Sonali Bank PDF

Daffodil International University
Institutional Repository
Business Administration Project Report of BBA
2013
An Analysis of Selection and

Recruitment Process of SONALI BANK LTD.
chakma, Rumu
http://hdl.handle.net/20.500.11948/936
Downloaded from http://dspace.library.daffodilvarsity.edu.bd, Copyright Daffodil International University Library
Internship Report
On
An Analysis of Selection and Recruitment Process of

SONALI BANK LTD.
(A study on Uttara Branch)
DAFFODIL INTERNATIONAL UNIVERSITY
102, Shukrabad, Mirpur road, Dhanmondi, Dhaka-1207
Internship Report
On
An Analysis of Selection and Recruitment Process

Of
SONALI BANK LTD.
(A study on UttaraBranch)
Prepared By
Rumu chakma
Id:082-11-441
BBA Program
Daffodil International University.
Submitted To
Dr. Zakir Hossain
Professor
Department of Business Administration
Date of Submission
00-0-2013
©Daffodil International University Library Page 2

Banking business is a appearing to be the dominant factor in recent years. Long before,
since the emergence of banks and similar activities was to attracting people to save
valuable possession and engaging more people in it. But with the changing in time and
technology and the pattern of Bank business activities has also changed. It is now
changing in everyday with the changing world with competent man and cutting edge
technology to fulfill its goals for managers because most organizations need information
systems to survive and prosper. Information system can help companies to extend their
reach too for away Locations. Offer new products and services, reshape jobs and
workflows and perhaps profoundly change the way they conduct business.

ACKNOWLEDGEMENT
First of all I am very much grateful to god help me to complete my internship program
successfully.
Completion of anything requires supports from various sources. I am very fortunate to get the
sincere guidance and supervision from a number of people, Foremost; I would like to convey my
sincere gratitude to Professor, Dr. Zakir Hossain for his encouragement and cooperation in
writing this report. I am also indebted to him for his constant guidance.
My family and friends also assist me in every step of my work. Whenever I need them, I found
them beside me.
I am very much grateful to the official of SBL who extended their enthusiastic coop cooperation
during my internship period.
Each and every senior officer principal officer lost their interest to give answer for my numerous
queries. Their disciplines in work inspired me a lot.
Beside I would like to express my sincere gratitude to all my course mates for their constant help
and inspirations in my internship period, Finally, I would like to convey my best regards to Dr.
SK. Md. Golam Saklayen (Principal) and Shamim ara Begum (faculty member) of Sonali Bank
Staff College, Dhaka.

Letter of Transmittal
To
Dr. Zakir Hossain Professor
Dhaka- 1207
Sub: Submission of internship report.
Dear Sir,
I have the honor to state that I am submitting herewith my internship report on selection and
recruitment process of Sonali Bank Limited. I have been placed in Sonali Bank Stuff College of
Sonali Bank Limited.
I have worked in Sonali Bank Stuff College from 11th October 2012 to 11th January 2013. I hope
prepared this report based on my exposure to Selection and Recruitment Process Of Sonali Bank
Limited.
It would be pleasure for me if this report can serve its purposes and I will be available to explain
your queries if you feel necessary.
Thinking you
Sincerely Yours,
………………………………..
Rumu Chakma
ID: 082-11-441
BBA Program
Daffodil International University.

Letter of Acceptance
This is to certify that Rumu Chakma ID: 082-11-441 is a student of the department of Business
Administration of Daffodil International University. She has prepared her internship report under
my supervision which is a basic requirement of his B.B.A degree. She is active, sincere,
meticulous, hard working, dutiful and amiable.
I wish her success at every step of his life.
……………………………………
Dr. Zakir Hossain
Professor,

EXECUTIVE SUMMARY
National Bank of Pakistan was the largest commercial bank in the then East Pakistan. After
liberation of Bangladesh in 1971, this bank along with two smaller banks, Premier Bank and Bank
of Bahawalpur were merged into Sonali Bank. The bank was nationalized under Government order
P.O.26, 1972.This bank was transformed into a Public Limited Company under 100% ownership
of Government and started functioning as Sonali Bank Limited on 15 November, 2007.
Sonali Bank Limited is the largest nationalized commercial bank in Bangladesh. Every person
must have seen a branch of Sonali Bank in his/her local area. It is a service oriented company and
providing different customer services to its clients through its various operations. The management
of the bank is aware that without providing qualified services the bank will not be able to survive
in this competitive business arena. By providing qualified customer services the bank will be able
to retain its existing customers and attract new customers. It is the quality that determines the
position and prospective of the bank. The objective of this report is to reveal feature of selection
and recruitment process of Sonali Bank Limited and find out the weak areas and
recommendations to recover these.
After the introduction of financial sector reform policy and Banking Company act 1991.change the
banking sector of the country are very remarkable. Activities of different dimensions, modern,
systems and methods of working and better policies have been taking place in the banks.
Successful application of these methods and policies in different banks for providing efficient
services enhance performance of them. the evaluation of customer services quality is a result of
this trend.
During the internship period in sonali bank limited I analyzed some data and finally come to a
conclusion with some recommendation to the bank.

TABLE OF CONTENTS
Topic Page No
Preface
Acknowledgement
Letter of Transmittal
Letter of Acceptance
Executive Summary
Introduction 1
Origin of the Report 1
Objective of Report 1
Methodology 1
Scope of the Report 1
Limitation 1
SBL Profile 2
History of Sonali Bank 3
Vision 3
Mission 3
Sonali Bank At a glance 3
Management of Sonali Bank 3-4
Functional Structure 4
General Banking 5
Account Opening 5
Current account 5
Saving deposit 5-6
Fixed deposit account 7
STD account 7

Call Deposit Account 8
DPS 8
Education deposit scheme 8
Telegraphic Transfer 8-9
Local short Credit 9
Receiving and Payment 9
Cash Receiving Procedures 10
Payment Order 10
Payment 11
Sale Encashment/Purchase 11
Locker Service 11
ATM 11-12
Credit Division 12
Consumer Credit Scheme 12
Over draft credit 12-13
Housing Loan 13
Small Loan 14
Mid-term Loans 14
Transport Loan 14
Industrial Banking
 Credit Schemes 15
Other working Division of Sonali Bank 15-17
 SME
 Retail Banking
 Credit Card
 Islamic Banking
 Import & Export Business

 Hasanah
 Deposits
 Remittance Business
18-19
Theoretical Analysis of Selection and Recruitment Process
 Introduction
 Selection and Recruitment
Aim of Selection and Recruitment 19
 Recruitment
 Selection
20
External Recruitment
20-24
The recruitment process
 Advertising the role

 Selling the job to potential applicants.
24
Undesirable consequences of poor recruitment
Effective Recruitment Steps 24-25
25
Overview of Selection Techniques
 Curriculum Vitaes / Resumes and written Applications

 Conducting Interviews
 Reference checks
Induction and orientation of new workers
26
26
Employer CV
27
Information packs
27
Phone or written replies
28
Size
28
Cost

Acknowledging applicants 28
The selection process 28
Setting selection criteria and selection techniques
 Structured interviews 28-29
 Practical work tests
 Reference checks
 Role play
 Personality tests
 Notifying applicants of an interview
Interviewing
30
 One or two interviews
Training
The Selection and Recruitment Process of Sonali Bank Limited 30-31

 Types of Recruitment 31-32
 Recruitment Sources and Methods
Selection Process
 Receipt of Applications 32-33
 Sorting out of Applications
 Informing Candidates
 Written Tests
 Interview
 Final Approval by Competent Authority
 Physical Examination
 Joining and Placement

Characteristics to Look for in Different Stages of Recruitment
34
Appointment
 Classification of the post 34-35
 Nationality
 Age
 Physical Fitness
Termination of services
 Termination 35-36
 Resignation
 Retirement
Performance Appraisal, Provident fund and Gratuity

 Performance of Sonali Bank 36-37
 Provident fund
 Gratuity
 Records and Service
 Working Condition
 Loan Facilities
Performance Bonus and Other Bonus
 Allowances 37
 Medical Facilities and Health Insurance
 Employee Feedback
Accumulated Findings of our Survey
 Human Resources Planning
38
 Job Analysis
 Job Evaluation
The Selection and Recruitment Policy of Sonali Bank Limited
 Recruitment Procedure 38-55

Identification of main problems and findings

Recommendation 56
Conclusion 57
57
Reference

Introduction
The recruitment and selection processes of an organization are two of its most important HR
planning activities. The basic purpose of recruiting is to ensure a sufficient pool of applicants from
which the most qualified individuals may be selected. Effective recruiting is important because
sufficient number of qualified applicants is needed to ensure that selection can be successfully
accomplished.
Origin of the Report

This report is a requirement of the internship program which is an important part of the BBA
degree requirement. As the supervisor has advised me to develop a thorough understanding of the
recruitment and selection processes of Sonali Bank Limited (SBL), this report will be prepared on
those aspects of the HR practices of SBL.
Objectives of the Study

The objectives of this study will be:
 To evaluate the current selection and recruitment policy and process of Sonali Bank
Limited.
 To find out the weaknesses of the current policy.
 To suggest improvements to the policy.
 Theoretical analysis of selection and recruitment
 Analysis current selection and recruitment of Sonali Bank Limited
 Recommendations regarding the selection and recruitment of Sonali Bank Limited.
Methodology
In the preparation of this report, data has been collected from both primary and secondary sources.
In-depth interviews of some of the employees of the HR Division of Sonali Bank Limited have
been conducted to gather necessary information. Also, the Recruitment and Selection Policy of
SBL has been consulted in preparing this report. Moreover, text books, the internet, the annual
report of Sonali Bank Limited etc. have been used to collect information.
Scope
The scope of this study is only the recruitment and selection policy and processes of Sonali Bank
Limited.
Limitation
The major limitation of this report is that some confidential information was not available for the
purposes of this report.

COMPANY OVERVIEW
SBL PROFILE
Registered Name Sonali bank Limited

Known As SBL
SWIFT Code BSONBDDH
Category Commercial
Type Public
Date of Registration 1972
1st Branch Motijheel Branch, Dhaka
Opening Ceremony 1972
Head office Sonali Bank Limited, 35-42, 44 Motijheel C/A,Dhaka -1000,
Bangladesh.
Phone +880-2-9550426-31, 33, 34
Fax +88-02-9561410, +88-02-9552007
Email sbhoid@bdmail.net , sbhoitd@btcl.net.bd
Website www.sonalibank.com.bd
Official Logo
Managing Director Md. Humayun Kabir

Managing Director &CEO Prodip Kumar Dutta
Branch 1200
Number of Employees 2187
Authorized Capital Taka 2000 Billion
Paid-up Capital Taka 1125sBillion
Local Partnership of Public Limited Company under 100% ownership of Government
Capital
Services provided Deposit Scheme, Credit Facility, money transfer and Foreign
Exchange Services.
Banking operating system Both conventional and foreign system (E-Banking Software by Dextop
corporation ltd.)
Technology used Member of SWIFT, online Banking, Sonali based Computer system.
[NB: Information as per last Annual Report 2011]

