INTRODUCTION

Long time considered as Organizations “left-overs”, Human Resources

Management (HRM) emerged in the early 1960s, before seeing it to
extend in the 1980s, to become today one of strategic business functions.
Indeed, there are many reasons why an organization need to have a
human resources department.
At first, it is important for a company to surround itself with competent
and qualified people in order to face challenges and achieve its main
objectives. Thus, the management of human resources in a company has
the heavy task of providing the company with the necessary staff for its
proper functioning.
Secondly, this function also involves the good management of human
capital in accordance with several rules, in particular that of the labor
code.
Recruitment remains one of the complex tasks in human resource
management. Therefore, even interns recruitment in a company is
important.
And yet, facts are different in Côte d'Ivoire because it is increasingly
difficult for young graduates to find internships. Despite the importance
of internships, companies refuse to recruit interns, which is not the case
for BNETD which have the special procedure for interns recruiting. to
better understand the procedure for recruiting interns at BNETD that our
choice fell on: " BNETD INTERNS PROCESS RECRUITMENT
DIAGNOSIS".
to deal with this subject, we adopt the following plan:
- THE FIRST PART ON THE THEORETICAL AND
INSTITUTIONAL FRAMEWORK
- THE SECOND PART DEALS WITH THE RECRUITMENT
PROCESS AND THE RESULTS ANALYSIS.
 FIRST PART:
THE THEORETICAL AND
INSTITUTIONAL FRAMEWORK
CHAPITER I: THE THEORETICAL FRAMEWORK

I. THE INTEREST OF THE SUBJECT AND DEFINITION OF

CONCEPTS
1) Subject matter Interest
a. Self-interest
During our internship in BNETD human resources department, we were
assigned to Employment Evaluation and Careers Service (SEEC), we got
to understand that the management of internships had added value unlike
what happens in other Ivorian companies. In fact, at BNETD, the
management of internships is not only attributed to a service but the
recruitments of interns are carried out according to a process essentially
developed for this purpose.

b. Social interest
In companies, interns are sometimes stepped aside and kept out of the
entire personnel management process, because they are not part of the
general workforce of the company. Indeed, BNETD really cares for its
trainees, seeing that, a selection procedure and a department have been
put in place to ensure the best conditions for learning, supervising and
also a good training for current and future interns.
Thus, it is very important for human resources managers to give
particular emphasis, not only on intern recruitment, but also monitoring
and checking new recruits improvement during their internship period
because they could become company’s potential asset.
2) Definition of Concepts

a. The diagnosis
The diagnosis is the company's health check. An external and
professional eye allows you to see the strengths and weaknesses of the
company. We can retain from this definition that the diagnosis is the fact
of making an inventory of a given situation while noting its strengths and
weaknesses in order to submit proposals for its improvement.
b. The process
In law’s field, “the procedure designates all the formalities required for
the validity of an act. In other words, it is the way to perform a set of
tasks and which cannot be questioned by the operator who applies them
". Thus we call the recruitment process, the whole of a methodical
process put in place to bring about a change in traditional recruitment.
c. Recruitment
Recruitment is defined as "a set of actions taken by the organization to
effectively attract candidates with the skills, or even qualifications,
necessary to fill a vacant position immediately or in the near future. For
our part, recruiting means selecting from a set of candidates one or more
persons who are objectively selected, candidates who correspond or meet
the required qualification. In this, the match between the profile of a
recruited candidate and the job position to be filled is the criterion for the
effectiveness of the recruitment process.
d. Interns
Trainees are students who complete qualifying or apprenticeship
placements for a variable period of a few days or several months. As a
status, interns in a company do not have an employment contract but
internship agreements. They retain their student status. Indeed, the
purpose of the internships is educational, because it should allow interns
to discover a sector of professional

