International Journal of Service Science, Management and Engineering

2017; 4(3): 25-30

http://www.openscienceonline.com/journal/ssme
ISSN: 2381-6031 (Print); ISSN: 2381-604X (Online)

Recruitment and Selection Process of a

Readymade Garment Industry in Bangladesh
Abu Zafar Mahmudul Haq
Department of Business Administration, City University, Dhaka, Bangladesh

Email address
[email protected]

To cite this article

Abu Zafar Mahmudul Haq. Recruitment and Selection Process of a Readymade Garment Industry in Bangladesh. International Journal of
Service Science, Management and Engineering. Vol. 4, No. 3, 2017, pp. 25-30.

Received: April 13, 2017; Accepted: April 27, 2017; Published: August 17, 2017

Abstract
This study used both primary and secondary data. The primary data were collected from five (5) employees of HR department
& forty five (45) employees from different departments of Arabi Fashion Ltd. through the use of prestructurred questionnaires.
The secondary data are collected from annual report of Arabi Fashion Ltd, research papers and website. Recruitment &
selection process of Arabi Fashion Ltd. is quite impressive in terms of other RMG groups. Their techniques and procedures are
competitive. They conduct proper background check before finally recruit the employees whether it’s external or internal
recruitment. By doing this Arabi Fashion Ltd. easily attract the qualified employees who will help Arabi Fashion Ltd. to
achieve their ultimate goal. The results indicated that advertising of job vacancies and employee referrals are mostly the mode
for recruiting potential employees. It was also realized that the method used in the recruiting and selection process was very
effective. The study recommended that potential employees should all be treated fairly in the recruitment and selection process,
more so employees must be appraised constantly to ensure that they improve upon their performance. The study concludes that
the result will give some inputs in the existing body of knowledge.
Keywords
Bangladesh, Readymade Garments Industry, Recruitment and Selection

1.1. Literature Review

1. Background
Several studies have been done about the HRM practices
Recruitment and selection procedure plays a vital role in of RMG sector of Bangladesh. The study [7] conducted to
the concept of present business [13]. Since the company’s examine the factors which are responsible for the promoting
functions starts with the recruitment and selection, if it is not of work satisfaction of RMG workers in Bangladesh. The
done in a systematic and thus affected (ibid). This is true in study was an empirical study.
case of garments industries. Garments industries in They 14] conducted the study about the health hazards of
Bangladesh presently face many problems such as labor garments in Bangladesh. Results suggest that labors are
unrest, infrastructure and HRM practices [8]. The World unaware of labor rights. The study is based on a case study.
Bank stresses continuous efforts to reform garment sector in They [12] examined the financial and non-financial HRM
Bangladesh [2]. The country had to be warned by the practice in order to identify the job satisfaction of RMG
importers about the safety concerns for the garment workers workers in Bangladesh.
of Bangladesh [1, 4]. It is thus proven that the RMG sector in He [8] identified the HRM practice of RMG sector of
Bangladesh is lacking human resource management practice Bangladesh. The study was based on descriptive type case study.
properly. In fact, HRM practice is impossible to maintain Among many analyses, it also includes recruitment and selection
properly unless appropriate employees are not appointed process of a readymade garment industry in Bangladesh.
rightly. Therefore, the present study has been done in order to However, it was not included any primary information of the
know the actual situation of the readymade garment process of recruitment and selection of the employees.
industries’ recruitment and selection process of Bangladesh.
26 Abu Zafar Mahmudul Haq: Recruitment and Selection Process of a Readymade Garment Industry in Bangladesh

