Challenges
and
Strategies
Of
Global Human Resource
Management.
(Perspectives from local and
multinational organizations of
Bangladesh)
i
A Report
On
Challenges and Strategies of Global Human Resource Management:
Perspectives from local and multinational organizations of Bangladesh.
Course Title: Principles of Human Resource Management.
Course Code: 0413 25 HRM 1201
Submitted To:
Fariya Tabassum
Lecturer
Human Resource Management Discipline
Khulna University.
Submitted By:
Group 8- HR Horizon
SL# Name
SID
1
Jerin Seema
242504
2
Md. Towheed Haque
242505
3
Md. Khalid Hossain Antor
242520
4
Arpon Saha
242521
5
Jannatul Ferdous Mim
242526
Remarks
Date of submission: September 23, 2025
ii
Letter of Transmittal
Date: 23 September, 2025
To
Fariya Tabassum
Lecturer
Human Resource Management Discipline,
Khulna University.
Subject: Prayer for Accepting Group Assignment.
Dear Madam,
With due respect, it is our pleasure to submit the group assignment on
“Challenges and Strategies for Global Human Resource Executives: Perspective
from Local and Multinational Organizations of Bangladesh.” This report has
been prepared as part of our academic requirement under your guidance.
We, the members of our group, HR Horizon, have sincerely put our efforts into
collecting relevant information, analyzing the findings, and presenting them in an
organized manner. We have tried our best to make the report comprehensive and
informative.
Therefore, we sincerely request you to accept this assignment. We would be
grateful for your valuable evaluation and feedback, which will help us enrich our
learning further.
Thank you for your kind cooperation and guidance throughout the process.
Sincerely,
Md. Towheed Haque
(On behalf of the group HR Horizon)
iii
Acknowledgement
First and foremost, we are grateful to Almighty Allah for blessing us with the
ability, patience, and opportunity to successfully complete this group assignment.
We would like to convey our sincere gratitude to our respected course teacher,
Mrs. Fariya Tabassum, Lecturer, Human Resource Management Discipline,
Khulna University, for her valuable guidance, kind support, and continuous
encouragement during the preparation of this report. Her insightful feedback
greatly helped us in shaping the quality of our work.
We also extend our heartfelt thanks to all the interviewees who generously shared
their time, experiences, and professional insights with us. Their practical
knowledge and perspectives have significantly enriched the content and depth of
this report. Our special appreciation also goes to those individuals who kindly
assisted us in connecting with the interviewees, making the data collection
process smooth and effective.
Lastly, we would like to acknowledge the dedication, cooperation, and hard work
of all our group members. This report is the result of true teamwork and collective
effort.
iv
List of Acronyms
Acronym
Full Form
GHRM
Global Human Resource Management
HRM
Human Resource Management
IHRM
International Human Resource Management
MNC
Multinational Corporation
DEI
Diversity, Equity, and Inclusion
AI
Artificial Intelligence
HRIS
Human Resource Information System
PCN
Parent-Country National
HCN
Host-Country National
TCN
Third-Country National
T&D
Training and Development
ATS
Applicant Tracking System
IT
Information Technology
v
Executive Summary
This report, Challenges and Strategies of Global Human Resource Management:
Perspectives from Local and Multinational Organizations of Bangladesh, examines the
challenges and strategies of Global Human Resource Management (GHRM) within
Bangladesh’s evolving economic landscape. Prepared by Group 8 - HR Horizon for the
Principles of Human Resource Management course at Khulna University, it targets HR
practitioners, business leaders, and academics interested in GHRM in emerging markets. The
study combines secondary research from scholarly literature with primary data from
interviews with HR executives from bKash (Fintech), Noborupa (Retail/Manufacturing/ECommerce), BRAC (Microfinance), Prime Islami Life Insurance, and Renata (Multinational
Pharmaceutical), analyzed using Thematic, Content, SWOT, PESTLE, and Comparative
tools.
Findings highlight distinct HR challenges: local firms face skill shortages and oversaturated
job markets, relying heavily on salary-based retention, while MNCs leverage structured
hiring but struggle with AI-driven screening reliability. High turnover, especially among
younger employees, is a common issue, with MNCs adopting holistic strategies like
recognition programs and flexible work options. Digital transformation is uneven, with
MNCs integrating AI and HRIS effectively, while local firms lag due to expertise and
infrastructure gaps. Cultural sensitivity and diversity initiatives are critical but challenging,
particularly for cross-cultural teams, with MNCs showing stronger inclusivity practices. HR’s
role is shifting, with MNCs positioning it as a strategic partner aligned with business goals,
while local firms are transitioning from administrative functions.
Recommendations include prioritizing skill-based hiring, leveraging AI-driven tools like
Applicant Tracking Systems, investing in cultural competence training, and aligning HR
strategies with organizational objectives to build a globally competitive workforce. Despite
limitations like a small sample size and qualitative focus, the study offers valuable insights
into adapting global HR practices to Bangladesh’s unique cultural, economic, and legal
context, contributing to the discourse on GHRM in emerging markets. HR leaders should
implement these strategies to enhance recruitment, retention, and digital capabilities,
fostering inclusive and strategic HR practices to drive organizational success in Bangladesh’s
globalized economy. For detailed insights, refer to the full report.
vi
Table of Content
Contents
Letter of Transmittal ............................................................................................... iii
Acknowledgement ................................................................................................... iv
List of Acronyms ...................................................................................................... v
Executive Summary ................................................................................................ vi
Chapter 1: Introduction ........................................................................................... 1
1.1
Background of Global Human Resource Management .................................. 1
1.2
Background of the Study ............................................................................ 1
1.3
Significance of the Study............................................................................. 2
1.4
Objective of the Study ................................................................................ 4
1.4.1 Primary Objective ..................................................................................... 4
1.4.2 Secondary Objectives ................................................................................ 4
1.5
Scope of the Study ...................................................................................... 4
1.6
Data Collection .......................................................................................... 5
1.7
Analytical Tools for the Analysis and Finding ............................................... 6
1.8
Limitations of the Study ............................................................................. 8
Chapter 2: Literature Review ................................................................................... 9
2.1
Conceptual Framework of Global Human Resource Management ................. 9
2.2
Major Challenges in Global HRM ............................................................. 10
2.3
Global HRM Practices.............................................................................. 10
2.4
Strategic Approaches in GHRM ................................................................ 11
2.5
HRM in the Context of Bangladesh ........................................................... 12
2.6
Summary and Research Gap .................................................................... 12
Chapter 3: Company Profiles.................................................................................. 13
3.1
bKash Limited ......................................................................................... 13
3.2
Noborupa Limited.................................................................................... 13
3.3
BRAC ..................................................................................................... 14
3.4
Prime Islamic Life Insurance .................................................................... 14
3.5
Renata Limited ........................................................................................ 15
Chapter 4: Analysis and Findings ............................................................................ 15
4.1
Thematic Analysis: Key HR Themes .......................................................... 16
4.2
Content Analysis: Quantifying Key Issues .................................................. 17
4.3
SWOT Analysis........................................................................................ 17
4.4
PESTLE Analysis ..................................................................................... 17
4.5
Comparative Analysis: Sectoral and Contextual Differences. ....................... 18
Chapter 5: Recommendations ................................................................................. 19
5.1 Strengthen Recruitment and Talent Acquisition............................................... 19
5.2 Enhance Employee Retention ......................................................................... 19
5.3 Adopt Technology and AI in HR Practices ....................................................... 19
5.4 Foster Cross-Cultural Competence ................................................................. 19
5.5 Align HR Strategy with Organizational Goals ................................................. 20
5.6 Develop Leadership and Talent Pipelines ........................................................ 20
5.7 Strengthen Compliance and Ethical Practices ................................................. 20
Chapter 6: Conclusion............................................................................................ 21
References ............................................................................................................. 22
Appendix .............................................................................................................. 23
Table of Figures and Tables
Table 1
: Comparative Analysis Table ................................................................ 18
Chapter 1: Introduction
1.1 Background of Global Human Resource Management
The concept of Global Human Resource Management (GHRM) has evolved gradually
alongside changes in business operations and international trade. Its roots can be traced back
to the era of the Industrial Revolution, when personnel management was mainly concerned
with administrative tasks such as hiring, record-keeping, and wage distribution within domestic
settings.
