2. Internship Report
On
The Annual Business Plan and the Recruitment &
Selection Process of Chevron Bangladesh Ltd.
Prepared By:
Mashruk Zaman Khan
Id# 09204122
BRAC Business School
Submitted to:
Ms. Afsana Akhtar
Assistant Professor
BRAC Business School
3. I
Letter of Transmittal
Ms. Afsana Akhtar
Assistant Professor
BRAC Business School
Subject: Submission of the Internship Report.
Dear Ma’am,
It gives me immense pleasure to be able to submit my internship report ‘The Annual Business Plan and
the Recruitment & Selection Process of Chevron Bangladesh Ltd’ to you. I have tried my level best to
produce an academic study on the different aspects and relationships between the two processes. The
report also includes a review of my job duties and experiences as a Human Resource Staffing Team
Intern. In the end I have included some of my recommendations regarding the critical points in the
processes.
The information in this report is a collection of my own experiences and findings through personal
interviews with the various personnel within the Human Resource Department. Regardless of the
limitations I had, I have tried with my outmost efforts to make this report a proper Academic paper. I
hope you will be lenient in assessing this report focusing more on my efforts rather than its
resourcefulness
Your consideration will motivate me in the future to write better reports.
Yours sincerely,
Mashruk Zaman Khan
Student ID: 09204122
BRAC Business School
4. II
Acknowledgement
I would like to use this opportunity to recognize the contributions of a number of people who has helped
me a great deal to bring this report to life.
I would like to begin with thanking my supervisor Mr. Ahmed Sharif, Staffing Team & Expat Admin
Supervisor for allowing me to be a part of his team and develop my core competencies. The tasks that I
was assigned provided me with great insight on the topic of my report and helped me grow into a
professional.
I offer my gratitude to, Mr. Ahmed Raseen Ahsanullah - HR Operations Supervisor, Ms. Nafeesa Monali
Hussain - HR Business Partner Supervisor, Mr. Stawb Peter Halder - Total Remuneration Advisor, Ms.
Sarafa Mahjabeen Ahmed – HR Admin, Ms. Dilruba Ahmed - HR Administrator, Mr. Mushfiqur Rahman
- HR Admin, Mr. Rezaul Huda - Payroll Analyst for their time and patience, along with the rest of the
Chevron Bangladesh Human Resource Team for their encouragement and fair treatment throughout my
internship period.
I also express my appreciation towards Ms. Afsana Haque, my internship advisor, for giving me time and
patiently instructing me for the entire report.
Finally, and most importantly I would like to thank the Almighty for giving me the opportunity to start
my professional career at Chevron Bangladesh Ltd. and contribute to it by going through a learning
experience.
5. III
Executive Summary
Chevron Bangladesh Ltd. is an oil & gas multinational company that produces most of the natural gas
consumed in Bangladesh. The Company operates as a profit center under the Asia South Business Unit
and is the highest Tax payer as well as the largest foreign direct investment in Bangladesh. Chevron takes
pride in their core values and the world wide safety record it holds. The company is currently operating in
three gas fields, all of them situated in the Sylhet division, and has the vision to expand in un-explored
blocks and search for alternative energy.
The Human Resource department of Chevron Bangladesh is mostly responsible for being involved in
employee recruitment and development. The department is divided into three self-management teams in
order to attain efficiency in work processes. As a Human Resource Intern I was assigned with a variety of
tasks that are related to recruitment, compensation, employee appreciation and database management. I
have divided my duties into Regular duties, Ad Hoc duties and Project work, in order to portray a clear
image of my responsibilities.
The project report is on the ‘Annual Business Plan and the Recruitment & selection Process’ of Chevron
Bangladesh Ltd. The Annual Business Plan is where each department submits a new manpower planning
for the next three years and gets it reviewed by the leadership body to get the approval. The approval goes
through three a stage process where the final approval comes from the regional office of Asia Pacific. The
recruitment process of the approved manpower planning is carefully planned aiming to achieve efficiency
in all the tasks involved.
Finally the report provides insights and suggests solutions on the critical points of the recruitment process
and the existing issues regarding the delayed response time of the client party, inadequate recruitment
plan, lack of coordination within the HR department and the cause of disagreements in setting a proper
remuneration package.
6. Table of Content
The Organization: Company Overview 1
1.1 Introduction 1
1.2 The Chevron Way 1
1.3 Company History 2
1.4 Products 2
1.5 Operational Network and Organogram: 3
1.6 Visions for the Future: 5
Internship at Chevron Bangladesh 6
2.1 Regular Duties 7
2.2 Non-repetitive duties 8
2.3 Project 9
The Annual Business Plan and the Recruitment Process of Chevron
Bangladesh Ltd.
11
3.1 Objective of the Project 11
3.2 Methodology 11
3.3 Limitations 12
3.4 Litreture Reivew 12
3.5 The Annual Business Plan 18
3.6 The Recruitment Process 22
3.7 Case Study 29
3.8 Analysis 30
Recommendations 32
Conclusion 33
References 34
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Introduction
1.1 Company Overview:
Chevron is an American Multinational energy corporation; head quartered in San Ramon California. With
a vision of safely providing energy products contributing to a sustainable economic progress and human
development, Chevron is actively operating in 180 countries.
In Bangladesh Chevron is the single largest producer of natural gas, supplying around 50 percent of the
country's total natural gas consumption. Currently Chevron is extracting natural gas from Bibiyana,
Jalalabad and Moulavi bazar gas fields. The production from these three sites is sold to Petrobangla. In
2012, the net daily production averaged 550 million cubic feet of natural gas and 2,000 barrels of
condensate.
Chevron is also the largest foreign investor in Bangladesh with an investment to date exceeding USD 1.2
Billion. It is employing approximately 3000 Bangladeshis and was recognized as the highest corporate tax
payer for the 2009-2010 fiscal years.
Apart from being the largest natural gas producer and highest tax payer, Chevron is also a good citizen.
Chevron actively engages itself with the community by investing in development projects primarily
focusing on economic progress, education and healthcare. The community development projects are
carried out mostly in partnership with the leading NGOs of Bangladesh. In 2011 and 2012, Chevron
provided families with advanced cooking stoves and solar panels in seven villages near Bibiyana and
Moulavi Bazar fields. This project is reducing energy costs in 1,000 households and 10 schools equipping
them to raise capital to launch their small businesses.
The employees of Chevron Bangladesh Ltd. actively take part in these Community Development projects
where their contributions are always recognized and rewarded by the Chevron management.