From the above discussion, it is assumed that research In order to collect information from HR employees, a
work about recruitment and selection process of any garment prestructured questionnaire was made which is found in [10].
industry of Bangladesh is still scant. Generally speaking On the other hand, another prestructured questionnaire was
research of the recruitment and selection process is known as made for the opinions of employees from different
the greatly neglected topic in the field of HRM [6]. departments which are found in [3].
Therefore, it is expected that this study will able to Data were processed using frequency and percentages [3].
minimize the negligence of such research by providing the To convert, the qualitative data into quantity, 5 point Liker
actual situation of the recruitment and selection process of scale ranged from strongly agree to strongly disagree were
the Arabi Fashion Ltd. either in Bangladesh or elsewhere. employed such as strong disagree(1), disagree (2), neutral
Moreover, the study can differentiate with others because it (3), agree (4) and strong agree (5).
examines opinion of HR employees also since they are
directly related to the HR policy of any organization and 1.4. Limitations
opinions of employees of different departments about The study is undertaken considering ins and outs of the
recruitment and selection of the selected garment industry. human resource practices based on the human resource manual
1.2. Objectives of Arabi Fashion limited and on personal experiences shared by
the fellow in this garments. Personal biases and inconsistencies
Objectives of the study are as follows- in the HR manual with the current practices may be possible
1. To know the recruitment and selection process of Arabi setbacks. Unavailability of data could be due to engagement of
Fashion Ltd. the current employees in Arabi Fashion Limited. Experienced
2. Opinion of employees about recruitment and selection employees could have provided the required data. Data
of Arabi Fashion Ltd. collection was complicated due to high turnover rate. Turnover
3. Opinions of HR employees of Arabi Fashion Ltd. ratio calculation was not possible due to poor record keep.
4. Make recommendation of recruitment and selection
process of Arabi Fashion Ltd. 2. Overview of Arabi Fashion Limited
1.3. Methodology Arabi Fashion Ltd. a fully compliant factory serving the
Arabi Fashion Ltd has been selected for the convenient of needs of the global apparel market since 2006 as a leading
the study. manufacturer of quality and value added knit garments. Arabi
The secondary data are collected from annual report of Fashion Ltd. has been working with good reputation in the
Arabi Fashion Ltd, research papers and website. Primary data industry. Total numbers of employee of Arabi Fashion Ltd. is
collection was done by following two steps- 1381 and among them staffs are 268, total workers are 1113.
Step-1: Five employees of HR department (Table 1) was They do have 700 set of machines, and their production
taken interview in order to know the opinion of the capacity is 7,75,000 pcs per month. The company’s products
recruitment & selection process of the organization on behalf that mainly include T-Shirt, Polo shirt, Tank Top, Shorts,
of the organization since HR department is the policy maker Trousers, Fleece Jacket, Vest etc. are exported to France,
of any formal organization for HR relevant works. Five Sweden, USA, Germany, UK, and Spain. Main Byers of
employees were selected purposively from 12 employees of Arabi Fashion Ltd. are La Redoute, Ellos, Bryllane, LIDL, S.
the HR department. Oliver, The Outdoor Group, Losan, Regatta, Wal-Mart, and
Avenue [9].
Table 1. Status of surveyed employees of HR section.

Rank Number
Senior Officer of HR & Admin 04 3. Overview Recruitment & Selection
Officer of HR & Admin 01 Process of Arabi Fashion Limited
Total 05

Source: Field survey (2017) 3.1. Legal Requirements

Step-2: Here 45 employees from various departments Recruitment and selection procedures must comply with
(Table 2) were interviewed about the recruitment & selection the Arabi Fashion Limited diversity policy. This procedure
process of the organization. They were selected as per the incorporates compliance with the following legislation [5]:
convenient of the study out of 268 employees. a) Bangladesh Labour Code, 2006
b) ILO Convention code of conduct
Table 2. Status of surveyed employees among all employees.
c) BSCI (Business Social Compliance Initiative) code of
Rank Number conduct
Senior Officer HR & Admin 04 d) ICS ((Initiative Clause Social) Code of Conduct
Officer HR & Admin 08 Most of the codes of conduct are hanged in the wall, floor,
Officers & Junior Officers (other Depts.) 33
Total 45
working area of the workers. Arabi Fashion Limited believes,
recruitment is that-
Source: Field survey (2017)
 International Journal of Service Science, Management and Engineering 2017; 4(3): 25-30 27