With the expansion of multinational corporations after World War II, the management of
employees began to acquire an international dimension. Organizations needed to coordinate
operations across different countries, which gave rise to the early practices of International
Human Resource Management (IHRM). During the 1980s and 1990s, IHRM became more
structured with the introduction of international staffing models, expatriate management, and
cross-border compensation systems. These developments laid the foundation for what is now
recognized as GHRM.
In the 21st century, GHRM has grown into a more strategic and integrated function. Factors
such as globalization of markets, technological advancements, and increased global
competition for talent have pushed HR beyond its traditional administrative role. Today,
GHRM focuses not only on managing expatriates but also on creating globally competitive HR
policies, fostering cross-cultural collaboration, and aligning international workforce strategies
with overall business objectives.
Thus, the background of GHRM reflects a transformation from simple domestic personnel
management to a globally oriented, strategic discipline that is central to the success of
multinational enterprises in a highly interconnected world.
1.2 Background of the Study
This study was undertaken to explore the challenges and strategies encountered by Global
Human Resource Management (GHRM) executives, specifically within the context of
Bangladesh. As the global business landscape continues to evolve, both local companies and
multinational corporations (MNCs) operating in Bangladesh face increasing pressure to align
their HR practices with international standards while remaining responsive to local dynamics.
To build a foundation for the report, an initial phase of secondary research was conducted
using scholarly articles, industry reports, and reputable online sources such as Google Scholar
1
and organizational websites. This helped identify key global HRM issues, theoretical
frameworks, and trends relevant to the Bangladeshi context.
Following this, primary data was collected through in-depth interviews with five HR
executives—four from local organizations and one from a multinational corporation.
These interviews provided practical insights into how global HRM challenges are experienced
and addressed on the ground in Bangladesh.
The combination of literature-based research and firsthand perspectives allowed for a
comprehensive understanding of how global HRM strategies are adapted, implemented, or
challenged in both local and international organizations within the country.
1.3 Significance of the Study
1) Understanding the real-world HR challenges in Bangladesh:
Bangladesh is growing fast, especially in sectors like garments, IT, and manufacturing. But
with that growth comes unique challenges—like managing a large, young, and diverse
workforce. This study helps unpack those challenges through the lens of HR professionals
working both locally and globally.
2) Bridging global standards with local realities:
Global HRM executives working in Bangladesh often have to walk a fine line—balancing
international HR policies with local cultural expectations, labor laws, and business norms.
This research explores how they manage that balance, offering insights that are useful for
other emerging markets too.
3) Learning from both local firms and multinational corporations (MNCs):
The report doesn’t focus on just one type of business—it compares how local companies
and MNCs approach HR differently. This gives a richer understanding of what works, what
doesn’t, and why.
4) Helping HR leaders design better strategies:
Whether it’s hiring the right people, keeping them engaged, or developing future leaders,
2
HR strategies need to evolve. This study provides real-world examples and practical
insights to help HR executives craft smarter, more effective approaches.
5) Highlighting the importance of cultural sensitivity:
Culture plays a big role in how people work and communicate. For global HR
professionals, understanding local values, traditions, and workplace behavior is key to
building strong, motivated teams. This report emphasizes why cultural intelligence is more
than a “soft skill”—it’s a business necessity.
6) Navigating legal and compliance challenges:
With different labor laws, tax rules, and employment regulations, operating in Bangladesh
can be tricky for global companies. This study looks at how HR teams manage compliance
while still supporting the business and its people.
7) Contributing to sustainable HR practices:
As companies become more conscious of long-term sustainability, ethical practices, and
employee well-being, HR plays a central role. This research provides guidance on how to
make HR strategies more inclusive, ethical, and future-ready.
8) Filling a gap in South Asian HR research:
There’s a lot of global HR literature out there, but much less focused specifically on
countries like Bangladesh. This report adds valuable, locally grounded perspectives to that
conversation
9) Supporting global leadership development:
For both local companies with global ambitions and MNCs operating in Bangladesh,
building capable, culturally aware leaders is critical. The study explores how organizations
are developing leadership pipelines that can succeed across borders.
10) Providing practical value to HR practitioners and business leaders:
Beyond theory, this study offers takeaways that HR professionals and decision-makers can
actually apply—whether they’re managing people in Dhaka or coordinating teams across
multiple countries.
3
1.4 Objective of the Study
1.4.1 Primary Objective
To explore the global challenges and strategic responses of Human Resource Management
(HRM) executives through the perspectives of local and multinational corporations
operating in Bangladesh.
1.4.2 Secondary Objectives
a) To identify the major global HRM challenges encountered by HR executives in
Bangladeshi local and multinational companies.
b) To compare the HR strategies adopted by local firms and MNCs in addressing global
HRM issues.
c) To analyze how cultural, legal, and economic factors in Bangladesh influence global
HRM practices.
d) To explore the role of technology and digital tools in managing cross-border HR
activities from the Bangladesh perspective.
e) To understand how HR executives develop leadership and talent pipelines for global
competitiveness.
f) To assess the effectiveness of current HR policies and practices in aligning with global
standards while addressing local needs.
g) To recommend strategic approaches for enhancing GHRM practices in both local and
multinational contexts within Bangladesh.
1.5 Scope of the Study
This study focuses on understanding the challenges and strategies related to Global Human
Resource Management (GHRM) through the lens of HR executives working in both local and
multinational corporations (MNCs) operating in Bangladesh. While the research draws insights
from organizations based in Bangladesh, its primary emphasis is on how these firms interpret
and respond to global HRM challenges such as cross-cultural management, international labor
4
compliance, global talent mobility, and the adaptation of global HR strategies in a local
context.
