Talent management is aimed at retention of capable employees and it also enhances employee engagement. This dissertation aims at analysing the talent management process and strategies of oil companies of Bangladesh. Literature review of this dissertation has segregated the impact of talent management on the public and private sectors of Bangladesh. Three Companies are chosen, of which two are from the public sector and one from the private sector. Critical analysis of talent management proves that it is significant in providing competitive advantages to oil-based companies and also provides its ability to retain its existing workforce when it transfers to renewable sources of energy. Talent management can be done by following a seven-step process when employees can be attracted by providing exciting salary packages. Competent workers aim in understanding the business objectives thereby making their work responsibilities in a prominent manner thereby contributing towards the enhancement of organisational reputation within the market. Chapter 1 of this research study focuses upon the key aspect of talent development and further facilitates strategies and processes for the future needs and requirements. There are several competencies and skills required among employees so that they can work effectively in an oil-based company in Bangladesh. Such competencies are leadership skills, problem-solving ability, ability to monitor environment and flexibility to convert their skills as per changing situations of the market. Organisational culture plays a significant role in talent management and it is necessary that the oil sector of Bangladesh has a flexible work culture. Flexible work culture leads to innovation and it assists employees to learn and experience new decision-making abilities. Similarly, it is analysed that Bangladesh oil companies must use modern technologies such as artificial intelligence and machine learning tools to manage talents automatically by retaining and recruiting them through virtual platforms.A number of challenges are faced by the oil sectors of Bangladesh due to lack of antibodies in attracting new talents and insufficient financial resources to support their modern initiatives of talent management. Similarly, it is analysed for reviewing several pieces of literature that public as well private sectors of Bangladesh must use modern strategies to retain employees and provide them scope to learn while working for the firms.Networking organisational structure is one of the most scalable and flexible modes of organisational structure that assist a firm to openly communicate with its employees. As a result of open communication, it is easier to analyse employees. Talent management aims at analysing issues of employees and resolving them to provide job satisfaction and making a way of retaining them for a longer time in a firm.

1. 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

2. 1
Abstract
Talent management is aimed at retention of capable employees and it also enhances employee
engagement. This dissertation aims at analysing the talent management process and strategies of
oil companies of Bangladesh. Literature review of this dissertation has segregated the impact of
talent management on the public and private sectors of Bangladesh. Three Companies are
chosen, of which two are from the public sector and one from the private sector. Critical analysis
of talent management proves that it is significant in providing competitive advantages to oil-
based companies and also provides its ability to retain its existing workforce when it transfers to
renewable sources of energy. Talent management can be done by following a seven-step process
when employees can be attracted by providing exciting salary packages. Competent workers aim
in understanding the business objectives thereby making their work responsibilities in a
prominent manner thereby contributing towards the enhancement of organisational reputation
within the market. Chapter 1 of this research study focuses upon the key aspect of talent
development and further facilitates strategies and processes for the future needs and
requirements.
There are several competencies and skills required among employees so that they can work
effectively in an oil-based company in Bangladesh. Such competencies are leadership skills,
problem-solving ability, ability to monitor environment and flexibility to convert their skills as
per changing situations of the market. Organisational culture plays a significant role in talent
management and it is necessary that the oil sector of Bangladesh has a flexible work culture.
Flexible work culture leads to innovation and it assists employees to learn and experience new
decision-making abilities. Similarly, it is analysed that Bangladesh oil companies must use
modern technologies such as artificial intelligence and machine learning tools to manage talents
automatically by retaining and recruiting them through virtual platforms.A number of challenges
are faced by the oil sectors of Bangladesh due to lack of antibodies in attracting new talents and
insufficient financial resources to support their modern initiatives of talent management.
Similarly, it is analysed for reviewing several pieces of literature that public as well private
sectors of Bangladesh must use modern strategies to retain employees and provide them scope to
learn while working for the firms.Networking organisational structure is one of the most scalable
and flexible modes of organisational structure that assist a firm to openly communicate with its

3. 2
employees. As a result of open communication, it is easier to analyse employees. Talent
management aims at analysing issues of employees and resolving them to provide job
satisfaction and making a way of retaining them for a longer time in a firm.This part was
constructed to focus on environment monitoring that can help to aid talent management of
employees. This phenomenon was used to construct efficient ideas upon human capital added
value. Further, discussion has been made on human capital value-added and human capital
management. Evaluation of human capital theory, talent management theory, scientific theory of
management, and human relation theory has been made in theoretical framework
section.Different performances can be evaluated after concentrating on profit generated per
employee. There has been successful exploration about these concepts which have acknowledged
this given case study accordingly. In research methodology, this researcher has used
interpretivism research philosophy, inductive research approach, case study research strategy,
exploratory research design, secondary qualitative data collection and thematic data analysis
methods.

4. 3
Table of Contents
Chapter 1: Introduction................................................................................................................... 7
1.0 Introduction............................................................................................................................... 7
1.1 Background ............................................................................................................................... 8
1.2 Research rationale................................................................................................................... 10
1.3 Research aim........................................................................................................................... 12
1.4 Research objectives................................................................................................................. 12
1.5 Research questions.................................................................................................................. 13
1.6 Significance of research.......................................................................................................... 13
1.7 Research purpose .................................................................................................................... 16
1.8 Research scope........................................................................................................................ 18
1.9 Summary................................................................................................................................. 20
1.10 Structure of dissertation........................................................................................................ 20
Chapter 2: Literature Review........................................................................................................ 22
2.0 Introduction............................................................................................................................. 22
2.1 Concept and significance of talent management..................................................................... 22
2.2 Impact of talent management in oil sector of Bangladesh...................................................... 24
2.2.1 Impact of Talent management in public sector.................................................................... 25
2.2.2 Impact of Talent management in private sector................................................................... 26
2.3 Talent management practices.................................................................................................. 28
2.3.1 Talent management practices in public sectors.................................................................... 28
2.3.2 Talent management practices in private sectors .................................................................. 30
2.4 Processes that can be adapted by oil companies of Bangladesh to manage talents ................ 31
2.5 Role of operations manager and human resource manager in talent management ................. 34
2.6 Transferable skills that are required among competent employees ........................................ 36

5. 4
2.6.1 Transferable skills required by employees in public sector................................................. 36
2.6.2 Transferable skills required by employees in private sector................................................ 38
2.7 Process of developing transferable skills among employees of oil companies in Bangladesh
....................................................................................................................................................... 40
2.8 Technologies that can be deployed to manage talent in oil industry of Bangladesh .............. 42
2.9 Impact of organisational culture on talent management ......................................................... 43
2.10 Challenges faced by oil sector of Bangladesh while managing diverse talent in workplace 44
2.10.1 Challenges in the public oil sector ..................................................................................... 44
2.10.2 Challenges in the private oil sector.................................................................................... 46
2.11 Strategies of attracting and retaining talent in oil sectors of Bangladesh ............................. 46
2.11.1 Strategies of attracting and retaining talent in public sectors ............................................ 46
2.11.2 Strategies of attracting and retaining talent in private sectors ........................................... 48
2.12 Talent management model.................................................................................................... 50
2.13 Concept of network organisational structure ........................................................................ 52
2.14 Impact of network organisational structure on talent management ...................................... 54
2.15 Steps of talent acquisition in private oil sector of Bangladesh............................................. 56
2.15.1 Lead Generation and sourcing ........................................................................................... 56
2.15.2 Recruitment or appointment .............................................................................................. 56
2.15.3 Assessments and interviews............................................................................................... 57
2.15.4 Supervising references ....................................................................................................... 57
2.15.5 Final decisions of hiring..................................................................................................... 58
2.15.6 Starting of work ................................................................................................................. 58
2.16 Business areas covered by talent management process ........................................................ 58
2.16.1 Operational Area................................................................................................................ 59
2.16.2 Marketing Area .................................................................................................................. 59

6. 5
2.16.3 Management Area.............................................................................................................. 59
2.16.4 Leadership Area ................................................................................................................. 60
2.17 Strategies of talent evaluation in oil sector of Bangladesh ................................................... 60
2.17.1 Utilisation of technologies ................................................................................................. 60
2.17.2 Involvements of skill tests ................................................................................................. 60
2.17.3 Inclusion of work samples ................................................................................................. 61
2.17.4 Involvement of an effective hiring procedure.................................................................... 61
2.18 Concept of human capital value added ................................................................................. 61
2.19 Concept of human capital management................................................................................ 63
2.20 Relation between human capital value added and talent management ................................. 64
2.21 Process of environment monitoring and its types ................................................................. 67
2.22 Impact of environmental monitoring on talent management................................................ 69
2.23 Theoretical framework.......................................................................................................... 72
2.23.1 Human capital theory......................................................................................................... 72
2.23.2 Scientific management theory............................................................................................ 73
2.23.3 Talent management theory................................................................................................. 73
2.23.4 Human relations theory...................................................................................................... 74
Strategies of attracting and retaining talent in oil sectors of BangladeshError! Bookmark not
defined.
2.24 Conceptual framework.......................................................................................................... 75
2.25 Literature gap ........................................................................................................................ 76
2.26 Summary............................................................................................................................... 76
Chapter 3: Research Methodology.................................................Error! Bookmark not defined.
3.1 Introduction..............................................................................Error! Bookmark not defined.
3.2 Research questions...................................................................Error! Bookmark not defined.