1.2 The Chevron Way:
Across the globe, Chevron management conducts their day to day activities following a certain set of
norms which are known as the ‘Chevron way’. The chevron way is a set of behavior, attitude and beliefs
in the form of a work philosophy that dictates; ‘There is always time to do it right’ and ‘Do it safely or
8. 2 | P a g e
don’t do it at all’. This philosophy is derived from the core values of Chevron which they make their top
most priority to safeguard all around the globe.
The ‘Chevron Way’ is also practiced in Chevron Bangladesh Ltd. with the highest regards. The personnel
are repeatedly reminded of the Chevron Way philosophy in meetings, inductions and training workshops.
The Chevron way derives from the following values.
Integrity
Ingenuity
Trust
Diversity
Partnership
Protecting people and the Environment
High Performance
During my stay at Chevron I was mostly exposed with trust, diversity, integrity and protecting people and
environment.
1.3 Company History:
Chevron Corporation was established on September 10th
1879 in San Francisco by a group of explorers
and merchants. Although the company was initially named ‘Pacific Coast Oil Co’, it became known as
Chevron in the late 70s. Over the years, the company joined with many other companies and had grown
into a major MNC operating in 180 countries from just a San Francisco-Based Company.
In Bangladesh, Chevron started its operations in 1980s when the Jalalabad Gas field was discovered and
went into production in 1999.
1.4 Products:
In Bangladesh, the only Chevron Product that is manufactured and sold is pure Methane gas. The gas is
first extracted by digging wells into the gas fields and then refined or compressed to create pure Methane
gas used as daily household, automobile and industrial fuel.
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Chevron
Corporation
Noth America
(CNAEP)
Africa and Latin
America
(CALAEP)
Europe, Eurasia
& Middle East
(CEEMEEP)
Asia Pacific
(CAPEP)
Indo
Business Unit
(IBU)
Indonasia Philipines
Asia South
Business Unit
(ASBU)
Bangladesh Thailand Vietnam China
Australia
Business Unit
(ABU)
Australia
Other Chevron products like petroleum oil and lubricants are imported in the Bangladesh market after
production, but there are no marketing operations from Chevron Bangladesh regarding the distribution of
the imported Chevron products.
1.5 Operational Network and Organogram:
Chevron Corporation is divided into several regional offices based on their operations. Under each
regional office there are two or more Business Units. Under these business units there are one or more
Profit centers. Chevron Bangladesh is a profit center and falls under the Asia South Business Unit
(ASBU). The ASBU reports to the regional office of Chevron Asia Pacific. Each regional office has an
official name. The Asia Pacific regional office is called Chevron Asia Pacific Exploration and Production
(CAPEP).
Illustration: Chevron Operational Network
The Business Units are led by a President and a team of General Managers each responsible for a
particular department. The Profit Center department directors report to these Business Unit
department General Managers along with their respective presidents. For example; the Finance
Department Director of Bangladesh Profit Center reports to the President of Bangladesh Profit
Center and to the Finance General Manager of the ASBU.
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President
External
Affairs
Human
Resource
Finance IT Operations
SCM
MCP
Facility
Engineer
Base Business
Security
Maintanance
CSOS
Planning &
Commercial
Asset
Development
Drilling
OE/HES Legal
Executive
Assistant
The hierarchy of Chevron Bangladesh Ltd. is comprised of nine major departments and seven
sub-departments. Each department is led by a director that reports directly to the president and
indirectly to the ASBU department General Managers. Currently the president of Chevron
Bangladesh Ltd. is Geoff A Strong.
Illustration: Organogram of Chevron B Bangladesh Ltd.
11. 5 | P a g e
HR Director
Staffing&Ex-
pat Admin
SupV
Payroll
Analyst
4 HR Admins
HR Staffing
Team Inters
HR
Operations
SupV
2 HR Analyst
HR
Operations
Intern
HR Business
Partner SupV
3 HR
Business
Partners
TR Advisor
HR Project
Advisor
The Human Resource Department is led by the Human Resource Director and comprises of the
Staffing and Expat Admin Team, The HR Operations Team, The HR Business Partner Team,
The Total Remunerations Advisor and The HR Project Advisors.
Illustration: HR Department Hierarchy
1.4 Visions for the Future:
The heart of the Chevron Way is their vision; “to be the global energy company most admired for its
people, partnership and performance”. The core visions are:
Safely provide energy products vital to sustainable economic progress and human development
throughout the world;
Are people and an organization with superior capabilities and commitment;
Are the partner of choice;
Earn the admiration of all our stakeholders — investors, customers, host governments, local
communities and our employees — not only for the goals we achieve but how we achieve them;
Deliver world-class performance.
In future Chevron Bangladesh Ltd. aims to expand their operations and increase the gas
production. They also aim to discover alternate energy sources.
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Internship at Chevron Bangladesh
In Chevron Bangladesh Ltd., I was hired as a Human Resource staffing team intern. I was selected after
going through a five step selection process that included, Resume screening, Aptitude test, an interview,
medical checkup and security clearance. I assumed my duties on January 15th
, 2014. Although my
internship was supposed to end on the 15th
of April, due to business need a 15 day extension was
authorized. My duties throughout the whole internship program can be divided into 3 categories, they are
as follows;
Illustration: My Job Responsibilities as a Human Resource Staffing Team Intern
Regular duties:
Making personnel
files and updating
the database.
Updating &
managing
contractor folders
and database.
Assisting in
acquiring contract
approvals.
Update R&A
database.
Assisting in
updating payroll
database.
Create & manage
monthly payroll
files.
Delivering Service
Awards
Ad Hoc duties:
Recruitement
assistance
Creating a Report
on Position
Approvals
Assisting in hiring
new interns;
Asisting the TR
Advisor
Project:
SCF Virtualization
13. 7 | P a g e
2.1 Regular duties:
Making personnel file and updating the database: The workforce of Chevron Bangladesh is divided
into two types; Employees and Contractors. For every employee a personnel file is maintained that
contains the original copy of all documents that are related to the employee. The file room access card
would mostly stay with me and if anyone from HR ever needed particular personnel file, they would ask
me to retrieve it. I was also responsible for making personnel files for new employees.
A database was created by the previous interns called the ‘Personnel File Tracker’ that contained the
location of all the personnel files e.g. cabinet number, file number etc. I would have to update this
database whenever a new employee came in or an existing employee left the company.
Updating & managing contractor folders: One of my major duties at Chevron HR, was to virtualize all
the contractor forms and develop a detailed database for the contractors all over Bangladesh. However,
once the database was complete, I was often given the task to update the database whenever a new
contractor came in, or an existing contractor had either got his/her contract renewed, remuneration
changed or had left the contract.
