Response 1 (Textile & Garments)

Foreign workers are often more professional than Bangladeshi workers. They tend to be
business-oriented, focusing on generating profits, whereas local workers are generally more
service-oriented. In our company, we’ve implemented advanced technologies, but our local
workers haven’t fully adapted to these. As a result, we often find ourselves needing to hire
foreign professionals.

Local workers usually prefer to work under foreign leadership rather than taking on leadership
roles themselves. While they are skilled in their specific tasks, they often struggle with problem-
solving, leadership, and fully understanding the broader scope of their work. We provide
international-standard training and state-of-the-art technology, yet they lack the drive or interest
to truly excel.

It’s important to note that our graduates, while knowledgeable, need to improve their practical
skills. They must become proficient in specific technical knowledge and develop expertise in
their chosen sectors. Universities could address this by introducing updated courses that bridge
these gaps.

We appreciate the research being conducted to identify these challenges, as it will help us better
understand and address the gaps in skills and expertise. Our hope is that, in the near future, we
won’t need to hire as many foreign workers. Instead, we want to see our local workers and fresh
graduates stepping into leadership roles and contributing at higher levels. For now, however, we
sometimes have no choice but to bring in foreign experts to keep our business running smoothly.
If these gaps are filled, we will gladly rely on local talent.

Response 2 (Telecommunications, Media & Transportation)

Local workers often act as support staff for foreign professionals. This approach is particularly
noticeable in technical and electrical departments, where there is a consistent need for foreign
workers due to their expertise and experience. However, in departments like sales, marketing, or
HR, the reliance on foreign workers has significantly decreased over time.

The company employs local workers in supporting roles to assist foreign experts. This strategy
allows local graduates to learn directly from experienced professionals and gradually build their
own expertise. To reduce reliance on foreign workers, the company has also implemented
contract-based training programs for local employees, equipping them with the necessary skills
to take on more significant roles.

One of the key challenges is that many local students lack exposure to project-based or practical
learning during their studies. This limits their readiness for hands-on technical roles in the
workplace. To address this, universities and training institutions need to focus more on practical,
real-world applications, ensuring that graduates are better prepared for the demands of industries
like manufacturing.
Over time, with the right training and exposure, it is hoped that local workers can step into key
technical roles, reducing the need to hire foreign professionals while strengthening the local
workforce. This gradual shift will not only benefit the company but also contribute to the growth
of the country's skilled labor market.

Responds 3 (Food & Beverage)

In the food and beverage sector, there is agreement with the previous speaker regarding the
reliance on foreign professionals, primarily for technical reasons. One major factor is that skilled
local experts often seek opportunities abroad due to the low pay scale in Bangladesh, creating a
gap in expertise within the country.

Another concern is the decreasing number of skilled graduates from science and diploma
backgrounds. This decline can be attributed to gaps in education and parenting, which fail to
instill the necessary discipline and motivation for technical or professional growth.

Foreign workers bring a higher level of professionalism, while local workers can sometimes be
more emotionally driven in their decision-making. Foreign professionals excel in data analysis,
understanding numbers, and making bold, strategic decisions. This has made them invaluable in
leadership roles such as marketing heads and CEOs, where their critical thinking significantly
boosts profitability.

One key issue is that Bangladesh’s education system is largely theoretical and focuses on general
knowledge rather than practical, profession-oriented learning. In contrast, foreign education
systems are better aligned with specific career paths, ensuring that graduates are job-ready.
Additionally, training facilities in Bangladesh are not yet at par with international standards,
although there has been some improvement, and local leaders are gradually stepping up.

From her experience in conducting interviews, it’s clear that many students lack a strong work
ethic and the willingness to struggle and work hard. They often don’t receive adequate guidance
during their university years on essential skills such as communication or overcoming
weaknesses. Many students rely heavily on AI tools while lacking proficiency in fundamental
applications like MS PowerPoint and Excel. Moreover, they often have little understanding of
economic data and fail to research the companies they apply to, showing up for interviews
without proper preparation.

To address these issues, companies should verify the qualifications and expertise of their trainers
to ensure high-quality training programs. Additionally, every organization should focus on
finding and developing capable replacements for foreign professionals over time.

In foreign countries, students often gain valuable experience by working for companies without
pay during internships, which helps them develop practical skills. Bangladeshi students should
be encouraged to choose majors that align with their interests and career aspirations. Universities
should adopt curricula that emphasize marketing, project-based learning, and technology to
produce better leaders. Theoretical knowledge should be balanced with practical, hands-on
experience to better prepare graduates for the workplace.

A holistic approach is needed to address these gaps, starting from schools to universities.
Introducing more out-of-the-box thinking and aligning education with industry needs can bring
significant changes. Furthermore, improving pay scale structures will help retain local talent and
reduce dependence on foreign professionals.