7. 6
3.3 Research philosophy................................................................Error! Bookmark not defined.
3.4 Research approach ...................................................................Error! Bookmark not defined.
3.5 Research strategy: Case study strategy....................................Error! Bookmark not defined.
3.5 Research Design.......................................................................Error! Bookmark not defined.
3.7 Time horizon............................................................................Error! Bookmark not defined.
3.8 Type of investigation ...............................................................Error! Bookmark not defined.
3.8.1 G Informant Interview/GAPS interview.......................Error! Bookmark not defined.
3.8.2Interview question checklist...................................................Error! Bookmark not defined.
3.9 Qualitative investigation..........................................................Error! Bookmark not defined.
3.10 Data Collection ......................................................................Error! Bookmark not defined.
3.11 Sampling technique................................................................Error! Bookmark not defined.
3.12 Search Strategy ......................................................................Error! Bookmark not defined.
3.13 Inclusion and Exclusion Criteria............................................Error! Bookmark not defined.
3.14 Data analysis ..........................................................................Error! Bookmark not defined.
3.15 Ethical considerations ............................................................Error! Bookmark not defined.
3.14 Reliability and Validity..........................................................Error! Bookmark not defined.
3.17 Research limitations...............................................................Error! Bookmark not defined.
3.15 Summary................................................................................Error! Bookmark not defined.
References..................................................................................................................................... 90

8. 7
Chapter 1: Introduction
1.0 Introduction
Talent management is accounted for as the full scope of HR dimensions which focuses
predominantly upon attracting, onboarding, developing, motivating as well as retaining high
performance workers. Talent management also further aims at the improvement of business
performance through the techniques and practices which aim in making workers more
productive. In addition to this, talent management is regarded as the expectation of needed
human capital for a business firm along with that planning for the purpose of addressing those
requirements. This particular process aids in attracting, developing along with retaining skilled as
well as capable workers for the purpose of seeking improvement of organisational processes
along with productivity. Talent management further assists in the enhancement of business
reputation as its performance along with profit enhances because of the efficient workability of
workers. This process also guides the workers for enriching their existing skills along with
competencies thereby ensuring prominent productivity.
Talent management also helps private along with public business firms in identifying competent
skills of a worker seeking priorities of the human resources who tends to be capable of bring
profits to the particular firm. In this case, a business can easily ensure detection of competent of
skilled workers and offering them with proper appraisals, motivation along with bonuses. It also
aims to retain them and seek optimum utilisation of skills for ensuring expansion in the
international markets. On the other hand, it has been recognised that Padma Oil Company along
with Petrobangla of Bangladesh are famous public oil firms which would be coveted into the
renewable energy sources that are electricity. This in turn requires retaining the old workers for
the purpose of saving the cost of their recruitment. In addition to this, talent management
facilitates in determining attraction of workers, enhancing as well as improving employee
performance. The purpose of this particular chapter is to demonstrate the key background of the
research topic. The chapter has further summarised the overall introduction of the research topic
through the help of addressing the objectives of the research. It has also demonstrated the
significance of the research paper thereby demonstrating a productive rationale to the research
topic.

9. 8
1.1 Background
In the modern competitive world, it has been identified that business firms primarily observe the
workers as the core assets who aim to rely upon their prominent input thereby focusing upon the
overall process of decision making. It also focuses upon the new product development and
ensuring proper management of competitive edge (Painter-Morland et al. 2019). In this respect,
talent management is regarded as one of the efficient processes for determining a worker who is
capable of performing in accordance to the industry standards along with organisational
anticipations. Talent management facilitates the attraction of talented workers thereby increasing
as well as improving employee performance in terms of retaining high quality talented workers.
This also determines consistent coverage of the integral roles in terms of the maintenance of
clients along with satisfaction of workers. Business firms are found to face fluctuating internal
along with external challenges in which working procedures of a business firm changes keeping
in mind the technological integration (Collings and Isichei, 2018). As an outcome, integral roles
emerged consistently within the workers who tended to attract talented workers seeking
improvement of skills with respect to the existing workers.
Padma Oil Company along with PetroBangla of Bangladesh aims in converting the renewable
energy sources in terms of electricity which requires to retain the old workers in saving the cost
of recruitment. As an outcome, the research focuses on determining engagement in key ways in
terms of the talent management thereby successfully retaining the skilled employees (Gallardo-
Gallardo et al. 2020). It has been also found that there are prominent transferable skills along
with competencies which are needed in workers so that they can work in a changed
organisational culture. Management of talent is primarily done by the operational managers
along with human resource managers in terms of demonstrating their role within the oil-based
companies of Bangladesh. Talent management aims in the identification of a “good fit”
employee for the team in questioning the ability of retaining them. Furthermore, in this respect,
Talent management determines top talented individuals within the business firms which remains
with organisations longer impacting the great benefits.
Talent management also contributes to determining workers with pertinent skills as well as
experience within the business firm. Enhancement of employee workability can assist an
organisation to improve organisational profitability along with performance (Crane and Hartwell,

10. 9
2019). The objective of these oil firms is enhancing exploration along with exploitation of
natural gas. It aims in offering indigenous primary energy to all the areas and socio economic
groups. It also aids in the promotion of effective usage of gas with an overview in determining
energy security for the future. The role of energy aims in the securing overall development of
countries such as Bangladesh which hardly needs emphasis (Meyers et al. 2020). Other than this,
Petrobangla and its business firms have been identified to play a dominant role in terms of
exploration, production, distribution, transmission along with development of vital sources of
energy in terms of gas and coal within the country. It has been identified that talent management
in a learning organisational culture helps in guiding enhancement of business reputation as its
performance along with the profit. It aids in attracting, developing as well as retaining the skilled
workers for the purpose of seeking improvement of organisational productivity and processes.
Energy is accounted as the significant primary resource that is significant for determining
economic development and at the same time keep running the industrial wheels. In addition to
this, Bangladesh is identified to achieve impressive economic development over the years
thereby striving to accelerate the growth for the purpose of materialising the vision and
becoming a middle-income country. Rapid economic development, industrialisation along with
urbanisation has ensured a prominent increase in demand for energy. Talent management aims at
having several advantages and is further used by the multinational along with national
organisations in acquiring benefits in analysing the base of the workers (Pandita and Ray, 2018).
In addition to this, performance metrics can be formulated for the purpose of evaluating
performance of each and every worker thereby helping the managers along with leaders in
evaluating competence level of each worker accumulated in a prominent manner. In addition to
this, Talent management aids in the integration of organisational goals with respect to the
knowledge and skills of the workers which aims in facilitation of employees who serve as clients
and customers. It also aims in the production of good product quality along with services for
ensuring organisational as well as stakeholder satisfaction.
Change in terms of the organisational culture often proves incompetent for workers and in this
regard, it is essential for human resource manager of public along with private sector of various
oil companies of Bangladesh. It also aims in eliminating workers who lack proper skills and is
also found to incorporate any kind of unethical approaches within the workplace (Reicheet al.

11. 10
2019). Recognition of the low skilled workers also allows the human resource managers in
designing along with offering efficient training sessions for them. This particular research aids in
the motivation of business firms for the purpose of evaluating the significance of talent
management seeking competence among workers.
1.2 Research rationale
The process of globalisation has made prominent changes in the entire process of industrial
development which has been appropriate in the oil sector in various locations. Other than this, it
has been found that the oil sector in various regions has found to rely upon various types of data
management processes in determining the entire processing of a business's performance (King
and Vaiman, 2019). This in turn led to the evaluation of employee performance along with the
development of key skills as well. In addition to this, talent management is primarily
accumulated through the help of the operational as well as human resource managers and in this
case, the research is identified to serve the prominent purpose of demonstrating the role of oil
based business firms in Bangladesh. In a simultaneous manner, this research has guided business
firms of Bangladesh in detecting talented workers who are suitable for business firms thereby
seeking management of workers in retaining them in their workplace.
Sourcing along with lead generation is accounted as one of the prominent steps in terms of talent
acquisition within the business firm. In the case of generation of leads along with sourcing, the
private oil sector of Bangladesh such as Padma Oil firms recognises the prominent needs of
workers demanding responsibilities for the new workers. Business acumen is considered as an
accomplished sense of the business environment in terms of implementing efficient decisions for
the enhancement of business profitability (De Boecket al. 2018). An accomplished underlying
business goals and objectives are required to be deployed in workers for the purpose working
effectively in terms of fulfilling organisational objectives. It also aims in the maintenance of
work ethics as well as prominent principles of the workplace in a significant manner.
Intellectual ability of workers can guide in evaluating the business atmosphere through the help
of macro as well as micro analysis, thereby impacting external environmental factors with
respect to the oil based companies of Bangladesh. Competent workers aim in understanding the
business objectives thereby making their work responsibilities in a prominent manner thereby
contributing towards the enhancement of organisational reputation within the market.

