Letter of Transmittal

20th November 2019

Department of International Business
Faculty of Business Studies
University of Dhaka

Subject: Submission of a research report on ‘Recruitment & Selection process of Japan Tobacco
International’

Sir,
It is a great honor to present a research report on ‘Recruitment & Selection process of JTI’ which
has been suggested to us as a requirement in our Principle of Management course program.
I have collected the most relevant and current information available to prepare a reliable and
complete research report. I truly hope that my efforts will serve the purpose & oblige thereby.

Sincerely Yours
............................................
Adrita Rahman
ID: KM-030-068
Section A, 12th Batch
Department of International Business

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Contents
Chapter-1.....................................................................................................................................................4
Introduction.................................................................................................................................................4
1.1 Statement of the Research Problem......................................................................................................5
1.2 Rationale for the Study......................................................................................................................5
1.3 Scope and Objective of the Study:.....................................................................................................5
1.4 Methodology of the Study:................................................................................................................6
1.5 Limitations.........................................................................................................................................6
Chapter-2.....................................................................................................................................................7
Profile of the Company................................................................................................................................7
Product Offerings:.......................................................................................................................................8
Flagship Brands:..........................................................................................................................................8
Reduced-Risk Products...................................................................................................................10
Current market share.............................................................................................................................10
Chapter 3...................................................................................................................................................11
Literature Review......................................................................................................................................11
Chapter 4...................................................................................................................................................14
Overview of Sectors of Recruitment & Selection......................................................................................14
Chapter-5...................................................................................................................................................18
Various Aspects of the Research...............................................................................................................18
Chapter-6 Major Findings..........................................................................................................................26
Chapter 7...............................................................................................................................................28
Conclusion & Recommendation............................................................................................................28
Bibliography..............................................................................................................................................33

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 Abstract
This research is based on recruitment and selection, two of the most important areas in human
resources management. For the better illustration of these management concepts, Japan Tobacco
International is selected, since its human resources practices portray a vivid picture of the human
resources concept under discussion. The report discusses both principles and practices in
recruitment and selection and performance management in strategic approaches. The section of
recruitment and selection covers the areas such as importance of recruitment and selection, its
theoretical background, and finally, application of these theories for the selected organization.
Based on the analysis of JTI Company, the conclusion is arrived, which is basically that the
success of JTI depends on its wise decision of selecting best suitable recruitment and selection
processes for its operation.

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 Chapter-1
Introduction

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1.1 Statement of the Research Problem
In the today’s turbulent world, many organizations are struggling to gain competitive advantage.
This competitive advantage can be gained through many ways. Recruitment & selection is an
integral part of management. Recruitment can be defined as a process of finding and hiring the
best and most qualified candidate for a job opening, in a timely and cost-effective manner.
Selection can be defined as “the process of choosing individuals who have relevant qualifications
to fill existing or projected job openings.

1.2 Rationale for the Study

The main rationale of the study is to implement our knowledge in our practical life.
Recruitment & Selection as we are the student of business studies. But many of us don’t know
how this systems influence the practical things. In this study, we showed the systems have
impact on the firms or companies, to maintain their activities. All the firms or companies
maintain their activities. They make a plan, vision, mission or aim to set the approach of
Recruitment & selection. They distribute all their works according to their planning. Then they
hire work-force to accomplish their planning. They direct the work-force toward their goal. Then
they evaluate their performances and production according to some standard. These are the
practical knowledge about the management system. In future, some of us will be the executives,
or director or higher authority of a company or other type of employees. These management
techniques will help us to initiate any kind of steps in future. We need practical knowledge in our
every step of life. This study will help us to gather practical knowledge.

1.3 Scope and Objective of the Study:

The Primary objective of this report is:

To understand the operations in the supply chain division of Japan Tobacco
International ,
Bangladesh along with giving some recommendation

In addition to that, the report has a few specific objectives that it has tried to uncover:
 Importance EHS at JTI among the managers, workers and vendors alike
 Gauge the understanding of EHS in the projects in Supply Chain Division among
the workers
 Understand the various points of view on the prospective benefits of the EHS
equipment usage
 Explore the possibilities of Supply Chain for the future
 Explore the changes in management view towards HR
The scope are -
 Information for the analysis was collected from the internal websites, database,
research papers, annual reports & study materials of Japan Tobacco International
Bangladesh (JTI).
 Geographic scope of the report is limited within JTI Dhaka Factor

