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A Study on Strategic Human Resource Management of

Bangladesh police

Presented as eMBA Term Paperby:

Dr. Khandokar Mahid UddinGazi Jashim Uddin

Executive summary

This paper is prepared as a report on the human resource management of BD Police. As we enter the twenty-first century, experts continue to validate that it is the human asset, not the fixed asset that will make the difference for successful organizations. In a

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rapidly changing competitive environment, human resources are one important source of competitive advantage. Human resource systems can contribute to sustained competitive advantage through facilitating the development of competencies that are organization specific. Strategic human resource management concerns with the creation of a linkage between the overall strategic aims of organization and the human resource strategy and implementation. Technology has changed everything with great extent, the process of recruitment, the training techniques, and new equipment etc. Now it’s up to HR personnel’s to work with their functions to best manage the workforce.

In these pieces of paper we have discussed those foremost issues and challenges which are confronting to BD Police. To overcome these issues and challenges the HRM of BD Police will have to build a standard structure that allows managing all different workforce alternatives. This way the BD Police can provide better services towards people.

Introduction

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The aim of Strategic Human Resource Management of BD Police is to improve the human capital of the Bangladesh Police. Strengthened human resource management and development processes will support recruitment, promotion, transfer and development opportunities that are administered in a manner which is transparent and merit based. The way police discharge their tasks will, to a large degree, determine how people feel about their safety in Bangladesh. This places high demands on the professionalism and competences of police officers. A professional police service requires strategic direction on Human Resource Management. The selection, training, and welfare of police needs to be managed in a way which provides incentives for good performance and encourages positive morale and behavior.

There is a clear need to improve training systems and human resource management. Less than 1% of the Police budget is currently allocated to training. Nearly 75% of public respondents believed that training was necessary to improve police skills. Police personnel are also eager for greater training in crime prevention, use of computers, investigations and community partnership. More than 75% of Police believe that greater specialisation and professionalism will lead to improved police performance.

PRP is supporting efforts to strengthen the Human Resource Department at Police Headquarters to administer all human resource functions including recruitment, promotions, transfers, qualifications, travel, performance appraisal and professional development records. The Department will initiate research and generate policies, procedures and systems to ensure that positions are classified accordingly to the level and type of responsibility and job descriptions and that training options are matched to task proficiency. A strong HR department will underline the cultural expectations of the police and promote professionalism and ethical conduct.

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Overview of BD Police

The Bangladesh Police is the main law enforcement agency of Bangladesh. It is administered under the Ministry of Home Affairs of the Government of Bangladesh. It plays a crucial role in maintaining peace, and enforcement of law and order within Bangladesh. Though the police are primarily concerned with the maintenance of law and order and security of persons and property of individuals, it also plays a big role in the criminal justice system.

Motto: Peace Discipline Security Progress.

Agency overview:

Employees: 148, ooo

Legal personality: Governmental: Government agency.

Police station: 615

VISION

To provide service to all citizens and make Bangladesh a better and safer place to live and work.

MISSION

To uphold the rule of law. To ensure safety and security of citizens. To prevent and detect crime. To bring offenders to justice. To maintain peace and public order.

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Operational structure

Headquarters: 6, Phoenix Road, Fulbaria, Dhaka - 1000 Agency executive: Hassan Mahmood Khandker, BPM, PPM, ndc, Inspector General of Police

Facilities Stations: 615

The relevance of Job Characteristics Model of Job Design:

Some people are muti-tasking and multi-talented, they can do variety of work with ease and expertise, and some people aren’t, they love to do specialized work only. Some people become more productive while listening music or telling/listening jokes or entertaining stories, and some people doesn’t need anything they want to be alone and undisturbed while doing their work.

Job Design provokes an insight to understand behavioral pattern of individuals and to adjust job accordingly so that individuals could be more productive.

Job Characteristics of BD Police can be enumerated as follows:

1. Skill Variety: Number of skills needed to do variety of activities.

2. Task Identity: Identification of task, its variations and processes involved in it.

3. Task Significance: Task significance and impacts on individual’s life.

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4. Autonomy: Freedom and responsibility of the task.