12. 11
Furthermore, it has been also identified that “Padma Oil Company along with PetroBangla of
Bangladesh” are found to have adequate financial funds in terms of deploying the modern
technologies within the firm. It also focuses upon the challenges in a separate manner for the
private along with public sectors in terms of offering strategies which aim in resolving
challenges (Salauet al. 2018). Prominent problem solving attitudes aids in assisting workers in
converting challenges in terms of the key profitable opportunities. Other than this, Bangladesh
Oil, Gas along with Mineral Corporations has been entrusted with key responsibility in terms of
exploration, transportation, production along with marketing of the natural gas. In terms of the
traditional role of determining production and supply of fuel from the indigenous sources,
Petrobangla is accounted as an importer as well as marketer of the imported form of natural gas.
This also aims in supplementing the indigenous natural gas for the purpose of addressing the
demand.
Gradual transformation of the economy of the country from the agrarian towards the industrial
one has been marked by the high economic growth as well as development. It also focuses upon
the consequent uplifting of the living standard focusing upon the rapid growth in terms of the
demand of energy. In terms of the fulfilment of the requirements of organic growth of business,
it is crucial to stay competitive irrespective of the industries as well as sectors. It also aims in
retaining a great amount of talent management within the business firm thereby designing a
prominent value proposition with the right management team. It also further appeals to the
multiple generations in accordance to the needs, assumptions as well as preferences. In this
respect, formulation of a separate talent management team in terms of the integration of
technologies which turns out to be efficient (Claus et al. 2019). Talent management aims in
working solely for the purpose of attraction, hiring, retaining along with development of talented
workers. On the contrary, designing a separate Talent management system in terms of HRM is
not an easy task because it lacks prominent leadership. The challenges also focus upon lack of
prominent leadership which causes failure in harnessing the training skills of managers as well as
leaders within the business firms and organisational culture. For the purpose of determining
successful talent management, transforming knowledge and relationships turns out to be
imperative needs in terms of looming retirement challenges of skilled employees. In this respect,
regular training by the experienced workers contributes towards the development of existing
talented workers in addressing the vacant positions. Arrangement for training in the business

13. 12
firms as well as sending workers to external training institutes needs substantial expenditure. The
research justifies demonstration of the significance of the research paper through the help of
holding a rationale in terms of the research topic thereby demonstrating key aspects of the same.
1.3 Research aim
The primary aim of this research is to conduct a critical evaluation of the talent management
forms and processes in the oil sector in Bangladesh. It focuses upon the case study of Padma Oil
Company along with Petrobangla of Bangladesh and a private firm Partex Petro Limited. This
research has to focus upon the key challenges with respect to the understanding of talent
management processes and forms which are implemented in various oil sector companies in
Bangladesh. The talent management process is accounted as one of the significant parts in
adapting the industrial revolution along with new technological advancement within the
companies. The development of innovation along with creativity within organisational
operations are addressed through employee productivity which is improved through the process
of talent management.
1.4 Research objectives
The objective of the research is referred to the prominent idea of talent management process
which can be involved in the overall concept of HR management. It focuses upon the
development, attracting, onboarding and motivating high performance of workers which can
enhance overall performance of the business. The research highlights the study of talent
management can enhance the employee productivity within a business firm. The research paper
through the offered study has been able to impose a clear elaboration of key challenges in terms
of lack of enough challenges being incorporated to the talent management process.
1. To discuss talent management theories relevant in the context of the oil sector businesses
in Bangladesh taking account of the future transition into the renewable energy
production sector.
2. To analyse the talent management processes and strategies at Petro Bangla, Padma Oil
Company and Partex Petro Ltd, and the extents to which they are adaptive to a potential
transition into renewable energy.
3. To evaluate the importance of having effective talent management approaches in the
context of adaptability to the shift towards renewable energy sector.

14. 13
4. To investigate the applicability of the proposed talent management practices to cater
towards the development of renewable energy sector in Bangladesh.
5. To recommend a range of suitable talent management activities and strategies relevant to
the ongoing developments towards renewable energy transition in Bangladeshi oil sector.
1.5 Research questions
The research question would specifically aim in gathering valuable questions by critically
analysing along with assessing the schemes of talent management in terms of the famous oil
firms of Bangladesh. The research questions have been formulated for the purpose of
demonstrating key strategies which are conducted for enabling efficient talent management
principles along with key philosophies incorporated in the oil sector business firms of
Bangladesh in terms of enhancing the rate of growth.
1. What are the various talent management frameworks which are appropriate in the context
of oil sector business in Bangladesh taking into consideration of the future transition into
the renewable energy production sector?
2. What are the different talent management processes and strategies at Petro Bangla,
Padma Oil and Partex Petro Ltd and the extends in which they are adaptive to the
potential transition into renewable energy?
3. What is the significance of having efficient talent management approaches with respect to
the adaptability in terms of shifting towards the renewable energy sector?
4. How does applicability of proposed talent management practices cater towards the
development of renewable energy sector in Bangladesh?
5. What are the key strategies of talent management pertinent in the ongoing developments
towards the renewable energy transition in Bangladeshi oil sector?
1.6 Significance of research
The significance of the research study is accounted as the written statement which demonstrates
the needs and dimensions of a particular research. Other than this, the collaborative process of
recruitment is considered as the method of hiring where HR as well as the team members can
offer the efforts in the overall process of recruitment. The HR profession is found to work in a
collaborative manner with the workers of the business during the overall process of recruitment
thereby approving a prominent way of talent management within the business firms. The

15. 14
prominent concept of setting a proper attainable along with measurable objectives for the
business firm. It has been found that talent management is accounted as one of the substantial
impacts in terms of employee engagement thereby formulating prominent organisational
effectiveness. Talent management is accounted as a prominent benefit in determining each and
every action for signifying the application within a business firm and at the same focuses upon
the standard directions. It also aims in building long term values which can be maintained within
a favourable working atmosphere in a prominent manner. The strong incorporation in terms of
the abilities of individuals and construction of appropriate knowledgeable skill aims in initiating
talents within a business firm. Talent management aids in proposing significant directions which
facilitates strong strategic management thereby defining training and development as well as
supporting various developmental ideas (D’Annunzio-Green et al. 2019). The perfect ability
ensures enhancement of internal capabilities thereby seeking management of consistent approach
towards business firms thereby structuring efficient pathways for firms and relevant
contributions thereby following key aspects. This aims in connecting the ideas determining the
value creation standard and constructing a supportive direction for workers in fetching constant
development along with indication of growth. The perfect ability aims in enhancing internal
capabilities and management of the consistent approach for structuring efficient pathways for
appropriate contributions (Kravariti and Johnston, 2020). Prominent workforce management
along with prediction of relevant skills aids in directing supportive ideas with respect to effective
work planning. Talent management helps the firms in identifying the competent skills of a
worker as well as priorities that human resources are found capable of bringing revenue to the
firms. It aims in the detection of competent as well as skilled workers in order to provide them
with prominent appraisals so as to determine growth along with numerous opportunities in terms
of the development of key skills. Networking organisational structure is accounted as a
prominent arrangement of the business which creates an open system of communication among
the workers. This is also regarded as a virtual structure of network and is a permanent
arrangement of the organisational culture in offering assistance in the open communication.
Talent management also helps in considering and enhancing “strong performance building
approaches” thereby concentrating upon the action pipeline thereby initiating long term
directions which can be maintained in an effective manner. Other than this, attracting talents as
well as determining values for the business firms aids in establishing connection with strong

16. 15
involvement and positioning so that a business such as Padma Oil Company can propose key
structured approaches. In terms of attracting individuals with prominent potential along with
exhibiting efficient competencies, firms aid in initiating structured approaches in terms of
generating talent based approaches (Harsch and Festing, 2020). Furthermore, it has been also
identified that “Padma Oil Company along with Petro Bangla of Bangladesh” are found to have
adequate financial funds in terms of deploying the modern technologies within the firm. The
effective management along with concentrated techniques helps in acquiring better values
thereby segmenting proper connections and enhancing efficiency of proper actions. It also
focuses upon planning, stability along with maintenance of prominent aptitude. The effective
management of talent aids in constructing a strong pathway in terms of incorporating expertise
along with skills. It also initiates structured development for business firms along with the
workers through the maintenance of unique skills. Selection and development of efficient panels
would help in channelising efficient performance of individuals. It also initiates systematic
identification of “internal and external planning” thereby seeking maintenance of retention
related approaches.
Talent management guides in the improvement of business reputation as its performance along
with profit thereby enhancing efficient workability of workers. Talent management is not
considered as a one-time process where workers aid in acquiring benefits of consistent
improvement of the skills as well as knowledge through the help of appropriate organisational
practices in a prominent manner. Organisational leaders along with operational managers are
identified to play a significant role in terms of maintaining direct contact with the workers
thereby offering them key opportunities in enhancing their skills. Talent management is
accounted as a key process which encourages workers in terms of learning as well as ensuring
proper experience while working thereby offering key opportunities. It also aids in enhancing
prominent scope in terms of performing effectively thereby acquiring promotions. In addition to
this, the oil sector in Bangladesh in terms of management of talent in terms of existing workforce
as well as recruiting new workers (Younas and Waseem Bari, 2020). These are accounted for
individuals who are competent enough in handling change in the workplace. Competent workers
aim in understanding the business objectives thereby making their work responsibilities in a
prominent manner thereby contributing towards the enhancement of organisational reputation
within the market. Organisational as well as managerial failures in recognising talented workers

