United International University

Report on HR Personnel Planning, Recruitment and Selection in

Bangladesh

Submitted to:
Professor

Dr. Mohd. H. R. Joarder

Date of submission:

13th May, 2024

Group Name:

Mukaddim Zulfiquer 111 221 102

Sakhawat Hossain Nayeem 111 223 0273

Hasibul Wahab Niloy 111 221 119

Md. Jahid Uddin Zidan 111 221 115

Ishrat Jahan Ikra 111 201 075

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HR PERSONNEL PLANNING,
RECRUITMENT AND SELECTION IN

BANGLADESH

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 Letter of Transmittal s
13th May 2024

Dr. Mohd. H. R. Joarder

Professor
School of Business and Economics
United International University
Subject: Assignment on HR Personnel planning, Recruitment and Selection in Bangladesh

Dear Sir,
We would like to take this time to thank you for your guidance over this entire course. We are
submitting our group report for the course MGT 3122, section-B, Spring - 2023. Our team
members have worked tirelessly, from acquiring company information to report formation. We
have used our theoretical knowledge from this course and our required information, which
helped us balance the theory and its application in real life.

We hope that considering this is our first core course in HR; you will excuse our unintentional
mistakes and recognize our dedication and hard work. Thank you again for your guidance and
support throughout the semester.

Sincerely yours

Sakhawat Hossain Nayeem

Hasibul Wahab Niloy

Mukaddim Zulfiquer

Md. Jahid Uddin Zidan

Ishrat Jahan Ikra

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 Acknowledgement s

With the grace and mercy of the Almighty Allah we were able to present sir Dr. Mohd. H. R.
Joarder with our report that we have spent countless hours working on. We sincerely believe that
such a project could not have been prepared without the grace of Allah.

We want to thank Dr. Mohd. H. R. Joarder for his guidance and instructions, which helped us
understand the complex problems with HR management and the situation of HR management in
Bangladesh today.

We also like to thank the academic staff at our university. They ought to be remembered since
they lay the groundwork for our knowledge. We also like to thank the Domino’s Pizza
Bangladesh HRBP Tahmid Shahriar Sizan and the Marico Bangladesh Limited Assistant
Manager HR Dept. Shadman Sakib, for all of their help with our project and allowing us to
intrude on their precious work time and interview them.

And finally, we would like to thank all the group members who have put their time and effort on
this project. Without the collective group work of Ishrat Jahan Ikra, Hasibul Wahab Niloy, Md.
Jahid Uddin Zidan, Sakhawat Hossain Nayeem and Mukaddim Zulfiquer, this assignment
couldn’t be completed.

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Table Of Contents
Introduction .............................................................................................................................................. 1
Objective................................................................................................................................................ 1
Methodology ......................................................................................................................................... 2
Limitation............................................................................................................................................... 2
Background of the companies ....................................................................................................... 3
Theoretic Aspects of Human Resource Management ............................................................... 5
HR Personnel Planning ..................................................................................................................... 6
Recruitment .......................................................................................................................................... 6
Selection .................................................................................................................................................... 7
Personnel Planning Process ................................................................................................................ 8
Recruitment ............................................................................................................................................ 11
Sourcing ............................................................................................................................................... 11
Domino’s Pizza Bangladesh ............................................................................................... 12
Marico Bangladesh Limited ................................................................................................ 14
Interview and Selection Process..................................................................................................... 16
Domino’s Selection process .......................................................................................................... 17
Marico Selection Process ............................................................................................................... 18
Comparative Analysis of Strategies: Domino's Pizza vs. Marico Bangladesh Limited
................................................................................................................................................................ 19
Recommendation .................................................................................................................................. 20
Conclusion ............................................................................................................................................... 21
Appendix .................................................................................................................................................. 22
A. Questionnaire............................................................................................................................... 22
B. Credentials of the HR Representatives. ............................................................................. 23
Bibliography ............................................................................................................................................ 24

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 Executive Summary s

The report on HR Personnel Planning, Recruitment and Selection in Bangladesh provides a

comprehensive analysis of the strategies and processes employed by two prominent MNCs,
Domino's Pizza and Marico Bangladesh Limited. It sheds light on their approaches to attracting,
selecting, and retaining top talent, aiming to uncover best practices, innovative techniques, and
successful methodologies that can serve as benchmarks for learning more about the current HR
trends in Bangladesh.

