H R M | Chapter 3| Human Resource Planning & Recruiting | 1

Human Resource Management FCC-301

Chapter-3 Human Resource Planning & Recruiting
Syllabus: Nature, Significance, Objectives, Process, Types Of Human Resource
Planning (HRP), Environmental Influence Of Human Resource Planning,
Problems In Human Resource Planning, Human Resource Planning
Environment in Bangladesh.
Book: Gary Dessler:
1 . Explain the main techniques used in employment planning and
forecasting.
2 . Explain and give examples for the need for effective recruiting.
3 . Name and describe the main internal sources of candidates.
4 . Discuss a workforce planning method you would use to improve employee
engagement.
5 . List and discuss the main outside sources of candidates.
6 . Explain how to recruit a more diverse workforce.
7 . Discuss practical guidelines for obtaining application information.

Book: Abu Taher:

➡Definition of HRP ➡Need for human Resources ➡Objective of HRP, ➡The

process of HRP, ➡Forecasting supply, ➡Forecasting demand, ➡ Types of
HRP, ➡Problem of HRP ➡Environmental influence, ➡ Man power planning.
➡Recruitment defined, ➡source of recruitment, ➡Advantage and
disadvantage, ➡Recruitment scenario in bd.
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Year Question Solution

1 . Define Human Resource Planning. What are the different levels at
which HRP is done? [2021: 3.a) 3] [Book: Abu Taher]
Ans: Human Resource Planning: The process of deciding what positions the
firm will have to fill, and how to fill them. human resource planning is the
process by which an organization ensures that it has the right number and kinds
of people, at the right place, at the right time, capable of effectively and
efficiently completing those tasks that will help the organization to achieve its
overall ensures that it has objectives.
HRP at Different Levels:
I. National level: Generally government at the center plan for human
resources at the national level. It forecasts the demand for and supply of
human resource, for the entire nation.
II. Sectoral level: Manpower requirements for a particular sector like
agricultural sector, industrial sector or tertiary sector are projected based
on the government policy, projected output / operations etc.
III. Industrial level: Manpower needs of a particular industry like cement,
textile, chemical are predicted, taking into account the operational level
of that particular industry.
IV. Unit level: This covers the estimation of human resource needs of an
organization or company based on its corporate / business plan.
V. Departmental level: This covers the manpower needs of a particular
department in a company.
VI. Job level: Manpower needs of a particular job family within a
department, like that of accountants, salesmen etc., are forecasted at this
level.

2 . What are tools for forecasting the supply of internal human resources?
Discuss. [2021: 3. b) 5] [Book: Abu Taher]
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Ans: Tools for forecasting the supply of internal human resources:

Techniques for forecasting the internal supply of personnel include turnover
analysis, skill inventories, replacement charts and Markov analysis.
I. Turnover analysis: To make an accurate forecast of the demand for
labor, the human resource manager must know how many people will
leave the organization. Turnover for each job classification and
department should be calculated, as turnover can vary dramatically
among jobs and departments.
II. Skills inventory: A common method used to evaluate the internal supply
of labour is the skills inventory. This consolidates basic information on all
employees within the organization and permits the human resource
manager to identify qualified employees for different jobs.
III. Replacement charts: The replacement chart is less sophisticated than
computerized skills inventories and is primarily used with technical,
professional and managerial employees. Replacement Charts summarizes
information of skills inventories in visual form.
IV. Markov analysis: This is a mathematical technique used to forecast the
availability of internal job candidates. Markov analysis is a mathematical
technique used to forecast the availability of intern at job candidates.
V. Succession planning: Succession planning is concerned with the filling
of management vacancies. Succession planning makes use of replacement
charts but generally expands on these to include information on current
performance, promotability and long-term growth potential.
3 . Why is effective recruitment important? Discuss about both internal
sources and external sources of candidates with advantages and
disadvantages. [2021: 3.c) 7] [Book: Gary Dessler + Book: Abu Taher]
Ans: Employee recruiting means finding and/or attracting applicants for the
employer’s open positions. The need for effective recruitment is very important
in any organization:
1. Effective recruitment helps to gain new suitable members for the
organization.
2. It can attract the best candidates for Job vacancies.
3. Suitable persons selected may give some competitive advantages for the
organization.
4. To play a pivotally important role in shaping organizational effectiveness
& performances through various recruiting techniques.
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5. Effective recruitment helps to increase the success rate of selection