17. 16
for succession planning which is recognised as a challenge for talent management practices.
Talent management aims in determining key actions for the incorporation with a business firm
thereby reflecting government regulations. This aims in designing substantial challenges for
business firms in terms of applying and practising talent management. It also focuses upon the
challenges in a separate manner for the private along with public sectors in terms of offering
strategies which aim in resolving challenges. On the other hand, acceptances and attitude of the
workers aims in having a prominent impact on the establishment of Talent management within a
business firm. Many workers and managers are not aware of the benefits that Talent management
has in creating prominent talent management practices.
1.7 Research purpose
Research purpose helps readers to understand the reason for choosing this topic and also assists
in understanding the purpose of writing this dissertation. This declaration has a purpose of
providing economic benefits to oil-based companies of Bangladesh by encouraging them to
manage their talent in an effective manner. Talent management aims at recruiting, retaining and
attracting employees from several dimensions of society. Talent management is a significant
aspect of human resources as it helps in retaining old and capable employees (Altindağet al.
2018). Similarly, it also helps in attracting young and dynamic employees. The purpose of this
research is to analyse case studies of three oil companies in Bangladesh. Two of these companies
are chosen from the public sector and one is chosen from the private sector. Padma Oil Company
and PetroBangla of Bangladesh are the public oil companies that will be converted into
renewable energy sources such as electricity and they need to retain their old employees to save
their cost of recruitment. As a result, this research has the purpose of engaging them to analyse
ways of talent management so that they can successfully retain their skilled employees by
attracting them and proving the opportunities for growth and development (Callaghan, 2018).
Similarly, the Private Company of Partex Petro Limited shall also be evaluated to understand its
human capital value and its necessity of testing its old talents. There are certainly transferable
skills and competencies that are required in employees so that they can work in a changing
organisational culture when oil-based o companies transfer into renewable energy-based
companies.

18. 17
Management of talent is mainly done by operations managers and human resource managers,
therefore, this research serves the purpose of describing their role in the oil-based companies of
Bangladesh. Similarly, this research has assisted companies of Bangladesh to detect talented
employees who are suitable for their organisation and manage their employees to retain them in
their workplace. Many-a times, employees are not satisfied in the workplace due to several
changes and lack of modern technologies. Therefore, this research has also encouraged
companies to understand their employees and value them to prepare an employee-based culture
(Collings and Isichei, 2018). Overall, the purpose of this research is to assist firms to manage
their talent and pay them with rewards and appraisals so that employees gain job satisfaction and
they can enhance their workability. Improvement of workability of employees can help a firm to
enhance their organisational profitability and performance. As a consequence, the purpose of this
research is to assist companies of Bangladesh to enhance their economic stability in a post-covid
era. As a matter of fact, due to this pandemic, the economic stability of Bangladesh has been
disrupted and talent management can improve their performance on global platforms and they
can earn higher profit margins. It must also be stated that this research has a purpose of resolving
challenges of talent management and issues faced by companies while managing talents by
providing suitable strategies.
Suitability of business has become a global concern and companies from all over the world aim
at converting their business activities to eco-friendly dimensions. Therefore, oil-based companies
of Bangladesh also have a target of transferring their firm into renewable energy sources and this
change in organisational culture can have a significant impact on its employee base. As a result
of this change, financial constraints may also be faced by Bangladeshi companies. Therefore, the
purpose of this dissertation is to assist companies of Bangladesh to manage their talented
employees so that their old employees can work in their firm for a longer span of time and can
assist them in their motto of changing organisational culture. Change of organisational culture
may prove some of their employees to be incompetent and it is necessary for human resource
managers of public as well private sector oil companies of Bangladesh recognise them and
eliminate employees who are not skilful or use unethical approaches in workplace. Recognition
of low skilled workers allows human resource managers to design and provide effective training
sessions for them. This research overall has the purpose of motivating companies to analyse the

19. 18
importance of talent management and conduct it in tier firms to retain only capable and
competent employees.
Talent management has several benefits and is being used by various multinational as well as
national companies to gain benefits in understanding and analysing their employee base.
Performance metrics can be set to assess performance of every employee and it can help
managers and leaders to evaluate competence level of each employee. Therefore, this research
serves a purpose of motivating oil-based companies of Bangladesh to manage their talent to gain
benefits of recognising competent and incompetent employees so that necessary training can be
given to them for improvement and development of their transferable skills. Similarly, the
purpose of this research is not only to analyse their employee base, but rather it has also stated
certain strategies that can help these firms to improve their talent management procedure and
induce required transferable skills in their employees base.
1.8 Research scope
Research Scope helps in understanding depth of this study and also assists readers in unearthing
topics and subtopics that are discussed in this research. Similarly, research horizon provides a
complete overview of concepts that are written in this discretion and the depth to which research
is being conducted to provide valid and reliable data to readers. This dissertation mainly aims at
providing economic advantages to oil-based companies of Bangladesh by encouraging them to
retain and develop their old talents (King and Vaiman, 2019). Companies spend a huge amount
of financial resources in recruiting new employees, however, one of the best ways to manage and
retain old talents is to provide the scope of learning while working. Training sessions are given
so that all employees can get accustomed to the new culture and they can improve their
workability to serve the firm. Oil-based companies of Bangladesh are encouraged to provide
training sessions to their old and competent employees so that their organisational performance
can increase and their profitability can also be enhanced. As a result of improvement of their
organisational performance, their productivity can also be increased and they can expand into the
global platform without doing any expenditure on new employees. New employees also must be
trained, therefore it is always better to manage old talents by giving them a scope of growth and
development while working with a company (Alamet al. 2021). Horizon of this research has

20. 19
extended to provide an in-depth analysis of procedure of talent management and steps that can be
followed by Bangladeshi companies to manage their old as well as new employees.
Scope of this research has also included a special focus on segregation of talent management
procedures in public and private sectors. Public sectors are run by the government of Bangladesh
and they provide funds from government sectors, however, private companies have to gather
funds and financial support from external and internal stakeholders. Therefore, changes faced by
these two sectors while managing their talents are different and different strategies need to be
deployed by them to manage their employees. As a result, the breadth of this research extends to
diversification of talent management strategies in public sectors and private sectors in a different
way (Jayaraman et al. 2018). Padma Oil Company and PetroBangla of Bangladesh are the public
companies and they have enough financial funds to deploy modern technologies in their firm,
however private companies such as Partex Petro Limited have financial issues, mostly during
this pandemic of covid-19. Therefore, scope of this research extends to discuss these issues
separately for public and private sectors and provide strategies that can resolve this issue and
help public as well as private companies to make their talent different. Moreover, this research
has expanded its horizon to discuss use of modern technologies in talent management. In this era
of digitization, both public and private sectors must use modern technology to manage their
talent as it is time-efficient and accurate. Therefore, studies have been discussed which can assist
companies to integrate modern technologies and reduce work pressure on human resources.
It is being analysed that organisational culture has a significant impact on talent management.
Moreover, networking organisational culture is discussed in detail as it has several benefits in the
modern era. Therefore, the scope of this research extends to describe a networking organisational
culture and its impact on talent management. Management of talent is not only about
management of employees, but rather it also takes into account the impact of organisational
cultures, strategies of talent acquisition and human capital value. Human Capital value is also
discussed along with its concept and impact on talent management procedures in oil-based
companies of Bangladesh. Scope of this research has extended far beyond definition and concept
of talent management (Collings et al. 2019). This dissertation is a complete research document
on strategies that can be used by companies to manage talent in Bangladesh and it also provides
a brief overview of challenges that can be faced while managing talents. Similarly, concepts

