglades Ltd)8) 5e

a"e made a sur"e# for reuired information in !nile"er Banglades Kulna regional office

and contact 6it !nile"er Banglades Ltd) ead office) 5e a"e prepared our report on

1anuar# 32 00 6ic 6ill ,e su,mitted ,# 1anuar# /2 00)

!5& Rat%onal of the st$#0

5e are 3rd #ear st semester students) After one and alf #ear2 6e 6ill ,e going to %o,

mar&et and competing 6it oter uni"ersitiesC graduates for getting a suita,le %o,) >or

getting an e;pected %o,2 6e need to concern a,out %o, mar&et condition from toda#) oing

to prepare recruitment and selection process in !nile"er Banglades as a Human Resource

Management course2 6e acuire reuired &no6ledge a,out !nile"er BangladesCs

recruiting and selection process tat elp us to percei"e a common picture a,out recruiting

and selection process in all multination compan# in Banglades) 5e can identif# our lac&s?

prepare oursel"es for future %o, mar&et) $o2 6e a"e te same opinion tat tis fruitful

report not onl# assure reasona,le grade mar& in our curriculum result ,ut also assure 6ell-

done feed,ac& for near future %o, mar&et)

!5)" Ob7ect%*e of the St$#0

5e a"e prepared tis report ,ased on t6o purposes) Tose are-

!5)5! P%-a0 Ob7ect%*e"

Te report aims to pro"ide information on te procedures of Recruitment and selection

tecniues follo6ed ,# te !BL troug HR department)

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!5)5& Secon#a0 Ob7ect%*e"

!nile"er is one of te 6orld greatest consumer goods companies) Te report is

strongl# informed 6it o6 tis multi-local multi-national compan# conducts te

aptitude ands ps#cometric for a candidate and o6 it elps tem to get o,%ecti"e2

relia,le and rele"ant information on candidates)

!nile"er al6a#s tr# to add "ariet# in life) At !nile"er te# a"e created an

en"ironment 6ere people 6it energ#2 creati"it# and commitment 6or& togeter to

fulfill am,itious goals) Tis report elps us to &no6 o6 te selection process of a

candidate leads im to ,ecome leader)

3 $election is te last step for iring a rigt emplo#ee) 'n !nile"er Banglades

Limited2 te selection ,oard lasts for an entire da# and co"ers a 6ide range of

acti"ities for fulfilling tis post) B# stud#ing te report2 6e 6ill &no6 6at t#pe of

acti"ities te# arrange for te entire da# to get te final candidate)

/ !nile"er 6ants to attract te ,est graduates to %oin in teir leadersip actions) Tis

report enligtens 6at t#pe of recruitment opportunities offered ,# !nile"er

Banglades Limited for uni"ersit# students and o6 te students can access tat

opportunit#)

!5," Scope of the St$#0

Tere is a certain ,oundar# to co"er tis report) Fur particular report onl# co"ers

recruitment and selection process in !nile"er Banglades Ltd) 5e mainl# focus on entr#-

le"el recruitment and selection process in !nile"er Banglades) And 6e also co"er

e;ecuti"e and iger-le"el emplo#sC recruitment and selection process) 5e sur"e#ed onl#

Kulna regional office of !nile"er Banglades Ltd) Toug tere is no HR department in

Kulna regional office2 ere 6e tal&ed 6it some of e;pert and e;perienced officials and

collect information a,out recruitment and selection process in !nile"er Banglades troug

saring teir e;perience) 5e communicate 6it !nile"er Banglades Ltd) HR department

in Da&a and a,le to collect some "alua,le information as 6ell as 6e gatered information

troug internet !nile"er Banglades Ltd) official 6e,-site) Moreo"er 6e got some

confidential information 6ic is not possi,le to disclose pu,licl#2 so tose data and

information ad to ,e ignored for tis report)

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!5." L%-%tat%ons of the St$#0

5e are luc enoug to get a cance to prepare a report on Recruitment and $election

process in !nile"er Banglades Ltd)8 5e tried eart soul to prepare a 6ell-informed

report) But unfortunatel# 6e faced some difficulties 6en preparing tis report) 5e tried to

o"ercome te difficulties) 'n spite of tr#ing our le"el ,est2 some difficulties tat amper our

scedule report 6or&4

!5,5! Shota'e of t%-e"

5itin a sort time2 6e need to prepare some oter coursesC reports for in tis session)

>or tis reason2 6e could not get a fluent time scedule for te report)

!5,5& L%-%tat%on of elate# +%th the o'an%(at%on"

Te emplo#ees of !nile"er Banglades Limited 6ere too ,us# of tere 6or&) >or tis2

te# did not sufficient time to fulfill our ueries and some of tem neglected us to

support)

!5,5) D%ff%c$lt0 %n collect%n' #ata"

Man# emplo#ers of te organization 6ere not 6ell &no6n a,out all information tat 6e

as&ed tem) Man# of tem also esitated to ans6er te uestions) Tese tings

ampered te information collection)

!5,5, Conf%#ent%al #ata"

5e got some confidential data 6ic is not possi,le to disclose pu,licl#2 so tose data

and information ad to ,e ignored for tis report)

!5/" Metho#s

>or ma&ing an# report most of te data sould ,e ta&en tat reflect actual situation) >or

our report 6e a"e collected "arious t#pes of primar# and secondar# data) 'n a

disciplined 6a# 6e can sa# tat te report input 6ere collected from t6o sources-

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!5/5! P%-a0 so$ces"

>ace to face con"ersation 6it te emplo#ees in Kulna regional office and sare

teir o6n e;perience in getting %o,)

!5/5& Secon#a0 so$ces"

) !nile"er Banglades Ltd) official 6e,-site

) Annual Reports

3) =rospectus

/) Brocures

!52" Repot Pe*%e+

'n te follo6ing pages2 te report is prepared for te practical &no6ledge a,out recruitment

and selection process) >irst 6e dra6 an o"erall picture of !nile"er Banglades Limited)

Ten2 6e tr# to point out recruitersC ualification2 recruitment metod and recruitment

constrains and callenges of !nile"er Banglades Ltd) After tat 6e descri,e selection

process in !nile"er Banglades Ltd) >inall#2 6e accumulate te findings2 anal#sis tem and

dra6 a conclusion and gi"e some recommendations for future steps)

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CHAPTER &

FRA('AT'F(AL =ART


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&5! The copoate ob7ect%*es of Un%le*e L%-%te#

!nile"erNs mission is to add "italit# to life) Te# meet e"er#da# needs for nutrition2

#giene2 and personal care 6it ,rands tat elp people feel good2 loo& good2 and get

more out of life)

&5!5! Top ten facts

O Teir 6orld6ide turno"er in 003 6as P/29/ million)

O !nile"er emplo# 3/2000 people in around 00 countries 6orld6ide)

3O "er# da#2 *0 million people coose teir ,rands to feed teir families and to

clean temsel"es and teir omes)

/O F"er alf of teir sales are generated ,# teir >oods ,rands2 6ic include Knorr2

>loraQBecel2 HellmannNs2 Lipton2 'glo Q Birds#e Q >indus2 Rama Q BlueBand2

$lim>ast2 Bertolli and te ice cream NeartN ,rand)

*O 'n man# parts of te 6orld te# lead te ome care mar&et 6it ,rands suc as

Fmo2 $urf2 $&ip2 if and omfort)

