ISSN:
2181-3906
2025
International scientific journal
«MODERN
SCIENCE
АND RESEARCH»
VOLUME 4 / ISSUE 8 / UIF:8.2 / MODERNSCIENCE.UZ
156
RECRUITMENT AS A PROJECT: MANAGING PERSONNEL SELECTION
PROCESSES IN INTERNATIONAL AND LOCAL COMPANIES
Muminova Naima Tolipjanovna
Master's student of the Banking and Finance Academy of the Republic of Uzbekistan.
naimamuminova1987@gmail.com
https://doi.org/10.5281/zenodo.16790047
Abstract.
This article analyzes the theoretical and practical aspects of the project-based
recruitment process at the international and local levels using the example of a group of
companies. As an international company, one of the leading financial institutions in Europe
—
OTP Group, and as a local company, its subsidiary bank in Uzbekistan
—
“Ipotekabank” OTP
Group is selected. The study studies international experiences of project-based recruitment,
assessment and selection stages, competency maps and technological solutions, and compares
them with local practice. In the international OTP Group experience, recruitment strategies
based on project management methodologies such as PMBOK, Agile and PRINCE2, remote
candidate assessment systems, KPI-based contracting and rapid onboarding mechanisms are
used. In the practice of “Ipotekabank” OTP Group, the gradual adaptation of international
standards, assessment criteria adapted to the local labor market, harmonization of offline and
online interviews, and adaptation to the bank's corporate culture are analyzed. According to the
results of the study, practical recommendations will be developed to improve the efficiency of
project-based recruitment, accelerate the selection of qualified personnel, and strengthen the
competitiveness of the bank by adapting international experience to local conditions.
Keywords:
project-based recruitment, personnel selection, international company, local
company, OTP Group, “Ipotekabank” OTP Group, project management, HR management,
PMBOK, Agile, PRINCE2, competency map, candidate assessment.
Annotatsiya.
Ushbu maqolada loyiha asosida ishga qabul qilish jarayonining nazariy va
amaliy jihatlari xalqaro hamda mahalliy darajada bir guruh kompaniya misolida tahlil qilinadi.
Xalqaro kompaniya sifatida Yevropaning yetakchi moliya institutlaridan biri
—
OTP Group,
mahalliy kompaniya sifatida esa uning O‘zbekistondagi sho‘ba banki —
“Ipotekabank” OTP
Group tanlanadi. Tadqiqotda kadrlarni loyiha asosida tanlashning xalqaro tajribalari, baholash
va tanlov bosqichlari, kompetensiya xaritalari va texnologik yechimlar o‘rganilib, ular mahalliy
amaliyot bilan taqqoslanadi. Xalqaro OTP Group tajribasida PMBOK, Agile va PRINCE2 kabi
loyiha boshqaruvi metodologiyalari asosida shakllangan yollash strategiyalari, nomzodlarni
masofaviy baholash tizimlari, KPI asosida shartnoma tuzish va tezkor onboarding mexanizmlari
qo‘llaniladi. “Ipotekabank” OTP Group amaliyotida esa xalqaro standartlarning bosqichma
-
bosqich adaptatsiyasi, mahalliy mehnat bozoriga moslashtirilgan baholash mezonlari, oflayn va
onlayn suhbatlarni uyg‘unlashtirish, hamda bankning korporativ madaniyatiga moslashuv
jarayoni tahlil qilinadi. Tadqiqot natijalariga ko‘ra, xalqaro tajribani mahalliy sharoitga
moslashtirish orqali loyiha asosida ishga qabul qilish samaradorligini oshirish, malakali
kadrlar tanlovini tezlashtirish va bankning raqobatbardoshligini mustahkamlash bo‘yicha
amaliy tavsiyalar ishlab chiqiladi.
ISSN:
2181-3906
2025
International scientific journal
«MODERN
SCIENCE
АND RESEARCH»
VOLUME 4 / ISSUE 8 / UIF:8.2 / MODERNSCIENCE.UZ
157
Kalit so‘zlar:
loyiha asosida ishga qabul qilish, kadrlarni tanlash, xalqaro kompaniya,
mahalliy kompaniya, OTP Group, “Ipotekabank” OTP Group, loyiha boshqaruvi, HR
menejment, PMBOK, Agile, PRINCE2, kompetensiya xaritasi, nomzodlarni baholash.