II) PROBLEMATIC, OBJECTIVES AND ASSUMPTIONS

1. PROBLEMATIC
According to the Ivorian Press Agency (AIP) during the workshop for
the restitution and validation of 2018-2019 statistical data on Ivorian
higher education, the statistical data collected show four hundred and
three (403) establishments, including seven ( 07) public universities,
thirty-three (33) private universities, thirty-five (35) large public schools
and three hundred and twenty-eight (328) large private schools. The
provisional number of students is estimated at two hundred and fifty-
three thousand nine hundred and fifty-five (253,955) in 2019 against two
hundred and thirty-five thousand nine hundred and two (235,902) in
2018. Seek to understand the behavior of employers and their
manifestation at the slightest request for an internship in their company
should challenge us to ask them to get more involved in recruiting
interns. Because for employers, hiring interns means increasing the costs
of their business.
The Labor Code provides for these various internships, but the reality in
Côte d'Ivoire is quite different.
Faced with this situation, which does not favor young people looking for
an internship, the state has decided to also allocate an annual tax credit to
companies that receive pupils or students on internship for the validation
of their diploma.
BNETD wasted no time in "rushing to the rescue" of students fresh out
of schools or training centers. Eager to offer internships in line with its
quality policy, BNETD has designed a procedure for recruiting interns
by offering internships to the most deserving. Thus, all students wishing
to benefit from an internship are forced to submit to this procedure.
During our internship, we found that the BNETD relied on the intern
recruitment procedure for all intern recruitments. According to this
procedure, it takes 15 days to satisfy a request for an intern.
The main basis for this duration is the procedure for recruiting trainees.
Indeed, with a view to wanting to respect the current intern recruitment
procedure, the HR managers of BNETD are faced with a slowness in
their process of satisfying intern requests. This slowness has
consequences not only on the deadlines for satisfying requests but also
on the provisional planning of internships in the company.
It is in view of this observation that we ask ourselves the following
questions:
- Does the duration of the trainee recruitment procedure not have an
impact on the time taken to satisfy requests?
- Isn't the provisional internship schedule for the year also affected by
this duration?
The answer to these questions requires the formulation of the following
objectives:

2 . OBJECTIVES
To carry out our study, we formulate a general objective and specific
objectives.
• Main objective
In general, our study aims to:
- Show that the trainee recruitment procedure influences the time it takes
to satisfy requests and the provisional trainee schedule.

• Specific objectives
This general objective is broken down into specific objectives, which
make it possible to:
- Show that the length of the trainee recruitment procedure impacts
the time it takes to satisfy requests.
- Show that the procedure for recruiting trainees influences the
provisional planning of trainees.

3. THE ASSUMPTIONS

a. General hypothesis
- The duration of the internship recruitment procedure influences the
time taken to satisfy requests and the provisional internship schedule.

b. Specific hypotheses

- Specific hypothesis 1
- The procedure for recruiting trainees shortens, promotes the satisfaction
of requests on time.

- Specific hypothesis 2

-The long internship recruitment procedure prevents compliance with the

provisional internship schedule.

c. Variables

• Independent variable
We have two independent variables. The first independent variable is the
time taken to satisfy requests.
This variable relates to the time taken from the request until the intern's
placement (intern request, validation of the need, selection of the intern
and his integration). It is qualitative in nature and admits two modalities
which are:
A satisfactory deadline and an unsatisfactory deadline.
A delay can be defined as the length of time between two instants. We
say that the deadline is satisfactory when it manages to scrupulously
respect or anticipate a task in relation to the agreed time. Conversely, it
is unsatisfactory by not respecting the agreed time.
The second variable is the provisional training schedule. Indeed, at the
end of the year, a form of internship needs for the following year is given
to all departments. This variable is quantitative in nature and has two
modalities which are compliance with the provisional schedule and non-
compliance with the provisional schedule.
There is compliance with the provisional planning of the trainees when
the number of trainees registered on the planning and the deadlines for
the placement of trainees are respected. On the other hand, we talk about
non-compliance with the schedule when the number of registered
trainees and the internship placement deadlines are not respected: hence
a deadline overrun or an insufficient number of trainees.