.O Teir leading personal care ,rands include Do"e2 Lu;2 $unsil&2 =ondNs2 A;eQL#n;

and Re;ona)

+O 'n 003 te# spent P20.* million on researc and de"elopment - )*I of teir

turno"er)

O Te# spent o"er P.. million on a 6ide range of communit# pro%ects in 0032

eui"alent to )*I of pre-ta; profits)

9O At te end of 0032 te# 6ere ,u#ing more tan alf teir fis from sustaina,le

sources)

0OTe# a"e / manufacturing sites certified to te international en"ironmental

management standard2 '$F /00)

&5!5& Co#e of b$s%ness p%nc%ples

Stan#a# of con#$ct

!nile"er conduct its operations 6it onest#2 integrit# and openness2 and 6it respect

for te uman rigts and interests of teir emplo#ees) Te# sall similarl# respect te

legitimate interests of tose 6it 6om te# a"e relationsips)

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Obe0%n' the la+

!nile"er companies and teir emplo#ees are reuired to compl# 6it te la6s and

regulations of te countries in 6ic te# operate)

E-plo0ees

!nile"er is committed to di"ersit# in a 6or&ing en"ironment 6ere tere is mutual trust

and respect and 6ere e"er#one feels responsi,le for te performance and reputation of

teir compan#) !nile"er 6ill recruit2 emplo# and promote emplo#ees on te sole ,asis

of te

ualifications and a,ilities needed for te 6or& to ,e performed) Te# are

committed to safe and ealt# 6or&ing conditions for all emplo#ees) Te# 6illnot use an# form of forced2 compulsor# or cild la,our) Te# are committed to

6or&ing 6it emplo#ees to de"elop and enance eac indi"idualCs s&ills and

capa,ilities) Te# respect te dignit# of te indi"idual and te rigt of emplo#ees to

freedom of association) Te# 6ill maintain good communications 6it emplo#ees

troug compan# ,ased information and consultation procedures)

Cons$-es

!nile"er is committed to pro"iding ,randed products and ser"ices 6ic consistentl#

offer "alue in terms of price and ualit#2 and 6ic are safe for teir intended use)

=roducts and ser"ices 6ill ,e accuratel# and properl# la,eled2 ad"ertised and

communicated)

Shaehol#es

!nile"er 6ill conduct its operations in accordance 6it internationall# accepted

principles of good corporate go"ernance) Te# 6ill pro"ide timel#2 regular and relia,leinformation on teir acti"ities2 structure2 financial situation and performance to all

sareolders)


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B$s%ness patnes

!nile"er is committed to esta,lising mutuall# ,eneficial relations 6it teir

suppliers2 customers and ,usiness partners) 'n teir ,usiness dealings Te# e;pect teir

partners to adere to ,usiness principles consistent 6it teir o6n)

Co--$n%t0 %n*ol*e-ent

!nile"er stri"es to ,e a trusted corporate citizen and2 as an integral part of societ#2 to

fulfill teir responsi,ilities to te societies and communities in 6ic te# operate)

P$bl%c act%*%t%es

!nile"er companies are encouraged to promote and defend teir legitimate ,usiness

interests) !nile"er 6ill co-operate 6it go"ernments and oter organisations2 ,ot

directl# and troug ,odies suc as trade associations2 in te de"elopment of proposed

legislation and oter regulations 6ic ma# affect legitimate ,usiness interests)

!nile"er neiter supports political parties nor contri,utes to te funds of groups 6ose

acti"ities are calculated to promote part# interests)

The en*%on-ent

!nile"er is committed to ma&ing continuous impro"ements in te management of teir

en"ironmental impact and to te longer-term goal of de"eloping a sustaina,le

,usiness) !nile"er 6ill 6or& in partnersip 6it oters to promote en"ironmental care2

increase understanding of en"ironmental issues and disseminate good practice)

Inno*at%on

'n its scientific inno"ation to meet consumer needs te# 6ill respect te concerns of

teir consumers and of societ#) Te# 6ill 6or& on te ,asis of sound science2 appl#ing

rigorous standards of product safet#)

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Co-pet%t%on

!nile"er ,elie"es in "igorous #et fair competition and supports te de"elopment of

appropriate competition la6s) !nile"er companies and emplo#ees 6ill conduct teir

operations in accordance 6it te principles of fair competition and all applica,le

regulations)

B$s%ness %nte'%t0

!nile"er does not gi"e or recei"e2 6eter directl# or indirectl#2 ,ri,es or oter

improper ad"antages for ,usiness or financial gain) (o emplo#ee ma# offer2 gi"e or

recei"e an# gift or pa#ment 6ic is2 or ma# ,e construed as ,eing2 a ,ri,e) An#

demand for2 or offer of2 a ,ri,e must ,e re%ected immediatel# and reported to

management)!nile"er

accounting records and supporting documents must

accuratel#

descri,e and reflectte nature of te underl#ing transactions) (o undisclosed or

unrecorded account2 fund or asset 6ill ,e esta,lised or maintained)

Confl%cts of %nteests

All !nile"er emplo#ees are e;pected to a"oid personal acti"ities and financial interests

6ic could conflict 6it teir responsi,ilities to te compan#) !nile"er emplo#ees

must not see& gain for temsel"es or oters troug misuse of teir positions)

Co-pl%ance 8 -on%to%n' 8 epot%n'

ompliance 6it tese principles is an essential element in teir ,usiness success) Te

!nile"er Board is responsi,le for ensuring tese principles are communicated to2 and

understood and o,ser"ed ,#2 all emplo#ees) Da#-to-da# responsi,ilit# is delegated to all

senior management of te categories2 regions2 functions and operating companies) Te#

are responsi,le for implementing tese principles2 if necessar# troug more detailed

guidance tailored to local needs) Assurance of compliance is gi"en and monitored eac

#ear) ompliance 6it te ode is su,%ect to re"ie6 ,# te Board supported ,# te Audit

ommittee of te Board and te !nile"er ;ecuti"e ommittee)


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&5& The copoate ob7ect%*es of Un%le*e Ban'la#esh L%-%te#

At te eart of te corporate purpose2 6ic guides !nile"er Banglades in its approac

to doing ,usiness2 is te dri"e to ser"e consumers in a uniue and effecti"e 6a#) Tispurpose as ,een communicated to all emplo#ees 6orld6ide)

!nile"er Banglades deep roots in local cultures and mar&ets around te 6orld gi"e tem

its strong relationsip 6it consumers and are te foundation for teir future gro6t) 't

6ill ,ring its 6ealt of &no6ledge and international e;pertise to te ser"ice of local

consumers J a trul# multi-local multinational)

!nile"er Banglades long-term success reuires a total commitment to e;ceptional

standards of performance and producti"it#2 to 6or&ing togeter effecti"el#2 and to a

6illingness to em,race ne6 ideas and learn continuousl#)

To succeed also reuires2 te# ,elie"e2 te igest standards of corporate ,ea"ior to6ards

e"er#one te# 6or& 6it2 te communities te# touc2 and te en"ironment on 6ic te#

a"e an impact)

Tis is teir road to sustaina,le2 profita,le gro6t2 creating long-term "alue for teir

sareolders2 teir people2 and teir ,usiness partners)

