A Study on Strategic Human Resource Management of

Bangladesh police

Presented as eMBA Term Paperby:

Dr. Khandokar Mahid UddinGazi Jashim Uddin

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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

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.

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IntroductionThe 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.

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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.

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.

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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

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.

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.

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

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

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,

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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

we are seeing older employees with high-level skill sets remain in the

workforce.

Aging of the Workforce

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

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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:

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

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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:

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

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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).

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

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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

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

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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

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

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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.

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.

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Bangladesh Police Medal (BPM)

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

President Police Medal (PPM)

President Police Medal (PPM) 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.

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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.

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

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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

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.

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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

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;

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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;

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.

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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

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

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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

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

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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

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.

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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

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

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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.

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.

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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

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 –

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government policy,

political stability or instability,

foreign policy,

labour law,

environmental law,

and various types of laws.

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

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great impact on the activities of BD Police. Social factors include

security& safety, crime, terrorism, women repression, dowry etc. .

Technological Factors

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

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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

branded organization.

Social status is very high.

It is a uniform service.

Social belongingness.

Strong leadership.

Salary is very poor.

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.

Political interference.

Corruption.

Harassment to the victim.

Image crisis

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There is an opportunity to

provide service to the

marginal people.

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

Differences between past and present view of HRM:

Traditional HRM Present HRM

Agency Stewardship

Control/monitoring Trust/commitment build

Information asymmetry Knowledge sharing

Unidirectionality Reciprocity

Structure-oriented Process-oriented

Behavioural consistency Cognitive reference

Fit Flexibility

Hierarchy Heterarchy

Oriented towards cost Oriented towards value

Formal rules Informal norms

HQ initiatives Subsidiary initiatives

Functionalism Cross-functionalism

Administrative 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 challenge

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BD 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.

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,

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median age is increasing and there is a rise in the contingent

workforce.

Winning the War for Talent

BD Police has already come a long way toward winning the war for talent,

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

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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

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,

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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

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

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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

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.

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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.

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,

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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,

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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