Recruitment and Selection Effectiveness of Biman Bangladesh Airlines

Recruitment and Selection effectiveness: Biman Bangladesh Airlines Ltd

Biman Bangladesh Airlines Limited is the most reputed airlines in Bangladesh and one of the biggest organizations in Bangladesh. It was founded in 1972. From foundation, it has been recruiting and selecting thousands of people. It has contributed to the national economy serving the nonresident Bangladeshi people since its inception. At Biman Bangladesh Airlines Ltd, the Human Resource Department is at transitional state. Because few years ago HR Department wholly known as ‘Administrative Department’. Now the HR Department is becoming stronger day by day as it has become Public Limited Company.

History:

Biman Bangladesh Airlines was established on 4 January 1972. It was established under Biman Ordinance. The initiative to launch the airline was taken by 2,500 former employees, including ten Boeing 707 commanders and seven other pilots of Pakistan International Airlines, who submitted a proposal to the government on 31 December 1971 following the independence of Bangladesh. The airlines was initially called Air Bangladesh but was soon renamed Biman Bangladesh Airlines.

In modern Bengali, the word (Biman) refers to “aero plane “, originating from the Sanskrit Word Vimana, a given to a flying machine mentioned in ancient Vedic Literature. The logo, painted on the tail, is a stylized white stork bolaka inside a red circle. The initial livery was a dark blue line extending across the aircraft along the windows and covering the tail section. This was replaced in the 1980 by dark green and red lines, matching the colures of Bangladesh flag, and has remained for over two decades. The bolaka has also given its name to the Biman headquarters, the bolaka bhaban and a landmark sculpture in Dhaka depicting storks is front of Biman’s former headquarters.

Biman came into being on January 04, 1972 with a gift of DC-3 aircraft from Bangladesh Air force. Presently Biman has two 737-800, four DC10-30, three A310-300 and three F28-4000 aircraft in its fleet. In the 2005–06 fiscal years, Biman carried 1.15 million passengers, a growth of 70% over the previous decade.

Biman does entire maintenance work on its F-28 aircraft. Biman is also doing C-check, D-check on DC10-30 and A310-300 in its hangar complex at Dhaka. Checks, repair and maintenance of one DC10-30, one wide bodied Boeing and two F-28 aircraft can be done simultaneously there.

A look on Operational and Financial Performance:

The Directors of Biman Bangladesh Airlines Limited observed that the company has made a consolidated loss of Tk. 80.14 crore during the year 2010-2011.

During the financial year 2010-2011, Biman has earned total revenue of Tk. 2,913.60 crore including revenue from Hajj Operation of Tk. 290.17 crore. During the previous year 2008-09, it was Tk. 3,012.82 crore including revenue from Hajj Operation of Tk. 298.82 crore.

Passenger revenue contributed about 77.87% of total operating revenue of the airline. Cargo and Excess-Baggage contributed 8.22% and 1.27% respectively. It may be mentioned here that due to capacity constraint, Biman could not fully exploit the cargo market opportunity, Biman has brought cargo under automation and other modern marketing mechanism has also been set to optimize revenue with the planned fleet enhancement.

Due to aged aircraft and fleet constraints even with leased aircraft during the 2^nd half of the year, Biman failed to achieve satisfactory level of schedule regularity during the period under review. With a view to Fleet Modernization, Biman has signed agreement in April and May 2008with Boeing for procurement of 10 new generation fuel-efficient arcraft. Other strategies have been taken to remobve existing fleet constraint, efficiency enhancement and image building. One 777-200er and two 777-200 aircraft have joined to the fleet in January 2011.

Activities of the Company

Directors would like to highlight some significant achievements during the period and a background and future plan of the activities of the company.

All Economy Class

Biman continued to earn additional revenue through all-economy operations of its DC10-30 fleet enabling to increase its Economy Class capacity by 15 percent. However, with the re-branding initiative presently under process to enhance Biman’s Image, operation of DC10-30 fleet will be restricted to selected routes only in the coming days.

Hajj Operation

Biman is honored to have to have the opportunity to serve the Hajj pilgrims. During the fiscal year, it successfully transported 31,700 Hajj pilgrims to Saudi Arabia through operation of 54 Hajj flights and also 32 scheduled flights from Dhaka and Chittagong. During the previous year, Biman had transported 29,604 Hajj pilgrims through 40 Hajj flights and 34 scheduled flights.