&5)" Bel%efs an# *al$es of Un%le*e Ban'la#esh L%-%te#

&5)5! Un%le*e9s bel%efs"

!nile"er ,elie"e SDirt is ood)S (ot surprisingl# te# are loo&ing for people 6o

arenNt afraid to get teir ands dirt#)

All teir ,rands at !nile"er Banglades a"e a certain connection 6it te consumers)

Among oters2 loseup inspires confidence2 Lu; ,elie"es in star po6er and $urf ;cel

encourages all to learn troug ne6 disco"er# and e;ploration) Te# ,elie"e in all

tese insigts as 6ell) Te# ,elie"e te people 6o 6or& 6it us are confident of teir

capa,ilities2 ,elie"e in noting less tan star performances and of course are not afraid

to 6or& ard at acie"ing goals)

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&5)5& Un%le*e9s *al$es"

Teir di"ersit# as a ,usiness elps tem understand teir ricl# di"erse consumers) But

as a team2 te# a"e common "alues and a sared set of management capa,ilities)

HereCs 6at te# are4

Pass%on to +%n

Because #ou a"e te energ# and dri"e to impro"e ,usiness results2 #ou o"ercome

o,stacles and are prepared to ta&e ris&s) :ou loo& for ne6 opportunities and are ne"er

satisfied 6it te status uo)

B$s%ness foc$s

:ou ne"er lose sigt of te needs of consumers and customers) :ou understand o6

te# are affected ,# trends and use tis &no6ledge to create "alue)

Intellect$al s6%lls

:ou see te N,ig pictureN and can ma&e an o,%ecti"e anal#sis of 6at needs to ,e done

,efore ta&ing action to get tere) :ouNre creati"e? #ou e;plore ne6 approaces and are

alert to ne6 trends and patterns)

People s6%lls

:our leadersip st#le inspires oters to raise teir standards and acie"e am,itious

goals) :ouNre adept at influencing and gaining support from colleagues) :ouNre &een to

understand oters and are an effecti"e team pla#er2 6it a commitment to team

o,%ecti"es rater tan #our o6n interests)

Inte'%t0

:ou a"e integrit#) :ouNre prepared to stand up for #our o6n con"ictions and "alues2

and ta&e difficult decisions tat callenge te norm) :ouNre a,le to learn from #our

mista&es and successes)

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:o6%n' +%th Un%le*e

At !nile"er people 6it energ#2 creati"it# and commitment 6or& togeter to fulfill

am,itious goals) Te passion of teir people is teir greatest strengt) At !nile"er2

te# 6or& togeter to te igest standards of professional e;cellence and integrit# to

ma&e a difference to peopleNs e"er#da# li"es)

People f%st

As a ,usiness2 te# consistentl# ran& among te 6orldNs most admired emplo#ers and

a"e a reputation for putting people first) TatCs ,ecause te# pro"ide opportunities for

all teir people to pursue teir careers goals2 de"elop professionall# and maintain a

ealt# ,alance ,et6een teir professional and personal li"es) Te#Cre committed to

teir people ,ecause te# recognize tat teir strengt comes from teir energ# and

passion) And te# ,elie"e tat di"ersit# ma&es us stronger2 troug indi"iduals

6or&ing togeter to deli"er outstanding results)

M$lt%8local -$lt%nat%onal

Teir ,usiness acti"ities reac rigt around te 6orld2 6it teir local companies

focusing on teir local mar&ets and communities) Teir commitment to de"elopingstrong local ,usinesses ma&es !nile"er uniue J and itCs 6# te# call temsel"es te

7multi-local multinationalC)

&5, Ma7o opeat%onal Depat-ent of Un%le*e Ban'la#esh L%-%te#

Tere are man# operational departments 6ere man# people can ma&e teir careers

6itin and in tis section #ou can find out more a,out tem)

) areer in Brands De"elopment

) areers in $uppl# ain management

3) areer in Human Resources

/) areer in >inance

*) areer in 'nformation Tecnolog#

.) areers in ustomer Management

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&5,5! Caee %n Ban#s ; De*elop-ent

reate2 de"elop and present te ,rand so memora,l# tat it stands out against fierce

competition in te mar&etplace)

Caee %n Ban#s

Brand Building careers are for mar&eting professionals 6o 6ould li&e to ta&e

inno"ati"e leads and gain teir sare of te consumersC 6allet in te local mar&etplace)

B$%l#%n' the ban#

Brand Management is an e;citing profession 6ere one is responsi,le for te gro6t

and profita,ilit# of te ,rand) Te %o, lies in ,uilding and presenting a ,rand so

memora,l# tat it stands out against fierce competition in te mar&etplace) atering

deep consumer insigt2 Brand Managers identif# and define ,rand personalit#) Fn te

one and te# loo& after te ,rands on a dail# ,asis4 planning and organising acti"ities

tat ,oost teir image and increase teir e;posure) Te %o, ,ecomes all te more

callenging in maintaining leadersip positions in a competiti"e mar&et2 as at !nile"er

Banglades most of teir ,rands are mar&et leaders)

Un#estan# cons$-e ten#s

!nile"er identifies consumer trends regionall# and Brand Managers a"e to 6or& 6it

tose insigts and ,uild te ,rand for te local mar&ets

An e4c%t%n' %nteact%on +%th cons$-es

=resenting te e;citing !nile"er Brands to te local mar&et2 te Brand managers 6or&

6it regional de"elopment teams to ,ring more e;citing ,rands to te mar&et2

co"ering a range of inno"ation acti"ities across te entire portfolio)

!nile"er De"elopment team e;plores ne6 ideas ,# gaining consumer insigt2 leading

researc and idea generation and 6or&ing on product design Gprocessing and

pac&aging) Te# are responsi,le for de"eloping cost effecti"e formulations and

pac&aging for te products and de"eloping and impro"ing te processes in"ol"ed in

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teir manufacture) Brand Managers troug acti"ation2 communication and

promotional acti"ities elp to fulfill consumer needs troug te ,rands)

>or Brands and De"elopment functions2 one needs to a"e4

O A real interest in consumers as 6ell as intuiti"e understanding of teir ,ea"iour2

and 6at 6or&s Gand doesnNt in specific mar&ets)

O Eer# strong interpersonal s&ills and te a,ilit# to lead cross functional team)

3O $trong anal#tical a,ilit#)

/O >or tose interested in De"elopment2 tecnical s&ills in areas of 6or& Gpac&aging

de"elopment and process de"elopment)

*O reati"it# inspired ,# a passion for gro6t)

&5,5& Caees %n S$ppl0 Cha%n -ana'e-ent

As one of te 6orldCs largest consumer goods companies2 teir suppl# cain

management is one of te most ad"anced2 efficient and callenging s#stems? from

finding te ra6 materials to deli"ering teir end product)

The 6e0 state'%c #%*e

$uppl# cain is a &e# strategic dri"er in a compan# li&e teirs 6ic produces o"er

one undred $toc& Keeping !nits G$K!s to meet te e"er#da# needs of people

e"er#6ere) =roper planning2 impro"ising =rocurement =rocesses2 >irst Time Rigt

Manufacturing and timel# Distri,ution are crucial strategies tat significantl# affect

te profita,ilit# of te compan#

$uppl# ain is responsi,le for all te stages from sourcing ra6 materials to

deli"ering te end product to te end consumer - a process often referred to as

=lanning2 =rocurement2 Manufacturing and Distri,ution)

