CRITICAL ANALYSIS OF TALENT MANAGEMENT FORMS AND PROCESSES IN THE OIL SECTOR IN BANGLADESH

A CRITICAL ANALYSIS OF TALENT MANAGEMENT FORMS
AND PROCESSES IN THE OIL SECTOR IN BANGLADESH: A
CASE STUDY OF PADMA OIL COMPANY AND
PETROBANGLA OF BANGLADESH AND A PRIVATE
COMPANY PARTEX PETRO LIMITED

Table of Contents
Chapter 1: Introduction 4
1.1 Introduction 4
1.2 Background of the research paper 4
1.3 Definition of Terms 4
1.4 Purpose of the Study 5
1.5 Scope of Study 6
1.6 STATEMENT OF ISSUES WORTHY OF BEING EXPLORED 6
1.7 Research Question 8
1. 9Thesis structure 8
1.10 Summary 9
Chapter 2: Literature review 10
2.1 Introduction 10
2.2 Previous Literature 10
2.3 Current Literature 12
2.3.4 Talent management approaches and types 20
2.3.5 Presence of talent management component and elements in Bangladesh oil sector 22
2.4 Different Consideration of Talent Management Process of Padma Oil and PetroBangla 24
2.5 Impact of Talent Management Procedure in the Process of Development of Petrobangla
and Padma Oil’s Human Resource 25
2.6 The basic key elements of a Talent management system which assist the organization to
increases as well as improve overall productivity? 27
2.7 Effectiveness of Talent management helps the company to bring out the quality
performance in Padma Oil and PetroBangla 29
2.8 Challenges which Padma Oil and PetroBangla can face if there is no proper Talent
management in their organization 33

2.9 Analysis of Green Talent Management for Sustainability 36
2.10 Gaps in Literature 37
2.11 Summary 38
References 42

Chapter 1: Introduction
1.1 Introduction
The current chapter will be summarizing the overall introduction to the research topic by
addressing the objectives of the research and the overall research questions that are essential to be
answered while gathering the research data. The chapter will be demonstrating the significance of
the research paper by holding a rationale to the research topic and further demonstrate the
conceptual framework to the entire research.
1.2 Background of the research paper
The globalization process has made changes in the overall industrial development process that has
been prevalent in the Oil sector in different locations. Oil sector in different regions has been
increasingly relying on the different types of data management process to ensure the overall
processing of company performance led to the analysis of the employee performance and skill
development as well (Claus, 2019). Human resources present in the oil sector industry have been
using the globalised processes to improve organizational productivity, which has been increasing
the demand for improving their skill presence in the sector (Claus, 2019). This has led to the talent
management process to be playing a major role in influencing the skill development activities that
are being taken into account by the oil sector companies in Bangladesh as well (Claus, 2019). It
has led to the ability of the company to cooperate and collaborate with international organisations
and markets distributing their oil services and products more profoundly.
1.3 Definitionof Terms
1.3.1 Relationship between Collaborative Recruitment and talent Management
The collaborative process of recruitment can be referred to as the methods of hiring in which HR
and their team members can provide the efforts in the process of recruitment (Bowe et al., 2021).
Moreover, the professional in the HR management can work collaboratively with the employees
of the company during the entire process of recruitment (Wilkins et al., 2021) and approved a
proper way of talent management within the organization.
1.3.2 Employee Goal Setting

The concept of Employee Goal Setting can be highlighted as the major responsibilities for the
managers,furthermore, by setting attainable and measurable goals for the company, a manager has
not only provided guidance for the improvements in the performance of the employee but also
actively strengthened the organisational business to enhance the reputation of the employee as well
as employers (Longinet al.,2021).
1.3.3 Developing an effective Employee Engagement
In the context of Human Resources, employee engagement can be described as the enthusiasm
level as well as dedication of the employee towards their work that can determine their
performance in the workplace. This can be considered as the investment in a job to develop the
quality of work (Just-Noerregaardet al., 2021).
1.3.4 Improve Organisational activity
It can be evaluated as the tools of corporate management that have helped the manager to monitor
the work of the employee and evaluate their capacity through their performance (Collings and
Isichei, 2018). A formal program regarding the performance management can help employees as
well as managers to increase the productivity of the company by applying innovative techniques
(Armstrong, 2021).
1.3.5 Maintaining Organizational Culture
The understanding of corporate learning can provide a system that includes the activities of
development to the employees for educating them,apart from that, companies have to train and
educate their employees continuously for their growth and the ability to work. It includes the daily
activities of learning for the employees (Kim, 2021).
1.3.6 Digital Onboarding to manage the talent
The term digital onboarding refers to the process through online medium where an individual can
sign in to access the services with guarantee and security, moreover, it creates the workflow
through digital by automatic use of the core process of on boarding (Marsiliaet ai., 2021).
1.4 Purpose of the Study
The purpose of the research has to focus on the issue regarding the understanding of the talent
management process and forms that are applied in the oil sector companies of Bangladesh. The
talent management process has been applied in different industries, which has been identified to
be an important part in adapting to the industrial revolution and the new technological

advancement in the companies. The development of innovation and creativity in organisational
operations, as well as products and services, are met through employee productivity, which is
enhanced through the process of the talent management process. The requirement of understanding
talent management processes in the Bangladesh oil sector companies such as Petrobangla, Padma
Oil Company and Partex Petro Ltd is essential as these companies are facing changes in their
operations and overall company development due to lack of enough employee talent development.
However, many companies, which are exporting their services to international markets have
adapted to the talent management process to enhance employee skills and further influence the rate
of productivity that has been generated through their performance.
1.5 Scope of Study
The scope of the research refers to the idea of talent management process that can be involved in
the concept of the HR management which can develop, attract, onboard, retain and motivate the
high performance of the employees that can improve the entire performance of the business
(Froschet al., 2021) whilethe research highlights that the study of talent management can increase
the productivity of the employee in an organisation. The research paper through the given study
has been able to impose a clear demonstration of the challenges that the identified oil sector
companies of Bangladesh are facing due to the lack of enough approaches being applied to the
talent management process. It has further developed a solution that is effective for each company
to apply to adhere to the talent management approach (Mohammadnazar and Samimi, 2019). The
research paper has kept a demonstration of the varied standard directions that are to be followed
by the oil sector organisations to ensure faster alignment with market requirements and placement
of the company through its product development structure.
1.6 STATEMENT OF ISSUES WORTHY OF BEING EXPLORED
The Bangladesh oil sector company such as Petrol, Padma Oil Company as well as Partex petrol
Ltd considers to be one of the huge brands in the country and certainly leads to the sustainable
development of the country. The oil industry of Bangladesh is considered to be huge in size and
rapidly requires the core attention of the researchers to have a better understanding of its growth

so that it can be increased more in number. The incorporated sector management is talent is
considered to be one of the most effective ways to develop as well as bring productivity in the
company and it can be seen that it is not properly conducted by the management of the company
while keeping all the other factors in their appropriate places. Proper talent management would
assist the oil companies in Bangladesh not only to increase their demand in the market about also
help the company in properly managing their employees and provide them appropriate job roles
with the help of that the companies and increase as well as improve their productivity more. The
role of talent management is considered as one of the biggest challenges in countries like
Bangladesh which is still developing, this factor later reflective on the company’s quality of work
and further creates challenges in sustainable development (Islam et al., 2018).
1.7 Aim & Objective
The aim of the given research is to gather knowledge and discuss the talent management forms
and processes that are present and used in the Oil Sector companies in Bangladesh, specifically
focusing on the company’s Padma Oil Company, Petrobangla of Bangladesh and Partex Petro
Limited. Moreover, the process of talent management can be critically evaluated by the different
form of management process and strategies through various activities within the organisations to
fulfill the demand of the company by changing the performance by the employees (WhysallIet al.,
2019). The research has to focus on the workforce planning that can help the HR in the process of
setting the various comparative analyses of the strategic plans as well as the entire recruitment
process whereasthis concept also highlights the issues regarding maintenance of various
philosophies of managing the talent within the organisation and opting the higher level of
production through performance analysis, compensating planning as well as developing the
capability of creativity (Fang, 2021).
The research objectives that are to be met in the study are:
● To discuss about the talent management forms and their presence in the oil sector
businesses in Bangladesh
● To conduct an analysis on the process of talent management that is effective in developing
organisational processes in Petrobangla, Padma Oil Company and Partex Petro Ltd.