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1.4 Methodology of the Study:
Methodology refers to the overall procedures of research in my internship report. To achieve the
required results to establish the objectives two basic methods were used-
 Qualitative Analysis: In-depth interview of several managers, factory workers and
Vendor supervisors were conducted to get proper insight on the Supply Chain and HR
regulations at JTI.
 Observational Analysis: Observation of the work environment throughout the tenure of
internship at JTI

1.5 Limitations
 Analysis is completely based upon historical data and experience.
 Because of confidentiality regarding information within the organization all necessary
data could not be gathered.
 There is also a lack of data in terms of comparison within this controversial industry. So
it is not possible to compare HR regulations of JTI with other competitors within
Bangladesh Tobacco industry.

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 Chapter-2
Profile of the Company

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Company Overview
JTI - Japan Tobacco International is the international tobacco division of Japan Tobacco, a
leading international tobacco product manufacturer. The company is headquartered
in Geneva, Switzerland and sells its brands in 120 countries. As of 2018, JTI employs around
40,000 people around the world at 400 offices, 27 factories, five research and
development centers and five tobacco processing facilities. Eddy Pirard is the President and
CEO and Koji Shimayoshi is the Deputy CEO, Executive Vice President and Business
Development & Corporate Strategy. JTI was formed in 1999 when its parent company JT Group
acquired the non-US operations of R.J. Reynolds. Since then, its international workforce has
driven two decades of growth. Today, it has more than 45,000 employees driving our
success all over the world. Our mission is to nurture our internationally recognized brand
roster while leading the way in Reduced-Risk Products and new ways of doing business.
JTI is committed to making our business not only the fastest growing of its kind, but also
the most innovative and sustainably run.

Product Offerings:

Flagship Brands:
JTI make and sell many of the world’s best-known tobacco brands: from the globally-recognized
likes of Winston, Mevius, Camel and LD, to local brands with loyal followings all over the
world. Innovation has always been central to what it does, so it’s also dedicated to
building the tobacco brands of tomorrow. JTI Reduced-Risk Products put us in a strong
position to take on an ever-changing world of customer needs and the encouraging
science behind its new products motivates them to develop the sector further.

 Winston:

Winston is JTI’s leading brand: a global icon that's been providing smokers with high quality
smoking moments since 1954.

 No. 2 international tobacco brand in the world

 130 countries around the world selling Winston
 Mevius:

MEVIUS, previously called Mild Seven, was launched in 1977 and became the number one
selling cigarette brand in Japan just a year after its launch. Today, MEVIUS is the JT Group’s
leading brand in Asia and expanding internationally.

 JT Group’s No. 1 cigarette brand in Asia

 2013 - the year Mild Seven changed its name to Mevius to better reflect its status as
an international premium brand

 Camel:
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The history of Camel began in 1913 when R.J Reynolds saw an opportunity to introduce a
cigarette brand like never before.
Today, over 100 years later, Camel is still a creative icon.

 100+ years of heritage

 100+ countries around the world selling Camel

 LD:

LD was launched in 1999 as an international value brand, offering reliable quality at an

affordable price for adult smokers.

 Today LD is one of the leading international value cigarette brands

 Sold in more than 50 countries throughout Europe, Asia, Africa and the Americas
 Vogue
It is a super-premium brand and includes the aromatic Vogue Arome. Sales are strong across
Europe, especially Russia, and the brand is well placed to grow where consumers are
increasingly able to trade up to premium brands.

 Benson & Hedges

Established in 1873 in Old Bond Street, London, by Richard Benson and William Hedges,
dedicated to the craft of manufacturing high quality cigarettes.

Benson & Hedges has taken an uncompromising approach to premium quality for more than 140
years, representing genuine British heritage with an international reputation.

 Natural American Spirit:

Inspired by a passion for creating tobacco products as nature intended, Natural American
Spirit’s journey began in Santa Fe in the US in 1982.Promoting ecological agricultural
practices and responsible marketing is a brand priority. What began as a humble idea in a
railyard now sets the global standard for premium tobacco.

