Human Resource Management

Evaluate of Recruitment and Selection Process of AMTEX BD

Evaluate of Recruitment and Selection Process of AMTEX BD

Evaluate of Recruitment and Selection Process of AMTEX BD

Recruitment, selection & Promotion are three of the most important functions of personnel management. Recruitment precedes selection and helps in selecting a right candidate. Recruitment is a process to discover the sources of manpower to meet the requirement of the staffing schedule and to employ effective measures for attracting that manpower in adequate numbers to facilitate effective selection of efficient personnel.

Staffing is one basic function of management. All managers have responsibility of staffing function by selecting the chief executive and even the foremen and supervisors have a staffing responsibility when they select the rank and file workers. However, the personnel manager and his personnel department are mainly concerned with the staffing function.

Every organization needs to look after recruitment and selection in the initial period and thereafter as and when additional manpower is required due to expansion and development of business activities.

‘Right person for the right job’ is the basic principle in recruitment and selection. Ever organization should give attention to the selection of its manpower, especially its managers. The operative manpower is equally important and essential for the orderly working of an enterprise. Every business organization/unit needs manpower for carrying different business activities smoothly and efficiently and for this recruitment and selection of suitable candidates is essential. Human resource management in an organization will not be possible if unsuitable persons are selected and employment in a business unit.

Objectives of the Study

Broad Objective

Objective of this report is to evaluate the recruitment, selection & Promotion process of AMTEX BD.

Specific objectives

Following specific objectives are identified:

  • To study Background and overall framework of Recruitment and Selection process.
  • To study and analyze the current recruitment and selection process.
  • To study and analyze the recruitment, selection & Promotion process of MTEX BD.
  • Detail analysis of sources of potential candidates.
  • To study with special emphasis on Importance of Recruitment & Selection, Recruitment & Selection Theory and its process.
  • Long and short term strategies and tools of recruitment and selection process.
  • Focusing on Recruitment & Selection Strategies.
  • To find problem areas and recommend suggestions to overcome.
  • Derive lessons learnt during the whole process


The study has conduct basing on the verbal briefing of officers of HRD consulting existing literature and secondary information method. Also from some websites and articles were consulted to gather relevant data.

  1. Primary sources (opinion, suggestion, interview, observation etc.)
  2. Secondary sources (annual report, books, internet, journals etc.)

Overview of the Company

Background of the company

Amtex History:

Amtex journey originally began three decades ago as a weaving unit, entered in international market in 1993 and experienced exponential growth to date by touching a milestone of total annual turn over of $ 200 Million. A team of Over 15000 professionals is ready to serve the clients in the best possible manner. Such mega growth is indicative of sheer dedication showed by the management of the mills the clients as well as to their employees.

Amtex Awards

Our slogan “Excellence without Compromise” has been proved by producing quality products over the years.That is only why Amtex is being awarded “Best Export Trophy Award” & Gold Medal for “Businessman of the Year”.




Amtex has an extensive weaving set up having variety of machines including Power, Auto, Shuttles, Air jet and Water jet looms which produce an enormous variety of fabrics having multiple weaves from 1/1 plain weave to jacquard in different widths ranging from 36 inch to 153 inch with maximum thread count of 1000 threads per square inch. The inventory of more than 5000 machines is fully equipped with various kinds of secondary and auxiliary equipments to produce Dobbies, Jacquards and Seer sucker weave patterns.


We have state of the art spinning facilities covering the complete sphere of yarn manufacturing including ultramodern automated setup with high speed ring frames. Amtex’s automated spinning facility is the most modern in the region.

We have the facilities to produce carded as well as combed yarn. The flexibility of in our house machinery results in manufacturing of yarn counts from 7 s to 120 s with high uniformity, evenness and low IPI’s which is reflected in our woven products.

Design & Creation 

Amtex has an in-house Design Studio with the responsibility for procuring and generating designs for various markets under the guidance of international professionals.

We get regular advice including “Story and Mood Boards” from our design consultants in Western Europe, USA, Australia and the , allowing us to stayat the “Cutting Edge” of International design and styling.

Customers can view our “Online” Design Library. We have the facility of a most modern fabric plotter, that can readily print design on fabric without making screens just to give our valued customers actual look of the design on the fabric.


The Embroidery Department is equipped with computerised BARUDAN 20 head, 9 colour machines, this in house Embroidery facility allows us to rapidly translate designs onto fabric guaranteeing prompt and reliable service to our Customers.

Stitching (Home Textile)

The extensive stitching facility is divided in 14 units with more than 800 latest machines equipped with various tools to produce a diversified product range. Each stitching unit is designed for specified products, to achieve the optimum level production efficiencies and highest level of quality standards.

We are in process of implementing a state of the art Eaton system and reverse production tracking that will allow us to track each and every operation done on the product ensuring that customer gets perfect quality.

Stitching (Apparel)

All machines and workers are ready to cater for the needs of our valued customer. Our apparel division is producing both light & heavy weight garments. A comprehensive Quality Control & Assurance System is working continuously monitor, control and assure the quality Standards. Various inspections in cutting, stitching, washing, finishing and packing facilitate us to maintain AQL levels as per customer’s requirement.

Coating & Flocking

We take pride in our wide 280cm width Coating and Flocking Line AIGLE from Itlay , that allows us to produce a variety of special finishes including thermal backing, blackout, water repellant, fire retardant and heat resistant aluminium coating for iron board covers, as well as Velour “Flocked Fabrics”.