a) Process of attracting qualified job applicants. operating officer, the HR Manager and respective department
b) Strategic recruitment involves the appropriate use of head. The Interview board is normally presided over by the
internal and external sources. chief operating officer. Sometimes the interview board is
c) The process of finding and attempting to attract job presided over by the director. This committee shall comprise
candidates who are capable of effectively filling job of the followings:
vacancies. a) Director: Chairman
b) Chief Operating Officer: Member
3.2. Recruitment and Selection Framework c) Concern Department Head: Member
(Worker Level) d) Manager (HR): Member & Secretary
Processes are being maintained to recruit are as follows- Interview Questions
a) Respective department head with the approval of the Human resources department hold the Arabi Fashion
HR Manager prepares requisition for additional and Limited interview guides that contain competency based
replacement workers. interview questions. Arabi Fashion Limited potential team
b) Vacancies announced by advertising, posters, leaf lets, emphasis on basic knowledge rather than theoretical
putting banners at the front side of the main gate, knowledge. The chief operating officer thinks that if the
different places, and reliable sources. candidates have the basic knowledge, they can do the work
c) Application receives from hand to hand and in most of effectively and proper way.
the cases walk in interview system is followed. Advertising of Vacancies
d) In cases of skilled workers, recruitment’s being done by The HR Team provides a centralized advertising service
“on the job test” (Practical interview) for the advertisement of vacancies and will assist the
e) In cases of unskilled workers, recruitment’s being done manager prepare an appropriate advertisement. All
by written and oral test. permanent vacancies are advertised concurrently internally
f) General health checked-up by factory medical officer is (oral notice passed to current employee) and externally.
an essential part of recruitment procedure. External advertisement is on the website (bdjobs.com),
g) Salary, wages, and other benefits fixation is done in generally along with appropriate newspaper publications.
fulfillment to the applicable Bangladesh labor laws- Applications are to be forwarded to the HR team in the first
2006 and minimum wages gazette [11]. instance and not directly to the chief operating officer.
Short-listing
3.3. Recruitment and Selection Framework Short-listing must be completed based on the person
(Officer Level) specification. New criteria cannot be introduced to assess the
candidates at this stage as it would be unfair. It is the HR
a) Assess the need for the job and ensure there is adequate manager’s responsibility to complete the short-listing and to
funding for it. ensure the process remains free of unlawful discrimination. It
b) Review the job description to ensure that it meets the is desirable that a second person from the panel also
present and future requirements. participates in the short-listing process. Former employees
c) Review the person specification to ensure it meets the who have been dismissed for misconduct cannot be
requirements of the job description. considered for appointment. Staffs who have taken early
d) Design the selection process. retirement or redundancy may be considered on their merits.
e) Draft the advertisement and select the advertising media. Interviewing
f) Short list using the person specification only. Written Test
g) Written tests for entry level employee. At the entry level (Junior Executive, Front Desk
h) Interview and test short-listed candidates. Executive, Trainee Merchandiser) limited numbers of
i) Validate references, qualifications and security candidates are called for written test. The chief operating
clearance. officer must then notify HR manager of these arrangements
j) Make appointment. and HR manager will confirm via phone to the short-listed
Chief Operating Officer holds the responsibility for candidates for written test. The HR manager also confirms
ensuring this framework is followed. HR is available for that where and how way the limited number of candidates
advice and will assist in general administration of the will come for written test.
recruitment process [11]. Arrangements for Interviews
3.4. Selection Provisions The chief operating officer is responsible for scheduling
dates and times for interviews directly with the short listed
Managers need to design the selection process they will candidates and notifying the candidates of any selection tests
use, giving consideration to the following points: that will be used. The chief operating officer must then notify
Panel Composition HR of these arrangements and HR will confirm via phone to
All interviews for permanent posts must be conducted by a the written test selected candidates including the following
panel. The chief operating officer is responsible for selecting details:
interview panel members. The panel composites by the chief a) Date, time and place of the interview
28 Abu Zafar Mahmudul Haq: Recruitment and Selection Process of a Readymade Garment Industry in Bangladesh

