power plant with contracted capacity of 414MW has been constructed under joint venture agreement

with M/s Sembcorp Utilities Pte Ltd, Singapore. Sembcorp North-West Power Company Limited
(SNWPCL) under joint venture arrangement with CMC, China and Sembcorp Utilities Pte Ltd, Singapore
respectively. NWPGCL holds 50% and 29% ownership in BCPCL and SNWPCL. NWPGCL has developed
another strategic alliance with M/s Sembcorp Utilities Pte Ltd, Singapore. As a consequence, they
formed another Joint Venter Company (JVC), namely – Sembcorp North-West Power Company Limited
(SNWPCL), which was registered with the Registrar of Joint Stock Companies and Firms, Bangladesh on
07.01.2016. This Company has already implemented Sirajganj 400 MW (±10%) Combined Cycle Power
Plant at the Sirajganj Power Generation Hub

Singapore-based energy firm Sembcorp Industries (Sembcorp) on

Wednesday said its first thermal power plant in Sirajganj of
Bangladesh has successfully commenced full commercial operations.
The $412 million dual-fuel power plant is located at Soydabad in
Sirajganj and has a contractual capacity of 414 megawatts. The
Sirajganj Unit-4 combined-cycle gas turbine project is Bangladesh's
first public-private partnership power plant backed by foreign
investment. 
"It is primarily gas-fired, with high-speed diesel as its back-up fuel. It
was developed, and is owned and operated by Sembcorp North-West
Power Company, a joint venture that is 71 per cent-owned by
Sembcorp Utilities and 29 per cent by Bangladesh's state-owned
North-West Power Generation Company," the firm said in a press
release on Wednesday.
The plant supplies power to Bangladesh Power Development Board
under a 22-year power purchase agreement.
Sriram Narayanan, head of Sembcorp’s global gas & power business,
said, “The successful completion of Sirajganj Unit 4, Sembcorp’s first
power plant in Bangladesh, is a significant milestone for the Group. I
would like to congratulate our team on the ground, and also thank our
partner, North-West Power Generation Company, the government of
Bangladesh, our lenders and the local community, for their valuable
support. Now that the plant has come onstream, it is set to provide an
efficient, reliable supply of energy to meet Bangladesh’s growing
power demand, supporting the country’s development for years to
come.”
The commencement of the plant's full commercial operations is not
expected to have a material impact on the earnings per share and net
asset value per share of Sembcorp Industries for the financial year
ending December 31, 2019. The CCGT began its first-phase
operations in single-cycle mode in October 2018.

Skills All HR Managers Must Have

Human resource is a discipline that requires leadership and management training necessary to build
the skills that business executives are looking for. HR professionals who have a deeper knowledge of
relevant areas and more practical skills generate more opportunities in the corporate world. The
following are the fundamental skills every HR manager must have.

Communication skills

As an HR management practitioner, you must be able to express yourself clearly, both in oral and
written communication. The human resource field requires a lot of talking as the team is in charge of
recruitment that entails a series of interviews. Aside from that, the human resources manager deals
with a lot of people day in and day out, listening to their issues whether work-related or not.
Through these interactions, he or she gains the trust and confidence of the employees, thereby
improving interrelationships in the workplace. The human resources manager also designs and
produces the policy handbooks and releases memos for the benefit of all the employees, which calls
for the need of good writing skills.

HR professional is the link between the business and the employee. On the one hand, you are
an activist for employees, and on the other hand, you represent the employer.

In addition to this role, you are also a source of information for employees. When they
have questions regarding taking a day off or any other employment issue, they will come to
you. Being able to efficiently handle their questions and complaints is key to most
generalist roles. The ability to communicate formally and informally, and in different ways –
such as written, electronic and oral communication, is essential.

Organizational skills
Human resources management entails a lot of functions including but not limited to recruitment,
training, performance appraisals, individual development plans, and employee relations. An HR
manager oversees all these functions and must have a systematic way of going through all the
processes. For example, there must be a standard employee training platform for each role in the
organization. On the other hand, HR involves a lot of paperwork that must be filed systemically such
as employee profile and legal documents. With all the processes and administrative tasks involved,
keeping organized will help increase your efficiency as an HR manager, being able to handle multiple
tasks simultaneously.