• Dependent variable
The dependent variable is the duration of the intern recruitment process.
It is qualitative in nature with two (02) modalities
 A satisfactory duration
 An unsatisfactory duration

Satisfaction is a positive feeling that everyone gets when the outcome of

a situation meets their expectations. We will say that the duration is
satisfactory when there is a small number of complaints vis-à-vis a
result. Conversely, we will say that the person is dissatisfied if the rate of
complaints is higher and exceeds the rate expressed by the majority.
CHAPTER II: THE INSTITUTIONAL FRAMEWORK AND THE
METHODOLOGICAL APPROACHES

I) PRESENTATION OF BNETD

1. History
After the independence of the Ivory Coast, the Ivorian Government
undertook vast development projects. These sites largely made up of
basic infrastructure require the establishment by decree on July 31, 1964
of the Department and Control of Major Works (DCGTX), now the
National Bureau of Technical Studies and Development. Abbreviated
BNETD. It was originally a public establishment of a private nature. In
fact, BNETD specializes in development planning, improving the
efficiency of studies and works control as well as rationalizing
investments. BNETD is multisectoral and intervenes in particular in the
sectors of agriculture, the environment, urbanization, regional planning
and finally in information and communication technologies (ICT).
Mr. KINAPARA Coulibaly has managed the BNETD since 2015.

2. The main missions of the BNETD

The main missions of the BNETD are:

• Assistance and advice
• The design and production
• Project studies
• Monitoring and control
3. The organization and functioning of the Humans Resources
Department
To carry out its mission, the Human Resources Department has
surrounded itself with six (06) main services, which are:
- The Service Emploi, Evaluations et Carrières (SEEC);
- The Administration and Labor Relations Service (SART);
- The Training and Skills Development Service (SFDC);
- The Documentation and Valuation of Expertise Department (SDVE);
- The Social Assistance and Promotion Service (SAPS);
- The Occupational Health and Hygiene Service (SSHT).

II) Methodological approaches

1. The Field of Study

Our internship was carried out at the general direction of BNETD in
ABIDJAN / COCODY not far from the Hotel Ivoire.

2. The Study Population and Sampling

The populations that have constituted our social field belong to two (02)
socio-professional categories, namely:
- Executives numbering 30 (15 men and 15 women);
- Supervisors, numbering 30 (18 men and 12 women);
That is to say a total workforce of 60 employees.
3. Data Collection Instrument
Regarding the data, we found it useful to design and circulate a survey,
given the nature of our research. This method made it possible to obtain
the opinions of some of the agents, which made it possible to gather
enough information. In addition, the interview of well-targeted people,
with hierarchical positions and divergent opinions, brought great
richness to the data. However, it is not possible to deal with the
recruitment of interns without mentioning the figures. Indeed, this
phenomenon is measurable, and this is undoubtedly, what makes it a
strategic element of Human Resources departments, or of project groups
dealing with the Planning of Jobs and Skills (GPEC).

4. Data Processing and Difficulties Encountered

 Data processing
For our study, we chose the quota method, which responds to the desire
to obtain the opinion of a representative sample of the mother population
which is heterogeneous. The sample chosen is 60 employees, or 5.51%
of the total workforce, including 30 executives and 30 supervisors.
 The difficulties encountered
Beyond the favorable social climate for work experienced by BNETD,
some difficulties have punctuated the performance of our work and could
have prevented us from achieving our objectives. The first difficulty can
be explained by the slowness in the acquisition of responses to the
questionnaires. The second difficulty is due to the fact that some staff
members were either unavailable due to their workloads or reluctant to
answer questionnaires.
 SECOND PART:
THE INTERNSHIP RECRUITMENT
PROCESS AND THE RESULTS
ANALYSIS
 I) THE INTERNSHIP RECRUITMENT PROCEDURE

At BNETD, there are three (03) types of trainee recruitment procedure:

the procedure at the school's request, the procedure at the request of
foreigners and partner schools and finally the normal procedure.

1. Recruitment at the request of schools

The recruitment of interns at the request of the schools consists of
receiving from the schools one or more internship requests addressed to
the HRD specifying the specialties, the desired periods of the internships
and the number of students per specialty. In these cases, the HRD
transmits the requests from the schools to the Technical Departments for
study in order to have their opinions, after which responses are drafted
for the attention of the schools according to the opinions of the Technical
Departments. In the event of a favorable opinion, the internship manager
evaluates the proposed student (s) according to the stages of the normal
procedure.