● To discuss the importance of holding talent management approaches in organisations and
its relation with the management of workplace activities within the oil industry of
Bangladesh
● To develop an analysis on the wide range of activities, elements and components of talent
management that will be used in future to address the management of employee
engagement and performance at the same time.
1.7 Research Question
The research question will particularly aim to collect valuable questions by critically evaluating as
well as analyzing the schemes of proper talent management firms in the famous oil companies of
Bangladesh:
● Research question no.1 will certainly provide the audience with various types of talent
management that are utilized in Bangladesh oil section companies to appropriately meet
the organization aims and objectives
● Research question no.2 which kinds of talent management forms and their process which
are used in the company’s like PetroBangla, Padma Oil Company, and Partex Petro Limited
to being about productivity in the organization
● Research question no.3 will discuss how the process of talent management affects the
process of recruitment in Bangladesh for the oil sector companies which certainly leads to
the process of employee performance management
● Research question no. 4 in this topic will explain the possible numbers of strategies that
are eventually conducted to enables effective talent management principles as well as
philosophies implemented in oil sector companies of Bangladesh to particularly enhance
the growth rate (Chowdhury,2020).
1. 9Thesis structure
This particular research is divided into the following chapters: Chapter One will provide the
audience with an appropriate introduction to the different forms of talent management in the oil
sectors companies of Bangladesh. Followed by chapter two which delivers an effective literature
review of the topic which is the critical analysis of talent management forms as well as its process
in the oil sector companies in Bangladesh which are particularly PetroBangla of Bangladesh and

Private company Partex Petro Ltd.Chapter three contain methodology of the study which discuss
collected data which are qualitative and quantitative in nature. In chapter four conduction of data
analysis takes palace and in the last chapter its contain conclusion and recommendation.
1.10 Summary
The chapter has critically demonstrated the major variables that are to be identified and met in the
given research paper. It has typically demonstrated the most significant factors of talent
management that are to be met to meet the aim of the research paper productively.

Chapter 2: Literature review
2.1 Introduction
Chapter two in the thesis paper provides a clear description of the literature that has been already
existing accounting to the understanding of talent management processes and forms in the oil
sector of Bangladesh. The literature review has significantly developed an understanding of the
gaps present in the current research paper and the existing literature. The paper also creates an
effective representation of the wide range of theoretical understanding of the research topic as
demonstrated by the existing researchers in their study.
Moreover, research highlighted importance of the talent management analysis by using case study
of three different oil organisations of Bangladesh. The organizations are PetroBangla of
Bangladesh, Padma Oil Company and Partex Petro Limited whereas the former two are the
government own under the Ministry of Energy and Power while later is the private owned with the
revenue of $800 million (Khan et al., 2021). Padma Oil Company has 1172 staff engaged in their
various operations while over 70000 employees have been employed in various subsidiaries of
Partex Petro Limited. Additionally, over two thousand people have been employed in PetroBangla
directly or indirectly in their management. The paper has focused on the multiple dimensions of
talent management in the three mentioned companies because a huge amount of human resources
are attached to them. Moreover, the paper has analyzed the contrast in the various strategies
regarding talent management within two public enterprises and a private enterprise for examining
the importance of the issue in those organizations through various available works of literature.
2.2 Previous Literature
Previously, research conducted on the given topic has typically demonstrated an understanding of
the different types of talent management processes as well as talent management necessities in
wider industrial sectors (Goestjahjanti et al. 2020). Different scholars, researchers, theorists and
authors have categorised that talent management as the key essential element in motivating the
employees so that they are gaining enough skills to improve their organisational performance
(Khalil et al. 2017). Holding an understanding on the need to manage talent management activities

in industrial sectors and operations such as manufacturing, retail, logistics operations, CRM
process, innovation and creativity development, automotive sector, fashion as well as food industry
sector has been demonstrated in the previously conducted research paper (Goestjahjantiet al.
2020). The research paper further demonstrated the need to involve the talent management process
along with the strategies that are typically used in the talent management activities by the HRM
department of the companies and have been mostly focused on industrial specific research
materials.
The previously conducted research paper has been significant in developing an understanding of
the ways in which the process of globalization has influenced the need for a talent management
process. The changing market pattern has influenced the requirement of holding a change in the
skills that are present among the employees and ensuring that the new employees are recruited in
the company with productive management of the organisational scrutiny (Khalil et al. 2017). The
previously conducted research papers have been able to hold strategic analysis of the wide range
of learning and development strategies as well as theories that can be implemented in the company
workplace to increase the focus of employee performance development of the organisations while
contributing to their talent growth as well(Gardaset al. 2019).
Furthermore, the previous literature regarding the topic of Talent management in the oil and gas
sector has focused on the strategy of appropriate employee generation processes that can help to
increase the productivity for achieving the aim of the company. Talent acquisition is the key
concept for a successful business whereas many talented employees can have to leave (Gardaset
al., 2019). This problem can lead to a serious problem of the shortfall for the technical and
experienced staff that are very talented and provide many innovative ideas that can help to flourish
the company therefore, the management of the organisation can apply the strategic techniques for
the process of the talent acquisition. Additionally, in the contemporary era of liberalisation and
globalisation, the organisations of the oil and gas companies have experienced the free flow of
labour that can help to recognise the various cultural aspects and techniques of the labour talent.
The organisation has to compete with the high expectation of the consumer for oil and gas at the
global level that can be only achievable with the help of talent workforce management through a
low level of cost and high quality of work that can help to remove potential threats of the business
(Fang, 2021).

2.3 Current Literature
2.3.1 Talent management processes and organizational planning
Talent management has a substantial impact on employee engagement and building organizational
effectiveness (Daubner-Sivaet al. 2018). Within this particular case, the discussion mainly
concentrates on Padma Oil and PetroBangla Company and Partex Petro Limited about their talent
management processes to enhance organizational development. Within the corporate strategy,
talent management becomes an important part and initiates standard directions so that building
long-term values can be maintained with a favorable working atmosphere (Hossanet al. 2012).
Partex and Petro Limited both have seen challenges related to the lack of effective activities and
initiate the standard strategies to progress with talent management approaches that can channel
supportive directions in this aspect. The strong association with a person's abilities and build
appropriate knowledge, skills, experience, judgments, character, drive, attitude so that focused
engagement can be proposed effectively and those are effective for initiating talents within
organization (Daubner-Sivaet al. 2018). Talent management aims to propose important directions
and this segment facilitates strong strategic management and defines training and development
and supports different developmental ideas. The perfect ability to enhance internal capabilities and
manage the consistent approaches towards business helps to structure effective pathways for the
companies and appropriate contributions get followed in this aspect (Panditaand Ray, 2018). This
aspect highly connects with the idea where the standard value creation and building supportive
direction for the employees can fetch constant development and growth indications. Capable
workforce management and predict appropriate skills direct the supportive ideas about efficient
work planning, a commitment by following interest and aptitude. Talent management helps to
consider and enhance strong performance-building approaches and this segment concentrates on
the action pipeline so that focused ability to initiate long-term directions can be maintained
effectively (Borisovaet al. 2017).
Attracting talents and building values for the organization also connects with the strong
involvement and positioning so that a company like Partex Petro Limited can propose structured
approaches. To attract people with high potential and exhibit effective competencies the
organizations can initiate structured approaches in generating talent-based integrations. The
efficient management and concentrated approaches also help in generating better values and this
segment connects with proper work commitment and enhances the effectiveness so that proper