Decision-making skills
There is a lot of decision making involved in HR. One good example is during the recruitment process
where he or she has to decide whether an applicant is the right fit for the role or not. Recognizing
good talent is not something you can easily learn. It requires strategy, experience, and intuition. This
is something an HR manager must have. Another instance is when facing the dilemma of downsizing.
It will be part of HR's role to get the message across efficiently even in the midst of a crisis. As such,
all human resources managers must be sound decision makers to support critical organizational
functions like these.

Training and developmental skills

Another function of human resources is training and development. HR managers are responsible for
giving employees development opportunities in order to maximize performance and increase value.
Organizing sessions on leadership and management training, for example, will provide more diverse
skills to the employees. This allows them to assume added tasks and support their career growth at
the same time.

Budgeting skills
Compensations and employee benefits packages all go through the HR department. The same goes
with training and development, social activities, performance appraisals, etc. These activities have to
be incorporated into their organization's strategic planning and budgeting, taking into account each
department's projects and their individual functions. The primary role of the HR manager is to limit
expenditures and not overspend on unnecessary activities.

Empathetic skills
The HR team deals with a lot of people and their concerns, from workload to salary complaints to
conflict resolution in the workplace. As a human resource management professional, you need
emotional intelligence and empathetic skills to ensure you understand where the person is coming
from before you make any judgment. It could be that the employee just needs to get something off
his chest and only needs a listening ear. Or he might be airing his grievances so he can get help.
Whatever the case, it is the HR manager's responsibility to listen to the employees and ensure he or
she got his or her message across clearly.

Proactivity
Proactivity is often considered more of a personality trait than a skill. However, it is

certainly something you can develop over time. As an HR professional, you are the

connection between the employer and the employee, therefore proactivity can help

you in spotting potential problems early and preventing them from escalating.

In line with this, proactive Human Resource Management is preferred instead of

reactive HRM. To be proactive as an HR professional you must stay informed about

current and emerging trends across not only HR but also technology and work

culture. Additionally, HR skills training should be a continuous part of your career

development.  

Proactive and strategic HRM helps to plan and align the core HR tasks in a way that

offers the most value to the business.

Advising
One of the key HR skills is advising different stakeholders. You need to be able to

advise both employees, line managers, and senior managers on personnel issues.
These issues can be operational, for example creating a reintegration plan for an

employee or helping a senior manager with the formulation of an email to the

department. More tactical issues are the organization of and advising in

restructuring efforts. Strategic advice involves the alignment of HR practices to align

more with the business.

This advice also has to be communicated. This is where the previously mentioned

communication skills and coaching skills come in.

Recruitment and selection

Another often mentioned HR skill (obviously) involves recruitment and selection.

Finding qualified candidates, selecting the best, and exploring if there’s a match

between the candidate, the company (culture), and the manager is one of the most

important HR tasks.

A substantial part of recruitment and selection is interviewing candidates. One of

the competencies of an HR manager is ensuring that the recruitment and selection

process is fair. In many countries, there are legal requirements for employers to

treat all candidates equally. For example, in Britain, the Equality Act (2010) seeks to

prevent discrimination across a range of factors including age, gender, and

sexuality. Many companies will also have internal targets for diversity across the

workforce. 
Intercultural sensitivity and
language skills
This HR skill depends on the specifics of the organization. Especially for larger

multinational companies, intercultural sensitivity is a must. When you’re in touch

with managers and employees in different countries, you need to be aware of

intercultural differences.

For example, practices for managing and retaining people can differ tremendously

between cultures. In India, it is common to get a promotion every single year, while

in the Western world this happens on average every 3-5 years.

Similarly, it is not uncommon for Chinese workers to travel to their birthplace for

Chinese New Year and – unannounced – never come back to your factory in the

new year because they are now working somewhere else.

These cultural differences will impact how you try to hire, retain, and promote

people. There are also communication differences concerning evaluating people.

Israelis, Russians, and the Dutch are very direct whereas Japanese and Southeast

Asian countries are much more indirect.

Using the wrong communication style may result in your message not being

perceived as important – or risks offending people from more indirect cultures.

Employees from nations that favor indirect communication, will require contextual

clues within the communication. 

10. Analytically driven and
oriented
Skills related to data-driven working and analytics have emerged rapidly in the last

five years. Most HR generalists are now required to be analytically-driven and

oriented. The competencies of an HR manager must include being able to

understand key HR metrics. This includes metrics such as recruitment, engagement

and retention, and employee value and performance. Having some knowledge of

Excel will be of great advantage. 