The study includes insights from HR professionals at managerial and executive levels from
selected organizations in Bangladesh, including bKash (Fintech), Noborupa (Retail/
Manufacturing /E-Commerce), BRAC (Micro Finance sector), Prime Islami Life
Insurance Limited (Insurance sector) and Renata (Multinational Pharmaceutical). Their
perspectives offer valuable, real-world reflections on how global HRM practices are interpreted
and applied in both local and multinational contexts. It captures their practical experiences and
strategic approaches in managing globally influenced HR functions within the Bangladeshi
environment.
However, the scope is limited to qualitative insights gathered from selected organizations and
does not aim to provide a statistically generalizable analysis of all HR practices across the
country. Instead, the study aims to offer a focused, in-depth understanding of how global HRM
principles are perceived, adapted, and implemented in Bangladesh—serving as a case for
emerging markets navigating globalization.
1.6 Data Collection
To gain a well-rounded understanding of the challenges and strategies in Global Human
Resource Management (GHRM) within the Bangladeshi context, this study employed both
secondary and primary data collection methods:
•
Primary Data:
To complement the literature and ground the findings in real-world experience, indepth interviews were conducted with five HR executives—four from local
organizations and one from a multinational corporation (MNC) operating in
Bangladesh. This includes bKash (Fintech), Noborupa (Retail/ Manufacturing /ECommerce), BRAC (Micro Finance sector), Prime Islami Life Insurance Limited
(Insurance sector) and Renata (Multinational Pharmaceutical) These interviews
5
provided valuable, firsthand perspectives on how global HRM strategies are interpreted
and applied in the Bangladeshi business environment.
•
Secondary Data:
Relevant theoretical frameworks, global HRM practices, and region-specific insights
were gathered through a review of scholarly literature and industry publications.
Sources included academic journals accessed via Google Scholar, organizational
reports, and key textbooks such as Human Resource Management by Gary Dessler.
This dual approach ensured a comprehensive view of the global HRM landscape, highlighting
both the strategic alignment with international standards and the practical adaptations
required in a local context
1.7 Analytical Tools for the Analysis and Finding
For the report, we used a combination of qualitative and quantitative analytical tools to process
the interview transcripts. These tools helped identify patterns, compare insights across sectors
(fintech, insurance, retail, microfinance, pharmaceuticals, and an international European
context), and draw evidence-based conclusions, supplemented by legitimate external sources
for validation. Below are the names of the tools, their specific usage in the analysis, and the
benefits of employing them, tailored to handle the qualitative interview data effectively.
1.7.1 Thematic Analysis
•
Usage: This tool identified recurring themes such as talent acquisition challenges,
retention strategies, digital transformation issues, and diversity/inclusion efforts.
Responses were coded for different motifs.
•
Benefits: It provides a flexible framework to uncover nuanced insights from qualitative
data, making complex narratives interpretable. This ensures findings are directly
grounded in interviewees’ perspectives, enhancing credibility and allowing for a
detailed exploration of HR challenges and strategies without oversimplification.
6
1.7.2. Content Analysis
•
Usage: We quantified and categorized transcript content by counting word frequencies
and evaluating sentiment. This prioritized key issues and supported visual
representations like frequency tables or word clouds.
•
Benefits: By converting qualitative text into measurable metrics, it adds objectivity,
reduces bias, and enables clear visualizations. This makes findings accessible and
strengthens evidence-based claims, especially when cross-referencing with external HR
trends for validation.
1.7.3. Comparative Analysis
•
Usage: This tool compared HR practices across sectors and contexts, such as local
Bangladeshi organizations’ focus on salary-based retention versus multinationalinfluenced structured hiring or the European context’s strong work culture. Tables were
used to highlight similarities and differences.
•
Benefits: It reveals contextual variations and trends, such as how multinational
influences bridge local gaps, fostering actionable insights like adopting hybrid retention
strategies. This enhances the report’s depth by systematically comparing global and
local HR dynamics.
1.7.4. SWOT Analysis
•
Usage: This synthesized strengths, weaknesses, opportunities, and threats into a matrix
to evaluate HR implications strategically, drawing from interview insights and external
trends.
•
Benefits: It offers a strategic overview, transforming raw data into a decision-making
framework that highlights internal capabilities and external risks. This is ideal for
practical recommendations, aligning findings with real-world HR planning for
stakeholders like executives.
1.7.5. Framework Analysis (using PESTLE)
•
Usage: Responses were organized using the PESTLE framework (Political, Economic,
Social, Technological, Legal, Environmental) to contextualize findings.
•
Benefits: It ensures comprehensive coverage of external influences, preventing siloed
analysis and connecting interview insights to macro-level trends. This enhances the
report’s rigor and provides a balanced perspective for strategic HR recommendations.
7
1.7.6. Some other Tools:
• Word processing tools like MS Word, Google Doc, and Canva were used
to store and analyze data.
• Online Conference tools like Zoom, Google Meet and Messenger (by
Meta) were used to collect primary data
• NVivo a Qualitative Analysis Software was used for qualitative analysis.
Why These Tools?
These tools were selected for their complementarity: qualitative methods (thematic and
framework analysis) captured the depth of HR narratives, while quantitative elements (content
analysis) added measurability. Comparative and SWOT analyses bridged micro-level insights
with strategic implications, aligning with academic standards and the report’s objectives. They
collectively ensured a robust, transparent analysis, supported by external sources like recent
HR trend reports, making findings reliable and actionable for both local and global contexts. If
further expansion is needed, tools like narrative analysis could add storytelling depth.
1.8 Limitations of the Study
While this study offers important insights into the challenges and strategies of Global Human
Resource Management (GHRM) from the perspectives of HR professionals in Bangladesh,
certain limitations should be acknowledged:
1.8.1 Limited Sample Size and Scope:
The study includes insights from a small number of HR executives from selected
organizations—bKash, Noborupa, BRAC, and an insurance company. As a result, the
findings may not fully represent the diversity of HRM practices across all sectors and
company sizes in Bangladesh.
1.8.2 Restricted Networking and Access:
Due to limited professional networking and access to a broader pool of HR executives,
the study could not incorporate perspectives from a wider range of industries or
international firms with more complex global HR operations.
1.8.3 Bias in Participant Responses:
8
As with many qualitative studies, there is a possibility that participant responses were
influenced by personal biases, organizational loyalty, or a desire to present their
practices in a favorable light, which may affect the objectivity of the data.
1.8.4 Qualitative Nature of the Study:
The research is based on qualitative interviews, which provide depth but limit the ability
to generalize findings to the wider population of HR professionals in Bangladesh or
globally.
1.8.5 Contextual Focus on Bangladesh:
While the study discusses global HRM concepts, its findings are grounded in the
Bangladeshi context and may not be directly applicable to other countries or regions
with different cultural, legal, or economic conditions.
Despite these limitations, the study contributes valuable, context-specific insights into how
global HRM practices are adapted and implemented in emerging markets, particularly from
the perspective of Bangladeshi HR professionals in both local and multinational
organizations.
Chapter 2: Literature Review
Global Human Resource Management (GHRM) has gained significant importance as
organizations increasingly operate across borders in a highly interconnected global economy.