process by decreasing no. of visibly under qualified and overqualified job
applicants.
6. It also helps to reduce the probability that job applicants once recruited
and selected will leave the organization only after a short period of time.
7. It can save training time and money with proper selection.
There are two broad sources of recruitment—internal and external. A brief
description of each source follows: 1. Internal sources of Candidates/
Recruitment, 2. External Internal sources of Candidates/ Recruitment.
1 . Internal sources of Candidates/ Recruitment: Existing employees of an
organization provide the internal sources in the main. Whenever any vacancy
arises, someone from within the organization is upgraded, transferred, promoted
or even demoted. The major internal sources of recruitment are as under.
a) Promotions and Transfers: The most important source of filling
vacancies from within is through transfers and promotions. A transfer is a
lateral movement within the same grade, from one job to another. They
may lead to changes in duties and responsibilities, working conditions,
etc. but not necessarily salary.
b) Job Postings: Job posting is another way of hiring people from within. In
job posting, the organization publicizes job openings on bulletin boards,
electronic media and similar outlets.
c) Employee Referrals: Employee referral means using personal contacts
to locate job opportunities. It is a recommendation from a current
employee regarding a job applicant. The logic behind employee referral
recommendation is that "it takes one to know one". Employees working
in the organization, from a current in this case, are encouraged to
recommend the names of their friends employee working in other
organizations for a possible vacancy in the near future.
Advantages Disadvantages
1. Suitable: Management can 1. Inefficiency: It may prove to
pick the right candidates be a blessing for inefficient
having requisite skills. candidates.
2. Reliable: Management has 2. inbreeding: It discourages
knowledge about the suitability entry for talented people.
of the candidate. Existing employees may fail to
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inject necessary dynamism to

3. Motivational: A policy of
preferring people from within
motivates them to work hard
and earn promotions.
4. Economical: The cost
recruiting is minimal.
enterprise activities.
3. Bone of Contention: It may
lead to infighting among
employees aspiring for
Limited, higher-level positions
in an organization.
of 4. Limited Choice: Management
is forced to select candidates
from a limited pool.

2 . External Internal sources of Candidates/ Recruitment: The sources of

recruitment that are used to hire people from outside the organization may be
many but a few most important among them are discussed below:
A. Advertisements: When an organization desires to communicate to the public
that it has a vacancy, advertisement is one of the most popular methods used.
However, the media of advertisement preferred is often determined by the type
of job. Many organizations prefer what is referred to as a blind advertisement in
which identification of the organizations is no: disclosed. This method is
appropriate when (a) the organization intends to reach a large target group and
(b) the organization wants a fairly good number of potential candidates who are
geographically dispersed to apply for the advertised vacancies.
B. Employment Agencies There are three forms of employment agencies—
public employment agencies, private employment agencies, and management
consulting firms.
I. Public Employment Agencies: Most public agencies tend to attract and
list individuals who are unskilled or have had minimum training.
II. Private Employment Agencies: Private agencies are believed to offer
positions to applicants of a higher caliber. Private agencies also provide a
more complete line of services.
III. Headhunters: Agencies of this type are actually specialized private
employment agencies. They specialize in middle-level and top-level
executive placements.
C. Unsolicited Applicants /Walk-ins: Companies generally receive unsolicited
applications from job seekers at various points of time.
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D. Temporary Help Services: This can be a source of employees when

