In 2014, Mr. Babul, a young HR Executive began his career in the lingerie industry in Bangladesh, with a primary responsibility for recruitment and selection. The factory, comprising 60 production lines, lacked a structured recruitment system. Upon joining, he noticed irregularities and inefficiencies in the hiring process. He raised the issue with his senior and proposed the implementation of a disciplined recruitment protocol. As a result, he established a new rule: no one would be allowed to enter the factory premises for employment purposes without HR’s signed approval.

The Conflict and Turning Point

After four months into his tenure, a conflict arose between Mr. Babul and Mr. Gimhana, a Sri Lankan national who was serving as the General Manager of Industrial Engineering (IE). The issue began when Mr. Kabir, a Recruitment Assistant under Mr. Babul, informed him that a candidate had arrived at the main gate for an interview for the position of IE Officer.

Mr. Babul inquired about the candidate’s CV, but Mr. Kabir admitted he did not have it. When asked how he knew about the candidate, Mr. Kabir mentioned that Ms. Yeasmin, a Junior Executive in the IE department, had informed him over the phone that someone was waiting at the gate for an interview. Babul asked whether she had notified him in advance or followed proper procedure, to which Mr. Kabir replied “No.”

Mr. Babul instructed Mr. Kabir to follow protocol and requested Ms. Yeasmin to send the candidate’s CV for evaluation. The CV arrived after half an hour. Upon reviewing it, Mr. Babul noticed that the candidate held a degree in History and did not possess a relevant technical background for the IE Officer role. He concluded that the candidate could be considered for another department but not for IE.

Soon after, Mr. Gimhana entered Mr. Babul’s office and questioned why his recommended candidate had been kept waiting. Mr. Babul calmly explained that the CV was only received recently and, after evaluation, the candidate was found unfit for the IE role due to a lack of relevant academic qualifications. Mr. Gimhana insisted that he knew what kind of talent his department needed and challenged Mr. Babul, accusing him of being an obstacle.

Mr. Babul responded, “Sir, I understand what I am doing. You are thinking about the organization’s needs today, but I am thinking about the long-term—what this company will look like ten years from now. That is why I cannot proceed with this candidate for the IE role.”

Escalation and Support from Senior Management

Mr. Gimhana threatened to complain to the General Manager of Operations, Mr. Chaminda. Unfazed, Mr. Babul encouraged him to go ahead, stating, “Let me do my job properly.”

While Mr. Chaminda never directly summoned Mr. Babul, he consulted with Operations Manager Mr. Raihan and Head of HR, Mr. Jowel, to understand the situation. When asked, Mr. Babul explained that the candidate in question did not meet the technical requirements of the role and that, instead, there were hundreds of graduates from Textile and Industrial & Production Engineering (IPE) backgrounds who would be more suitable.

When asked if he could find such candidates, Mr. Babul confidently said, “Yes sir, I can bring around 200 qualified candidates within a week.” He proposed a structured process involving a written test, panel interviews, and final selection to ensure quality recruitment.

Mr. Raihan and Mr. Jowel, impressed by his vision and commitment, relayed this to Mr. Chaminda. After hearing their report, Mr. Chaminda gave his full support to Mr. Babul and directed Mr. Gimhana not to interfere in HR matters. He advised that any referral candidates must go through proper evaluation by HR.

Successful Implementation

Despite skepticism and gossip among some staff in the canteen—“Let’s see how long the new guy with big ideas lasts”—Mr. Babul remained focused and undeterred. Within a week, he and his team arranged interviews for 250 graduates. With the active support of Mr. Raihan and Mr. Jowel, the company selected 22 Management Trainees, marking the first time in the company’s history such a large and structured intake was made.

Long-Term Impact

Twelve months later, Mr. Gimhana left the organization. Mr. Babul observed that many existing staff in the IE department lacked proper qualifications and were originally hired based on internal references, particularly from Ms. Yeasmin. In fact, even senior officers in the department appeared to be intimidated by her, despite her junior position.

However, after the successful recruitment initiative led by Mr. Babul, the environment shifted. The influence of internal favoritism declined, and professionalism in recruitment gained ground. The HR department, under Mr. Babul’s leadership, emerged as a respected and effective function within the organization.

Conclusion

This case study highlights how one HR professional’s vision, integrity, and persistence transformed a disorganized recruitment process into a structured, merit-based system. Mr. Babul not only resisted external pressures but also anticipated the organization’s long-term talent needs. His efforts laid a foundation for a more capable, transparent, and future-ready workforce in the lingerie industry of Bangladesh.