Managing people across diverse cultural, legal, and institutional environments requires HR
executives to design policies that integrate global standards with local responsiveness. For
emerging economies like Bangladesh, GHRM studies offer crucial insights into how both
multinational corporations (MNCs) and local firms adapt HR strategies to meet the dual
pressures of globalization and local realities. This section reviews the conceptual framework,
major challenges, key practices, and strategies of GHRM, while also situating the discussion
in the Bangladeshi context.
2.1
Conceptual Framework of Global Human Resource
Management
Global Human Resource Management refers to the process of managing human resources on a
transnational scale, ensuring that HR functions are aligned with corporate strategy while
9
responsive to local variations (Schuler et al., 2011). Core functions include recruitment and
selection, performance management, training, compensation, labor relations, and compliance
with labor laws—applied within a global context.
A central theme in GHRM is the “global-local dilemma,” where organizations must decide the
extent to which HR practices are standardized globally or adapted to host-country conditions
(Prahalad & Doz, 1987). Early research framed GHRM as an extension of International Human
Resource Management (IHRM), which originally focused on expatriate management. Over
time, the field has broadened to include cross-border leadership development, cultural
competence, and the integration of digital HR technologies (Dessler, 2020).
2.2
Major Challenges in Global HRM
Scholars identify several challenges that consistently shape GHRM:
•
Cultural Diversity: Hofstede’s cultural dimensions (2001) explain how variations in
values like hierarchy, collectivism, and risk avoidance affect HR practices such as
motivation, leadership, and communication. Failure to address these differences can
undermine global HR policies.
•
Legal and Institutional Variations: Each country has distinct labor regulations
covering contracts, working hours, and union rights. MNCs must comply with both
global standards and local laws to avoid penalties (Dowling, Festing & Engle, 2013).
•
Talent Acquisition and Mobility: Recruiting and retaining employees with global
competencies is difficult, especially in developing economies. Shortages of globally
skilled talent often force firms to depend on expatriates, which increases costs and
attrition risks (Sparrow, Brewster & Harris, 2004).
•
Technological Integration: Digital HR platforms, e-recruitment, and online learning
systems are transforming HR functions. However, varying levels of digital
infrastructure across countries pose barriers to consistent adoption (Bondarouk &
Brewster, 2016).
•
Geopolitical and Economic Uncertainty: Fluctuating global markets, political
instability, and crises such as pandemics require HR executives to build resilience into
workforce strategies (Stahl et al., 2012).
2.3
Global HRM Practices
The literature identifies several practices through which GHRM is implemented in
multinational settings:
•
International Staffing and Expatriate Management: MNCs use different staffing
approaches, including parent-country nationals (PCNs), host-country nationals
(HCNs), and third-country nationals (TCNs). Support for expatriates often includes
cultural training, relocation assistance, and repatriation programs (Dowling et al.,
2013).
10
•
Compensation and Rewards: Organizations employ global pay frameworks while
tailoring benefits locally. The “balance sheet approach” for expatriates and
performance-based incentives are widely used (Schuler et al., 2011).
•
Training and Development: Cross-cultural training, leadership development, and
global mobility programs are central to preparing employees for international
assignments (Earley & Ang, 2003).
•
Diversity, Equity, and Inclusion (DEI): Many firms adopt global DEI initiatives,
emphasizing inclusive hiring, gender equity, and non-discrimination policies to foster
integration across cultures (Kulik, 2014).
•
Employee Relations and Communication: Global codes of conduct, grievance
systems, and digital communication platforms are applied to ensure consistency in
employee relations across subsidiaries.
•
Technology-Enabled HRM: The rise of global HR information systems (HRIS), AIdriven recruitment, and virtual collaboration tools allows organizations to integrate HR
processes worldwide (Bondarouk & Brewster, 2016).
2.4 Strategic Approaches in GHRM
a. Standardization vs. Localization
A central strategic decision in GHRM is whether to standardize HR policies across all
subsidiaries or localize them to fit cultural and legal contexts. The integration-responsiveness
framework suggests that MNCs should customize HR functions that are highly influenced by
local norms (e.g., labor law) while standardizing universal practices (e.g., ethics or
performance appraisal formats) (Prahalad & Doz, 1987).
(Prahalad & Doz, 1987)
b. Cross-Cultural Training
Firms that invest in cultural intelligence and cross-cultural training report better outcomes in
managing international teams and assignments. Such training helps reduce misunderstandings
and enhances collaboration between employees from different cultural backgrounds (Earley &
Ang, 2003).
(Earley & Ang, 2003)
c. Global Talent Management
Organizations need to develop pipelines of globally competent leaders. This involves career
planning, succession strategies, international mobility, and leadership development programs
designed to prepare employees for global roles (Schuler et al., 2011).
(Schuler, Jackson & Tarique, 2011)
d. Strategic Alignment with Business Goals
11
Effective global HRM requires that HR strategies be tightly integrated with corporate strategy.
Wright and McMahan (1992) argue that strategic HRM improves organizational performance
by ensuring the right people are in the right roles to drive business outcomes across regions.
(Wright & McMahan, 1992)
2.5
HRM in the Context of Bangladesh
Research specific to Bangladesh shows that HRM practices are still evolving and often lack
the strategic focus seen in developed markets. According to Islam & Siengthai (2009), most
local firms view HR as an administrative function rather than a strategic one. Limited access
to skilled professionals, poor enforcement of labor regulations, and a lack of standardized
practices are recurring issues.
MNCs in Bangladesh often struggle to implement global HR policies due to infrastructural
gaps, cultural resistance, and inadequate local talent. On the other hand, local firms face
pressure to "internationalize" their HR practices to remain competitive in the global market
(Ahmed & Uddin, 2012).
There is also a noticeable gap in empirical research focused on how GHRM is applied in the
Bangladeshi context. This highlights the need for context-driven studies, such as this report, to
understand the real-world challenges and adaptations made by HR professionals in the country.
(Islam & Siengthai, 2009; Ahmed & Uddin, 2012)
2.6
Summary and Research Gap
The reviewed literature establishes the theoretical and practical foundations of GHRM,
covering both challenges and strategies. Yet, there remains limited empirical research on how
these global practices are adapted in emerging markets like Bangladesh. Specifically, gaps exist
in understanding how HR executives in local firms and MNCs balance global standards with
local realities in areas such as staffing, compensation, training, and employee relations.
This report aims to bridge that gap by combining academic perspectives with practical insights
from HR executives operating in both local organizations and multinational corporations within
Bangladesh
12
Chapter 3: Company Profiles
3.1
bKash Limited
Headquarters: Dhaka, Bangladesh
Overview: Leading mobile financial services
provider in Bangladesh, offering digital payments,
money transfers, mobile banking, and bill payments.
Founded in 2011 as a subsidiary of BRAC Bank,
bKash promotes financial inclusion for millions of
users, especially in underserved areas.
HR Practices: AI-assisted recruitment, structured training programs, employee engagement
initiatives, recognition culture, diversity promotion, and digital competency development.