There’s a push through all departments to leverage the power of data analytics to

make better decisions. This can involve the use of complicated predictive analytics

on HR data, or the much simpler use of data to make better decisions. The latter is

often referred to as evidence-based HR.

11. HR reporting skills

As part of being more analytically driven and oriented, HR reporting skills are

increasingly required too. These skills include the ability to create, read, and

interpret HR reports using data coming from different Human Resource

Information Systems.

Reporting on key metrics is key to advising managers and employees, creating

better people policies, and making otherwise more evidence-based decisions.

12. Teamwork
Teamwork is one of those HR skills that is imperative. As an HR professional, you’re

expected to work together with your colleagues in HR and with managers in the

organization. Working together internally by actively aligning HR activities benefits

both the organization and HR.

Wrapping up
Well, there you have it, a concise overview of the 12
most sought-after HR skills. HR generalists should
not let these crucial skills become stagnant. To stay
at the top of your performance, you should be
continually seeking to improve your skills. This
wWhat is Strategic Human
Resource Management? A
definition
Strategic Human Resource Management is a combination of Strategy and Human

Resource Management (HRM). According to Storey (1995), HRM is a distinctive

approach to employment management which seeks to achieve competitive

advantage through the strategic deployment of a highly committed and capable

workforce, using an integrated array of cultural, structural and personnel

techniques.
This is a complex and descriptive definition. It states that Human Resource

Management involves the use of different techniques. These include:

 Personnel techniques, like the hiring, promoting and rewarding of

employees;

 Structural techniques, like organizational design; and

 Cultural techniques, like building and maintaining high-performance work

cultures.

According to Storey, the goal of this all is to achieve a competitive advantage. A

competitive advantage is what distinguishes an organization from its competitors.

The second part of the definition is about “strategic deployment”. Let’s zoom in on

strategy.

Strategic Human Resource Management became increasingly popular in the

2000s. This was triggered by Dave Ulrich’s challenge for the HR profession. HR had

become “often ineffective, incompetent, and costly; in a phrase, it is value sapping”.

till equip you to lead your HR department, and organization, to excellence.

According to Ulrich, HR needed to become value adding – and thus more strategic.

This means that HR needed to become a better fit with the business strategy in

order to provide value.

Strategic HRM is the result of this call to action. It aims to align the focus of HRM

with the focus of the business. As such, strategic HRM is all about achieving

business objectives through smarter Human Resource Management.

5 Steps to Make Impact with

Strategic Human Resource
Management
The question is now how to make an impact using Strategic Human Resources

Management. In this section, we will list five tips to make an impact with

truly Strategic  HRM.

1. Creating a Human Resource strategic plan that

follows the business
The first step towards making a strategic impact with Strategic HRM is to create an

HR strategic plan. Remember, Strategic HRM follows the business. This means that

the HR strategy should follow the broader business strategy.

We can write an entire article on how to create an HR Strategy – and that’s exactly

what we did, you can find it by clicking the link. It boils down to a few steps.

First, you need to understand the broader business strategy. Then, you need to

align what we’re doing in HR with this business strategy. The HR strategy should

aim to build the capabilities that are defined in the business strategy.
If the business strategy is one of cost leadership, where the aim is to minimize

costs, the HR strategic plan will be different then when the business strategy is one

of differentiation, where the product is unique and more expensive. In these cases,

the HR strategy and subsequent policies will be very different.

2. Aligning HR activities
Once the HR strategy is set, the real work starts. All HR activities should be aligned

with the HR strategy. These include recruitment, selection, performance

management, compensation and benefits, organization and function design, and

more.

All these activities should be aligned with each other.

For example, the qualities that you evaluate someone’s performance on should also

be the criteria you use to hire people. In addition, these should also be the qualities

you look to develop in your workforce. This way hiring, performance evaluation,

rewards, and learning and development all align with what the business strategy is

trying to achieve.

In research, these groups of HR practices are referred to as bundles. An example of

such a bundle is employee retention, which is associated with several HR practices,

including good job design, employee involvement, and equal opportunities (Guest

et al., 2006).
Another bundle is innovation. Innovation is associated with performance appraisal,

employee involvement, teamworking, job design, training and development, and

provision of information.