The primary objective of the report is to apply learnings from the area of Human Resources to
gain a practical understanding of the nature and importance of the recruitment and selection
process. The report delves into the theoretical aspects of Human Resource Management,
emphasizing the strategic management of an organization's workforce to achieve its objectives. It
traces the evolution of HRM from ancient practices to the modern era of globalization and
technology, highlighting the significant changes in labor relations and the role of personnel
departments. It provides a detailed overview of the HR personnel planning process, recruitment,
and selection, emphasizing the importance of ensuring the right talent is in place to drive
business objectives.

The report also includes a comparative analysis of the recruitment strategies of Domino's Pizza
Bangladesh and Marico Bangladesh Limited, highlighting notable differences and similarities in
their approaches. It offers recommendations to optimize talent acquisition and retention efforts
for both companies, focusing on improving the current HRIS for effective sourcing and
screening processes, enhancing situation analysis on the organizational needs for the workforce,
diversifying sourcing strategies, implementing employee engagement initiatives, investing in
training programs, strengthening campus recruitment programs, enhancing selection processes,
emphasizing cultural fit during interviews, and fostering collaboration between HR and
operational departments to ensure recruitment strategies align with broader business objectives
and operational needs. In conclusion, the report provides a comprehensive overview of HR
personnel planning, recruitment, and selection in Bangladesh, offering valuable insights into the
strategies and processes employed by leading MNCs in the country.

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HUMAN RESOURCE MANAGMENT

Introduction
Planning, recruiting, and selecting the appropriate human resource is critical for an organization
to succeed, ensuring the right talent is in place drives business objectives. This report delves into
the strategies and processes employed by two prominent MNC’s (Multinational corporation) in
Bangladesh, shedding light on their approaches to attracting, selecting, and retaining top talent. By
examining the practices of Domino’s and Marico Bangladesh, we aim to uncover best practices,
innovative techniques, and successful methodologies that can serve as benchmarks for us to learn
more about the current HR trends of Bangladesh. Through this comparative analysis, we will gain
valuable insights into how these companies strategically plan for their human resource needs,
execute recruitment campaigns, and employ selection methods to build high-performing teams that
contribute to organizational excellence.

Objective
The primary objective of this report is to apply learnings from the area of Human Resources to
gain a practical understanding of the nature and importance of the recruitment and selection
process. By analyzing the strategies employed by Domino's Bangladesh and Marico Bangladesh
Limited, this report aims to identify the various approaches used by these companies when
recruiting and selecting employees.

The key objectives of this report are-

o To provide insights into how these companies strategically plan for their human resource
needs
o To identify the best practices and methodologies employed by these companies in attracting
top talent.
o To highlight how the companies execute their recruitment campaigns.
o To find out the techniques and process of selecting candidates.
o To identify the strength and weakness in their techniques.
o To uncover the challenges faced by these companies in their personnel planning,
recruitment, and selection processes and how they overcome them.
o To provide recommendations through comparative analysis.
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By achieving these objectives, this report aims to serve as a valuable resource for HR professionals
and organizations looking to optimize their human resource management practices and stay
competitive in the ever-evolving business landscape.

Methodology
The study requires systematic procedures from selection of the topic to preparation of the final
report. To perform this study, we collected data on the topic of HR Personnel Planning,
Recruitment, and Selection through-

Primary Data- For primary sources, we interviewed Tahmid Shahriar Sizan (HRBP in talent
acquisition) of Domino’s Pizza Bangladesh in Mohakhali HQ, and Shadman Sakib (Assistant
Manager in the HR department) of Marico Bangladesh Limited company in Gulshan HQ, Dhaka.
We were unable to visit either of the organizations, due to some strict HR policies that restricted
us from entering the premise. We conducted virtual interviews with well-structured questionnaire
to retrieve as much information we could about the companies practices on planning, recruitment
and selection.

Secondary Data- We gathered information on the companies from several online articles,
including their own websites. A significant portion of Marico Bangladesh Limited company’s
information is also obtained from MBL company's Annual Report 2022. Furthermore, both the
companies job circulars are taken into account throughout the information gathering procedure.

Limitation
Majority of the information of the report are from credible sources, cross checked by the company
HR representatives for further verifiability. Still, we faced some issues during this study-

▪ HR data is private and difficult to collect.

▪ Inconsistency in the information from the interview and from their company website
▪ Unable to collect department wise recruitment information.

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Background of the companies

Domino’s

Domino's Pizza, one of the largest pizza retail chains globally, entered the Bangladeshi market in
March 2019 through a joint venture between Jubilant FoodWorks Limited (JFL), India's largest
food service company, and Golden Harvest QSR Limited, a subsidiary of Golden Harvest Group
in Bangladesh. The joint venture, named Jubilant Golden Harvest Limited, was established to
develop and operate the Domino's Pizza brand in Bangladesh.