Assisting in acquiring contract approvals: For each new hire, contractor or employee, the staffing team
needs to collect approval from a number of parties that include, the hiring manager, the HR manager, the
functional manager, the TR advisor and the President. The HR staffing team is required to provide the
above mentioned parties information related to the selected candidate that includes work schedule, work
location and pay related info, in order to get the approval. The interested parties receive the necessary
information in a summary. I was responsible for preparing these summaries for all new hire contractors.
Update R&A database: Chevron has the culture of providing Recognition and Awards, also known as
R&A, to its workforce on regular basis. These Recognitions and Awards are given for tasks beyond their
regular duties. Every month, the payroll analyst receives bundles of R&A reports from numerous
supervisors. Before the payroll analyst can start the calculation, the R&A reports need to be entered in the
R&A monthly database. I was responsible for updating and cross checking the database regularly.
Assisting in updating payroll database: The Management of Chevron Bangladesh pay the non-
managerial positions overtime and allowances for working beyond their work hours. They also provide
the opportunity to cash out vacations and Govt. holidays if they want, as per the labor law.
A monthly database is prepared and maintained to calculate the vacation cash out, overtime payment and
other allowances. I was responsible for preparing and cross checking this database.
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Create & manage monthly payroll files: Once the payroll analyst was done calculating the total
payment for a particular month of each employee, I would organize all the hard copy documents into a
folder. The main challenge in this task was to sort out the documents and keep the papers at a serial by
employee serial numbers.
Delivering Service Awards: The management of Chevron Bangladesh, award their employees with a
yearly service award as a token of appreciation for their services. The service awards are delivered to the
Human Resource department and from there it is the staffing team’s responsibility to locate the recipients
and deliver the awards. As the procedure stated, my job was to locate the supervisor of the recipients and
deliver it to them. The supervisors would in turn sign the invoice writing ‘received’ on it allowing me to
keep the invoice as an evidence record. I also had to maintain a service award database, where I would
keep records of each award delivered.
2.2 Ad Hoc duties:
Recruitment assistance: Within the first two weeks of my joining, I was given the task to prepare a
schedule for an interview and call the candidates in two recruitment processes. I was also so asked to
assist the team in invigilating a written test for one of those recruitments.
Creating a Report on Position Approvals: A Position Approval form is used when the management
realizes a new position is needed in the business. The Position Approval can be for a contractor or an
employee position. I had been assigned to find out how many positions were approved as contractors, the
designations and incumbent of those positions etc. I had to sort Position approval forms and record all
above mentioned data in a database provided to me. I also prepared a detailed report about my findings
and limitations.
Assisting in hiring new interns: The Staffing team always tries to hire the new interns 15 days prior to
the end of the existing intern’s internship, so that the experienced intern can transfer his/her knowledge to
the new hire. I had the opportunity to work extensively in the recruitment process for my replacement.
My responsibilities were as follows;
Sorting Intern applicant CVs.
Prepare question papers for internship aptitude tests and the interview.
Calling applicants for the aptitude test and interviews.
Preparing an interview pack for the interviewers.
Organizing and invigilating the aptitude test
15. 9 | P a g e
Assisting the TR Advisor: The TR advisor was the main client of the SCF Virtualization project. As the
project was co assigned to me, I would often entertain inquiries related to contractors. I had also prepared
a database regarding the number of new hires and contracts renewed from the month of January to April.
2.3 Project:
SCF Virtualization: SCF or ‘Staff Contractor Form’ is an official document of a contractor. Whenever a
manager hires, renews or changes the remuneration of a contract, he has to fill up this form. The form is
than sent to the interested parties for approval. The project was to virtualize all Staff Contractor Forms
and develop a detailed database. This was also known as the ‘Hire of Labor’ project. The Project was
done under the direct supervision of Dilruba Ahmed, HR Admin and was assigned to me and my fellow
HR, intern. I had developed an 8 step process aiming to finish each step most efficiently.
Step 1 Sorting: The forms were originally separated in folders, department wise. There were
three types forms kept there; the existing contractor SCF, non-existing contractor SCF and SCF
position approvals. The first task was to sort and separate each of these SCF. In big departments
the number of these forms would exceed 100. Sorting those departments was a big challenge.
Step 2 Scanning: Once the sorting was done, I scanned all the forms. This was the first step in
virtualizing the forms and also the most time consuming step.
Step 3 Soft Copy Organizing: In this step I would send the scan copies directly to my mail
account. From there I would download the forms and rename them. Each form was renamed by
the name of the incumbent and the date the contract was approved. Once the soft copies were
organized I would send them to my partner to start the next step.
Step 3 Data Input: This was the most critical part of the whole project. The Database contained
a long range of data fields that covered all the information necessary for the whole HR team to
refer to regarding contractors. Doing this step after completing step 3 speeded up the process as
two of us could do it simultaneously. At the end of all the data fields, each incumbent would have
an empty column for hyperlinking the soft copies of their individual forms.
Step 4 Hard Copy Preparation: The hard copy folders were separated based on departments
like before. However, for each department there were mainly three folders where one contained
all existing SCF, one contained all non-existing SCF and the third containing all the position
approval forms. For big departments it would take multiple folders to keep all the existing or non-
existing SCF. I separated each incumbent with a divider in the folder and maintained the same
exact serial followed in the database. Lastly I tagged each divider and folder with the appropriate
names.
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Step 5 Preparing the Manual: After virtualizing all the departments, I was asked to prepare a
manual on how to update this database. The manual contained information such as; where to get
which data, what does the highlighting colors represent, what to do when an existing contractor
quits his contract etc.
Step 6 Synchronization: The last step of the project was to create a synchronized hyperlink on
the database. The idea was, if anyone wanted to get any additional information about a particular
contractor, he or she could easily click on the hyperlink and see the soft copy of the person’s
form. This step was mainly completed by the Dilruba Ahmed-HR admin, in her computer as
interns do not get the access in the Human Resource Share drive, but I assisted her.
17. 11 | P a g e
The Annual Business Plan and the Recruitment
Process of Chevron Bangladesh Ltd.