Eff%c%enc0 an# o$tstan#%n' se*%ce

'n suppl# cain2 using ad"anced tecnolog# and s#stems2 #ouNll ,e responsi,le for

ensuring tat factories run efficientl# and customers recei"e outstanding ser"ice) 'n

oter 6ords2 #ou 6ould contri,ute significantl# in optimizing te suppl# cain2

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e;pediting inno"ation and meeting efficientl# customer needs) :ou 6ill ,e at te eart

of te process of ,ringing ne6 products to te mar&et2 dealing 6it ,u#ing2

manufacturing2 de"elopment and mar&etingQcustomer management organizations)

Ne+ technolo'%es

Astute sourcing of ra6 materials2 pac&aging and non-production items greatl# reduces

teir ,usiness costs) 'n tis "ital and callenging role #ou 6ill ,e responsi,le for e"er#

interface ,et6een suppliers and te ,usiness) 5it #our colleagues in suppl# cain and

de"elopment2 #ou 6ill pla# a ma%or role in te inno"ation of ne6 tecnologies2 often

in partnersip 6it a supplier) :ou 6ill also need to focus energ# to de"elop intimate

&no6ledge of suppl# mar&ets on a glo,al scale and dri"e troug ne6 6a#s of

6or&ing ,et6een suppliers and te ,usiness)

Cost effect%*e


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O Relationsip and alliance management s&ills

O An entrepreneurial approac to te inno"ation and cost sa"ing opportunities in

suppl# mar&ets

3O Te a,ilit# to 6or& 6it oter ,usiness cultures2 and to organize effecti"e

lin&s ,et6een tem and teir ,usiness

&5,5) Caee %n H$-an Reso$ces

!nile"erCs people are teir most important asset) 'n Human Resources GHR2 #ouCll

support and de"elop tose people2 ena,ling tem to deli"er outstanding ,usiness

performance)

State'%c b$s%ness patnes

=eople in"ol"ed in uman resources are strategic ,usiness partners to all functions

facilitating2 guiding2 and elping in implementing te peopleNs process for gro6t)

Te# pla# ,ot a tactical and a strategic role 6itin e"er# aspect of ,usiness partners2

talent management2 recruiting2 management de"elopment2 training2 remuneration2

communications2 emplo#ee relations2 and 6elfare) Te# also act as arcitects2 of te

organisations and facilitate and e;pedite te de"elopment of indi"idual potential)

1oste%n' lea#esh%p ; 'o+th

'n Human Resources2 one is te ancor for ,uilding organizational capa,ilit#2 "alues

and ,eliefs) :ou 6ill ,e responsi,le for fostering leadersip and gro6t in te

organization)

To do tis #ou need4

O A real interest in o6 people dri"e te ,usiness)

O $trong interpersonal and leadersip s&ills)

3O Te strengt and integrit# to ta&e toug decisions 6en necessar#

/O $trong understanding of te o"erall ,usiness)

*O An interest in coacing and de"eloping people)

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&5,5, Caee %n 1%nance

>inance in !nile"er Banglades Ltd) is a,out ,eing S=artners in Ealue reationS4 itNs

a,out seizing opportunities to create "alue and 6or&ing 6it teir ,usiness teams to

set and deli"er aggressi"e targets)

I-po*%n' o*eall co-pan0 pefo-ance

F"er time #ou 6ill acuire tremendous ,readt and dept in finance s&ills and

,usiness e;perience) :ouNll gain a toroug grounding in teir compan#2 ,ecoming

familiar 6it its processes2 operations and ris&s and elping impro"e o"erall

performance) >rom tere te opportunities are di"erse2 ranging from positions in

ontrolling and 'nternal Audit to Treasur# and Management or >inancial Accounting)

O*e*%e+ of b$s%ness pocesses

A finance manager in !nile"er Banglades is uniuel# positioned to ta&e a ,road

o"er"ie6 of ,usiness processes2 &nitting togeter acti"ities across ,rands and

professions) 5it a deep understanding of all te strategic dri"ers of gro6t and

profita,ilit#2 #ouNll 6or& on o6 te# can cange and de"elop teir ,usiness to

,ecome 6orld class in all tat te# do)

>or >inancial management #ou need4

O $ound ,usiness a6areness? te dri"e to ensure te# get "alue for mone#2 it teir

financial targets and increase teir profita,ilit#? a talent for seeing ,ot detail and

te ,igger picture)

O A pro-acti"e approac to impro"ing te ,usiness and te communication s&ills to

6in support for #our ideas)

3O Te personal commitment to o,tain a professional accounting ualification2 if

reuired2 alongside #our initial de"elopment programme)

&5,5. Caee %n Info-at%on Technolo'0

A career in 'T gi"es at !BL #ou te opportunit# to impro"e te 6a# te# do ,usiness)

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Inno*at%*e technolo'0

As 6ell as loo&ing at inno"ati"e 6a#s of using and managing information2 #ouNll

e;plore ne6 6a#s of ta&ing us to mar&et2 impro"e ,usiness processes and use

tecnolog# to find ne6 6a#s of 6or&ing)

'f #ouNre interested in 6or&ing on a uge range of pro%ects2 a career in 'T at !BL could

,e for #ou) :ou could ,e part of a team de"eloping ne6 6a#s for us to 6or& 6it oter

organisations2 e;ploring ne6 mar&etplaces2 enancing teir connecti"it# 6it teir

distri,utors across te countr# and creating electronic e;canges) :ou could ,e on a

pro%ect team in partnersip 6it a ma%or retailer2 de"eloping a 6e,-ena,led tool for

promotions planning) :ou could e"en ,e part of te teams managing teir o6n

tecnolog# infrastructure)

5ate"er #our role is2 te# 6ill as& more from #ou tan %ust tecnical &no6-o6)

:ouNll need te communication s&ills to elp #our colleagues ma&e te most of #our

teamNs inno"ations) And2 of course2 te#Nll continue to train and de"elop #our tecnical

and ,usiness2 and competenc# s&ill sets)

1o %nfo-at%on technolo'0 0o$ nee#

O Te tenacit# to use tecnolog# to create ,usiness cange)

O ;cellent communication2 interpersonal and influencing s&ills)

3O A igl# logical approac to pro,lem sol"ing)

/O Te a,ilit# to understand tecnolog# and discuss 'T 6it non-tecnical colleagues)

&5,5/ Caee %n C$sto-e Mana'e-ent

Te ustomer Management team is responsi,le for te o"erall sales and distri,ution of

teir ,rands across te countr#) Te# are te ,ridge ,et6een te Brand Management

team and te onsumers)

Ban#s that -eet people=s nee#s

Te ustomer Management team ma&es sure tat te#2 as a compan#2 meet te

e"er#da# needs of people e"er#6ere troug ensuring tat teir ,rands are al6a#s

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6itin te reac of teir customers and consumers) To do so2 pioneering ne6 cannels

of distri,ution2 ensuring "isi,ilit# of teir ,rands troug attracti"e mercandising2

and de"eloping teir distri,utors to enance teir penetration and co"erage are crucial

responsi,ilities entrusted upon teir ustomer Management team)

Relat%onsh%p -a6et%n'