  • Blackout
  • Water
  • Repellant 
  • Fire Retardant 
  • Aluminum Coatings 


  • To be the employer of choice
  • To have effective and appropriate HR systems to attract and retain employees who fit the company profile
  • To this end, HR strives to serve a role model within the company


  1. Conducting and evaluating regular employee satisfaction surveys
  2. Ensuring that all employees know their job expectations
  3. Ensuring that every employee has SMART business goals and personal development targets
  4. Encouraging managers to communicate business objectives and results to the staff in a constructive manner
  5. Operating a reward system aligned to the corporate objectives

Company Headquarters

Contact Us

Feel free to Contact us for any of your queries.

Phone: +92-41-4361724 Fax: +92-41-4361726


Address: 1 Km Khurrianwala Jaranwala road Faisalabad, Pakistan

Web Master:




Recruitment History

Towards the end of the 1980s recruitment and selection were seen as two of the key issues facing organizations as they prepared for the 1990s. Continuing skills shortages and the prospect of a significant decline in the number of young people would, according to Curnow mean that the recruitment is moving to the top of the personnel professional’s agenda and that the 1990s would be the era of the recruiter. Such would be the difficulties in recruiting and retaining staff, with a shift in power to those with skills to sell, that many organizations would require a radical response. Thus employers would also be compelled to see the attraction and retention of workers as part of the evolving employment relationship, based on a mutual and reciprocal understanding of expectations. Recruitment followed by selection would be vital stages in the formation of such expectations, with an emphasis on a two-way flow of communication. Employees would be selecting an organization and the work on offer as much as employers would be selecting employees. Traditional approaches, that attempt to attract a wide choice of candidates for vacancies before screening out those who do not match the criteria set in job descriptions and personnel specifications would be too one-sided.

For a short time at least, a number of organizations did react to the impending shortages along the lines suggested. Some organizations began to adjust and widen their recruitment criteria in order to increase the number of recruits. However, many of the changes adopted could be seen as tactical adjustments only. By the end of the 1980s, recession had already begun and power in the labor market swung back to employers, except in continuing cases of skills shortages.

In the 1990s there have been wide variations in recruitment and selection practices reflecting an organization’s strategy and its philosophy towards the management of people. Employees may be seen as part of the primary internal market and become the focus for measures intended to bring about increased motivation, increased acceptance of responsibility, deepened skills and greater commitment, providing the organization with a competitive edge. Such employees become part of an organization’s core workforce, and recruitment and selection represent the entry point activities. Seen this way, emphasis may be placed on admitting only those applicants who are likely to behave, acquire skills and show attitudinal commitment in line with the requirements of an organization’s strategy. In many organizations, competency frameworks have been developed and utilize to specify the skills and qualities required from potential employees. Such frameworks have allowed organizations to adopt a range of sophisticated recruitment and selection techniques in order to identify and admit the right people. In this way, as organizationally defined critical qualities, a competency framework augments an organization’s power. Once selected, employees may able to move on to the HRM cycle as part of a progression and development of a career within that organization. In theory, through the use of competencies, employees could be moving round the cycle several times during their working lives and thus subject to recruitment and selection process on more than one occasion in the same organization. More advanced approaches to recruitment and selection are part of a package of HRM activities. As a contrast, approaches to the recruitment and selection of employees forming the secondary internal market would include less screening at the point of entry, with attention paid mainly to possession of the skills required such employees might be recruited and selected by cheaper methods but still perhaps with a connection to organization strategy via the specification of competencies.

Variations in practice, however, are bound by the law of the land. Recruitment and selection have been notorious areas for prejudice and subjective influence and this could well result in infringements under legislation dealing with discrimination. In the UK the key legal provisions are contained in the sex discriminations at 1975, and the Race relations at 1976. Both acts disallow discrimination and in general there are two forms of discrimination which are against the law:

Unscientific and Scientific recruitment

Previously, the selection of candidates was influenced by superstitions, beliefs, personal prejudices of managers looking after the recruitment and selection of the staff.

The net result of such unscientific recruitment and selection are:

  • Low productivity of labor
  • High turnover
  • Excessive wastage of raw materials
  • More accidents and corresponding loss to the organization
  • Inefficient working of the whole organization and finally
  • Ineffective executive of training and management development programs

Scientific Recruitment and Selection

The importance of selection recruitment and selection of staff is now accepted in the business world. Selection is important as it has its impact on work performance and employee cost. As result scientific methods of recruitment and selection are extensively for the selection of managers and the supervisory staff. The assistance of experts such as industrial psychologist and management consultants are also taken for the purpose of scientific selection. As a result, the objective of “right man for the right job” is achieved in many organizations. Moreover, “right job” is the basic principle in manpower procurement.

Sources of Recruitment

Every organization has the option of choosing the candidates for its recruitment processes from two kinds of sources: internal and external sources. The sources within the organization itself (like transfer of employees from one department to other, promotions) to fill a position are known as the internal sources of recruitment. Recruitment candidates from all the other sources (like outsourcing agencies etc.) are known as the external sources of recruitment.

Internal Recruitment

Internal recruitment seeks applicants for positions from within the company. The various internal sources include:

  • Promotions and Transfers: Promotion is an effective means using job posting and personnel records. Job posting requires notifying vacant positions by posting notices, circulating publications or announcing at staff meetings and inviting employees to apply. Personnel records help discover employees who are doing jobs below their educational qualifications or skill levels. Promotions has many advantages like it is good public relations, builds morale, encourages competent individuals who are ambitious, improves the probability of good selection since information on the individual’s performance is readily available, is cheaper than going outside to recruit, those chosen internally are familiar with the organization thus reducing the orientation time and energy and also acts as a training device for developing middle-level and top-level managers. However, promotions restrict the field of selection preventing fresh blood & ideas from entering the organization. It also leads to inbreeding in the organization. Transfers are also important in providing employees with a broad-based view of the organization, necessary for future promotions.
  • Employee referrals: Employees can develop good prospects for their families and friends by acquainting them with the advantages of a job with the company, furnishing them with introduction and encouraging them to apply. This is a very effective means as many qualified people can be reached at a very low cost to the company. The other advantages are that the employees would bring only those referrals that they feel would be able to fit in the organization based on their own experience. The organization can be assured of the reliability and the character of the referrals. In this way, the organization can also fulfill social obligations and create goodwill.
  • Former Employees: These include retired employees who are willing to work on a part-time basis, individuals who left work and are willing to come back for higher compensations. Even retrenched employees are taken up once again. The advantage here is that the people are already known to the organization and there is no need to find out their past performance and character. Also, there is no need of an orientation program for them, since they are familiar with the organization.
  • Dependents of deceased employees: Usually, banks follow this policy. If an employee dies, his / her spouse or son or daughter is recruited in their place. This is usually an effective way to fulfill social obligation and create goodwill.
  • Recalls: When management faces a problem, which can be solved only by a manager who has proceeded on long leave, it may de decided to recall that persons after the problem is solved, his leave may be extended.
  • Retirements: At times, management may not find suitable candidates in place of the one who had retired, after meritorious service. Under the circumstances, management may decide to call retired managers with new extension.
  • Internal notification (advertisement): Sometimes, management issues an internal notification for the benefit of existing employees. Most employees know from their own experience about the requirement of the job and what sort of person the company is looking for. Often employees have friends or acquaintances who meet these requirements. Suitable persons are appointed at the vacant posts.

External Recruitment

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

  • Professional or Trade Associations: Many associations provide placement service to its members. It consists of compiling job seeker’s lists and providing access to members during regional or national conventions. Also, the publications of these associations carry classified advertisements from employers interested in recruiting their members. These are particularly useful for attracting highly educated, experienced or skilled personnel. Also, the recruiters can zero on in specific job seekers, especially for hard-to-fill technical posts.
  • Advertisements: It is a popular method of seeking recruits, as many recruiters prefer advertisements because of their wide reach. Want ads describe the job benefits, identify the employer and tell those interested how to apply. Newspaper is the most common medium but for highly specialized recruits, advertisements may be placed in professional or business journals. Advertisements must contain proper information like the job content, working conditions, location of job, compensation including fringe benefits, job specifications, growth aspects, etc. The advertisement has to sell the idea that the company and job are perfect for the candidate. Recruitment advertisements can also serve as corporate advertisements to build company image. It also cost effective.
  • Employment Exchanges: Employment Exchanges have been set up all over the country in deference to the provision of the Employment Exchanges (Compulsory Notification of Vacancies) Act, 1959. The Act applies to all industrial establishments having 25 workers or more each. The Act requires all the industrial establishments to notify the vacancies before they are filled. The major functions of the exchanges are to increase the pool of possible applicants and to do the preliminary screening. Thus, employment exchanges act as a link between the employers and the prospective employees. These offices are particularly useful to in recruiting blue-collar, white collar and technical workers.
  • Campus Recruitments: Colleges, universities, research laboratories, sports fields and institutes are fertile ground for recruiters, particularly the institutes. Campus Recruitment is going global with companies like HLL, Citibank, HCL-HP, ANZ Grind lays, L&T, Motorola and Reliance looking for global markets. Some companies recruit a given number of candidates from these institutes every year. Campus recruitment is so much sought after that each college; university department or institute will have a placement officer to handle recruitment functions. However, it is often an expensive process, even if recruiting process produces job offers and acceptances eventually. A majority leave the organization within the first five years of their employment. Yet, it is a major source of recruitment for prestigious companies.
  • Walk-ins, Write-ins and Talk-ins: The most common and least expensive approach for candidates is direct applications, in which job seekers submit unsolicited application letters or resumes. Direct applications can also provide a pool of potential employees to meet future needs. From employees’ viewpoint, walk-ins are preferable as they are free from the hassles associated with other methods of recruitment. While direct applications are particularly effective in filling entry-level and unskilled vacancies, some organizations compile pools of potential employees from direct applications for skilled positions. Write-ins are those who send written enquiries. These jobseekers are asked to complete application forms for further processing. Talk-ins involves the job aspirants meeting the recruiter (on an appropriated date) for detailed talks. No application is required to be submitted to the recruiter.
  • Contractors: They are used to recruit casual workers. The names of the workers are not entered in the company records and, to this extent; difficulties experienced in maintaining permanent workers are avoided.
  • Consultants: They are in the profession for recruiting and selecting managerial and executive personnel. They are useful as they have nationwide contacts and lend professionalism to the hiring process. They also keep prospective employer and employee anonymous. However, the cost can be a deterrent factor.
  • Head Hunters: They are useful in specialized and skilled candidate working in a particular company. An agent is sent to represent the recruiting company and offer is made to the candidate. This is a useful source when both the companies involved are in the same field, and the employee is reluctant to take the offer since he fears, that his company is testing his loyalty.
  • Radio, Television and Internet: Radio and television are used to reach certain types of job applicants such as skilled workers. Radio and television are used but sparingly, and that too, by government departments only. Companies in the private sector are hesitant to use the media because of high costs and also because they fear that such advertising will make the companies look desperate and damage their conservative image. However, there is nothing inherently desperate about using radio and television. It depends upon what is said and how it is delivered. Internet is becoming a popular option for recruitment today. There are specialized sites like Also, websites of companies have a separate section wherein; aspirants can submit their resumes and applications. This provides a wider reach.
  • Competitors: This method is popularly known as “poaching” or “raiding” which involves identifying the right people in rival companies, offering them better terms and luring them away. For instance, several executives of HMT left to join Titan Watch Company. There are legal and ethical issues involved in raiding rival firms for potential candidates. From the legal point of view, an employee is expected to join a new organization only after obtaining a ‘no objection certificate’ from his/ her present employer. Violating this requirement shall bind the employee to pay a few months’ salary to his/ her present employer as a punishment. However, there are many ethical issues attached to it.
  • Mergers and Acquisitions: When organizations combine, they have a pool of employees, out of whom some may not be necessary any longer. As a result, the new organization has, in effect, a pool of qualified job applicants. As a result, new jobs may be created. Both new and old jobs may be readily staffed by drawing the best-qualified applicants from this employee pool. This method facilitates the immediate implementation of an organization’s strategic plan. It enables an organization to pursue a business plan, However, the need to displace employees and to integrate a large number of them rather quickly into a new organization means that the personnel-planning and selection process becomes critical more than ever.