action planning, stability, and aptitude get maintained (Daubner-Sivaet al. 2018). The efficient
management of the talents can build a strong pathway where adopting different expertise and skills
initiate structured development for the organization as well as for the employees. Maintain unique
skills and initiate constructive values to maintain coordinated pathways for the companies and they
can propose efficient organizational performance in the long term (Taftiet al. 2017). Selecting and
developing effective panels and considering the standard retaining processes helps to channelize
effective performance for the people (Narayananet al. 2019. Talent management within
PetroBangla can be managed by initiating systematic identification of internal and external
planning where development and retention related approaches can be maintained and find the
individuals with high potential. As a primary energy sector, PetroBangla entrusted with
appropriate responsibilities to fulfill and manage the activities of the employees is the key aspect
here. The administrative department of this company connects with the effective human resources
and this segment builds the supportive engagement with finding talents and initiates constructive
development. For managing those talents, the company also utilizes efficient training both
intellectually and emotionally where the employees can work more strategically (Ngamsirijit,
2019). Within the company some of the job benefits in addition to the training and development
become more realistic and cost-efficient so that constant job satisfaction gets maintained.
Within Padma Oil appropriate coaching, mentoring, and training builds the coordinated
engagement so that possible direction towards forming the action-related criteria is adequately
maintained. Human resource department assists to consider and align with employees'
requirements and this prospect helps to direct the standardized ideas about proactive growth and
development. Talent management is considered the key segment for the company where the
employees are able to learn about the organizational requirements and direct supportive values to
maintain long-term growth and development (Pandita and Ray, 2018). The company believes in
enabling core values as this prospect initiates success by managing individual passion. The key
aspect in this segment also connects with organizational action process design and considers
performance management approaches so that possible capability development gets followed by
proposing structured initiatives. Padma Oil considers the members of the management committee
to initiate responsible planning and strategizing organizational development through presenting
the dynamic implementation of different approaches.

The talent management processes consider the effective behavioural indications so that systematic
attraction, development, engagement and deployment of the individuals through proposing
structured values get followed in this aspect. The particular direction according to (Narayananet
al. 2019) initiates the major ideas about workforce acquisition, particular work process
integrations, development, assessment of the different planning and retention directs overall
development of the companies. On the other hand, (Daubner-Sivaet al. 2018) has proposed the
elements of talent management where the policies, different programs, role development, learning,
total reward management, retention, motivation, transform and sustain engagement with major
work related transformations. However, from the context of (Rotoloet al. 2018) effective
dimensions constrain the applicable directions by generating applicable development-related
prospects.
According to (Daubner-Sivaet al. 2018) the application of talent management practices generates
strong organizational approaches that propose efficient performances. The knowledge-intensive
company approaches tend to focus on the financial services, regular planning, and initiates
proposed long-term planning that supports collaboration and strong developmental prospects.
According to (Taftiet al. 2018) the research of talent management with the context of Bangladesh
and different companies here connects with the global business associations and engagement by
proposing strategic priorities. The appropriate investment and related focus connects with the
efficient review, refining, and reinvention state the effective needs and this criterion directs the
proposed values with the different priorities. (Meyers, 2020) confirms different organizations in
Bangladesh proactively manage the talent-based practices and this can be the critical source of
differentiation where the global integrated and highly competitive economic aspects can be
maintained. However, higher innovation ability, speed, quality, and skills are also quite effective
to propose where the higher retention rates construct supportive value related indications to the
different companies.
With the different approaches, the talent management prospect defines the idea about constructive
action directions and maintains strategic focus where the individualistic views originate from the
organizational requirements. (Narayananet al. 2019) research sees any organizational performance
as the key aggregate of the individual efforts and this aspect maintains overall growth and
development. Also (Crowley-Henry and Al Ariss, 2018) considers effective talent management
planning and emphasis on the sustainable organizational performance which proposes better

ongoing success possibilities. The social and organizational context deals with the regular
performance review and initiates strong understanding where the applicable work directions can
be followed and structured. (Turner, 2017) opined that talent management considers the system
related understanding and checks strategic perspectives so that investigations of the current
working environment get formed. (Taftiet al. 2017) defines strategic talent management as
processes and activities that incorporate systematic identification of key positions and competitive
advantage that differentially contribute to the organization’s association to initiate high
potentialities, high performing incumbents to manage and facilitate the different activities. From
the different case studies, it has been seen that PetroBangla has emphasized the macro analysis
which connects with the system related approaches, and the analysis of the constant working
processes specified in this aspect. Partex Petro Limited distinctly separates jobs and job roles to
focus on the competitive advantages to coordinate with the talented individualistic approaches and
related views to initiate long-term advancement planning are specified. In this context, major
importance can be placed on continuous commitment where proper engagement with the human
resource management at the initial stage connects with the appropriate organizational objectives
and directions.
From the information of (Foster, 2018) the strategic approach to talent management within the
companies lays emphasis on the micro approaches that focus on the analysis of individual-level
talent and largely associate with team membership, leadership, internal network, technology, and
training processes to operate. (Meyers, 2020) second, demonstration of the effective staffing
systems process with the talent supply and movement to achieve organizational objectives as this
prospect incorporates focused customer management and builds concentrated engagement with
the employees. But also noted by (Panditaand Ray, 2018) utilizing talent investment to open new
opportunities can be followed and structured by accessing significant pathways. (Krishnanand
Scullion, 2017) further argued the significant talent paradigm connects with the
responsibleorganizational approaches and this prospect drives strategic interventions to ensure
different functional excellence.
2.3.2 The theoretical background of Talent Management
The theoretical framework of this specific study connects with the Talent Management Model that
connects with the 3 major components like Develop-DeployConnect. This DDC Model follows
capacity, alignment and commitment and these are the core aspects of organizational success

(Taftiet al. 2017). The standard planning and related approaches define the proposed values where
the maximum satisfaction for the employees gets mentioned in this aspect. (Claus, 2019) states
that practical way of engaging with the employees and initiates different tools and techniques to
complete different tasks according to the organizational requirements. This aspect enhances third
elements as the proposed model connects with the inter-action specifications and builds
considerable values so that constructive direction in the future can be measured. The entire process
comprises the different interests where the capacity planning, association and implementation of
the different planning help to bring professional and career growth for the employees. According
to (Ahsan, 2018) the second component 'alignment' assesses the major ideas regarding the right
person on the right job with the right skills. The third component which is commitment initiates
the major ideas regarding ease and confidence of the employees so that the development of
constructive work aspects and effectiveness considers overall growth. Organizations need to invest
in training opportunities that can benefit the employees. This theoretical framework also directs
the ideas about relational aspects and retains talented employee-related context related to the
development strategies. The organizations need to work on their engagement planning where it
can initiate structured values and related directions.
Therefore, intensification of the standard and status by the human resource department connects
with new areas of management and builds differentiability along with competitive advantages. ()
opined by personnel management so that the considerable engagement considers some new
benefits and new management ideologies get followed in this context. Researchers proposed the
appropriate ratio related to talent management strategy development as 70:20:10 as they proposed
70% of talent development proposes via working affairs, 20% passed by effective relationship
management, and the remaining 10% is connected with different general development activities.
This particular study rightly incorporates different talent management programs and directs
various innovative strategies like organizational culture management, reward system, innovation,
and related action-based associations that consider subsequent enrichment of internal and external
processes of the organization. (Turner, 2017) mentioned that a leader's change-promotion behavior
standardizes a significant impact on worker readiness for the change aspects which enriches
organizational culture and improves firm performance. Talent management within PetroBangla,
Padma Oil, and Partex Petro Limited can maximize their talent management directions by

proposing strong action-related practices and initiate high mobilization of the employee thinking
to support constructive evaluations.
Effective talent management through different technologies
Effective talent management practices and policies concentrate on the appropriate commitment to
work perfectly along with the employees and initiate appropriate steps that lower turnover rates
and increase engagement to bring organizational success (Crowley-Henry and Al Ariss, 2018).
Provide constant benefit to the employees and strengthening several workforce planning helps to
build constructive approaches to create probable work-related directions.
Cloud technologies allow different organizations to transform talent management processes into
an effective prospects by initiating real-time data integrations. The data incorporates different
concerns, movements, issues, employee risk factors, and identification of gaps in the workplace
so that constructive development and growth associations are adequately maintained. Adaptation
of digitization technology by considering effective HR processes across the talent management
areas helps to align strategic needs. Precise decision-making with real-time assessment improves
the talent pipeline and this segment widely engages with global talents (Cascio and Aguinis, 2018).
Technologies also reduce the hiring cycles and decrease recruitment costs to build the perfect
directions where mobilization and deployment aspects get followed and proposed. Talent
management software precisely concentrates on the hybrid and innovative approaches so that
multiple engagements can possibly connect with the entire approach. An efficient talent
management system also considers the advancement of technological capabilities and
continuously access structured growth planning in the talent management space.
Self-service automation and enablement: Organizations need to continuously seek appropriate
compliance to national along with international policies by adopting best practices, enable
employees to work hard with the right tools along with transparency by initiating engagement and
collaboration. The advanced talent management applicable suite connects with the right set of
automated processes so that appropriate covering of different business steps can be constructed
and proposed (Daubner-Sivaet al. 2018).
Address information along with data security: Leakage of different confidential system
organizations and vendors have realized that talent management functions by the HR and its
components cannot be dispersant and need to communicate about right outcomes along with the
business results. Unless all the processes and systems are integrated, it is quite impossible for the