21. 20
related to talent management and factors that have an impact on management of talent are also
discussed in detail in this dissertation. Scope of this research has also been extended to discuss a
theoretical framework that is connected to talent management and that can help readers to
understand impact and significance of talent management in private and public sectors. Overall,
employees, as well as organisations, benefit from this talent management procedure and this
dissertation aims at discussing all such benefits that can be gained from talent management.
1.9 Summary
This is the first chapter of this dissertation and the first chapter has outlined concepts and
theories that are being discussed in the next chapters of this dissertation. This chapter provides an
overview of upcoming chapters and their significance in this dissertation. Similarly, the research
scope and purpose of this chapter have elaborated strategies of talent management and its
necessity in oil-based companies of Bangladesh. Overall, the concept and significance of
choosing this destination are also discussed in this research article. Similarly, the researcher of
this dissertation has aimed at encouraging oil-based companies of Bangladesh to manage talented
employees and economic profits that can be earned when old talents are retained for longer
times. This chapter has discussed in detail research objectives and questions which helps in
understanding major answers that shall be reached and documented in this discretion. This
chapter attracts readers to go through the whole direction by providing them insights into this
paper in brief. Talent management is significant in today’s era as it helps in retaining old and
competent employees. Therefore, this dissertation is significant as it assists Bangladeshi
companies to reduce their exposure to hiring new employees and spending that amount on giving
training sessions to old employees. As a result of training sessions, old employees can be
retained for a longer time and can be provided with job satisfaction of learning and personal
development while working in a firm. Overall, chapter one helps in undertaking the aim of
research and rationale of this chosen topic.
1.10 Structure of dissertation
Structure of this dissertation is made of five major chapters. First chapter is an introduction and
this chapter provides information about aims, objectives, research question, scope, purpose, ratio
law and significance of this dissertation topic is discussed in detail. Next chapter is literature
review and in this chapter, peer-reviewed articles and journals are chosen that analyse the

22. 21
concept of talent management. In the second chapter, reliable and valid data from secondary
research articles are documented and concepts and theories related to talent management are
used to provide information about talent management procedures and strategies. Third chapter is
research methodology and it describes the data collection method and research activities that are
done in this dissertation to collect and document valid information. The fourth chapter is data
findings and analysis. In this chapter, the researcher has collected data related to talent
management in oil-based companies of Bangladesh and have separated data on private and
public sectors. All such data are documented along with detailed analysis. The last chapter is
conclusion and recommendation and this chapter summarises overall concepts and findings of
this dissertation along with recommendations that can be used by oil-based companies of
Bangladesh to retain, attract and develop their talent in a time-efficient and cost-efficient
manner.
Figure 1.10: Structure of dissertation
(Source: create by author)
CHAPTER 1: INTRODUCTION
CHAPTER 2: LITERATURE REVIEW
CHAPTER 3: RESEARCH METHODOLOGY
CHAPTER 4: DATA FINDINGS AND ANALYSIS
CHAPTER 5: CONCLUSION AND RECOMMENDATIONS

23. 22
Chapter 2: Literature Review
2.0 Introduction
This is the second chapter of the dissertation and is one of the most important chapters where
information from previous research is documented. In this chapter, about 130 pieces of literature
are chosen that are peer reviewed and valid so as to review them and analyse the significance of
talent management. Talent management processes have been used in several national as well as
international organisations to recruit as well as retain employees. However, there are several
competencies or transferable skills that are required to manage talent and provide adequate job
satisfaction to employees. This chapter has depicted theories related to talent management and
used a conceptual framework to interrelate independent as well as dependent variables of this
dissertation. In this research, talent magnet is the independent variable, on which employee
retention, organisational performance and profit margins of oil-based companies of Bangladesh
are dependent. This chapter has not only focused on the impact and process of managing talent in
Padma Oil Company, PetroBangla of Bangladesh and Partex Petro Limited, but it has also
depicted the necessity of an optimistic organisational culture and certain transferable skills that
are required to manage talent effectively. In this chapter, separation of variables is done as per
public sector and private sector. Therefore, depiction of talent magnet and their impact is
separately stated for public oil companies and private oil companies of Bangladesh. It is analysed
from several pieces of literature that talent management is necessary to conduct organisational
activities of oil sector efficiency and it shall also assist these companies to retain their existing
workforce when they transfer to renewable energy sources.
2.1 Concept and significance of talent management
Talent management is a process to manage human resources and retain them in an organisation.
This process aims to attract, develop, motivate and retain skilled and capable employees so as to
improve organisational processes as well as productivity. As stated by Ansar and Baloch (2018),
talent management assists in improvement of business reputation as its performance as well
profit increases due to effective workability of employees. Similarly, this process also assists
employees to enrich their existing skills and competencies so that they can become more
productive (Sparrow, 2019). Talent management is not a one-time process rather it is a
continuous process where employees gain the benefit of continuously improving their skills and

24. 23
knowledge through suitable organisational practices. Organisational leaders and operational
managers play a significant role in amazing talent as they are the ones who have direct contact
with employees and play a significant role in mutation them. Similarly, talent management is not
only about training employees or giving them opportunities to enhance their skills, it is all about
analysing issues faced by employees so that they can be managed and resolved so that job
satisfaction can be given to them as well (Nasiri and Bakery, 2020). It is a common fact that all
employees who are recruited in a firm are not equally capable of handling workplace challenges
and need guidance to work effectively. Talent management is a process that encourages
employees to learn and gain experience while working and it also provides opportunities to an
individual to enhance his scope to perform efficiently and gain promotions. Oil sector of
Bangladesh can also manage talent to train their existing workforce and recruit new employees
who are competent enough to handle a changing workplace (Bani-Hani, 2021). Oil-based
companies such as Padma Oil Company, PetroBangla of Bangladesh and Partex Petro Limited
can attract competent human resources to manage their workplace when they transform into
renewable energy generating companies. Similarly, talent management assists companies to
retain employees for a long time by giving them growth and numerous opportunities to develop
their skills.
Talent management helps private and public firms to recognise competent skills of an employee
and prioritises all those human resources who are capable of bringing profits to the firm.
Therefore, a company can easily detect competent and skilled employees and provide them
appraisals, motivation and bonuses to retain them and utilise their skills to expand in the
international market. Talent management is important for a firm as it assists in analysing
performance of its human resources and also provides scope of proving suitable training pressure
to manage skills and competencies of every employee. Similarly, it is also analysed that talent
management provides competitive advantages to a firm and also allows companies to gain a
optimistic reputation on a global platform. In this era of competition and a number of companies
in similar industries, it is increasingly necessary to manage talent and recruit only capable
employees so as to win over market challenges and gain higher profit margins as well. As stated
by Järvi and Khoreva (2020), talent management is significant as it assists public as well as
private firms to gain benefits from an existing workforce without having the need of recruiting
new workforce every time organisational strategies change. For example, oil companies such as

25. 24
Padma Oil Company, PetroBangla of Bangladesh and Partex Petro Limited may face financial
constraints when they transfer to renewable energy-based firms. In such a critical situation, it
may not be possible to hire a new set of workforces and it is beneficial to make competent
employees among the existing workforce to use them in a new work step up and retain them for
longer time (Nawangsari and Sutawidjaya, 2019). Recruitment of new employees leads to a
heavy financial crisis and talent management saves a firm from such expenditure by providing
job satisfaction to the existing employee base and retaining them for a longer period of time.
Figure 2.1: Effective talent management
(Source: King and Vaiman, 2019)
2.2 Impact of talent management in oil sector of Bangladesh
Talent management can be beneficial for the oil sector of Bangladesh if it is done in an efficient
manner. Talent management can assist firms such as Padma Oil Company, PetroBangla of
Bangladesh and Partex Petro Limited to retain their old and capable employees and save cost of
recruitment. However, it must be evaluated that only those employees are trained and motivated
who are able to transform their skills and adjust to changing working culture. In future, oil-based
companies shall deploy modern tools and technologies, henceforth only competent and capable
employees must be retained who can handle modern tools to automate activities of oil-based
companies and enhance productivity of these companies as well (Claus, 2019). As a result,

26. 25
ineffective talent management or inability to recognise skilled employees can lead to several
disadvantages such as hiring of incompetent employees or retention of incapable workforce.
Therefore, operations managers and team leaders must be given the task of managing talent and
motivating them to work in a new work culture. Talent management improves the performance
of an organisation and it also enhances the skills and capabilities of employees. Therefore, talent
management brings in overall positivity in one place by enhancing the profit margins of firms by
carrying out overall performance (King and Vaiman, 2019). There are several high potential
employees in the oil sector of Bangladesh and they need to be recognised and traded effectively
so that they can handle workplace challenges and improve the overall performance of oil-based
companies. Such management of talent can assist oil-based companies to stay ahead of rival
firms and innovate new ideas and strategies to mitigate market challenges as well.
2.2.1 Impact of Talent management in public sector
Improved organisational performance
Public companies have no limitation on their members and it is hard to manage talents in these
sectors. Therefore, talent magnet strategies must be deployed to separate skilled employees and
manage them efficiently to enhance profit margins of public oil companies of Bangladesh. As
influenced by Collings et al. (2019), talent management improves organisational performance in
more than one way. First and foremost, it retains and motivates capable employees to work for
the organisation in return for financial increments and incentives. Job satisfaction can also be
provided to employees by enhancing their scope of learning and gaining experience. As a result
of job satisfaction given to capable employees, they perform effectively in the workspace for
improvement of organisational performance on a global platform. As a consequence, profit
margins and organisational productivity shall also increase. In public oil companies of
Bangladesh, talent management can help them to retain capable and competent employees so that
they can gain competitive advantages in the existing market and also when they trade into
renewable sources. As a result, it can be analysed that overall productivity and profitability of
companies increases when human resources are effectively recruited effectively (De Boecket al.
2018). One more way through which organisational performance increases is by providing ample
scope of learning and gaining experience to employees whom they can use in the workplace to
improve performance and reputation of firms.