Evaluation of External Recruitment:

External sources of recruitment have both merits and demerits.

The merits are-

  • The organization will have the benefit of new skills, new talents and new experiences, if people are hired from external sources.
  • The management will be able to fulfill reservation requirements in favor of the disadvantaged sections of the society.
  • Scope for resentment, heartburn and jealousy can be avoided by recruiting from outside.

The demerits are-

  • Better motivation and increased morale associated with promoting own employees re lost to the organization.
  • External recruitment is costly.
  • If recruitment and selection processes are not properly carried out, chances of right candidates being rejected and wrong applicants being selected occur.
  • High training time is associated with external recruitment.

Recruitment Process

Recruitment refers to the process of identifying and attracting job seekers so as to build a pool of qualified job applicants. The process comprises five interrelated stages, such as-

  1. Strategy development.
  2. Evaluation and control.

The ideal recruitment program is the one that attracts a relatively larger number of qualified applicants who will survive the screening process and accept positions with the organization, when offered. Recruitment program can miss the ideal in many ways by failing to attract an adequate applicant pool, by under/over selling the organization or by inadequate screening applicants before they enter the selection process. Thus, to approach the ideal, individuals responsible for the recruitment process must know how many and what types of employees are needed, where and how to look for the individuals with the appropriate qualifications and interests, what inducement to use for various types of applicants groups, how to distinguish applicants who are qualified from those who have a reasonable chance of success and how to evaluate their work.


Recruitment planning

The first stage in the recruitment process is planning. Planning involves the translation of likely job vacancies and information about the nature of these jobs into set of objectives or targets that specify the (1) Numbers and (2) Types of applicants to be contacted.

  • Numbers of contact

Organization nearly always, plans to attract more applicants than they will hire. Some of those contacted will be uninterested, unqualified or both. Each time a recruitment Program is contemplated, one task is to estimate the number of applicants necessary to fill all vacancies with the qualified people.

  • Types of contacts

It is basically concerned with the types of people to be informed about job openings. The type of people depends on the tasks and responsibilities involved and the qualifications and experience expected. These details are available through job description and job specification.


Strategy development

When it is estimated that what types of recruitment and how many are required then one has concentrate in –

(1). Make or Buy employees.

(2). Technological sophistication of recruitment and selection devices.

(3). Geographical distribution of labor markets comprising job seekers.

(4). Sources of recruitment.

(5). Sequencing the activities in the recruitment process.

  • ‘Make’ or ‘Buy’

Organization must decide whether to hire le skilled employees and invest on training and education programs, or they can hire skilled labor and professional. Essentially, this is the ‘make’ or ‘buy’ decision. Organizations, which hire skilled and professionals shall have to pay more for these employees.

  • Technological Sophistication

The second decision in strategy development relates to the methods used in recruitment and selection. This decision is mainly influenced by the available technology. The advent of computers has made it possible for employers to scan national and international applicant qualification. Although impersonal, computers have given employers and seekers a wider scope of options in the initial screening stage.

  • Where to look:

In order to reduce the costs, organizations look in to labor markets most likely to offer the required job seekers. Generally, companies look in to the national market for managerial and professional employees, regional or local markets for technical employees and local markets for the clerical and blue-collar employees.

  • When to look:

An effective recruiting strategy must determine when to look-decide on the timings of events besides knowing where and how to look for job applicants.



Once a recruitment plan and strategy are worked out, the search process can begin. Search involves two steps –

  1. Source activation and
  2. Selling.
  • Source activation

Typically, sources and search methods are activated by the issuance of an employee requisition. This means that no actual recruiting takes place until lone managers have verified that vacancy does exist or will exist.

If the organization has planned well and done a good job of developing its sources and search methods, activation soon results in a flood of applications and/or resumes.

The application received must be screened. Those who pass have to be contacted and invited for interview. Unsuccessful applicants must be sent letter of regret.

  • Selling

A second issue to be addressed in the searching process concerns communications. Here, organization walks tightrope. On one hand, they want to do whatever they can to attract desirable applicants. On the other hand, they must resist the temptation of overselling their virtues.

In selling the organization, both the message and the media deserve attention. Message refers to the employment advertisement. With regards to media, it may be stated that effectiveness of any recruiting message depends on the media. Media are several-some have low credibility, while others enjoy high credibility. Selection of medium or media needs to be done with a lot of care.



Screening of applicants can be regarded as an integral part of the recruiting process, though many view it as the first step in the selection process. Even the definition on recruitment, we quoted in the beginning of this chapter, excludes screening from its scope. However, we have included screening in recruitment for valid reasons. The selection process will begin after the applications have been scrutinized and short-listed. Hiring of professors in a university is a typical situation. Application received in response to advertisements is screened and only eligible applicants are called for an interview. A selection committee comprising the Vice-chancellor, Registrar and subject experts conducts interview. Here, the recruitment process extends up to screening the applications. The selection process commences only later.