5. Feedback: Feedback on performance.

Demographics of the workforce: Analysis of trends & their application on HR of BD Police

As Bangladesh Police is an age-old institution, it will face significant demographic changes over the next 20 years in the workforce.

BD Police is already seeing a reduction in the quality of potential employees, as well as greater gender, ethnic, and age diversity than at any time in the past. The lack of skilled workers for increasingly complex jobs is considered to be a major, ongoing problem. Partly as a result of this shortage of skilled labor, we are seeing older employees with high-level skill sets remain in the workforce.

Aging of the Workforce

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Key demographic trends:

Aging of the workforce

Growth in the number of women Police

Changing family patterns

Increase in unskilled workforce

Generational issues

Growth in the number of employees with childcare responsibilities

Increase in age discrimination litigation

BD Police is experiencing a demographic shift as populations age. The impact of this shift will have on the workplace is expected to be significant.

Growth in the no. of women police

Since 1976 BD Police are recruiting women Police. Now-a-days this number has increased a lot. As a result HR should consider about gender issue.

Changing Family Patterns

Another issue that will impact BD Police, along with many other aspects, is the changing structure of the family. Responsibility for both childcare and eldercare at the same time may be more common among single parents, and these responsibilities will demand a greater amount of time from those who have no one to share them with. The growing number of couples without children and single-person households is another major demographic shift. Eventually there could be fewer married workers in the workforce than single workers.

Increase in Unskilled Workforce

A lack of skilled workers over the coming decades is a key concern for BD Police

Generational Issues

Generational differences could contribute to a clash in BD Police over the coming decades. Some experts believe that the presence of these different generations at work and the growing dominance of Generations X and Y as the baby boomers begin to exit the workforce could create a cultural shift in the workplace. This is because of the following reasons:

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1. Work has become more demanding on employees.

2. Employer-employee relationships have become less hierarchical and more transactional.

3. Employers are moving away from long-term employment relationships.

4. Employees have less confidence in long-term rewards and greater expectations for short-term rewards.

5. Immediate supervisors are the most important people in the workplace.

6. Supervising employees now requires more time and skill on the part of managers.

Recruitment process & selection criteria of BD Police :

Recruitment process

The recruitment process differs according to the level of position being recruited to, and direct entry (where an applicant does not have to start at the lowest level) is possible. The educational requirements increase with rank. A minimum 4 years degree is required for Assistant Superintendent of Police, minimum bachelor degree for Sub-Inspector, and Sergeant, and for Constable, a Secondary School Certificate is required. Recruitment is conducted in the following three tiers:

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In the rank of Assistant Superintendent of Police (ASP) In the rank of Sub-Inspector (SI) or Sergeant In the rank of Constable

Selection criteria

The Assistant Superintendent of Police (ASP)

The Assistant Superintendent of Police (ASP’s) are recruited by Bangladesh Public Service Commission (BPSC) through the competitive Bangladesh Civil Service (BCS) examination. They undergo a one year long training in the Bangladesh Police Academy as Probationary ASPs. After passing from the academy, they undergo an orientation training for six months in the district level as a probationer.

Sub-Inspector (SI)

Sub-Inspectors are recruited by Police Headquarters centrally. They undergo a one year long training in the Bangladesh Police Academy as Outside Cadet Sub-Inspectors. After that they have partake in a two years probationary period in different police units.

Sergeant

Sergeants are recruited by Police Headquarters centrally. After appointment they undergo a six month long training course in the Bangladesh Police Academy, at the rank of Probationary Sergeant. After passing from the academy, they also undergo an orientation training of six months in the rank of probationer.

Constable

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Constables are recruited in the district level. They undergo a six month long training in the Police Training Centre as a Trainee Recruit Constable (TRC).

Growth in the Number of Employees with Childcare Responsibilities

In BD Police, the number of women of childbearing age in the workforce and the number of children under five years of age are expected to rise gradually over the coming decade . This indicates a likely increase in the number of employees with childcare responsibilities.