individuals are needed on a temporary basis.
E. Campus Recruitment: It is a method of recruiting by visiting and
participating in university campuses and their placement centers. Here the
recruiters visit reputed educational institutions with a view to pick up job
aspirants having requisite technical or professional skills.
F. Professional Organizations: Organizations like the chambers of commerce
and industries, engineers' institutions, management associations, etc. may act as
external sources of recruitment.
Advantages Disadvantages
1. Injection of fresh blood: 1. Time consuming: It takes time
People with special skills and to advertise, screen and to
knowledge could be hired to select suitable employees.
pave the way for innovative
ways of working.
2. Wide choice: The organization 2. Expensive: Hiring costs could
has the freedom to select go up substantially in tapping
candidates with requisite multifarious sources of
qualifications. recruitment.
3. Motivational force: It help 3. Demotivating: Existing
motivating employees to work employees who have put in
hard and compete with external considerable service may have
candidates. the feeling that their services
have not been recognized and
may be demotivated.
4. Long term benefits: Creation 4. Uncertainty: There is no
of a competitive atmosphere guarantee that the organization,
would compel people to give ultimately, will be able to hire
out their best and earn rewards, suitable candidates.
etc.

4 . What do you mean by succession planning? What are its steps? Explain.
[2021: 4.c) 4] [[Book: Gary Dessler]
Ans: Succession planning: The ongoing process of systematically
identifying, assessing, and developing organizational leadership to enhance
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performance. Succession planning is concerned with the filling of management

vacancies. It stresses the development of high potential employees and takes a
long-term view of the organization’s human resource needs. It entails three
steps: identify key position needs, develop inside candidates, and assess and
choose those who will fill the key positions.
I. Identify key position needs: First, based on the company’s strategic and
business plans, top management and the human resource director identify
what the company’s future key position needs will be.
II. Develop inside candidates: After identifying future key positions,
management turns to creating candidates for these jobs. “Creating” means
identifying inside or outside candidates and providing them with the
developmental experiences they require to be viable candidates.
III. Assess and choose those who will fill the key positions: Finally,
succession planning requires assessing these candidates and selecting
those who will actually fill the key positions.
5 . “HRP is a major managerial responsibility”- Discuss. [2020: 3.a) 5]
[Book: Gary Dessler]
Ans: Human Resource Planning: The process of deciding what positions the
firm will have to fill, and how to fill them. There are several reasons why HRP
is considered a major managerial responsibility:
I. Talent Acquisition and Recruitment: HRP helps in identifying the
present and future human resource requirements of an organization.
II. Workforce Optimization: HRP assists in aligning the workforce with the
organization's strategic objectives.
III. Succession Planning and Career Development: HRP enables managers
to identify potential leaders within the organization and develop
succession plans.
IV. Cost Efficiency: HRP helps in controlling costs associated with human
resources.
V. Employee Engagement and Retention: HRP supports employee
engagement and retention efforts.

6 . Discuss in brief the process of HRP usually followed. [2020: 3.b) 10]
Ans: There is no single right approach to HRP. All organizations should identify
their short-run and long-run employee needs by examining their corporate
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strategies. The process of HRP, usually followed in a large organization,

consists of the following steps:
A. Forecasting the Demand for Human Resources:
Most firms estimate how many employees they require in future. The demand
for human talent at various levels is primarily, due to the following factors:
1. External challenges: These challenges arise from three important sources:
I. Economic development: Liberalization, gearing up of banking sector,
capital market reforms, introduction of on-line trading systems etc. have
created huge demand for finance professionals in developing economies.
II. Political, legal, social and technical changes: The demand for certain
categories of employees and skills is also influenced by changes in
political, legal and social structure in an economy.
III. Competition: Competition is beneficial to customers but suicidal for
companies operating on thin margins. Such companies have to
necessarily go lean' by reducing their workforce (e.g., Bata, Philips, etc.).
2. Organizational decisions: The organizations strategic plan, sales and
production forecasts and new ventures must all be taken into account in
employment planning.
3. Workforce factors: Demand is modified by retirements, terminations,
resignations, deaths and leaves of absence.
B. Forecasting Future Supply of Human Resources:
Estimating changes in internal supply requires the organization to look at those
factors that can either increase or decrease its human resources.
1. Increase in Internal Supply: An increase in the supply of any unit's human
resources can come from a combination of three sources: a. new hires, b.
transfers-in, and /or c. individuals returning from long leaves. The task of
predicting these new inputs can range from simple to complex.
New hires are easy to predict, since they are self-initiate.
It is more difficult, however, to predict transfers-in to a unit, since they often
depend on concurrent action in other units.
The net effect on internal supply by people returning from leaves must be
considered.
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2. Decrease in Internal Supply: Decreases in the internal supply can come