Direct Service DAC-LHR-DAC

Biman has introduced dedicated direct flights on DAC-LHR-DAC route since March 2010. It may also be mentioned that there is no direct flights from DAC-LHR-DAC by other Airlines.

Network

Biman had 22 destinations in its network including 02 domestic destinations. Due to continuous losses, operation on some destination was suspended. This initiative decreased losses. With the induction of additional aircrafts, some of the suspended routes have been revived. Operation to NYC is expected to resume soon.

New Look of Marketing & Sales Team

As part of the re-organization plan, restructuring of the Marketing Department has been undertaken to prepare the airline for the highly competitive market environment. The reorganized Marketing approach places emphasis on revenues from income streams of Passenger, Cargo and other Businesses.

Introducing Intranet and Office Management Software

With the cooperation of Boeing, Biman has established a PC based intranet that would enable speedy decision-making. This state of the auto system would take help from different Office Management Software which will make routine decision making very user-friendly.

Migration of Reservation and SITATEX Services

Biman used Dumb Terminals for its reservation services for the last two decades. In addition, older version of SITATEX played an important role for messaging services, biman entered into New Generation Network and replaced Dumb Terminals and older PCs for entire network. For doing so, they have introduced IP-VPN (Internet protocol- Virtual Private Network) for network side and replaced desktops by branded PCs. This migration results to access high-speed data transfer. At present, they possess a world standard reservation and SITATEX services.

AIRLOGICA (DATA Mining Technology)

Working in partnership with GDS companies is very important. It is equally important to maintain GDS cost at a rational level. Biman has signed an agreement with AIRLOGICA. It uses sophisticated data mining techniques to assist airlines to fully appreciate Global Distribution System costs by allowing the user to choose reports and perform ad hoc queries.

Billing & Settlement Plan (BSP)

In 2008-09, Biman initiated efforts to bring its station under BSP. By the end of 2008-09, all Biman stations have been brought under BSP except Rome due to local market scenario. BSP is a system designed to facilitate and simplify the selling, reporting and remitting procedures of IATA Accredited Passenger Sales Agents, as well as to improve financial control and cash flow for BSP Airlines. A truly worldwide system, at the close of 2008, there were 88 BSPS, covering 160 countries and territories serving 400 airlines, while gross sales processed amount to USD 239 billion. BSP simplifies total distribution burdens of the airlines as agents issue on Sales Report and remit one amount to a central point, airlines receive one settlement covering all agents and most importantly agents’ sales are reported electronically. This has caused savings both for Biman and its agents. Biman not only participated in BSP but also made it mandatory to all its agents. Now agents are dealing with Biman in a more secured environment with reduced financial risk exposure.

Cargo Accounts Settlement System (CASS)

Biman has also been among the pioneering airlines to introduce Cargo Accounts Settlement Systems (CASS), designed to simplify the billing and settlement of accounts between airlines and freight forwarders. It operates through CASS link, and advanced global web-enables e-billing solution. CASS yields a two-fold solution as it replaces:

Airlines’ traditional paper based invoicing.
Agents’ manual controlling of those invoices, while all benefits from the enhanced financial control and improved cash flow as the CASS rate of success in collecting funds is virtually 100%.

CASS has been fully in operation in this year with 27 Freight Forwarders and 4 Airlines members. As per IATA Mandate, E-freight to be 100% implemented globally. Bangladesh needs to sign on Montreal Protocol 1999 or Montreal Protocol 2004 immediately to introduce E-freight in Bangladesh this year.

Passengers Intelligence Service (PaxlS)

At the beginning of 2008 Biman took the initiative of implementing PaxlS, a powergul and essential market intelligence tool for air travel analysis, which was finally implemented during May 2009. PaxlS, a product developed by IATA Business Intelligence Service, is the nost comprehensive airline passenger market intelligence database available today, with more accurate, reliable and affordable data captured through IATA Billing and Settlement Plan (BSP). PaxlS reports issued ticket information from more than 400 airlines carriers covering 82 BSP offices. The product is presently being extensively used for Network planning, Fleet planning Marketing planning and Agency monitoring and performance analysis.