 Sobranie:
Driven by excellence and dedicated to superior luxury, for over 140 years, Sobranie
has consistently been setting the standard for prestige tobacco experience. It offers
elegantly crafted cigarettes with a distinctive taste, building on a heritage rich in art
and culture

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  Glamour:
Glamour was introduced in 2005, it has achieved success thanks to its pack format
and design. Its reputation continues to ensure recognition in key markets.
 Silk Cut:
Launched in 1964, Silk Cut became internationally recognized by its surreal and
innovative advertising campaigns that ran for more than two decades. Silk Cut has
an established position as a leading brand with a reputation for quality and
innovation.

Reduced-Risk Products
 Logic:

Logic was founded in 2010 and quickly became the no.1 vapor brand in New York.
Following its success in the US, Logic has expanded rapidly as we aim for global
leadership in the vapor market. Logic is currently available in nine countries and is a
leading brand in the USA, UK and France.

 Ploom:

We always aim to be at the forefront of Reduced-Risk Products, and it was in 2011 that
we first entered the heated tobacco market with Ploom. Using state of the art, ‘no smoke,
smoke smell or ash’ tobacco heating methods, Ploom is a major part of our vision for a
future in which smokers and non-smokers can coexist in harmony.

Current market share:

Japan Tobacco Inc. abbreviated JT is a cigarette manufacturing company. JT International
(JTI), acquired in 1999 from R.J. Reynolds, is an operating division of Japan Tobacco Inc. Japan
Tobacco controls 66.4% of the cigarette market in Japan and will seek more takeovers from 2009
on to build on the 1.4 trillion JPY. (USD 15 billion) purchase of Gallaher Group, with then
President Hiroshi Kimura commenting that further acquisitions would be appropriate after the
full integration of Gallaher by 2009. In 2006/2007 Japan Tobacco planned to
start Serbia production, and also planned to invest another $100 million. JT paid "$35 million
euros for 98.5 percent of Senta Tobacco Industry in May 2006, with a further $10 million
invested since then. The plant has a production capacity of some five billion cigarettes a year.

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 Chapter 3
Literature Review

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Barber (1998) defines Employee recruitment as “practices and activities carried on by an
organization for the purpose of identifying and attracting potential employees” Many large
corporations have employee recruitment plans that are designed to attract potential employees
that are not only capable of filling vacant positions but also add to the organization’s culture.

Dessler (2000) found in his study that the Recruitment and selection forms a core part of the
central activities underlying human resource management: namely, the acquisition, development
and reward of the workers. It frequently forms an important part of the work of human resource
managers–or designated specialists within work organizations. However, and importantly,
recruitment and selection decisions are often for good reason taken by non-specialists, by the line
managers. Recruitment and selection also have an important role to play in ensuring worker
performance and positive organizational outcomes. Recruitment and selection had the capacity to
form a key part of the process of managing and leading people as a routine part of organizational
life, it is suggested here that recruitment and selection has become ever more important as
organizations increasingly regard their workforce as a source of competitive advantage. Of
course, not all employers engage with this proposition even at the rhetorical level. However,
there is evidence of increased interest in the utilization of employee selection methods which are
valid, reliable and fair Dessler listing the essence of these in the following; build a pool of
candidates for the job, have the applicants fill out application forms, utilize various selection
techniques to identify viable job candidates, send one or more viable job candidates to their
supervisor, have 47th candidate(s) go through selection interviews, and determine to which
candidate(s)an offer should be made.

Mullins (1999) indicated that to be a high performing organization, human resource

management must be able to assist the organization to place the right person in the right job. The
human resource management practices include recruitment, selection, placement, evaluation,
training and development, compensation and benefits, and retention of the employees of an
organization. Businesses have developed human resource information systems that support: (i)
recruitment, selection, and hiring, (ii) job placement, (iii) performance appraisals, (iv) employee
benefits analysis, (v) training and development, and (vi) health, safety, and security.

Odiorne (1984) one result of effective recruitment and selection is reduced labor turnover and
good employee morale. Recruiting ineffectively is costly, since poor recruits may perform badly
and/or leave their employment, thus requiring further recruitment. In a cross national study of
recruitment practices, suggests that, in reality, recruitment practices involve little or no attempt to
validate practices. Personnel managers tend to rely on feedback from line managers and
probationary periods and disciplinary procedures to weed out mistakes. Firms with high quit
rates live with them and tend to build them into their recruitment practices and they do not
analyze the constitution of their labor turnover. A number of recent studies have suggested that
some recruitment methods are more effective than others in terms of the value of the employees
recruited.

