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 &… Read more: Case Study: Unstructured Recruitment Practices in Bangladesh Industries – A Call for Governance and Role Clarity in HRM

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… Read more: Case Study: Establishing Recruitment Discipline and Long-Term Talent Strategy in the Lingerie Industry

From Worst to Best: A Case Study on Effective Leadership and Team Transformation in a Lingerie Garments Factory in Bangladesh Introduction In the dynamic and labor-intensive environment of the garment industry, leadership often makes the critical difference between chaos and cohesion. This case study highlights the remarkable transformation of two underperforming sewing lines in a… Read more: Case Study: Transforming Dysfunctional Sewing Lines into High-Performing Teams through Compassionate Leadership

In a rapidly evolving and highly competitive sector like the garments industry of Bangladesh, leadership and vision play a pivotal role in driving growth, attracting talent, and retaining buyers. But what happens when leadership turns toxic and suppresses innovation and integrity? The story of Mr. Azim (pseudonym), a former Merchandising Manager at a renowned garments… Read more: When Leadership Fails: A Case Study on Toxic Culture and Talent Drain in the Garments Industry

Background In 2022, Mr. Bairan (pseudonym) joined a large textile manufacturing company as a HR Manager, reporting to the Vice President (VP), Mr. Obaydullah (pseudonym) . The company had over 4,000 employees and included a self-contained farm that provided fish, eggs, ducks, vegetables, and fruits. While the farm was originally intended to benefit all employees,… Read more: “Transparency vs. Treachery: A Case of Conflict Management and Office Politics in a Textile Manufacturing Firm”