E-Ticketing

After implementing E-ticketing in 2007-08, within the IATA dead line, Biman continued to achieve improvement in this area. Through implementation of Departure Control System in RLIH, JED and CGP, travels with e-ticketing from those stations were made smoother. Interline E-ticketing Agreements were signed with 9 more airlines.

Launching Internet Booking Engine

Biman introduced Internet Booking Engine (IBE) for the airline’s reservation and ticketing system. By introducing IBE to the airline’s ticketing system, passengers will now directly retrieve information about airline schedules and able to make booking.

Internet Booking Engine (IBE) is an application, which helps the travel and tourism industry support reservation through the internet. It helps the consumers to book flights, hotels, holiday packages, insurance and other services online. This is a much needed application for the aviation industry as it has become one of the fastest growing sales channels.

With the introduction of Internet Booking Engine (IBE), the airlines, has been able to make direct exposure to customers. Again IBE will help Biman to cut off extra expenses and to support instant booking and payment.

Biman Engineering and Maintenance

Maintenance

Biman has four DC10-30, three A310-300, two B-737 and three F-28 aircraft of which maintenance is being carried out in Biman’s own facility. Apart from the day-to-day line maintenance and certification prior to each flight, Biman engineering is also providing support to the en-route line stations. This saves a huge amount of foreign currency for operation of these aircraft at the line maintenance level. The operations are being supported by Biman’s own Engineering & Technical Services.

Besides all schedule and un-schedule maintenance like weekly, A-Check, A-Phase check, C-checks for all four types of aircraft and heavy maintenance for DC10-30 and Fokker F-28 aircraft are done in Biman Hanger by Biman’s own engineering man-power. During the period of 2009-2010, Biman Engineering performed a total of 28 A-check and 4 C-check of DC10-30 aircraft, 19 A-check and 2 C-check of A310-300 aircraft, 5 maintenance package and 30 A-chech of F-28 aircraft.

Fleet:

With a view to modernizing fleet, purchase Agreements with Boeing Company were signed in 2008 for purchase of 10 new generation aircraft. Four B777-300ERs are scheduled to be delivered in 2011/13 followed by two B737-800 in 2015 and four B787-8 aircraft in 2019/2020. Procurement of these new aircraft will solve Biman’s longstanding fleet problems. Through induction of new aircraft, Biman will have competitive edge with improved services to the customers leading to increase market share and growth. More importantly, phasing out of fuel inefficient old aircraft will save Biman a lot. With the induction of New Generation Aircraft, the possibility of resumption of suspected flights will be re-evaluated. As an interim measure, Biman has leased two B737-800, one A310-300 and one B777-200ER aircrafts. Agreement of another two B777-200 aircraft is signed on October 2010.

Ground Handling

Biman-since its inception has been providing this very important and specialized service to all the airlines operating from Dhaka and Chittagong, both for Passengers and Cargo, in addition to handling its own flights, this strategic unit has been a source of substantial revenue. During the year Tsks 194.97 crore was earned from Ground Handling Services. During the last year the figure was Taka 179 crore. This is to mention here that during the year revenue from Cargo Handling Services to other airlines was Taka 59.86 crore and from Cargo warehouse demurrage charges was Taka 45.73 crore.

A great change has come over in the Aviation Industry after the 9/11. Diversified security requirements in passenger and baggage services have been imposed. IATA has also implemented global standards in the Aviation Industry. As such hundreds of standards have been set to which the airlines are require to comply with to ensure safe and secured services, Biman naturally had to struggle to cope with this critical business environment with its limited means and resources.

Biman’s Ground Handling Services has been suffering due to inadequacy of Ground Service Equipments (GSE) and man power. Procurement of GSE is now in the pipeline. Additional manpower has also been induced.

Current Situation:

Biman Engineering is working towards achieving the European Standard called European Aviation Safety Agency (EASA). The applicable standard for Engineering and Maintenance is EASA-145 and once Biman obtains that certification, the engineering facility would be able to maintain its own fleet in an internationally acceptable standard and to earn huge foreign currency by performing third-party maintenance/repair services to other operator/airlines.

PDP Loan from Eastern Bank Ltd.

Biman received a foreign currency loan from Eastern Bank Ltd. For Pre Delivery Payment (PDP) to Boeing for purchase of two B777-300ER aircrafts as per agreement sign between the Eastern Bank Limited and consortium Bank with Biman Bangladesh Airlines Limited on 28 April,2010.