Introduction:
In the global labor market, companies are increasingly implementing
project-based work processes, which also requires new approaches to the system of personnel
selection and recruitment. Project-based recruitment is a process of attracting qualified
specialists for a specific period and specific goals, in which the main criteria are assessed: the
competence, flexibility and contribution of candidates to the project results. As an international
experience, OTP Group organizes HR processes across Europe based on PMBOK, Agile and
PRINCE2 methodologies, uses rapid candidate selection, KPI-linked contracts and digital
assessment tools.
As a local practice, OTP Group “Ipotekabank” is gradually adapting these standards to
the conditions of the Uzbek labor market, combining traditional and modern approaches. This
article analyzes the similarities and differences between international and local experiences and
develops practical recommendations for improving the effectiveness of project-based
recruitment.
Literature review on the topic.
The topic of project-based recruitment has been widely
studied in recent years in Uzbekistan and the international scientific community. In her research,
Abdurakhmonova (2019) deeply analyzed the legal and organizational foundations of project-
based employment in the local labor market, highlighting the advantages and disadvantages of
recruiting through short-term contracts, especially in the banking sector. According to the author,
such an approach brings flexibility to the labor market, but may pose problems in ensuring long-
term job stability. Kholmatov (2021) developed a practical model for modernizing the
recruitment process in commercial banks, focusing on the competency approach. His
recommendations include innovative methods such as integrating project management
methodology into HR processes and assessing candidates based on a clear competency map.
Ivanova (2020), a Russian scientist who studied international experience, analyzed the
mechanisms for adapting Agile and SCRUM methodologies to the personnel selection process in
her study on “Project Employment and Human Resource Management”. She emphasized the
factors of speed in assessing candidates, team flexibility, and rapid integration into project goals.
Petrov and Smirnova (2018) studied the economic efficiency of short-term hiring in the
Russian financial sector and identified opportunities to reduce operating costs and increase
efficiency through project-based hiring in banking and insurance companies.
US scientists have also conducted significant research in this area. Smith (2022) studied
the strategic advantages and technological support tools of project-based hiring in financial
institutions in her study. She analyzed in detail the process of using AI-interview and ATS
systems, noting that they accelerate the selection process and improve the quality. Anderson
(2020) developed a step-by-step model for short-
term project recruitment in his book “Talent
Acquisition for Short-
Term Projects”. In his approach, KPI system and performance
-based
evaluation are at the heart of the process.
ISSN:
2181-3906
2025
International scientific journal
«MODERN
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АND RESEARCH»
VOLUME 4 / ISSUE 8 / UIF:8.2 / MODERNSCIENCE.UZ
158
From the Asian region, Yamamoto (2019) conducted an in-depth analysis of the process
of forming project teams and onboarding based on the Agile HR approach. His research is
especially important in the development of rapid recruitment mechanisms in Japan and other
Asian countries. According to Yamamoto, in project employment, along with the candidate’s
technical knowledge, their flexibility and communication skills are also decisive factors. From
Asian scholars, Lee (2021) studied the role of digital assessment tools in project-based
recruitment in South Korean banking and technology companies. He evaluated the effectiveness
of online testing platforms, video interview systems, and artificial intelligence-based candidate
selection algorithms, justifying their ability to speed up the recruitment process, reduce costs,
and improve quality. According to Lee, the proper use of digital tools not only reduces the
project duration, but also ensures a high level of candidate quality.
European scientists Müller (2023) developed the “Competence Mapping for Project
-
Oriented Hiring” approach in their scientific work conducted in Germany. He created
mechanisms for quickly assessing candidates and adapting them to project requirements by
creating competency maps. The results of the study show that competency mapping not only
speeds up the recruitment process, but also increases project effectiveness. Schneider (2018)
analyzed the legal framework and impact of temporary contracts on labor productivity in banks
in Europe, noting that although such contracts increase flexibility in the labor market, they
reduce personnel stability.