'ncreasing competition and te ad"ent of modern trade as compelled customer

management to sift from STraditional $alesS to STrade Mar&etingS) 5it more trade

sopistication2 te role of ustomer Management is e"ol"ing into Relationsip

Mar&eting 6ere annel De"elopment2 Mercandising2 and Distri,utor De"elopment

pla# a crucial part in &eeping te compan# aead of competition and in outpacing

mar&et cange)

>or customer management one needs4

O reat passion to acie"e targets)

O Eer# strong people management s&ills2 good anal#tical a,ilit#)

3O $trong customer orientation and te a,ilit# to de"elop action plans tat can meet

,ot te needs of teir customers and te ,usiness)

/O Real entusiasm and te pace for competiti"eness at retail)

*O =ractical creati"it# tat focuses on results)

.O Real dri"e to lead a team)

+O 5illingness to 6or& an#6ere in Banglades)

&5." Un%le*e Ban'la#esh L%-%te# at a 'lance

F"er te last four decades2 !nile"er Banglades as ,een constantl# ,ringing ne6 and

6orld-class products for te Bangladesi people to remo"e te dail# drudger# of life) F"er

90I of te countr#Cs ouseolds use one or more of our products)

&5.5! T0pe of b$s%ness

>ast Mo"ing onsumer oods ompan# 6it local manufacturing facilities2 reporting

to regional ,usiness groups for inno"ation and ,usiness results)

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&5.5& Opeat%ons

Home and =ersonal are2 >oods

&5.5) Const%t$t%on

&5.5, Po#$ct cate'o%es

Houseold are Fral are

>a,ric leaning Hair are

$&in leansing =ersonal rooming

$&in are Tea ,ased Be"erages

&5.5. Un%le*e ban#s


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5eel Eim

Lu; $ur f ;cel

Lif e,uo# Re;ona

>air Lo"el# Do"e

=ondNs Easeline

lose !p La&me

$unsil&

Lipton Taaza

=epsodent

lear

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&5.5/ Man$fact$%n' fac%l%t%es

Te compan# as a $oap Manufacturing factor# and a =ersonal =roducts >actor#

located in ittagong) Besides tese2 tere is a tea pac&aging operation in ittagong

and tree manufacturing units in Da&a2 6ic are o6ned and run ,# tird parties

e;clusi"el# dedicated to !nile"er Banglades)

&5.5/ E-plo0ees

!nile"er Fperations in Banglades pro"ide emplo#ment to o"er 02000 people directl#

and troug its dedicated suppliers2 distri,utors and ser"ice pro"iders) 99)*I of !BL

emplo#ees are locals and 6e a"e eual num,er of Bangladesis 6or&ing a,road in

oter !nile"er companies as e;patriates)

!nile"er 6ants to attract te ,est graduates to %oin in teir leadersip actions) Tis

report enligtens 6at t#pe of recruitment opportunities offered ,# !nile"er Banglades

Limited for uni"ersit# students and o6 te students can access tat opportunit#)

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CHAPTER )

L'TRAT!R RE'5


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)5! Def%n%t%on of ec$%t-ent

Recruiting is te process of finding attracting capa,le applicants for emplo#ment) Te

process ,egins 6en ne6 recruits are sougt ends 6en teir applications are su,mitted)

Te result is a pool of applicants from 6ic ne6 emplo#ees are selected)

According to Ro,ins2 Te ideal recruitment effort 6ill attract a large no of ualified

applicants 6o 6ill ta&e te %o, if it is offered) A good recruiting program sould attract te

ualified not attract te unualified) Tis dual o,%ecti"e 6ill minimize te cost of

processing unualified candidates8)

$o recruiting is a process of disco"ering potential candidates for te actual or anticipated

organizational "acancies) Fr from anoter perspecti"e2 it is a lin&ing acti"it#-,ringing

togeter tose 6it %o,s to fill and tose see&ing %o,s)

)5& 1actos Infl$enc%n' Rec$%t%n' Effot

Altoug e"er# organization engages in recruiting acti"it# some do so to a muc larger

e;tent tan oters)

a5 S%(e"

Large organization 6it uge manpo6er 6ill recruit muc more tan smaller

organization)

b5 E-plo0-ent con#%t%on"

'n te communit# 6ere te organization is located 6ill influence o6 muc recruiting

ta&es place)

c5 The effect%*eness of past ec$%t%n' effot"

't so6s itself in te organizationCs istorical a,ilit# to locate and &eep people 6o

perform 6ell) 'f it is effecti"e num,er of recruitment process 6ill ,e fe6)

#5 :o6%n' con#%t%on> sala0 ; benef%t pac6a'e"

Tese influence need for turno"er2 terefore te future recruiting of te organizations)

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e) Go+th of the o'an%(at%on"

Frganizations tat are not gro6ing2 or tose tat are actuall# decline2 ma# find little

need to recruit) Fn te oter and2 organizations tat are gro6ing rapidl# 6ill a"e moreneed of recruiting)

)5& Poss%ble Consta%nts on Rec$%t%n' Pocess

Te pool of ualified applicants ma# not a"e included te 7,estC candidate or te 7,estC

candidate ma# not 6ant to ,e emplo#ed ,# te organization) Tere are fi"e possi,le

constraints 6ic limit te managerCs freedom to recruit)

a5 The %-a'e of the o'an%(at%on"

'f te image percei"ed to ,e lo62 ten te li&eliood of attracting a large num,er of

applicants is reduced) Ten te image of te organization2 tere for2 sould ,e

considered a potential constraint)

b5 Attact%*eness of 7ob"

'f te %o, is unattracti"e2 recruiting a large ualified pool of applicants 6ill ,e

difficult for e)g) position for p)s) since tese %o,s traditionall# appealed to females

6oman a"e a 6ider selection of %o, opportunities) 't as resulted in a se"ere sortage

of secretarial %o,s)

c5 Intenal o'an%(at%onal pol%c%es"

'nternal organizational policies2 suc as =romote from 6itin 6ere"er possi,le8 6ill

gi"e priorit# to indi"iduals inside te organization) $uc a polic# 6ill ensure tat all

positions e;cept entr# le"el positions 6ill ,e filled from 6itin te ran&s) Altoug tis

is promising once one is ired2 it ma# reduce te num,er of applicants)

#5 Un%on e


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suc as p#sical appearance2 se; or religion ,ac&ground) o"ernment ma# impose

restrictions on tese matters)

f5 Rec$%t%n' Cost"

Recruiting ,# an organization is e;pensi"e sometimes containing a searc for long

period of time is not possi,le ,ecause of ,udget restrictions) $o recruiting cost can ,e

one of te important constrain of recruiting efforts)

)5) Rec$%t%n' So$ces

Recruiting is more li&el# to acie"e its o,%ecti"es if recruiting sources reflect te t#pe of te

position to ,e filled) ertain recruiting sources are more effecti"e tan oters for filling

certain t#pes of %o,s) Mainl# te sources can ,e di"ided into t6o 6a#s) Te# are discussed

,elo64

)5)5! Intenal so$ces

Man# large organizations 6ill attempt to de"elop teir o6n emplo#ees for positions

,e#ond te lo6est le"el) (o6 some internal sources are discussed ,elo64

a5 ?ob post%n'"

=osting notice of %o, openings on compan# ,ulletins ,oards is an effecti"e internal

recruiting metod) 't informs emplo#ees a,out openings reuired ualifications

in"ites ualified emplo#ees to appl#) Te notices usuall# posted on compan# ,ulletin