Kersley et al (1997) reiterated the anticipatory socialization stage for students planning to enter
professions, and in particular the effects of recruitment and selection experiences on career
expectations and orientation. They agreed that the nature of students’ job search activity, the

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possession of relevant work experience, and exposure to employers through recruitment and
selection activities may form part of the “evolving sequence of a person’s work experiences”
which contributes to anticipatory socialization. It has been argued that exposure to employers
through recruitment and selection is a social process where employers and potential employees
gradually perceive a match. Through job search activities and awareness of employers ’
recruitment literature and events, students gather information about the organization's goals,
values, climate and work practices to guide their ultimate decision. Exposure to selection
procedures provides information about the culture and attributes of an organization, and
candidates form judgments from their perceptions of the fairness of the selection methods used.

Gould, (1984) argues that most mistakes are caused by the fact that managers generally give
little thought to the critical nature of the decisions. Employers are surprised and disappointed
when an appointment fails, and often the person appointed is blamed rather than recognizing the
weaknesses in the process and methodology, even the soundest of techniques and best practice
(in selection) contain scope for error. Some of this is due to the methods themselves, but the
main source is the frailty of the human decision makers. Selection tools available to
organizations can be characterized along a continuum that ranges from the more traditional
methods of interviews, application forms and references, through to the more sophisticated
techniques that encapsulate biographical data, aptitude tests, assessment centers, work samples,
psychological testing, and so forth. Each method of selection has its advantages and
disadvantages and comparing their rival claims involves comparing each method's merit and
psychometric properties. The degree to which a selection technique is perceived as effective and
perhaps sophisticated is determined by its reliability and validity.

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 Chapter 4
Overview of Sectors of Recruitment & Selection

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Recruitment
Recruitment is a process of finding and attracting the potential resources for filling up the vacant
positions in an organization. It sources the candidates with the abilities and attitude, which are
required for achieving the objectives of an organization.
Recruitment process is a process of identifying the jobs vacancy, analyzing the job requirements,
reviewing applications, screening, shortlisting and selecting the right candidate.
Recruitment Planning Recruitment planning is the first step of the recruitment process, where the
vacant positions are analyzed and described. It includes job specifications and its nature,
experience, qualifications and skills required for the job, etc.
 Job Analysis: Job analysis is a process of identifying, analyzing, and determining the
duties, responsibilities, skills, abilities, and work environment of a specific job. These
factors help in identifying what a job demands and what an employee must possess in
performing a job productively.
 Job Description: Job description is an important document, which is descriptive in
nature and contains the final statement of the job analysis. This description is very important for
a successful recruitment process.
 Job Specification: Job specification focuses on the specifications of the candidate, whom
the HR team is going to hire.
 Job Evaluation: Job evaluation is a comparative process of analyzing, assessing, and
determining the relative value/worth of a job in relation to the other jobs in an organization.

Recruitment Strategy

Recruitment strategy is the second step of the recruitment process, where a strategy is prepared
for hiring the resources. After completing the preparation of job descriptions and job
specifications, the next step is to decide which strategy to adopt for recruiting the potential
candidates for the organization.

Searching the Right Candidates

Searching is the process of recruitment where the resources are sourced depending upon the
requirement of the job. After the recruitment strategy is done, the searching of candidates will be
initialized. This process consists of two steps –

 Source activation: Once the line manager verifies and permits the existence of the
vacancy,the search for candidate’s starts.
o Internal Sources
o External Sources
 Selling: Here, the organization selects the media through which the communication of
vacancies reaches the prospective candidates.

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Screening / Shortlisting

Screening starts after completion of the process of sourcing the candidates. Screening is the
process of filtering the applications of the candidates for further selection process. The screening
process of recruitment consists of three steps:
 Reviewing of Resumes and Cover Letters
 Conducting Telephonic or Video Interview
 Identifying the top candidates

Evaluation and Control

Evaluation and control is the last stage in the process of recruitment. In this process, the
effectiveness and the validity of the process and methods are assessed. Recruitment is a costly
process, hence it is important that the performance of the recruitment process is thoroughly
evaluated.
The costs incurred in the recruitment process are to be evaluated and controlled effectively.
These
include the following –
 Salaries to the Recruiters
 Advertisements cost and other costs incurred in recruitment methods, i.e., agency
fees.
 Administrative expenses and Recruitment overheads
 Overtime and Outstanding costs, while the vacancies remain unfilled
 Cost incurred in recruiting suitable candidates for the final selection process

4.2 Selection
Selection is the process of picking or choosing the right candidate, who is most suitable for a
vacant job position in an organization. In others words, selection can also be explained as the
process of interviewing the candidates and evaluating their qualities, which are required for a
specific job and then choosing the suitable candidate for the position. The selection of a right
applicant for a vacant position will be an asset to the organization, which will be helping the
organization in reaching its objectives. The process of selection:

 Employment Interview: Employment interview is a process in which one-on-one

session in conducted with the applicant to know a candidate better. It helps the
interviewer to discover the inner qualities of the applicant and helps in taking a right
decision.