  • Purpose of screening

The purpose of screening is to remove from the recruitment process, at an early stage, those applicants who are visibly unqualified for the job. Effective screening can save a great deal of time and money. Care must be exercised, however, to assure that potentially good employees are not rejected without justification.

In screening, clear job specifications are invaluable. It is both good practice and a legal necessity that applicant’s qualification is judged on the basis of their knowledge, skills, abilities and interest required to do the job. The techniques used to screen applicants vary depending on the candidate sources and recruiting methods used. Interview and application blanks may be used to screen walk-ins. Campus recruiters and agency representatives use interviews and resumes. Reference checks are also useful in screening.


Evaluation and Control

Evaluation and control is necessary as considerable costs are incurred in the recruitment process. The costs generally incurred are: –

  1. Salaries for recruiters.
  2. Management and professional time spent on preparing job description, job specifications, advertisements, agency liaison and so forth.
  3. The cost of advertisements or other recruitment methods, that is, agency fees.
  4. Recruitment overheads and administrative expenses.
  5. Costs of overtime and outsourcing while the vacancies remain unfilled.
  6. Cost of recruiting unsuitable candidates for the selection process.
  • Evaluation of recruitment process

The recruitment has the objective of searching for and obtaining applications for job seekers in sufficient number and quality. Keeping this objective in the mind, the evaluation might include:

  1. Return rate of application sent out.
  2. Number of suitable candidates for selection.
  3. Retention and performance of the candidates selected.
  4. Cost of the recruitment process
  5. Time lapsed data
  6. Comments on image projected.

Factors Affecting Recruitment

The recruitment function of the organizations is affected and governed by a mix of various internal and external forces. The internal forces or factors are the factors that can be controlled by the organization. And the external factors are those factors which cannot be controlled by the organization. The internal and external forces affecting recruitment function of an organization are:

Internal Factors Affecting Recruitment

The internal forces which can be controlled by the organization are:

  1. Recruitment Policy

The recruitment policy of an organization specifies the objectives of recruitment and provides a framework for implementation of recruitment program. It may involve organizational system to be developed for implementing recruitment program and procedure by filling up vacancies with best qualified people.

Factors affecting recruitment policy

  • Organizational objectives
  • Personnel policies of the organization and its competitors.
  • Government policies on reservations.
  • Preferred sources of recruitment.
  • Need of the organization.
  • Recruitment costs and financial implications.
  1. Human Resource Planning

Effective human resource planning helps in determining the gaps present in the existing manpower of the organization. It also helps in determining the number of employees to be recruited and what qualification they must possess.

  1. Size of the Firm

The size of the firm is an important factor in recruitment process. If the organization is planning to increase its operations and expand its business, it will think of hiring more personnel, which will handle its operations.

  1. Cost

Recruitment incur cost to the employer, therefore, organizations try to employ that source of recruitment which will bear a lower cost of recruitment to the organization for each candidate.

  1. Growth and Expansion

Organization will employ or think of employing more personnel if it is expanding its operations.

External Factors Affecting Recruitment

The external forces are the forces which cannot be controlled by the organization. The major external forces are:

  1. Supply And Demand

The availability of manpower both within and outside the organization is an important determinant in the recruitment process. If the company has a demand for more professionals and there is limited supply in the market for the professionals demanded by the company, then the company will have to depend upon internal sources by providing them special training and development programs.

  1. Labor Market

Employment conditions in the community where the organization is located will influence the recruiting efforts of the organization. If there is surplus of manpower at the time of recruitment, even informal attempts at the time of recruiting like notice boards display of the requisition or announcement in the meeting etc will attract more than enough applicants.

  1. Image / Goodwill

Image of the employer can work as a potential constraint for recruitment. An organization with positive image and goodwill as an employer finds it easier to attract and retain employees than an organization with negative image. Image of a company is based on what organization does and affected by industry. For example finance was taken up by fresher MBA’s when many finance companies were coming up.

  1. Political-Social-legal Environment

Various government regulations prohibiting discrimination in hiring and employment have direct impact on recruitment practices. For example, Government of India has

introduced legislation for reservation in employment for scheduled castes, scheduled tribes, physically handicapped etc. Also, trade unions play important role in recruitment. This restricts management freedom to select those individuals who it believes would be the best performers. If the candidate can’t meet criteria stipulated by the union but union regulations can restrict recruitment sources.

  1. Unemployment Rate

One of the factors that influence the availability of applicants is the growth of the economy (whether economy is growing or not and its rate). When the company is not creating new jobs, there is often oversupply of qualified labor which in turn leads to unemployment.

  1. Competitors

The recruitment policies of the competitors also affect the recruitment function of the organizations. To face the competition, many a times the organizations have to change their recruitment policies according to the policies being followed by the competitors.


Recruitment Strategies

Recruitment is of the most crucial roles of the human resource professionals. The level of performance of an organization depends on the effectiveness of its recruitment function. Organizations have developed and follow recruitment strategies to hire the best talent for their organization and to utilize their resources optimally. A successful recruitment strategy should be well planned and practical to attract more and good talent to apply in the organization.

For formulating an effective and successful recruitment strategy, the strategy should cover the following elements:

  1. Identifying and prioritizing jobs
    Requirements keep arising at various levels in every organization; it is almost a never-ending process. It is impossible to fill all the positions immediately. Therefore, there is a need to identify the positions requiring immediate attention and action. To maintain the quality of the recruitment activities, it is useful to prioritize the vacancies whether to focus on all vacancies equally or focusing on key jobs first.
  2. Candidates to target:

The recruitment process can be effective only if the organization completely understands the requirements of the type of candidates that are required and will be beneficial for the organization. This covers the following parameters as well:

    • Performance level required: Different strategies are required for focusing on hiring high performers and average performers.
    • Experience level required: the strategy should be clear as to what is the experience level required by the organization. The candidate’s experience can range from being a fresher to experienced senior professionals.
    • Category of the candidate: the strategy should clearly define the target candidate. He/she can be from the same industry, different industry, unemployed, top performers of the industry etc.