The Project part of the internship report is a study aimed at understanding the different aspects of, and
relationship between the Annual Business Plan and the Recruitment & Selection Process of Chevron
Bangladesh Ltd. The Annual Business Plan is a cyclic process that takes place every year and is
conducted by the Top Level Management of Chevron Bangladesh. The recruitment process is triggered
by the Business plan and is executed by the Human Resource Staffing Team. The report discusses the
process with great details in a well-organized manner and portrays how Chevron HR strives to conduct
their tasks in the most efficient way. It also portrays a clear picture of the roles and responsibilities of
Human Resource Department on the Annual Business Plan and the Recruitment & Selection Process. The
information collected here was largely based on personal experience, one to one interviews and a few
secondary sources. However, some crucial information has been excluded from the report due to the
privacy policy of Chevron Bangladesh.
3.1 Objective of the Project
To understand the relationship between the annual business plan and the recruitment process.
To analyze the Chevron Bangladesh Ltd. recruitment process.
To pin point the critical areas in the whole process.
3.2 Methodology
The report contains only qualitative data that are collected from both primary and secondary sources;
following are the sources of my study;
One to one meetings: I have had the opportunity of holding personal interviews with supervisors and
relevant HR Team members for this report. The following are the designation of the people I interviewed;
HR Staffing Team and Expat Admin Supervisor
HR Operations Supervisor
HR Business Partner Supervisor
TR Advisor
HR Admin 1
18. 12 | P a g e
HR Admin 2
HR Admin 3
On The Job Training: Apart from interviews I have also shared here information that I have learned,
discovered or was reviled to me for the purpose of performing the duties. I have termed this ‘on the Job
Training’ because I was exposed to the information included in this report while learning my job
responsibilities.
Secondary Sources: The company intranet, the official website of Chevron corporation and Chevron
Bangladesh Ltd., and some Academic papers have also been a good source of insights for this report.
3.3 Limitations
Due to Chevron Privacy policy, I was not allowed to disclose certain information in the report. I also had
to rely greatly on the generic information provided to me by the respective interview participants, which
means I might have been kept away from crucial information.
The Internship period was of only three months which is hardly enough for a person to identify problems
and issues in a particular process, therefore the report does not contain any proper analysis and the
recommendations given here may prove to be inadequate.
3.4 Literature Review
According to the second edition of ‘Staffing the Contemporary Organization’ by Donald L. Caruth and
Gail D. Handlogten, the recruitment & selection process is an outcome of the organization’s business
planning. When the goals and objectives are set for an organization, a HR plan is also prepared to support
the overall business plan. Sometimes the HR plan is included in the business plan and at times it is a
separate planning prepared particularly for managing manpower needs. For example; if the company
decides to increase their sales, consequently the HR will prepare a plan that would meet the demand of
more sales executives. In this part of the report, a few general theories regarding HR planning and the
recruitment & selection process will be discussed.
The Human Resource Planning
The HR planning is basically a series of activities that are undertaken to forecast the organization’s
manpower demand and internal availabilities to compare and determine the future organization gaps, and
to develop an action plan to reconcile the gaps.
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Before the HR planning process is undertaken, the management makes a number of decisions regarding
some crucial issues. These decisions shape the overall HR planning and influence the outcome of it. It
also has a significant impact on the action plan which is to be done after determining the gaps between the
future requirements and availabilities. The critical issues are as follows;
Comprehensiveness of planning
Based on the nature of the manpower demand, organizations can go for three types of HR Planning;
Plan Based HR Planning: When the business plan has HR implications, it is a good idea to have a linkage
between the business plan and the HR Plan. Therefore, in this type of planning, the HR plan is included in
the business plan as a part of the latter.
Project Based HR Planning: Due to sudden changes in the business and natural environment, business
can end up facing major challenges. Such challenges are mostly unanticipated and nearly impossible to
predict accurately from ahead. Although dealing with such challenges are important for the business to
advance, they are often temporary issues. Therefore, the responses to such challenges are always project
based. For such cases, it is always more efficient to go for a project based HR Planning instead of a plan
based HR planning.
Population Based HR Planning: Organizations often develop a HR plan to hire employees of special
qualifications, outside the regular recruitment cycle. Such candidates of interest possess qualifications that
are both rare internally and externally. For example; Chevron Bangladesh hires ‘petro tech graduates’
every year from certain universities.
Planning Time Frame
As planning is about the future, it is only logical have a time frame in the planning. Typically
organization plans are divided into long term (three or more years), intermediate (one to three years) and
short term (one year or less). It should be noted that for plan based HR planning, the time frame for the
business plan and the HR plan are the same.
Job Categories and Levels
In order to analyze the internal labor market it is important to determine the job categories/hierarchical
level and the mobility of positions for the required man power. The job categories are created as a basis of
analysis for the projected gap being investigated. On the other hand the hierarchy of the jobs is created to
define employee promotions, movements and demotions. The hierarchy thus must be aligned with the
existing organization hierarchy.
Head Count
Knowing the number of available workforce is crucial for forecasting the future requirements. Hence a
20. 14 | P a g e
personnel head count is necessary. However, it also important that the organization first defines the nature
of different employees, e.g Full time, Part time, Contractors etc.
HR Planning Elements
The main steps of the HR planning become clear when the initial decisions are made. The basic elements
of HR planning in almost all organizations can be covered in the following points;
Determining future HR requirements.
Determining future HR availabilities.
Conduct external and internal environmental scanning.
Reconciling requirements and availabilities – that is, determining gaps (shortages and surpluses
between the two).
Developing action plans to close the gaps.
Illustration: The HR Planning Process
Recruitment Process
According to the Fifth Edition of Herbert G. Heneman III and Timothy A. Judge’s book ‘Staffing
Organizations’, the recruitment process involves locating qualified candidates in sufficient numbers and
encouraging them to apply for particular jobs. The selection process on the other hand deals with
choosing the best candidate qualified for a particular position.
The need to recruit is triggered either by the human resource planning or administrative function. The
former here provides information on the number of kind of new positions to be filled and the later
identifies existing positions that must be filled due to terminations, promotions, retirements and the like.
Forecast the Future
Requirements
Action Plan
Determine
the Gaps
Forecasting the
Future Availabilities
21. 15 | P a g e
Generally the recruitment process begins with deciding between internal and external. Alternative sources
may also be considered such as over time, temporary employees and contractors in case of external
sources. If positions cannot be filled from within the organization or alternate sources, the organizations
look to the labor market. Next, candidate sources must be identified and a method selected to reach these
sources. Lastly, the desired poll of applicants must be attracted. The general model for the recruitment
process is illustrated below;
Illustration: The General Model of a Recruitment Process
Temporary
Employees
Contracting
Overtime
Select and Use
Alternatives
Alternatives
Fill
Internally
?
