One of the most critical priorities for developing Bangladesh’s underutilised human resources is ensuring skill-based, practical education from the very early stages. For decades, our education system has largely remained theory-oriented, with relatively limited emphasis on technical and vocational training. In the past, both public and private initiatives in this sector were often fragmented and lacked strategic importance.
However, a significant policy shift emerged on April 8, 2026, when Prime Minister Tarique Rahman announced in Parliament a landmark initiative: the establishment of technical schools and colleges in every Upazila and polytechnic institutes in every district across the country. This is undoubtedly a timely and transformative decision. Building technical competence from the foundational level enables students to compete globally in the future. It also opens pathways for increased foreign employment and remittance inflows, ultimately accelerating national economic growth. Such initiatives not only strengthen public sector commitment but also encourage private sector participation in human capital development.
The global landscape today is rapidly evolving, technology-driven, and intensely competitive. The Fourth Industrial Revolution, characterised by artificial intelligence (AI), machine learning, automation, and data-driven decision-making, is fundamentally reshaping the nature of work. According to the World Economic Forum’s Future of Jobs report, by 2025, approximately 85 million jobs may be displaced globally, while 97 million new roles are expected to emerge primarily requiring advanced technological skills. In this context, Human Resource Management (HRM) is no longer confined to administrative functions; it has become a strategic partner in organisational success.
At the university level, HR education is primarily grounded in theoretical knowledge and research. Core areas such as recruitment and selection, training and development, performance appraisal, compensation and benefits, and employee relations form the backbone of modern HR curricula. According to the International Labour Organisation (ILO), effective HR practices can increase organisational productivity by 20–30 percent. Similarly, well-designed training programs can enhance employee performance by up to 25 percent. These realities are increasingly visible in Bangladesh. Sectors such as ready-made garments, telecommunications, and private banking have witnessed significant improvements in efficiency, workplace stability, and productivity due to the adoption of modern HR practices. Research by the Bangladesh Institute of Development Studies (BIDS) indicates that organisations implementing structured training, performance evaluation, and data-driven HR decision-making are more profitable and sustainable.
Despite these advancements, a clear gap persists between academic knowledge and corporate practice – commonly referred to as the ‘research-practice gap’. International surveys reveal that nearly 60 percent of HR professionals do not regularly engage with academic research. As a result, many decisions are based on experience or conventional wisdom rather than scientific evidence, which may not always yield optimal outcomes.
This gap is largely attributed to the complexity and limited applicability of academic research. In corporate environments, the urgency of decision-making often leaves little room for in-depth research analysis. Additionally, university curricula frequently underemphasise critical areas such as leadership development, change management, workplace mental health, organisational culture, and digital transformation.
There is also a notable distinction in HR practices across administrative structures. In government and academic institutions, HR functions are typically governed by formal rules, structured procedures, and institutional stability. In contrast, corporate organisations operate in a performance-driven, dynamic, and technology-oriented environment. Here, employee performance, innovation, and adaptability are highly valued, making HR roles increasingly complex and strategic.
In recent years, a new dimension of HR known as HR Analytics or People Analytics – has gained prominence. This approach leverages data to analyse employee performance, behaviour, engagement, and productivity. A report by Gartner highlights that organisations utilising HR analytics are 25 percent more effective in decision-making. Moreover, artificial intelligence is revolutionising HR functions, particularly in recruitment. Automated CV screening, AI-driven video interview assessments, and predictive performance analytics are becoming standard practices. According to a LinkedIn survey, around 75 percent of organisations worldwide are increasing their investments in HR technology.
Given these trends, it is imperative to establish a strong alignment between academic education and corporate realities. First, experiential learning must be prioritised. Internships, live projects, case studies, and simulation-based learning can provide students with real-world exposure and practical skills. Second, evidence-based HR practices should be strengthened. The integration of data, research, and technology is essential for future-ready HR management. Third, university curricula must be modernised to include digital HR, remote work management, cybersecurity, data analytics, and workplace mental health. Fourth, stronger collaboration between academia and industry is crucial. Joint research initiatives, corporate training programmes, guest lectures, and mentorship opportunities can bridge the existing gap effectively. Fifth, expanding technical education through Public-Private Partnerships (PPP) can ensure the development of a skilled workforce aligned with industry demands. This will not only reduce unemployment but also enhance productivity and economic growth.
In conclusion, surviving in the future global economy will require more than academic degrees. Practical skills, technological expertise, and innovative thinking will be the defining factors of success. A well-integrated approach that aligns academic education with corporate realities can serve as the foundation for sustainable human resource development in Bangladesh.
The writer is the Deputy Director (Faculty HR), and Former Vice President, Dhaka University Journalists’ Association (DUJA)