In a recent article, Brown (2024), a US scholar, developed an innovative model for
integrating PMBOK standards into recruitment strategies. His approach involves aligning project
management stages with the recruitment process, for example, clearly defining competency
requirements during the project planning phase and monitoring them based on KPIs during the
implementation phase. This model not only improves recruitment efficiency, but also increases
the likelihood of achieving project results. A review of the literature shows that while project-
based recruitment has its own unique approaches in different countries, the general trend is to
integrate competency-based assessment, use of technological tools, and project management
methodologies. Uzbek researchers, in particular in the banking sector, have shown that project-
based employment brings flexibility to the local labor market, but also problems in ensuring staff
stability. International scholars have substantiated the advantages of rapid recruitment and
results-oriented management through approaches such as Agile, SCRUM, PMBOK. Modern
digital assessment tools, competency maps, and KPI systems play an important role in increasing
recruitment efficiency. Therefore, local practices, in particular, in the case of Ipotekabank OTP
Group, have the opportunity to bring the recruitment process to a qualitatively new level by
adapting international experience.
Research methodology.
This study aimed to conduct a comparative study of the project-
based recruitment process in an international and local company. The methodology used a
combination of qualitative and quantitative analysis methods. The official annual reports of OTP
Group and Ipotekabank OTP Group for 2020
–
2024, internal indicators provided by the HR
department, as well as scientific articles and analytical reports were used as data sources.
ISSN:
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2025
International scientific journal
«MODERN
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АND RESEARCH»
VOLUME 4 / ISSUE 8 / UIF:8.2 / MODERNSCIENCE.UZ
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Based on these sources, the main indicators of the recruitment process
—
the number of
project recruitments, the duration of the selection process, the share of using online assessment
tools, and the contribution to project effectiveness
—
were identified and compared.
The theoretical basis of the study was project management standards and HR
management concepts. In particular, the PMBOK, Agile, and competency mapping approaches
were chosen as the main methodological platforms for evaluating international experience. The
analysis of local practice examined the adaptation of these approaches to the conditions of the
Uzbek labor market, existing limitations, and opportunities. Also, the factors affecting the
success of the project-based recruitment process
—
the level of technological integration, the
flexibility of HR strategies, and candidate assessment methods
—
were analyzed in depth. At the
stage of numerical analysis, statistical data were processed using Microsoft Excel and SPSS
programs, dynamic series, percentage changes, and average values were calculated. The results
were presented in graphical and tabular form, and differences between international and local
indicators were identified. This approach allowed the study to draw reliable conclusions based
not only on a theoretical basis, but also on practical evidence. Thus, the methodology served to
systematically analyze the process, identify existing problems, and develop recommendations for
their elimination.
Analysis and results.
In order to assess the effectiveness of project-based recruitment, an
in-depth analysis of the recruitment performance of the international OTP Group and its
subsidiary in Uzbekistan, Ipotekabank OTP Group, for 2020
–
2024 was conducted. The analysis
examined a number of parameters, including the duration of the recruitment process, the level of
use of technological tools, the number and quality indicators of candidates, and the level of
achievement of project results.
Table 1
Key indicators of the project-based recruitment process at OTP Group and Ipotekabank
OTP Group (2020
–
2024)
Indicators
2020 2021 2022 2023 2024
5-year
average
OTP Group (international)
Number of project hires per year
165
172
180
190
200
181
Average number of candidates per project
11
12
12
13
13
12.2
Average duration of the selection process
(days)
15
14
14
13
13
13.8
Use of online assessment tools (%)
88
90
92
93
94
91.4
Impact of hires on project performance (%)
82
85
87
88
90
86.4
OTP Group “Ipotekabank” (local)
Number of project hires per year
55
58
61
65
68
61.4
Average number of candidates per project
7
8
8
9
9
8.2
Average duration of the selection process
(days)
28
27
26
25
24
26
Use of online assessment tools (%)
40
44
47
50
55
47.2
Impact of hires on project performance (%)
65
68
70
73
75
70.2
Source: Author's development based on information from https://www.ipotekabank.uz.
ISSN:
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According to the table above, positive changes were observed in the process of project-
based recruitment at the international OTP Group and the local OTP Group “Ipotekabank”
during 2020
–
2024. While the number of project recruitments conducted annually at the
international level increased from 165 to 200, at the local bank this figure increased from 55 to
68. The increase in the average number of candidates per project also indicates an increase in the
demand for the process
—
from 11 to 13 at OTP Group, and from 7 to 9 at OTP Group
“Ipotekabank”. At the same time, the selection process at the international company lasted an
average of 13.8 days, which is much faster than at the local bank, indicating an effective
organization of the process.
