Reference no: EM132888678

Bengal Enterprise Ltd., Dhaka, Bangladesh, is a fast-growing software company and provides software solutions to giant global firms for improving sales and performance. It prides itself on its unique and unorthodox culture. Many of its approaches to business practice are unusual, but in Bengal's fast-changing and highly competitive environment, they seem to work.

There is no dress code and employees make their own hours, often very long. They tend to socialize together (the average age is 26), both in the office's well-stocked kitchen and on company-sponsored events and trips to places like local clubs. The firm employs about 700 such passionate people. Bengal's managers know the rapid growth they seek depends on having a staff of the best people they can  find, quickly trained and given broad responsibility and freedom as soon as possible. Founder and CEO Mr. Rahman says, "At a software company, people are everything. You cannot build the next great software company, which is what we are trying to do here unless you're totally committed to that. Of course, the leaders at every company say, 'People are everything. But they don't act on it." Bengal is very careful regarding finding the right people (it calls them "great people") a company-wide mission. Recruiters actively pursue the freshest, if least experienced, people in the job market, scouring college career fairs and computer science departments for talented over-achievers with ambition and entrepreneurial Instincts. Top managers conduct the first rounds of interviews, letting prospects know they will be pushed to achieve but will be well rewarded. One year, Bengal reviewed 15,000 resumes, conducted 4,000 on-campus interviews, find 850 prospects in for Interviews, and hired 262 college graduates, who account for over a third of its current employees. The cost per hire was so high and that let Rahman believes it was worth every penny.

After more than five years working in the field, Samia accepted a new position in Bengal within an emergency call center as a quality improvement coordinator. Her experience left her extremely comfortable with and eager to carry out her new responsibilities. She worked within a group of three others, with one lead person (the director) as her boss heading the final decision-making and the other sharing much of her same responsibilities. Upon accepting the position, her defined role was to listen to and review calls coming in and out of the center, assist call takers and supervisors with necessary improvements and/or remedial training recommendations, and to ensure that all calls comply with mandated guidelines. She eventually began to do what she was hired to do, and started documenting and working towards the improvements she was told she was responsible for, but any time she tried to address them with the director, she was told not to worry about it and just to keep the review numbers up. Day by day, she carried out the same job with the same results. Any time she tried to pursue improvements or training, it fell upon deaf ears. When she tried to take on new responsibilities, she was not able to successfully fulfill them because she was trained so poorly. When it came time for semi-annual feedback, she would receive mediocre scores based on all of the things that she did not do, but the director failed to acknowledge that they were not done because of the lack in training. No matter how much effort she applied towards being really great, she consistently lacked the resources needed. Ultimately, Samia had to make the choice to give up her career. The design of this job was flawed, in the sense that it simply did not exist. The pay was great, the fringe benefits were above and beyond what any company could offer, and her passion for the job was unrivaled, but none of this was worth the feeling of not being able to a job that was so important to her.

Question 1. Based on the given situation, please identify and discuss that how did Bengal Enterprise Ltd. take initiative to attract a good pool of candidates in their recruiting process?

Question 2. What particular elements of Bengal's culture most likely appeal to the kind of employees it seeks? How does it convey those elements to job prospects?

Question 3. Based on the above situation, describe the demotivating factors of Samia towards her job and being an HR manager, how can you design her job to motivate.