Aligning these HR practices with each other will create a compound effect and help

in achieving the business strategy. This is what makes HRM truly strategic.

3. More emphasis on data

One of the key requirements of making an impact with HR is being able to show

that impact.

This is where data comes in.

An emphasis on data is key in measuring the impact of HR policies. It is very

common for the business to track its success using Key Performance Indicators

(KPIs). KPIs are metrics that are aligned with the strategy of the organization.

Finance has a large set of financial KPIs, and so has Marketing. If the company is

public, an important KPI for the board of directors is the stock price. Decisions are

influenced based on their impact on these strategic KPIs.

HR departments, however, are often not data-driven.

Metrics are ill-defined and are scarcely tracked. HR KPIs are even rarer. These are

the HR metrics that will have a direct impact on the Key Performance Drivers (KPD)
of the business. KPDs are the drivers of business KPIs, like customer satisfaction,

product quality, innovation, and so on.

In addition to tracking progress, people analytics can be used to measure which

people policies contribute to business goals.

This can make the contribution that HR makes very tangible.

For example, Best Buy, an American consumer electronics retailer, found that a

0.1% increase in engagement leads to an increase in revenue of $100,000 per store.

People analytics thus helps to make a very concrete business case for HR

investments.

4. Don’t forget HR’s other responsibilities

We started off pointing out that the push for Strategic HRM originated with Ulrich’s

critique of the lack of strategic contributions of HR. This doesn’t mean that HR

should only focus on its strategy, there are other elements to focus on.

Ulrich defined 4 HR roles. These include HR strategy, enabling change, efficient

administration, and developing and engaging employees.

The risk of Strategic HRM is that we focus too much on the HR strategy while

forgetting other tasks. Tom Haak points this out beautifully in the following clip.
As Haak points out, the focus of HR shouldn’t be too much on strategy. Once the

strategy is set, the power lies in its execution. HR should not forget to focus on

flawless employee operations and employee intimacy.

5. Taking an outside-in approach

A critical next step to being strategical is taking an outside-in HR approach. Who are

the customers of HR? These are sometimes employees. However, they are also

other stakeholders, including shareholders and customers.

According to Ulrich, it is HR’s task, to not only look at strategy as a mirror for what

HR has to do. It has to look at it as a window that shows how we can do our jobs

better for outside stakeholders.

These outside stakeholders include customers, investors, key suppliers,

government agencies, and communities. HR can become a lever for those external

factors.

This requires further integration. Not only are different HR practices aligned with

strategy, but the strategy is also aligned with these outside stakeholders.

The best way to do this is by focusing on value creation. HR shouldn’t focus on what

it does but on what it creates.

Conclusion

There’s a lot more to Strategic Human Resource Management than meets the eye.
Not only should HR align its practices with the business strategy, to be truly
strategic, HR needs to understand where the strategy comes from and connect with
the various stakeholders that strategy is made for.

When HR succeeds in doing this it will be able to add tremendous value to the
organization.

I hope this article has given you a good overview of what Strategic Human Resource
Management is. If you have any questions, feel free to post a comment.

Back to Basics: What is

Digital HR?
AI in HR is a topic you’ll find in pretty much every ‘HR trends for 2018’ article.

Something else you’re bound to find on these trend lists is the digitalization of

HR – or Digital HR. But apart from being a fancy, 21st-century term, what does

it actually mean, and how does it affect the business of Human Resources?

That’s what we’ll explain in this post. So what is Digital HR?

Contents

What is Digital HR?

How Digital HR transforms Human Resources

Real-life examples

How to get started with Digital HR?

FAQ

What is Digital HR?

Digital HR is a process optimization in which social, mobile, analytics and cloud

(SMAC) technologies are leveraged to make HR more efficient, effective, and

connected. In other words, it’s a tectonic shift in the way Human Resources

function.

The sole application of new technologies is not what makes HR digital, however.

As Jeff Mike, from Bersin by Deloitte puts it: “Digital HR should also align culture,

talent, structure, and processes to balance efficiency and innovation, as well as to

sustain a measurable impact on the greater organization as it continuously

transforms.”

According to Dave Ulrich, the digital HR journey of any company involves four

phases:

1. HR efficiency. In this phase, companies invest in and build technology

platforms that efficiently manage HR processes; often through existing HR

technology providers.