Domino's launched its first restaurant in the Dhanmondi area of Dhaka, featuring the brand's new
pizza theater design. The menu offered a unique combination of top international favorite pizzas
and pizzas specifically developed for Bangladeshi consumers. Domino's focused on providing
value for money, with aggressive pricing starting at Tk 149 In its first week of operation, Domino's
Pizza in Bangladesh broke the global record for the number of orders across its 85 countries.
Despite the challenges posed by the COVID-19 pandemic in the 2020-21 fiscal year, Domino's
maintained decent sales due to its technological edge in online ordering and delivery. As of March
2021, the company had expanded to over 5 stores in Bangladesh.

With the rising urban population and growing middle and affluent class in Bangladesh, Domino's
Pizza is well-positioned to capitalize on the country's Tk 45,000 million restaurant market. The
joint venture between JFL and Golden Harvest has allowed the brand to leverage its global
expertise and the local partner's business experience in Bangladesh.
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Marico Bangladesh Limited

Marico Bangladesh Limited (MBL) is a leading FMCG company in Bangladesh, known for its
trusted brands in the beauty and wellness space. The company was incorporated in 1999 and started
operations in 2000 as the first subsidiary of Marico Limited. MBL has since maintained its position
as the most profitable FMCG company in Bangladesh.

Over the years, MBL has transformed itself from a single-branded company to one with a portfolio
of 29 brands across various categories, including hair nourishment, edible oil, and male grooming.
Its flagship brand, Parachute, completed its journey of 12 successful years in Bangladesh in 2013,
with an ever-growing base of loyal consumers. The company has also strengthened its presence in
the Value-Added Hair Oil (VAHO) segment with brands like Parachute Beliphool Lite, Parachute
Advansed, and Nihar.MBL leads the powdered hair dye market with the Hair Code brand and has
diversified its portfolio with the introduction of Saffola Active (a healthy edible oil) and Set Wet
Deodorants in 2013. Since 2009, the brand has consistently been in the top ten most trusted brands,
and in 2011, it was named "Best Brand" by the Bangladesh Brand Forum and Nielsen (Marico
Limited, no date).

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The company reaches more than 790,000 outlets throughout Bangladesh through its strong
distribution network, touching the lives of 1 out of every 2 Bangladeshis. In the 2022-23 fiscal
year, Marico recorded a turnover of INR 97.6 billion (USD 1.2 billion) through its products sold
in India and chosen international markets.

Theoretic Aspects of Human Resource Management

Human Resource Management (HRM) is characterized by the strategic management of an
organization's workforce to achieve its objectives. It involves activities such as recruitment,
training, performance management, and employee relations. The right people are ensured to be in
the right roles, contributing effectively to the organization's success through HRM.

The evolution of Human Resource Management (HRM) from ancient practices like minimum
wage laws in Babylonian times to the modern era of globalization and technology has been traced.
Significant changes in labor relations were brought about by the Industrial Revolution, leading to
the emergence of welfare initiatives and trade unions. Throughout the 20th century, developments
in scientific management principles, labor legislation, and the role of personnel departments were
observed, particularly highlighted during World War II. By the late 20th century, pivotal roles in
ensuring compliance with equal rights laws and fostering diversity were assumed by HRM. In the
21st century, technological advancements have transformed HRM practices, enabling tasks like
recruitment, training, and payroll administration to be streamlined through IT systems. However,
with globalization come new challenges such as cultural diversity and ethical dilemmas,
necessitating a strategic approach to HRM to address evolving organizational needs.

The Key factors of Human Resource Management that overlook all organizational activities-

▪ HR personnel planning
▪ Recruitment& Selection
▪ Performance Management system (PMS)
▪ Training and development
▪ Compensation and benefits
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This study will cover Personnel Planning, Recruitment and Selection process of the following
companies.

HR Personnel Planning
HR personnel planning is undertaken with long-term organizational goals in mind. Future
workforce needs are assessed through strategic analysis of the company's direction and potential
growth. Skill gaps are identified based on current employee skillsets and projected requirements.
To address these gaps, various initiatives are implemented. These may include targeted talent
acquisition strategies, reskilling and upskilling programs for existing employees, or succession
planning for key leadership roles. Ultimately, HR personnel planning strives to ensure the
organization has the right talent in place to achieve its strategic objectives.