27. 26
However, organisational performances are also obtained by engaging employees in the
workplace and along with them to provide suitable decisions in critical situations. Management
of human resources and enriching their transferable skills assists employees to participate in
organisational activities. As a consequence, they are capable of providing suitable ideas to
promote growth and development and can improve organisational performance as well.
Organisational performance also increases when there are sufficient opportunities that lead to
improvement of transferable skills among leaders and employees. Oil-based companies such as
Padma Oil Company and PetroBangla of Bangladesh must provide opportunities for training and
seminars that can be attended by employees to enrich their skills and provide them scope to
improve their competency in the workplace. Therefore, it can be stated that as an impact of talent
management, both organisational, as well as employee performance, improves (Gallardo-
Gallardo et al. 2020). Public sectors often fail to take care of their employees and do not provide
them enough opportunities for growth. However, such issues must be resolved to retain young
and dynamic talent in public oil companies of Bangladesh as well.
Acquisition of human resources
Acquisition of employees leads to the movement of transferable skills so they can accept modern
changes in the market and make work plans to enhance productivity of companies. As
commented by Bhalla et al. (2018), public sectors aim at maximising their human capital and
talent management is the most effective way of acquiring and retaining talents in this sector. As
an impact of talent management, managers and leaders are able to look into the needs of
employees and human resources and also analyse their issues and problems which are later
communicated to higher executives to be solved. Such a process assists employees to work in a
stress-free environment and they are retained for a longer time in such public companies.
Acquisition of human resources encourages a firm to include activities that evaluate employment
needs, along with skills that are required for specific job designations. It helps in the position of
employees in a suitable work position. Moreover, talent management assists in identifying
industry trends to forecast future employment levels and skill requirements.
2.2.2 Impact of Talent management in private sector
Innovation in organisational strategies

28. 27
At the end of this pandemic era of covid-19, it is increasingly necessary that companies make
innovative strategies and policies so that they can stand out from existing market competition.
New entries and substitute products are taking over the private oil industry and it is important
that oil companies of Bangladesh expand effectively to maintain their profit margins. As a result,
management of talent can encourage employees to provide innovative ideas and strategies so that
they can improve better overall performance and enhance the amount of revenue earned in a
financial year (Whysall et al. 2019). Similarly, in post-covid era, innovation is the only way of
survival as private companies are facing high competition in national as well as international
markets. Talent management assists private firms to motivate employees and keep them engaged
in group discussions so that they can innovate new ideas that can improve sales margins of
companies after the pandemic. Innovation leads to deployment of modern tools and things and
changes in workplace culture which can assist oil-based companies such as Partex Petro Limited
to gain competitive advantages even when they transfer from oil-based firms to renewable
energy sources. As a result of talent management, employee skills are needed and they are able
to innovate in the workplace to provide it with competitive advantages.
Measurement of workforce efficiency in workplace
Management of talent assists companies in Bangladesh to analyse the efficiency of their
workforce. Talent management encourages managers to monitor the workplace and revive its
efficiency. As stated by Luna-Arocaset al. (2020), workforce performance can be monitored on a
regular basis and it can allow human resources to evaluate the skill and competency of
employees. As a consequence of a clear analysis of workforce efficiency, only those employees
shall be retained who are capable and have adequate skills to manage workplace changes when
oil-based companies transform into renewable energy firms. In comparison to public sectors,
private sectors have limited financial funds and they cannot afford incapable competent
employees in the workplace (Khanifaret al. 2020). Therefore, measurement of efficiency is a
positive impact of talent management that allows them to retain capable employees and subject
existing workforce to effective training.

29. 28
Figure 2.2: Sustainable organizational performance
(Source: Al Aina and Atan, 2020)
2.3 Talent management practices
2.3.1 Talent management practices in public sectors
Figure 2.3: Individual effect model
(Source: Al-Sheyadi, Muyldermans and Kauppi, 2019)
Alignment of Talent management strategy with business strategy

30. 29
Public sectors of Bangladesh tend to align their talent management strategies with their business
target. This is one of the best talent management practices as it assists public sectors such as
Padma Oil Company and PetroBangla of Bangladesh to maximise utilisation of their human
capital. For example, if a firm has the aim of differentiating its oil-based products from its
competitors, it aligns its talent strategy in such a manner that its objectives are fulfilled and
innovative strategies are formed by human resources that can provide it competitive advantages
as well (Painter‐ Morland et al. 2019). It is necessary that talent is managed to improve
organisational performance and it can be done when human sources are retained and trained so
they can work as per organisational strategy. Organisational strategies are modified so as to meet
the changing demands of the market and satisfy the needs of customers. As a result, talent
management strategies must also be modified so that skills and competencies of employees can
be enhanced so that organisational objectives can be met. As per this practice, talent management
professionals aim at aligning organisational goals with personal goals of employees.
Talent management professionals are about employee skills and competencies
Talent magnet professionals are hired by public sectors who aim at managing talents, however,
there are certain practices that such professionals follow while managing human resources. The
first policy is to analyse skills and competencies that are required to work in oil companies in
Bangladesh. Public sectors of Bangladesh are well aware of their organisational goals and they
stay aware of changes in skills that are required with changes in market demands. Therefore,
talent managers hire only those employees who can change their skills and develop new
competencies with passing time. Such flexible employees are prioritised and returned to the firm
so that they can provide innovative ideas to expand in international platforms and improve
overall organisational productivity as well (Kravariti and Johnston, 2020). Employee skills that
are required to work in oil-based companies are known by talent management professionals and
they search for these skills while hiring an individual. Similarly, public sectors of Bangladesh are
currently retaining those employees who can adjust themselves to a new work culture when oil-
based companies transform into renewable energy-based firms.

31. 30
2.3.2 Talent management practices in private sectors
Figure 2.4: Organizational committment
(Source: Alves et al. 2020)
Hiring of skilled and competent people
Private oil sector of Bangladesh follows a set of talent management practices that aims at hiring
only skilled and competent people. A set of transferable skills is required in an employee who
aims at working in oil-based companies such as Partex Petro Limited. Therefore, talent
management professionals are ordered to look for specific skills before hiring or retaining an
employee. As a result of this talent management practice, incompetent people can be eliminated
and drainage of excessive financial resources on non-cable employees can be stopped. Private
firms have limited sources of recovering financial support and this talent management practice of
hiring only skilled employees saves them expenditure on training of employees as well.
Moreover, talent management professionals of private firms are well aware of success profiles
which assist them to evaluate what the firm exactly needs in its employees. Therefore, talent
management becomes easier and proper guidance can be given to employees so that they can
improve their work efficiency by enhancing their transferable skills. Success profile helps in
management of business objectives while hiring suitable employees who can create innovative

32. 31
ideas of fulfilling organisational visions and mission statements. Therefore, private sectors make
sure that leaders of these firms have required skills that are required to be successful in managing
employees.
Tracking of employee engagement
Maximisation of employees improves organisational performance and profitability. Therefore,
talent management professionals aim at managing employees in every organisational activity so
that they can assist human resources and enhance them by using innovative strategies (Haak-
Saheem, 2020). Private sector in the oil industry of Bangladesh aims at engaging skilled and
competent employees in group sessions so that they can provide profitable work policies to firm
executives which can be deployed to improve overall performance of the firm. Monitoring and
tracking of employees' activities and their engagement in different workspaces help talent
management professionals to ensure their competencies and ability to adapt to changing
situations (Hosseini et al. 2018). Such managerial practice can enable talent management
professionals to retain employees who have a flexible mindset to adapt to these companies when
they transfer to a renewable energy-based firm.
Figure 2.5: Maslow’s needs theory
(Source: Ashraf, 2019)
2.4 Processes that can be adapted by oil companies of Bangladesh to manage talents
Public as well as private firms of Bangladesh can adopt specific processes of adapting to talent
management practices. To manage talent, it is necessary that oil companies of Bangladesh set a
plan that can assist them to retain existing and skilled employees and hire capable employees to
manage the organisational activities (Meyers et al. 2020). Similar, process that can be used by
companies such as Padma Oil Company, PetroBangla of Bangladesh and Partex Petro Limited