managers to make the right decisions. Vendors of the different talent management systems
continuously invest in connecting all HR functions and talent together to deliver the right value-
related engagement for the customers (Narayananet al. 2019). Robust information management
and connection with General Data Protection Regulation connects with the continuous upgrade of
security framework and ensures full protection so that the hosted cloud specifications get followed.
Availability and deployment overcloud: The oil sector in Bangladesh can consider cloud-based
talent management applications and related services which are more convenient, scalable,
affordable, and easily accessible against some of the traditional high-cost premise models. With
effective processes and engagement of data available in the cloud with little or no operational costs
as the managers and other customers focus on the efficient problem-solving prospect in the
administrative areas (Narayananet al. 2019). The organizations are proposing flexibility to adopt
these models during their needs which delivers the right talent management aspects with proposed
analytical capabilities and functions.
Adaptation of machine learning and AI: Machine learning and AI tools gained immense traction
within the talent acquisition segment and this context significantly processes organizational
associations to build long-term development. Identification of different applications and related
aspects and generating focused directions state the major ideas about proper speed and efficiency
to maintain the applicants (Boštjančič and Slana, 2018). Service providers are injecting the AI
capabilities and this prospect defines the structured context related to constant capabilities
management so those probable working aspects get followed.
Adoption of predictive analysis: Artificial intelligence and big data-related capabilities connect
with the accessible information aspects and line managers can measure well different requirements
by predicting different outcomes in the talent management programs and processes. They have
also realized the significance of analytics and application which defines supportive pathways for
talent management functions like engagement, acquisition retention, talent management pipeline,
demand planning, and so on.
Mobile platform capabilities: Advancement of different technologies by concentrating on the
increasing mobility of employees, customers, and managers access mobility. This talent
management system defines mobile-enabled aspects and is accessible to the talents and
concentrates on the specified engagement and collaborations.

Different talent management applications process with the business-related aspects so that
constructive functional aspects get maintained. The different features and functions are available
across the talent management suite processes with the right choices by considering advanced
technological integrations and this segment constantly access capabilities. Enhance and upgrade
the best experience for the employees and consider the right software management aspects propose
structured approaches in this aspect. Assessment of the AI and machine learning processes also
connect with critical path direction and strategies so that focused work-related values can be
constructed (Narayananet al. 2019). Technology provides an appropriate roadmap to channelize
the proactive action planning and manage action-related key areas so that in-depth work
associations can construct effectively. Flexible and scalable business dynamics can be managed
by associating with the direct information approaches and these processes can be followed by
initiating structured technological values and indications (Crowley-Henry and Al Ariss, 2018).
Changing business needs require support from the technical aspects so that the right choices from
the tools initiate standard business associations and connects with the talent management
engagement. Security processes along with the proper engagement of information integrate with
benefits, compensation, personnel management, payroll, and other segments so that focused
development indications get followed. Right talent management technology platform connects
with the appropriate integrated criteria where the talent onboards, learning, and development,
performance to pay, succession management and talent review and reporting along with mobility
helps to concentrate on the structured associations and implementation approaches.
2.3.3 Principles and Forms of talent management
The appropriate performance management, compensation planning, succession planning, and
learning along with development help to consider the supportive action-related values and
indications so that proposed organizational growth and development can be maintained effectively
(Painter‐ Morlandet al. 2019). Talent management further associates with the career development
approach where employees work to build organizational effectiveness along with personal career
development. The capability of the different managers to concentrate on the determined work
processes and specific adjustment with the various actions assists to generate structured pathways
where growing interest for the effective roles can be followed and concentrated. The effective
learning processes are quite significant in this aspect as this context carefully initiates balance in
different actions and maintains long-term strategic objectives (Boštjančič and Slana, 2018). Talent

development through constant learning also generates a strong understanding of different cultural
value-based approaches and constantly initiates effective responsibilities so that particular
directions can be maintained and specified. Strong competence in managing work morality and
better analyzing the work-related approaches defines coordinated ideas about business-related
associations and creates structured work-related approaches.
Different programs and related approaches can connect with the constructive action-related
prospects and this segment also defines the major ideas about equally balanced approaches so that
focused integrations adequately follow within the organizations. From the opinion of
(Johennesseand Chou, 2017) it can be stated that talent management can work well by proposing
a range of strategic activities within the organization which assist to initiate growth.
The researcher has found that the oil companies under consideration should align the talent
management strategy with overall strategies through the following six principles - Strategy
alignment, internal consistency, cultural embeddedness, involvement of management, balancing
the consumer needs and employer branding by differentiation. The study has highlighted that the
management should maintain internal consistency and transparency for the proper designing of the
talent management strategies (Borisovaet al. 2017). Additionally, the involvement of the top
management is inevitable for proper execution whereas the focus on consumer demand is
necessary for the alignment of talent management strategy with the overall objective of the
company.
2.3.4 Talent management approaches and types
The prospect of Talent management approaches and the types can be defined by holding analysis
of the different sections in which talent has been majorly categorized. According to Bolanderet al.
(2017), talent is categorised into two types which are unidimensional talent and multidimensional
talent holding the same objective but the perspective of approaching the process of developing and
managing talent is different. Thus, the management of talent in the organizations irrespective of
their type must be focused on the nature of the talent that is to be developed (Bolanderet al. 2017).
As opined by Whysallet al. (2019), there are many employees who are highly skilled and have the
ability to enhance their existing knowledge and skills but it is restricted to only one particular
subject or field. Thus, the talent management approach, in this case, has to be relying on the
approach of ensuring employees’ ability to learn and grow is determined and are further

approached using a one-dimensional talent management process (Whysallet al. 2019). On the other
hand, Shet (2020), states that many employees are capable of developing skills and abilities, which
are based on different subjects and fields irrespective of their current qualification and job
responsibility that has been assigned them. This leads to the requirement for using
multidimensional talent management strategies to meet the development of a learning environment
for the employees focusing on their overall interest in managing the organisational performance
as well(Shet, 2020). It is noted that organisations in different fields and sectors are often more
engaged in enhancing the talent of employees who are more inclined in developing multiple skills
instead of focusing only on the single skill management process (Painter‐ Morlandet al. 2019). To
hold accountability to the development of the talent management process in the company, it can
be noted that the cause of systematic approach to talent management is more productive in nature
inclined with the use of exclusive talent management approach as well (Painter‐ Morlandet al.
2019).
Fig: Ingredients of Talent Management Approaches
(Source: https://www.Frencaigroup.com%2Fwp-
content%2Fuploads%2F2018%2F06%2Fdownload-
2.jpg&imgrefurl=https%3A%2F%2Frencaigroup.com%2Fwhy-effective-talent-management-
improves-business-performance-and-reduces-costs)
Acquisition: The process to bring talent for the organisation is the most significant for the
organisation whereas cultivating and recognising the talent of the old employee can help to fulfil
the goals of the company.

