The corporate sector in Bangladesh needs a cultural reset

Over the last three decades, Bangladesh’s private sector has become one of the strongest pillars of the national economy. Industries such as ready-made garments, banking, telecommunications, logistics, pharmaceuticals, and information technology have transformed the country into one of South Asia’s fastest-growing economies. Millions of people now depend on private-sector jobs for their livelihoods, and countless families rely on the stability of these professions.

However, behind this economic growth lies a reality that many professionals experience every day but hesitate to discuss publicly. The crisis in Bangladesh’s corporate culture is not limited to low salaries or job insecurity alone. There are deeper issues in the workplace environment like excessive working hours, office politics, favoritism, lack of transparency, and other psychological pressures.

One of the most frustrating issues for job seekers is the lack of transparency. Many companies publish job circulars without mentioning salary ranges, benefits, or clear job responsibilities. Candidates often attend multiple interview rounds without knowing whether the offered salary matches expectations. Many also spend time and money travelling for interviews, only to receive no feedback afterwards. In some cases, positions are informally filled through internal references before the recruitment process begins.

This perception of “reference culture” has weakened trust in merit-based hiring. Many professionals believe that mid-level and senior-level recruitment is often influenced more by personal relationships and lobbying than by competence. Promotions and salary growth are also widely seen as dependent on loyalty to individuals rather than performance. As a result, many capable professionals feel discouraged and undervalued, and this also creates long-term inefficiency in organisational performance and talent retention.

Another major concern is working hours. In many organisations, employees are expected to remain available long after official hours. Late-night calls, extended meetings, and weekend work have become normal, especially in operational roles such as supply chain, sales, and administration. Many employees report being contacted even after midnight, while overtime compensation is often not provided. At the same time, companies may strictly deduct salary for minor delays, creating an imbalance that reduces motivation and fairness while gradually building frustration among employees.

However, some multinational companies demonstrate better practices by paying overtime fairly and respecting working hours. This shows that balanced and humane workplace systems are possible when organisations prioritise professionalism, structured policies, and employee well-being instead of only output.

Office politics is another growing issue. Many employees feel that honesty and straightforward communication are sometimes treated as weaknesses. Those who avoid internal lobbying or favouritism often face limited career growth opportunities. Many professionals also believe that organisational decisions are sometimes influenced by internal groups or informal networks rather than merit, which reduces trust, weakens teamwork, and discourages long-term loyalty.

Communication culture in some workplaces can also be a concern. In certain organisations, strict hierarchy discourages employees from sharing ideas, asking questions, or providing feedback. This limits creativity and creates a fear-based environment where obedience is valued more than innovation or open discussion.

Mental health has become an increasingly serious issue. Long hours, job insecurity, toxic competition, and constant pressure are affecting employees’ psychological well-being. Many report stress affecting family life, sleep quality, and social relationships. Over time, such conditions reduce productivity, creativity, and long-term employee engagement, and also increase burnout and resignation rates across industries.

Leadership quality is another area that needs improvement. In some cases, promotions are based on loyalty rather than managerial skill or proven capability. This results in leaders who may lack communication ability, emotional intelligence, or strategic thinking. Such gaps often lead to unnecessary complexity in decision-making, delayed approvals, and inefficient work processes, which ultimately affect organisational performance and employee morale.

Despite these challenges, Bangladesh’s private sector still has strong potential for growth. However, sustainable progress requires more than economic expansion; it requires ethical leadership, transparency, structured systems, and healthier workplace environments that respect human dignity as much as productivity.

Several reforms could significantly improve the situation—mandatory salary range disclosure in job advertisements, transparent recruitment and promotion systems, stronger enforcement of labour laws, fair overtime compensation, reduced workplace favouritism and political grouping, better work-life balance policies, leadership development and accountability training, and greater emphasis on mental health and employee well-being would collectively create a more transparent, fair, and supportive corporate environment.

Corporate culture directly influences national productivity, economic stability, and human development. A country cannot progress sustainably if its workforce remains overworked, undervalued, and mentally exhausted. Bangladesh’s next stage of development must therefore focus not only on economic indicators but also on building fair, transparent, and humane workplaces. Open discussion of these issues is essential, not to weaken the private sector, but to strengthen its future.

Soud Bin Faisal is a business professional with over 13 years of experience working with several multinational corporations and corporate groups.

Views expressed in this article are the author's own. 

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