about through a. retirements, b. dismissals, c. transfers-out of the unit, d.
layoffs, e. voluntary quits, f. sabbaticals, g. prolonged illnesses, or h. deaths.
Some of these occurrences are easier to predict than others.
The easiest to forecast are retirements.
3. Estimated Change in External Supply: Recent graduated from colleges and
universities expand the supply of available human resources. This market is vast
and includes everyone from college graduates to individuals who have received
highly specialized training at the university level.
7 . Briefly describe the HRP process and critically discuss its importance to
other HR management functions. [2017: 2. 15]
Ans: Process is answered in previous question.
The importance of HRP to other HR management functions can be seen in the
following aspects:
1. Strategic HR Management: HRP is essential for strategic HR
management as it aligns HR practices with organizational goals. HRP
ensures that HR strategies, such as recruitment, training, and performance
management, are in line with the organization's long-term plans.
2. Equal Employment Opportunity (EEO): HRP contributes to EEO
efforts by promoting fairness and inclusivity in the workforce. Through
HRP, organizations can identify potential skill shortages and gaps in
diversity.
3. Staffing: HRP is vital for effective staffing by ensuring that organizations
have the right number of employees with the required skills at the right
time. It helps in forecasting future staffing needs and planning
recruitment efforts accordingly.
4. Talent Management and Development: HRP plays a crucial role in
talent management and development by identifying skills gaps and future
talent needs. It enables organizations to proactively address skill
shortages by implementing training and development programs.
5. Total Rewards: HRP helps in designing reward programs that motivate
and engage employees, contributing to their overall satisfaction and
retention.
6. Risk Management and Worker Protection: HRP assists in managing
risks associated with workforce availability and capability. HRP also
 H R M | Chapter 3| Human Resource Planning & Recruiting | 10

helps in identifying potential safety and health risks in the workforce,

enabling the development of proactive measures to ensure worker
protection.
7. Employee and Labor Relations: HRP plays a significant role in
employee and labor relations by ensuring effective workforce planning. It
helps HR professionals understand future workforce needs and anticipate
changes that may impact employee relations.
8 . Effective recruitment is vital to the success of any organization. Describe
how an organization support its business strategy and objectives. [2017:5.b)
7] []
Ans: Effective recruitment is indeed vital to the success of any organization as
it directly contributes to achieving business strategy and objectives. Here's how
an organization can support its business strategy and objectives through
recruitment: Answer is given in Question 3.
9 . Give a brief explanation of the tools for projecting personnel needs.
[2019: 2.c) 04] [Book: Gary Dessler]
Ans: The basic tools for projecting personnel needs include trend analysis, ratio
analysis, and the scatter plot.
Trend analysis means studying variations in the firm’s employment levels
over the past few years. Trend analysis can provide an initial rough estimate of
future staffing needs. However, employment levels rarely depend just on the
passage of time.
For example, compute the number of employees at the end of each of the last 5
years in each subgroup (like sales, production, secretarial, and administrative) to
identify trends.
Ratio analysis means making forecasts based on the historical ratio between
(1) some causal factor (like sales volume) and (2) the number of employees
required (such as number of salespeople). Like trend analysis, ratio analysis
assumes that things like productivity remain about the same. If sales
productivity were to rise or fall, the ratio of sales to salespeople would change.
For example, suppose a salesperson traditionally generates $500,000 in sales. If
the sales revenue to salespeople ratio remains the same, you would require six
new salespeople next year (each of whom produces an extra $500,000) to
produce a hoped-for extra $3 million in sales.
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Scatter plot A graphical method used to help identify the relationship

between two variables. A scatter plot shows graphically how two variables—
such as sales and your firm’s staffing levels—are related. If they are, then if you
can forecast the business activity (like sales), you should also be able to
estimate your personnel needs.
While simple, tools like scatter plots have drawbacks. 1. Historical
sales/personnel relationships assume that the firm’s existing activities and skill
needs will continue as is. 2. They tend to reward managers for adding
employees, irrespective of the company’s needs. 3. They tend to institutionalize
existing ways of doing things, even in the face of change