,oards or electronics ,ulletin ,oards or are placed in te compan# ne6spaper)

@ualifications oter facts are dra6n from te %o, anal#sis information) Te t#pes of

candidates ma# appl# ere in eiter of t6o 6a#s-troug G' $elf nomination and G''

Recommendation of a super"isor2 emplo#ees 6o are interested in te posted opening

report to te HR Department appl#)

b5 Depat%n' e-plo0ees"

Departing emplo#ees are tose 6o lea"e te organization ,ecause te# can no longer

6or& te traditional fort#-our 6or&6ee&2 cild care needs2 education or oters are te

common reasons) 'f tis situation is occur ten te emplo#er use Bu#,ac&) Bu#,ac&

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means 6en an emplo#ee resigns to ta&e anoter %o,s te original emplo#er out,ids

te ne6 %o, offer)

)5)5& E4tenal so$ces

'n addition to loo&ing internall# for candidates2 it is customar# for organizations to open

up recruiting efforts to te e;ternal communit#) Tese efforts are discussed ,elo64

a. A#*et%se-ent"

5en an organization 6ises to communicate to te pu,lic tat it as a "acanc#

ad"ertisement in one of te popular metod used) 5ant ad descri,es te %o,2 te ,enefits

and tells tose 6o are interested o6 to appl#) 't is te most popular metod) 't can ,e

placed in te factor# gate or 6idel# dispersed) (ormall# ,lue color %o,s are ad) outside

te plant gate) Te iger te position2 te more specified te s&ills2 or te sorter

suppl# of resources in te la,or force2 te more 6idel# dispersed te ad"ertisement is

li&el# to ,e) Te %o, anal#sis information is a ma%or source of information to place in

te ad"ertisement)

b. E-plo0ee efeals@eco--en#at%ons"

Recommendation from a current emplo#ee) An emplo#ee 6ill recommended if e

,elie"e te indi"idual can perform adeuatel#) mplo#ee referrals also ma# a"e

acuired more accurate information a,out teir potential %o,s) Te recommender often

gi"es te applicant more realistic information a,out te %o, tan could ,e con"e#ed

troug emplo#ment agencies or ne6spaper ad"ertisement)

c. E-plo0-ent a'enc%es"

5e 6ill descri,e tree forms of emplo#ment agencies4 =u,lic or state agencies2 =ri"ate

emplo#ment agencies2 managements consulting firm) Te ma%or difference ,et6een

tese sources is te t#pe of clientele ser"ed)

Gi Public agencies: 't is designed ,ot to elp %o, see&ers to find suita,le

emplo#ment and to elp emplo#ers to find suita,le 6or&er 6itout an# fee) Te

indi"iduals 6o are registered 6it te pu,lic agencies 6ill get te unemplo#ment

,enefits) $o it tends to attract list indi"iduals 6o are uns&illed or a"e ad minimum

training)34


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GPrivate agencies: =ri"ate agencies are ,elie"ed to offer position applications

of a iger cali,er) Te ma%or difference ,et6een tese t6o is tere image. =ri"ate

agencies ma# also pro"ide a more complete line of ser"ices) Te# ma# ad"ertise te

position2 initial screening2 pro"ide a guarantee) Te pri"ate emplo#ment agenc#Cs fee

can ,e totall# a,sor,ed ,# eiter te emplo#er or te emplo#ee2 or it can ,e split) 't

depends on te demand-suppl# situation in te communit# in"ol"ed)

G3 Head hunters/Management consultant: 't is special t#pes of pri"ate emplo#ment

agencies) Te# specialize in mid-le"el2 rare important top le"el e;ecuti"e placement

of te reputed organizations) >ees are paid ,# te emplo#er) 't is considered as unetical

,ecause te# engage 7stealingC) $o it is called ead unters)

d. Te-poa0 helps Se*%ce"

Tese t#pes of different organization can ,e a source of emplo#ees 6en indi"iduals are

needed on a temporar# ,asis) Temporar# emplo#ees are particularl# "alua,le in meeting

sort-term fluctuations in HRM needs) 't does not pro"ide recruits) Te# are a source of

supplemental 6or&ers) Te temporar# 6or&ers actuall# 6or& for te agenc#) During

"acation and pea& season-tese agencies can ,e a ,etter alternati"e)

*) Schools colle'es ; $n%*es%t%es"

5ate"er te educational le"el reuired for te %o, in"ol"es a ig-scool diploma2

specific "ocational training2 or a collage ,ac&ground 6it a ,acelorCs2 masterCs2 or

doctoral degree2 educational institutions are an e;cellent source of potential emplo#ees5

f. Pofess%onal o'an%(at%ons"

't includes la,or unions? operate placement ser"ices for te ,enefit of teir mem,ers)

Te =rofessional organizations include suc "aried occupations as industrial

engineering2 ps#colog#2 accounting2 legal2 academics) Tese organizations pu,lis

rosters of %o, "acancies distri,ute tese lists to mem,ers5

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g. E-plo0ee leas%n'"

5ereas temporar# come into an organization for a sort-term pro%ect2 leased

emplo#ees t#picall# remain 6it an organization for long periods of time) !nder a

leasing agreement2 indi"iduals 6or& for te leasing firm) 5en an organization as a

need for specific emplo#ee s&ills2 it contracts 6it te leasing firm to pro"ide a certain

num,er of trained emplo#ees)

)5, Select%on

$election is te process of select te ,est candidates for te %o, ,# using "arious tools and

tecniues)

According to R)M) Hodgetts2 $election is te process in 6ic an enterprise cooses te

applicants 6o ,est meet te criteria for te a"aila,le position)8

$o 6e can conclude tat2 it is te process in 6ic candidates for emplo#ment are di"ided

into t6o classes? tose 6o are to ,e offered emplo#ment and tose 6o are not)

)5. Test%n' '$%#el%ne

$ome ,asic testing guidelines are follo6ed in selection process 6ic are4

!se tests as supplements

Ealidate te tests for appropriate %o,s

3 Anal#ze all current iring and promotion standards

/ Be6are of certain tests

* !se a certified ps#cologist

. Maintain good test conditions

)5/ Def%n%t%on of %nte*%e+

'nter"ie6ing candidate is a potential screening tool tat gi"es an opportunit# to ma&e

%udgment on te candidatesC entusiasm intelligence to access su,%ecti"e aspects of te

candidatesC facial e;pression2 appearance2 ner"ousness so fort to predict future %o,

36


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performance on te ,asis of te o,tained information) 'nter"ie6 gi"es #ou a cance to size

up te candidate personall# and to pursue uestioning in a 6a# tat test cannot)

)5 T0pes of Inte*%e+

'nter"ie6s can ,e classified according to structured inter"ie6 and unstructured inter"ie6)

a St$ct$e# %nte*%e+"

't is &no6n as directi"e inter"ie6) 't is an inter"ie6 follo6ing a set of uestion

response are specified in ad"ance)

b Unst$ct$e# %nte*%e+"

't is &no6n as non-directi"e inter"ie6) 't is an unstructured con"ersational- st#le

inter"ie6) @uestion is as&ed as te# come to mind) 't allo6s te inter"ie6er to as&

follo6-up uestions2 ,ased on te candidateCs last statement)