History of Sonali Bank
Sonali Bank Limited, the largest & leading commercial bank of the country, came into being in
1972 immediately after the emergence of Bangladesh as an independent state. A fully state-owned
enterprise, the bank has been discharging its nation-building responsibilities by undertaking
government entrusted different socio-economic schemes as well as money market activities of its
own volition, covering all spheres of the economy. Sonali Bank Limited singularly enjoys the
prestige of being the agent of the Central Bank of Bangladesh in such places where the guardian of
the money market has chosen not to act by itself. Sonali Bank Limited is governed by a Board of
Directors consisting of 9(nine) members headed by a Chairman. The Bank is headed by the Chief
Executive Officer & Managing Director, who is a well-known Banker and a reputed professional.
The head office of the bank along with its corporate structure is located at Motijheel, Dhaka, and
the main commercial center of the capital. Sonali Bank Limited extends all the major personal
banking facilities and services to its customers with its skilled manpower and largest network of
around 1187 branches covering all the urban and remote rural areas of Bangladesh.
Vision:
Socially committed leading banking institution with global presence.
Mission:
Dedicated to extend a whole range of quality products that support divergent needs of people
aiming at enriching their lives, creating value for the stakeholders and contributing towards socio-
economic development of the country
Sonali Bank At a glance
SBL is one of the largest public banks in Bangladesh. Recently it is going to introduce shares. It
operates through One Head Office, 30 main divisional offices, 6 General Manager’s Office, 42
Principal Office, 19 Regional Office and 198 fully computerized branches, ensuring best possible
and fastest services to its valued clients and efficient management.
Management of Sonali Bank
The Board of Directors is the top of Management, which is constituted in teams of the Bangladesh
Bank’s Nationalization Order 1972. Management hierarchy of Sonali Bank is given blow:
Board of Directors (BOD)

↓
Managing Director (MD)
↓
Deputy Managing Director (DMD)

↓
General Manager (GM)
↓
Deputy General Manager (DGM)
↓
Assistant General Manager (AGM)
↓
Senior Principal Officer (SPO)
↓
Principal Officer (PO)
↓
Office
Functional Structure
Sonali Bank is the largest nationalized commercial bank of Bangladesh. It has 1187 branches
throughout the country. It has also two overseas branches. The Head Office of the bank is located
at the Motijheel commercial are, Dhaka. The Divisions are headed by the DGMs and the
departments are by AGMs. There are also many sections under every department in the Head
Office. A DGM is the chief of the Principal office and an AGM usually runs a regional office.
Principal offices are the local points of the bank’s administrative zone in the districts. The regional
offices are under control and supervision of principal offices. The offices are situated at thana level
within the districts. The corporate branches are nearly equivalent to the GM office and usually
headed by the DGMs. They provide all the banking services such as general banking, loans &
advances etc.
Functional hierarchy of Sonali bank is given below:
Head Office
↓
GM Office
↓
Principal Office
↓
Regional Office
↓
Branch Office

GENERAL BANKING
There have Various types of deposit A/C, Inoperative A/C, Payment of Checks, Return of Checks,
A/C Closing, A/C Transfer, Works of Cash Section, Subsidiary Register Day Book, Clean Cash,
General Ledger, Abstract, Remittance (P/O, DD, MT, TT) Bills Department, SC, LSC, Clearing
House, Sonali Bank General A/C etc.
Current Account.
Savings Account.
Short Term Deposit Account. (STD)
Fixed Deposit Receipts (FDR)
Special Deposit Pension Scheme (SDPS)
Sonali Deposit Scheme (SDS)
Education Deposit Scheme (EDS)
Medical Deposit Scheme (MDS)
Account Opening:
Account Opening Form: At first you have to fill up a form given by the respective bank
where you are going to open an account. This form contains some information such as
i. Name of the Branch and Date
iii. Title of the Account
iv. Special instruction
v. Name of Account folder
vi. Occupation
vii. Address
viii. Description of initial Deposit
ix. Verification of the introducer
Specimen Signature
Pay in slip is filling up of all the particulars of Account and Cash tendered for
Deposit
Cheque requisition Slip
Ledger contains
Issue of Pass Book

Filling up the Account opening form in the appropriate file under custody
For Partnership Firm:

The consent of all partners
Partnership Deed
Mandate contains :
i. The name of the person who will authorize to operate the
Account.
ii The extent of authority given to such persons.
iii. Personal Account and a Firm's Account.
iv. Creation of mortgage.
v. The retirement of partner.
vi. The death of partner.
vii. The insolvency/insanity of a partner.
For a Joint Stock Company:

Certificate of Incorporation in original along with a true copy.
Copy of Memorandum and Articles of Association certified up to date.
Certificate of Commencement of Business original along with a true copy.
Current account:
It is purely a demand deposit account. There is no restriction on withdrawing money from this
account. As many withdrawals are allowed the customers. It is suitable when funds are to be
collected and money is to be paid away at frequent interval.
 Target customer:
Current Account is most suitable for private individuals, traders, merchants, importers and
exporters, mill and factory owners, limited company's etc.
 Requirement:
For opening of a Current Account minimum deposit of TK. l000/- is required, along with
introductory reference.
 Interest rate:
No interest is given the Current Account deposited money.
Saving deposit
This deposit is primarily for small-scale savers. The main object of this account is promotion of
thrift. Hence there is restriction on withdrawals in a month. Heavy withdrawals are permitted only
against prior notice.

 Requirement: Minimum amount of TK.200.00 is required as initial deposit. Frequent
withdrawal is not encouraged normally withdrawal not allowed more than 1/4th of the
ba1ance with maximum of TK.1000/- in a week. 7 days notice is required for withdrawal
of large amount.
Interest rate: The rate of interest is 6.50 % against saving deposit.
a) Urban Area: Sonali bank categories it’s saving deposit into three types and first one is urban.
Interest rate: The rate of interest of urban area is 5%
b) Rural Area: The second type saving deposit is rural area

Interest rate: The rate of interest of rural area is 6%
c) Saving deposit from foreign remittance: Third type of saving deposit is saving deposit from
foreign remittance.
Interest rate: The rate of interest of foreign remittance is 6%
Fixed deposit account
It is popularly known as "Time Deposit". Because these deposits are not repayable on demand but
they are withdraw able subject to a period of notice. The prospective fixed deposit holder is
expected to fill up an application form, prescribed for the purpose, stating the amount and the
period of deposit.
 Duration Rate of Interest
From 3 months and above but less than 6 months 7.50 %

From 6 months and above but less than 9 months 8.75 %
From 9 months and above but less than 1 year 9.00 %
From 1 year and above but less than 2 years 9.25 %
From 2 years and above but less than 3 years 9.50 %
From 3 years and above but less than 5 years 10.00 %
STD Account
Short Term Deposit Account (STDA) is same as Current Account. Here money is kept for a very
short time. A notice is needed prior withdrawal of money.
 6% interest is given for the actual period.
 Notice period is varies from 7 days to 30 days.

Call Deposit Account
Mainly opened by organization calling tender in which (the suppliers, contractors etc.) deposit
requisite amount of earnest money favoring the organization calling tenders. It is termed as Call
Deposit since organization which opens these accounts may call withdrawal of the deposited
account any time after the expiry of the tender period. No interest is allowed.
Special deposit pension scheme: Sonali Bank offer special deposit pension scheme for their
customer and this deposit is classified into two types according to their maturity.
a) 5 years: Five year special deposit pension scheme is the first type of scheme.
Interest rate: The interest rate of this scheme is 8.00%
b) 10years: Ten year special deposit pension scheme is the second type of scheme.
Interest rate: The interest rate of this scheme is 10.00%
DPS
A Depositor can open any Deposit Pension Account for deposit of TK.100/-, TK.200/-, TK.300/-,
TK.400/-, TK.500/- in each month. And for this the depositor will have to deposit the specified
amount of money by the 8th day of each month either in cash or in cheque. The depositor of this
account can select more than one nominee for claiming the deposited money after his death. A
Depositor can withdraw the total amount of deposit (Principal + Interest) at a time after a specific
period of 10 or 20 years and for this he will be entitled to get TK.26344/- for 10 years & TK.
1,32,920/- for 20 years, after deposit of TK.100/- per month.
Education deposit scheme
Now Sonali Bank offer Education deposit scheme for their customer and this scheme is available
most of the branches.
Maturity period: Maturity period of this scheme is ten year (10).
Interest rate: The interest rate of this scheme is 8%
Telegraphic Transfer
Telegraphic transfers are effected by telegram, telephone, or telex as desired by the remitter.
Transfer of funds by telegraphic transfer is the most rapid and convenient but expensive method.
For this, telegraphic need to be available in all the areas. In this case , the issuing branch sends a
message telegraphically to credit the specified amount to the beneficiary through his A/C
maintained with them or by issuing TT , PO, if A/C is not maintained by the beneficiary,
Telegraphic message may be coded but must be tested. Paying branch will decode the TT being
satisfied on the contents will make payment by debit to issuing branch entering the TT into TT

Register and preparing a credit voucher for credit to the payees A/C. But, for Big amount of TT or
in case of any doubt, confirmation must be obtained before making payment.
Accounting treatment for TT:
Date Particulars Dr. Cr.

Cash A/C Dr. Xxxxxx
TT A/C Cr. Xxxxx
TT Commission A/C Cr. Xxxx
TT Charge A/C Cr Xxxx
Local Short Credit (LSC)

If a cheque or bill comes to Sonali Bank from another branch of Sonali Bank or other than Sonali
Bank outside the Clearing Area, then Sonali Bank Collects that Check from that Sonali Bank or
through nearest Sonali Bank of that Bank. The collecting Sonali Bank collects by the process of
LSC from other Bank and sends a TRA (Transfer Responding Advice) to the payee Bank. For
example, if a customer of Sonali Bank Dilkusha Corporate Branch, Dhaka, deposits a cheque of
Rupali Bank Ltd., Pabna then the procedure done by the collecting Sonali Bank is as follows:
i. The cheque is first deposited through a received seal with the help of a slip.
ii. The collecting Bank gives a crossing with "Sonali Bank Dilkusha Corporate Branch". It
indicates that the mentioned Bank is the collecting Bank.
iii. Entry for outward Clearing register is given with clearing seal and giving the cheque a
"S" (subsidiary) seal.
iv. The cheque is then registered in SC register and a SC number is given.
v. Endorsement is given like “Payee's A/C will be credited on realization”.
Receive and payment
Bangladesh Bank, the central bank of the country has authorized Sonali Bank Limited to carry out
Government transactions on its behalf in places where it has no branch. At present 570 branches of
Sonali Bank Limited carry out Government transactions. These branches receive deposits towards
Government exchequer and pay against different Government bills/Payrolls. Besides, 97 more
branches of Sonali Bank Limited receive only deposits towards Government exchequer where
branches of Bangladesh Bank exist.

Cash Receiving Procedures:
The slip has been properly filled up.

The title of the account and its number.
The amount in figure and in words is same.
Instrument signed by the depositor.
Date of the instrument.
Payment Order:
Bank's payment order is an instrument which contains an order for payment to the paid to effect
local payment whether on behalf of the Bank or its constituents. In the beginning stage, PO was
issued only to effect local payments of Bank's own obligations. But, at present, it is also issued to
the customers which they can purchase to deposit as security money or earnest money. The Bank's
payment orders are in the form of receipts and issued by joint signature of two officials. It ensures
payment to the payee as the money deposited by the purchaser of PO is kept in the Bank's own
A/C named "Payment Order A/C". Payment of this instrument to be made from the branch it has
been issued. It is not transferable and, therefore, it can only be paid.
Accounting treatment: PO by Cash

Cash A/C Dr. Xxxxxx
Bill-Payable (PO) Cr. Xxxxx
PO-Commission Cr. Xxxx
Accounting treatment: PO by chequ.

Cheque(A/C No.) A/C Dr. Xxxxxx
Bill Payable (PO) Cr. Xxxxx
PO Commission Cr. Xxxx
Commissions for MT, DD, & TT are given below:
Total Amount Commission
Up to Tk. 20,000 Tk.20
Above Tk. 20,000 Per thousand costs Tk. 1.
VAT is paid on the commission @ 15%.

Payment:
Pension of employees of Government and other Corporate Bodies.

Bangladesh Bank employee’s pension.
Army pension.
British pension.
Students' stipend/scholarship.
Old age allowances.
Widows, divorcees and destitute women allowances.
Freedom Fighters' allowances.
Govt. & Non-Govt. Teachers' salary.
Food procurement bill on behalf of the Govt.
Rehabilitation allowances for acid survival women.
Maternal allowances for poor women.
Disability allowances.
Sale & Encashment/Purchase:
Savings Certificates
ICB Unit Certificates
Prize Bonds
Wage Earner's Development Bonds
Lottery tickets of different Semi-Govt. and Autonomous Bodies.
Sanchaypatra.
Public Service Commission's application form.
Locker Service
Secured Locker Service is provided in some branches of Sonali Bank Limited. Customers may get
this service and secure their valuables.
Locker size Yearly Charge (Tk.) Security Deposit (Tk.)