2. Recruitment of interns from abroad and from partner schools

These are internship requests from foreign schools which send internship
requests to the HRD specifying the specialties, the internship periods and
possibly the themes offered. After analysis of the requests by the
Technical Departments, in the event of a favorable opinion, the HRD
sends the schools or students the internship sheets as well as the
internship agreements, specifying in the letter the chosen topic, the name
or names of the tutors as well as the internship period. Once these
formalities have been completed, step 4 of the recruitment procedure
described above is applied.
It is important to note that all the schools respect this recruitment
procedure with the exception of the partner school which is the National
Polytechnic Institute Félix HOUPHOUËT BOIGNY (INPHB) of
YAMOUSSOUKRO, this in accordance with the partnership forged for a
long time, are put in internship directly after the response of the Host
Department

For our part, our study will focus on the normal procedure for recruiting
interns at BNETD.

3. The normal procedure for recruiting interns

a. The expression of the need by the requesting department

Most of the time, this internship recruitment request comes from one of
the directors of a requesting department and must comply with the
indicative schedule of internship needs for the year. This request is made
through the internship request form to be sent to the Human Resources
Department (HRD) for assessment. The request form is withdrawn from
the secretariat of the organization and development of human potential
unit after having informed it, stamp it and send it to the HRD secretariat.
Then, the secretary receives the request, records it in the incoming mail
register and finally sends it to the HRD. This process lasts an average of
three (03) days.
The internship application form includes a series of information on the
department, specialty, level of study, date and duration of internship,
description of tasks and name of the supervisor.

b. Validation of the expressed need

For the HRD, this is to ensure that the form is duly completed,
anonymous and included in the provisional schedule of internship needs
for the year. This is how the request will be charged to the internship
manager to meet the needs expressed. Then the internship manager
receives the form and discharges it into the incoming mail register and
ensures that the budget of the requesting department is not exhausted and
validates the request. This stage lasts four (04) days.
NB: In the event that the budget is exhausted, he informs the HRD who
ultimately decides what action to take.

c. The selection of the intern

This step consists first of collecting all the files of the applicants on the
internship application package, while taking care to immediately
eliminate the interns who do not correspond to the criteria of the
specialty, the diploma and the level of studies. Then the evaluation sheet
is prepared and validated by the supervisor of the requesting department,
the preselected candidates are invited to participate in the interview.
Finally, the selection report is drawn up, signed by the members of the
jury accompanied by the internship letter (s) and sent to the HR Director
for signature. After which the successful intern will be contacted. The
candidate with the highest score in the tests will not be retained as an
intern. In the event that the request concerns 2 or more trainees, the
trainees will be taken according to the report in descending order,
provided that the latter have obtained an average greater than or equal to
12/20. This stage lasts an average of seven (07) days.

NB: If the marks obtained by the candidates are not satisfactory, it is

decided to resume the selection with new candidates.
 d. Integration of the intern
For the internship manager, this will be:
- welcome the trainee by giving him general information on BNETD and
information relating to his internship;
- give them their internship kit containing their internship contract, their
evaluation sheet, the internship charter and the welcome sheet. This stage
lasts one (1) day.
II) THE RESULTS ANALYSIS

1. The results of the analysis relating to the diagnosis of the

recruitment procedure for interns at BNETD.

1. Are you satisfied with the responsiveness of our department to your

requests for interns?
Notice percentages
Socio-professional
Yes No Yes No
categories
Executives 28 2 47% 3%
Supervisor 29 1 48% 2%
Totaux 57 3 95% 5%

ARE YOU SATISFIED WITH THE RESPONSIVENESS OF

OUR DEPARTEMENT TO YOUR REQUESTS FOR IN-
TERNS

5%

3% 2% 95%

47% 48%

Cadres Agents de maitrise total

oui non
2. What do you think of the time taken to satisfy your internship
requests?
Notice Les percentages

Very Very
Socio-professional Short Long Short Long
long Long
categories delay time delay time
long Time
Executives 10 15 5 17% 25% 8%
Supervisor 5 20 5 8% 33% 8%
sums 15 35 10 25% 58% 16%

WHAT DO YOU THINK OF THE TIME TO SATISFY YOUR IN-

TERNSHIP REQUEST ?
58%
60%

50%

40%
33%

30% 25% 25%

17% 16%
20%

8% 8% 8%
10%

0%
Cadres Agents de maitrise Totaux

Les pourcentages court Les pourcentages long Les pourcentages Très long
3) How quickly would you like your request to be processed? (5days,
10days, 15days)?