Increase in Age Discrimination Litigation

BD Police are expecting an increase in age discrimination litigation as a result of greater numbers of older workers in the workplace.

Increase in the Number of Individuals with Disabilities

Risk of many different kinds of disabilities increases with age, so an increase in the number of elderly across the industrialized world will likely also mean a rise in the number of individuals with disabilities. This may be particularly true in BD Police where levels of chronic disease are higher than in many other institutions. BD Police will need to step up efforts to bridge the digital divide between individuals with disabilities and an increasingly technology-driven workplace. In many cases, technology already exists that can enable individuals with disabilities to participate fully in the workplace. It will be up to HR practitioners to build this awareness in their organizations.

Demographic Changes: Implications for BD Police

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BD Police have to determine to what extent these demographic trends will impact their organization. BD Police should take the following initiatives for facing demographic changes:

Investing more in training and development to boost employee skill levels

Succession planning Training to recognize and respond to generational differences Bringing retirees back into the workforce Offering customized benefits packages to employees Conducting studies to determine projected demographic

makeup of organization’s workforce Conducting studies to determine projected retirement rates in

the organization Changing employment practices to address the issue of

discrimination against individuals with disabilities Offering employment options designed to attract or retain

semiretired employees. Offering employment options designed to attract and retain

Generations X and Y Changing employment practices to address the issue of age

discrimination Changing employment practices to address the issue of racial

discrimination Offering language courses for employees Changing employment practices to address the issue of

discrimination based on sexual orientation Changing health and safety policies to reflect changing

language needs of the workforce Changing employment practices to address the issue of

discrimination based on ethnicity

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Changing employment practices to address the issue of gender discrimination

Changing employment practices to address the issue of religious discrimination

Offering language courses. Changing health and safety policies to reflect the aging of the

workforce Using retirees as mentors

Effectiveness of BD Police and strategic HR:

HRM needs to achieve the following strategic goals in order to gain and sustain the goals, mission and vision of BD Police:

to invest in people through the introduction and encouragement of learning processes designed to increase capability and align skills to organizational needs,

to ensure that the organization identifies the knowledge required to meet its goals and takes steps to acquire and develop its intellectual capital,

to define the behaviours required for organizational success and ensure that these behaviours are encouraged, valued and rewarded

to encourage workforce to engage wholeheartedly in the work they do for the organization,

to gain the commitment of people to the organization’s mission and values.

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Regulating physical appearance: Dress code, height/weight restriction

Dress code

Bangladesh Police is a uniform service. Employees of BD Police must wear uniform during discharging his/her duties. The uniform is different for various types of Police like District Police, Metropolitan Police, Railway Police, Highway Police, SWAT Police, APBn. etc.

Height/weight restriction

For ASP: Minimum 5’ 4” for male and minimum 4’ 10” for female. There is no weight restriction.

For SI and Constable: Minimum 5’ 6” for male and minimum 5’ 2” for female. There is no weight restriction.

Reward for BD Police:

Police medals are awarded every year in the annual Police Week Parade. They are awarded both for bravery and service.

Bangladesh Police Medal (BPM)

Bangladesh Police Medal (BPM) Bangladesh Police Medal - Service (BPM-Seba)

President Police Medal (PPM)

President Police Medal (PPM)

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President Police Medal - Service (PPM-Seba)

Ethics in HR of BD Police: An examination of key issues

The human resources function deals with a variety of ethical challenges; being the department that deals directly with people, HR includes numerous ethical pitfalls that can damage reputation if not handled properly. The importance of ethics in human resources is crucial for BD Police. But the HR practices of BD Police are not satisfactory for the following unethical practices:

Recruitment:

In case of Sub-Inspector and Constable, most of the cases recruitments are being completed by taking bribe without considering the merit. In case ASP the level of corruption is very minimal.

Promotion:

Most of the cases employees are not getting promotion in right time. Promotion is being given based on either political favour or by taking bribe.