For instance, a company undergoing rapid technological expansion might have its HR department
analyze future skill needs. If a shortage of data analysts is identified, talent acquisition efforts could
target individuals with those skills. Additionally, existing employees with strong analytical
potential could be enrolled in data analysis training programs.

Recruitment
“Recruitment is the process of searching for prospective employees and stimulating and
encouraging them to apply for jobs in an organization.”

Recruitment is concerned with developing suitable techniques for attracting more and more
candidates. The aim of personnel planning is to determine the needs for persons both in terms of
number and type. For deciding about the number both present and future requirements should be
taken into account. If there are expansion plans in near future then these requirements should also
be considered. Besides number, the type of persons needed is also important. The educational and
technical requirements to manage various jobs should e properly analyzed so that right types of
persons are employed.

Recruitment is sometimes confused with employment. The two are not one and the same.
Recruitment is just one step in the process of employment. Recruitment is a linkage activity
bringing together those with jobs and those seeking jobs. When more persons apply for jobs then
there will be scope for recruiting better persons.

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The human resources are the most important assets of an organization. The success or failure of
an organization is largely depending on the caliber of the people working therein. Without positive
& creative contributions from people, organizations can not progress & prosper. In order to achieve
the goals or perform the activities of an organization, therefore we need to recruit people with
requisite skills, qualifications & experience. While doing so, we have to keep the present as well
as the future requirements of the organization in mind. Recruitment is the process seeking out and
attempting to attract individuals in external labor markets, who are capable of and interested in
filling available job Vacancies. Recruitment is an intermediate activity whose primary function is
to serve as a link between human resource planning on the one hand and selection on the other.

Selection
Filling an open position in Human Resource Management (HRM) involves a systematic selection
process to find the ideal candidate. First, a clear job description outlining the required skills and
experience is created. Applications are then collected through various channels, forming a pool of
potential employees. This pool is meticulously screened against the established criteria to shortlist
individuals with the most relevant qualifications.

Next, shortlisted candidates undergo a comprehensive evaluation. This might involve interviews,
ranging in format from a one-on-one session with the hiring manager to a panel discussion with
key stakeholders. Additionally, skills or personality tests may be administered to assess specific
abilities or cultural fit. Finally, after careful consideration of all assessments, the most qualified
candidate is chosen for the position. The chosen individual is then formally offered the job,
followed by onboarding procedures to integrate them into the organization's structure.

For example, a restaurant seeking a new chef would have the HR department create a job
description outlining culinary skills and experience. Applications would be collected and screened
to identify candidates with the necessary culinary background. Shortlisted chefs would then be
interviewed, potentially by the head chef and a restaurant manager. Finally, the most qualified
candidate would be chosen and offered the chef position.

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Personnel Planning Process

In the fast-paced world of business, the strategic initiatives of HR personnel planning play a pivotal
role in shaping organizational performance and employee satisfaction. In Bangladesh, two notable
companies, Domino’s and Marico, have implemented innovative HR strategies that not only align
with global trends but also resonate deeply with the local market dynamics. These initiatives range
from forecasting personnel needs to fostering a diverse and inclusive work environment, each
contributing to the companies’ robust growth and the well-being of their employees.

Domino's and Marico Bangladesh Limited, showcasing their strategic initiatives on determining
personnel needs and aligning those needs according to the company needs.

Domino's Pizza

1. Supply Analysis: In Bangladesh, Domino's utilizes data analytics to project a 15% increase in
online orders, driven by the growing popularity of online food delivery services. This projection
prompts the hiring of 10% more delivery drivers and kitchen staff across its stores nationwide to
meet the rising demand, especially in urban areas like Dhaka and Chittagong.

2. Succession Planning: Recent data from 2022 highlights that 70% of Domino's senior leadership
positions in Bangladesh were filled internally, showcasing the effectiveness of its talent
development programs and succession planning efforts. This internal promotion rate underscores
Domino's commitment to nurturing local talent and empowering employees to advance within the
organization.

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3. Gap Analysis: This is a method used to assess the difference between a business’s current state
and its desired future state. The process involves comparing actual performance against potential
or desired performance and then developing strategies to bridge the gaps. Analyzing the needs of
the organization and then figure out the vacancies available. The Managing directors and the HR
team of Domino’s decide on whether to bring workers externally or internally. They make a
forecast to decide the method to source candidates for the vacancies

4. Employee Turnover Analysis: A comprehensive analysis conducted by Domino's in

Bangladesh in 2023 revealed an employee turnover rate of 18%, slightly below the industry
average. As a response, Domino's implemented targeted retention strategies tailored to the
Bangladeshi market, resulting in a notable 5% decrease in turnover by the end of the year, ensuring
continuity and stability in its workforce.