Onboarding: Onboard strategic planning is considered the primary step that can be implemented
for reaching organisational goals (Karumuri and Kore, 2021). Moreover, it identifies the major
roles of the employee that can help to flourish their inner talent.
Development: This can be considered as the component of the talent retention process and the
notion of the hiring strategy that is preferable. Nurturing the quality of the potential leaders may
provide the development tools of professionalism that can be helpful for the advancement of their
careers.
Performance Analysis: Allocation of the work to the right employee can play a great role in the
concept of talent and performance management that ensures the strategic up-gradation in the
business that helps for the development of the company in future.
Succession Planning: The major role of the employee can help for their succession planning that
can also provide more innovative as well as creative planning for the expansion of the business for
an organization (Joharaet al., 2020).
Workforce Planning: Learning as well as motivating the workforce becomes an important
strategy for talent management that can help to recognise the better performer in the business who
can also help to increase the productivity of the company.
2.3.5 Presence of talent management component and elements in Bangladesh oil
sector
The talent management component and the elements have been highly effective in presenting an
analysis of the ways in which the Bangladesh oil sector has been influenced and the flaws present
in the sector to manage employee talent has surfaced eventually. The major components that are
present in the talent management process are the Strategic employee planning process, talent
acquisition and retention process, management of performance, motivating and learning
development in the workplace and career development process along with compensation and
reward management for the employees(Codayet al. 2015). According to Barker and Jones (2013),
the components of talent management have barely been noted in the Bangladesh oil sector due to
the existence of less opportunity for the market heads to increase the scope of implementing talent
management approaches aligned with the new development technologies. The oil sector in
Bangladesh has identified that the performance management process is effectively low in the
companies, which eventually leads to the movement of the employees from the domestic

companies to international opportunities so that enough opportunity for career growth as well as
skill development is attained (Barker and Jones, 2013). The major downfall that has led to the
presence of such diminishing nature of talent management is the lack of enough visibility among
the company human resource department and low financial aid available to them to implement the
new strategies of employee skill development in the company (Codayet al. 2015).
However, it is often noted that the companies in the Bangladesh oil sector are not imposing much
emphasis on ensuring that there is the presence of a learning environment in the company's
workplace Mahadeoet al. 2012). The low amount of opportunities provided by the companies to
increase the learning environment of the workplace reduces the overall ability of the organizations
to manage the performance of the employees (Mahadeoet al. 2012). There is reduced ability of the
companies to be able to indulge in activities that are based on performance assessment of the
employees who already exist in the company and dwell into the prospect of generating training
programs to a regular interval to enhance the skills of the workers. According to George et al.
(2016), the lack of exposure that the oil sector in Bangladesh has noted is one of the core reasons
for the low visibility of the existing human resource department in the companies towards the
development of talent management processes in the companies. It is often noted that the
organisations, which are applying the skill management strategies, are not always backed by the
technological abilities due to low availability of technical support in the region and the sector as
well as the minimum presence of financial support that will increase the scope of outsourcing the
talent management processes (George et al. 2016). However, many companies have been able to
improve their talent recruitment process by following a systematic approach to recruiting
employees by focusing on talent assessment before the final selection process is conducted in the
interviews (Hossanet al.2012). This has helped in managing the presence of qualified and
experienced employees in respective job vacancies in the Oil sector companies. However, the
effectiveness in continuing the skill growth has reduced the ability of the companies to grow
further (George et al. 2016). Thus, it can be stated that the presence of talent management
components and elements in the oil sector of Bangladesh is not impressive which dictates there is
the requirement of managing the human resources practices in the company firstly.

2.4 Different Consideration of Talent Management Process of Padma Oil and
PetroBangla
The oil and gas industry in Bangladesh uses complex technology and sophisticated systems for its
oil and refinery operation and harvesting of natural oil for the production of the country's oil sector.
Padma Oil Company in Bangladesh is a statutory body under the Ministry of Oil, Energy, and
natural gas for the procurement of oil in the country, this company is a subsidiary of Bangladesh
Petroleum Corporation (Johnson et al, 2020).
Petrobangla is a government-owned oil company in Bangladesh and a major player in the
Petrochemical sector of Bangladesh, and oil companies in Bangladesh are relying on a complex
amount of data for drilling into the earth surface for finding energy resources and this perspective
has turned the oil industry one of the complex sector related to oil procurement in the industry and
talent acquisition in this industry is complex in every means and the adoption of the quantitative
model for talent acquisition has become necessary for Padma Oil and Petrobangla (Rozarioet al,
2020).
In this time the innovation related to technological innovation and globalization are related to the
aspect of ushering the new concept of industry growth using the talent acquisition standard
methods of the development perspective and the large segment of Bangladesh population is young
and the workforce is in working age the potential recruits are from educational institutions are
available in Bangladesh, though the aspects of high merit universities are rare in Bangladesh and
the aspects of development related to the innovation are limited and scarce in Bangladesh and the
potential for the talent-related in Bangladesh and procurement of talent is significant in the industry
of oil and gas sector in Bangladesh (Taftiet al. 2017).
Human resource organizations within the industry are starting to implement the procedures of
effective data analysis for the requirement of finding key talents and the development of the
recruitment procedure for the development of the skilled talent and retain existing talent for the
development of the stipulated company (Taftiet al. 2017). The technological aspect of the
development of the company's need for the scarce acquisition of talent is procured using the aspects
of blending internally available statistics and the statistics and information that are related to the
industry positioning, labor supply, and effective changes in the overall operational environment in
Padma Oil and Petro Bangla. Talent acquisition deals with the perspectives of ongoing strategy of

the perspectives of finding the specialists and leaders for the future executives for Petrobangla and
Padmaoil and the ongoing strategy related to the acquisition for the focus on the aspects of talent
acquisition on a long term human resource base of the talent for future aspects of the executive of
the focus of the company for talent acquisition for the tends of the focus related to human resources
for the planning for the finding of the appropriate candidates for the positions of the required
specific skill set and the aspects of the companies for the asking aspect of the position for the
vacancy is related to the aspects of the Niche market related to the technological skills for the high
specific aspects of the experience of the leadership for the roles of the calls related to the long term
approach of the talent acquisition for the companies recruitment and talent acquisition approach
and the development of the process of Petrobangla and Padma Oil for the development of the talent
acquisition procedure (Wadhawan. and Gupta, 2020).
2.5 Impact of Talent Management Procedure in the Process of Development of
Petrobangla and Padma Oil’s Human Resource
2.5.1 Role of competency in relation to talent management in the process of development of
the organization
Skill is a specific structure that is utilized to assit the representatives or employees in the
association to help the employees to understand the company’s aims as well as objectives to
achieve a competitive advantage in the market. The absence of skill in the work environment can
bring about disturbance in the congruity, to choose just as foster ability in the association. If the
Human Resource Department of the organization can not choose capable people, as well as foster
a similar pace of efficiency in the association, will diminish, the work fulfillment of the
representatives will likewise diminish and the nature of the work determined by the representatives
will also be of low quality (Maurya and Agarwal, 2018).The talent management procedure of
Petrobangla and Padma Oil has impacted the production of the oil company related to the aspects
of the management of the company that is related to the development of the company and the
human resource procedure of the company and the development of the company’s talent
acquisition procedure has been regarded as the integrated procedure of the company (Liu et al.
2021)
The company’s long term approach has been developed for the integration of the leadership role
for the long-term approach of the talent acquisition approach of the overall procedure and the new

skills related to the industry is the integrated part of the company for the need of the technology
of the reskilling and hiring procedure of the non-traditional background for the development of the
impact related to talent management procedure of Padma Oil and Petrobangla(Goestjahjantiet al.
2020).
The impact of talent management has a massive impact on the overall procedure of the passive
tools related to the aspects of talent acquisition and the development of the talent pool of the ready
aspect of time management of the given leg up of the defining competition in the industry, good
talent management approaches and strategies are related to the aspects of the HR programs of the
designed aspect of the development of the productivity related to the workforce. The consideration
of the effective aspects of the talent acquisition procedure has a range of effective association for
the different people to manage functions (Liu et al. 2021).Strong consideration for development
of the employee welfare and strategies of learning management for the consideration of succession
of the management for the consideration of succession of the situation of compensation, learning
management, planning for leadership and succession forming and the development of the focus
related to talent acquisition and management for Padma Oil and Petrobangla. The impacts are
related to the possible management of the talent management approaches for consideration related
to different practices for impact of the proper talent management for engagement of the situation
for the related segments for effective consideration of the effective goals for the organizational
approach (McDonnell et al., 2017). Using the approaches of talent acquisition Padma Oil and
Petrobangla has become able to develop the aspects of management for Padma Oil in the context
of the approaches related to Petrobangla for the impact of the overall procedure. The development
of the context related to the talent acquisition and effective procurement and maintenance of talent
to execute complex job in this industry and oil companies in Bangladesh is relying on complex
amount of data for drilling into earth surface for finding energy resources and this perspective has
turned the oil industry one of the complex sector related to oil procurement (Anlesinyaet al. 2019).
The industry requires trained technicians, engineers, management, and administrative staff, and
the highest level of talented personnel are required in this scenario (Taftiet al. 2017). The impact
of the proper talent management process is undertaken in the context of developing the situation
related to the context of effective procedure related to procuring appropriate skill sets in the
organization and development of the organization as per the required industry norms (Wehrleet al.
2020).

