The recruitment and selection process of BRAC international

Abstract

BRAC International started its global journey in 2002 in Afghanistan, and since then it expanded its activities in nine other developing countries in Asia and Africa, making it a global leader in providing opportunities for the world’s poor on a non-profit basis. The total workforce of BRAC International is above 8000+ staff which means there is an enormous scale of human resource activity. In every BRAC International country except Philippines there is a separate Country Head of Human Resources & Training and a small HR team that manage the operational activities of these enormous operations, managing their performance and capacity development. In this particular report, how a HR department of an international non-governmental organization works, how they manage all nine countries HR activities sitting in the head office, how they hire the most suitable candidates and so on are describes from the eye of an intern. The SWOT analysis is done to find out their strong and weak points, and based on those, some recommendations are prepared. Their strongest point is that they have a much enriched HR department with systematic approaches to conduct their activities, and the main drawback they have is that they use insufficient advertisement channels to minimize their cost, but at the same time they are also minimizing the size of potential applicant pool. Before having any final remarks about this report, it is requested to keep in mind that it was prepared in a very short time’s notice, and because of confidentiality, data could not be collected properly to do the analysis. Yet it might be a good enough report to have an in depth idea about a selection and hiring process of world’s largest NGO with over 40 years of experience of working with humans.