Sources of recruitment:

The strategy should define various sources (external and internal) of recruitment. Which are the sources to be used and focused for the recruitment purposes for various positions? Employee referral is one of the most effective sources of recruitment.

Trained recruiters:

The recruitment professionals conducting the interviews and the other recruitment activities should be well-trained and experienced to conduct the activities. They should also be aware of the major parameters and skills (e.g.: behavioral, technical etc.) to focus while interviewing and selecting a candidate.

How to evaluate the candidates:
The various parameters and the ways to judge them i.e. the entire recruitment process should be planned in advance. Like the rounds of technical interviews, HR interviews, written tests, psychometric tests etc.

Forms of Recruitment

The organizations differ in terms of their size, business, processes and practices. A few decisions by the recruitment professionals can affect the productivity and efficiency of the organization. Organizations adopt different forms of recruitment practices according to the specific needs of the organization. The organizations can choose from the centralized or decentralized forms of recruitment, explained below:

Centralized Recruitment

The recruitment practices of an organization are centralized when the HR recruitment department at the head office performs all functions of recruitment. Recruitment decisions for all the business verticals and departments of an organization are carried out by the one central HR (or recruitment) department. Centralized from of recruitment is commonly seen in government organizations.

Benefits of the centralized form of recruitment are:

  • Reduces administration costs
  • Better utilization of specialists
  • Uniformity in recruitment
  • Interchangeability of staff
  • Reduces favoritism

Every department sends requisitions for recruitment to their central office

Decentralized Recruitment

Decentralized recruitment practices are most commonly seen in the case of conglomerates operating in different and diverse business areas. With diverse and geographically spread business areas and offices, it becomes important to understand the needs of each department and frame the recruitment policies and procedures accordingly. Each department carries out its own recruitment. Choice between the two will depend upon management philosophy and needs of particular organization. In some cases combination of both is used. Lower level staffs as well as top level executives are recruited in a decentralized manner.

HR Challenges in Recruitment of “Amtex”

Recruitment is a function that requires business perspective, expertise, ability to find and match the best potential candidate for the organization, diplomacy, marketing skills (as to sell the position to the candidate) and wisdom to align the recruitment processes for the benefit of the organization. The HR professionals – handling the recruitment function of the organization- are constantly facing new challenges. The biggest challenge for such professionals is to source or recruit the best people or potential candidate for the organization.

In the last few years, the job market has undergone some fundamental changes in terms of technologies, sources of recruitment, competition in the market etc. In an already saturated job market, where the practices like poaching and raiding are gaining momentum, HR professionals are constantly facing new challenges in one of their most important function- recruitment. They have to face various challenges to find the best candidates for their organizations.

The major challenges faced by the HR in recruitment are:

  1. Adaptability to globalization

The HR professionals are expected and required to keep in tune with the changing times, i.e. the changes taking place across the globe. HR should maintain the timeliness of the process

  1. Lack of motivation

Recruitment is considered to be a thankless job. Even if the organization is achieving results, HR department or professionals are not thanked for recruiting the right employees and performers.

  1. Process analysis

The immediacy and speed of the recruitment process are the main concerns of the HR in recruitment. The process should be flexible, adaptive and responsive to the immediate requirements. The recruitment process should also be cost effective.

  1. Strategic prioritization

The emerging new systems are both an opportunity as well as a challenge for the HR professionals. Therefore, reviewing staffing needs and prioritizing the tasks to meet the changes in the market has become a challenge for the recruitment professionals.

Importance of Recruitment, Selection& Promotion of “AMTEX BD

To sophisticate the systems, processes and technology of an organization, it is the capabilities and commitment of its employees that ensure its success. Without the optimum combination of people at different levels, with appropriate capabilities, knowledge and motivation, individual and organizational performance will suffer. It is therefore essential to the success of the organization to ensure that recruitment and selection is effective, and delivers the highest caliber of employees at optimum cost. As many writers have maintained by the beginning of the twenty-first century, an increasing number of managers had become aware that the only unique and sustainable source of competitive advantage came from the inspiration, knowledge and effort of employees. Human capital is a valuable asset for organizations, which resides within the people that comprise the workforce and can easily be lost through people voluntarily leaving the organization or as a result organizational restructuring.

It would be a mistake, however, to see these activities in isolation. Carrying out the various activities that result in the hiring of new employees is a necessary, but not sufficient, requirement. An organizations human capital base is enriched not only by the employment of new results from outside, but by the retention and development of the majority of its employees. Nevertheless, there is a strong case to be made for recognizing that recruiting and selecting the right employees is absolutely critical to an organizations ability to grow and prosper.

But attracting and selecting the best candidates is neither an easy task, nor is it risk free. Burrows (2004) justifiable argue that the challenges of introducing and integration new recruits from outside a company cannot be underestimated or treated lightly. So the proper tools are used in the assessment process, applicant’s ambitions and personal motivations are understood, and coaching is used to ensure the rapid integration of new results, the chances of meeting these challenges will be much greater than if these requirements were ignored or misunderstood. Notwithstanding this, mistakes can be made and the wrong people hired, with unfortunate implications for the organization and for the employee.