Mission: To provide convenient, secure, and accessible financial services to all Bangladeshis.
Vision: To be the most trusted and innovative digital financial service provider in the country.
3.2
Noborupa Limited
Headquarters: Dhaka, Bangladesh
Overview: Retail and manufacturing company specializing in
fashion, lifestyle, and apparel products. Operates nationwide
outlets while blending local taste with international trends.
HR Practices: Administrative-focused HR, skill-based
recruitment challenges, reliance on salary incentives, limited
training and development programs.
Mission: To deliver quality fashion products that meet local and global standards.
Vision: To become a leading lifestyle and apparel brand in Bangladesh with sustainable
growth.
13
3.3
BRAC
Headquarters: Dhaka, Bangladesh
Overview: One of the largest NGOs globally,
working in microfinance, education, health, social
development, and poverty alleviation. Founded in
1972, with operations across Asia, Africa, and the
Americas.
HR Practices: Administrative efficiency, limited technology adoption, reliance on monetary
incentives, gradually strengthening leadership development and training programs.
Mission: To empower people and communities in situations of poverty, illiteracy, disease, and
social injustice.
Vision: A world free from poverty where every person can realize their potential.
3.4
Prime Islamic Life Insurance
Headquarters: Dhaka, Bangladesh
Overview: Provides Shariah-compliant life insurance products to individuals and corporate
clients, ensuring financial security and ethical wealth management.
HR Practices: Traditional HR practices, salary-based retention, limited training programs,
gradually adopting structured development initiatives and technology.
14
Mission: To offer ethical and reliable life insurance solutions for financial security.
Vision: To be the most trusted Islamic life insurance provider in Bangladesh.
3.5
Renata Limited
Headquarters: Dhaka, Bangladesh
Overview: Leading pharmaceutical company
manufacturing human and veterinary medicines,
including vaccines, with a focus on quality,
innovation, and patient care. Collaborates with
international partners for compliance and
efficiency.
HR Practices: Structured recruitment and
onboarding, training & development, employee
motivation programs, recognition initiatives, and
strategic HR alignment with business goals.
Mission: To improve health and wellbeing through
quality pharmaceutical products.
Vision: To be a global leader in pharmaceutical innovation while maintaining ethical and
operational excellence.
Chapter 4: Analysis and Findings
The interview transcripts from HR professionals in fintech, insurance, retail, microfinance,
pharmaceuticals, and an international European context were systematically examined using
Thematic Analysis, Content Analysis, SWOT Analysis, PESTLE Analyses, and
Comparative Analysis. This multi-layered approach identified recurring challenges,
strategies, and sectoral contrasts. Content analysis showed frequent mentions of “challenge”
15
(12 times), “recruitment” (11), “AI” (9), and “skills” (9), confirming their centrality. External
references were integrated to validate the findings and align them with global HR trends.
4.1
Thematic Analysis: Key HR Themes
4.1.1 Talent Acquisition and Recruitment
o
What Was Found: Skill shortages, oversaturated job markets, and mismatched
expectations were common. Interviewees emphasized trustworthiness, prior
experience, and communication skills. Practices included background
verification and balancing current skills vs. future potential. Internationally,
language barriers and lack of preparedness were major issues.
o
Why It Matters: Highlights the difficulty of sourcing qualified candidates in
both local and global markets, reflecting Bangladesh’s skill shortages and global
competition in 2025.
4.1.2 Employee Retention and Engagement
o
What Was Found: Younger employees showed low loyalty, often leaving for
better pay. Limited budgets hindered retention in local firms, while MNCs
emphasized culture. Strategies included salary increases, recognition programs,
leave flexibility, and recreational facilities.
o
Why It Matters: Retention efforts reveal the tension between financial
constraints in Bangladesh and global trends like the “Great Employee Shrug,”
with hybrid work emerging as a solution.
4.1.3 Digital Transformation and Skills Development
o
What Was Found: AI-driven tools (e.g., ATS) streamlined hiring but raised
quality concerns. Training for AI use and digital tools was planned, but rapid
skill changes created adaptation issues. Some sectors remained analog, while
MNCs used AI in training.
o
Why It Matters: AI adoption is both an opportunity and a challenge—
Bangladesh faces expertise gaps, while globally, reskilling is critical to HR
transformation.
4.1.4 Diversity, Inclusion, and Cultural Challenges
o
What Was Found: Programs like targeted internships promoted diversity, but
trust issues, language barriers, and varying work styles complicated crosscultural teams. MNCs balanced compliance with flexibility, while locals
focused on gender-specific policies.
16
o
Why It Matters: Inclusion drives satisfaction and innovation but requires
deliberate cultural and structural support, particularly in global contexts.
4.2 Content Analysis: Quantifying Key Issues
•
High-frequency terms: “Challenge” (12 times), “Recruitment” (11), “AI” (9), and
“Skills” (9), “Trust” (8).
•
Sentiment: ~80% of challenge mentions negative (skill gaps, turnover), ~65% of
strategy mentions positive (training, recognition).
•
Key takeaway: Digital transformation and retention emerged as the most critical
HR priorities.
4.3 SWOT Analysis
•
Strengths: Structured hiring, recognition programs, adaptability to younger workers.
•
Weaknesses: Skill shortages, limited training investment, trust concerns.
•
Opportunities: AI-driven upskilling, sustainable HR practices, inclusion policies.
•
Threats: High turnover/job-hopping, economic pressure, AI ethics concerns.
4.4 PESTLE Analysis
•
Political/Legal: Labor laws restrict flexibility.
•
Economic: Low salaries, saturated job market.
•
Social: Generational demands drive diversity and inclusion efforts.
•
Technological: AI adoption inconsistent; skills lag behind innovation.
•
Environmental: Potential for sustainable HR practices remains underutilized
17
4.5 Comparative Analysis: Sectoral and Contextual Differences.
Comparative analysis contrasted sectors, as shown in the table below:
Local sectors highlighted economic constraints, while multinational influences introduced
structured processes.
Sector
Key Challenges
Key Strategies
Local vs.
Multinational
Fintech
AI reliability, young
worker demands
Structured hiring, AI
training, incentives
Mixed: MNC-style
processes
Insurance
Trust-building,
misconceptions
Salary increases,
background checks
Local: Focus on
awareness
Retail
Low salaries, shortterm workforce
Experience focus,
salary retention
Local: Resourcelimited
Microfinance
Skill gaps, cost
management
Recognition,
performance tracking
Local with MNC:
Analog but relational
International
(European)
Language barriers,
cultural differences
Department switches,
AI training
Multinational: Strong
culture
Pharmaceuticals
Talent poaching,
promotion pressures
Recognition, open
communication
Mixed: Compliance
with flexibility
Table 1: Comparative Analysis Table
18
Chapter 5: Recommendations
Based on the findings of this study on Challenges and Strategies for GHRM Executives:
Perspectives from Local and MNCs of Bangladesh, the following recommendations are
proposed for HR practitioners and organizational leaders to enhance Global Human Resource
Management (GHRM) effectiveness:
5.1 Strengthen Recruitment and Talent Acquisition
Skill-based Hiring: Organizations should move beyond educational
qualifications to assess competencies and practical skills relevant to roles.