 Checking References: Reference checking is a process of verifying the applicant’s

qualifications and experiences with the references provided by him. These reference
check help the interviewer understand the conduct, the attitude, and the behavior of the
candidate as an individual and also as a professional.

 Medical Examination: Medical examination is a process, in which the physical and the
mental fitness of the applicants are checked to ensure that the candidates are capable of
performing a job or not. This examination helps the organization in choosing the right
candidates who are physically and mentally fit.

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 Final Selection: The final selection is the final process which proves that the applicant
has qualified in all the rounds of the selection process and will be issued an appointment
letter.

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 Chapter-5
Various Aspects of the
Research

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Theoretical background of Recruitment
Recruitment can be defined as “the process of locating potential individuals who might join an
organization and encouraging them to apply for existing or anticipated job openings”. Today,
recruiting is sometimes referred to as talent acquisition to reflect the importance of the human
factor in the organization’s success. According to these definition, organizations have taken
necessary steps to aware applicants about two main areas.
Those are,
 Qualification which need for particular job
 Career opportunities which offer by respective organization.

The recruitment process will either internal or external. The internal recruitment can be defined
as“ recruiting employees within the organization”. Internal recruitment has two major
advantages.The first advantage is internal recruitment is less costly than external recruitment.
The second advantage is that it generates higher employee commitment, development, and
satisfaction because it offers opportunities for career advancement to employee rather than
outsiders. Many scholars have introduced many methods for identifying qualified candidates
within the organization. After proper analysis, these methods can be summarized as inventorying
management talent, job posting and bidding, identifying talent through performance appraisals
and using assessment centers. Inventorying management talent involves new technology. Some
organizations use information systems which allow organizations to screen its entire workforce
to find suitable candidate to fill an internal job opening. These systems help organization for
internal promotions and succession planning. Job posting and bidding is posting vacancy notices
and maintaining list for employees looking for upgraded positions. Some organizations
effectively use their executive support systems for internal job posting. Further, some
organizations use their performance appraisal system to
identify talented employees for internal recruitment. In this system quarterly or annual
performance appraisal system is used to identify the performance rating of employee. Employees
who have higher rating for performance are identified to the further talent pool. The finally
identified internal recruitment method is assessment centers. By this system, employees are
tested under series of situations and are selected most talented employees accordingly. The
external recruitment is different from the all above systems. The external recruitment can be
defined as “recruiting newcomers from outside the organization”. The main advantage of
external recruitment is it allows organization to welcome new blood to its operations. New
employees will come with new technology, new ideas, new systems and finally with fresh
energy. These attributes will help organizations to achieve competitive advantage through its
employees. External recruitment methods can be mentioned as advertisements, unsolicited
applications and resumes, internet recruiting, employee referrals, executive search firms,
educational institutions, professional associations, labor unions, public employment agencies,
private employment and temporary agencies, and employee leasing. Organizations use these
methods as per their requirements. One of the most common methods is advertisements. This
method is used worldwide for external recruitment. For this method newspaper, magazines,
posters, e-mail, radio, television, etc. can be used. Also, unsolicited applications and resumes are
commonly used. Many employees receive applications and resumes and most of them
maintained job banks for these applications.
Further, internet recruiting is becoming more popular. With the development of information

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technology and networking, many candidates are used to apply through internet and on the other
hand, many organizations are maintaining online job banks. The duty of executive search firm is
to find right candidates for their client employers. This is often called “headhunters”. Some
educational institutions and professional associations directly introduce professionals for firms.
Finally, public employee agencies and employee leasing companies provide employees for firms
where necessary.