The selected organisations can strive for retaining the best-talented employees for the
improvisation of the business efficiently and effectively. The HR management of the Bangladeshi
Oil companies has helped for the expansion of the business that also satisfies the long term goals
of the Company. Moreover, the employees of the oil industry can look forward to enriching the
experience in their specified work, more business exposure as well as developing the career
opportunities that can facilitate the aspiration of the company. Good practices in the process of
talent management in PetroBangla, as well as Patrex Limited, can help to minimize the unfocused
and unplanned attributions (Oseghaleet al., 2018). All the successful organisations in Bangladesh
in the field of the Oil industry can invest systematically in the procedure of employment
engagement by some goal settings, meaningful work, timely reward or recognition as a transparent
communication system. The three companies have impacted vastly by using the proper techniques
of talent management by their respective HR managers. Moreover, the companies can be benefitted
from the availability of the resources that can help to plan timely according to the needs of the
company whereas it also improves the productivity of the company by an appropriate strategy of
employee engagement(Oseghaleet al., 2018).
2.6 The basic key elements of a Talent management system which assist the
organization to increases as well as improve overall productivity?
2.6.1 Major elements of competencies that assist the organization to improve as well as
increase productivity
Competency or ability is viewed as expertise that includes sets of standards as well as a propensity
that helps a person to direct the ideal obligation at the ideal measure of time. The Human Resource
of the association lays explicit significance on the Talent the board abilities of the workers as it is
viewed as one of the successful means by which organizations improve just as increment their
general usefulness. The human resources management of the company needs to look after the
factor of job satisfaction where the ability of the employees in teh organizational setting is properly
used and at the same time delivering satisfaction to the employees of the organization and
increasing the productivity of the organization. The enlistment cycle or the recruitment process of
the organization needs to begin with legitimate arranging which will help the organization's human
resource department to choose fit as well as talented representatives are for the work post there it

will improve as well as an increase in the productivity in the organization by giving importance to
the factor of ability or competency of the employees. Enrolling new staff for the organization might
be viewed as a costly technique that can be intelligently eliminated by the maintenance of staff by
giving them effective training which will likewise will the organization to construct successful
relational relations with their organization representatives which will bring about dedication and
achieve backhanded consolation among the workers previously working in the association, this
way effective development, as well as maintenance of competence in the organization, can be
generated and this particular factor will result in the increase as well as improving the quality of
the work deliver by the employees of the organization and enhance the overall productivity of the
organization (Bratton and Watson, 2018).
As it is stated that building effective staff is considered to be one of the success factors of the
business organization.Talent management is characterized as the deliberately coordinated, vital
interaction of getting the right ability locally available and assisting them with developing their
ideal capacities remembering hierarchical targets (Collings et al., 2019). The interaction in this
manner includes recognizing ability holes and empty positions, sourcing for and onboarding the
appropriate competitors, developing them inside the framework and creating required abilities,
preparing for mastery with a future center, and adequately captivating, holding, and inspiring them
to accomplish long haul business objectives (Azmaet al. 2019). There are few basic elements
through the help of which organizations can undertake necessary steps to properly manage talent
in their organization.The basic key elements of talent management are as follow:
Talent Acquisition: The recruitment process of the company needs to start with proper planning
which will assist the company's human resource department to select appropriate candidates for
the interview process and if able as well as skilled employees are selected for the job post there it
will improve as well as increase the productivity of the company(McDonnell et al., 2017).
Talent Retention: Recruiting new staff for the company may be considered an expensive method
which can be smartly removed by the retention of staff by providing them appropriate training
which will also will the company to build effective interpersonal relations with their company
employees which will result in loyalty and bring about indirect encouragement among the
employees already working in the organization which will motivate them to increase as well as
improve their quality of work.

Performance Management: As to bring about effectiveness among employees, the company's
human resource management will acquire to deliver clear communication of the company's goals
as well as objectives to their employees by making them realize that the employees are an active
part of the company which will help the company to motivate their employees (Wehrleet al. 2020).
To increase the quality of the work performance the human resource management of the company
needs to closely monitor the performance of their employees and provide incentives to them
accordingly as it will encourage the employees to work hard on increasing as well as improving
their quality of work (McDonnell et al., 2017).
Career Development: The company's human resource department needs to promote their
employees in higher-level jobs which will assist the company with loyal customers and help the
company build interpersonal personal relations which help the employees to be motivated at work.
Here, the elements have been included for specific information regarding the strategies of the
chosen organisations. PetroBangla is the state-owned oil company of Bangladesh which
havefocussed on the onboarding and engagement strategy of talent management due to their huge
resource base and support of the Government. Additionally, Patrex Limited is a private enterprise
with more flexible policies of HR management and has taken aggressive talent acquisition
strategies along with effective performance management for proper planning of its human
resources (Anlesinyaet al. 2019). Apart from that, Padma Oil Company is also a public enterprise
but has a narrow financial base compared to PetroBangla which encourages them to adopt the
strategy of workforce planning supplemented by succession planning as a talent management
strategy. The three chosen companies have given due importance to the issue of talent management
and focused on various strategies depending on their financial resources, future objectives and HR
policies (Azmaet al. 2019).
2.7 Effectiveness of Talent management helps the company to bring out the quality
performance in Padma Oil and PetroBangla
The oil and gas industry in Bangladesh utilizes complex innovation and modern frameworks for
its oil and treatment facility activity and collecting of normal oil for the creation of the nation's oil
area(Glaister et al., 2018). Padma oil organization in Bangladesh is a legal body under the Ministry
of Oil, Energy, and flammable gas for the acquisition of oil in the country, this organization is an

auxiliary of Bangladesh Petroleum Corporation. Petrobangla is an administration claimed oil
organization in Bangladesh and a significant part in the Petrochemical area of Bangladesh, and oil
organizations in Bangladesh are depending on complex measures of information for boring into
earth surface for discovering energy assets and this viewpoint has turned the oil business one of
the intricate area identified with oil obtainment in the business and ability procurement in this
industry is perplexing in each mean and the appropriation of the quantitative model for ability
securing has gotten essential for Padma Oil and Petrobangla(Glaister et al., 2018).
In this time the advancement identified with mechanical advancement and globalization are
identified with the part of guiding the new idea of industry development utilizing the ability
securing standard techniques for the improvement viewpoint (Azmaet al. 2019). The enormous
portion of Bangladesh populace is youthful and the labor force is in working age the potential
volunteers are from training foundations are accessible in Bangladesh. However, the parts of high
legitimacy colleges are uncommon in Bangladesh and the parts of advancement identified with the
advancement is restricted and scant in Bangladesh and the potential for the ability related in
Bangladesh and acquirement of ability is huge in the business of oil and gas area in
Bangladesh(Glaister et al., 2018).
As to manage the overall system of the organization, the company lays importance to the Talent
management criteria as it is considered and recognized as one of the effective means to bring out
quality performance from the employees of the organization(Azmaet al., 2019). Utilization of time
productively is a fundamental part of the administration. Talent management is one of the
important skills which the company needs to encourage their employees to learn to master as to
provide them with a healthy lifestyle which certainly reflects on their quality of work(Azmaet al.,
2019). Organizations need to foster systems to augment time in requests to accomplish individual
and hierarchical objectives. While there are various efficient techniques, the organization will be
required to test and figure out which examples are best for their own style (Bolanderet al. 2017).
The company follows as well as develops appropriate Talent management process as it provides
the following Advantages of the time management:
Less Stress: Managing time appropriately can straightforwardly decrease the feeling of
anxiety(Azmaet al., 2019).