Transfer:

Transfer is being done either on the basis of political favour or by taking bribe. The employees who are enough capable are not getting posting in the right place because they do not have political power and adequate money.

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Training:

Employees are not getting training equally. Some employees are getting training frequently.

Training and development

In-country training

Assistant superintendent of police (ASP)

The Assistant Superintendent of Police (ASP) are recruited by Bangladesh Public Service Commission (BPSC) through the competitive Bangladesh Civil Service (BCS) examination. They undergo a one year long training in the Bangladesh Police Academy as Probationary ASPs. After passing from the academy, they undergo an orientation training for six months in the district level as a probationer.

Sub-Inspector

Sub-Inspectors are recruited by Police Headquarters centrally. They undergo a one year long training in the Bangladesh Police Academy as Outside Cadet Sub-Inspectors. After that they have partake in a two years probationary period in different police units.

Sergeant

Sergeants are recruited by Police Headquarters centrally. After appointment they undergo a six month long training course in the

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Bangladesh Police Academy, at the rank of Probationary Sergeant. After passing from the academy, they also undergo an orientation training of six months in the rank of probationer.

Constable

Constables are recruited in the district level. They undergo a six month long training in the Police Training Centre as a Trainee Recruit Constable (TRC).

Police personnel is trained on various issues and subjects related to operational, management and leadership, including:

Crime Prevention and Community Safety; Gender; Communication, psychological background on victims of crime; Crime Scene Management; Criminal Intelligence Analysis; Forensic Awareness; Generic Murder Investigations; Train The Trainer’ (TTT); Effective Media Relations; and Human Trafficking Investigations.

List of Training Institutions

Police Staff College, Dhaka Bangladesh Police Academy, Sardah, Rajshahi Police Training Centre, Tangail Police Training Centre, Rangpur Police Training Centre, Khulna

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Police Training Centre, Noakhali Detective Training School (DTS), Rajarbagh, Dhaka Forensic Training Institute, Malibagh, Dhaka Special Branch Training School, Malibagh, Dhaka Police Peacekeepers' Training School, Rajarbagh, Dhaka Police Special Training School (PSTS), Betbunia, Rangamati Traffic and Driving School (TDS), Mill Barrack, Dhaka Motor Driver Training School (MDTS), Jamalpur Telecommunications Training Center, Rajarbagh, Dhaka Dhaka Metropolitan Police Training Academy, Rajarbagh, Dhaka Rapid Action Battalion Forces Training School, Gazipur Armed Police Battalion Training School

Moreover there are in-service training centres in different districts.

Overseas Study Tour/Conference & training

A number of study visits and conferences were organized in overseas to identify regional and international best practices and capacity building. :

International Commanders Programme (ICP) in UK; Executive Leadership Programme at the Australian Institute of

Police Management in Sydney; Crime Intelligence Analysis course in UK; Training on “Making Governance Gender Responsive” in Manila,

Philippines; Training on Internet as an Investigation Tool at Canadian Police

College, Canada; Study visit to Hong Kong, Thailand, Singapore and Sri Lanka to

have an exposure of training facilities;

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Study Visit to Japan and Thailand to establish further cooperation between Bangladesh and Japan in the area of law enforcement and to meet with INTERPOL officials in Bangkok;

Visit to Bangkok to attend South East Asia Heads of THB Unit meeting;

Study visit to Australia to have an exposures of current investigation practices; Conference on UN GIFT (Global Initiative to Fight Human Trafficking) at Vienna, Austria;

Conference on TETRA Systems at Hong Kong. SWAT training in America.

Up-gradation of Training Courses

A number of training courses have been up-graded and re-developed for Bangladesh Police including:

Constables’ Qualification Program Detective; Latent Fingerprint; Scene Of Crime Officers (SOCO); Forensic Awareness; Crime Scene and Personal Photography; and Course for Judges and Prosecutors; Basic ICT; Effective Media Relations.

UN Civ Pol Peace keeping training

Police Training Center (PTC), Tangail has been identified as the location for a dedicated UN-Training-Facility, to enhance capacity for

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the participants of BP for UN peacekeeping missions considering their greater involvement. The existing CIVPOL training course has been reviewed. Procurement of equipment for the training center is underway.