Bangladesh Airlines Training Center

Bangladesh Airlines Training Center (BATC) began its journey as the Ground Training School in the Engineering Hanger at old Airport in 1972 immediately after the War of Liberation and subsequently moved to Biman’s own building at Farmgate.

In 1984 the Biman management took advantage of an ICAO/UNDP offer to set up an apprentice training school and acquired land from CAAB to start the project at Hazrat Shahjalal International Airport. The UNDP/ICAO assistance to set up Apprentice Training School was much better utilized to actually build a proper and full-fledged training center for the national carrier. This is BATC today.

BATC offers all ground training (except simulator training to cockpit crew) to Biman’s own personnel and personnel of other airlines. It also offers training to travel and cargo agents on regular basis. Its main objectives are skill development and generating savings. Its main mission is to train personnel requisite to the needs of the airline, skill development for personnel for in-depth qualitative improvement of the airline service, attitudinal realignment of airline personnel for developing proper service-oriented mentality and management development for efficiency and long-term effectiveness.

BATC provides training in the faculty of Operations Technical, Management Development, Avionics Engineering, Aerospace Engineering, Customer Services, and Marketing & Sales. At present, 34 faculty members are serving the BATC. In 2009-2010, BATC conducted 625 courses for 4164 participants.

BATC is currently working towards European Aviation Safety Agency-147 (EASA-147) certification for the training center as a pre-requisite to get EASA-145 certification for Biman’s maintenance/repair facility.

In-flight Service

Biman’s in-flight services have been praised by the valued passengers for its homely atmosphere, standard of meal and courteous behavior of the Cabin Crew. Absence of In-flight Entertainment System has been a constant source of passenger dissatisfaction. This issue will have to be addressed with the induction of new aircraft in the fleet.

Safety, Security & IOSA

Biman has successfully completed initial IOSA Registration Audit in December 2007. Biman became IOSA Registration Airlines in 2008. Under IOSA, more than 20 manual have either been developed or been amended to incorporated current safety requirements. Biman also successfully completed IOSA Renewal Audit in 2009. IOSA registration has been renewed up to December 13, 2011. Biman formed EASA 145 implementation Project Committee and getting of EASA 147 is in progress. Implementation of an effective Safety Management System is in progress.

Flight Routes

Biman is currently operating 4 domestic and 20 international routes. Biman’s domestic and international routes are given below:

Domestic Destinations:

Dhaka, Chittagong, Cox’s Bazar, Sylhet airpots are in service. The operation activities flights are now temporarily postponed in Jessore, Rajshahi, Syedpur and Barishal.

Future Plan

Downsizing Workforce:

The massive restructuring of Biman during the period of Interim Caretaker Government led to downsizing of excess manpower which was implemented by VRS (Voluntary Retirement Scheme) and forced retirement. A total of around 2000 people left Biman voluntarily after settlement of their retirement benefits. But the initiative taken to reduce the manpower did not end up successfully. Management decided to automate many functions and by doing so, manpower requirement was predicted to be reduced. But for interim period, to run the regular operations properly, interim reemployment was done. Many of the sacked as well as retired employees were re-employed in casual or contractual basis, that is, manpower curtailing was not done in a deliberate way as the airlines could not do without them for the time being. So, after caretaker regime, the aggrieved persons sued against Biman and many of them got their job back. This strangled the airlines more severely as in many cases it did not have positions available to re-employ the sacked employees.

Contractual Employment:

Being a Public Limited Company, Biman now hires people only in contractual basis- a contract of 3 years is renewed on a regular basis for successful employees. It was vital restructuring of the organization as it freed up itself from the liabilities to provide retirement benefits to the employees. Also, authority has now greater flexibility to terminate any employee of his/her performance fall in the unsatisfactory level. This gave the corporate governance a better shape as Biman has been suffering from the undue influence of CBA (Collective bargaining Agent) in decision making. The permanent employees are also considered to be converted into contractual employees. At Biman, employees at same level bearing same job responsibilities are differently treated in terms of salary, benefits & other facilities as they are differentiated by the employee numbers, namely ‘P’ and ‘g’ numbers (Permanent & contractual respectively). This created a conflict as any two employees having same designation and responsibilities are not getting equal facilities.

