Recruitment Cost Audits: A Bangladesh–Gulf Hiring Checklist

Trace the full recruitment journey

A recruitment budget can look complete while the worker’s journey tells a different story. The employer pays an agency invoice, but a candidate separately pays an intermediary, borrows for a medical appointment or receives an unexplained request for a “processing” payment.

For employers recruiting from Bangladesh into Gulf markets, the useful question is not simply whether the agency has been paid. It is whether every recruitment-related payment has an identified purpose, payer and record—and whether candidates confirm that account.

The following audit approach is an operational recommendation for employers and recruitment partners. It can also help applicants understand which questions to ask before accepting an overseas opportunity.

Start with a clear standard, then check the corridor

The ILO’s fair-recruitment guidance, published on 22 May 2019, sets out the principle that workers should not bear recruitment fees or related costs, whether charged directly or indirectly. That gives employers a clear basis for an employer-paid recruitment policy.

International guidance and national legal requirements are not interchangeable. The ILO’s second global study, published on 2 October 2024, reviewed 110 countries and documented differing regulatory approaches and remaining gaps. Do not assume one rule covers every Gulf destination, occupation or recruitment channel.

Before approving a campaign, obtain a corridor-specific review of applicable requirements in Bangladesh and the destination country. Separate legal obligations from any stronger commitments in the employer’s supplier policy. Record who checked them, when and against which official documents.

References: [1][2]

Build one cost ledger before advertising

Create a recruitment cost ledger that follows the candidate from initial contact through arrival. As an audit exercise, list every expected payment: sourcing, assessments, document preparation, medical examinations, travel, accommodation during processing and other deployment steps. Review each item against applicable rules and the employer’s chosen standard; this list is not a universal legal classification.

For each line, record the service, supplier, expected amount, currency, approved payer, payment timing and evidence required. Mark unknown amounts as unresolved rather than assuming they are zero.

Consider a hypothetical hospital recruitment campaign. Its agency quotation covers sourcing and interviews, but the medical provider and travel arrangements sit outside that quotation. Unless someone owns those items, candidates may receive conflicting instructions. Assigning an accountable payer before advertising makes that gap visible.

Check the people behind the agency contract

A contract with the principal agency does not explain every interaction a candidate experiences. Ask the agency to identify everyone authorised to source, refer or communicate with applicants, including intermediaries. Establish how new parties are approved and how unauthorised payment requests are reported.

This focus is especially relevant to Bangladesh. In its 28 September 2025 update, the ILO described continuing recruitment malpractices and highlighted the need for transparency backed by implementation. The practical implication for employers is to check behaviour throughout the recruitment chain, rather than relying on a declaration from one organisation.

References: [3]

Ask for evidence that can be reconciled

Compare the approved ledger with supplier invoices, payment confirmations and candidate accounts. Investigate descriptions such as “miscellaneous,” repeated cash requests or a charge that appears under several names. These are review triggers, not proof of wrongdoing.

Do not collect bank statements or identity documents simply because they might be useful. Request only evidence necessary for a specific discrepancy, restrict access and explain how it will be used.

Listen to candidates before and after departure

Offer confidential conversations in Bangla or another language the candidate understands. Explain that reporting a concern will not be treated as withdrawing the application or refusing the job.

Use specific, neutral questions: Who first introduced the vacancy? Has anyone requested money, a deposit or repayment after arrival? What was the payment described as? Does the candidate know whom to contact if another request appears?

Repeat the check after arrival, when workers can compare earlier promises with actual arrangements. Interview candidates away from anyone whose conduct they may need to discuss. Explain the limits of confidentiality and obtain permission before sharing identifiable details for investigation.

Give discrepancies an owner and a remedy

Agree an escalation process before the first complaint. Name the person who can pause a disputed charge, protect the worker from retaliation, investigate the evidence and approve a remedy.

Where an improper worker-paid charge is established, determine reimbursement and corrective action against the applicable requirements and contractual commitments. Keep the worker informed without promising an outcome before the review is complete. Check whether other candidates encountered the same issue; one resolved complaint does not demonstrate that the underlying process has changed.

Pre-departure checklist

• Confirm the employer, role, location and written terms with the candidate.
• Complete the corridor-specific legal and supplier-policy review.
• Assign a payer and evidence requirement to each cost item.
• Identify authorised agencies and intermediaries.
• Give candidates understandable payment instructions and a reporting channel.
• Reconcile a sample of candidate experiences with the cost ledger.
• Resolve unexplained charges and assign follow-up after arrival.

What applicants should keep

Keep the vacancy notice, written offer, payment requests, receipts and relevant messages. Ask for an itemised explanation before making an unexpected payment. Avoid posting identity documents or financial evidence publicly; use a verified reporting channel and seek appropriate assistance if you face pressure.

Employers should judge the process by evidence, not a “zero-fee” slogan. A useful starting point is one recruitment campaign, one complete ledger and a documented conversation with candidates on both sides of departure.