An analysis of the recruitment and selection process of Shahjalal Islami Bank Limited

Abstract

The report is focused on the human resource management aspects in SJIBL specially those which are associated with HRM practice followed by siphoning sector. Drawing on a 3-month internship in the HR Division, the paper uses firsthand observations, information from internal documents and literature search to scrutinize effectiveness, constraints and performances of the bank HR functions. The organization profile covers the structure of SJIBL, leadership practices and major operational areas such as marketing, financial performance and information systems. From the management perspective, it appears that the bank adopts a participative leadership style and formalized HRM systems including recruitment, training, compensation and performance appraisal based on Islamic banking principles. The project part will analyze certain problems in the SJIBL recruiting and selection process. Three key bottlenecks are reflected in the results: long recruitment lead time, low digitization within hiring and low transparency toward applicants. Other limitations for example, lack of access to confidential human resource data and the brief duration of the internships also decreased the possibility for full HR cycles being observed. These results are consistent with prior HR literature that highlights the role of well-executed hiring, technology and clear communication in preserving employer competitiveness. The paper ends by summarizing the effect above on SJIBL’s effectiveness and employer branding. Suggestions are partial automation of recruitment process, effective communication within organization, less bottlenecks in approvals they take from their higher authority, structured guidelines for interns to facilitate organizational learning and resource management.