5. Employee Satisfaction Surveys: Domino's conducts regular employee satisfaction surveys in

Bangladesh to gauge organizational health and identify areas for improvement. Recent survey
results from 2023 showcased a significant 15% increase in overall employee satisfaction scores,
driven by initiatives such as flexible scheduling and recognition programs tailored to the cultural
preferences of Bangladeshi employees.

Marico Bangladesh Limited

1. Need for Talent Acquisition: In Bangladesh, Marico intensified its talent acquisition efforts in
2023 by hiring 25% more professionals with expertise in digital marketing and e-commerce to
capitalize on the country's growing digital landscape. This strategic hiring initiative contributed to
a notable 20% increase in online sales revenue, particularly in urban centers like Dhaka and
Chattogram.

2. Succession Planning: Marico may use succession planning to identify and develop internal
talent for key positions within the organization. This ensures that there are qualified and prepared
employees ready to fill roles as they become available, whether due to retirement, promotion, or
unexpected departures. By having a clear understanding of the potential career paths and

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development plans for its employees, Marico can forecast the need for human resources more
accurately and maintain leadership continuity.

2. Supply Analysis: Through supply analysis, Marico could assess both the internal and external
availability of talent. Internally, this might involve analyzing current staff levels, potential
retirements, promotions, and other job movements using techniques like Markov Analysis.
Externally, Marico would consider the labor market conditions, including the availability of skills,
education levels, and demographic trends. This comprehensive analysis helps Marico forecast the
supply of human resources and plan accordingly to meet its strategic objectives.

3. Diversity and Inclusion Metrics: Marico's commitment to diversity and inclusion in

Bangladesh was evident in 2023, with the achievement of a gender diversity ratio of 1:1 in its
leadership team. This milestone underscores Marico's efforts to create an inclusive workplace
culture that celebrates diversity and promotes equal opportunities for all employees in Bangladesh.

Thereby, Domino's and Marico's strategic HR initiatives in Bangladesh demonstrate an innovative

approach to human resource management. By adapting to the digital surge, investing in employee
development, and prioritizing diversity and well-being, both companies have set a benchmark for
others in the industry. By this forecasting process aids both the companies to ensure their needs
for and take appropriate recruitment actions which will not only save money but also organization’s
time.

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Recruitment

Effective recruitment is a crucial component of any organization's human resources strategy. It

involves the process of identifying, attracting, and hiring the best candidates to fill job openings.
The quality of the recruitment process directly impacts the overall performance and productivity
of the organization.

Sourcing
In the context of HR, sourcing involves proactively searching for qualified candidates rather than
waiting for potential candidates to apply on their own. The sourcing strategy involves identifying,
contacting, and engaging with quality candidates.

The human resources department is responsible for talent acquisition, and the talent sourcing
process helps to find top talent rather than waiting for interested parties to stumble across the
opening on job boards or social networks. It is critical for an organization to hire suitable candidate
to the most integral positions. Although sourcing method is the first phase of Recruitment, of
spreading the word, the organization is hiring, nonetheless finding the fitting person becomes a
challenge.

Hiring managers use different sourcing tools and methods to find the best talent to fill a position.
In the HR world, there are three main types of sourcing:

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▪ Passive sourcing — connecting with candidates who are not currently looking for a job
▪ Active sourcing — engaging with suitable candidates that are actively looking for
employment opportunities
▪ Direct sourcing — identifying a specific candidate and reaching out to them directly,
without using a third-party recruitment agency or an external platform

Furthermore, to simplify it sourcing can be categorized in two- Internal Sourcing and External
Sourcing. Both Domino’s and MBL HR Representatives verified both the companies prefer
internal hiring more than outsourcing applicants. As this effects to a high employee morale in
general, which creates a motivated working environment overall.

These sourcing methods are used by both companies for finding the suitable candidate for the
vacancy-

Domino’s Pizza Bangladesh

Internal Sourcing
Domino's Pizza relies heavily on frontline workers like chefs,
delivery drivers, and other mobile employees to ensure smooth
day-to-day operations and deliver a great customer experience.
For this Domino’s provide hourly-based payment system for the
labor work. Majority of the companies work revolts around labor
work.