Small 1,200.00
Medium 1,500.00 2,000.00 (refundable)
Large 2,000.00
Locker Service is available in the following branches of Sonali Bank Limited Total Branch
: 54
ATM Features
Sonali Bank Ready Cash Card is a Debit Card.

Cardholder can easily pay utility bills like - Water, Telephone, and Gas etc.

It is easy to remit funds among the participating branches of the Bank.
Transaction beyond working hours.
It is a riskless Cash Carrying facility.
Cashless purchase can be made from specific merchandise points.
Only computerized Branches of Dhaka City will deal Ready Cash Card.
Branches of other Cities and Towns will introduce Sonali Bank Ready Cash Card in due
course.
Judicial Service Commission's application form.
Credit Division
General Advances, Industrial Credit, Agricultural Credit etc. Concerned officers of the Investment
Section of the Branch showed the various files and discussed with us how to provide Loan to the
Prospective sector of the country.
Consumer credit Scream

With the steady development of the industrial and the service sectors in Bangladesh, the level of
personal consumption has recorded progressive growth. To cater to the growing demand for
consumer durables, Sonali Bank Limited has launched the "Consumers' Credit Scheme", with the
following features:
Eligibility: Permanent employees with 5 years’ service in Govt., Semi-Govt. organization and
Autonomous & recognized bodies.
Loan limit: Maximum Tk. 1.00 lac.
Debt-equity ratio: 75:25
Interest rate: 15% p.a. (Yearly compound)
Mode of repayment: Monthly installment.
Period of loan: Maximum 3 years.
Security: a) Hypothecation of consumer goods to be purchased.
b) Letter of guarantee from the employer.
c) No objection certificate & salary certificate from employer.
d) Lien on provident fund/gratuity.
Designated Branches: All district branches and the corporate branches
Over Draft credit
In case of Advance sanctions by way of overdrafts, the customer is sanctioned a limit up to which
he can overdraw his current account within a stipulated period. This is a fluctuating account here in
the balance sometimes may be in credit and sometimes in debit and overdrawn amount must
always remain within the sanction limit. From the customer point of views, this arrangement is
advantageous as he is required to pay interest on the amount actually used by him. Overdraft

facilities are generally Granted to Business men for expansion their business against securities of
stock in trade, Shares, Debentures, Government Promissory notes, fixed Deposit, Life Insurance
Policies, Gold and Gold ornaments etc. In some case, where the overdraft is allowed with no other
security Except the personal security of the borrower Five type of loan offer Sonali Bank against
over draft and these are given below:
a) Fixed deposits: Sonali Bank gives loan against fixed deposits scheme.
Interest rate: His interest rate of fixed deposits is 13%
b) SDPS Accounts: Somali Bank offer loan against special deposit pension scheme and this loan
divided into two maturity period.
i) Five years period: Sonali Bank offer loan for five years period against special deposit
pension scheme.
Interest rate: The interest rate five years period is 12%
ii) Ten years period: Sonali Bank offer loan for ten years period against special deposit
pension scheme.
Interest rate: The interest rate ten years period is 14%
c) Insurance Policy/Shares and Debenture of Public Ltd. Co.: Sonali Bank give loan against
insurance policy or shares and debenture of public ltd co.
Interest rate: The interest rate of this policy is 14%
d) Work order of Govt. Semi Govt./Corp.: Sonali Bank give loan against work order of
government or semi government Corporation.
e) Wage Earners Dev. Bond: Sonali Bank give loan against wage earners development bond.
Housing Loan
House Building Finance Corporation (HBFC) is the main institution to meet the requirement in the
field but Sonali Bank also supplement to this sector. Advances for construction of residential
houses against real states as primary securities as allowed by Banks up to TK. 5.00 lacks per party
(including cost of land) minus any loan taken from HBFC for these purpose. Sonali Bank may
grant advances for construction of commercial Building also against Teal states. The rate of
interest for all such loans is 16% per annum and Maximum repayment period is 12 years. In such
cases, parties have to pay down payment of 30 % of the total amount and rest of the amount should
be repaid within 2 years.

Small Loan
Small Loan account in its present form of fluctuating account. It refers to the lending allowed to
small traders, cottage industries, small scale industries and self employed persons. The maximum
ceiling for this loan is at present TK.5000/- for small traders and self employed persons. TK.
2,00,000/- for cottage industries and small scale industries. Such loans are generally
production/development oriented rather than security oriented & this is the way of emphasis in
these cases is on the purpose of the advance as well as skill reputation and capacity of the
Borrower. The security requirements are substituted the end-use and frequent supervision of the
credit.
Interest rate: The interest rate of small loan is 14%
Mid-term Loans
Sonali Bank or Commercial Banks because of their Capital structure constitution and liquidity
consideration are advancing for short term on Principle. But Modern Banks have stated lending a
safe proportion of their demand and time liabilities for fairly long periods to House Building,
Industrial Agricultural, Transport and many other sectors. Such loans are repayable by installments
over a number of years ranging from 2 to 12 (Agricultural Loans ranging from 6 to 15 months), so
far as, nature and conduct are concerned those loans and time to be fixed from advancing with
minor variations as though limits are not withdraws by a time and these are allowed to be payable
on installments or phases but no subsequent debit transactions are allowed to the Borrowers in the
account beyond the disbursement of sanctioned limit.
Transport Loan
Advances are allowed against Hypothecation of power driven vehicles (PDV) including water
crafts for genuine transport business to sufficient credit parties at 30 % margin and suitable
guarantee from persons of sufficient and standing where considered necessary mortgage of urban
immovable property registered equitable are also to be obtained by way of additional securities or
in suitable case. In case of acceptance of mortgage, the minimum may be reduced up to 10 percent.
These loans should be repayable within maximum period of two years which is subject to renewal
with approval from Head Office. There are, however, restriction of Bangladesh about extending
discredit facilities existing capacity and capital assets that is running Buses, Cars, and all other taps
of vehicles or Launches.

Industrial Banking
Credit Schemes
Long term loan for setting up new industrial units and BMRE of existing units including working
capital finance are extended by Sonali Bank Limited to cottage industries, small medium- large
scale industries and also to self-employed persons with a view to creating employment
opportunities, deployment of resources, increasing GDP and over-all industrial development of the
country. Currently the following credit schemes are on offer by the bank:
Some of the main Credit Schemes
Industrial Financing for Thrust Sectors.
Sonali Bank Industrial Credit Scheme.
Special Investment Scheme for Cottage and Small Industries.
Financing Large Scale Industries through Banks' Consortium.
Financing Software Development and Data Processing.
About 100 branches including all the corporate and district headquarters branches are designated to
handle industrial credit.
Other working Division of Sonali Bank
SME
SBL took a strategic shift towards developing and expanding the SME financing, which has
received considerable attention of the policy makers. During 2008, Sonali Bank’s strategy was
focused on marketing the Bank’s products to a wider range of customers and provided working
capital and term loans to different manufacturers, traders and service providers including backward
and forward linkage industries that fall into the SME universe. The bank is not only providing
credit but also took steps to popularize the sector by participating in various trade shows organized
in the country. Various refinancing facilities are given by the Government and UN bodies for
developing and financing the sector are being utilized for this purpose. The activities would be
strengthened by developing more products for the existing clients and also expanding its target
markets to the semi-urban and rural areas. The SME outstanding stood at Tk. 2.2 billion achieving
a growth rate or 111.77 percent.
Retail Banking
The growth rate of their consumer financing were 64.29 percent during the year 2008. The loan
schemes offered by the bank includes Home Loan, Loan against Salary, Marriage Loan, Car Loan,
Hospitalization Loan, Education Loan, Doctor’s Loan, Any Purpose Loan, Travel Loan, CNG
Conversion Loan etc. SBL arranged various promotional campaigns for the retail products. In

order to give easy access to their products and to give the best possible services at the doorstep of
their existing and potential customers, the bank introduced Direct Selling Services by recruiting
highly trained and customer focused professionals. Their functions and responsibilities are closely
managed and supervised by in-house banking officials. Road shows, television commercials,
consumer meet, branding and merchandising programmes were put in during the second half of
2008 and will continue in the years ahead as an effective tool for promotions of business in these
segments.
Credit Card
The card business got back its momentum after withdrawal of deduction of withholding tax. SBL
widened merchant network considerably to gain significant access to market. SBL has initiated a
project for making card system EMV compliant which enables chip based card accruing and other
security issues. However, as more players are emerging in the industry, the competition is growing
more intense. These accomplishments positioned the bank in a very strong footing within the
industry for delivering more values to its customers.
Islamic Banking
For the development of Islamic Banking Business, 2006 was also a commendable year. It has been
observed that compliance of Shariah has improved in 2006 as compared to the preceding years.
According to their advice, Islamic Banking operation of the bank has been separated from the
operation of Conventional Banking and shown separately in the bank’s financial statement. It is
found that the investments and deposits grew by 38% and 89% respectively in the year 2006. The
operating profit of Islamic Bank Branches grew by 45% during the year. .
Import & Export Business

The performance of the bank is this are is satisfactory. Total import and export business transacted
were Tk. 91.4 billion and Tk. 68.5 billion respectively during 2008. The growth rate of the import
business was 29.46 percent and the main items of import were industrial machineries, raw
materials, commodities and other consumer products. The growth rate of export business was
33.58 percent and the items of export were RMG, shrimp, jute and jute goods, leather, tobacco,
ceramic tiles, fresh vegetables, tempered glass, bone crust, betel nut etc. the growth of export gave
the bank an edge in managing required foreign currency for meeting L/C commitments. The
import and export businesses were contributed by the corporate clients of the bank. In export
sector, there were significant additions of non-traditional items.

Hasanah
2008 was also a commendable year for the development of Islamic Banking Business for the bank.
SBL used the generic name of Hasanah – the brand name for Islamic products and services of the
bank, which has been used in the Quran and the Hadith several times to denote good deed, welfare,
virtue, beauty spot, that expresses SBL’s commitment for working towards the well-being of
humanity through Islamic banking activities. The operating profit grew by 30.48 percent during the
year under consideration. The non-performing loan of Islamic Banking Branches is 0.47 percent of
their total investment. Total import and export business generated by the Islamic branches showed
remarkable performance. Total import and export businesses handled were Tk. 5.9 billion and Tk.
5.3 billion respectively. SBL arranged an International Seminar on Islamic Banking Supervision,
Basel II and Capital Adequacy. This seminar was first of its kind in Bangladesh, which was
attended by participants from Bangladesh Bank, other Islamic banks and conventional banks
including foreign banks having Islamic banking operations.
Deposits
The deposits balance of Sonali Bank reached the level of Tk. 88.0 billion during 2008 from Tk.
70.5 billion of previous year. The growth rate is 24.83 percent. This was possible due to superior
customer service delivery at the branch level, expansion of branch network to rural areas where
foreign remittance flow is significant. Expansion of our branches at rural areas has provided the
lower income groups with an access to modern banking system and receipt of remittances at
reasonable swiftness. Fixed deposits, scheme deposits, savings deposits, short term deposits from
customers remained the core deposits of the bank. Some of the deposits also offer insurance
coverage. The bank also has many Shariah based Islamic products which are provided to the
customers through Islamic banking branches of the bank. The bank always tries to give the highest
return on the deposits of the customers.
Remittance Business
Remittance of Bangladeshi expatriates has started playing a significant role in the country’s
economy. To assist overseas Bangladeshis, SBL also focused on handling remittance businesses
and with that aim in view, opened rural branches where NRBs remit money as their preferred
destinations. Most significant endeavour here is to provide fastest delivery of remitted fund to the
local beneficiary. To achieve this, SBL is continuously increasing the number of their rural
branches and making arrangements with other local banks to achieve their goal in this respect. In
addition to the opening of the exchange house in Singapore,Sonali Bank entered into agreement
with various exchange houses in USA, UK, Middle East and South Asian countries for inward
foreign remittances of the Bangladeshi expatriates. SBL also participated in various trade fairs
organized by trade bodies abroad to bring more customers under its net.