•
Leverage Technology: Organizations should implement ATS, AI-assisted
screening, and digital assessments to improve candidate selection efficiency.
•
Talent Pipeline Development: Organizations should identify high-potential
employees early and prepare them for future roles through structured development
programs.
•
5.2 Enhance Employee Retention
Career Development Programs: Organizations should establish clear
promotion paths, mentorship, and succession planning to reduce turnover.
•
Holistic Engagement Strategies: Organizations should combine financial
incentives with non-financial initiatives such as recognition, wellness programs,
flexible work options, and team-building activities.
•
Feedback Mechanisms: Organizations should conduct regular employee
surveys and performance discussions to understand engagement levels and address
concerns proactively.
•
5.3 Adopt Technology and AI in HR Practices
Digital Transformation: Organizations should introduce HRIS, AI-driven
recruitment, online learning platforms, and workforce analytics to optimize HR
operations.
•
Training in Digital Competencies: Organizations should equip HR staff and
employees with digital literacy to maximize the benefits of technology integration.
•
5.4 Foster Cross-Cultural Competence
Cultural Intelligence Training: Organizations should provide training
programs to improve understanding of local and global cultural nuances.
•
19
Inclusive Workplace Policies: Organizations should implement formal DEI
initiatives to create an inclusive culture that respects diverse backgrounds and
perspectives.
•
Effective Communication Channels: Organizations should develop
multilingual and culturally sensitive communication strategies, especially for
MNCs with diverse teams.
•
5.5 Align HR Strategy with Organizational Goals
Strategic Role of HR: Organizations should position HR as a key partner in
business planning, ensuring that talent management and workforce strategies
support long-term organizational objectives.
•
Global-Local Balance: Organizations should adapt global HR policies to local
labor laws, cultural norms, and business practices while maintaining international
standards.
•
5.6 Develop Leadership and Talent Pipelines
Global Leadership Programs: Organizations should prepare employees for
international assignments and leadership roles across borders.
•
Mentorship and Coaching: Organizations should encourage senior leaders to
mentor emerging leaders, ensuring knowledge transfer and succession readiness.
•
Performance-linked Development: Organizations should tie training and
development initiatives to measurable career growth outcomes.
•
5.7 Strengthen Compliance and Ethical Practices
Legal Awareness: Organizations should regularly update HR teams on local
labor laws, tax regulations, and employment rules.
•
Ethical HR Practices: Organizations should promote transparency, fairness,
and ethical decision-making in recruitment, compensation, and promotions.
•
Sustainability and Well-being: Organizations should integrate employee
well-being and sustainable HR practices into the organizational culture.
•
20
Chapter 6: Conclusion
This study on Challenges and Strategies for GHRM Executives: Perspectives from Local
and MNCs of Bangladesh highlights the evolving nature of Global Human Resource
Management (GHRM) in the Bangladeshi context. The findings reveal distinct patterns
between local firms and multinational corporations (MNCs) regarding HR challenges,
strategies, and organizational priorities.
Key findings indicate:
• Recruitment & Retention: Local firms struggle with skill shortages and high
turnover; MNCs face challenges with AI filtering but benefit from structured talent
pipelines.
• Technology Adoption: A significant digital gap exists between local and
multinational organizations.
• Motivation & Engagement: Local firms rely heavily on financial incentives,
whereas MNCs implement balanced strategies including non-financial engagement
initiatives.
• Strategic Role of HR: HR in MNCs is positioned as a strategic partner, while
local firms are still transitioning from administrative-focused roles.
Overall, the study demonstrates that successful GHRM in Bangladesh requires a strategic
integration of global best practices with local realities. HR executives must navigate
challenges such as cultural diversity, technological adoption, legal compliance, and talent
management while fostering leadership development and employee engagement.
By implementing the recommended strategies, both local organizations and MNCs can
strengthen their HR functions, enhance organizational performance, and build a globally
competitive workforce. Ultimately, GHRM is not just a support function but a critical driver
of business success in an interconnected global economy, particularly in emerging markets like
Bangladesh. Adapting global HR strategies to local contexts, embracing technology, fostering
cultural competence, and positioning HR as a strategic partner are essential steps for building
a globally competitive and sustainable workforce.
21
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Appendix
(Note: The following interview transcripts were originally conducted in Bangla and later
translated into English for report purposes. They are kept in raw form to preserve
originality.)
Appendix A – Transcript of Interview with Monjur Morshed Aalif, HR Executive at bKash
Limited
Date of Interview: August 29, 2025
Interviewed by: Group HR Horizon, Khulna University
Mode: Online via Google Meet
23
Purpose: To gain insights into the real-world challenges and strategies experienced by an HR
Executive at bKash Limited for the business report on “Challenges and Strategies for Global
Human Resource Executives: Perspectives from Local and Multinational Organizations of
Bangladesh.”
Interviewer: Assalamua’laikum, Aalif vai. I'm Towheed, a student of Human Resource
Management discipline, batch 24, at Khulna University. Thank you for agreeing to this
interview. To begin, could you please provide a brief overview about how you became an HR
Executive?
HR (Monjur Morshed Aalif): Wa’likumus salam, Towheed. This is Monjur Morshed Aalif. I'm
working as an HR at bKash Limited currently. Basically, my journey started back in university
through club activities and networking, which led to becoming a Unilever campus ambassador.
After that, I interned at Unilever, then joined bKash as a BNext intern, and from there, I
transitioned into an HR role.
Interviewer: That’s quite inspiring. Now, in the context of Bangladesh, what has been your
biggest challenge as an HR at a fast-growing fintech like bKash?
HR: Actually, quite a few challenges. In recruitment policy, using AI can’t always ensure the
quality of the new hires properly. As you may know, we are using ATS for CV screening
nowadays—like who’s gonna manually check 5 to 6 hundred CVs for a single position, man?
Mainly, you can say digitalization.
Interviewer: What key differences do you personally see between local companies and MNCs,
at present?
HR: Well, local companies are now following a lot from MNCs. Like “Nagad”—they’re
adopting MNC-style hiring, focusing more on learning culture, which is helping with employee
development.
Interviewer: Do you think bKash follows any MNC-type culture?
HR: Definitely. bKash actually mixes local and MNC styles. Like our hiring process,
performance review, even trainings—these are pretty structured more like MNCs. So, the MNC
vibe is definitely there.
Interviewer: Great. As Gen Zs are joining bKash, what changes have you noticed in meeting
their expectations so far?
HR: Not really facing any major changes. They mostly complain a lot about no flexible work
hours and work from home, which we are addressing.
Interviewer: What strategies do you use to keep employees motivated and engaged?
HR: It’s a part of employee wellbeing actually. For example, celebrating colleagues’ birthdays,
giving appreciation incentives for good work, sick leave—like in bKash we offer 3 days leave
(first day off, next 2 days work from home). Even we have multiple PS5s to keep employees
from getting bored, though limited access.