However, the company has faced challenges in retaining these frontline workers, with a shortage
of delivery drivers leading to a drop in sales in 2021. This trend of shortage of labor been very
prominent in fast paced service companies. Therefor, operational managers have to put most of the
effort on retaining and maintaining the front-line workers.

The company relies heavily on referrals alone for finding workers. The HRBP of the Mohakhali
Branch, Tahmid Shahriar Sizan, oversees 50-60 workers who are responsible for the day-to-day
operations of nearby Domino’s Pizza Branch. When there is a shortage or need for more workers
on an occasion, the workers tend to bring up 2-3 people by themselves, resulting in effective and
efficient day-to-day operations without any interruption or spending on finding people.

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On a survey of 50 employees of Domino’s in India, Nagpur. The question was “which source of
recruitment is replied upon when immediate requirement arises?”

On the other hand, in Corporate Domino’s is very thorough about the applicants they choose.
Applicants who are suggested by the internal workers of the company are treated equally as the

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outsourced candidates. As selecting the right personnel who fits the position is paramount to
maintaining employee morale.

External Sourcing
With 17 branches in Dhaka, Domino’s Pizza Bangladesh offers a 30-minute home delivery service,
where any interruption to the supply chain may severely damage the brand's image. The company's
entire operations are heavily reliant on operational workers and managers, making the maintenance
of flow crucial. Consequently, referrals alone cannot be relied upon for the recruitment process,
leading to significant resources being expended on outsourcing talents.

For general frontline workers (such as supply chain workers, delivery workers, drivers, customer
service workers, etc.), advertisements are posted on BD Jobs by the company, as a substantial pool
of candidates is sourced through the website alone.

In corporate settings, social media campaigns, campus interviews, and other forms of online
advertisements are used for finding candidates.

Marico Bangladesh Limited

Internal Sourcing
Acknowledged for its robust distribution network reaching over
790,000 outlets across the country, Marico Bangladesh Limited
(MBL) places significant importance on its workforce, whose role in
the company's success is vital. A focus is placed on creating a
productive and achievement-oriented working environment for
employees, reflecting the company's commitment to sustainability,
local production, and employee welfare, thereby underscoring its dedication to making a positive
impact in Bangladesh's consumer goods industry.

Emphasis is placed by the HR department of MBL on the recruitment process for selecting
candidates who are capable, productive, and high achievers. Internal recruitment is supported

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based on employee satisfaction, with a diverse and motivated workforce, leading MBL to maintain
its position in the market confidently.

Job openings are communicated to existing employees via internal email, and those interested
should apply through the provided portal. The company operates a development center that
identifies employees suitable for promotion to vacant positions. In cases where no existing
employees are suitable for promotion, CVs submitted by internal candidates are shortlisted.
Subsequently, shortlisted internal candidates undergo internal case studies and interviews,
culminating in the selection of an internal candidate for the vacant position.

External Sourcing
Marico Bangladesh Limited (MBL) employs a multi-faceted approach to sourcing external
candidates for various roles within the organization. The company's recruitment process involves
a combination of internal and external strategies to attract top talent from diverse backgrounds.
However, the campaigns are mostly bringing success in gathering a pool of talents. Some major
campaigns of Marico Bangladesh for recruitment include:

▪ Campus Programme: Marico Bangladesh has initiated a campus programme to recruit the
best talent from premier institutes in the country, emphasizing the recruitment of talent not
just for the present but for the future
▪ Training Session on Sales Leadership Excellence: Marico Bangladesh organized a training
session on 'Sales Leadership Excellence,' indicating a focus on developing and nurturing
sales talent within the organization
▪ ProSolve Competition: Marico Bangladesh hosted the 4th ProSolve competition,
showcasing the best problem-solving projects completed in the last financial year. This
competition involved presentations of the top projects in the presence of participants,
factory managers, and directors, highlighting the company's commitment to recognizing
and rewarding innovative solutions.

These campaigns reflect Marico Bangladesh's proactive approach to talent acquisition and
development, demonstrating a strategic focus on recruiting and nurturing skilled individuals to
drive the company's growth and success.