Generation differences: Challenges for BD Police:

Generation is a group of people who share a common range of birth dates, normally 18 years and who share a common set of experiences.

Characteristics:

Generations are influenced by its periods economic, political, and social events, which later influences and shapes our decisions and actions.

Generations have a lot in common but small differences can lead to conflict at work.

Members of each generation bring distinct sets of values, attitudes, and behaviors to the workplace, largely as a result of the era in which they grew up in.

Differences with values, ideas, ways of getting things done and different ways of communicating.

Challenges:

Accommodate employee differences

Learn all you can about them, work to meet their specific needs and serve them according to their unique preferences. Generational competence — the ability to understand, appreciate and meet the specific needs of different generations.

Create workplace choices

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Allow the workplace to shape itself around the work being done, the people being served and the people who work there.

Operate for a sophisticated management style

Give those who report to you the big picture, specific goals and measures. Give them feedback, rewards and recognition as appropriate.

Respect competence and initiative

Treat everyone as if they have great things to offer and are motivated to do their best. Hire carefully to assure a good match between people and work.

Nourish retention

Offer lots of training—from one-on-one coaching sessions, to interactive computer-based classes, to an extensive and varied classroom curriculum. Encourage lots of lateral movement and broader assignments.

Gender issue and EEO Act:

The Bangladesh Police have made concerted and comprehensive efforts make the gender issue pivotal and important at its recent endeavours. Training, raising awareness for the promotion and protection of gender and increased interest to recruit women in Bangladesh Police are a few of the PRP`s initiatives that have been rendered to Bangladesh Police.

Under capacity development intervention, the PRP recently organized a Training of Trainers for 20 instructors in the rank of Sub-Inspector and Assistant Sub-Inspector of different Police Training School in

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Bangladesh.

The course was entitled gender sensitive policing and organised at the Detective Training School, Dhaka. Ms. Mily Biswas, Additional Commissioner of Dhaka Metropolitan Police and DIG inaugurated the session along with senior police officers and PRP officials who attended as special guests. PRP Gender Expert, Ms. Fawzia Khondker Eva, was the core facilitator of the training.

The training covered the current situation of women in Bangladesh, the difference between sex and gender, the root causes of the unequal relationship between men and women as well as violence against women.

It is noteworthy to mention that the PRP has developed a module on Gender Sensitive Policing to train master trainers who, in turn, will be equipped to carry out gender sensitivity training in Bangladesh Police.

The master trainers then train other police personnel without PRP`s direct intervention which paves the way to ensure a sustainable development and ownership within the Bangladesh Police. This module will act as a guideline for future training. It is noted that the PRP has already trained 96 trainers at thana level followed by a gender orientations for the field level for employees of Bangladesh Police.

It is widely acknowledged that women are under-represented in law enforcement in Bangladesh. The Bangladesh Police have responded by prioritising the recruitment of an additional 3000 female police in the Strategic Plan 2008-2010. Increased representation of women in the Bangladesh Police is critical to sustain reform. For example, the retention and effective deployment of women police is linked to the

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sustainability of the crime prevention and community policing outcomes as more female investigating officers will likely encourage more women to assist police with investigations and prosecutions. All support to this Outcome will be consistent with Bangladesh Police policies and regulations.

The PRP follow-up survey demonstrated overwhelming public support (90%) for women to work in the police service. Over 40% of the respondents felt women should comprise half of the police force. PRP will support the Bangladesh Police to get closer to the LDC average of around 8% women’s representation in the police service.

PRP will support efforts to develop a Women in Policing Strategy, which will include a comprehensive plan to actively recruit women at all levels. PRP, under Outcomes 2 and 4, will assist with infrastructure development at selected training institutions and Thana to provide women with appropriate accommodation and facilities. PRP will also assist with training of women police for specialist roles and positions of leadership. This will support efforts to make policing a feasible career option for women. Overseas management and leadership courses will also be supported.

