By Abdulla A. B.

Executive Summary

In Bangladesh’s industries sectors, especially in garments, IT, manufacturing, and supply chain-intensive industries, the recruitment and selection system is increasingly unstructured and informal. A growing number of job advertisements are being posted not by HR professionals, but by employees in operations, quality, sample and product development, engineering, accounts & finance, and merchandising or sales & marketing through information WhatsApp, Facebook groups, and others social media groups. This has led to weakened HR governance, reduced productivity, increased unethical practices, and organizational misalignment.

This case study combines a practical field investigation, professional insights, and global benchmarks to recommend a sustainable solution for restoring order, efficiency, and governance to the recruitment process in Bangladesh.

Background and Initial Insight: A 2022 Interview

In 2022, during a professional discussion with the Director of Operations of a large industrial group in Bangladesh, it was revealed that he personally sourced candidates for recruitment and forwarded CVs to the HR department. His concern was that the HR team, despite having long service tenure, lacked up-to-date market knowledge and could not find the right talent.

Key Observations:

• The HR professionals in that group were passive in manpower sourcing.
• Their long tenure in one company resulted in stagnant market insight and disconnection from industry trends.
• As a result, the Director of Operations lost valuable time sourcing manpower, affecting operational productivity.

This early insight served as a catalyst for further observation and research on the evolving dynamics of recruitment and job advertisement practices in Bangladesh.

Research Observation (2022-2025) Informal Recruitment Culture in Social Groups

Between 2022 and early 2025, I observed numerous WhatsApp and Facebook groups where individuals frequently posted job advertisements- not HR professionals, but employees from other departments. These groups are specialized by profession and attract thousands of members.

WhatsApp Group Observations

• Business Alliance (IT Professionals at IT Firm)
• Business Analysis Community
• RMG Jobs BD (All Professionals)
• BSCMS Network (Supply Chain Professionals)
• Accounts Professionals Bangladesh
• Industrial Engineering Forum

Key Issues:

• Jobs posted without company contact or HR reference
• Most use personal email addresses or phone numbers
• Minimal follow-up, creating confusion and lack of transparency

Facebook Group Observations

• Garments Job Information
• Job Network for Industry
• Textile & Garments Merchandising Group
• Accounting and Finance Jobs in Bangladesh

Key Issues:

• Majority of job circulars not posted by HR professionals
• No official verification, causing mistrust among job seekers
• Risk of fraud, bribery, and misinforamtion

Surprisingly Low Activity in HR-Focused Groups

Despite the critical role HR professionals should play, recruitment activity is much lower in dedicate HR groups such as:

• BSHRM (Bangladesh Society for Human Resources Management)
• BHRS (Bangladesh HR Society)
• BSAHRP (Bangladesh Society for Apparel HR Professionals)
• HRCPS (HR & Compliance Professionals of Bangladesh)

This imbalance reveals that non-HR professionals are more active in recruitment efforts than those formally assigned to the role.

Core Problems Identified

Problem	Impact
HR losing authority in recruitment	Lack of ownership and weak HR governance
Employees outside HR posting jobs	Disruption in departmental focus and productivity
Informal sourcing and fake ads	Confusion among job seekers and increased fraud
HR not upskilled or market-aware	Poor talent matching and long hiring timelines
No SOP or governance framework	Lack of standardization, delays, and inefficiencies

Global Best Practices in Recruitment

To address these issues, we can learn from established global practices where recruitment is managed professionally and systematically:

United States (USA)

• Structured HR Department: Every company has a dedicated HR or Talent Acquisition team responsible for job postings, applicant screening, and interviews.
• Use of Technology: Most organizations use Applicant Tracking Systems (ATS) like Workday, BambooHR, or Greenhouse.
• Professional Platforms: Jobs are posted on LinkedIn, Indeed, Glassdoor, or official career websites.
• Strict Compliance: Equal Employment Opportunity (EEO) laws mandate fair, bias-free hiring practices.
• No Unauthorized Posts: Only HR-approved channels are allowed for recruitment communications.

United Kingdom (UK)

• Formal Job Descriptions: Every vacancy must have a clear JD, reviewed by HR and the department head.
• Advertising Standards: Job postings must meet transparency and legality standards under UK Employment Law.
• Internal and External Advertising: Roles are often advertised internally first before going public.
• Digital HR Systems: Platforms like Jobvite, Workable, and SAP SuccessFactors are used for end-to-end recruitment.
• No Employee Involvement Outside HR: Employees outside HR cannot post job ads or conduct recruitment.

Japan

• Centralized HR Management: Known for highly structured HR systems where only authorized HR managers handle hiring.
• Seniority and Loyalty-Based Hiring: Recruitment aligns with long-term planning; employee loyalty is a key factor.
• Formal Campus Recruitment: For fresh graduates, Japan uses structured “Shūshoku Katsudō” (job hunting activities) where companies and universities coordinate.
• No Informal Ads: Recruitment is conducted through formal company websites or job fairs, never via casual social media.
• Internal Discipline: Employees are strictly discouraged from engaging in tasks outside their job description.

Recommendations: A Governance Model for Recruitment in Bangladesh

1. Centralized Recruitment Ownership

Only HR professionals and designated recruitment officers should:

• Post job ads
• Communicate with candidates
• Coordinate interviews and selections

2. Job Posting Governance Policy

• Define standard channels for job ads: company website, or Authorized social media / Job Sites
• Discourage individual job postings using personal emails or numbers
• Monitor job ads from company social media pages with HR oversight

3. HR Skill Upgradation

• Train HR on market mapping, talent analytics, and sourcing strategy
• Introduce KPI-based performance evaluation for recruiters

4. Digital Tools and SOP Implementation

• Use ATS for resume tracking and evaluation
• Design and enforce Recruitment SOPs across departments

5. Role Clarity Across Departments

• HR handles recruitment, other departments focus on performance
• Cross-functional collaboration can exist but must be HR-led

Conclusion

The informal, unstructured, and mismanaged recruitment practices in Bangladesh’s industries have reached a critical point. Employees in operations and others departments are stepping into roles meant for HR, causing productivity losses, confusion, and weak governance.

From 2022 to 2025, personal research, interviews, and social group analysis show in pressing need for structured recruitment governance. Learning from global practices and focusing on HR accountability is essential. It’s time for industries in Bangladesh to:

• Empower HR with clear authority
• Implement technology and standards
• Re-align job responsibilities for operational excellence

By doing so, we can restore productivity, trust, and organizational discipline in workforce development across industries in Bangladesh.