Theoretical Analysis of Selection and Recruitment Process
Introduction
Bangladesh is the ninth largest country of the world as regards its population not for its area of
land. It has almost 16 core people. So the main thrust could be given on the development and
management of human resources. In the country some large medium sized and a large number of
business and industrial organization have been established and a significant number of human
resources are employed in the organizations. Though more than 70% of its total population is still
involved in cultivation of land, but no remarkable attempt has been made to manage the
agriculturists for the national purpose. That is why Bangladesh is still a poor country. In
Bangladesh, many public and private businesses, non-business and industrial organization has been
emerged.
Selection and Recruitment
Having good people in a team gives a competitive advantage to a business. Employing the right
person for the role will positively influence the performance and productivity of the work team as
a whole. Selecting the wrong person can result in lower performance, higher operating costs,
reduced morale and increased turnover among other staff members.
The only way to get good people on a team is to attract applicants through a well thought out
recruitment process and then finding the best person for the role using sound selection techniques.
The recruitment and selection process also provides a window into a business for job seekers.
Having a professional approach to these processes reflects positively on the farm business.
This fact sheet will cover:
 Preparation required to be successful

 The recruitment process
 The selection process
 Examples
 Templates
Preparation required to be successful before recruiting and selecting, an employer should complete
a job analysis, job description and person specification. These documents will help to fully clarify
the role as the employer sees it. A clear description is important so it can be communicated to the
potential employee. When an employee knows what is expected of them they can assess whether
or not the position is right for them. Knowing what is expected allows the employer to select staff
much more objectively, reducing the risk of failure in the selection process. Recruitment and

selection is also important in performance management, as illustrated below, because performance
expectations are shared at the start.
This fact sheet will cover:
 Preparation required to be successful.

 The recruitment process.
 The selection process.
 Templates.
Aim of Selection and Recruitment
Recruitment
To ensure that a pool of suitably experienced and qualified people apply for the job.
Selection
To identify one candidate who is likely to perform better in the position than the others. This
combines aspects of the person’s knowledge skills and experience as well as their place in the
culture of an established team.
This is a two-way process and the applicant is also trying to establish for themselves if the role and
the team meets their own needs.
The Advantage of Internal Recruitment is that:
 Considerable savings can be made. Individuals with inside knowledge of how a business
operates will need shorter periods of training and time for 'fitting in'.
 The organization is unlikely to be greatly 'disrupted' by someone who is used to working
with others in the organization
 Internal promotion acts as an incentive to all staff to work harder within the organization.
 From the firm's point of view, the strengths and weaknesses of an insider will have been
assessed. There is always a risk attached to employing an outsider who may only be a
success 'on PAPER' .
The Disadvantages of Internal Recruiting is that:

1. It will have to replace the person who has been promoted
2. An insider may be less likely to make the essential criticisms required to get the company
working more effectively .
3. Promotion of one person in a company may upset someone else.

External Recruitment
External recruitment makes it possible to draw upon a wider range of talent, and provides the
opportunity to bring new experience and ideas in to the business. Disadvantages are that it is more
costly and the company may end up with someone who proves to be less effective in practice than
they did on paper and in the interview situation. There are a number of stages, which can be used
to define and set out the nature of particular jobs for recruitment purposes: Job analysis is the
process of examining jobs in order to identify the key requirements of each job. A number of
important questions need to be explored:
the title of the job to whom the employee is responsible for whom the employee irresponsible
simple description of the role and duties of the employee within the organization.
Job analysis is used in order to:
1. Choose employees either from the ranks of your existing staff or from the recruitment of new
staff.
2. Set out the training requirements of a particular job.
3. Provide information which will help in decision making about the type of equipment and
materials to be employed with the job.
4. Identify and profile the experiences of employees in their work tasks (information which can be
used as evidence for staff development and promotion).
5. Identify areas of risk and danger at work.
6. Help in setting rates of pay for job tasks.
Job analysis can be carried out by direct observation of employees at work, by finding out
information from interviewing job holders, or by referring to documents such as training manuals.
Information can be gleaned directly from the person carrying out a task and/or from their
supervisory staff. Some large organizations specifically employ 'job analysts'. In most companies,
however, job analysis is expected to be part of the general skills of a training or personnel officer.
The recruitment process
The recruitment process involves:
 Advertising the role

 Selling the job to potential applicants.

Advertising the job
Advertising is the shop window that attracts a potential applicant to find out more about the job. It
should provide enough information to make the job sound appealing and encourage a potential
applicant to take action.
Types of advertising
Traditionally, advertising has been done through the local newspaper or rural media. Other forms
of advertising may include:
 Word of mouth through friends and associates

 Referrals from other team members
 Direct approaches to a potential applicant
 Job sections on websites such as www.bdjobs.com
 Internet job search sites
 Signs on notice boards at local businesses (supermarkets, farm supply stores etc)
 Agencies such as Work and Income or Student Job Search
 Local school or club newsletters
 Print advertising in industry publications
 Listing with farm consultants or an agricultural employment agency.
Writing an Advertisement
Newspaper advertising is the most common form of recruitment; therefore this fact sheet will
focus on that process.
Components of a Good Advertisement
There is clear evidence that qualified applicants are less likely to reply to vaguely worded or ill-
defined advertisements, whereas unsuitable applicants are more likely to apply.
A common advertising format is as follows:
 Advert Title
 Sales pitch
 Job title and property
 Description
 Description of the job
 Type of person required
 Contact details and closing
 Date

Title
The advert title may either be the job title or an eye-catching phrase. Other eye-catchers such as
graphics or pictures (your farm logo) may also be added.
Job title and property description
The job title and property description tell the applicant what the position is and provides a context
for the role by describing the location, size and facilities available on the farm
Description of the job
This section describes the appropriate responsibility areas, tasks or duties for the role. This can be
taken almost directly from the job description previously constructed.
Realistic job previews: While selling the job is important, it can be a good sales ploy to point out
any particular difficulties of the job, giving the applicant a more realistic idea about what the job
entails. This should only be used where a direct compensation has been built into the package.
Job specification
A job specification goes beyond a mere description - in addition, it highlights the mental and
physical attributes required of the job holder. For example, a job specification for a trainee
manager's post in a retail store included the following:
'Managers at all levels would be expected to show responsibility. The company is looking for
people who are tough and talented. They should have a flair for business, know how to sell, and to
work in a team.
Job analysis, description, and specification can provide useful information to a business in addition
to serving as recruitment instruments. For example, staff appraisal is a means of monitoring staff
performance and is a feature of promotion in modern companies. In some companies, for example,
employees and their immediate line managers discuss personal goals and targets for the coming
time period (e.g. the next six months). The appraisal will then involve a review of performance
during the previous six months, and setting new targets. Job details can serve as a useful basis for
establishing dialogue and targets. Job descriptions can be used as reference points for arbitrating in
disputes as to 'who does what' in a business. Selection involves procedures to identify the most
appropriate candidates to fill posts. An effective selection procedure will therefore take into
consideration the following:
keeping the costs of selection down making sure that the skills and qualities being sought have
been identified, developing a process for identifying them in candidates making sure that the
candidates selected, will want the job, and will stay with the company. Keeping the costs of

selection down will involve such factors as holding the interviews in a location, which is
accessible to the interviewing panel, and to those being interviewed. The interviewing panel must
have available to them all the necessary documentations, such as application forms available to
study before the interviews take place. A short list must be made up of suitable candidates, so that
the interviews do not have to take place a second time, with new job advertisements being placed.
The skills required should have been identified through the process of job analysis, description and
specification. It is important then to identify ways of testing whether candidates meet these
requirements. Testing this out may involve:
 interviewing candidates
 asking them to get involved in simulated work scenarios
 asking them to provide samples of previous work
 getting them to fill in personality and intelligence tests
 Giving them real work simulations to test their abilities.
Type of person required
In the person specification you may have identified some special characteristics, knowledge, skills
or experience required in the person who fills the role. Any that are critical to your business should
be detailed in this section. However, be careful to avoid any characteristics that do not directly
affect performance of the role, as this is discrimination.
Selling the job
Before an effective sale pitch can be designed, the employer should:
 Review the terms and conditions for the role

 Check the farm budget
 Prepare an information pack if one is to be sent out.
Sales points
Advertising should sell the job by highlighting the opportunities the role provides. These
opportunities may
Include:
 Learning and growth opportunities (professional and personal development)

 The team on the farm
 Quality of accommodation

 Training provided
 Recreational opportunities
 Proximity to town
 Time off
 Leave provisions
 Level of salary
 Success stories of previous employees
 Farm facilities/infrastructure.
Employers should be careful not to oversell the role because if they can’t come through on
promises made, staff will be disappointed. It is also illegal under the Fair Trading Act. In all cases
adverts should avoid overused words, such as “progressive”, “self-starter” and “motivated”. They
are used with such frequency that they have lost their meaning and have become space fillers.
Undesirable consequences of poor recruitment
Poor recruitment choices (i.e., poor person-job fit) can have a range of undesirable consequences
for the organization and the worker including:
• Higher rates of turnover
• Reduced performance effectiveness
• Lowered job satisfaction
• Reduced work motivation.
Effective Recruitment Steps
Three steps to develop an effective recruitment process are:
Step 1: Ensure an up-to-date job description which contains information related to:
• Specific c tasks and activities required for a job
• The knowledge, skills and abilities required for effective performance by the job incumbent.
Step 2: Develop an effective recruitment strategy which considers:
• Appropriate sources of recruitment (i.e., advertisements, personal referrals, employment

agencies, direct applications).
• Appropriate recruiters (e.g., supervisor or co-worker).
Step 3: Evaluate the recruitment strategy to determine its efficacy.:

• Conduct a cost-benefit t analysis in terms of the number of applicants referred, interviewed,
selected, and hired
• Compare the effectiveness of applicants hired from various sources.
Overview of Selection Techniques
Evidence-based best practice for three of the most commonly used selection techniques is outlined
below:
Curriculum Vitaes / Resumes and written Applications
A curriculum vitae (CV) / resume provides valuable information relating to a person’s professional
qualifications and experience. All information in the CV should be verified where appropriate
(e.g., asking applicants to explain gaps in employment history). Requesting job applicants to
address specific selection criteria (i.e., essential and desirable) can improve the efficiency of
reviewing CVs.
Conducting Interviews
Structured interviews are recommended. A structured interview involves asking each candidate the
same set of questions and assessing their responses on the basis of pre-determined criteria.
Questions and assessment criteria should be based on accurate, updated job descriptions. It is also
helpful to develop criteria to categories responses (e.g., as excellent, good, average and
unsatisfactory). An interview panel consisting of a representative selection of people may also be
helpful.
Two common types of structured interview questions are:
Situational questions which ask candidates about hypothetical scenarios that may be encountered
in the job and how they would respond in that situation.
• Experienced-based questions which focus on specific examples of the candidate’s prior work
experiences and their responses to past situations that are relevant to the job in question.
Reference checks
Referees are useful for identifying past employment problems and clarifying the accuracy of
information presented in an interview or CV. Only a small percentage of all reference checks are
negative, therefore, it is often difficult to differentiate between candidates on the basis of reference
checks alone.