PRP will assist Bangladesh Police women and men to provide training on how to work effectively with women (whether as colleagues or clients), in a non-discriminatory and equitable way. Policies and procedures in the Bangladesh Police will be reviewed and updated to ensure they are gender sensitive and non-discriminatory. Support to develop modular, competency-based training on domestic violence, sexual assault, child abuse and child victims, victim management and interviewing techniques will also be provided.

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Further support will also be provided to the Bangladesh Police Women’s Network to expand their communication networks both nationally and internationally, strengthen their capacity to contribute to policy and decision-making, and raise awareness.

This Outcome places a strong emphasis on raising awareness and victim support; particularly for women, children, poor and vulnerable groups. The Victim Support Centre model will be expanded through the establishment of up to 6 additional Support Centres. The Bangladesh Police will need to meet recurrent costs for these Centres to be successful so this will need careful planning and to be linked to the Police budget. Partnerships with NGOs and other government agencies will be further strengthened to build victim support networks and referral mechanisms to streamline access to justice, social and medical supports.

PRP will support efforts to develop a victim referral system so it can be extended in all Thana. In addition the partnership with relevant government agencies and UN agencies to improve Juvenile Justice in Bangladesh will continue. PRP will continue to support the development of a Juvenile Justice Strategy and to work with the police to respond to the needs of juveniles in conflict and contact with the law through identified pilot initiatives.

Key outputs:

1. The participation of women in Bangladesh Police is increased at all ranks, and progressively more women are represented in positions of authority;

2. Gender awareness increased; and

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3. Improved victim support services.

PESTEL Analysis of BD Police:

A PESTEL analysis is a framework or tool used by organization to analyze and monitor the macro-environmental factors that have an impact on an organization. The result of which is used to identify threats and weaknesses which is used in a SWOT analysis.

Political Factors

These are all about how and to what degree a government intervenes in the functioning of the BD police. This can include –

government policy, political stability or instability, foreign policy, labour law, environmental law, and various types of laws.

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It is clear from the list above that political factors often have an impact on BD Police and it needs to be able to respond to the current and anticipated future legislation, and adjust their policy accordingly.

Economic Factors

Economic factors have a significant impact on BD Police. Factors include – economic growth, interest rates, exchange rates, inflation, disposable income of consumers and businesses and so on.

Social Factors

Also known as socio-cultural factors, are the areas that involve the shared belief and attitudes of the population. These factors have a great impact on the activities of BD Police. Social factors include security& safety, crime, terrorism, women repression, dowry etc. .

Technological Factors

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We all know how fast the technological landscape changes and how this impacts the way we provide our services to the people. Technological factors may affect BD Police in the following ways:

Recruiting Training Performance management Data storage & retrieval

Environmental Factors

These factors also affects the functioning of BD Police. These includes what service people are demanding from police. Police personnel should be recruited, trained and managed according to the demand of the society, state or country.

Legal Factors

Legal factors include - health and safety, equal employment opportunities, gender discrimination, human rights etc. It is clear that BD Police need to know what is and what is not legal regarding human resource management.

SWOT analysis of BD police:

The SWOT analysis enables us to identify the positive and negative influencing factors inside and outside of an organization. The key role of SWOT is to help develop a full awareness of all factors that may affect strategic planning and decision making, a goal that can be applied to most any aspect of industry.

SWOT analysis of BD Police is as follows:

Strengths Weaknesses BD police is an age old Salary is very poor.

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branded organization.

Social status is very high.

It is a uniform service.

Social belongingness.

Strong leadership.

Risky working condition.

Poor promotion scope.

Inefficient employee.

Absence of modern weapons.

Absence of modern technology.

Poor logistic support.

Lack of compensation.

Opportunities Threats

Opportunity to work abroad in UN Mission.

New posts are created continuously.

Huge promotion scope will be created in the coming future.

Opportunity to work with international police.

There is an opportunity to provide service to the marginal people.

Political interference.

Corruption.

Harassment to the victim.