Project part

Introduction

Biman Bangladesh Airlines Limited is the most reputed airlines in Bangladesh and one of the biggest organizations in Bangladesh. It was founded in 1972. Its main hub is known as the Shahjalal International Airport. Its slogan is ‘Your Home in the Sky’. Biman provides international passenger and cargo service to Asia and Europe, as well as major domestic routes. To maintain all of these, it needs huge human power trained well and competent to do jobs assigned. It has a huge Human Resource Department containing many sub-departments. Recruitment and selection combines the Employment Section. The main job of this section is to advertise in order to attract eligible candidates and fill the vacant positions.

Recruitment and Selection are the major activities among many others activities of Human Resource Management. Most of the time, the concept of recruitment is misunderstood. Recruitment is the process of discovering potential candidates for actual or anticipated organizational vacancies. An effective recruiting process requires a significant pool of candidates to choose from-and the more diversity within the group the better. Being a well-known organization, Biman Bangladesh Airlines Ltd can collect a huge number of Curriculum Vitas. Recruitment section has two objectives. Firstly, it encourages eligible candidates to apply for job. Secondly, it discourages ineligible candidates from applying. The recruiter must provide enough information so that unqualified candidates can find themselves out of job candidacy.

After bringing the potential candidates, the competent employees are selected through selection process which is done by the Employment Section of Biman Bangladesh Airlines.

I tried my level best to observe the tasks of this section among many other sections of Human Resource Department.

Rationale of the study

The study was conducted to evaluate the recruitment and selection practice at Biman Bangladesh Airlines Ltd. As the chosen organization is a highly reputed one in our country, I have decided to make a study on recruitment and selection practice at Biman Bangladesh Airlines Ltd to know how this particular aspect of HRM is going on. I try to find out the relevance between my bookish knowledge and the reality. I have collected information from primary and secondary sources. I think this study will give an overall scenario of Employment Section to my faculty member and this will help me in my own career to recruit and select employees.

Statement of the problem

I have found little difference between my study and practical recruitment and selection practice at Biman Bangladesh Airlines Ltd. Since it was a fully owned Government organization, the modern concept of HRM is not still prevailing fully. It needs more time to get the HRM as a powerful section. People of the Administrative and HRM are not well acquainted with modern theoretical concept of HRM.

Scope and delimitation of the report

Firstly, the time was to go through all the things. As I was sitting at the Employment Section, it was comparatively easier to collect information I needed. The employees of Employment Section were very amicable to help. Their behavior, attitude and helpful mentality assisted me to collect the necessary information and complete my study. The environment is much more peaceful. And obviously, the guidance of my faculty member persuaded me to continue the study. At last, all of my gratitude goes to Allah. Allah has made me successful to complete this study who is the best planner among the planners.

Basically there are many limitations regarding this study. As an intern it is pretty much difficult to manage all the information as well from such a big organization. The limitations of the study are-

Time frame is not enough to understand all of the aspects of recruitment and selection at Employment Section at Biman Bangladesh Airlines Ltd.
Though I got my necessary information, I could not ask few sensitive issues about the recruitment and selection because of organizational privacy.
The Human Resource Information System (HRIS) does not exist at Biman Bangladesh Airlines Ltd. To find a piece of information, employees have to look at many pages. All are done in Microsoft Excel.
Recruitment and selection are complicated tasks. If it is big organization like Biman Bangladesh Airlines Ltd, it becomes more difficult to perform the tasks.
Notorious familiarity of Biman Bangladesh Airlines Ltd because of previous corruptions has made me questioned to many people.
The HRM Department is at transitional point. It is still known as Administrative Sector. So, modern concepts of HRM are not followed at many sectors of HR.

Objectives of the reports

Broad objective: The broad objective of the study is to know about the Recruitment and Selection System of Biman Bangladesh Airlines Limited.