HR Planning
HR Admin
Identify Sources
Select Methods
Generate Application
Create Applicant
Pool
22. 16 | P a g e
Selection Process
The selection process begins with the ending of the recruitment process. Although, the generalized
selection process proceeds with 5 stages with the applicant pool, the process might differ from organizing
to organization. Therefore the steps outlined in the modal may not be followed at the described sequence.
The purpose of this model is only to present the basic steps in a logical sequence. The five steps involved
in the generalized selection model are;
1. Initial screening
2. Secondary screening
3. Candidacy
4. Verification
5. Final decision
Illustration: Generalized Model of the Recruitment Process
1. Initial screening: Majority of the candidates interested to apply for the job are screened out
based on their resumes. At times individuals who have sent a resume may also be asked to fill up
an employment application form if they survive the initial review.
2. Secondary screening: The components of this step are screening interview and testing. The
purpose of this step is to eliminate from further consideration those individuals whose
Applicant
Pool
Resume
Employment
Application
Initial
Evaluation
Employment
Application
Testing
Assessment
Center
Employment
Interview
Screening
Interview
Final
Evaluation
Refer-
ence
Check
23. 17 | P a g e
qualifications, although passing preliminary inspection do not measure up to the standards of the
positions. Based on this interview, candidates applying for certain positions might be asked to
take certain employment tests.
3. Candidacy: The basic component of this step is the employment interview or series of
employment interviews, which focus on an in-depth evaluation of the applicant’s qualification.
Successful candidates might be sent to assessment centers where they have to complete batteries
of tests and engage in various simulations to further asses their capabilities.
4. Verification: This step is concerned with verifying the reference information provided by the
applicant. Organizations exercise due diligence in verifying the documents and references to
avoid fraud.
5. Final decision: In the final decision making step organizations go through a final evaluation
considering all the information collecting from the previous steps. If the information is favorable,
a job offer is made, if the information is unfavorable, no job offer is extended. The tentative job
offer is subject to physical examination and a background investigation. When the candidate
successfully completes the mentioned hurdles, the final job offer or the employment letter is
provided.
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Final Approval Phase
Presentation
Phase
Data
Validation
Phase
3.4 The Annual Business Plan
The function of the Annual Business Plan at Chevron Bangladesh Ltd. is to establish a structure and
analyze the budget and manpower needed for each department to run their operations for the next three
years. The budgets that are proposed in the Business Plan are either for acquiring new assets or man
power hiring and development. It is initiated by the Finance department every year on April and runs on a
cyclic basis.
The Annual Business Plan is moderated and judged by a Committee known as the Asset Management
Committee that comprises of the most critical top management positions in the profit center including
country manager/ Chevron Bangladesh President. In order to get the budget and manpower requirements
approved, each department Director needs to provide a proper justification. The committee than analyzes
the justification and gives a decision. This project will only focus on those Annual Business Plan factors
that are related to the recruitment process of manpower.
The entire Business Plan can be divided into three broad phases;
1. Data Validation Phase
2. Presentation Phase
3. Final Approval Phase
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Step 1:
•Generating Head count
Step 2:
•Cross Checking & Proposals Submission
Step 3:
•Budget Check
1. Data Validation Phase
In the data validation phase a future Gap between the available man power and the required manpower is
forecasted. The phase can be jotted down into 3 steps;
Generating Head count: The Human Resource Department provides a report from the HRIS to the
Finance Department regarding the number of existing employees/contractors and vacant positions. The
vacant positions can be due to the fact that an employee or a contractor has left the organization, or a
contractor has become an employee thus emptying the contractor position, or the hiring manager who got
the position approved in the previous Business Plan never hired.
Cross Checking Data & Proposals Submission: In order to make sure that the data provided by the
Human Resource Department is updated or matches the current scenario, the Finance department runs a
Cross Check with the respective department heads. The department heads check whether the number of
employees/contractors and vacancies are all in line and gives the clearance. After getting the clearance
from the department heads, Finance department submits the reviewed head count report to HR and HR
updates the HRIS database.
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Justification Decision Review
Once the database has been updated, Finance again contacts the department heads and asks them to
propose a new manpower plan. Department heads may feel that they need more or less manpower than
they currently possess. Also, it is a common case that department heads got certain position approved in
the previous business plan but didn’t hire. This can be due to the fact that the position is no longer needed
or the need for those positions has been delayed. The latter case is very common for departments who are
mostly involved in project works e.g. Major Capital. Projects Department.
At this stage, if a department head feels the need for hiring more manpower, he/she submits a proposal to
Finance. The proposals specify the designation of the positions, the type of the position e.g. employee or
contractor, for how many years are the proposed position required and the time line for each recruitment.
Budget Check: In against of the new positions proposed, Finance checks the existing budget of the
respective departments and prepares a forecasted budget for the new manpower planning of each
department to present to the Asset Management Committee.
2. Presentation Phase
The presentation phase is a two day session where the Asset Management Committee sits to evaluate the
cases of each department. The committee is accompanied by the Human Resource Director and the HR
Business Partner Supervisor. There are three aspects of this phase;
Justification: Finance presents the proposals submitted by each department head regarding their
forecasted man power need for the next three years. Than the department heads are called one by one for
proper justification. The justification needs to have quantifiable data. They specifically need to address
the following questions;
Where do their operations stand with the existing manpower?
How will the new man power planning solve the existing issues if put into effect?
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How will the new man power planning benefit the business if put into effect?
What will be the impact on the business need if the new man power planning is not implemented?
Decision: When the department heads are done defending their cases, the committee makes a decision.
One of the following three scenarios can happen;
The committee decides to approve the budget and the position.
The committee decides to approve the budget but not the position.
The committee declines the proposal.
For every position a particular budget needs to be approved. If the committee agrees with a manpower
planning, the committee approves both the budget and the position. On the contrary, if the committee is
not fully convinced, they only approve the budget and not the position. This is to let the department head
reevaluate their planning and avoid unnecessary hiring. In addition to that, when the committee feels that
the man power planning proposed has unnecessary hiring plans or might not be as important as the other
department hiring plans, they decline the proposal.
However, if a department head can prove that the positions not approved in the business plan are indeed
critical, they can still do the hiring any time after the business plan with proper justification. The process
of hiring such positions will be discussed in the recruitment process.
Review: Throughout the whole two day process the HR Business partner records the decisions made by
the committee along with the justifications. At the end of the two day session, the HR Business partner
provides the committee with a report regarding the number of position approved, budget approved and the
justification behind them. The Finance department then prepares an annual budget based on this report.
From there the third phase starts.