Notice Les percentages

Socio-
professional 5 Days 10 Days 15 Days 5 Days 10 Days 15 days
categories

Executive 5 20 5 8% 33% 8%

Supervisor 10 18 3 17% 30% 5%

SUMS 15 38 8 25% 63% 13%

HOW QUICKLY WOULD YOU LIKE YOUR REQUEST TO BE

PROCESS (5,10,15) ?

70%

60%

50%

40%

30%

20%

10%

0%
5 jours 10 jours 15 jours
Les pourcentages

Cadres Agents de maitrise TOTAL

 4) What do you hold against the current intern recruitment procedure?
Notice perrcentages
Socio-
profession
Bad Long Acceptable Bad Long Acceptable
al
categories
Executive 2 18 10 3% 30% 16,66%
Supervisor 3 22 5 5% 37% 8%
sums 5 40 15 8% 67% 25%

WHAT DO YOU HOLD AGAINST THE CURRENT INTERN

RECRUITMENT PROCEDURE?
80%
70%
60%
50%
40%
30%
20%
10%
0%
Mauvaise Longue acceptable
Les pourcentages

Cadres Agents de maitrise Totaux

5) In your opinion, is your annual provisional internship schedule being
respected?

Notice Percentage
Socio- Yes No Yes No
professional
categories
Executive 10 20 17% 33%
Supervisor 10 20 17% 33%
sums 20 40 34% 66%

IN YOUR OPINION,YOUR ANNUAL PROVISIONAL INTERNSHIP

SCHEDULE BEING RESPECTED ?
70%

66%
60%

50%

40%

33% 33% 34%

30%

20%
17% 17%
10%

0%
Cadres Agents de maitrise Total

Avis oui Avis non

 2. Verification of hypotheses

The main goal of our study is to diagnose the procedure for recruiting
interns at BNETD, to verify our initial hypotheses, to confirm or reject
them.
Two hypotheses that we put forward as a provisional answer to our
problem were the starting point of our research, namely:
Hypothesis 1: the shortened recruitment process promotes the
satisfaction of requests within the deadline
Hypothesis 2: the long procedure for recruiting interns prevents
compliance with the provisional internship schedule.
The majority of employees find the procedure long, 63% of respondents
want the duration of the procedure to be reduced from 15 to 10 days. In
addition, 66% say that the provisional internship schedule is not
respected due to the lack of time taken to recruit interns.
These results allow us to confirm the hypotheses made above. However,
recommendations should be made.
 3. Recommandations

The recommandations are:

-Reducing the length of the recruitment procedure from 15 to 10 days;
----The creation of a dedicated software to fill in the online internship
request forms;
-The organization of internal investigations in order to allow the
Management to ensure the results obtained each year;
 CONCLUSION

At the end of our work, we remember that process is a major asset for an
organization. Indeed, having a process within it makes it possible to give
credibility to your company and to prove that it has mastered the rules of
its art and good management.
BNETD wasted no time in using this asset in all its recruitments,
including that of its interns, in order to come closer to its values of
responsiveness, quality, and innovation, operational and economic
efficiency. During our internship, our mission was to diagnose the intern
recruitment process in order to propose solutions as to any faults that we
would find.
At the end of our analysis, we encourage other companies to take this
structure as an example. Indeed, we want the Labor Code to be applied
in other companies, especially the provisions relating to the various
apprenticeship contracts. We encourage BNETD to make perpetual
changes and believe that the proposed solutions can effectively help the
identified problems.