Fewer astonishments: Less surging from task-to-task related jobs and no wastage of time take
place and individuals working in the organization complete their job on deadline.
Complete More: Being useful is one of the principal objectives of using time productively. At the
point when employees know about what they need to do, they can be more effective in dealing
with their responsibility. As a result, it helps the employees, as well as the management team of
the company, actually gets a greater amount of time to complete their task if they have proper
Talent management skills(Azmaet al., 2019).
Less Rework: Talent management helps in being coordinated. Failing to remember things, such as
guidelines, leads to additional work(Glaister et al., 2018).
The effectiveness of talent management for the above-mentioned organisations taken as a case
study can be evaluated through the responses of the employees regarding the strategy which
focuses on effective talent management procedures in the oil and gas companies(Glaister et al.,
2018).
Fig: Effectiveness of the talent management in three different companies
(Source: https://www.mckinsey.com/business-functions/organization/our-insights/winning-with-
your-talent-management-strategy)
The secondary source of data has highlighted the mixed responses of the employees regarding the
effectiveness of the talent management strategies in enhancing the productivity of the huge human
resources employed in them (Azmaet al., 2019). The statistical figure shows that the minority of
the employees in Partex Petro Limited feels that the talent management is very ineffective for them

whereas a significant share of employees in PetroBangla and Padma Oil holds that talent
management processes are very ineffective. Moreover, the majority of Padma Oil and Partex Petro
feels that talent management is very effective for the employees(Glaister et al., 2018).
2.7.1 Importance of talent management in relation to competency
Competency is defined as the immense capability to apply or utilize the same to set appropriate
knowledge, skills, as well as abilities required to effectively perform difficult work-related
functions or tasks in the working environment. The company’s Human Resource Department will
manage talent effectively in the organization needs to evaluate the factor of competencies as its
adds to productivity. While haring individual to different job titles looking at the ability of the
individual is very essential as the individual can be a great assest to the company if provided with
effective training. Similarly in the oil industry, it is very essential to hire candidates with the
effective potential to work under pressure, with leadership skills as well as through the help of
effective training they can bring about productivity in the organization. Petrobangla is an
administration possessed oil organization in Bangladesh and a key part in the Petrochemical area
of Bangladesh, and oil organizations in Bangladesh are depending on a mind-boggling measure of
information for boring into the earth surface for finding energy assets and this point of view has
turned the oil business one of the complicated area identified with oil obtainment in the business
and ability procurement in this industry is perplexing in each mean and the reception of the
quantitative model for ability securing has become vital for Padma Oil and Petrobangla
(Barkhuizen et al., 2017).
Furthermore, organisational performance is the combination of various factors which if evaluated
can highlight the effectiveness of the talent management for the three oil companies in Bangladesh.
The factors can be evaluated as follows:
Financial outcomes: The researcher has examined the financial perspective of the organisation
while assessing its relationship with the talent management approaches(Glaister et al., 2018). An
organisation that has taken an effective talent management strategy has a comparative advantage
with respect to profit sales and revenue that highlights the fact that the productivity of the
employees in PetroBangla is higher than the other peers(Azmaet al., 2019).

Organisational Outcomes: The study of the research suggests that effective talent management
can improve the reputation of the employer and its attractiveness to the employees (Friday and
Sunday, 2019). The strong organisational culture of PetroBangla enhances its operational
excellence due to the transparent strategies and prominent hierarchical organisational structure.
Human Resource Management: The research has found that efficient employee engagement can
lead to improved quality of the products since the capabilities of the employees has been enhanced
due to their increasing attachment with the organisation, job satisfaction and competitive working
environment. Employee engagement can be improved through talent management that encourages
innovative ability among the employees which provides further development opportunities to
them(Glaister et al., 2018).
2.8 ChallengeswhichPadma Oil and PetroBanglacan face ifthere isno proper Talent
management in their organization
As it is mentioned, PetroBangla is the successor of Bangladesh Mineral Oil and Gas Corporation
(BOGMC), which is considered to be one of the biggest companies in Bangladesh(Claus, 2019).
As it is a rated fact that Talent management is not a normal skill but a productive one as it helps
the company to achieve their targeted sale by providing their employees with a stress-free
workplace as a diversified work culture where various cultures are accepted as well as respected.If
the organization is large scale proper Talent management is recognized to be a necessary fact to
bring about effectiveness in the organization (Claus, 2019).
Talent management is considered to be a skill that involves sets of principles as well as a habit that
assist an individual to conduct the right duty at the right amount of time. The Human Resource of
the organization lays specific importance on the Talent management skills of the employees as it
is considered to be one of the effective means by which companies improve as well as increase
their overall productivity(Gallardo-Gallardo et al., 2020). There are considered to be multiple
challenges if the company's management team, as well as the employees, do not have appropriate
skills in managing their time as it deteriorates the quality of work performance which eventually
results in a decrease in the productivity of the company. If there is no proper Talent management

system procuring in the organization among its employees the company will be having too many
projects pending on their schedule as there was no proper planning regarding the time when this
plan needs to be implemented in the business decision to improve the productivity of the
company(Claus, 2019).
The organization's management team, as well as the leader and employees of the company, would
suffer from a lack of priority regarding their task and it will create a huge deal of conflict as well
as confusion in the higher management as well as in the lower management, as a result, the
employees of the company would not have a proper idea about their job profile and the urgency of
underlying projects of the company will which enables to complete their task way past their
deadlines and it will also reduce the quality of their work performance(Gallardo-Gallardo et al.,
2020). Without proper Talent management, there will be confusion which will cause stress, as well
as anxiety to the employees working in the organization as a result lack of loyalty with the
company, can be reduced due to this particular challenge (Wehrleet al. 2020). Ineffective Talent
management will also lead the management of the company to lack of strategic direction which
will certainly cause a working system to be non-centralized in nature and the employees of the
organization will be not overwhelmed with a routine task which can lead to frustration and a
decrease in the quality of work (Gallardo-Gallardo et al., 2020).
Fig: Challenges in talent management

(Source: Self - Created)
The issue of retention of talent is a contemporary topic in the oil and gas sector of Bangladesh.
The research has focused on the challenges for the above-mentioned oil companies regarding
effective talent management. The primary challenge for Partex Petro Limited is to attract quality
talents into their company due to the presence of other market giants like PetroBangla which is a
Government enterprise having a huge resource base (Al Aina and Atan, 2020). The Padma Oil
company though have Government support but the rigid policies are the barriers for them regarding
the development of high-quality performers. The Human Resource Management policies of
PetroBangla is a major challenge for them for filling the high impact positions with suitable
employees for the company's growth due to the influence of some external organisational factors
in them(Al Aina and Atan, 2020). Moreover, all the three companies under the case study have a
common problem of the retention of top performers because of the lack of modern infrastructure
and further career opportunities as per international standards. Furthermore, the operational scale
of some of these oil companies has made it hard for them to engage the employees in innovative
activities that may improve their skills(Gallardo-Gallardo et al., 2020).
2.8.1 Issues faced by the organization due to lack of competency
Competency is a particular framework that is used to assit the employees in the organization to
focus on the company’s aims as well as objectives. The factor of competency in relation to talent
management helps employees to focus on the factor which can bring about growth for the
organization and help them to achieve success in the market. The lack of competency in the
workplace can result in disruption in the harmony, to select as well as develop talent in the
organization. If the Human Resource Department of the company will not be able to select talented
individuals as well as develop the same the rate of productivity in the organization will decrease,
the job satisfaction of the employees will also decrease and the quality of the work derived by the
employees will also deteriorate. Without appropriate Talent the executives corresponding to
competency, there will be confusion of representatives in regards to their work jobs which will
cause pressure, as well as nervousness to the workers working in the association subsequently
absence of faithfulness with the organization will increase. Ineffective Talent the board will
likewise lead the administration of the organization to the absence of key course which will surely
make a functioning framework be non-concentrated in nature and the representatives of the