37


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CHAPTER ,

RR!'TM(T '( !('LER BA(LAD$H

L'M'TD


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,5!" Rec$%tes irst2 !nile"er is suc a ,ig organization tat reuires uge man po6er e"er# #ear for its al6a#s ,oosting

operations in "arious le"el and arena) Ho6e"er for common ,usiness operations te# need

Tree t#pe of manpo6er

) 1esh 'a#$ates as 6no+le#'e +o6e>

) Spec%al%st e4pe%ence# people fo spec%al p$pose

3) People fo S6%lle# an# labo base# e*ents

$o in our discussion 6e 6ill focus on all te tree t#pes)

1esh 'a#$ates as 6no+le#'e +o6e

ommonl# 6e discuss and learn ma%or a,out tis le"el recruitment and selection) Te fres graduatesC

recruitment is in fact te main and ma%or recruitment e"ent for !nile"er)

>rom across te countr# te# get people for teir recruitment) Te uni"ersities in te countr# pro"ide te

people to ,e &no6ledge 6or&er in ,ig organizations li&e unile"er and suc) >or tis te# igl# suit te

,usiness graduates =assed from reputed ,usiness scool or institutes ,ot from countr# and from a,road)

Te discussion is no6 designed as to te follo6ing four terms4

) =ersonnel planning and "acanc# announcement

) (ature of Application form

3) Recruiters ualification

/) cannels of recruitment

*) Recruitment- onstraints and callenges

/)) Pesonnel plann%n' an# *acanc0 anno$nce-ent

Human Resource department eaded ,# Te HRM2 recei"es data a,out need of personnel2 te "acanc#

information is ten anal#zed ,# HRM in colla,oration 6it te finance department 6it financial

feasi,ilit# of te recruitment) After %udging te feasi,ilit# te appro"ed num,er of "acancies is informed

to te %o, mar&et troug strong mass media) As means of media te# use


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Te internet2

O Fnline ,ased %o, portals

O nglis and ,angla ne6s paper

3O Fn campus recruitment

/O >rom 'ntern in"entor#)

/)) Rec$%tes9


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40


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:al6s8 %ns an# +%te8 %ns

5al&s in are %o, see&ers 6o arri"e at te HR department in searc of a %o,? 6rite ins are

tose 6o send a 6ritten inuir#) Bot groups normall# are as&ed to complete an application

,lan& to determine teir interests and a,ilities) !sa,le applications arte &ept in an acti"e file

until a suita,le opening occurs at te !BL) Tese occurs mainl# for s&ill ,ased la,or 6or&erand for part time pro%ect %o,s or contract ,asis program implementing or running %o,

) E-plo0ee efeals

>or lo6er le"el 6or&ers2 !nile"er follo6 te emplo#ee referrals procedures) Tis is te

procedures 6en e;isting emplo#ees refer one ne6 and te ne6 is considered to ,e furter

%udgment) >or "arious dail# operations li&e tra"elling te product carr# and collecting small

mar&et re"enue) !BL needs trust6ort# root le"el 6or&er) Te#2 so follo6 ere te reference

of oter emplo#ee in te organization so tat guaranteeC performs securel#)

) A#*et%s%n'

!BL ne;t to emplo#ee referrals in fact for fres graduates ma%orl# follo6 te ad"ertisement

procedure for recruiting purposes) Te# ad"ertise in te reputed nglis and Bengali (ational

papers) Te# also use te internet for online application)

>or te online recruitment te applicants get Trac&ing (um,er tat is a uniue num,er

automaticall# generated ,# te Fnline $#stem at te time of E su,mission) Te applicant

pro"ides te pass6ord at te time of filling te E >orm) Bot te Trac&ing (um,er and

=ass6ord 6ill ,e needed if one 6ants to editQupdate ones E Fnline) To updating te E isenoug2 entering te trac&ing num,er and pass6ord after clic&ing at te S!pdate ES lin& at te

!nile"er Banglades areer =age)

UFnline do6n loada,le form address is added at te end of te report teV

/) P%*ate place-ent a'enc%es ; Pofess%onal seach f%-s"

!nile"er use se"eral pri"et placement and uman resource management assisting firm for

teir recruitment tose are

-) Te onsumer& tat 6or&s in te Da&a U666)consumer&)comV

)

Te intellectual propert# rigt organization Banglades

U666)ipro,)orgV

3) 1o,scncl)com Da&aU666)%o,s)comV

/)


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41


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E#$cat%onal %nst%t$t%ons ; Pofess%onal assoc%ates

More o"er te organization ta&es its manpo6er from te uni"ersities and educational

institutions across te countr#) Te nation6ide uni"ersities and its important institutes

pro"ide te potential graduates as te emplo#ee of te organization) !nile"er does te same

%o, 6it te ,usiness scools of te countr#2 oter discipline fres graduates ands especial 'Tand engineering graduates passed from reputed engineering uni"ersities of te countr#)

>rom discussion 6it HRM it 6as &no6n tat teir preferred institutions range from 'BA2

B!T2 D!2 K!2 Brac !2 ($!2 A'!B2 1!2 to ittagong !ni"ersit# and suc) Again tis

uni"ersit# campus is often eaded ,# often a panel of associates) Te =rofessor of tese

institutes 6o 6or& for !LB refers or primaril# places te recruitee to central HRM)

*) Intenat%onal ec$%t-ent

$ometimes2 especiall# in importance of cases international recruitment occurs in !LB)

Ho6e"er suc rare e"ents appen if te candidate sta#s in a,road or are 6or&ing ininternational compan# on foreign land) Anoter 6itin te organization recruitment in most

senior post occurs 6it international recruitment process) Te process is done troug -

recruitment) $uc case occurs in inter su, continental recruitment of !('LER 5orld)

,5&5! Intenal ec$%t-ent channel

urrent emplo#ees are a ma%or source of recruits for all ,ut entr# - le"el positions of unile"er

Banglades ltd)) 5eter for promotions or for lateral %o, transfers2 internal candidates alread# J

&no6 te alread# informal organization and a"e detail information a,out its formal policies) 'n

fact for unile"er tis sort of recruitment is occurred onl# 6it especial purpose e;perienced

emplo#ee recruitment) 't is freuentl# occurred in te Brand Management department) >or seniorposts in Brand Management2 emplo#ees recruitment ta&e cannel troug te internal uman

resource in"entor#

1o, posting programs appens in te 6a# tat te Regional $ales Manager R$M in Kulna is

ne6l# appointed on Da&a as te sales cief)

,5)" Nat$e of Appl%cat%on fo-

After getting information2 uge applicants appl# for !nile"erCs entr# le"el posts) Te posts are designed

6it different title for different ,ranc of operation li&e earlier stated . departments for operation -

Brands De"elopment>$uppl# ain management>Human Resources>>inance>

'nformation Tecnolog#>ustomer Management5

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Te application forms are produced o"er internet on online as 6ell printed copies to campus of

different institute) >or all te le"els te form are ali&e) 'nterested candidate for different ,ranc6ill mention te interested field

'n te online tere are different forms one for entr# le"els anoter for e;perienced people) A

dumm# of application form collected from te internet 6ill ,e produced at te end of te report)

Te# ta&e some elp from consumer mar& ltd) A uman resource management and mar&eting

assisting organization of Banglades for teir customized needs of recruitment and selection)

,5, Rec$%t-ent " consta%nts an# challen'es

Recruiters face suc common constraints 6ic are4

) B%asness"

Most of te time2 te organizationCs emplo#ers tr# to appointment teir relati"es2 familiar

person)

) Rec$%te hab%t

A recruiterCs past success can lead to certain a,its) Admittedl# a,its can eliminate time-

consuming decisions tat #ield te same ans6ers2 ,ut a,it ma# also continue past

mista&es or a"oid more effecti"e alternati"es)

3) Co-pet%t%on of talent

Tere is a lac& of "ast talent people in Banglades for te special tas&) Te potential %o,

applicants most of te time canCt meet up !nile"er reuirement) >e6 talent gu#s 6o as

alread# appointed 6it oter multinational compan#) And unile"er need to compete 6it

oter multinational organization to ire s&illed manpo6er)

/) ?ob e


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CHAPTER .