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Interview and Selection Process

Interview Questions: The candidates are evaluated using a set of structured questions based on
specific roles and job responsibilities of the vacant position. The main focus of the questions is:

o Interviewee Experiences: Candidates are assessed through a series of structured questions

tailored to the specific roles and responsibilities of the vacant position, delving into their
past experiences.
o Personal Achievements: The focus shifts to candidates' personal achievements, allowing
evaluators to gauge their accomplishments and contributions in previous roles.
o Overcoming Challenges: Candidates are prompted to discuss challenges they have
encountered in previous positions and how they navigated through them.
o Strengths in Overcoming Challenges: Evaluators inquire about the strengths that aided
candidates in overcoming these challenges, providing insight into their problem-solving
abilities and resilience.
o Suitability for the Job: Candidates are asked to articulate why they believe themselves to
be suitable for the job, highlighting their qualifications, skills, and alignment with the role.
o Offered Expertise: The discussion pivots to the expertise candidates bring to the table,
exploring the specific skills and knowledge they can contribute to the role and the
organization.
o Implementation of Expertise: Finally, candidates are probed on how they intend to
implement their expertise within the context of the job, showcasing their strategic thinking
and potential contributions to the company's objectives.

Once the structured questions conclude, candidates are presented with a series of unstructured
inquiries tailored to their unique experiences and past job roles.

Marico Bangladesh employs a confidential interview evaluation form, completed by assessors’

post-interview, ensuring a fair and unbiased assessment process devoid of nepotism or perception-
based selections. The company further utilizes a computerized online test, administered through
platforms like Google Forms, to gauge candidates' competencies. During significant events,

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Marico Bangladesh implements gamified assessment techniques, such as the EON Cognitive Test,
to identify and select promising candidates, thus forming a pipeline of qualified individuals.

Domino’s Bangladesh on the other hand takes work sample as substitute to work test, HR
representatives and the operations managers evaluate and then arrives a decision on the candidate’s
position.

As the selection process nears completion, thorough background investigations and reference
checks are conducted by both companies to verify the authenticity of candidates' provided
information, particularly scrutinizing the validity of submitted documents.

Domino’s Selection process

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Domino's Pizza follows a structured hiring process to find the right candidates for its positions.
Applicants can apply via the Domino's website, job boards, or by visiting a local store. Resumes
undergo screening, and qualifying candidates are interviewed to assess availability, experience,
and skills. Assessments may be included, especially for specific roles. Some candidates proceed
to a second interview, particularly for management positions. Reference and background checks
ensure candidates meet standards and legal requirements. Successful candidates receive job offers,
detailing responsibilities, compensation, and start date. Upon acceptance, they undergo onboarding
to learn Domino's procedures and standards.

Marico Selection Process

Marico Bangladesh Company meticulously crafts its selection process to acquire top talent.
Internal sourcing involves assessing existing employees through the development center for
potential promotion. If no internal candidates are suitable, external sourcing begins, meticulously
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reviewing CVs to align with company requirements. A rigorous shortlisting process follows, with
internal candidates undergoing case studies and interviews, while external candidates face aptitude
tests and assessment center discussions. Background checks verify credentials for integrity. The
final interview stage involves key stakeholders assessing alignment with company culture and
objectives. Through this comprehensive approach, Marico Bangladesh ensures only the most
qualified candidates drive the organization forward.

Comparative Analysis of Strategies: Domino's Pizza vs. Marico

Bangladesh Limited
In comparing the recruitment strategies of Domino's Pizza Bangladesh and Marico Bangladesh
Limited (MBL), notable differences and similarities emerge. While Domino's heavily relies on
internal referrals for frontline positions, Marico emphasizes an internal recruitment process driven
by employee satisfaction and development programs. Both companies recognize the importance
of maintaining a motivated workforce but employ different methods to achieve this. Additionally,
Domino's faces challenges in retaining frontline workers, leading to a reliance on external sourcing
methods such as BD Jobs. In contrast, Marico employs a multi-faceted approach, including campus
recruitment programs and training sessions, to attract diverse talent. Despite these variances, both
companies prioritize finding the right fit for their vacancies, acknowledging the impact of
recruitment on employee morale and overall productivity. This analysis underscores the
importance of tailoring sourcing strategies to the specific needs and challenges of each
organization.

In comparing the hiring processes of Domino's Pizza and Marico Bangladesh Company, it becomes
evident that both organizations place a strong emphasis on meticulous selection procedures to
secure the most suitable candidates for their respective roles.

Domino's Pizza and Marico Bangladesh Company employ structured hiring processes to secure
top talent. Domino's offers multiple application channels and screens resumes before conducting
interviews, possibly including assessments. Successful candidates undergo reference and
background checks before receiving detailed job offers and onboarding. Marico Bangladesh begins
with internal sourcing, evaluating employees for promotion. External candidates undergo thorough
CV review, shortlisting, aptitude tests, and assessment center discussions. Final interviews
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prioritize alignment with company culture and objectives. While both prioritize thoroughness,
Domino's relies on interviews and assessments, whereas Marico Bangladesh utilizes a broader
range of evaluation methods, emphasizing organizational fit.