Induction and orientation of new workers
An effective induction helps new workers understand their role and where they “fit” within the
organization. It also equips them with the tools they need to perform their work role. Two useful
induction tools are:
1. Induction manual / kits which may contain:
• An induction checklist
• Organizational philosophy / ethics / history
• Strategic values of the organization
• An organizational chart / structure
• An employment manual on policies and procedures
• An orientation to the workplace (including parking and safety issues)
• Information about episodes of care, the duty system, supervision, staff meetings, etc.
2. Mentoring / “buddy” system
New workers can be paired with experienced workers from a similar area to “show them the
ropes”. Alternatively, a more formal / structured mentoring system can be a useful induction
strategy in which new workers are paired with a mentor who can assist them with their ongoing
professional development.
Employer CV
When people apply for a job the employee may provide, the employer, with a CV outlining their
vision, values, strengths and weaknesses, work history and references for you to check their story
out. Providing them with a CV on you and the farm can aid the recruitment process by providing
potential employees with details of you, the farm system and how they will fit in. The CV could be
emailed or sent out to potential employees with a copy of the job description. In turn, helping
potential employees self-select whether they would suit the job, long before have to go through the
interview and selection process. An employer CV doesn’t need to be exhaustive. Have a think
about the key information that could let potential employees know or ask other staff members what
they would have like to have known.

What could include
 Key contact details

 Details of your history as an employer
 The type of training, skills and experience you have as an employer
 Details about what past employees have gone on to do
 Referees from both current and past employees.
Information packs
As part of the sales pitch, employers sometimes send out information packs to people making
enquiries. Information packs are designed to provide more detail about a job than can be included
in an advertisement, as well as help to sell the job. A pack may contain things like a job
description, a copy of your employer CV, performance checklist and description of farm policy as
well as more detail on the sales pitches. The one issue surrounding distribution of information
packs is timing. They need to be with the applicant immediately to keep the process rolling and
therefore must be ready in advance. Using e-mail to distribute this information can help speed up
the process.
Phone or written replies
Written replies can be in a number of formats. The most common being the completion of an
application form or the preparation of a CV. Preparation of a CV can be a barrier to people
applying for the job. Compilation is time consuming, and especially for lower level jobs, can put
people off applying. This can be overcome to some extent by using an application form which
requires set questions to be answered. Preparing an application form and getting each applicant to
complete it at the start of the recruitment process has many benefits:
 The same information is supplied by each applicant, making comparison easier

 It allows you to ask questions you are not comfortable asking people face-to-face
 People filling them out must declare they are doing so honestly
 It can be a means to testing if applicants can read and write.
Providing a phone number is the quickest way to get in touch with job applicants. However, this
requires a higher level of organization on behalf of the employer.
A template with phone interview questions should be kept handy to the phone so all applicants can
be asked the same questions. It may also be a barrier to potential applicants if they can never get in
touch with the advertiser. To avoid this, employers should indicate times for applicants to call and
make sure they are ready to answer the phone. An answer phone also helps avoid this problem.

A formal record of application is desirable and should cover off information such as referees and
work history to provide evidence in case of misrepresentation of fact by a job applicant. This
information may be gathered by way of CV application form or employer notes.
Size
Double column advertisements with borders stand out better than single column run-on
advertisements and are more likely to attract responses.
Cost
Advertising in the newspaper is the normal approach for many farm positions. Following the above
guidelines will be more expensive than may have historically been the case. However, remember
that taking time to screen out unsuitable applicants is an expense, as is having to re-advertise if
there are no suitable applicants.
Acknowledging applicants
Where CVs are requested, it is polite to acknowledge their receipt with an email, letter or a phone
call
The selection process
The selection process has the following components:
 Initial screening of applicants

 First interview
 Reference checking
 Second interview
 Job offer.
Setting selection criteria and selection techniques
Selection criteria are the set of competencies or measures used to rank candidates. These measures
should cover eight to ten of the most important requirements identified in the job description and
person specification.
Example: If an employee will be required to carry out feed budgeting, their skill in this area would
be one the selection criteria. Ability to work in a team may be another example. Applicants are
rated against the selection criteria during the interview process. The selection criteria can weight
depending on importance and the rating of the applicant multiplied by the weighting gives the
applicant’s score for those selection criteria. Selection techniques such as interview questions and
tasks are designed around each of the eight to ten selection criteria so each candidate can be

thoroughly tested for competency in that area. Ideally an applicant’s competency should be tested
in more than one way.
Example: For the feed budgeting example one test may be to get the applicant to carry out a feed
budget (a practical work test) and the second test may be a discussion around how the results of the
budget would be applied on farm (a structured interview).
Structured interviews
Structured interviews ask all candidates the same questions and set the same tasks. This ensures
that the same information is gathered from all candidates and allows for a more objective
comparison between applicants.
Practical work tests
Practical work tests ask an employee to demonstrate their competence. An example may be
inviting an applicant to complete a feed budget.
Reference checks
Reference checks help to establish how a candidate has performed in the past. Both written and
verbal references can be falsified, so information gained should be double-checked in another way.
Role play
Role play puts a person in a situation and asks them to act out how they would deal with it. This
technique is especially useful to assess interpersonal and team skills.
Personality tests
Personality tests are good for understanding people and how they can be managed, but they are not
good predictors of how a person will perform. If the job is described appropriately and the
selection criteria are appropriate, the ‘right’ personality for the job is likely to be selected anyway.
Initial screening of applicants following successful recruitment, the aim of the screening process
should be to cut the list of applicants to three or four people to be interviewed.
Screening should be done on the basis of the experience level and skills the applicant demonstrates
through the CV or phone conversation, and how they match up with the selection criteria for the
job. If there are a number of similar applications you may wish to make a phone call to their
referees. Once a shortlist has been made it is polite to let the other applicants know they will not
be required for an interview.

Notifying applicants of an interview
The applicants selected for an interview should be phoned to ensure they are still interested in the
job and then offered an interview. This phone call should ideally be followed up in writing with
details of the time, place and expected activities to be carried out at the interview and the expected
duration so the applicant can plan their day.
Interviewing
One or two interviews
Some thought should be given to whether or not a second interview stage will be used. If a second
interview is to be used the objective of the first interview is to identify two to three people to move
through to the next stage. This allows for shorter interviews. If there will not be a second,
sufficient time must be allowed to conduct the interview and give the candidate a full tour of the
farm and accommodation. Accommodation and the farm sheep and beef should be shown on the
first interview as they are often deciding points for a candidate.
Who should be involved in the interview:
Using two people to conduct the interview is a good idea as they will both take different points
from it. Make sure roles of the interviewers are clearly defined. Where possible, the direct manager
of the job applicant should be involved.
Training
New workers in a firm are usually given an induction programmed in which they meet other
workers and are shown the skills they must learn. Generally, the first few days at work will simply
involve observation, with an experienced worker showing the 'new hand' the ropes. Many large
firms will have a detailed training scheme, which is done on an 'in-house' basis. This is particularly
true of larger public companies such as banks and insurance companies. In conjunction with this,
staff may be encouraged to attend college courses to learn new skills and get new qualifications.
Training thus takes place in the following ways:
1. On the job - learning skills through experience at work
2. Off the job - learning through attending courses.
Promotion within a firm depends on acquiring qualifications to do a more advanced job. In
accountancy for example, trainee accountants will be expected to pass exams set by the
Association of Chartered Certified Accountants (ACCA). At the same time, a candidate for
promotion must show a flair for the job. It is the responsibility of the training department within a
business to make sure that staff with the right skills are coming up through the firm or being
recruited from outside.

The Association of Chartered Certified Accountants has 300,000 members and students throughout
the world. It is a professional body setting standards for the accountancy profession. To be
properly qualified, accountants must have passed examinations that make them eligible for
membership of one or more professional accounting bodies, such as ACCA. Typically accountants
will improve their knowledge and experience by taking courses run and organized by ACCA
during their professional training enabling them to develop and enhance their careers.
Induction is the process of introducing new employees to an organization and to their work
responsibilities in that organization.
The Selection and Recruitment Process of Sonali Bank Limited

To know the future demand of human resources, the HR division of Sonali Bank Limited usually
provides all the other divisions and branches with a general form at the beginning of the year.
From the information collected from these forms, the HR division gets an estimate of the human
resource requirement for the year. No long term human resource forecasting is done in SBL. The
following table illustrates the number of branches of the bank and manpower in different years:
The recruitment goals of Sonali Bank Limited are to attract and retain highly qualified human
resources who will perform best in their respective areas. The bank not only tries to attract well-
qualified candidates but also tries to identify and recruit people who are really interested to work in
th`e bank for an acceptable period of time.
Types of Recruitment
SBL practices two types of recruitment
 Yearly recruitment: this is done each year, according to the HR plan

 Need-based recruitments: this is done when there is a sudden vacancy
Recruitment Sources and Methods

SBL usually promotes from within the organization. But it also recruits from external sources. The
external sources are:
 Different universities
 Competitors and other organizations
 Unsolicited applicants
Campus recruiting will be handled by the HR Division and the overall planning for this will be
done based on the Annual Manpower Plan. However, the respective business department/function
requiring the profiles should have the responsibility and mandate to short-list the campus-based

candidates. The skill base generally recruited through this route will be entry level positions.
Therefore, the plan for campus recruitment will have to tie up with the placement season of various
universities that are targeted for recruitment. The HR Division needs to identify a set of campuses
based on the courses conducted there, any past experience of candidates from these campuses and
the emerging requirements of the bank.
The HR Division will need to take a decision regarding the source of external recruiting
considering variables like –
 Available spread of candidates

 Cost impact
 Time needed
And the external recruitment methods include:
 Advertising in newspapers, company website etc.

 Employee referrals
 Internships
Selection Process
The different steps if the selection process is described below in detail:
Receipt of Applications
This is the first selection hurdle to join SBL. 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. After a specific period, each and every job is closed for applying.
Sorting out of Applications

The next step is the short listing of CVs. Usually the HR division is engaged in the short listing.
But the HR division may delegate this step to the respective divisions (for which the selection is
being carried out) to save time. To recruit experienced bankers, CVs may be sorted out from the
collection of unsolicited CVs received. Or, another possibility is to find out experienced and
competent bankers in other banks. Once potential candidates are thus found out, they are contacted
and called for an interview.
Informing Candidates
After the applications are sorted out and a preliminary list is prepared, the candidates are informed
and are called for a written exam (for entry level positions) or an interview (for experienced banker

for mid level or senior level positions). For written tests, the bank issues admit cards through
courier services seven to ten days prior to the exam.
Written Tests
The employment test is generally an aptitude test which measures the candidates’ verbal ability,
numerical ability, reasoning ability etc. The HR division contacts IBA/BIBM to design and
conduct the recruitment tests on behalf of the bank. The HR division provides them with the
desired academic qualification and the name of the vacant posts to construct the question paper for
the test.
Interview
The interviews that are conducted are panel interviews and not structured. The interview board
consists of the MD. DMDs, and the Head of HR. Even in the selection of fresh graduates for TA or
MT positions, those top level and executive level managers are present. Usually only one interview
is conducted for selecting a candidate for a position. But in case of recruiting experienced bankers,
sometimes more than one interview is conducted.
Final Approval by Competent Authority
After the interview is conducted and the interviewees are evaluated, the management committee
decides who is to be selected and who is to be rejected. After this final decision, an ‘Offer Letter’
is made for each selected candidate. Once the candidates accept this offer, they are given the
‘Appointment Letter’. The candidates that are rejected are not informed.
Physical Examination
After the appointment letters are printed, the candidates are given one month for joining. First, the
candidates have to go through physical examinations. If the result of these physical examinations is
satisfactory, then the candidate is eligible to join the bank.
Joining and Placement

After the physical examination, the candidate needs to bring the result of the medical tests along
with all the necessary documents and academic certificates for joining. After going through the
formal joining and placement process, the candidates are finally employees of Sonali Bank
Limited.