There is a large difference in the level of use of online assessment tools. In OTP Group,
the figure of 88% in 2020 reached 94% by 2024, which indicates that the process is almost
completely digitalized. In OTP Group, this share increased from 40% to 55%, which means that,
although there is growth, it lags far behind international standards. An increase in the share of
online assessment will speed up the recruitment process and expand the possibilities for
objective assessment of candidates. This, in turn, will help improve the quality of recruitment
and select personnel that meet the requirements of the project.
The impact of hired employees on project efficiency is also growing positively. In OTP
Group, this figure increased from 82% in 2020 to 90% in 2024, while in OTP Group,
Ipotekabank increased from 65% to 75%. This means that the quality of the recruitment process
is improving in both companies. However, compared to an international company, the local bank
still has room for optimization, in particular, it is possible to further increase efficiency by
reducing the selection period, expanding online assessment technologies and further developing
competency maps. In this way, the international experience of OTP Group can serve as a
practical roadmap for OTP Group “Ipotekabank”.
Table 2
Performance and sustainability indicators of employees hired on a project basis (2020
–
2024)
Indicators
2020 2021 2022 2023 2024
5-year
average
OTP Group (international)
KPI achievement rate at the end of the
project (%)
88
89
90
91
92
90
Employee turnover during the project (%)
8
7
7
6
6
6.8
Transition to permanent position after the end
of the project (%)
32
34
36
38
40
36
"Ipotekabank" OTP Group (local)
KPI achievement rate at the end of the
project (%)
70
72
73
74
75
72.8
Employee turnover during the project (%)
14
13
12
12
11
12.4
Transition to permanent staff upon
completion of the project (%)
18
20
22
23
25
21.6
Source: Author's development based on information from https://www.ipotekabank.uz.
ISSN:
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According to the data in Table 2, during 2020
–
2024, the performance and stability
indicators of employees hired on a project basis at the international OTP Group and the local
“Ipotekabank” OTP Group show a positive growth trend. At the end of the project, the KPI
fulfillment rate at the international OTP Group increased from 88% in 2020 to 92% in 2024. At
the local bank, this indicator increased from 70% to 75%. This means that although both
companies have achieved certain successes in improving the efficiency of projects, the results of
the international company look higher and more stable. There is also a significant difference in
the level of employee turnover. At OTP Group, employee turnover during the project decreased
from 8% in 2020 to 6% in 2024, while at OTP Group “Ipotekabank” this figure decreased from
14% to 11%. The lower turnover rate at the international company indicates that effective HR
strategies are being used to ensure stable work of employees in project teams and their
adaptability to work. While the local bank has shown positive growth, it is necessary to
strengthen employee retention mechanisms to further reduce the turnover rate.
The indicators of transition to permanent positions after the project also reveal important
aspects. At OTP Group, it increased from 32% in 2020 to 40% in 2024, while at OTP Group
“Ipotekabank” an increase was recorded from 18% to 25%. This means that the international
company is pursuing a successful policy of retaining project employees within the company in
the future. There is also significant positive growth in the local bank, but even higher results can
be achieved by deeper implementation of international experience in this area. Thus, the table
data clearly shows the differences in efficiency and sustainability between the two companies,
revealing development opportunities for the local bank.
Discussion.
Analysis conducted on the example of the international OTP Group and the
local OTP Group “Ipotekabank” shows that the effectiveness of the project
-based recruitment
process largely depends on the methodology used by the company, the level of use of
technological tools and the flexibility of HR strategies. In the international OTP Group, all stages
of the recruitment process are clearly regulated based on PMBOK, Agile and other project
management standards, which leads to a reduction in the selection period, an increase in the
share of online assessment and, as a result, higher project efficiency. In the local OTP Group
“Ipotekabank”, the phased implementation of these standards is observed, as a result of which,
although efficiency is increasing, it lags slightly behind international indicators. One of the main
differences in the recruitment process is the share of technological solutions used. In OTP
Group, modern platforms such as online assessment tools, remote interviews, ATS (Applicant
Tracking System) are widely used. This, on the one hand, allows for quick selection from a
global candidate base, and on the other hand, increases the efficiency of the human resources
department. In OTP Group “Ipotekabank”, the level of technological integration is lower, and the
processes still rely on offline methods. Therefore, increasing the share of technological tools in a
local bank, implementing AI-based assessment systems, and automating competency maps can
significantly improve the quality of recruitment.