Recruitment process in JTI

Japan Tobacco International usually recruits either from the internal sources, i.e., by promoting
the existing employees for higher positions, or they may go for outside sources, i.e.,giving
advertisements in media by creation a pool of applicants. Thus, internal and external sources of
recruitment can either be resorted to by any organizations, subject to convince and feasibility.
Recruitment is an art of attracting applicants, from whom the most suitable ones may
be selected in a particular job or jobs.
For JTI, the major sources of recruitment for different types of personnel are written below-
 Internal Sources- The sources within JTI itself to fill a position is mainly termed as
internal sources. These are primarily two- transfers and promotions. Internal recruitment
may lead to increase in employee’s productivity as their motivation level increases. It
also saves time, money and efforts.
 HR & Management Consulting Agencies- Several private consultancy firms i.e. People
Scape, Grow n Excel, HR Kites etc. perform recruitment functions on behalf of JTI by
charging a fee.
 Career Counseling Centers of Different Universities- JTI has gets the CV of potential
candidates from Career Counseling Centers of different universities. As for example, in
Dhaka University, JTI wants to get a potential candidate they can contact Office of
Career Services and Alumni Relations (OCSAR) for their CVS.
 Internal Referrals- Most often existing employees recommend prospective candidates
for a vacant position. Internet (LinkedIn, Job Sites)-JTI has their own server in the
leading job site of Bangladesh bdjobs.com where hundreds of applications are being
received. Now-a-days, professional site LinkedIn has become a valuable source of
recruitment.
 Internship- Sometimes interns are invited in the selection process based on their
performances.
 Posted CVs- Many interested people post their CVs to be considered for a vacant
position or any suitable position.

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Theoretical background of Selection
Selection can be defined as “the process of choosing individuals who have relevant
qualifications to fill existing or projected job openings” (Snell, 2010: p254). Some scholars have
comment that selection is the most important topic in human resources management. The
argument behind this comment is that organizations success or failure depends on the talent on
its employees. Thus, selecting right person is vital. There are two main areas which need to
analyze before start the selection process of an organization. Those are person-job-fit and person-
organization fit (Snell, 2010: p255). Job analysis is done to identify the competencies of
employee which need to perform a job. These competencies are; knowledge, skills, abilities and
other factors that need to perform the job well. Selection methods are used to measure these
competencies of employees. This is referred to a person-job fit (Snell, 2010: p255). On the other
hand, organizations are very keen on whether applicants fit to their values and culture (Snell,
2010: p255). Many selection methods are used to check this suitability and often it is referred as
person-organization fit. The whole selection process is depending on these requirements. Many
scholars have defined selection process as an ongoing process. After proper analysis, the
selection process can be identified as completion of application, initial interview in HR
department, employment testing, background investigation, preliminary selection,
supervisor/team interview, medical exam/drug test, and finally hiring decision (Snell, 2010:
p256). For the purpose of completing this assignment the selection process is divided in to four
(4) main areas and analyzed. These main areas of selection are sources of information about job
candidates, employment test, the employment interview, and reaching a selection decision (Snell,
2010: p259). Many sources of information will be checked to prove the reliability and validity at
stage of sources of information about job candidates. To prove this application forms,
biographical information, background investigation, polygraph tests, honesty and integrity tests,
graphology, medical examinations and drug testing will be used (Snell, 2010: p270). The next
step is employment tests. Employment test generally use to gauge a candidate’s competencies
compare to others. These employment tests are generally classified
into two main categories. Those are aptitude tests and achievement tests (Leopold, 2009: p185).
The aptitude test will measure a person’s capacity to learn or acquire skills (Snell, 2010: p272).
On the other hand, achievement test will measure what a person knows (Snell, 2010: p272). The
next step is the employment interview. The methods of interview can be identified as
nondirective interview, the structured interview, the situational interview, the behavioral
description interview, the personal interview, the computer and virtual interviews, video, and
digitally recorded interview (Snell, 2010: p282). The final and most important step is reaching a
selection decision. At this step managers can accept or reject applications. Also summary forms,
reports, checklist, etc. will be used to take the final decision.

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Selection Process:
Recruitment and Selection policies at JTI are much structured. They prepare the policies
according to their requirements so that they can meet up their desired requirements. The
recruitment and selection process at JTI differs from department to department, function to
function and level to level and slightly depends on the location a candidate applying to,
and the local HR team will reach out with details. They know that department’s
requirements differ from one to another. So to get the right candidates, they have different
recruitment and selection processes. But there are consistencies in between the different
methods. The process starts with the screening of CVs and ends with the selection of employees.
The following diagram is made to express the whole selection process at a glance.