b) Instructions on how to find their way to the interview a) Application

venue b) Work History
c) A request that they contact the author of the c) Qualifications (where a qualification is a requirement
letter/message if they have any special requirements in for the post, supporting evidence or certification must
relation to the interview (related to access to the venue be obtained from the candidate and recorded)
or any other special need related to a disability) d) Evidence presented at interview
d) Based on experienced candidates’ interviews Should any of these not meet the required standards, HR
presentation, the chief operating officer, HR manager manager must immediately discuss the issue with the chief
and other panel members understood their skill and operating officer.
experience in the selected area (e.g. examples of work Offer of Employment
or proof of qualifications that are essential to the post) A conditional verbal offer of employment is to be made by
At the Interview the chief operating officer within a week of interview. The
The purpose of interviewing is to appoint the best person offer must be on a conditional basis while the required
for the job based solely on merit and suitability. Arabi checks take place in relation to security clearance, health
Fashion Limited recruitment and selection framework declaration, references, and qualifications. It is the chief
achieves this by using methods that are systematic, thorough, operating officer’s responsibility to notify HR manager of the
fair, unbiased and based on rational, objective, job related offer. HR manager will then send the candidate an
criteria. At the interview, each candidate should be treated appointment letter and statement of particulars detailing post,
consistently. To achieve this, the panel should: salary, benefits, holiday entitlement, notice period, working
a) Ask the same initial questions of each candidate. hours and location. If the offer is acceptable to the selecting
b) Supplement their understanding of the candidate’s candidates, they signed the appointment letter. When the
responses by following up questions as appropriate. following candidates joined the offered position, they have to
c) Not allow any discriminatory questions, harassment, or write a joining letter to the chief operating officer. It is also
any other conduct which breaches Arabi Fashion noted that chief operating officer, HR manager and other
Limited equal opportunities policy or code of conduct. panel members are explained and described the
d) Keep in mind that information obtained throughout the responsibility, working area, salary, compensation and other
selection process is treated as confidential and is known benefits to the interviewee because of he can be adjusted with
only to parties involved in the selection process. the mentioned situation.
e) Keep records of interviews and the reasons for In case of the special condition or important position, the
decisions - returning this information to HR for filing director specially discussed with the interviewee the
(and disposal six months later) following details:
Panel members must be aware that it is their responsibility a) Condition of work
to ensure recruitment/interview documentation is stored b) Job Responsibility
securely and confidentially while in their possession. c) Working Area
Decision to Appoint d) Importance of the position
In selecting the successful candidate, the panel must make Placement to the Position
a decision based on the merit and eligibility of the candidates When the selected candidates submitted the joining letter,
as judged by: the HR manager describes the responsibility, ensure his
a) Content of application responsibility and introduce him to the other respective
b) Qualifications (if required for the post) persons. Then it finally took the responsibility and continues
c) Performance at Interview the daily activities.
d) Outcome of any selection tests
The panel must seek to ensure that candidates appointed 4. Opinions of Employees
will actively promote the Arabi Fashion Limited core values.
Checks 4.1. Views of the Selected Employees of
As part of assessing the merit of each candidate, chief Arabi Fashion Ltd. on Recruitment and
operating officer must satisfy themselves that the information Selection Process
the candidate gives is authentic, consistent and honest. This
includes being satisfied about information regarding the Opinions of selected employees are as follow (Table 3).
candidate’s:
Table 3. Opinions of employees.

SL Particulars SD D N A SA Total
01 Arabi fashion ltd. follows recruitment system 0(0%) 0(0%) 0(0%) 18(40%) 27(60%) 45(100%)
Arabi fashion ltd. recruitment and selection process is not
02 0(0%) 0(0%) 8(17.78%) 17(37.78%) 20(44.44%) 45(100%)
lengthy
Arabi fashion ltd. recruitment and selection is free from
03 0(0%) 0(0%) 0(0%) 13(28.89%) 32(71.11%) 45(100%)
biasness
04 Arabi fashion ltd. recruitment and selection follows 0(0%) 3(6.67%) 9(20%) 16(35.55%) 17(37.78%) 45(100%)
 International Journal of Service Science, Management and Engineering 2017; 4(3): 25-30 29

SL Particulars SD D N A SA Total
objective criteria
Arabi fashion ltd. recruitment and selection is cost
05 7(15.56%) 15(33.32%) 12(26.67%) 7(15.56%) 4(8.89%) 45(100%)
effective
Arabi fashion ltd. recruitment and selection is cost
06 12(26.67%) 13(28.9%) 17(37.76%) 3(6.67%) 0(0%) 45(100%)
effective for candidates
Arabi fashion ltd. recruitment and selection is
07 0(0%) 0(0%) 7(15.56%) 12(26.67%) 26(57.78%) 45(100%)
comprehensive
Arabi fashion ltd. recruitment process helps in achieving
08 0(0%) 2(4.44%) 6(13.33%) 17(37.78%) 20(44.44%) 45(100%)
the goal of organization
Arabi fashion ltd. recruitment process generates hassle to
09 29(64.44%) 13(28.89%) 3(6.67%) 0(0%) 0(0%) 45(100%)
the applicants
Arabi fashion ltd. recruitment and selection should be
10 5(11.11%) 6(13.33%) 18(40%) 14(31.11%) 2(4.44%) 45(100%)
improved

*SA-Strong agree, A-agree, N-neutral, SD-Strongly disagree, D-Disagree

Field survey: January 2017

4.2. Views of the Selected HRD Employees of Arabi Fashion Ltd.

Below are opinions of selected HR employees (Table 4).