3. Final Approval Phase
Each annual budget goes through a three stage approval. The first approval is given by the Chevron
Bangladesh President for Bangladesh Profit Center. In the second stage approval, all the Profit Center
presents their entire budget to their respective Business Units. The Business Unit in the third stage takes
the approved annual budget for all the Profit Centers to the Regional Office. The Final Approval than
comes from there.
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At each stage a different committee is responsible for giving the approvals. If these committees feel that
further improvisation is required in a particular Annual Budget, than they have the authority to appoint
their direct reports to implement it.
Up until the second phase, the department heads were defending their cases for the internal approval that
came from the Chevron Bangladesh President. In this phase, the Chevron Bangladesh president will have
to defend the entire annual budget for the Bangladesh Profit Center in front of the Asia South Business
Unit committee which is known as the ‘Asia South Leadership Team’. The ‘Asia South Leadership Team’
comprises of the ASBU president and the Department General Managers.
From the ASBU it goes straight to the regional office, which is for Asia Pacific, the ‘Chevron Asia
Pacific Exploration and Production’ or CAPEP. This is the final approval committee where ASBU along
with the other Business Units, under CAPEP defend the entire Annual Budget for their respective
Business Units.
Once the final approval has been received, no further changes can be suggested by the Profit Center
Presidents or Profit Center Department Directors. The Approved Manpower Planning is then put into
effect by starting the recruitment process.
3.6 The Recruitment & Selection Process
Recruitment is the most major responsibility of the HR Department. Although the ownership of this task
lies with the HR Staffing Team, the other teams also play a significant role in it. The recruitment &
selection process begins with the Vacancy Ad and ends with the employment of the candidates. The
process is guided by the Chevron Way, which is reflected in the ‘Recruitment goal & objectives’, and is
dependent on a few ‘pre recruitment process tasks’.
The Recruitment Goal & Objectives
Chevron HR believes in the modern view of staffing an organization. It is not the primary goal of the
recruitment process to select the best candidate in the market rather the goal is to find the best match
between the organization and the person. Chevron HR thrives to meet their goal by means of objectives
that are based on fairness, and is driven by the Chevron Way philosophy. The Recruitment objectives are
as follows;
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To provide an equal opportunity to all candidates regardless of referrals.
To match the right person to the position in hand.
To establish a fair selection procedure.
To manage a diverse group of recruiters.
Maintain confidentiality of candidate personal information.
To treat candidates with respect and ask Just questions.
To judge the candidate’s adaptability towards the Chevron culture.
To offer a competitive compensation regardless of the candidate’s expectations.
The Pre-recruitment Process Tasks
After the recruitment requisition is sent to the Human Resource Department, the Staffing Team starts
taking care of the administrative issues. Here the HR Staffing Team Supervisor asks the hiring managers,
through the HR Business Partners, to specify the following inquiries;
How many positions need to be filled?
As the manpower planning done in the annual business plan is for the next three years, the hiring
managers need to specify in which year they require each positions. The HR Staffing Team Supervisor
will set the annual recruitment schedule and prioritize the positions based on this.
Which are the critical positions?
In every department there are certain positions that are critical for the department and the business as a
whole. If these positions are not filled in time, the operations of the respective departments will stop or be
hampered greatly. Such positions are given special attention in the selection process and are treated with
the topmost priority in the year these positions are specified to be filled in.
What are the designations of the positions to be filled?
It is very important to know the designation of the positions in order to categorize them between
administrative and technical work. It is also necessary for the vacancy adds.
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What is the qualification needed for each position?
In order to specify the job requirements, the hiring manager needs to provide the HR with this
information. The hiring managers provide the desired skill set and the education background of the
candidates for each position. It is up to the hiring managers whether they want fresh graduates or
experienced candidates.
What is the deadline for each position?
In order to achieve operational excellence, HR requires a deadline from the hiring managers for the
positions that need to be filled urgently. This is different from specifying the year for each position
because, the deadline works as a recruitment schedule for positions that need to be filled right away.
For Positions Not Approved In the Business Plan:
As discussed before, there are certain positions that don’t get approved by the Asset Development
Committee in the business plan. However, not approving in the annual business plan doesn’t mean there
is a permanent prohibition on those positions. If a certain hiring manager feels that they need to hire for a
position not approved in the business plan, he/she can apply for the position approval.
Before applying for the position approval, the hiring manager has to specify the position by filling up a
form known as the GO400 form. The hiring manager mentions here what type of position it is, e.g.
contractor or regular employee, the designation and rank of the position, the job responsibilities and the
proposed remuneration. This form is than reviewed by the Total Remunerations Advisor in order to check
whether the remuneration proposed by the hiring manager is in accordance with the company policy.
After the GO400 form gets approved by the TR Advisor, the HR Staffing Admin provides the hiring
manager a ‘Position Approval’ form in order to apply for the position. The Position Approval form
contains fields such as;
Position Type : [National/Expatriate]
Personnel Type: [Contractor/ Regular Employee]
Position Duration: [no. of Years]
Reports to: [Supervisor’s name or designation]
Department: [Name of the Department]
Target fill date: [ Deadline for the Hiring]
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Business
Plan/Adminis
trative issues
Varification
Vacancy
Tamplate
Vacancy Ad Sourcing Shortlisting
Skill Test &
Interviews
Approval Offer Leter Employment
Question
papers,
assessor's
names and
vanue
collection
This ‘Position approval’ is than sent to the hiring manager, the HR manager, the functional manager, the
TR advisor and the President for approval. This approval is taken to verify the requisition. Once all the
interested parties have signed the approval, the recruitment process begins.
Steps in Recruitment Process:
Chevron Bangladesh follows a recruitment modal where the process is triggered by the Annual Business
Plan or the hiring manager’s requirements. They go for both internal and external recruitment and use
Lean Sigma to make the whole process more efficient. The process is aimed to be completed within 62
working days. I have identified 8 broad steps in the entire recruitment process;
1. Vacancy Ad
2. Recruiter Selection
3. Sourcing
4. Shortlisting
5. Skill Tests and Interviews
6. Approval
7. Offer Letter
8. Employment
Illustration: The Recruitment Process
1. Vacancy Ad:
The HR Staffing team provides the hiring manager with the job vacancy templates. The templates are
different for internal and external candidates. The vacancy adds for the internal candidates contain pay
related information which is not required for externals. The vacancy ads are than sent to the TR Advisor
for review. The approved vacancy ads are put into circular. For the Internal candidates the vacancy add is
put in the intra net whereas for the externals, it is put in to the popular job search website, Bdjobs.com.
This step is aimed to be completed within 6 working days.