$LT'F( =RF$$ '( !('LER

BA(LAD$H L'M'TD


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$election is te process of select te ,est candidates for te %o, ,# using "arious tools and

tecniues)

'n our countr#2 recruitment and selection process 6or& simultaneousl#) Tose are %oined

term as emplo#ment function of te organization and tis emplo#ment function is stated

ere for !nile"erCs practices)

.5!" Recept%on of appl%cat%on

After accomplising te recruitment process2 !nile"er go to te selection process 6ere

te# start te process 6it te reception of application form filled up troug internet

online form) After scrutinizing te data2 te# select applications for 6ritten test)

.5&" E*al$at%n' efeence an# b%o'aph%cal #ata

At te second stage of e"aluating te data2 te# "erifies te "alidit# autenticit# of te

information presented on te form as 6ell as reference of te emplo#ee troug references)

.5)" E-plo0-ent test

Tis 6ritten test measures te candidates

) Anal#tical a,ilit#

) omputation a,ilit#

3) Eer,al s&ill

/) 5ritten s&ill

*) eneral &no6ledge

More a,o"e .*I mar&s ensures applicants pass)

.5," Assess%n' can#%#ate tho$'h %nte*%e+

Mainl# tree steps are follo6ed in te selection procedure) 'n te first stage te candidates

are in"ited for a "i"a 6it sales and training manager2 Da&a in is ulsan office) A

uman resource manager also e;ist tere) 'n tis "i"a te candidates situation andle

a,ilit# is measured)

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Secon# phase"

't is te "i"a 6it te general sales and operation manager G F$M2 and trade mar&eting

manager )in tis stage indi"idual s&ill is measured) Te uestion tries to measure out te

fitness of te candidate for te post)

Th%# phase"

'n tis stage te applicant face te HRD customer de"elopment team GDT tis pase

measure te applica,ilit# of te applicantsC potential for te %o,s) 'n tese stage 6# te

applicant prefers te !nile"er and 6# it 6ould li&e to %oin te e;pected team) Te

uestions tr# to measure te passion and te trill in te emplo#ees or !nile"er)

.5." Co'n%t%*e ab%l%t0 test

Tere is no recognized cogniti"e a,ilit# test for !nile"er selection process) Ho6e"er2 te

6ritten test troug its anal#tical uestions te dose te cogniti"e test on applicantCs

mentalit#)

.5/" Ph0s%cal ab%l%t0 test

Te p#sical test is administered ,# Apollo Hospital Da&a to measure te H'E2 Hepatitis

B2 or suc man# diseases in its applicantCs ealt and fitness for %o, effort)

.52" :o6 sa-ples

>or some tecnical %o,s !nile"er follo6s te 6or& sample test on particular emplo#ee li&e

te one of >inance and 'T)

.5" H%%n' #ec%s%on

>inall# te e"er# step success ensures an applicant %oin in te !nile"er famil#)

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CHAPTER 2

RFMM(DAT'F( A(D F(L!$'F(


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25! Reco--en#at%on

After going troug te report 6e dra6 some recommendations 6ic are4

) 5e a"e to suggest !nile"er Banglades to arrange on campus8 recruitment) 'n our

sur"e# 6e get a common scenario tat on campus8 recruitment process moti"ates

te student to entusiastic2 creati"e and rigorous) $tudents tr# to so6 e;tra ordinar#

performance and perform teir inno"ati"e ideas) inno"ati"e) Te# come 6it ne6

idea and 6or& ear and soul to accomplis teir tas&) Fn campus8 recruitment

assures students to get a ,etter %o, after completing graduate) As a result 2 it reduces

teir 6aste of time to searc a ,etter %o, and compan# get genius and meritorious

people 6o are ungr# for success and perform teir inno"ati"e acti"ities 6it fullof entusiasm)

) !nile"er entr#-form is so complicated and some information 6ic is as&ed for

appl# is not a"aila,le all time) Fur recommendation to minimize te entr#-form and

ma&e it eas# presentation for all potential applicants)

25& Concl$s%on

Te report as attempted to point out recruitment and selection process in !nile"er

Banglades) Toug tere is no HR department in !nile"er Banglades Kulna regional

office) $o 6e face some little ,it pro,lem to collect te necessit# information) 5e can get

little information a,out recruitment and selection process in !nile"er Banglades) 5e a"e

to communicate 6it !nile"er Banglades ead-office in Da&a) After fe6 refusals2 at last

6e are a,le to collect information from !nile"er Banglades HR department ,ut it curtails

our time duration to prepare a ric full report) 5e also ta&e support ,# some secondar#

reports as 6ell as internet and !nile"er report pu,lication) 5e a"e to ignore some

confidential data)

50


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CHAPTER /

ANAL3SIS AND 1INDINGS


61/63

/5!" The t0pes of ec$%t-ent %n Un%le*e Ban'la#esh L%-%te#

!nile"er follo6 tree t#pe of recruitment process2 6ic are4

O >res graduates as &no6ledge 6or&er2

O $pecialist e;perienced people for special purpose

3O =eople for $&illed and la,or ,ased e"ents

/5&" The t0pes of select%on %n Un%le*e Ban'la#esh L%-%te#

!nile"er follo6 some selection e"aluation test to select te ,est candidate2 6ic are4

O mplo#ment test

O Assessing candidate troug inter"ie6

3O ogniti"e a,ilit# test

/O =#sical a,ilit# test

/5)" The fe


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BIBLIOGRAPH3

Refeence Boo6s

Dessler ar#2 Human resource management2 0t

edition2 =rentice Hall2(e6 1erse#2 00*

Da"is Keit 6erter 5illiam2 Human resource Management2 *t

edition2 Mcra6 Hall2 (ort America2 99.

Repot

Annual report 003-00/2 !nile"er Banglades Limited)

Intenet

+++5 cons$-e5co-

+++57obscnel5co-

+++5%nno*at%on(en5co-

+++5$n%le*e5co-5b#

Spec%al Than6s"

>erdaus :ousuf2 H)R) ma,nager2 Da&a

Mr) $oai, Amed2 Recruitmetn officer2 Head-oofice2 Da&a

Md) Masudur Raman2 territor# manager2 !nile"er Banglades2

Kulna =)@) Amed2 Media ontract

Ra#sal AmedC Territor# Manager2 Barisal


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24926792 Recruitment and Selection Process in Unilever Bangladesh Limited

Documents

te contet of te

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e 6ouldal6a