Specific objectives:

To know about HR policies of Biman Bangladesh Airlines Ltd.
To focus on HR planning of Biman.
To reveal the selection process followed in Biman Bangladesh Airlines Ltd.
To highlight different tests in the Selection process.
To know the problem facing to recruit and select people for Biman.
To provide some suggestions to improve the system

Literature Review

The topic of the study is “Recruitment and Selection Effectiveness of Biman Bangladesh Airlines Ltd” Different terms have been designed on the basis of its theoretical aspect. The theoretical framework of the study is briefly discussed below:

People are one of the most important elements of an organization. They are the valuable resources of the Company. A Company to remain competitive or to expand business activities should place right peoples at the right places those who will lead the Company to achieve its goal.

“Good employees are hard to find”- this complaint is heard whenever businessman get together. Improved technology in recent years has accentuated the need for specially trained and educated personnel, from skilled tool marks to senior executives. The expansion and technological developments make new demands on the quantity and quality personnel. A Company cannot survive without the human resource to keep it alive, vigorous, and growing.

Selection plays a fundamental and crucial role in the functioning and development of the organization. Successful selection is an important factor in contributing to the organization ability to retain employees. On the other hands, if the selected persons are not motivated under good staffing procedure, then all things will be nipped in the bud.

Successful selection and staffing depends upon finding the applicants with the appropriate sort of skills and qualifications, cause organizational objectives, values and aims of the organization and depends upon the selected personnel. The selection and staffing process is an important exercise and realistic representation of the organization will attract the appropriate candidates. Selectors have considerable contact with customers and the public and therefore, should be seen reflect accurately and positively the image and profile of their organization. Moreover, they are in good position and review their organization image and recommend change where appropriate.

The Selection Process

All selection activities, from the initial screening interview to the physical examination if required, exist for the purpose of making effective selection decisions. Each activity is a step in the process that forms predictive exercise- managerial decision makers seeking to predict which job applicants will be successful if hired. Successful means performing well on criteria the organization uses to evaluate personnel.

Correct decisions are those where the applicant was predicted to be successful and later did prove to be successful on the job. In actually, the selection process represents an effort to balance the objectives of evaluating and attracting.

Selection has two objectives:

Predicting which job applicants would be successful if hired.
Informing and selling the candidates on the job and the organization.

Analysis and Interpretation of the Data

Policies:

Biman Bangladesh Airlines Ltd. has a policy to expand its business in future. Because of this, Biman need more knowledge workers to establish it as a profitable organization. As I noted earlier that Biman is going to buy new aircrafts in the following years. In those aircrafts, more pilots and cabin crews are needed. At present, they have no exact planning that how many employees they will recruit but they have the plan to expand the workforce.

HR Planning:

They have future plan to recruit people for their new aircrafts. The job of HR Planning is mainly done by the Organization and Method Section. The future recruitment plan is approved by the Board of Directors. To make future HR demand, Biman has to think of few factors. At first, they think at which sector they need employees. Is it official, manual or IT based job? They think the needed people in qualitative and quantitative perspectives. For example, they must have more pilots in order to run the new aircrafts coming within few years. Before that, Biman trains some internship cadets at its own training center and who passes the exam they will recruit them. Because of retirements, firing for less revenue, Biman will cut their labor force at few sectors but it will again increase workforce to the few sectors. To fill the vacant positions internally through promotion, The Organization & Method Section prepares succession planning. They think the labor market position. For filling Junior Traffic Assistant posts, Biman asks candidates who has at least one 1^st division and has no 3^rd division. Some years ago, it did not ask for at least 1^st division. At present, people are more educated. So Biman asks for candidates with higher qualifications.

Biman makes the future HR demand so that there will be no shortage or surplus of employees. But sometimes the scenario of shortage or surplus can be seen. It happens because of the practicing nepotism at Biman. Many times, Biman has to satisfy the request of Ministers and Member of Parliaments. In that case, HR Department of Biman has to lose the independence to take decision.

SWOT Analysis

Strengths:

The experienced manpower that it is really a good strength of Biman to lead the market. This efficient manpower is mostly experienced in the field rather than the literary experts of present days. So, if Biman can utilize the potentiality of this force effectively it will be the emerging tiger of this arena.
Being the National flag carrier, Biman bears the symbol of our independence and sovereignty which is definitely strength of the marketing of Biman.
All of the departments of Biman Bangladesh Airlines Ltd. are at one building that is Balaka. This helps to take any important decision quickly.
During work load, employees come to complete the task from other departments

Weaknesses:

The main weakness of Biman is the miss management. The management of Biman could never work independently since the government owned the organization with having inevitable governmental influence in almost all sections and there is always pressure from outside to entertain personal interest.
Governmental quota system makes Employment Section puzzled to recruit and select people.
Biman Bangladesh Airlines Ltd. does not possess any Human Resource information System (HRIS) to recruit, select and make employee inventory. The entire database related jobs are done through Microsoft Excel.