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Sources
Internal
Job Post Internship
Employee
Referrals
External
Bdjobs.com
Third Party
Agencies
Placement
Offices
University
Employee
Referrals
2. Recruiter Selection:
While the templates are in process, the HR Staffing Team sends request, via the HR Business Partners, to
provide the HR Staffing team with a sample question for interview and skill test, names of the assessors,
venue and time for the interview. This information is then collected along with the templates. In the
assessment team, the involvement of one HR Business partner and one cross functional assessor is
mandatory. The HR Business Partner assesses the adaptability of the candidates towards the ‘Chevron
Way’ and the cross functional assessor judges the candidates based on factor that are not related to the
required skill sets or the Chevron Way. The presence of the HR BP and the cross functional assessor
ensures that the selection criteria was not purely based on the individual’s skill set. As mentioned before,
Chevron HR believes in hiring the best match between the organization and the person rather than the
best candidate. This step is completed with 4 days.
3. Sourcing:
Chevron HR gets candidates from multiple sources depending on the position. At times potential sources
are identified for special type of candidates. Job post, Internship and employee referrals are the sources
for internal candidates. For external candidates on the other hand, Bdjobs.com, Agencies, placement
offices, Universities and employee referrals are used.
Illustration: Sourcing diagram
To hire contractors Chevron HR relies completely on Third Party Agencies. The partnering agencies of
Chevron Bangladesh Ltd. are NESL, Vinarco and SPIE. When hiring contractors, the whole recruitment
process is taken care of by the agencies up until the final selection. At times, Chevron hires Interns as
contractors in which case the intern is selected by the agency based on the hiring manger’s referral.
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When Chevron needs to recruit ‘Petro-tech Graduates’, they identify the sources and use targeted
recruitment strategy. The source for such candidates, are usually Universities offering the program such
as; Dhaka University, Shahajalal University, IUT etc.
For hiring interns, Chevron usually sources the candidates from Placement offices and referrals. Very
rarely they go for unsolicited resumes.
4. Shortlisting:
Resumes from both the internal and external sources are compiled by the Staffing Team and sent to the
hiring manager along with the Bdjobs.com user id and password. Usually the hiring managers themselves
prefer to shortlist the CVs, however, at times the Hiring Managers ask the Staffing Team to do it for them.
Whoever does the shortlisting, the task is to be completed within 3 days.
After the shortlisting the staffing team prepares a database of the shortlisted candidates and calls them for
the skill test.
5. Skill Tests and Interviews:
Skill test and interview questions are provided by the hiring manger. As mentioned above, the hiring
department assessor focus on technical questions and the HR Business Partner ask Chevron Way
question. Both types of questions are preselected by the hiring manager so that they are compatible with
the position requirements. Skill test questions are positional specific. They are to test the knowledge of
the candidates regarding the position requirements. However general questions are asked in the interview
as well. The venue of the skill test and interview is selected by the hiring manager; the staffing team is
only responsible for facilitating the sessions.
The interview panel comprises of 2-3 functional assessors, one HR Business partner and one cross
functional assessor. The Chevron way is reflected in the interview in the form of fair treatment towards
the candidates. The interviewers make it a priority to not ask inappropriate questions and create an
environment where the candidates feel less nervous. Although for technical positions, weight is given
more on technical questions, the attitude of the interviewee also carry a significant amount of marks.
The number of interviews varies from hiring manager to hiring manager, and from position to position. It
depends entirely in the hiring manager and the HR policies do not put any obstacles on it. If the hiring
manager is happy with the first interview than no further interviews are called. In the contrary, if he is not
sure and wishes to change the assessors, he may call for more interviews. However, the HR policy does
state that there cannot be more than 8 interviews per day.
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After the interview the candidates are graded 1st
, 2nd
, 3rd
etc., based on their marking at the interview, and
the grade sheet is sent to the hiring manager for verification. The hiring managers sign the sheet and send
it back to the HR Business Partners. The HR Business Partners than notify the Staffing team.
6. Approval:
Based on the number of vacancies, the best candidates are selected. A form is than created in the name of
the selected candidate. For selected employee candidates the form is called the ‘Employee Selection
Form’ and for contractors the form is called ‘Staff Contractor Form’. This form is than sent to the TR
Advisor to approve a competitive remuneration package. After the TR’s approval the form is sent to the
hiring manager, the functional director, the HR director for approvals. For all external candidates and
internal candidates hired to fill a top level management role, the approval of the Chevron Bangladesh
president is also necessary. About 7-8 days are assigned to this task.
7. Offer Letter:
Once all mandatory approvals have been collected, the HR staffing team prepares an offer letter and calls
the candidate to bring necessary certificates and other documents. The process from there is handed over
to the payroll analyst and the payroll analyst gives the offer letter to the selected candidate.
While handing over the offer letter, the payroll analyst aware the candidates about the location, working
hours, allowances, overtime payment, paid leaves and the other facilities. After hearing the above
mentioned information if the candidate agrees with the offer, he/she signs it and a copy of that signed
offer letter is kept by the payroll analyst as a record.
However, it is to be noted that an offer letter is not an employment letter. The employment letter is
provided to the candidate after the medical test and security clearance. 3 days are assigned to this task.
8. Employment:
As per instructions, the selected candidates have to provide Chevron with certain medical reports. These
reports are sent the Chevron Health, Safety and Environment Department (HES) for clearance.
Simultaneously, the security department runs a background check on the selected candidate. Once the
Human Resource Department receives clearance from both the parties, the candidates are called for
signing the employment letter. Again the copy of the signed employment letter is kept by the payroll
analyst and the original copy is given to the selected candidates.
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19 days are allocated for the clearance and 1 day for presenting the employment letter. The candidates are
given a 22 day notice period after which he must join the company or his employment will get cancelled.
3.6 Case Study
In late 2012, the department of Base Business felt the necessity of a hiring an Engineer which was not
approved in the annual business plan of that year. However, proving to be crucial, the director of Base
Business was able to the president and General Manager of Chevron Bangladesh Ltd. for adding this new
position to the company hierarchy.
In accordance of the policy regarding positions not approved in the annual business plan, the director of
base business first had to fill up a requisition form stating the required skills and background of the
candidate along with the proposed remuneration for the position. The requirements for this particular
position according to the director were an experienced candidate having education in mechanical
engineering. The requisition form was then reviewed by the TR advisor in order to set and approve a
competitive remuneration package for the new position according to its rank and responsibilities.