Interviewer: Could you please explain how your company promotes diversity and inclusion in
the workplace?
HR: It depends actually. At bKash, we promote diversity through programs like the BNext
internship, where we include fresh graduates from different backgrounds and also try to treat
everyone the same, making it inclusive so everyone feels at home.
Interviewer: What new global HR challenges do you foresee in the next 5 years?
24
HR: AI is a big one, plus Gen Z switching jobs quickly as they have shorter job loyalty—it’s
tough to retain top talent. Skills are changing fast as well, but not everyone can adapt that
quickly. Like not everyone can pick up a new tool in a week.
Interviewer: Could you please tell how bKash will upskill its workforce to keep up with digital
transformation?
HR: At bKash, we run P&D (People & Development) programs. We will run AI-focused
learning to turn employees into skilled workforce. Also, we may hire more Gen Zs since they’re
tech-savvy.
Interviewer: Got it. Do you think HR can play the role of a strategic partner for long-term
growth?
HR: Of course. Without strategic recruitment, an organization can’t survive profitably. Like
CEO and CFO, there’s a CHRO role who mainly works as a strategic partner.
Interviewer: That’s all for now. You’ve been very inspiring, Aalif vai. Thank you very much
for your participation. May I have your permission to use your identity for an academic
assignment?
HR: Of course, no problem. Happy to contribute.
(End of Transcript)
Appendix B – Transcript of Interview with Anonymous, Branch Manager & HR Manager,
Prime Islamic Life Insurance
Date of Interview: August 28, 2025
Time: 11:45 AM (Approx.)
Location: Shib-bari Mor, Khulna
Experience: ≈17 Years
Purpose: To understand recruitment, employee retention, and HR challenges in the insurance
sector.
Interviewer: Why would the best candidates in the market choose to join your company?
Interviewee: The job market is highly saturated. Whenever a circular is published, thousands
of CVs are submitted. From these, only the best candidates are selected—those with the
strongest educational background, the ability to communicate effectively, and a clean personal
record.
Interviewer: Do you have a system for checking the candidates’ records?
Interviewee: Yes, after passing an initial screening stage, we conduct a background verification
similar to police verification. Our verification team checks the candidates’ history and
background.
Interviewer: What skills do you consider most important before hiring someone, or what are
the key criteria for employment?
Interviewee: First, we assess their educational qualifications and select those who are
comparatively stronger in this regard. Second, we value trustworthiness and strong
communication skills. Candidates with these qualities are prioritized.
Interviewer: Do you follow any strategies to retain your best employees?
Interviewee: Yes, we increase salaries and enhance facilities for high-performing employees.
That is how we retain them.
25
Interviewer: From your perspective as an HR or management professional in an insurance
company, what do you consider the most challenging aspect?
Interviewee: There are many challenges, but the most significant one is building trust among
people. Many employees and customers mistakenly believe that buying an insurance policy
immediately entitles them to financial benefits, but they often lack proper knowledge of the
process. Insurance involves several steps, and if any step is missed, claims may be rejected. As
a result, when claims are not fulfilled, customers develop misconceptions and lose confidence
in insurance companies like ours.
Interviewer: Why do you think this happens?
Interviewee: The main reason is a lack of awareness among people. Customers often rely solely
on verbal assurances without verifying the process themselves. They seldom visit the insurance
office and believe that simply handing over money ensures coverage. However, insurance
policies require regular payments; otherwise, policies lapse. Many people wrongly assume that
a single payment secures full coverage, and when they attempt to claim benefits, they realize
their policy is invalid. This primarily occurs due to lack of knowledge. Additionally, some
agents fail to explain policies thoroughly, focusing only on securing incentives for bringing in
customers. Consequently, clients remain misinformed. The biggest challenge, therefore, is
training employees so they can build trust and restore confidence in our company.
(End of Transcript)
Appendix C – Transcript of Interview with Anonymous, Noborupa (Retail Sector)
Date of Interview: August 30, 2025
Location: Khulna (via Offline Meeting)
Purpose: To explore talent acquisition, hiring priorities, retention, and HR challenges in the
retail sector.
Interviewer: What strategies do you apply for talent acquisition? Or do you have a strategy to
attract employees so that they come to you instead of going to other organizations?
Interviewee: Since there is a job crisis in our country, we do not need to attract our employees
separately to come to our organization. We receive a lot of CVs, and when we need an
employee, we can easily choose one from there.
Interviewer: What do you prioritize about employees when it comes to hiring?
Interviewee: In our sector, we try to find someone with a little experience first. Since this is a
customer service sector, they have to talk to customers. So, if someone has experience working
outside, it means we don’t have to retrain them. Just a little guidance will do. That’s why we
try to hire experienced people. But if it is a fresher, we give importance to his educational
background. We also verify their IQ through some basic questions.
Interviewer: Do you give more priority to future potential, or do you hire employees based on
their current skills?
Interviewee: It actually depends on the situation. When we start hiring an occasion-based
employee—suppose we have an occasion in front of us and that’s why we need some people
now—then we give more importance to current skills. But if we are looking for a long-term
employee, then we try to prioritize future potential.
Interviewer: What strategies do you apply to retain talented employees in your organization?
26
Interviewee: In our sector, there are very few opportunities for a salesman to develop. Suppose
someone has expertise in the sales department; we won’t send him to another department with
a promotion. That’s why there are very few opportunities for an employee in this sector. If we
need to retain an employee, we can increase their salary. Apart from that, we have no other
options in this sector.
Interviewer: If you spend a large amount of money on a program to improve the skills of your
employees, what kind of output do you get from it?
Interviewee: The type of work in our sector is short-term. Students who work here are some of
the people who will not be in this sector in the future. That is why we don’t make any longterm investments like that.
Interviewer: What is the biggest challenge for HR in handling your employees?
Interviewee: Due to the low salary in our sector, we cannot hire skilled employees because we
cannot pay their required salary. That is why we lose skilled workers, and then we can’t work
smoothly with the knowledge of those we are hiring. Moreover, we can’t give them that
lifestyle. That’s why they can’t attract any of our customers that way. Then we blame them for
their disability. But at the end of the day, it’s ours, because we can’t provide them with the
proper lifestyle, so they can’t provide us with the proper service. The biggest challenge is lack
of resources.
(End of Transcript)
Appendix D – Transcript of Interview with Anonymous, BRAC (Microfinance Sector)
Date of Interview: August 30, 2025
Location: Khulna (via Online Meeting)
Purpose: To analyze recruitment, retention, and HR challenges in a large microfinance
organization.
Interviewer: What do you consider the most significant challenge in attracting top-tier talent
within your industry today?
Interviewee: The biggest challenge was skill gap. Most candidates we interviewed came from
national universities or small colleges without relevant field experience. They didn’t
understand the market, job behavior, or conditions, but they were eager to learn. Many applied
for roles like loan collectors despite having unrelated academic backgrounds.