Table 4. Opinions of HR employees.

SL Particulars SA A N SD D Total
During the time of recruitment, do you prefer external source more acceptable than
01 0(0%) 0(0%) 5(100%) 0(0%) 0(0%) 5(100%)
internal source, the one most preferable for your company?
02 Do you consider the reference check as an integral part of recruitment? 0(0%) 4(80%) 0(0%) 1(20%) 0(0%) 5(100%)
Are people, responsible for employer branding (HR), if aware of employer
03 1(20%) 3(60%) 1(20%) 0(0%) 0(0%) 5(100%)
branding as a concept?
Is your company’s communication channel strong enough in promoting and
04 4(80%) 1(20%) 0(0%) 0(0%) 0(0%) 5(100%)
strengthening the brand in the market place?
05 Do you consistently appoint high caliber employees? 3(60%) 2(40%) 0(0%) 0(0%) 0(0%) 5(100%)
Do you believe that transfer, demotion, suspension and dismissal are based on
06 4(80%) 0(0%) 1(20%) 0(0%) 0(0%) 5(100%)
performance appraisals?
Does salary factor attracts most of the potential employees than career growth and
07 5(100%) 0(0%) 0(0%) 0(0%) 0(0%) 5(100%)
development?
08 Do you ensure that salaries being set are according to the market scenario? 1(20%) 4(80%) 0(0%) 0(0%) 0(0%) 5(100%)
Is your company lacking, fairness is supervision and inconsistency in employment
09 4(80%) 1(20%) 0(0%) 0(0%) 0(0%) 5(100%)
opportunities, having an impact on employee retention?
Do you believe that cash incentives have more of the contribution in employee
10 5(100%) 0(0%) 0(0%) 0(0%) 0(0%) 5(100%)
retention activity?
Do you nominate employees for various company awards (such as on-the-spot and
11 0(0%) 5(100%) 0(0%) 0(0%) 0(0%) 5(100%)
circle of excellence awards)?
12 Do you ensure that vacancies do not remain open for long period of time? 0(0%) 0(0%) 0(0%) 3(60%) 2(40%) 5(100%)
13 Do you possess a good overall knowledge of HR recruitment process and policies? 5(100%) 0(0%) 0(0%) 0(0%) 0(0%) 5(100%)
14 Do you frequently meet team members for formal career planning session? 5(100%) 0(0%) 0(0%) 0(0%) 0(0%) 5(100%)
15 Do you prioritize issues which concern the development of employees? 0(0%) 2(40%) 3(60%) 0(0%) 0(0%) 5(100%)
Do you think that the one having the authority to select, comprehensive job
16 specification & job description, availability of sufficient number of applicants are 4(80%) 1(20%) 0(0%) 0(0%) 0(0%) 5(100%)
the essentials to make the selection procedure successful?
Is a person’s character more important if compared to their job skills, when it
17 5(100%) 0(0%) 0(0%) 0(0%) 0(0%) 5(100%)
comes to being a good employee in your company?

* SA-Strong agree, A-agree, N-neutral, SD-Strongly disagree, D-Disagree

Field survey: January 2017.

For that reason there are some recommendations that it

5. Recommendations and Conclusion would like to suggest:
1. For internal recruitment Arabi Fashion ltd. should
Based on above discussion, Arabi Fashion ltd. recruitment follow “Succession Planning” technique specially for those
& selection procedures and opinions of employees, it has post which are tend to create leader (e.g. Assistant Manager).
been identified that they are following good criteria for This technique will help Arabi Fashion ltd. to avoid extra
recruiting and selecting appropriate employees and worker training cost which will occur if they hired employee from
for their organization. To be a good is not perfect for this outside.
competitive market of RMG sector, they have to be perfect. 2. Arabi Fashion ltd. recruitment team should consider the
30 Abu Zafar Mahmudul Haq: Recruitment and Selection Process of a Readymade Garment Industry in Bangladesh

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