Opportunities:

Biman Bangladesh Airlines Ltd. is the most reputed airline in Bangladesh. That’s why; people want to do job at this organization. It can select properly eligible employees from many numbers of employees. For example, there were130 posts of Junior Traffic Assistance. After giving advertisement, 15,000 applications were received from candidates. After securitization, almost 12,000 applicants were selected to take the exam. So, Biman can choose proper persons from a great number of employees.
Bangladesh government possesses most of the shares of Biman Bangladesh Airlines Ltd. For this, many people of Bangladesh prefer this job because of high security.

Threats:

People have a negative notion toward Biman Bangladesh Airlines Ltd. Many people think that it is a place where a person can become millionaire through corruption. So, honest people can hardly be found during recruitment and selection.
Talented persons from these generations always try to find a job which gives handsome salary with respectable position. In this case, Biman lags behind. Sometimes, eligible candidates do not want to do the job because of not giving higher salary and frequent promotion.

Findings of analysis

From the overall output from my study work it is clearly stated that the recruitment and selection process of Bangladesh Biman is so much effective. I have found in my study that there are several important things that need to focus on for better performances.

It has been pointing out some focusing area from the respondent’s view according to my objectives that shows below:

Transitional form of HR Department: The Human Resource Department of Biman Bangladesh Airlines Limited is in transitional form because it was fully Bangladesh Government controlled organization previously and government had autonomy on this organization.

Internal Policy: Biman has no obligatory policy to recruit and select from internal or external sources.
Skilled Manpower: The employees of Employment Section are highly educated from IBA, AIUB, Dhaka University, NSU and Jahangirnagar University and skilled people who do all recruitment and selection related task proficiently.
Proper coordination: To do the recruitment and selection task, there needs a proper coordination among various departments of HR. Biman has a proper coordination among Employment Section, Organization & Method Section, Personnel Section etc. Employees from other departments help Employment Section during heavy workloads.
Lack of HRIS System: Biman is lagging behind in the IT Section compared to other multinational companies. The CMIS Department of Biman which is also known as IT Department has not still developed a HRIS system. That’s why, all of the recruitment and selection related tasks are done only through Microsoft Excel. Biman has not still launched on-line application system.
Hard Copy Based Database: All of the information about employees which is known as employees’ inventory is in hard copies. It has no soft copy in computer. So if any information is need, they have to look at those hard copies. It kills their valuable times.
Internal and External Request: Employees of Employment Section has to face lots of requests internally as well as externally to recruit and select. It annoys them greatly.

Recommendations

I have found some problems that are very significant and causing poor performances of this section as well as of the entire organization. Here I have recommended some scope that might lead to increase the effectiveness of Bangladesh Biman-

A short-term training program can be arranged to the Managers and Assistant Managers of the different sections of HR to make them well acquainted with modern HR theories.
To launch Human Resource Information System, a training program on HRIS can be arranged for the Manager of Employment Section or Deputy General Manager of HR. Later, they will give instructions to IT employees to develop a program.
A department of Regulatory Section can be launched to diminish any corruption and nepotism to improve the image of Biman Bangladesh Airlines so that honest eligible people can apply.
To strengthen HR Department, an environment must be created where HR employees can work independently but honestly.
Because of the quota system, many eligible candidates have to be ignored. In that case the Quota System can be relaxed somewhat.
Biman Bangladesh Airlines Limited can take the help of third party to reduce workloads and time.

Conclusion

Recruitment and selection is combined one of the most important issues for any organization. Recruitment and selection allows an organization to assess the vacancy and choose the best personnel who will lead the organization in future. Mainly, the precious resource for any organization is their knowledge based efficient workers. Biman always try to recruit and select the industrious and knowledgeable workers. It is a painstaking task for Biman. Because of having most of the shares of Bangladesh Government, Employment Section cannot recruit and select independently. But now the HR Department is stronger than before. If this development continues, Biman will have the most competent employees at every section.