Image crisis

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HR of Bangladesh Police in the 21st. Century: Challenges for the future:

Differences between past and present view of HRM:

Traditional HRM Present HRMAgency StewardshipControl/monitoring Trust/commitment buildInformation asymmetry Knowledge sharingUnidirectionality ReciprocityStructure-oriented Process-orientedBehavioural consistency Cognitive referenceFit FlexibilityHierarchy HeterarchyOriented towards cost Oriented towards valueFormal rules Informal normsHQ initiatives Subsidiary initiativesFunctionalism Cross-functionalismAdministrative spirit Entrepreneurial spirit

Based on the above discussion the challenges of BD Police in the 21st Century can be enumerated as follows:

Being the Employer of Choice

Becoming and remaining an employer of choice is the top-ranking HR-related challengeBD Police is facing today. Employees need a culture, a place in which to grow and feel good about their surroundings. BD police should be concerned with providing potential, current and even past employees with this environment.

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Delineating the Culture:

Organization’s culture is a dramatic force behind every employer of choice. Unique to each organization, culture has many drivers, such as the organization’s leadership or the product or service produced. At the very least, BD Police should be the designated

keeper of the corporate culture. At its best, BD Police can be instrumental in creating or maintaining a culture that is truly great. An identifiable culture attracts employees, gives them a sense of purpose and offers a basis for participation in decision-making.

Using Branding to Promote Culture:

Branding promotes culture. BD Police must develop a compelling brand image for the workforce.

Staying Attuned to Changing Demographics:

The workforce has changed and will continue to do so. BD Police should recognize and understand the dynamics of the “new workforce,” where for the first time four distinct groups of workers work together under one virtual roof. The over-50 baby-boomers lend themselves to loyalty and sacrifice, those in their 40’s believe hard work will take them to the top, 30-somethings seek a balance between work and home, and new workers in their 20’s are realists wired for technology. However, today’s employees are even now experiencing a metamorphosis. The role of women and other minorities is expanding, median age is increasing and there is a rise in the contingent workforce.

Winning the War for TalentBD Police has already come a long way toward winning the war for talent,

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which is another significant HR challenge. Recruiting and Retaining Over Time:Given suitably competitive offerings with respect to compensation, culture is an organization’s number one recruitment and retention tool. This is also a challenge for BD Police.

Leveraging an Indispensable Player: Technology

Meeting today’s HR challenges would be impossible without technology, a critical practice in and of itself. Most people want to work for companies that have good technology. For example, college graduates accustomed to using the internet for their work, research, thesis, and case studies expect the latest technology on the job. Given the widespread availability of technology, an organization lacking in this component will not qualify as an employer of choice for the emerging workforce.

Establishing Self-Service and Collaboration:

People want to work for and stay at companies that empower them to do their jobs, and selfservice and collaboration do exactly that. Employee self-service makes HR and other work-related transactions easily accessible 24/7, granting increased workforce autonomy and lightening the HR administrative load.

Cultivating Leadership:

Loyalty to a single organization is rapidly becoming a thing of the past. While culture attracts a new hire, the reason an employee stays on is because the working environment is challenging and meaningful, engendering growth and development. The number one reason an employee leaves an organization is lack of respect of the immediate supervisor. The culprit is the aging workforce, which causes

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organizations to promote younger individuals before they might be ready to be managers.

Incorporating Flexibility and Adaptability:

For years organizations have been moving away from hierarchical, structured environments because they are neither effective for organizing nor comfortable for employees. BD Police needs to mirror this movement by allowing employees — particularly managers — to be flexible, adaptable, and nimble. For example, instead of restricting a creative requisition that strays from an exact, predefined job description and salary range, BD Police can allow for variances that fit special circumstances.

The impact of information technology on HR management of Bangladesh Police: opportunities & challenges

Technology has changed the world many times over. In the Information Age, the advent of computers and the Internet has increased that impact significantly. Many organizations cannot even function without the use of computer technology. This impact is seen in nearly all areas of organizations, including human resources, where technology continues to have a significant impact on HR practices.