2. HR effectiveness. In this phase, technology is used to upgrade practices in

people (staffing, training), performance management, communication, and work.

3. Information. In this phase, information is shared for business impact. Data

is accessible, internal data is combined with external data, and people analytics

is leveraged to create business-relevant insights.

4. Connection/experience. In the final phase, digital HR is leveraged to create

a connection between people. Social networks are leveraged, experiences

between people are created, and technology enables a stronger feeling of

belonging.

5. How Digital HR is
transforming Human Resources
6. Just as digital technology has changed our everyday lives, it’s now

transforming HR. It enables HR to (among other things):

7. 1. Use data & analytics

8. Slowly but surely, HR is starting to understand the value data analytics can

add to the business. Preselection, learning & development (L&D), employee

engagement, you name it; there’s HR technology out there to measure every

single part of the employee lifecycle.

9. The question, however, is whether there are enough HR professionals out

there yet who can make sense out of this data.

10.2. Future-proof recruitment

11.A smooth mobile (application) experience, a data-driven preselection process

and a personalized, AI-based onboarding program. These are just a few of

the many examples of how recruitment is digitalizing.

12.3. Improve the employee experience

13.For 21st century employees, the line between their professional and

personal lives has become blurred. Yes, they’ll check their social media

account during office hours, but they’ll equally check their work emails

during the weekend.

 14.As such, they expect to be treated as customers and they want their

employer to provide them with a similar user experience when it comes to

the digital work environment. 

15.4. Offer self-service tools to employees

16.This one is in line with an improved employee experience but focuses on the

HR side of it. Just as employees like to be able to choose how and when they

manage their professional emails and workload, they want to manage their

HR data.   

17.5. Be competitive in the war for talent

18. Millennials and generation Z – in other words, the (future) workforce – are

constantly connected to social media and glued to their phones. Companies

that use these digital technologies for various HR purposes – think sourcing,

preselection and learning & development for instance – have a significant

competitive advantage when it comes to seducing this demanding

generation of workers.

19. A few real-life examples

20.Data & Analytics

There is a lot to say about data and analytics. In fact, HR analytics is an expertise of

its own, which is why we’ve dedicated an entire section to it here at Digital HR
tech. There are a lot of tools that can be used. The most important are listed in this

article on HR analytics tools

Digital recruitment

Spark Hire is a video interviewing platform and a good example of how different

SMAC technologies are combined into one digital solution. Candidates can schedule

their own interview, are interviewed in real-time and the interviews can be shared

easily with other hiring managers for immediate feedback.

A better employee experience

Performance management is something that’s gained a lot of importance among

today’s workforce. Employees like to receive and share their feedback often, in real-

time and on any kind of device. Impraise is a performance management tool that

provides 21st-century managers and employees with a digital feedback experience. 

Employee Self-service

Employee self-service (ESS) enables employees to access and manage their payroll

information, leave requests and other HR information. A company that provides –

among other things – a digital self-service solution is Access.

How to get started with Digital HR?
Now, this is a question that justifies a post in itself. Don’t overcomplicate things.

Start by asking simple questions such as: “Which areas of our HR processes could

use a digital makeover?” (recruitment, L&D, payroll management etc.).

Ask both employees and members of the C-suite what part they think should go

digital sooner rather than later.

This will result in a long list of ideas.

The next thing you need to do is prioritize these ideas based on two criteria: impact

and effort. The impact is about the business impact of digitalizing the ideas. The

effort is about the time and money needed to digitalize the ideas.

This matrix is going to be your starting point: Start with the ideas that are high

impact and low effort. They will help you build the business case for digital HR and

get you going quickly.

FAQ
What is Digital HR?
Digital HR is a process optimization in which social, mobile, analytics and cloud

(SMAC) technologies are leveraged to make HR more efficient, effective, and

connected.

How is Digital HR transforming Human Resources?

Digital HR enables HR to, among other things, use data and analytics, future proof

recruitment, improve the employee experience, offer self-service tools to

employees, and be competitive and a largely candidate-driven job market.

How to get started with Digital HR?

First, ask yourself which areas of your HR processes could use a digital makeover.

Ask employees and the C-suite too. Then prioritize the ideas based on impact and

effort and start with those that are high impact and low effort.