Characteristics to Look for in Different Stages of Recruitment
In different steps of recruitment, the following characteristics should be looked for:
Techniques used to
Characteristics to look for
gather data
Preliminary screening Age, academic qualifications and performance record
Critical analysis test Meets minimum standards of mental alertness
In-depth interview Necessary innate ability, ambition, loyalty and interaction skills
Verifying biographical
No unfavorable negative reports on past performance
data from references
Overall competence and ability to fit into the job position and the
Personal judgment
organization
Appointment
Classification of the post
The employees of the bank shall be classified designated as shown in the above illustration. Any
change, addition, in the classification and designation shall required prior approval of the board.
An employee of the bank, other than an officer appointed to a particular category of the position
shall continue in the same category. Provided that if he fulfills such condition as may be laid down
in this behalf, he may be appointed to another category of posts by the competent authority.
Nationality
No position shall be appointed to any post in the service of the bank unless he is a citizen of
Bangladesh. Provided that the board may in special cases, waive this condition subject to
fulfillment of the condition regarded to employment of foreign nation in Bangladesh.
Age
A candidate shall not be less than twenty years and more than thirty years of age at the time of
appointment direct recruitment as a Probationary Officer and not less than eighteen years and more
than thirty years of age at the time of appointment by direct recruitment as a probationary

employees other than an officer in the service of the Bank. Provide than the board may in special
cases, relax the upper age limit for reasons to be record in writing.
Physical Fitness
No person shall be appointed in the service of the bank unless he is declared physically fit by the
Medical Officer of the bank or any other Medical authority specified by the bank in this behalf.
Termination of services
Termination
The service of provision or temporary employee shall be liable to termination by the competent
authority without assigning any reason after giving him one months notice in writing or on
payment of on more substantive pay in lieu of such notice and the probationary or the employees
shall not be entitled to any form of composition for termination of services. The competence
authority may terminate the service of a confirmed employee or call upon him to resign without
assigning any reason, by giving him three months pay in lieu of such notice and employee shall not
be entitled be compensation the days salary each year of service of termination of service. The
Bank shall have right to remove, dismiss or retire from service any of its employees as disciplinary
measure or on medical ground and in such cases, the provision said before in the paragraph for
termination of services.
Resignation
A confirmed employee shall not leave or discontinue service in the Bank with out giving three
months provision notice to the Executive President to writing of his intention to do so, and in case
of breach by him of this sub-role, he shall be liable to pay for three months. Neither probationer
nor any temporary employee shall leave or discontinue his service in the bank without giving one
month’s previous notices in writing his intention to do so, and incase of any breach by him or his
sub role, he should liable to pay the bank as compensation an amount equal to his pay for one
month. Before resigning from a post, an employee shall return books and other properties, if any
borrowed from a Bank and shall not later than the date from which the registration is accepted or
he discontinue his service, hand over vacant possession of the residential accommodation, if any
provided to the Bank. Notwithstanding anything contend to the rules written in the first paragraph
under the head no employee against whom to a disciplinary action has been started shall resign
form the service of the Bank. Provided that the brand may allow such an employee to resign on
such term and condition as it may deem fit. The payment of amount in Lieu of notice by employee
under the first paragraph of the topics may be waved by rather competent authority in special
cases. Without prejudice to any other mode to any recovery, the bank may recover, as far possible,

the amount payable by an employee under the first paragraph from any amount admitted by the
Bank on the date of resignation.
Retirement
Every employee shall retire from the service of the bank at 60 years of age of 35 years after
commencement of action service in the bank whichever occurs earlier. Provided that he period of
service may be extended in the interest of the beyond 30 years of age or 35 years of service by the
board. Every confirmed and full time employee shall be entitled to retirement and resignation.
Performance Appraisal, Provident fund and Gratuity

Performance of Sonali Bank
Get a competitive salary with a wide range of fringe benefits. In order to sustain the employee
performance in the job employee of he organization provide different facilities for modern life
house rent allowances, medical allowances, transpirations allowances, house utility bills. The Bank
also gives various festive bonuses as well as other bonuses like performance bonuses, security
bonuses etc. According to Annual Confederation Report (ACR) officers also give different cash
awards and special increments. Promotion of employee is very regular like other recognizes
commercial banks. Employees also get facilities of prevent fund, gratuity and annuity. Appraisal in
this bank always provides according to the employees respective performances other than any
prejudice.
Provident fund
There shall be a fund called “The Sonali Bank Ltd Provident Fund” which will be governed by a
separate provident fund rules approved by the broad. All payment employees shall compulsorily be
the member of Provident fund.
Gratuity
Every confirmed and full time employee who has rendered seven year continue service in the Bank
or more, a gratuity become a one month basic salary for each completed year of service may be
granted to him to retirement/resignation/termination or his family I the event of his death while his
service. The dismissed employee shall not be entitled to any gratuity.
Records and Service

The record service shall be maintained separately for each employee. An employee may inspect
His service book once in a year in the presence of the authorized office and after such inspection,
he shall put his signature with date indicating that the entries are correct and complete. If an
employee in course of his inspection discovers any inaccuracy or omission in the service book, he
may point it out in writing to the authorized officer within 15 days of the inspection.

Working Condition
The officers of Bank situated in the hart of the city, generally in commercial surrerindings.
Officers are centrally air conditationed and well decorated with modern furniture and sophisticated
technical Banking equipment. With the advancenced of technology, Officers of the bank is now
become paperless; most of the banking tasks are recorded are accomplished here with strong
banking software. Inter and intra office communications are generally held by the telephone, fax,
internet and cell phones. The interior of the office look glorious. Employees do their task in a safe
and healthy environment.
Loan Facilities
An employees of this organization enjoy s various loan facilities like House building loan, car
loan, Furniture and household Electronics item loan under some schemes that employees enjoy
interest free loan facilities. Employees are in the higher post enjoy more amounts of loan facilities.
Performance Bonus and Other Bonus

Employees according to their performance and their position in the higher key get at most six
bonus equal to the each months basic salary. Each year their basic salary increases in according
with the inflation and market condition. As well as employees get festive bonus.
Allowances
Employees get house rent allowance; convince allowance, medical allowance, dreams allowance,
entertainment allowance etc.
Medical Facilities and Health Insurance

Doctors of selected recognized hospitia’s time to time check employees. If the employ’s are sick
they gave suggestion for treatment. Officers of the bank enjoy health insurance policy for him self.
The bank pays the premium again before starting their jobs a probationary officer they should be
certified from the banks recognized medical center as he fit for successful performance. Staff
welfare fund has been created for securing the employs accidental loss.
Employee Feedback
We have ask several employees about their satisfaction with the salary and other benefits. They all
are satisfied with the regular promotion system of the Bank and their basic pay is more or less
similar with the other commercial Bank in the Market. According to our observation and their
commit there are satisfied with the certain passion and their salaries

Accumulated Findings of our Survey
Human Resources Planning
The HR division of the bank as we know before a payment authorized division. The officers who
work for the HR division has developed their effort and intelligence in order to the development of
the employees work for the organization. They set goals identify the current passion develop plan
to achieve the goal identify their position and taking corrective actions regularly.
Job Analysis
The total manpower positions, post, tasks, responsibilities of the organization are well-define and
well-designed. According the total tasks of a branch, several departments are establish to sacrifices
the jobs perfectly and create opportunity to sacrifices each and every position spontaneously by
concerning authorities,. Observation, interview question nary and functional job analysis method
are followed for different job. Employees are entitled to modern Banking training.
Job Evaluation
Point’s methods are used in cash of job evaluation. Higher authorities of the Bank are always
concern about their fairness of the job evaluation. The bank establishes a competitive and standard
pay structure according to the job evaluation. On this way the Bank use wages survey, wage curve
and structure.
The Selection and Recruitment Policy of Sonali Bank Limited

Personnel Management is by far the most important element of an organization. This is particularly
true for a service organization like a commercial bank. Progressive companies pay special attention
to recruitment, selection, training, orientation, evaluation, promotion and compensation of
Executives, Officers.
Recruitment Procedure
The success of a commercial Bank depends largely on the quality of services rendered to the
clients. Quality depends on the competence and the quality of the Officers and Executives. Sonali
Bank Limited believes in paying competitive salary and emoluments to its employees and to get
maximum services out of them. Therefore, the authority of the Bank has to be careful in recruiting
the right person for the right job.

Core Banking Cadre Service (CBCS)
 CBCS will start with the recruitment of potential Management Trainees (MTs) fresh
from the recognized & Sonali Bank listed Universities.
 With MT concept in place, normally, there will be no recruitment at the Mid/Senior level
management position except in special circumstances to meet dire needs.
 MT are the high potential fresh graduates/post graduates to be recruited in the bank
management cadre service within policy
 MT are the future leaders to move up to different leadership positions with gaining of
experience & competence
 MT are usually the FAST TRACKER – planned development, nursing and counseling for
career growth are to be critically administered
 At certain a stage, there will be natural turnover of MT and some will leave if blocked in
the structure, then, bank will plan replacement with new MT
 MT’s career progression and development will be closely monitored and ensure growth in
the succession ladder up to future TOP leadership positions in banking.
 MT recruited in core banking cadre, at times will be considered for other support service
functions as required
 Employees/Executives in ‘core banking cadre’ with professional competence &
background may move to the ‘banking support services cadre’ in the event appropriate
positions in the job grade ladder are available to meet business needs.
 Inter – bank transfer and between Head office & banks both in core banking jobs and
banking operation services jobs would be the common phenomenon.
Banking Operation Cadre Services (BOCS)

 Since ‘banking operation jobs’ are of routine, repetitive and clerical in nature, in this
segment, our recruitment sourcing will start with Trainee Assistant (TA) concept fresh
from Universities.
 Operation jobs are normally confined between TA and SO job grade in the operation cadre
service. Employees with mediocre potential are the target group for recruitment.
 Only employees with extraordinary achievements in job grade SO, may be considered up
to PO/EO job grade through interview process. An employee in SO job grade, if found
‘Very good’ (VG) or ‘Excellent’ (Ex) for last 3 consecutive years coupled with strong
behavioral competence & knowledge, will qualify for promotion interview to the next job
grade of PO. Same principle will apply for employees move from PO to EO level.
However, not more than 15% of the total population will be considered for next promotion
from SO to PO or from PO to EO level at any given point of time.
 Inter- cadre transfer only in operation jobs across the functions would be considered.

Banking Support Service Cadre (BSSC)
There are two segments of jobs in BSSC
(I) Operation Jobs: ranging from TA to PO/EO level where employees will be limited in
terms of potential.
(II) Executive Jobs: starting normally with potential ‘Probationary Officer’ with requisite
job requirement & competence fresh from the recognized & listed Universities. MT at
times will be recruited sourced through the recruitment process in the ‘Core Banking
Services Cadre’ within policy.
(III) Executive jobs will also be manned through recruitment from the market, candidates
having required professional experience, competence & background as well as through
internal transfer of professionals from the ‘Core banking Cadre Service’ depending on
the availability of resources.
(IV) Inter-transfer both in executive and operation jobs would be considered
(V) Normally no transfer from BSSC to CBCS would be considered. However, executives
having core banking professional competence may be transferred to CBCS in the event
positions are available in job grade ladder and the bank management considers it fit and
appropriate to do so in the interest of business.
(VI) High potential executives may move up to SEVP level / functional heads in BSSC
The following chart will summarizes the recruitment pattern in different cadre services:
TABLE 1: RECRUITMENT PATTERN IN DIFFERENT CADRE SERVICES
Recruitment Core Banking Banking Banking
Profile Jobs Operation Jobs Support Jobs
MT √ √
(Fresh) Normal Regular No Functional Needs
(Occasional)

TA √ √
(Fresh) No Normal Regular Functional Needs
(Occasional)
Probationary Officer √
(Fresh) No No Functional Needs
(Occasional)
Exp. Professionals √ √
Outside Bank Occasional No Functional Needs
Needs (Occasional)
SOURCE 1: PRIMARY
Given the Banking Cadre Services structure as above, for Sonali Bank, recruitment should be
made in the following three Categories:
1) Trainee Assistant
2) Management Trainee
3) Experienced Officers
Trainee Assistant Recruitment

Trainee Assistant (TA) for operation jobs as defined earlier shall be recruited either:
a) Through press advertisement in at least 2 (two) national dailies.

b) Directly through talent hunting but not more than 50% of the yearly
recruitment/requirement under this grade.
Every candidate who applies in response to the press advertisement shall have to appear at a
written test & appear before the Selection Committee for an interview. Candidates who are
selected by head hunting will have to appear before the Selection committee for evaluation.
Candidates must not be over 30 years of age and should have minimum 8 points based on
educational qualification & no 3rd class/division in any examination. The candidate should also
have minimum Computer knowledge on the following:

 Operational system : Windows
 Word Processing : MS Word
 Spread Sheet : Excel
Typing speed: 40 words per minute (For Type/Telex/Computer - MS Word) & 25 for other
categories of Computer operation.
Written Test and Interview Model for TA

Content for the written test (100 marks) should be as follows:
 Ability to write both in Bengali & English

 General arithmetic
 General knowledge
 Test organized by bank management or outsourced (IBA/BIBM/Others)
 60% marks will qualify a candidate to appear before interview/viva
In the face-to-face interview, the following are taken into consideration:
 Verbal communication
 Appearance
 Spoken English (moderate)
 Attitude
 Etiquette & mannerism
 Family background & need
 Reference personnel
 willingness to stay longer in routine operation job /cash
 60% will qualify a candidate for primary selection and medical test before formal offer
is made in written
Interview Committee and Interview Rating Sheet

An interview committee not less than 4 members consisting of executives SVP & above will
conduct the face to face interview / Viva for final selection of TA.
Interview evaluation sheet in respect of each candidate will be in place considering all the factors
above and will be put on record.