If recruitment and selection is not risk free and may result in mistakes being made, can the assessment and selection of applicants be carried out in such a way that the best, or the right, person will always be identified, and the wrong people kept out the organization so, the answer to this is, unfortunately, that no, it cannot be guaranteed. Recruitment and selection is not an exact science, there is always a possibility that the chosen candidate will not perform to the expected standard. Extraneous pressures can interfere with the decision making process, and subjectivity and bias undermine procedural rigor. It is important to recognize, however, that much better decisions and fewer mistakes can be made if a through process is followed, involving the gathering of as much relevant and objective information as possible, and using the expertise and judgment of different stakeholders. Consider the HRM insight, in which an important and costly mistake was avoided only by the timely intervention of an HR professional.

In Bangladesh the HR processes are being outsourced from more than a decade now. A company may draw required personnel from outsourcing firms. The outsourcing firms help the organisation by the initial screening of the candidates according to the needs of the organisation and creating a suitable pool of talent for the final selection by the organisation. Outsourcing firms develop their human resource pool by employing people for them and make available personnel to various companies as per their needs. In turn, the outsourcing firms or the intermediaries charge the organisations for their services.

Advantages of outsourcing are

  1. Company need not plan for human resources much in advance.
  2. Value creation, operational flexibility and competitive advantage
  3. Turning the management’s focus to strategic level processes of HRMCompany is free from salary negotiations, weeding the unsuitable resumes.


Encouraging the recruitment of women:

Women represent a substantial pool of potential talent which Lafarge recognizes, therefore Lafarge sets three targets:

  • Doubling the member of women in senior management position (Hay 18 and above) in the next five years.
  • Identifying twenty women with high potential each year
  • Adding a specific section in the succession planning process to encourage the development of the most praising women in the organization.

There are already a few concrete examples, a woman was recently appointed general manager in china, three have been appointed as plant manager in France. The state of the woman in senior positions likes,

  • 14% of managers (Hay 13 and above).
  • 5% of senior manager (Hay 18 and above).
  • 4% woman in posts of Hay 23 and above.

This proves that Lafarge is very keen to recruit the woman and develop their career. In Lafarge Surma Cement Ltd also a good numbers of women are holding important positions.

Internationalization of Recruitment:

Constructing a global spirit in a multi local organization is a permanent approach for Lafarge. This implies exposing employees move to deferment environments and different culture. It is also a wonderful opportunity in terms of career development and discovering a new horizon. This is a source of personal fulfillment and win win situation. Lafarge has identified three targets in this regard:

  • Ensuring that every Business unit management team having at least one member who comes from a different country.
  • Accelerating the internalization in the corporate centre to reach a level of 33% non French managers within 3 to 5 years.
  • Developing a program that will allow junior managers to take on international assignments early in their careers.

This is how Lafarge ensures its internalization of recruitment to have diversity in the organization.


Analysis and findings


Barriers of the present system

There are no barriers for recruiting locally using present policies and system. But the organization faces problems while conducting cross border and expatriate recruitment. It is more expensive, time consuming, and requires additional diplomatic efforts.

Benefits of the present system

Though it is a general process of selection but the organization is benefited by getting multinational skilled workforce. By conducting all the steps of recruitment and selection process organization ensures sorting out best possible candidate. It is a lengthy process through which the most suitable employees are recruited.


While conducting an interview respondent said Lafarge does not follow gender equity in practical ground. But it encourages women employment basing on the married. It is also known that there is lack of skilled and experienced candidates to work in an integrated cement manufacturing plant like Lafarge. Relative Handling is a sensitive issue which is a potential source of discomfort among employees. But above all HR recruits only the fittest candidates as per requirements.

Remoteness of the Plant Location

As the plant location is far away from Dhaka a good number of qualified candidates may not be interested to apply. Though management offers a competitive compensation package, still it is an issue of consideration.

Matching of IT Efficiency with Experience

It has been noticed that some candidates having efficiency in IT sector but lack of less experience in sales or marketing or vice versa. Where IT efficiency is very essential to perform the particular job but the candidate possesses a long experience in that field. So it is a difficulty to match the desired criteria of a candidate

Expatriate Recruitment

Once the organization faces difficulties to recruit or muster qualified personnel, the corporate arranges for expatiate recruitment from other countries. It may be on transfer or fresh recruitment from the counties where there are subsidiaries. It is time consuming and requires extra management efficiency.

SWOT Analysis of AMTEX:

Findings of the Study

Recruitment and selection are two of the most important functions of personnel management. Recruitment precedes selection and helps in selecting a right candidate.

Recruitment and Selection are perhaps the most important tasks for an organization. Recruitment precedes selection and helps in selecting a right candidate. Recruitment refers to the process of searching and appointing prospective candidates in an organization. And Selection refers to the task of choosing or picking the suitable candidates by first asking for and gaining access to useful information about the candidate

Employers are always looking for the right staff to fill the job vacancies that they have on offer. Finding the right staff means that recruitment and selection processes are a key factor in the success of any business. In order to be truly effective it is essential that a business has the right kind of personnel. Having people who enjoy their jobs and want to make a success of them can be the making of a company, while uninterested and unsuitable staff can bring a successful business to its knees.

Recruitment and Selection – Barriers and Opportunities


The following were identified as opportunities for improving the recruitment and selection process:

  • Open continuous recruitment
  • Active outreach to passive job seekers
  • Use of desirable qualifications
  • Job-specific candidate screening criteria based on job analysis
  • Expansion of position description to incorporate essential knowledge, skills, abilities, competencies; essential functions; specific position requirements; and job environment conditions
  • Electronic application, candidate pool, and certification processes
  • Adoption of an employee referral incentive program
  • Open candidate pool versus ranked registers and referrals


The following existing rules and processes were identified as creating potential barriers to an effective recruitment and selection program:

  • Required qualifications, as they may preclude consideration of capable candidates
  • Mandatory posting requirements, resulting in time delay.
  • Traditional testing, resulting in time delay and having questionable validity
  • Primary scrutiny, resulting in elimination of potential candidates for consideration
  • Practice of employee referrals which limits available candidates for consideration
  • Ranked registers and ranking by score within registers which limits candidates for consideration
  • Promotional preference, which may limit candidates for consideration

In addition, the author determined that reliance on regimented, rule-driven processes has resulted in a lack of knowledge among human resource staff and program managers related to recruitment and selection practices and techniques.