Preliminary Screening of Applications:

The number of applications normally received against any vacancy is usually huge. This makes it
a challenging task to select the right persons from this huge pool. Moreover, conducting tests and
interviews for all the candidates may not be always feasible and cost efficient. To avoid such
problems, JTI screens out candidates who don’t meet the criteria for a particular position their
own standards or potentials attributes for the vacant roles and thus screen the applications.

Online Aptitude Test: an online questionnaire delivered to the candidates email which
is completed by the candidate. By this process the HR learns about his/her
personality & working behavior style - an introductory understanding of who he/she
is.

Competency Interview:
Generally, an interview means a conversation with a purpose. After screening the CVs, JTI
arranges primary interview for the candidates. Interviews are basically aim at giving information
to the candidates about the role, judging the candidates through various conversations and finally
shortlist few candidates for the next step. The conversation is intended to get information from
candidates regarding their, background, experience, education, training and interests to evaluate
their suitability as per the requirements of the organization, its philosophy, personnel policies,
etc. in JTI, most of the interviews are structured Interview. Before every primary interview, an
interview guide is given to the interviewers based on which they interview the candidates. For
entry level positions especially Territory Officers, hundreds of applications come. After primary
screening the number remains is also considerable. It consumes a lot of time to take primary
interviews of such a good number of candidates. In order to examine more number of candidates
in a short period of time JTI introduced an alternative to primary interview for the role of
Territory Officer which is called ‘Pre-assessment’. Here there are 8 candidates who sit together
where they are given a short case to solve and present in groups. The duration is 1 hour. So in an
hour the assessors can assess 8 candidates and pick the best ones.

Assessment Centre:
Afterwards, the assessment center is arranged for the selected candidates. Here they call several
candidates to give different types of tests. It is usually a day long process. Here the candidates
are assessed by the group test, individual test and critical problem solving session, role play and
presentation. They have to do group work, they have prepare short report, have to present the

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report. And all of their activities are monitored by the respective assessors. They are judged
according to the factors like their leadership quality, decision making, influencing capability etc.
An assessment center is a very effective platform to judge a candidate properly. Assessment
center evaluation is also very structured. Every assessor is given an evaluation sheet with some
factors based on which they score the candidates.

Panel Interview:
The candidate meet with a panel of JTI interviewers and get a chance to better
understand the job and how potential future co-workers interact. The panel assess
how he/she interact & communicate with multiple interviewers and confirm the good
fit with JTI

Management Interview:
The candidate journey typically ends with a face-to-face interview with JTI
leadership team. The leaders care about who joins the organization and take time to
get to know their potential JTI colleague. During this interview the interviewer mainly
checks the candidates’ interests, motives, commitments, willingness and positive attitude
towards the role. After interviewing they select the best candidates.

Job Offer:
After selection of the candidates JTI offers the job to that employee. Usually, an HR personnel
calls the selected candidate and congratulates for getting the job. If the person accepts the offer,
then he is called for fulfilling some formalities. Then the employment contract and other
procedures are supposed to be completed by the selected candidate. And then the induction
process starts two or three days afterwards.

Induction Program
Induction is a very important activity for any organization. Induction helps an employee to know
the organization, be familiar with its culture, to know the different functions, to become socialize
with the new environment, to match their expectations with the organizations demand, to prepare
their career ladder etc. In JTI the induction process is usually 3-days long which includes
visiting different factories and outlets. JTI tries to give information about every departments
and their function to their new employees. These help the new employees to know that to whom
they should conduct in a certain emergency. Also they will be able to perform their best as they
got the information about all of the JTI activities. This actually helps them to relate all the
function of JTI. The new employees are also informed about the awards that they will get on
the basis of excellent performance, leadership, and positive attitude

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Recruitment Database:
For understanding the recruitment process easily, here I am attaching a table of the database that
is created for an individual in JTI-

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Recruiting Yield Pyramid
According to Desller (2012), “Recruiting Yield Pyramid is the historical arithmetic
relationships
between recruitment leads and invitees, invitees and interviews, interviews and offers made,
and offers made and offers accepted. It is usually used to calculate the number of applicants
they must generate to hire the required number of new employees”. Recruitment Yield
Pyramid is given for better understanding-