Probationary Period and Confirmation of Service of TAs
Trainee Assistants will be on probation for a period of 01 (one) year, which may be extended by
the competent authority if an officer, fails to show satisfactory performances during the period of
probation. On satisfactory completion of probationary period their service will be confirmed as
Assistant Officer in the following manner:
(a) TA(s) will pass through an evaluation process during probation. A separate
‘Performance Evaluation Form’ will be in place. Minimum G+ would be desired rating
for confirmation as AO job grade.
(b) For the TA(s) who will score less than G+ rating, the probation period may be
extended for improvement not exceeding 06 (six) months or may be terminated.
(c) Subsequent growth in career limited to PO/EO level will depend on the job
performance and demonstration of skill, knowledge & behavioral competence.
Salary Package for TAs

TA salary package is TK 10,000/- per month with basic pay of TK 7000/- per month
Other terms & conditions:

 Festival bonus & Profit bonus will be paid within policy on basic pay
 LFA & PF allowed on confirmation in service as AO in the pay scale
 No bond in service
Management Trainee Recruitment

Management Trainee shall be recruited either through:
a) Press advertisement in at least 2 (two) national dailies.

b) Directly from amongst the interns (business graduates/post graduates) at Sonali Bank
studying in our listed Universities. The revised list of our enrolled Universities showing
CGPA, internship allowance etc. are as follows:
Current Listed CGPA Allowance Revised Listed CGPA Allowance

Universities (Internship) Universities (Internship)
IBA 3 350 IBA 3 350

NSU, IUB, EWU, 3 300 NSU, IUB, EWU, 3 300
BRAC, AIUB & BRAC, AIUB &
BIBM BIBM
DU, JU 3.25 250 DU, JU, 3.25 250
CU, IUC, USTC:

CTG
SUST: Sylhet
KU: Khulna
RU: Rajshahi
Special Request 3 200 Special Request 3 200

Approved by MD Approved by MD
NB: With inclusion of Universities at Chittagong, Khulna and Rajshahi, the bank will be able to
extend responsible services with the interns in these cities toward education as well as meeting
bank’s ad-hoc project requirement from time to time.
 The candidates for the post of Management Trainee must not be over 30 years of age on
the date of application.
 In addition to CGPA as mentioned above, the candidates must have at least two first
divisions in their academic feat in public examination
 No 3rd Class/Division/CGPA less than the standard as shown in the above chart
 Have minimum computer knowledge of the following:-
Operational system : Windows
Word Processing : MS Word
Spread Sheet : Excel
MT Category, Requisite Qualifications and Placement Status

There will be two category of MT recruitment and placement profile:

a) Graduate MT cadre and
b) Post Graduate MT cadre
The structured profile of Graduate and Post-Graduate MT is as follows:
(a) Graduates:
Qualification CGPA Listed Varsities Placement after 2 years probation
3.00 IBA
BBA ONLY Senior Officer
3.25 Other listed
(b) Post Graduates:
Qualification CGPA Listed Varsities Placement after 2 years probation
MBA, MBM, 3.00 IBA

ECONOMICS,
Principal Officer
MASTERS IN
FINANACE & 3.25 Other listed
ACCOUNTING
Period of Probation
MT will pass through a period of probation for 2 years and on successful completion of
probationary period will be confirmed in service according to category as shown above.
MT Exposure on the Job and Performance Evaluation

MT will be exposed during 24 months traineeship period in the following portfolios in the manner
as follows besides training & monthly counseling in group:
 General banking management 8 moths

 Credit Management 8 months
 Foreign exchange management 8 months

Performance Appraisal and interview by the MC will be conducted at least a month before
completion of 24 months and only VG & Excellent rated trainees will only be confirmed in
substantive positions.
Subsequent career progression depends on Performance, Potential & Merit of the individual
candidates.
Confirmation in Service
Performance appraisal and interview by the management committee will be conducted at least a
month before completion of 24 months and only VG and E rated trainees will be confirmed in
substantive positions approved by MD within policy framework.
Mode of Recruitment for Management Trainees:

a) Recruitment through Press Advertisement: Every candidate will appear for a written
test. The subject matter of test should be general knowledge, Arithmetic, English,
Economics/ Banking as may be decided by the Management from time to time. For this
purpose Sonali Bank Limited may take the help of outside experts for setting the
questions, supervising the examination work and marking the scripts.
A candidate must secure minimum 60 % mark in written Test to be eligible for
VIVA/interview as Management Trainee.
Written Test will however not be required for the following:
i) MBA/ MBM from IBA & BIBM with minimum CGPA 3.00.
ii) BBA/MBA from Bank’s other approved universities, i.e., NSU, EWU, BRAC
University, IUB & AIUB with minimum CGPA 3.25/
They will be recruited based on performance in interview with the Selection Committee.
b) Recruitment from the Interns: They will be recruited based on their performance during
internship period, evaluation report of their supervising officials and performance in the
interview with the Selection Committee.
However in no case more than fifty percent of the interns will be eligible for appointment.
Interns selected under this criterion should join within one month of completion of his
course.
An internee who has completed his internee more than six months ago will not be eligible
under this criterion.
The appointment will be made according to requirement on the basis of a panel to be

prepared in order of merit by the Interview Committee and after approval of the competent
authority.

While interviewing the candidates for final selection, due weight should be given on the
educational back ground, professional excellence and technical skill in the appropriate
field.
Grading/Marking for Management Trainees

The Selection Committee will follow a grading system as follows:
(a) Education : 16 Marks
(b) Interview Performance : 24 Marks
(c) Written Test : 60 Marks
Total 100 Marks
The Human Resources Division will handle all matters relating to recruitment and selection as
staff function. The following steps may be followed for systematizing the selection procedure in
case of selection through press advertisement.
Remuneration Package for MTs
TABLE 2: REMUNERATION PACKAGE FOR MT
Category Package Year Basic
MT Category - I TK 18,000 /- 1st Year 12,600 /-
TK 22,000 /- 2nd Year 15,400 /-
MT Category - II TK 20,000 /- 1st Year 14,000 /-
TK 25,000 /- 2nd Year 17,500 /-
SOURCE 2: PRIMARY

Allow Leave Fair Assistance (LFA) from 2nd year
Provident Fund (PF) after confirmation of 2 years
Bonus will be allowed on basic pay
Flowchart of MT Selection Procedures Against Press Advertisement

The Human Resources Division will handle all matters relating to recruitment and selection as
staff function. The following steps maybe followed for systematizing the selection procedure in
case of selection through press advertisement:
Receipt of Applications
Sorting out of Applications
Preparation of preliminary
selected list
Holding Written Test where

applicable
Conducting interview
Investigation of previous
employment history
List of Desirable Candidates
Final approval by competent

authority

Physical Examination
Appointment & Placement
The same process will be followed in case of other recruitments beside MT. However, when in
urgent need, the bank may recruit employees without the process of press advertisements.
Interview Committee, Evaluation and Final Selection of MT:

An interview committee consisting of the MD, all DMDs and Head of HR Division will conduct
the face to face interview/viva for final selection of MT.
Interview evaluation sheet in respect of each candidate will be in place considering all relevant
factors and record will be maintained for reference.
Recruitment of Probationary Officers

The following are the salient features in the recruitment process for Probationary Officers:
(a) Direct entrants in the “Officer” Job Grade are termed as the “Probationary Officers”,
specially meant for the “Banking Support Services Cadre” (BSSC).
(b) Probationary Officers are the people of strong potential with their post graduation in
various disciplines who will be recruited from the bank’s listed universities only. The are
usually the consistent “VG (Very Good) & E (Excellent)” performers who after entry as
probationary officers will gradually succeed in executive jobs in BSSC and ultimately
move to leadership positions through proven track record of performance on the job with
gaining of experience & competence
(c) Sourcing of the candidates will be done through campus contact with all listed
universities/institutions. The process is summarized below for clarification:
I. Contact listed universities and collect CVs of the potential post graduates as per
job profile (education and other competence) and prepare the short list
II. Written Test – 60 marks: Eligible short listed candidates will appear for a
written test. The subject matter of the test should be general knowledge,
arithmetic, English, economics/banking, as maybe decided by the management
from time to time. For this purpose,Sonali Bank Limited will organize written
tests with its own resources or may take the help pf outside experts, e.g., IBA,
BIBM or any other suitable agency for setting the questions, supervising the
examination work and scoring the scripts. A candidate must secure minimum 36

out of 60 (60%) in the written test to be eligible for viva/interview for the post of
Probationary Officer within policy.
III. Viva/interview – 40 marks: A candidate must secure minimum 24 our of 40
(60%) in the viva/interview to qualify for the final selection as Probationary
Officer within policy.
IV. A four-member interview committee consisting of the concerned functional
heads, DMD and Head of HR Division will conduct the face to face
interview/viva for final selection of Probationary Officers. The MD will finally
examine the recommendations; if he wishes, he may personally meet the
candidates and accordingly may approve of disapprove recommendations for
appointment.
Interview evaluation sheet in respect of each candidate will be in place
considering all relevant factors and record will be maintained for reference.
(d) A & B listed universities and profile of candidates for probationary officer:
Table 3: Listed universities and profile of candidates for probationary officer
Qualifications CGPA (minimum) Universities/Institutions
MBA (Marketing, Finance, HR, 3.00 Bank’s A List:

Banking), International Relations,
IBA
Public Administration, English,
Economics, M.Com. in Management, 3.25 Bank’s A List:
Finance, Accounting/other business
NSU, IUB, EWU, AIUB &
studies, Masters in Computer Science,
BRAC University
Computer Engineering etc.
3.25 Bank’s B List:
DU, JU CU, IIUC, USTC,

SUST, KU, RU and other
recognized engineering
universities
SOURCE 3: PRIMARY
Period of Probation and Confirmation in Service of Prob. Off

The Probationary Officer will pass through a probationary period of 1 (one) year from the date of
joining. Performance appraisal and interview by the management committee will be conducted at

least a month before completion of 12 (twelve) months and only VG (Very Good) and e
(Excellent) rated officers will be confirmed in substantive positions approved by the MD within
policy framework. Subsequent career progression depends on performance, potential & merit of
the individual candidates.
Recruitment of Experienced Executives/Officials