Recommendation
Based on the comparative analysis of the recruitment strategies and hiring processes of Domino's
Pizza Bangladesh and Marico Bangladesh Limited (MBL), several recommendations emerge to
optimize talent acquisition and retention efforts for both companies.

✓ Improving the current HRIS for effective sourcing and screening process
✓ Enhance situation analysis on the organizational needs for workforce
✓ Diversify sourcing strategies beyond internal referrals to address frontline worker retention
challenges.
✓ Implement employee engagement initiatives like recognition programs and career
development opportunities to enhance job satisfaction and reduce turnover.
✓ Invest in training programs for frontline staff to improve skill sets and increase job
fulfillment, contributing to long-term retention.
✓ Continue leveraging robust internal recruitment processes while expanding external
sourcing methods to attract diverse talent pools.
✓ Strengthen campus recruitment programs and partnerships with educational institutions to
identify and nurture promising candidates early in their careers.
✓ Conduct regular training sessions and workshops to enhance skill development and
alignment with company objectives, enriching the talent pipeline.
✓ Enhance selection processes by incorporating innovative assessment tools and techniques
tailored to role requirements.
✓ Emphasize cultural fit during interviews and assessment center discussions to ensure
alignment with organizational values and objectives.
✓ Foster collaboration between HR and operational departments to ensure recruitment
strategies align with broader business objectives and operational needs.

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Conclusion
The conclusion of the report encapsulates the comprehensive research findings and outlines
actionable recommendations aimed at enhancing recruitment processes and overall organizational
effectiveness.

The key findings underscore the pivotal role of recruitment as a vital linkage activity between job
seekers and employers, highlighting the potential for securing superior candidates when a larger
pool of individuals applies for positions. Additionally, the report delves into the analysis of both
primary and secondary data to bolster organizational performance, with a focus on measuring job
satisfaction, understanding employee perspectives, and identifying effective conflict resolution
strategies. Moreover, it underscores the critical significance of effective recruitment practices in
identifying, attracting, and ultimately hiring the most qualified candidates to fulfill job openings.
Furthermore, insights into the recruitment strategies of Marico Bangladesh Limited and Domino’s
Pizza Bangladesh, encompassing talent acquisition, succession planning, and recruitment
campaigns, offer valuable benchmarks for industry best practices.

The recommendations offered in the conclusion aim to streamline recruitment processes, enhance
conflict resolution mechanisms, and cultivate a conducive work environment based on the research
insights. It advocates for prioritizing diversity and well-being in recruitment endeavors, in line
with the strategies embraced by leading industry players. Moreover, specific initiatives such as
campus programs, training sessions, and problem-solving competitions, as observed in the
practices of Marico Bangladesh Limited, are highlighted as effective recruitment tools.

In summation, the conclusion serves as a synthesis of the research findings, providing actionable
directives for optimizing recruitment strategies and fostering overall organizational excellence.

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Appendix
A. Questionnaire.
1. Can you provide an overview of the personnel planning process within your organization?

2. What factors do your company consider when forecasting personnel needs for the
organization?

3. Could you describe the steps involved in your recruitment process, from identifying needs to
onboarding?

4. What are the sources you use for finding candidates? (advertising, agency, referrals, internal
candidates etc.)

5. Can you explain the difference between internal and external recruitment’s effectiveness and
when it is appropriate for your company?

6. What role does technology play in your recruitment and selection processes?

7. How do you check background of a candidate, could you explain the process?

8. During the selection process what tests/methods do you use to assess candidates'
qualifications and fit for the organization? (Mental, physical, written, personality, work
sample etc.)

9. How do you conduct interview? And is there a panel interviewing the candidate?
(structure/non-structure)

10. What kind of questions you ask to an interviewee? (situation, behavioral, job-related, stress
questions)

11. What are the things you look in an interview? (Looks, behavior, eye contact etc.)

12. Can you discuss any challenges you face in recruitment and selection, and how you address
them?

13. What metrics do you use to measure the effectiveness of your recruitment and selection
processes?

14. How does HR ensure fairness and legality in the selection process? Particularly regarding
equal employment opportunity laws?

15. How do you approach employer branding and its impact on recruitment?

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B. Credentials of the HR Representatives.

HRBP of Domino’s Pizza Bangladesh

Assistant HR manager of Marico Bangladesh Limited

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