So if JTI knows it needs 10 new entry-level employees next year. From experience, the firm
knows the ratio of offers made to actual new hires is 1 to 1; all of the people to whom it makes
offers accept them. The firm also knows that the ratio of candidates interviewed to offers made
is almost 13 to 2, while the ratio of candidates invited for interviews to candidates actually
interviewed is about 25:24. Finally, the firm knows that of 40 leads that come in from all its
recruiting efforts, 9 applicants typically gets an interview at a 40-to-9 ratio. Given these ratios,
the firm knows it must generate 325 leads to be able to invite 73 viable candidates to its offices
for interview. The firm will then get to interview about 70 of those invited, and from these it
will make 10 offers who will accept.

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 Chapter-6
Major Findings

Findings
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The collected data are analysed and general observation has proven that JTI Has done remarkable job in
its Human Resources department.

The main findings are as follows:

1. In Japan Tobacco International employees feel that the HR department is good.

2. The recruitment and selection process is decentralized
3. About 90% f the employees are satisfied with the recruitment and selection process.
4. Most of the manager prefer personal interviews for external recruitment.
5. Mostly internal sources of recruitment are considered.
6. About 90% of employees that they are comfortable working with the current HR policies
of the company. The employees are highly satisfied with the medical benefits and travel
policy. Whereas 10% feel that they need some changes in the policies. The policy of the
company is to inform HR 2 months before an employee resigns which some of the
employees find unnecessary and 1 month is enough for this.
7. JTI follows a structural recruitment and selection process where a candidate has to pass
different sort of assessment and tests. By this process JTI manages to recruit employees
who have the same mindset as the company.

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 Chapter 7
Conclusion & Recommendation

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Recommendations:
After analyzing the recruitment and selection process the author suggested some
recommendations that might be helpful for the organization. Following are some
recommendations given to JTI:
 JTI can plan more campus recruitments according to the time period of university
graduation to get the best candidates.
 After selection, JTI HR should monitor the performance of graduates from different
universities to find out whether their selection process is effective or not and to figure out
which university graduates are performing the best.
 There was a performance monitoring tool named “Your Voice” earlier to make the new
employees familiar with their team mates and coworkers along with measuring their level
of satisfaction. This should be started again and more attention should be given towards
this tool.
 To overcome the problem of assessors’ unavailability, JTI can schedule at a quarterly
basis and book assessors’ schedule through internal software to ensure they remain free
in that time.
 In the case of urgency they should utilize the sources of candidates well to reduce the
recruitment and selection time but should not be confined to those sources only. It might
deprive them in getting diverse talents.
 JTI should not be biased towards some institutions. As they believe in
diversified working environment so graduates from different institutions might be taken
at JTI.
 They should invite graduates from all over Bangladesh so that graduates from those
universities can at least get a chance to prove themselves.

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Conclusion:
From the whole report it is clear that the recruitment database is a very effective tool for JTI
HR for efficient recruitment and selection process. The facts that came up at the end of this
report are that JTI has a very structured recruitment and selection process. Recruitments and
selections are being conducted throughout the year. The number of entry level recruitments and
selections are greater in marketing department while there are some mid-level recruitments and
selections in different functions as well. And overall, the efficiency rate of
JTI HR regarding selecting employees for a vacant position is acceptable.

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References:

 Dessler, G. (2011). Human Resource Management (12th ed.). Florida International

University: Prentice Hall.
 Bratton, J. & Gold, J. (2007). Human Resource Management Theory and Practice
(4th ed.). London: Palgrave Macmillan.
 Recruitment Database of JTI
 Japan Tobacco International – global tobacco company. https://www.jti.com/about-us
 Retrieved from https://www.jti.com/careers
 Retrieved from https://jobs.jti.com/
 https://www.linkedin.com/company/jti
 https://www.glassdoor.com/Jobs/Japan-Tobacco-International-Jobs-E6359.htm
 Retrieved from http://JTI.bdjobs-server.com/SubLinks.aspx?subId=63
 Retrieved from http://JTI.bdjobs-server.com/

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Recruitment and Selection Related Questionnaire:

General Questions:
 Name-
 Designation-
 Years of experience in JTI-

Questions related with Recruitment and Selection of an Employees:

 Describe your work experience
 Why did you apply for HR?
 How does your friends evaluate you?
 What recommends you for this job?
 What motivates you?
 Level of salary

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