Recruiting

One way in which human resources of BD Police has been significantly impacted by technology is in the area of recruiting. Before the Internet, They had to rely on print publications, such as newspapers, to post jobs and get prospects for open positions. Other methods such as networking also were used, but they did not have the ability to post a job in one or more locations and have millions of people see it all at

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once. Technology has made recruiting more efficient and, in the hands of the right recruiter, more effective as well.

Training

Information technology makes it possible for human resources professionals to train new staff members in a more efficient manner as well. The ability to access company information and training programs from remote locations eliminates the need for trainers to work directly with new hires on all training. Some interaction will always be necessary on some level, of course, but training in virtual classrooms makes it possible for the HR professionals to train a large number of employees quickly and to assess their progress through computerized testing programs.

Data Storage and Retrieval

Human resources professionals generally process a considerable amount of paperwork and also have to keep much of that paperwork on file for a considerable period of time. The use of electronic imaging has made it possible for BD Police to store and retrieve files in an electronic format. Technology also makes it possible for human resources professionals to simply print the forms that are needed for employees. Printing on demand eliminates the need to dig through an endless number of files in the file cabinet to find what is needed.

Performance Management

Enhanced performance management is another byproduct of technological improvement.BD Police can use computer technology to assess employee performance and also to get employee feedback to be used for the betterment of the organization. Various software programs make it possible for BD Police to examine employee performance using metrics to ensure that employees are meeting

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performance standards. Employees that don't measure up can be subjected to additional training or let go in favor a replacement who can come in and do the job.

Recommendation:

HR department of BD Police should be transparent and accountable in respect of recruitment, promotion, transfer, training etc.

Salaries of the police force as a whole should be increased to a satisfactory level so that they can live in the society with pride and dignity bearing in mind that ‘The necessity knows no bounds.’ At the same time tougher measures [such as exemplary punishment for illegal means/methods keeping in mind the theory of deterrence] should be introduced against corruption and bribe.

Employees of BD Police need more training. Better training will improve the professionalism and performance of the police, including increasing awareness of human rights and police responsibilities.

Employees of BD Police should get compensation for extra hours duty.

Modern technology should be assemble in the HR department of BD Police.

Police should not only be given physical trainings, but they should also be trained intensively and extensively on morality and human rights.

Police should be given proper resources that are appropriate/suitable to the modern times and their dress and its colour should be reformed in such a way that could command respect of the wider public.

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Appointment and promotion within the Police Service should solely be based on merit, performance and experience as opposed to nepotism, regionalism and party affiliation or belongings.

Policy level and operational level must clearly be marked/set and the police should be given absolute responsibility to deal with all operational matters without any political interference.

Code of Ethics should be introduced. Review operational roles and deployment of staff to ensure the

maximum and efficient use of all police and to potentially reduce workloads, ensuring compensation for additional hours performed.

Training plans based on training needs analysis (incorporating competency profiling and skills audits) and in line with the organization’s strategic plan, need to be drafted and implemented, resulting in annual training for all officers.

Equal employment opportunity should be implemented. Health and safety issues should be considered. Financial budget for Human resource department of BD Police

should be increased.

Conclusion:

Based on the discussion in the previous pages about dominant issues and challenges which are facing by HRM of BD Police, the first and foremost work by the HR of BD Police is to develop sound organizational structure with strong interpersonal skill to employees, and also to train employees by introducing them the concept of global human resource management to perform better in the global organization context. All these issues and challenges like work force diversity, leadership development, change management,

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organizational effectiveness, Globalization, succession planning and compensation etc. can be best management by HR of BD Police when it will work with HR practices, such as rigid recruitment and selection policy, division of jobs, empowerment, encouraging diversity in the workplace, training and development of the work force, fostering innovation, proper assigning of duties and responsibilities, managing knowledge and other functions as are shown. In a nutshell when HR works enthusiastically by keeping all the practices in mind, competitive advantages can thus be accomplished, the value of human resource can be improved, organization efficiency can be enhanced, and the organization will sustain to survive.

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