Sonali Bank will pay focused attention to develop its own manpower through training process. It
must, however, need quality human resources to run its operations and expansion program through
continuous training and development strategy. Recruitment of experienced Bankers from other
Banks will however, continue till such time MT process is geared up in core banking leadership
positions.
Accordingly, as per requirement of the bank experienced Executives/ Officers may be appointed
from time to time strictly in accordance with the job profile of the positions.
After proper scrutinizing of the application received from the eligible candidates, they will be
interviewed by the Management Committee. The Management Committee should ensure that the
minimum qualifications, experience and competence required for a given job is rightly matched.
Exceptions may, however, be made in case of extra ordinarily capable candidates. This means that
for such cases educational qualification may be relaxed and similarly length of experiences may
also be reduced considering candidates’ special training and experiences in particular field of
banking business.
The cases of selected candidates will be placed before the competent authority for approval.
There will be no probation period for experienced Officers/Executives who join from other Banks,
if their services were confirmed by their earlier employers.
Recruitment Criteria for Experienced Executives/Officials

The bank will prepare “Job Profile” against each job available in the job grade ladder covering
three service cadres in functional areas and all recruitments will be made according to the
respective job profile.
There will be a separate “Job Profile Manual” for the bank to be maintained and followed for
recruitments.
Experienced Officials from the market meeting the bank’s job profile will be recruited within
policy,

In case of candidates having high potential, not more that one job grade up in the job grade ladder
will be considered.
The basis to be followed for calculation of points in respect of educational qualification is given
below:
Examination First Division Second Division
(CGPA 3.00 and above out of 4.00) (CGPA 2.75 to 2.99 out of 4.00)
SSC 3 2
HSC 3 2
Hons. 3 2
Masters 3 2
MBA/Higher
Professional 4 3
Degree
Criteria to be followed for Executive/Officials
Sl. Name of Requirement/Criteria

With minimum qualifications With higher qualifications
# The
Posts B.A. / B.Com. / B.Sc.
1. DMD 5 years as GM or equivalent position in 4 years as GM or equivalent position in any

any scheduled Bank & minimum length of scheduled Bank & minimum length of
service 28 years service 25 years
2. SEVP 4 Years as GM or equivalent position in 3 years as GM or equivalent position in any

3. EVP 7 Years as DGM/3 years as GM or 5 years as DGM/2 years as GM or

equivalent position in any scheduled Bank equivalent position in any scheduled Bank &
& minimum length of service 22 years minimum length of service 20 years

# The
4. SVP 5 Years as DGM/1 year as GM or 3 years as DGM/1year as GM or equivalent

equivalent position in any scheduled Bank position in any scheduled Bank & minimum
& minimum length of service 20 years length of service 18 years
5. VP 2 years as DGM/5 years as AGM or 1 year as DGM/3 years as AGM or

equivalent position in any scheduled Bank equivalent position in any scheduled Bank &
and minimum length of service 18 years minimum length of service 16 years
6. SAVP 3 years as AGM or equivalent position in 2 years as AGM or equivalent position in

any scheduled Bank & minimum length of any scheduled Bank & minimum length of
7. AVP 2 years as AGM/4 years as SPO or 1 year as AGM/3 years as SPO or equivalent
equivalent position in any scheduled Bank position in any scheduled Bank & minimum
& minimum length of service 14 years length of service 12 years
8. FAVP 3 years as SPO or equivalent position in 2 years as SPO or equivalent position in any
9. SEO 3 years as PO or equivalent position in any 2 years as PO or equivalent position in any

scheduled Bank & minimum length of scheduled Bank & minimum length of
10. EO 3 years as SO or equivalent position in 2 years as SO or equivalent position in any

11. PO 4 years as Officer in any scheduled Bank 3 years as Officer in any scheduled Bank &
12. SO 3 years as Officer in any scheduled Bank 2 years as Officer in any scheduled Bank &

# The
13. Officer 2 years as Junior Officer in any Scheduled 2 years as Junior Officer in any Scheduled
Bank & minimum length of service 3 Bank & minimum length of service 3 years.
years.
14. JO Minimum 2 years as Assistant Officer in Minimum 2 years as Assistant officer in any
any Scheduled Bank. Scheduled Bank.
15. AO Direct recruit Direct recruit
Requirement for all Employees

(i) He/She must be a citizen of Bangladesh
(ii) Third division/class in his/her academic attainment shall not be considered for
employment in the Bank.”
(iii) He/She must be physically fit. All persons to be appointed by the Bank will have to
undergo a medical test by the Bank’s approved Physician/ Medical Officer so as to
ascertain that they are physically and mentally sound health. No person shall be appointed
in the service of the Bank unless he/ she is declared physically and mentally fit by a
medical officer of the Bank or by any other Medical authority specified by the Bank in this
behalf.
Requirement for all Employees

(iv) He/She must be a citizen of Bangladesh
(v) Third division/class in his/her academic attainment shall not be considered for
employment in the Bank.”
(vi) He/She must be physically fit. All persons to be appointed by the Bank will have to
undergo a medical test by the Bank’s approved Physician/ Medical Officer so as to
ascertain that they are physically and mentally sound health. No person shall be appointed
in the service of the Bank unless he/ she is declared physically and mentally fit by a
medical officer of the Bank or by any other Medical authority specified by the Bank in this
behalf.

Restriction on Appointment
The following categories of employees from other Bank/Organization shall not be employed:
Employees against whom there are pending charges or who are dismissed, discharged, terminated
and forced retired.
Employees who do not submit formal release order from the immediate past employee
However, an honorably retired person may be engaged for a particular assignment on a contractual
basis.
The Strengths of Recruitment and Selection Process of SBL

i) The management of SBL cares for the quality of service as well as the quality of its
human resources. As a result, SBL
ii) The recruitment and selection is quite fair and square. Everyone at the HR Division is
honest and impartial which promotes the environment of accountability.
iii) Internal growth creates an attachment between the employees and the organization.
Moreover, internal growth has increased the recruitment and selection efficiency of the
HR Division, since it has better knowledge about the applicants’ knowledge, skills,
abilities and other qualifications.
iv) The recruitment and selection process of SBL emphasizes more on who fits the
organization, rather than who fits the job. Thus, it has created a unique organizational
culture and the whole HR Division has ensures a friendly and caring working
environment.
The Weaknesses of Recruitment and Selection Process of SBL

i) SBL’s HR planning can be made more effective if it is revised more often according to
the change in this fast moving industry.
ii) Statistical measures such as correlation analysis and regression analysis are not applied
to predict and analyze the recruitment and selection requirements more precisely.
iii) Quantitative methods are not practiced in determining utility in recruitment and
selection. There is no feedback system established to find out the efficiency of the
system and correct its drawbacks.
iv) No study is conducted to justify the effectiveness of the recruitment tests.
v) Regret letters are not sent to the candidates who are not selected after joining of the
finally selected candidates.
vi) SBL does not always check references properly, which may lead to a grave problem for
the organization.

Identification of main problems and findings
The main vision of Sonali Bank Limited has been successful by increasing its revenues, deposit
and branch in Bangladesh. Although there are no major problems at Sonali Bank., some of the
problems observe as follow:
Technological advancements: Sonali Bank Limited has equipped its branches will all major IT
tools in the industry like ATMs, Fax machine, Photocopies, Printers, Latest computers and good
connective architecture. Hoe ever it has been observed that when its time to work, there are many
facilities seen in the different devices used by Sonali Bank Limited..
Job Advancement: There is no advancement procedures for lower staff members or junior
executives that have join recently at Sonali Bank Limited. The main problem was observed that the
lower staff should be trained about the operations of the bank and also the junior should be given
promotions by defining the criteria’s like performance etc.
Training and Developments: There are effective training centers of Sonali Bank Limited
Bangladesh. The problem with Training and Development is that it is only available for the high
level officer and not for lower staff members.
Lack of employees in some departments: Although Sonali Bank is a very good employer of
talent professionals at different branches, however it was observed that there were some
departments in the bank lacked the number of professional in it that resulted in efficiencies in that
department.
Amenities at Branch: Providing amenities like separate room for prayers because the currently of
employees pray in the conference room of the branches. Also separate room should be made for
the account department for storing of the vouchers at it is done in the conference room.
Incentive Schemes: There is no scheme for employees for Sonali Bank Limited. Like scholarship
schemes for employees that want to push higher education. Sonali Bank although give a number if
incentives to an employees, like personal loans at normal markup but they are only provide to
employees that are in higher ranks.
Recommendations

Several recommendations for the existing selection and recruitment policy and procedure are
described here. Sonali Bank Ltd.. It is very dedicated software. It has real time online banking,
ATM facilities and E-banking and lot of more. It will be a great progress for the bank.
Still all the branches of Sonali bank Limited are not introducing Online Banking. I think online
banking is preferable to customer; it makes all the transactions easy. Very soon sonali bank will
operate on online.
Sonali bank has limitation of providing Education Loan; maximum students (who really need it)
have no sufficient support to meet the terms and conditions to get this loan. So, conditions should
be in favor of students.
Sonali Bank follows the international Selection and Recruitment process system. The bank should
try to arrange more training programs for their officials. Quality training will help the officials to
enrich them with more recent knowledge of International Trade Financing. Sonali Bank should
update its websites on regular basis. Sonali Bank Ltd. is doing their Office work, vouching,
accountings manually. But other banks are using many developed techniques and software. So the
bank should adopt advanced technology.
Conclusion
The success of a commercial bank depends largely in the quality of service rendered to the clients.
Quality of service depends on the competence and the quality of the employees of the
organization. Therefore, the authority of SBL has to be careful in recruiting the right person for
each job. As has been seen, the recruitment and selection process of SBL 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.
References
1. Caruth, Donald L., and Gail D. Handlogten. Staffing the Contemporary Organization: A
Guide to Planning, Recruiting, and Selecting for Human Resource Professionals. 2nd ed.
Praeger Publishers, 1997.
2. Annual Report, Sonali Bank Limited, 2008
3. Annual Report, Sonali Bank Limited, 2007
4. The Recruitment and Selection Policy of Sonali Bank Limited
5. Several Officer Orders of Sonali Bank Limited

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Daffodil International University

An Analysis of Selection and

An Analysis of Selection and Recruitment Process of

(A study on Uttara Branch)

DAFFODIL INTERNATIONAL UNIVERSITY

102, Shukrabad, Mirpur road, Dhanmondi, Dhaka-1207

An Analysis of Selection and Recruitment Process

©Daffodil International University Library Page 2

©Daffodil International University Library Page 3

©Daffodil International University Library Page 4

Dr. Zakir Hossain Professor

Department of Business Administration

Daffodil International University

Sub: Submission of internship report.

©Daffodil International University Library Page 5

I wish her success at every step of his life.

Dr. Zakir Hossain

©Daffodil International University Library Page 6

©Daffodil International University Library Page 7

Origin of the Report 1

Scope of the Report 1

History of Sonali Bank 3

Sonali Bank At a glance 3

Management of Sonali Bank 3-4

Saving deposit 5-6

Fixed deposit account 7

©Daffodil International University Library Page 8

Education deposit scheme 8

Telegraphic Transfer 8-9

Local short Credit 9

Receiving and Payment 9

Cash Receiving Procedures 10

Other working Division of Sonali Bank 15-17

 Import & Export Business

©Daffodil International University Library Page 9

 Selection and Recruitment

Aim of Selection and Recruitment 19

 Advertising the role

Effective Recruitment Steps 24-25

 Curriculum Vitaes / Resumes and written Applications

©Daffodil International University Library Page 10

The selection process 28

Setting selection criteria and selection techniques

 Structured interviews 28-29

 Practical work tests

 Notifying applicants of an interview

The Selection and Recruitment Process of Sonali Bank Limited 30-31

 Recruitment Sources and Methods

 Sorting out of Applications

 Final Approval by Competent Authority

 Joining and Placement

©Daffodil International University Library Page 11

 Classification of the post 34-35

Performance Appraisal, Provident fund and Gratuity

The Selection and Recruitment Policy of Sonali Bank Limited

 Recruitment Procedure 38-55

©Daffodil International University Library Page 12

©Daffodil International University Library Page 13

Origin of the Report