33. 32
includes setting up a list that includes all skills and competencies that are required in their
workforce to age exiting market competition. Similar skills and competencies must be aligned
with their organisational goals and mission statements as well. A plan of seven consecutive steps
can be formed that can assist them in their recruitment and onboarding process. Among a number
of processes that can be taken up by public as well as private sectors of Bangladesh, there is one
common process that can allow both sectors to manage their human resources effectively and
retain them for future. The 7-step process is a complete organised schedule that can be followed
by companies to recognise unique talent and attract them to retain, recruit and onboard
employees.
Step 1: Formation of a list of Skills required among employees
Talent management is a necessary task and it requires following certain steps to accomplish it
effectively. The initial phase that is essential to manage talents among human resources is to
prepare for lost competencies and transferable skills that must be present among employees. As
stated by Ali and Guha (2016), there are certain skills such as leadership, communication and
decision making that is necessary for working in oil companies of Bangladesh. As a
consequence, oil companies must make a list of all those skills and look for these capabilities and
traits among employees while recruiting them or retaining them in these companies.
Step 2: Attraction of employees as per list of skills and required competencies
The next step is to attract employees who have the listed skills and competencies that are
required by oil companies of Bangladesh. To attract employees, certain models and strategies
can be followed by companies such as Padma Oil Company, PetroBangla of Bangladesh and
Partex Petro Limited. Pay per performance model is one of the models that can attract employees
and assist oil-based companies of Bangladesh to treat capable employees. As per this model,
employees shall be encouraged to work effectively and pay as their performance enhances
organisational productivity and profitability. Moreover, it is stated by Joharaet al. (2020), that
employees who have necessary skills and competencies can be given promotion in workspace
and must be awarded with increments and appraisal certificates as well. New employees who
have these skills can be recruited by attracting them with exciting salary packages.
Step 3: Onboarding of employees and Organising Work schedules
This is one of the most important steps where old employees are re-familiarised with a change in
work culture and new employees are made acquainted with new team members. To conduct this

34. 33
step, meetings can be held and employees can be invited for group discussions. Onboarding of
employees also includes familiarising employees with company goals and objectives. Talent
management can be effectively done only when the employee is well aware of organisational
roles and policies and is familiar with his team members as well as his work roles and
responsibilities (Poisatet al. 2018). Workspace tours can be given to employees and managers or
leaders must be given the task of making employees comfortable with the workplace as well as
team members. Similarly, in this step, employees must be familiarised with work schedules and a
popper work breakdown structure must be given to them so that they can adjust their
competencies accordingly and give their best to perform efficiently for the firm.
Step 4: Continuation of Learning and Development process
Employees must be given ample scope of learning and developing their skills while working for
pool companies of Bangladesh (Ali et al. 2020). Employees cannot have all transferable skills
that are required for working in a firm and may need to change their capabilities and increase
their working efficiency when these oil companies transfer into renewable energy-based firms.
As a consequence, it is the responsibility of oil-based companies of Bangladesh to provide
training sessions and arrange for seminars that can be attended by employees to enrich their
skills and work effectively for these firms by improving their skills and capabilities.
Step 5: Providing Performance Appraisals to employees
This is a beneficial step as it provides appraisals to employees and motivates them to work
effectively. To manage talents, it is necessary that they are encouraged to work efficiently and
improve their skills as well. Appraisals must be provided by leaders and managers and
certificates of appraisals can also be given to motivate employees and stay encouraged at the
workplace. Appraisals enhance positivity of the workplace and never allow an employee to get
discouraged by employees.
Step 6: Development of strategies to retain only the Best Talent
One of the most significant steps of talent management is to amend strategies that can retain only
the best and capable employees. As a consequence, the public, as well as private sector of
Bangladesh, can formulate strategies that can assist them to recognise their best talents and rating
them by eliminating incapable employees. Such strategies include taking feedback from leaders
and operation managers about work efficiency of employees and making a list of capable
employees (Almohtasebet al. 2020). Similar employees can also be subjected to a model market

35. 34
with a number of modern-day challenges. Ability of employees to cope with market challenges
can allow organisational executives to recognise talents and retain them effectively.
Step 7: Planning for Successions
Talent management is necessary so that employees can be made capable of succeeding their
manager and team leaders. As a result, future planning must be done by Padma Oil Company,
PetroBanglaOf Bangladesh And Partex Petro Limited so that employees can be trained
beforehand. As a result of providing adequate training, employees will become capable of taking
up positions of their senior members when senior executives retire (Alves et al. 2020). Planning
for succession can enable oil companies of Bangladesh to maximise their profitability by
reducing their expenditure on new recruitment when any senior executive retires or resigns. As a
consequence, the existing workforce can take over responsibilities of senior leaders and
managers as they have necessary skills to get promoted to a higher position.
Figure 2.6: Trends in talent management
(Source: Barkun, Rollnik-Sadowska and Glińska, 2020)
2.5 Role of operations manager and human resource manager in talent management
Operations manager manages human resources and is recruited to manage duties and
responsibilities of talent magnet. The position of operation manager is higher than human
resource manager and the major responsibility of operation anger is to plan training activities and
design talent management processes (Praise and Kah, 2020). Therefore, Operations manager has

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a significant role in talent management as he formulated strategies to retain best talent and also
formulate plans to train existing workforce so that they can be provided with adequate
knowledge about transferable skills and competencies that are required to handle modern-day
market challenges. As commented by Islam et al. (2016), training standards are set according to
company requirements and retention of capable employees is effectively done by the operations
manager. The operations manager also looks into several workplace activities and capabilities of
employees to conduct these activities efficiently so that performance of oil-based companies of
Bangladesh can increase. Private and public sector oil companies of Bangladesh that includes
Padma Oil Company, PetroBangla of Bangladesh And Partex Petro Limited have operations
managers who aim at maintaining talented employees and providing them further opportunities
of gaining experience and knowledge through training sessions and seminars.
Human resource manager works beneath the designation of operations manager and he is mainly
given responsibility to hire and remote cable and skilled employees. Therefore, human resource
managers look for skills and abilities among new and old employees (Zuma, 2018). He aims at
retaining employees who have required transferable skills or competencies to age workplace
challenges of oil-based companies of Bangladesh and can also innovate new ideas to enhance
organisational performance. Similarly, her manager also controls new telnets and provides them
with opportunity to get access to training sessions and work effectively for the firm. HR
managers attract capable and skilled employees and encourage them to work effectively for their
personal growth and subsequent improvement of organisational performance as well. Therefore,
both human resource manager and operational manager play a notable role in managing talents
of human resources.
Deployment of technologies to attract best talents
This is the role of operations manager where he makes a list of modern tools and technologies
that can be used by human resource managers to retain and recruit new talents. Similar, effective
techniques are required by HR managers so that they can be used to attract new employees and
provide necessary support to hire new employees. HR managers use artificial intelligence
technologies to make quick decisions in real-time and also update databases of existing
workforce to analyse performance metrics of employees (Hossinet al. 2021). Such technologies
make it easier to manage talents and retain only the best employees.
Analysis of recruitment metrics

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This is another task that is handled by operations manager when he keeps control over
recruitment metrics. Recruitment metrics assist in managing talent of oil-based companies such
as Padma Oil Company, PetroBangla of Bangladesh and Partex Petro Limited. Recruitment
metrics help in evaluating source of hiring, time of hiring and resources required to hire
employees. Similarly, recruitment metrics make sure that only capable and skilled employees
switched listed species and are hired and wastage of resources is not done by recruiting incapable
and incoming employees (Dutta, 2018). Monitoring of recruitment metrics helps operation
managers to analyse the quality of the hiring process and advise human resource managers with
modified strategies to manage talent.
Management of employee performance
Management of perforce helps in analysing skills and abilities of employees and their ability to
handle change at the workplace. It is the task of the HR manager as well as operations manager
to monitor workplace and employee performance. This helps them to recognise and segregate
competent and incompetent employees (Luna-Arocas. and Lara, 2020). Therefore, further
strategies can be deployed to analyse retention procedures of capable employees and elimination
of unskilled labourers. Recognising skilled and unskilled employees can also be done by
subjecting them to tests and model market scenarios.
Amendment of strategies to retain employees
Retention of competent employees is done by the manager and he formulates innovative and
unique strategies that need to be formulated to attract old employees and provide them job
satisfaction. Similarly, it is stated by Mensah (2019), that strategies are deployed to resolve
issues of the existing employee base and retain them in the firm so they can handle workplace
challenges. Oil companies of Bangladesh aim at starting skilled employees so that they do not
need to spend excess resources on hiring new employees when they shift to renewable energy
sources. Human resource managers make sure that employees do not have excessive work
pressure and reduce workplace stress of organisation.
2.6 Transferable skills that are required among competent employees
2.6.1 Transferable skills required by employees in public sector
Negotiation skills

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Employees of the public sector need to have negotiation skills to make contacts and deals that
can be profitable to the firm. Negotiation skills help employees to resolve conflicts and enhance
profit margins of oil-based companies of Bangladesh. Her manager must look for employees
who have effective negotiation skills and retain them so they can use their skills to negotiate with
clients and bring more business to the firm (Meyers et al. 2020). Employees with efficient
negotiation skills also have the ability to influence stakeholders to invest and provide financial
support to firms.
Creative thinking
In this world of globalisation, market competition is increasing everyday and oil-based
companies need employees with a creative mindset. Employees who can provide creative and
unique ideas to manage challenges can survive in this market of numerous new companies and
excessive pressure from rival firms. Creative thinking provides competitive advantages to
companies such as Padma Oil Company and PetroBangla of Bangladesh and employees who can
innovate new ideas and can provide wider scope of growth in national as well as international
platforms (Mai et al. 2019). Similarly, employees with creative thinking can enhance
organisational productivity and profitability. Human resource managers must manage talented
employees who have a creative mindset and can provide new ideas to manage issues of the
market innovatively.
Decision-making ability
Public companies have to make effective decisions so that they can gain further projects to
enhance the economic stability. As a consequence, employees of the public sector must have
decision-making skills to safety stakeholders and motivate the issue of project management.
Employees who have effective decision-making skills must be retained as they can handle
critical stations by making deacons and formulating strategies that can benefit brand reputation
in the international market.
Team working skills
In the public sector, employees need to work in teams to handle several projects. Team working
skills are necessary among employees to work effectively in public oil companies of Bangladesh
and enhance organisation profitability (Kravariti and Johnston, 2020). Therefore, team working
skills such as ability to agree with train members and cooperate with members from different