HR Functions at Power Generations Company at Bangladesh

Human Resource Management

Company takes pride in its highly motivated, dedicated and competent human resources that
have contributed their best to bring the Company to its present heights. It intends to re-shape
and upgrade its Human Resources Department so that it may be effective and efficient one.
There is a positive demographic characteristic within the organization. Most employees are
comparatively young in age, but matured in experience. Being young and energetic, employees
are highly dedicated to excel their contribution towards business growth and HR team is also
too much supportive as a strategic partner of the Company. HR team strongly realizes that
integrity among employees and collective effort to reach vision can make the Company a
successful one in this competitive business sector. It is a matter of great importance that
sustainable business growth as well as corporate culture is a long term task. In doing so, HR
team not only focuses on job efficiency, but also develops culture in a greater context. The
overall employee relations are peaceful and harmonious.
Key Performance Indicators (KPIs)
The performance targets had been set in the 20th Board Meeting as reliable measuring
tools for monitoring and regulating business activities, technical standards, cost
reduction, maximum availability of plant to ensure reliable commissioning power plant
and thus more effectively guide it to become a financially viable company. The KPI
targets of BCPCL for the FY 2018-19 are placed below:

Recruitment and Selection Process

Recruiting is discovering potential applicants for actual or anticipated organizational
vacancies. It involves seeking viable job candidates. On the other hand, the selection
process is the process of screening job applications to ensure that the most appropriate
candidates are hired. The Company follows a strict and transparent recruitment and
selection policy in order to ensure that only the best people are selected and recruited.

Employee Relations
The Company takes pride in its employees. The human resource has been the
backbone of the Company in driving operational and financial performance. As a
commitment towards the Company’s core values, employees’ participation in
management is effective based on mutual respect, trust and a feeling of being a
progressive partner in growth and success. Both employees and management
complement each other’s efforts in furthering the interest of the Company as well as its
stakeholders, signifying and highlighting overall harmony and cordial employee relations
prevalent in the Company.

To assist the HOD to deliver a comprehensive HR service to the business.

Talent Acquisition & Management: taking overall responsibility of recruitment & selection activities,
competency mapping, managing talent and succession planning.
Employee Relations: maintaining employer-employee relationships that contribute to satisfactory
productivity, motivation and morale; dealing with poor performance, grievances, disciplinary issues
etc. of employees.
Training & Development: implementing the training and development agenda; identify areas that
need attention and improvement.
To play the leading role in implementation and management of HR Automation (e.g. Oracle HCM,
Taleo and ERP).
Compensation & Benefits management.
Performance Management: managing entire performance management system; guiding
departmental and functional heads on performance management issues and processes.
Ensure development, implementation, review of all HR Policies, Procedures and Processes in line with
employment laws and organizational objectives.
Develop and manage an annual HR Budget.
Measure employee satisfaction and identify areas that require improvement.
Dealing with complex disciplinary and employment issues using HR and company knowledge
evidencing appropriate decision making skills.
Plan, coordinate and monitor various HR projects related to organizational development,
restructuring, skill development etc.
Direct the preparation, analysis, presentation and maintenance of various periodic HR reports.
Participate and represent HR Department in various meetings both with Internal and External
Stakeholders.
Develop and Maintain the CV bank and the pool of potential candidates relevant to the company
business.
Design, develop, administer and evaluate various tests in employee recruitment, promotion and
confirmation process.

Employees play a significant role in getting the competitive advantage in service-oriented

organizations (Brill and Konar, 2004). Besides, a commitment performance approach views
employees as resources or assets and values their voice. Employee performance is the tool of
measurement of organizational performance. Employee performance is originally what an
employee does or does not do. Employees' performance could include a quantity of output,
quality of output, timeliness of production, presence at work, and cooperativeness
(Rousseau, 2004). Human Resources are the biggest and most valuable asset and tools of
overall development, efficiency, and effectiveness in any organization irrespective of the
companies' sizes.