Other Relative Issues

  • The job descriptions and job specifications are not reviewing on a continuous basis and tendency have been found to review them hurriedly just before any internal or external audit. The job specification is a traditional one, which actually provides no help to identify the essential and desirable competencies of a person during recruitment and selection. It is seemed that they are just keeping & maintaining those forms for only documentation and audit (compliance) purpose.
  • The use of internal applicants may lead the company to appoint some unsuitable persons whom the company can’t terminate as they have referee in its management.
  • The use of the Internet and electronic technologies has become a prevalent practice. Continued growth and development of processes such as Inept App are a must. Inept App is the Internet application process administered by P&A, which is used in general that allows candidates to apply and be assessed online. Inept App allows applicants to apply, undergo initial assessment, and be ready for consideration of appointment in a matter of hours.
  • The requisition is raised by the concerned line managers in a structured form in light of their current need but not in the light of the person specification. The justification of this requisition is in most cases overlooked by them and not filled. The authority in most of the cases does not do an analysis of whether the position is needed to fill.



This study suggest that when Recruitment and Selection Process is properly established and implemented then organization will must grow because all the employees will be according to the requirements Recruitment and Selection Process affects a lot on the organizational activities regarding its growth because if the people will be according to the requirements and skillful then cost will reduce and organization must grow.

There are some aspects recommended for further improvement of recruiting and selection of the best personnel and develop the overall process.

  • The process of job analysis is a good opportunity to have a thorough review of a job. The tendency is to look at the old job description and person specification and to re-issue them or at the most make marginal changes. This can be a missed opportunity.
  • A new job specification format be developed that incorporates key competencies, (essential & desirable functions). The specification should be updated with major changes in duties to keep it up to date.
  • More concentrate on external souring which will allow the company to screen out the best performers from the market.
  • A best practice that is not actively used in our country now is the use of an employee referral incentive program to generate referrals of potential candidates from current employees. This kind of program has proven to be cost-effective for other private and public employers outside.
  • Online application format, Current available jobs, how to apply, etc which may initially incur some cost but will reduce important managerial time. This may facilitate the whole Organization to screen out the most potential candidates as and when required.
  • Strongly recommended to review and reproduce a new Job Specification form during hiring & the requisition should be made in the light of that JS.
  • Before approving the requisition the senior management should make a financial and functional analysis.
  • The title or main heading is most important for attracting attention. It must be instantly recognizable to the target audience. Sub-headings can usefully identify the industry, job location and salary. The heading is not the place for the name of the organization.
  • Creating interest is the job of the main body of the advertisement. The headline has caused the reader to stop and look. Now his attention must be held. The content should be a balance between a description of the job, company information and the minimum requirements of the employee specifications.
  • The description of the job may interest the reader but he will only apply if the pay and benefits package is better than the one he already has. If the approximate starting salary or salary range cannot be stated then the advertisement fails to substantially arouse a desire to apply.
  • Initial candidate assessment should be simple and expeditious, so as to eliminate clearly unqualified candidates and to move qualified
  • Candidates forward into the applicant pool. To the degree possible, position-specific qualifications should be screened for, rather than those of an entire class. Further job specific tools can be applied in the funneling process in subsequent steps of the recruitment and selection process.
  • Funneling of candidates from the applicant pool to the candidate pool should be done at the lower/middle level using job-specific screening criteria and methods. Any rule should allow for options in the process at the discretion of the hiring organization.
  • Emphasis should be placed on giving hiring authorities needed training and guidance to properly conduct interviews and other appropriate final assessment tools. A rule does not appear necessary. P & A can point out personnel capable of handling interview process and should always conduct the interviews with them and provide them proper training as well


The human element of organization is the most crucial asset of an organization. Taking a closer perspective -it is the very quality of this asset that sets an organization apart from the others, the very element that brings the organization’s vision into fruition.

Thus, one can grasp the strategic implications that the manpower of an organization has in shaping the fortunes of an organization. This is where the complementary roles of Recruitment and Selection come in. The role of these aspects in the contemporary organization is a subject on which the experts have pondered, deliberated and studied, considering the vital role that they obviously play.

The essence of recruitment can be summed up as ‘the philosophy of attracting as many applicants as possible for given jobs’. The face value of this definition is what guided recruitment activities in the past. These days, however, the emphasis is on aligning the organization’s objectives with that of the individual’s. By making this a priority, an organization safeguards its interests and standing. After all, a satisfied workforce is a stable workforce which also ensures that an organization has credible and reliable performance. Ina bid to underscore this subtle point, the project examines the various processes and nuances one of the most critical activities of an organization.

The end result of the recruitment process is essentially a pool of applicants. Next to recruitment, the logical step in the HR process is the selection of qualified and competent people. As such, this process concentrates on differentiating between applicants in order to identify and hire those individuals whose abilities are consistent with the organization’s requirements.

The reader will do well to note that the transition between the two activities is not stringent. The two activities basically have one aim- to yield a perfect employee for the organization.

Nor are these activities typecast. Every organization tailors the processes keeping in mind the nature of the organization, its needs and constraints.

In this project, we examine this angle through the case studies of two companies, involved in the same sector but essentially different in their perceptions towards recruitment and selection. And both seem to have benefited from their take on the two processes.

In the end, this report endeavors to present a comprehensive picture of Recruitment and Selection and hopes to enable the reader to appreciate the various intricacies involved.