association will be not overpowered with a standard assignment which can prompt disappointment
and a reduction in the nature of work (Waters-Sobkowiak et al., 2019)
2.9 Analysis of Green Talent Management for Sustainability
Financial and organisational outcomes of the above-mentioned oil and gas companies of
Bangladesh should be supplemented by the strategies for the minimisation of carbon footprints.
The current trend of the industry is the integration of the environmental and societal facets with
the policy decision of the organisation. Moreover, the research has evaluated the various green
initiatives of the oil and gas companies regarding talent management for effective mitigation of
environmental issues (Mahjoubet al., 2018). Green talent management can be understood as the
initiatives of the management through policies and activities towards reducing the carbon
footprints attached with the talent management processes whereas green human resources imply
the utilisation of every employee interface for the promotion of sustainable practices along with
enhancing their awareness for the issue of sustainability (Claus, 2019).
PetroBangla has focused on effective talent management initiatives and has decided to continue
with this policy as an efficient management strategy for external factors such as the impending
shortage of talent. Additionally, designated policies for recruitment, performance analysis and
appraisal management of Petrax Limited can be established as the important tools for the alignment
of the employees with the environmental objectives of the company whereas the training program
along with the reward system in the Padma Oil can be strategies through efficient green
management practices. The green initiative of Petrax Limited in the form of a green recruitment
policy which is a paper-free process of recruitment that has minimum impact on the environment
can be highlighted as an efficient strategy under green talent management which provides
sustainability to the company in the long run (Bolanderet al. 2017). The inclusion of the employee
referral strategy for recruitment is an effective green talent management strategy. The hiring of the
best candidate with appropriate cultural feet is a challenge for the talent manager of PetroBangla
and they depend on effective green HR policies for the management of talents. Additionally, the
creation of mobile-friendly apps regarding the important information of the company’s insight has
been utilized for the creation of employer branding which is a significant contribution of an
organisation towards sustainability (DANILINA et al., 2017). Moreover, the policies of

PetroBangla have included the identification of the green factors that can be collected through
feedback or rating system during interviews for attracting potential talents.
Furthermore, the green managers of Padma Oil have focused on innovative various green
initiatives to enjoy a competitive advantage in the oil industry. Apart from that, the HR managers
arrange for audio and video recordings along with updated web pages during the training programs
of Padma Oil Company. The various web pages that have been referred during training programs
also contain the updated green initiatives and future strategies. The publication of good green
initiatives in different business dailies or industry publications is a green buzz for the organisation
which enhances the ethical standard of the organisation along with a strong green standard that
attracts some best talents with rich and sustainable green dividends (Claus, 2019). Finally, Padma
Oil and Petrobangla have paid enough time to the volunteers for environmental causes, health
issues and green rewards as a part of their green policy. All three organisations have to align their
mission and vision with the environmental elements for effective green talent
management(Mahjoubet al.2018).
2.10 Gaps in Literature
The major gaps that have been identified to be present in the given literature are that the current
literature will be focusing on the oil industry of Bangladesh. It is important to note that the previous
literature did not give emphasis or particular focus on the oil sector of Bangladesh. Most of the
research materials were based on holding an analysis on the varied types of talent management
practices that have been taken into account in varied industries and the implications of the same
have been identified (Bolanderet al. 2017). It is often noted that the development of the current
literature will meet the gap of demonstrating the talent management activities in the particular
companies, which are Petrobangla, Padma Oil Company and Partex Petro Ltd. Thus, the current
literature has been focused on particular companies and will give an analysis of the talent
management forms and processes by discussing the relationship between the talent management
practice and company functions as well as development when dealing with activities that are oil
sector-based (Whysallet al. 2019).
Furthermore, the literature gap in the research can be considered as the issues that have not been
addressed properly and have future scope for research. The current research paper has focused on
multiple dimensions but the ethical considerations of the talent management for PetroBangla and

Padma Oil Company need to be assessed more widely (Lotfiet al., 2020). The integration of ethical
values such as honesty, integrity and discipline in the talent management policies needs further
evaluation. Moreover, the current integration of modern technologies such as artificial intelligence,
big data and the internet of things with the talent management strategies has to be analysed through
a depth focus whereas the future scope with the research is the examination of the potentialities of
these technologies in talent management which can improve the productivity of the employees
along with maintaining a high retention rate for the oil and gas companies of Bangladesh
(VINICHENKO et al., 2018). The contemporary issue of talent management has a role for the
Government also especially for private enterprises such as Petrax Limited and the evaluation of
the function of the appropriate authorities through concurrent laws required to be examined to
conclude properly regarding the effectiveness of the strategy. Finally, the research has not found
suitable transparent data regarding the exact strategies for the three above-mentioned oil
companies regarding their current talent management process through an appropriate sustainable
vision.
2.11 Summary
The research has focused on the critical evaluation of the process of talent management in the oil
industry of Bangladesh by taking a case study of three oil companies of Bangladesh of which two
are public sector enterprises and one is a private limited organisation. Moreover, in this context,
the researcher has highlighted the comparative description of the previous literature as well as
current literature whereas the main focus can be given in the different aspects of the talent
management process that can be helpful for an oil organisation for increasing the output.
Furthermore, the study has evaluated the different approaches of talent management as well as the
presence of its different components for the oil company of Bangladesh (Syed et al., 2020). The
researcher also clearly highlights the impact of talent management with association with the basic
elements of talent management procedure and its effectiveness. The study also focuses on the
various challenges that the oil company faces during their operation while analysing the concept
of green talent management for the sustainability of the process. Finally, this chapter highlights
the gaps in the literature that help to analyze the above aspects clearly.
Thus, the cheater has significantly defined the previous literature that has been taken into account
by different researchers and the existing literature in the form of theories and approaches. The

chapter also presented the gap that has been met by the current literature developed through the
resources identified(Syed et al., 2020).
Interview
Question 1: Do you believe that effective talent management increases the factor of
productivity in the company?
Senior Human Resource Managers Senior Operational Manager
According to my opinion, I totally believe that
the factor of talent management increases the
productivity of the organization as it helps
employees to build their careers.
In this situation, I totally agree with the senior
HR manager that talent management delivers a
factor for job satisfaction which increases as
well as improves the quality of work delivered
by the employees (Khilji and Schuler, 2017).
Question 2: Did you support employee retention for the future development of the oil
company in Bangladesh?
Yes, the company does support the factor of
employee retention as it helps in the proper
collaboration.
The company does lay emphasis on the factor
of employee retention as it facilitates the factor
of innovation in the organization (Maurya and
Agarwal, 2018).
Question 3: Has the company provided all the measurements to the employees for managing
talents within the workplace?

Yes, according to me, I believe the company
provides effective promotion facilities as well
as a diversified working environment to
improve as well as increase their quality of
work.
I totally agree with the senior HR manager in
this aspect, the company also provide training
to the existing staff to enhance their
motivation.
Question 4: Have the employees provided all their efforts in managing the engagement for
enhancing the future opportunities within the company|?
Yes, the employees of our company are
working day and night to increase the quality of
the work delivered to the customers.
I partially agree with the senior HR manager in
this context, I believe HRM needs to lay more
emphasis on recruiting talented employees to
increase the productivity of the organization
(Alves et al., 2020)
Question 5: Which kind of factors directly impacts the motivation level of the employees
within the oil company of Bangladesh?
I believe the factor of salary directly influences
the factor of motivation level among the
employees within the oil company of
Bangladesh.
According to my opinion, I believe the factor
of job satisfaction impacts the motivation level
of the employees within the oil company of
Bangladesh.
Survey Questionaries
Question 1: Are the company is able to provide their employees with effective career
opportunities?

Question 2: Did the management team of the company lay emphasis on proper management
of talent in the organization.
Question 3: Are the Padma Oil company’s management team providing their staff with an
appropriate level of motivation to enhance their quality of work?
Question 4: Does the company provides a diversified work environment to the staff?
Question 5: Do you believe the process used by the company’s Human Resource
Management department is effective in association with managing the competency of the
employees?
Question 6: Does the company deliver appropriate training to their employees to increase
their level of motivation and enhance their quality of work?
Question 7: Does the organization’s Human Resource department undertakes necessary
adjustments to enhance communication between higher-level management and lower-level
management to develop the factor of talent management in the Padma Oil company?
Question 8: Does the management team of the company offers professional development
plans to their employees to increase their level of motivation?
Question 9: Do the managers of the company utilize appropriate leadership styles to assist
their teammates to increase their level of satisfaction?
Question 10: Do you think that employee competency can manage organizational financial
stability?

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CRITICAL ANALYSIS OF TALENT MANAGEMENT FORMS AND PROCESSES IN THE OIL SECTOR IN BANGLADESH

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