Chapter Related Topics

Explain The Main Techniques Used In Employment Planning And
Forecasting Book: Gary Dessler
Steps in Recruitment and Selection Process:

Employment Applicants Use selection Supervisors and

Recruiting:
planning and complete tools like tests others interview
Build a pool
forecasting application to screen out final candidates to
of candidates
forms most applicants make final choice

Employment Planning and Forecasting: This step involves analyzing the

organization's workforce needs, considering factors such as future growth,
changes in business strategy.
Recruiting: Building a Pool of Candidates: This step involves attracting a
pool of potential candidates through various methods, such as job postings,
online job portals, social media.
Application Form Completion: This step helps gather necessary information
about the candidates' qualifications, work experience, skills, and other relevant
details.
Screening through Selection Tools: In this step, selection tools such as tests,
assessments, or screening interviews are used to evaluate applicants and identify
those who best meet the requirements.
Interviewing Final Candidates: After the initial screening, the remaining
candidates are interviewed by supervisors or hiring managers.
Selection Decision: A final selection decision is made, and an offer of
employment may be extended to the chosen candidate.
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Strategy and Workforce Planning: Forecasting personnel needs or demand

involves estimating the future workforce requirements based on the
organization's strategic and business plans. It involves projecting the number
and types of positions that will need to be filled, considering factors such as
expansion, new initiatives, or downsizing, in order to identify potential gaps
between demand and supply.
Forecasting Personnel Needs (Labor Demand): The process of forecasting
personnel needs involves estimating the number of employees required based on
factors such as projected revenues, turnover rates, changes in products or
services, productivity changes, financial resources, and business decisions. The
basic tools for projecting personnel needs include trend analysis, ratio analysis,
and the scatter plot. Rest in Qus:9.
Explain And Give Examples For The Need For Effective Recruiting Book:
Gary Dessler
The Recruiting Yield Pyramid: The historical arithmetic relationships between
recruitment leads and invitees, invitees and interviews, interviews and offers
made, and offers made and offers accept. The recruiting yield pyramid
illustrates the historical ratios between different stages of the recruitment
process. It represents the relationship between the number of recruitments leads
and the number of invitees, the number of invitees and the number of
interviews, the number of interviews and the number of offers made, and finally,
the number of offers made and the number of offers accepted. These ratios help
organizations understand the effectiveness of their recruitment efforts and
identify potential areas for improvement in attracting and selecting qualified
candidates.

Name And Describe The Main Internal Sources Of Candidates, List And
Discuss The Main Outside Sources Of Candidates. Book: Gary Dessler
Answered in Question 3.

Discuss A Workforce Planning Method You Would Use To Improve

Employee Engagement Book: Gary Dessler
Promotion from within can be an effective workforce planning method to
improve employee engagement. By showing a genuine interest in employees'
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career aspirations, providing career-oriented appraisals, implementing a formal

