Abstract:
The hiring process for all positions is handled by the Human Resources division of a company, Chevron Bangladesh fills its workforce needs through two parallel staffing plans. The first is hiring full time employees who are contracted to Chevron directly. These employees enjoy a range of benefits beyond that their base pay such as insurance coverage with Metlife Alico in Bangladesh, cumulative gratuity pay, etc. However, shortfalls in staff or positions not considered permanent enough also filled with contractual employees under a scheme known as Staff Augmentation (SAF) or Hire of Labour (HoL). As the company can only hire a certain number of regular employees in a particular business year, rest of the workforce support is being covered through the HOL process. Chevron’s full time employees may be either transferred from operations abroad or hired locally. Their Pay Scale Grade (PSG) level is dependent on their position, however different home markets have different Pay Scale Grades (i.e. e.g. an employee from the Bangladeshi operation at PSG 17 will likely be remunerated less than an employee from the UK operation). we was fortunate to be intimately involved in the creation and publication of a tool called the Recruitment Metrics in my capacities of first Human Resources wentern and then as Human Resource Administrator. This internship report will catalogue this tool and how it helps Chevron track recruitment of employees in the Bangladeshi market. The report will be prefaced with a company overview and company history of both Chevron as well as Chevron Bangladesh, its departments and finally the recruitment metrics process. This report shall additionally reflect some the process knowledge we acquired while discharging my range of responsibilities in the two roles we served in this organization along with independent research into the subject matter. we shall conclude with a series of recommendations that the company may implement to improve its conditions.