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backgrounds is a necessary competency for employees who aim at working in companies like
Padma Oil Company and PetroBangla of Bangladesh.
Skill to commit towards work
Commitment towards work makes an employee determined to gain preferable outcomes on
completion of a project (Laurs, 2018). Similarly, commitment and dedication in oil-based
companies of the public sector can provide competitive advantages to Padma Oil Company and
PetroBangla of Bangladesh. Therefore, a human resource manager always looks for employees
who are dedicated to their work and have a personal goal that matches with the organisation's
goal.
Environmental monitoring skills
Environment monitoring can be done by various models such as pestle analysis or porter's five
force model. Macro as well as micro analysis of environment is necessary for management of
talent. Similarly, macro analysis of environment can be done by PESTLE model which stands for
political, economic, social, technological, legal and environmental factors of market. Micro
analysis aims at evaluation of suppliers and customer’s demands to customise product
accordingly. As inspired by Kaushik (2020), employees should be competent enough to use such
models and analyse market changes. Moreover, the impact of economic and legal issues of oil-
based companies must be used effectively by using these models. HR managers of the public
sector must hire employees who are skilled enough to use modern tools and technologies to
monitor environmental change and produce upcoming challenges and opportunities.
2.6.2 Transferable skills required by employees in private sector
Leadership
Transformational leadership must be used by managers and team leaders of Partex Petro Limited
as it assists them to innovate new ideas to enhance organisational performance. Similarly, leaders
who use transformational leadership theory to manage human resources can encourage them to
gain job satisfaction and also assist them to align their professional goals with organisational
objectives (Eliyana and Ma’arif, 2019). Leadership skills are required among employees of
private oil-based companies so that they can lead employees and provide the necessary guidance
to work effectively.
Communication

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Effective communication skills enable employees to share their innovative ideas and widen
organisational scope by using those ideas to improve performance, productivity and profitability
(Lančaričet al. 2021). In the private sector there is a recruitment process to encourage
stakeholders to gain financial support and assure stakeholders about the significance of new
projects. As a result, employees with efficient communication skills can resolve queries of
stakeholders and encourage them to invest in oil-based companies of Bangladesh in order to get
higher return amounts. Similarly, communication skills also enable employees of Partex Petro
Limited to negotiate with clients and get higher profit margins by selling their refined oil
products. Employees with necessary communication skills can influence customers to buy
products from the company and can also encourage shareholders to buy shares of Partex Petro
Limited.
Business acumen and intellectual capacity
Business acumen is a complete sense of the business environment so I take effective decisions
for enhancement of business profitability. A complete underlying business objectives and goals
must be deployed in employees so that they can work efficiently to fulfil organisational
objectives and maintain work ethics and principles of the workplace. Intellectual ability of
employees can assist them to assess the business environment by using pestle analysis and
understanding the impact of political and social issues of oil-based companies of Bangladesh. As
influenced by Farha et al. (2021), competent employees are the ones who understand business
goals and make their work responsibilities in such a manner that they can contribute significantly
to enhance organisational reputation in the market. Partex Petro Limited can provide meetings to
familiarise human resource managers with its goals and objectives so that they can make
effective decisions while hiring employees and earning them. When an employee shall have a
proper idea of the business environment, he can use his intellect to innovate new ideas.
Problem-solving
Private companies are facing tough competition from rival firms and public sectors as well.
Therefore, it is necessary that employees of Partex Petro Limited have problem-solving skills to
resolve issues of project management. Similarly, problem-solving attitudes assist employees to
convert challenges into profitable opportunities (Amin et al. 2019). HR managers and operations
managers can hire and retain employees with problem-solving skills to resolve issues of market

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and internal loopholes to hence organisational capabilities and grab profitable opportunities for
the market to expand in national as well as international platforms.
Flexibility in transferable skills
Market demands are changing frequently and it is necessary that employees have adequate
knowledge about changes in market requirements. Similarly, transferable skills are required so
that employees are able to modify their skills as required to fulfil the needs of customers and
stakeholders. As market demand changes, employees need to modify their transferable skills and
knowledge to satisfy customer demand (Kramet al. 2020). Therefore, the manager must look for
talented employees who are flexible enough to modify their skills as per changing market and
business environment.
Figure 2.7: Crude oil prices
(Source: Farha, Sheikh Annuar and Hock, 2021).
2.7 Process of developing transferable skills among employees of oil companies in
Bangladesh
Transferable skills are not always present in employees and they need to be cultivated in several
instances. It is analysed in many cases that employees are dedicated to working; however, they
do not have required competencies that can align their personal goals with organisational goals.
As a result, training has to be deployed by companies in Bangladesh so that they can retain
capable employees by educating them about necessary skills and competencies.
Training of employees
Transferable skills such as leadership, communication and ability to monitor the business
environment can be incorporated in employees by encouraging them to attend seminars and
training. Bangladesh oil companies can arrange training sessions to provide experience and
knowledge about transferable skills that can make employees competent enough to handle
workplace challenges (Ganushchak and Khrapkina, 2021). Similarly, development of

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transferable skills can provide competitive advantages to companies in the public as well as
private sector, therefore expenditure on seminars and training can be profitable.
Motivation of employees
Development of transferable skills such as creative thinking can be done when leaders and
operation managers encourage employees to innovate new ideas. Similarly, team working skills
can also be developed among employees when they are motivated to cooperate with other
employees and work as a team to enhance organisational productivity as well as profitability
(Boštjančič and Slana, 2018). Motivation of employees always assists than to stay committed
towards work goals and enhance organisational performance
Planning and organising workplace activities
Every company needs different workability to achieve its organisational goals. As a result,
onboarding of employees needs to be done and they need to be provided with a schedule where
organisational activities are assigned for each employee (Arar and Öneren, 2018). Companies
like Padma Oil Company, PetroBangla of Bangladesh and Partex Petro Limited can formulate
and organise their activities and assign separate roles and responsibilities to each employee to
enhance their experience and competence in the workplace. Organising workplace activities
enhance business acumen of employees which can improve their intellectual ability to make
decisions in critical situations as well.
Providing flexibility to employees
Flexibility enables an employee to work as per their preference. Flexibility in the workplace
allows employees to innovate new ideas and do experiments. Therefore, oil-based companies in
Bangladesh can provide enough flexibility to their employees so that they can conduct
experiments to mitigate workplace challenges and learn from them (Claus, 2019). Transferable
skills can be developed by gaining experience and innovating new work strategies as well.
Problem-solving skills of oil-based companies of Bangladesh can improve when they are given
flexibility to think and innovate new ideas.
Formation of effective teams

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Working in teams allows employees to work in cooperation with each other. Similarly, teams
must compete with employees who have different competencies. As a consequence, employees
can work and learn from each other's competencies and ability to handle challenges. Effective
teams work together and encourage employees to improve their skills by gaining ideas and
knowledge from other teammates (Arar and Öneren, 2018). Similarly, group discussions can be
encouraged in a team so that employees can discuss organisational goals and mission and work
together to align their personal goals with organisational mission statements. Decision-making
abilities of one team member can encourage others to make efficient decisions and formulate
effective strategies as well.
2.8 Technologies that can be deployed to manage talent in oil industry of Bangladesh
In today’s world of digitisation, changes are taking over every dimension of business. As a
sequence, talent management can be done effectively if modern tools and technologies retain and
manage employees. Human resource departments have deployed several things such as cloud
counting and artificial intelligent tools to track and retain capable employees. Similarly, private
as well as public sectors of Bangladesh can integrate tools in their human source department to
manage skilled employees.
Artificial intelligence
Artificial intelligence tools can be used to match employees' capabilities and skills with
organisational requirements. Automatic matching and comparison of transferable skills of
employees can be done with organisational requirements of skills and capabilities to fulfil its
goals and missions. As a consequence, recruitment of employees and handling them have
become easier and manual tasks of matching skills and competencies no need to be done as it is
time-taking and has errors as well. Artificial intelligence tools can be used to enhance virtual
recruitment of employees. As stated by Columbus (2021), online assessment of jobs application
is done by AI to evaluate basic values and principles of applicants. AI-augmented tools are also
used by the HR department to get advice on modification of online posts and website contents
that aim at attraction and retention of employees. As a result, the whole process of recruitment
and attraction of employees have become the-acting as well cost-effect.
Machine learning