job-posting system, ensuring access to necessary training, and balancing the
desire to retain employees with the benefits of internal mobility, organizations
can foster a sense of career growth and development, leading to increased
employee engagement and satisfaction.
Explain how to recruit a more diverse workforce Book: Gary Dessler
Recruiting a More Diverse Workforce:
1. Recruiting Women: Organizations can promote gender diversity by
implementing gender-inclusive recruitment practices, offering family-
friendly policies, and ensuring equal opportunities for career
advancement.
2. Recruiting Single Parents: To attract single parents, employers can offer
flexible work arrangements, such as part-time or remote work options, to
accommodate their caregiving responsibilities.
3. Recruiting Older Workers: Organizations can tap into the experience and
skills of older workers by implementing age-inclusive recruitment
strategies.
4. Diversity Counts: This approach emphasizes the value of diversity in
recruitment by actively tracking and measuring diversity metrics.
5. Recruiting Minorities: To recruit minorities, employers can develop
partnerships with minority-focused organizations, attend diversity job
fairs.
6. Recruiting the Disabled: Organizations can improve disability inclusion
by ensuring accessibility in the recruitment process and workplace,
promoting disability-friendly policies.
Discuss practical guidelines for obtaining application information Book:
Gary Dessler
Developing and Using application Forms: Employers develop and use
application forms to collect essential background information about the
applicant. The application should enable you to make judgments on substantial
matters such as the person’s education and to identify the person’s job
references and supervisors. Of course, it’s important to make sure the
application complies with equal employment laws, for instance, with respect to
questions regarding physical handicaps.
Book: Abu Taher
Definition of Hrp: Done.
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Need for human Resources: In the recent past, human resource planning has
caught the imagination of policy planners and decision makers because of
several reasons such as:
A . Human resource requires planning because of its four critical features:
I . for higher level of skills, a long period of time is required to get
exposed to full level productivity.
II . More a person achieves higher level productivity the longer he
remains on the job.
B . Supply of skilled manpower is scarce compared to demand: Demand for
skilled manager has been rising due to increased growth. A company trains a
man just to lose him.
C . Human resource planning is also required because of rapid technological
changes : Jobs and job requirements are changing faster, pace of technological
change is being accelerated.
D . Human resource planning minimizes cost of recruitment and training:
Training has a cost. There is also cost of pension, gratuity, provident fund and
other fringe benefits.
E . Increased mobility of human resources has created management problem to
retain qualified employees : In a democracy one can leave his present
organization and join another where more facilities are offered.
F . Human resource planning can reduce wastage rate caused by labor turnover
or executive turnover: Some writers have categorized this wastage as voluntary
and involuntary.

Objectives of HRP:
I. Forecast personnel requirements: Manpower planning is essential to
determine the future manpower needs in an organization.
II. Cope with changes: Manpower planning is required to cope with
changes in market conditions, technology, products and government
regulations in an effective way.
III. Use existing manpower productively: By keeping an inventory of
existing personnel in an enterprise by skill level, training, educational
qualifications and work experience, it will be possible to utilize the
existing resources more usefully in relation to the job requirements.
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IV. Promote employees in a systematic manner: Manpower planning

Provides useful information on the basis of which management decides
on the promotion of eligible personnel in the organization.
The Process of HRP: Answered in Question 6.
Importance of HRP: Human Resource Planning is a highly important and
useful activity. If used properly, it offers a number of benefits:
A. Reservoir of Talent: The organization can have a reservoir of talent at
any point of time.
B. Prepare People for Future: People can be trained, motivated and
developed in advance and this helps in meeting future needs for high-
quality employees quite easily.
C. Expand or Contact: If the organization wants to expand its scale of
operations, it can go ahead easily.
D. Cut Costs: Planning facilitates the preparation of an appropriate
manpower budget for each department or division.
E. Helps Succession Planning: Planning, as pointed out previously,
prepares people for future challenges. The stars' can be picked up and
kept ready for further promotions whenever they arise.
HRP at Different Levels: Answered in Question 1.
Forecasting Demand & Forecasting supply: Answered in 6.

Types of HRP: Human resource planning may be undertaken on a short term or

long-term basis.
Short-term manpower planning is done to find temporary match between the
existing individuals and the existing jobs. It aims at quick removal of anomalies
in posting and placements. It tries to take care of the immediate requirements.
Usually, there are three problems in the short run: the weak incumbent, the
strong incumbent and an unexpected vacancy. The following steps need to be
taken in short term manpower planning (i) Identify the weak and strong
incumbents. Weak ones fall short of their job needs; strong ones exceed their job
needs (ii) Set the anomalies right.
Long term manpower planning is done to find a proper match between the
future jobs and their future incumbents. They are prepared for a period of 5
 H R M | Chapter 3| Human Resource Planning & Recruiting | 16

years or more. in the long run it is quite possible to develop managerial talent
for existing as well as new jobs.