Interviewer: When making recruitment decisions, does your organization prioritize current
skills or future potential of candidates?
Interviewee: First, we eliminate candidates without basic education skills through a written
test. The second stage is an interview, where we assess attitudes and job-related behavior.
Finally, there’s a 7-day training program followed by an exam. Only those who pass are
recruited. Recruitment focuses on presentability, cultural fit, and competence.
Interviewer: What strategies does your organization adopt to retain high-potential employees?
Interviewee: Retention strategies depend on employees’ personal preferences. Some are
retained with better locations, others with promotions. Recognition through vouchers, crests,
or acknowledgment in meetings also plays a big role.
Interviewer: How are automation and artificial intelligence (AI) impacting workforce planning
and HR decision-making in your company?
27
Interviewee: Not much yet. BRAC remains mostly analog, especially in microfinance, where
many clients rely on thumbprints. AI and automation are used to ease workloads but not for
workforce analytics.
Interviewer: What methods or metrics do you use to measure the Return on Investment (ROI)
of HR programs and initiatives?
Interviewee: We track tasks through a dashboard system that records weekly, monthly, and
yearly performance. This allows managers to measure ROI at both individual and team levels.
Interviewer: What are the most common communication challenges faced when working with
multinational or cross-cultural teams?
Interviewee: Trust is the biggest challenge. Departments often protect their culture, fearing
outsiders might misuse information. However, HR is encouraged to build relationships across
teams to act as a support system rather than monitors.
Interviewer: In your opinion, what is the most underrated HR challenge that organizations face
today?
Interviewee: Cost management. HR must recruit quality employees while keeping costs low.
This creates tension between attracting top talent and staying within budget. High turnover
rates and employees viewing the company as a stepping stone make this challenge worse.
(End of Transcript)
Appendix E – Transcript of Interview with Anonymous, HR Professional (European Context)
Date of Interview: September 07, 2025
Mode: Facebook Messenger
Purpose: To explore talent acquisition, hiring criteria, retention, and HR challenges in an
international setting.
Interviewer: What do you consider the most significant challenge in attracting top-tier talent
within your industry today?
Interviewee: As a European country, language barrier is one of the most significant challenges
in talent acquisition. Since this is an international platform, in the case of employee recruitment,
a hidden requirement is that I must know the language of the country in which I will be working
at the company. This is an overall requirement. And job requirements in European countries
are very very specific. Like you don't have to know anything that isn't in your job description.
And also, you will not be asked any questions in the interview beyond what is given in the job
description. But in the case of recruitment, I have seen that those who submit CVs submit
without fulfilling the requirements given in the job description. And they also hope that this
issue will not be given too much importance just because they have a great educational
background. And another problem that we face when it comes to job recruitment is candidates
come to the interview without knowing the basic information about the company. Especially
the Asians mostly do that. It creates a very bad impact on the interviewer.
Interviewer: When making recruitment decisions, does your organization prioritize current skill
or future potential of candidates?
Interviewee: Yes, current skills are prioritized too much. Because the job description here is
very very specific. So, what qualities a candidate must have to work in our company is given
in a very specific way. Which also makes our employee selection easier. Also, since we work
28
in a completely different place, there is a lot to learn here. So that I can upgrade myself more
for my work.
Interviewer: What strategies does your organization adopt to retain high-potential employees?
Interviewee: If I compare it with Bangladesh, the work culture of the two countries is totally
different. The work culture here is so good that no one leaves a job here. What happens here is
that employees change departments. Suppose someone from the planning department came to
the recruitment department. They do this to upgrade themselves. They go on vacation every
few months to refresh themselves. And everyone here is very responsible for their work. So we
don't have to do much to retain high-potential employees here.
Interviewer: How are automation and artificial intelligence (AI) impacting workforce planning
and HR decision-making in your company?
Interviewee: Of course, now we are living in the era of AI. And it is not possible to think about
anything without AI and automation. It definitely has an impact on planning and decision
making. So, we also have to upgrade ourselves in the same way. If I say specifically, in our
requirement section, we do not use AI that much, but we use it in the training and development
sector. And overall, in our company AI is very important.
Interviewer: What are the most communication challenges faced when working with
multinational or cross-cultural teams?
Interviewee: The problem that I face the most is everyone's working style is different from each
other. And the other problem that I face is that some employees are quite weak in English. So,
language barrier is another issue that I face. Sometimes I face personality differences,
perspective differences, etc.
Interviewer: In your opinion, what is the most underrated HR challenge that organizations face
today?
Interviewee: In this country, I don't face these kinds of challenges. Because here, when
someone is hired, they are given the same amount of workload that is said to be given. But in
Bangladesh, many good things are said during interviews. But even after the employee joins,
his workload will gradually increase. Moreover, I think finding the right fit for a post is another
challenge that I faced.
(End of Transcript)
Appendix F – Transcript of Interview with Ms. Farzana Akter, Senior HR Executive, Renata
Limited (Pharmaceuticals)
Date of Interview: August 31, 2025
Interviewed by: Group HR Horizon, Khulna University
Mode: Online via Zoom
Purpose: To gain insights into HR challenges and strategies in a Bangladeshi multinational
pharmaceutical company.
Interviewer: Thank you, Farzana apa, for joining today. Could you start by telling us about your
background and how you came into HR?
Interviewee (Farzana Akter, Sr. HR Executive): Sure. I studied BBA in HRM at North South
University, then started as an intern in Renata’s HR department back in 2019. After completing
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my internship, I got a full-time opportunity as HR Executive. Since then, I’ve been working
mainly in recruitment, onboarding, and employee engagement.
Interviewer: What kind of HR challenges do you usually face in the pharmaceutical sector?
Interviewee: Pharma is very competitive. Skilled medical reps and experienced production staff
are in high demand, and many switch jobs quickly if they get a slightly higher salary elsewhere.
Another issue is training—keeping field employees updated about new products and
compliance rules is not easy. Also, young recruits often expect faster promotions, which creates
pressure.
Interviewer: How does your company keep employees motivated and reduce turnover?
Interviewee: We try to build a supportive environment. For example, we celebrate small wins—
like monthly sales milestones. We also give recognition awards, such as “employee of the
month.” For critical employees, we arrange development programs and short training sessions.
And we maintain open communication: our HR team regularly visits field offices to listen
directly to employees.
Interviewer: What differences do you see between working in a local company like Renata and
an international MNC?
Interviewee: Renata is partly local but also follows many multinational practices since we
collaborate with foreign partners. Compared to pure local firms, we are stricter about
compliance and documentation. But unlike big foreign MNCs, we still have more flexibility in
decision-making. So, I would say we are a mix of both.
Interviewer: Do you think HR in Bangladesh will become more strategic in the coming years?
Interviewee: Yes, definitely. Earlier HR was seen mostly as recruitment and admin. Now
management values HR more as a business partner. For example, we are included in long-term
workforce planning, which is directly linked to company growth.
Interviewer: Thank you apa, may I have your permission to use your interview in my report?
Interviewee: Yes, no problem. Best of luck with your report.
(End of Transcript)
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