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HRM 430

Human Resource Practice in Bangladesh

Faisol Chowdhury

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Acquisition

y Acquisition is an important process for any organisation as success orfailure of the organisation ultimately is the resultant of output ofindividuals.

y Acquisition refers to a set of activities initiates at recruitment; followedby selection and concludes with induction and training of the newrecruit into the position.

from my first day, I understood the importance of getting the right people.- Jack Welch

Ernst & Young HR Practices Survey BD 2006-2007 2

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Talent Acquisition Process

y The process followed for talent acquisition varies across geography andindustry.

y Generally the source of talent and system of selection depends on

y Demography economic condition, education, employment

y Industry labour intensive or technology based

y

Target role position for which talent acquisition is being done


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Talent Acquisition in Bangladesh

y Bangladeshi workforce is

y Labour intensive

y Large portion of workmen are semi skilled and unskilled

y Recent arrival of fund from different business organisations and MNCshave also resulted in opportunities for new ventures as well as raisedthe level or organisational performance.

y Bangladesh at this moment needs

y large number of professionally trained managers (in mid and lowlevel)

y Knowledge and skilled people (IT and other specialisation)


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Talent Acquisition in Bangladesh (continue)

y A shift in the approach and refinement of the recruitment andselection process of talent acquisition is required.

y Existing talent acquisition system can be discussed into threedimensions:

y Standardise system of recruitment and selection

y Developing employer brand image to attract talents

y Stress on recruitment from pool of talent internally available(internal recruitment)


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StandardisedSystem of Recruitment

Organisations having standardised recruitmentsystem

0

20

40

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80

100

Fina

ncial

Healthc

are

Manufactu

re

Grou

p

Telec

om,IT

Txtl,

Grmnt

FMCG NG

O

Othe

rs

y Majority of the organisations are following standardisedrecruitment system.

Ernst & Young HR Practices Survey BD 2006-

2007 6

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Manpower Requirement Analysis

y Organisations plan requirement of manpower in terms of number andskill. This plan largely depends on the business plan and trends ofemployee attention.

y Manpower planning is a process by which an organisation prepares aninventory of skills and potential available in the organisation.

y It is a tool in the hands of higher management to equip themselves

with the necessary data on human resources available / required withinthe organisation and from outside.


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Manpower Planning

The basic units of manpower planning are: Knowledge & skill.

It is ensuring that the organisation:

y has the right types or kinds of knowledge and skillsy has the right level or degreey has the right number of employee needed

y to do the right tasky at the right placey in the right time

y and all performing activities are necessary to align with the corporate,long term goal.

Dessler et al. 2004 8

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Manpower Planning (continue)Or a isa i s avi a p wer pla i

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40

60

80

100

inan

ial

ealth

ae

Man

ufa tu

e

o

up

eleo

,I

tl,

nt

M the


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Manpower Planning (continue)

y 63%of the organisations across industries have data on manpowerplanning for the next 1 to 2 years.

y

Manufacturing, conglomerates (group of companies / industries),textiles & garments, NGO and other non profit organisations sectors,less than 50% of organisations have manpower planning.

y This is due to the labour intensive nature of the industry with abundantsupply of labour.

y When knowledge economy will emerge and the industry will shift toservice from manufacturing, these organisation will have to carefullymap their manpower requirement.


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Recruitment

y Bangladesh, by virtue of its social set-up, encourages extended familiesbuilt on strong relationship.

y In such a set up, tendency to prefer recruits who come through known

contacts within the system.y The system had been effective so far.

y With increased requirement of professionals, a more structured andmethodical approach can be advocated.

y Recruiting top level managerial employees and highly skilled peopleneeds involvement of external consultants, high level HR expertise.

y External consultants can provide bigger pool with wider diversity ofpeople.

y Organisations becoming savvy with these channels will have greateraccess to managerial talents.


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Recruitment Channels Used by Employers

Recr ment Channels

0 20 40 60 80 100

Newspaper

Consultants

Internal

Personal Contacts

Referrals


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Competency Based Recruitment & Selection

y Competency based recruitment results in selecting someone based ontheir basic skills required for the job and also as per their fitment withthe organisations values, cultures, relationships, and processes &

systems.

y It is a two way selection approach as it helps the individual and theorganisation to judge whether he has the competencies required toundertake the job and organisations culture.

In Delta Airlines of USA, all jobs above the entry level are filled by internalpromotions rather than outside recruitment.


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Competency Based Recruitment & SelectionOr ni ion u ing Pr i ing omp n y B drui m n & S ion

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20

40

60

80

100

Fina

ncial

Halthcare

Man

ufacture

Group

Telec

om,IT

Txtl,

Grmnt

FMCG NGO Ot

hers


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Branding for Recruitment

y As an employer, most of the organisations (worldwide) are investing inbuilding their brand image to attract probable best candidates.

y Organisations targeting universities, professional institutes to build aclose connection with the students.

y Sponsoring events, arranging job fairs, getting associated with seminars& programs, CSR are example of image building.

y A strong organisational image attracts talented people to join and staylonger terms in the organisation and thus reduce attrition.


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Branding for Recruitment (continue)Organi ati ns investing in brand imaging to attract

talents

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20

40

60

80

100

Financial

Halt

care

Manufacture

Group

Telec

om,IT

Txtl,

Grmnt

FMG

NGO

Ot

ers


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Induction, Coaching, Mentoring

y Induction needed for grooming up the new recruit as per the cultureand systems of the organisation.

y Coaching helps the recruiter to take up the role with completeunderstanding of his deliverables, accountability and responsibility.

y Mentoring Mentor gives moral support and organisation relatedadvice to the employee.

y These 3 things are needed to increase a persons engagement withorganisation.


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Induction, Coaching, Mentoring (continue)

Organ sat ons hav ng nduct on fornew recru ts

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20

40

60

80

100

Fina

ncial

ealth

care

Man

ufacture

Group

Telec

om,IT

Ttl,Grmnt

FMCG NGO Ot

hers


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Internal Recruitment

Benefits of internal recruitment

y Offering career development to employees.

y Employee satisfaction and continuous improvement process forpromotion.

y Existing employees are well trained and well aware of the culture andsystems.

y Reduce time, money, energy and effort.


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Internal Recruitment (continue)Organi ati ns filling-up acanci s y internal

recruitment

0

20

40

60

80

100

Fina

ncial

Halt

care

Man

ufacture

Group

Tele

com,IT

Txtl,

Grmnt

FMG

NGO

Ot

ers


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Internal Recruitment (continue)

y Internal job posting A system followed to communicate to all theemployees about the vacancies within the organisation and identifysuitable candidates for available posts.

y Succession planning Process of identifying talents who could begroomed up for key positions in future in an organisation, and thendesigning grooming plans.


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FinalIssues

y An extended family culture in Bangladesh influences recruitment.

y Employers prefer hiring through known contacts.

y Newspapers continue to be the most commonly used source of

recruitment.y Though a large number of organisations fill vacancies at middle and

senior levels from existing employee pool, significant importance is notattached to the process of succession planning.

y The innate potential of employer branding is not sufficiently tapped in

winning the war for talents.

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References

Dessler, G., Griffiths, J., Lloyd-Walker, B., (2004),Human Resource Management, 2nd ed.,

Pearson Education, Australia.

Ernst & Young, MCCI, (2007),HR Practices Survey Bangladesh 2006-2007.

Manpower, n.d., [online, retrieved on 03/06/2008], available at:

http://www.manpower.com.bd/index.html

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430 lecture 2

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