Problem of HRP: Though HRP is beneficial to the organization, employees and

trade unions, some problems crop up in the process of HRP. Important among
them are:
Resistance by employers and employees: Many employers resist HRP as they
think that it increases the cost of manpower as trade unions demand for
employees based on the plan, more facilities and benefits including training and
development.
Uncertainties: Uncertainties in industrial scene like technological change,
marketing conditions also cause uncertainties in human resource management.
The uncertainties make the HRP less reliable.
Inadequacies of information system: Information system regarding human
resources has not yet fully developed in industries of the third world countries
due to low status given to HR department and less importance attached to HRP.

Environmental influence: As part of the total planning process, human

resource planning must consider the environmental influences on the
organization, its objectives, culture, structure and human resource management.
This is because human resource planning must reflect the environmental trends
and issues that affect the organization’s management of its human resources.
Demographic composition of the population can affect the type and availability
of labor. This in turn can have an impact on the organization’s equal
employment opportunity (EEO)/affirmative action (AA) objectives.
Work-sharing between husband and wife is also important.

Recruitment defined: Recruitment is a linking function—joining together

those with jobs to fill and those seeking jobs. The objective of recruitment is to
develop a group of potentially qualified people.
Source of recruitment Advantage and disadvantage:
Answered in Question 3.
Recruitment scenario in bd: Recruitment means making U known that posts
are going to be filled in. This is done publicity and advertisements.
Generally, people are recruited from several sources. An organization can tell its
own people that there will be recruitment and they can ask their relations or
 H R M | Chapter 3| Human Resource Planning & Recruiting | 17

friends to apply. In this way, many organizations give special privileges to the
children of their existing employees. In Bangladesh, wards of freedom fighters
get special treatment in this respect. Tribal people also get this facility, District
quota practiced in Bangladesh, constitutes one kind of recruitment favor for
people of certain regions.
Many firms issue formal notices in the official notice board. However, this
information does not get widely circulated. Employment opportunities in the
public sector offices have got to be advertised compulsorily. Newspaper
advertisement is preferred so that many people can see it. Private sector firms
are not always in favor of advertising. They prefer friends, relations and wards
of top executives. Private firms normally follow secretive policy as regards
recruitment. Many of their activities are concealed. They cannot have
confidence on people not related to them.
Recruitment has problems in an unemployment ridden country like Bangladesh.
Clear cut advertisement saves the valuable time of busy HR executives and
reduces the harassment of the candidates. Often advertiser requires people with
experience for which many talented and capable candidates can not apply. This
may encourage third class candidates to apply and start lobbying. Many
responsible persons have been found to issue false job experience certificates.
For entry, there is an age limit which is now thirty-two years for competitive
public service examinations. But due to session jams, obtaining Master’s
Degree within that age limit has become difficult. This prevents many talented
youths from applying.
Some organizations resort to blind advertisement. They give a postal box
number without disclosing the identity of the firm. This reduces degrees of
lobbyism or use of influence by social and political high-ups. But blind
advertisement has its own disadvantages since competent candidates are
unwilling to jump into unknown sea.
We can use the Information for training up required kind of manpower for
which there is higher demand in the manpower importing countries.
In Bangladesh, we invite graduating students through advertisement. Campus
recruitment has not yet emerged in this country.
In Bangladesh, reference checking is in use as a form of information gathering
technique. Sometimes character certificates of gazette officers are wanted.
Papers submitted by the applicants also require to be examined cautiously and
carefully.
From Online:
 H R M | Chapter 3| Human Resource Planning & Recruiting | 18

1. High Population and Competition: Bangladesh has a large population,

resulting in a highly competitive job market.
2. Education and Skills Gap: The education system may not always align
with the demands of the job market, leading to a skills gap.
3. Limited Job Opportunities: The availability of job opportunities,
particularly in certain sectors, may be limited compared to the number of
job seekers.
4. Informal Job Sector: This makes it challenging for recruiters to assess
the true extent of the job market and may lead to a lack of transparency in
recruitment practices.
5. Gender Bias: Gender bias is still prevalent in recruitment practices in
Bangladesh.
6. Recruitment Practices and Procedures: Lack of transparency and
fairness in recruitment practices can hinder equal opportunities for all
candidates.
7. Regulatory Framework: There may be gaps in labor laws and
regulations, leading to potential exploitation of workers during the
recruitment process.