The hiring manager next filled up a position approval form, collecting it from the HR department and also
submitting it to them. The position approval form was then sent to the hiring manager again along with,
the HR Manager, Functional Manager, TR advisor and the President for verification. The whole process
took little more than a month and the hiring process began in January 2013.
As the hiring manager wanted an external candidate, staffing team and expat admin supervisor, provided
the hiring manager with a vacancy ad template that does not require any pay related information and was
asked to prepare a poll of questions that would be given in the skill test.
The vacancy ad was prepared within 1day, and the staffing team had posted the ad in bdjobs.com
immediately. As this was a position requiring technical skills, the staffing team had sent the entire
bdjobs.com user id, password and the resumes collected to the hiring managers for shortlisting.
The shortlisted candidates were called for an hour long skill test within a week and it was scheduled to be
held at Chevron Bangladesh office building.
The hiring manager took about a week to decide on the qualified candidates for an interview and had
provided the list to the staffing team. The staffing team from their started the process of facilitating the
interview. As the procedure goes, three people from the Base Business department, one cross functional
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assessor and one HR Business partner. The business partner was also the point of contact for the hiring
manager throughout the whole process.
Up until now, the whole process went smoothly, everything finishing in due time. However, after the first
interview the hiring managers started to delay their response. The decision making was taking much time
from the hiring manager’s end, despite regular feedback from the HR department. In the end the hiring
manager decided to take two more interviews dragging the whole process up till March. It was than when
they finally could decide on a candidate. Almost the same candidates were called in all the interviews and
in the end the candidates had lost their motivation. When the selected candidate was called for to collect
her offer letter, she refused. The recruitment process is still stuck as the hiring managers could not come
to a decision in time.
3.7 Analysis
The recruitment process that is in use now, is a result of applying Lean Sigma. Previously the whole
process used to take about 137 working days. The process then went through a series of reviews aiming to
remove all types of wastes and bottle necks by reducing repetitive tasks and adding deadlines to each
tasks involved. As a result the process is now more efficient making the completion of the process
possible within 62 working days. All though the whole process is more efficient than before, it still has a
number issues that needs to be taken into consideration;
1. HR department relies greatly on the hiring managers, as they are the client group, to complete the
whole process in due time. Despite continuous follow ups, if the hiring managers do not realize
the importance of their quick response, the problem will remain. Moreover, hiring managers
change from time to time. In which case, developing an understanding with the existing hiring
managers would yield no benefit from new ones.
2. After the annual business plan the hiring managers provide the Staffing Team with a yearly
manpower plan. This does not specify an exact deadline. As a result, multiple hiring managers
end up demanding the recruitments to be done urgently at the same time. This creates a lot of
pressure for the Staffing Team and proper planning becomes difficult.
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3. The staffing team does not communicate with the hiring managers themselves rather they go
through the HR business partners. When the business partners are overloaded with work pressure,
responding to the tasks related to the recruitment process falls down in their priority list. This in
turn delays the whole process and becomes difficult for the HR department to provide adequate
explanation to the hiring managers.
4. The hiring managers not specializing in remunerations get into disagreements with the TR
advisor regarding the salary when candidates don’t meet the expectations. This is due to the fact
that the hiring managers do not understand the remunerations policy or the salary range of
Chevron Bangladesh Ltd.
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Recommendations
Human Resource Department should hold awareness sessions with the hiring managers in order to
educate them about the critical issues in the recruitment process. A comparative study should be done on
the impact of on time response and that of a late response. Even though an on time response will save the
Human Resource Department from a lot of work pressure, the hiring managers are the one who will enjoy
the end benefits.
In departments that largely deal with projects, expansions, and other operations, new manpower is
required at different stages of the project. The department owning the project has a holistic picture of at
what stage the project will be at each month of the current year, and when they would need the personnel
requested for. The HR, on the other hand, only knows in which year, according to the three year business
plan, the hiring managers need the position incumbents. This creates problem for the Human Resource in
planning and setting goals for the recruitments as multiple departments end up with an urgent demand.
Therefore I would recommend that the HR ask for a quarterly manpower plan for the next three years
instead of a yearly one.
A proper coordination is needed within the Human Resource Department to make sure the recruitment
process is not delayed because of a HR team member. The director should step in and establish a
‘standard priority procedure’, so that no internal conflict is created between the teams and a smooth
process is maintained.
In order to avoid conflicts between the hiring managers and the TR advisor, an additional declaration
sheet should be sent to the hiring managers along with the requisition form confirming that he agrees with
the TR policies. The policies in this form should put extra stress on what the hiring manager can or cannot
do in situations when the candidate does not meet the former’s expectations.
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Conclusion
Chevron Corporation is a successful organization not because of their achievements, rather because they
strive to retain their success. They maintain a learning environment and always try to adopt the best
practices. It is their highest priority to safeguard their values and this priority is reflected in their everyday
engagements.
As a Human Resource Staffing Team I had the opportunity to observe the best organization culture and
practices up close, and be a part of it. My whole experience has been a combination of learning and
contributing. Their fair treatment and encouragement has worked as a motivating factor and helped me
grow into a more resourceful person.
Throughout the business plan and the recruitment process, the most visible factor is their aim to achieve
maximum efficiency. Although the processes still has a few issues that may turn out to be future
problems, Chevron’s culture of continuous learning and development and the practice of sustaining the
best practices can solve any current or upcoming issue, if taken into consideration.
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References
Staffing the Contemporary Organization Second Edition, by Donald L. Caruth and Gail D.
Handlogten.
Staffing Organizations Fifth Edition, 2006, Herbert G. Heneman III and Timothy A. Judge.
Strategic Human Resources Planning Second Edition, 2004, Kenneth J. Mc Bey, Monica
Belcourt.
Strategic Staffing 2009, Jean M. Phillips and Stanley M. Gully.
‘A study on Chevron Bangladesh Ltd.’ by Farhana Parveen Department of Marketing, University
of Dhaka
‘Graduate Petro Tech Hiring: An Internship Report’ Prepared By Sarafa Mahjabeen Ahmed
BRAC Business School, BRAC University
The official website of Chevron Corporation (www.inside.chevron.com)
The Official website of Chevron Bangladesh Ltd. (www.bd.chevron.com)
Personal interviews with; Sharif Ahmed – HR Staffing Team and Expat Admin Supervisor,
Raseen Ahmed – HR Operations Supervisor, Nafeesa Monali Hossain – HR Business, Partner
Supervisor, Stawb Peter Halder – TR Advisor, Sarafa Mahjabeen Ahmed – HR Admin, Dilruba
Ahmed – HR Admin, Mushfiqur Rahman – HR Admin