Employee stability and their post-project integration are also important indicators. In
OTP Group, the percentage of transitions to permanent positions after the completion of the
project is high, which indicates that the company is successfully pursuing a policy of retaining
qualified personnel.
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In OTP Group “Ipotekabank”, this indicator has positive dynamics, but the figures have
not reached the level of an international company. Programs that provide staff motivation,
expanding internal growth paths for project employees, and rapid adaptation to the corporate
culture play an important role in this.
In general, the international experience of OTP Group can serve as a practical model for
determining the development directions for the local “Ipotekabank” OTP Group. The results
show that by increasing the share of technological tools, shortening the selection process,
strengthening the competency-based assessment system and improving employee retention
strategies, the local bank can bring its recruitment efficiency closer to international standards. At
the same time, international experience is most effective when combined with the specifics of the
local labor market.
Conclusion.
The above analysis and comparisons show that there are significant
methodological and technological differences between the international OTP Group and the local
OTP Group “Ipotekabank” in the process of project
-based recruitment. The international
company carries out the recruitment process in a short time and with high quality, relying on
standards such as PMBOK, Agile, uses comprehensive online assessment systems, and
successfully integrates employees into permanent staff after the project. The local bank, on the
other hand, is gradually implementing these approaches, and in recent years has achieved
positive growth in the share of online assessment, the efficiency of the selection process, and the
contribution of employees to project results. At the same time, by deepening technological
integration, improving competency maps, strengthening incentive mechanisms, and adapting
international experience to the local labor market, OTP Group “Ipotekabank” can further
increase its recruitment efficiency and bring it closer to international standards. As a result, such
a strategic approach strengthens the bank’s competitiveness and serves to sustainably ensure
project effectiveness.
List of used literature
1.
Abdurakhmonova, N. (2019) The impact of project-based recruitment on the local labor
market. Tashkent: National University of Uzbekistan Publishing House.
2.
Kholmatov, B. (2021) Competency approach in the selection process. Tashkent: Journal of
Economics and Education, 2(3), 45
–
56.
3.
Karimova, S. (2022) Applying international experience to local HR processes: The case of
OTP Group “Ipotekabank”. Journal of Banking, 5(1), 33–
42.
4.
Ivanova, T. (2020) Project employment and human resource management. Moscow:
Russian University of Economics Publishing House.
5.
Petrov, A. & Smirnova, E. (2018) Project-based recruitment practice in the Russian
financial sector. Journal of Financial Analysis, 12(4), 15
–
24.
6.
Lee, H. (2021) 'Digital Recruitment in Project-Based Employment: Evidence from Korea's
Banking and Tech Sectors', Asian Journal of Human Resource Management, 9(2), 88
–
102.
7.
Yamamoto, K. (2019) 'Agile HR Management in Project-Based Teams', Journal of Asian
Business Studies, 13(4), 423
–
439.
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2025
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«MODERN
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8.
Müller, R. (2023) 'Competence Mapping for Project
-Oriented Hiring', European
Management Review, 20(1), 77
–
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Schneider, P. (2018) ‘Temporary Contracts in the Banking Sector: Legal and Productivity
Perspectives’, European Labor Law Journal, 9(3), 201–
215.
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Smith, J. (2022) 'Project-Based Hiring in the Financial Sector: Strategic Advantages and
Technology Use', Journal of Applied Human Resource Management, 14(2), 55
–
69.
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Anderson, L. (2020) Talent Acquisition for Short-Term Projects. New York: Harper
Business.
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Brown, T. (2024) 'Integrating PMBOK Standards into Recruitment: A Strategic Model',
International Journal of Project Management, 42(1), 12
–
28.
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Johnson, M. & Davis, K. (2017) 'The Role of Competency Frameworks in Project-Based
Employment', Human Resource Development International, 20(5), 425
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441.
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https://www.ipotekabank.uz/
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https://www.otpgroup.info/
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https://nbu.uz/