Good and proper usage of these resources leads to the organization's technological,
economic, and ecological development. . The present global corporate governance scenario
assigns the highest level of significance to the organization's human resources or human
capital. A study of human resource management practices in 249 U.S. affiliates of foreign-based
multinational corporations (MNCs) shows that in general affiliate HRM practices closely follow
local practices, with differences among specific practices. (Philip M. Rosenzweig & Nitin Nohria,
1994) . The nature and needs of the local labor market are stronger predictors of the transfer
of HR practices than those factors identified in extant international human resource
management frameworks, such as institutional and cultural distance, Mohan Pyari Maharjan
& Tomoki Sekiguchi ,2016. The contingency perspective on human resource management
(HRM) advocates that HRM practices fit the internal or external situation of the organization.
The results show two sets of HRM practices relating to the major organizational changes in the
five companies, that is, reorganization and downsizing, (Sabine Raeder,2019.) The findings of
the study showed significant effects of GHRM practices, i.e. (training and development,
performance appraisal, and reward and compensation), on Organizational Sustainability,( Fiza
Amjad, et.,al, 2021) Akio Morita, the founder of Sony Corporation, the leading electronics giant
of the world, once remarked, "There is no 'magic' in Japanese companies' success in general
and Sony in particular. The secret of their success is simply the way they treat their
employees. (Akio Morita, 1986) Not only the 'Japanese companies but the companies
worldwide have realized the importance of human resource practices, popularly known as
HRM. Human resource practices are found in every organization, but their significance lies in
their proper use and management. Now China is the fastest growing economy in the world.
However, it is the most populous nation in the world. The primary reason for Chinese
dominance in global business is the large investment made in human resources and their
management. (J. Phillip, 1998.) The design of the human resources information systems
supports in assessing the value of the human resources fiscally and contributes to planning
these resources on the economic unit, as well as the national one through the contribution in
drawing the labor and employment policies and the other supported policies like migration,
payments, promotions, and motives in a scientific way (Dessler, 2005). Human resource
management is the new enhanced version of the traditional term 'personnel' management. The
conventional dictum of personnel administration or management was more concerned with
the enforcement of rules and regulations. It was affected by more hierarchy, less
effectiveness, orthodox attitudes, and little attention to performance, output, and efficiency. (
Jain,2004) The term Human Resource Management has been elaborated by William F. Glueckas
"that function of all enterprises which provides for effective utilization of people to achieve
both the objectives of the enterprise and the satisfaction and development of the
employees." (William F. Glueck, 1981) Administration refers to only recruitment, promotion,
transfer, salary and job administration, and industrial relations, whereas Human Resources
Management is a subsystem of a larger whole and besides dealing with traditional personnel
areas; it deals with human behavior, well-being, and growth at individual and group level.
(Ibid) Traditional Personnel management cannot sustain to get better output from the
employees in American organizations. HRM is a new and dynamic dimension as a change or
development of fundamental environmental instabilities. Traditional concepts, orientations,
and power of personnel management functions could not adequately respond. (Wendell L.
French) HRM was recognized as a much broader and softer term in the USA and later on
globally. Wendell French, who gave theory, held the view that HRM is the systematic planning,
development, and control of a network of interrelated processes affecting and involving all
organization members. These processes include Human Resource Planning, Job and Work
Designs, Staffing, Training and Development, Performance appraisal and review, Compensation
and Reward, Employee Protection and representation, and organizational improvement. To
effectively manage these processes, human resources management is planned, developed, and
implemented through all managers and human resource specialists' combined efforts along
with all employees in the organization. (Ibid) The HRM as a concept and approach is very vast,
broad, and useful. It helps any organization to achieve all objectives and, ultimately,
organizational excellence. Paul Pigors and Charles Myers have rightly opened that, "It is through
the combined efforts of people that monetary and material resources are utilized for
organizational objectives. (Paul Pigors and Charles Myers, 1981). Byans and Rue have defined
HRM as "encompasses those activities that are designed to provide for and coordinate the
human resources of an organization. (LlyodL.Byars and Leslie W. Rue, 1984). N.K. Singh looked
at a broader view regarding HRM and opined, "HRM refers to the holistic approach to managing
people. It has welfare, recruitment and establishment role, potential development in a
composite framework of management (N.K. Singh, 2003). In Bangladesh, Government
management is inefficient. Monumental mismanagement affects our power sector for the
absence of proper management, especially for the lack of appropriate H.R. management. The
people of Bangladesh are suffering from a massive power crisis; at this stage, additional power
needs to be added to the national grid as soon as possible. So in the electricity sector, skilled
and experienced human resources and a robust H.R. system are badly needed to meet the gap
between high demand and less supply and ensure effectiveness and efficiency of power
generation and distribution