Response 4 (Manufacturing & Industrial)

Communication, problem-solving, and time management skills are critical for success. While
some local workers excel in these areas, there is still a significant gap in their ability to think
beyond institutional roles and focus on driving business growth. This is one of the primary
reasons why companies often need to bring in foreign workers. Foreign professionals are more
business-oriented and provide valuable advice on expanding and improving the company.

That said, many domestic workers are making noticeable progress, and with the right support,
they have the potential to match the performance of foreign workers. Currently, the lack of
access to international-standard training programs is a challenge. If we can offer local employees
high-quality, targeted training, they are likely to perform just as well as their international
counterparts.

Fresh graduates, in particular, need to focus on building key skills such as technical expertise,
leadership abilities, time management, and problem-solving. Unfortunately, practical, hands-on
learning is often lacking in their education, leaving them underprepared for real-world
challenges. Universities and training institutions should place greater emphasis on practical
studies and encourage stronger industry connections. Internships, industry visits, and project-
based learning can help bridge this gap and provide graduates with the experience they need to
succeed.

To ensure a brighter future for the local workforce, companies and educational institutions must
work together to create a system that prioritizes practical skills, encourages leadership
development, and fosters a deeper understanding of business needs. With these changes,
domestic workers can not only compete with foreign talent but also take the lead in driving the
growth and success of the manufacturing and industrial sectors.

Response 5 (Manufacturing & Industrial)

Foreign professionals often bring exceptional leadership skills that surpass those of local
employees in many cases. Their dedication to their roles is truly remarkable, as they consistently
demonstrate a strong sense of responsibility and commitment. They excel not only in managing
tasks effectively but also in fostering positive relationships within their teams, creating a
collaborative and productive work environment.

One of their standout qualities is their focus and results-driven approach. They stay fully
engaged in their work and steer clear of office politics, maintaining professionalism at all times.
This allows them to lead by example, setting high standards for others to follow and contributing
to a culture of accountability and excellence.

These foreign leaders typically hold senior-level positions where they play a critical role in
strategic decision-making and ensuring operational efficiency. Their ability to analyze complex
situations, make informed decisions, and drive long-term growth has been pivotal to the
company’s success. Their presence not only strengthens the leadership framework but also
inspires the local workforce to aim higher and improve their own skills.

While their contributions are invaluable, it also highlights the need for developing leadership
skills among local employees. By investing in high-quality training, mentorship programs, and
opportunities for growth, companies can nurture a new generation of local leaders who can
eventually match the expertise and professionalism of their foreign counterparts. This balanced
approach will ensure sustainable growth and reduce reliance on foreign leadership in the long
term.

Response 6 (Education, Research & Consultancy)

Foreign employees in companies often hold key positions such as project managers, business
heads, quality assurance specialists, and software engineers. Their expertise and experience play
a critical role in driving the organization forward. However, there is growing concern about the
gap between the skills of local fresh graduates and the demands of these key roles. Many
graduates lack a solid foundation in their chosen fields and need to strengthen both their basic
knowledge and their understanding of industry-specific concepts to meet workplace
expectations.

One major challenge is the absence of specialized training facilities within the country. Without
access to targeted, high-quality training, it becomes difficult to equip local talent with the skills
necessary to fill these roles. Expanding training programs and facilities should be a priority, as
this would not only enhance the capabilities of the local workforce but also gradually reduce
dependency on foreign experts.

Students themselves need to adopt a proactive approach to learning. Becoming self-learners and
focusing on enhancing critical thinking and problem-solving skills are essential steps toward
personal and professional growth. Universities must also play a more active role by integrating
industry engagement and practical learning into their curricula from the very beginning. Offering
internships, project-based coursework, and hands-on experience will better prepare students for
real-world challenges.

To build a self-reliant workforce, collaboration between universities and industries is crucial. By

prioritizing skill development, fostering a culture of innovation, and providing opportunities for
continuous learning, we can empower local talent to take on leadership roles and reduce reliance
on foreign expertise over time. This holistic approach will not only benefit individuals but also
contribute to the long-term growth and sustainability of the country's industries.

Response 7 (Hospitality & Real Estate)

Foreign experts often bring a strong sense of passion and dedication to their work. They
approach their tasks with a high level of professionalism, which is often lacking among local
workers. This is particularly evident when dealing with new technologies or specialized fields
where our country currently lacks expertise. In such cases, companies are compelled to hire
foreign professionals to bridge these gaps and ensure smooth operations.

To address this issue, it’s crucial to expand the country’s training facilities. By investing in
comprehensive training programs, we can nurture local talent and develop experts who can meet
industry demands. Some companies have already introduced their own training systems,
allowing new hires to learn and develop the necessary skills. While this is a step in the right
direction, there are still instances where foreign workers are required, particularly for training,
management, and strategic business needs.

Collaboration between educational institutions and industries could play a transformative role in
closing these skill gaps. Universities should work closely with companies to align curricula with
industry needs, integrating hands-on learning, internships, and exposure to the latest global
trends and technologies. This would better prepare students to meet workplace challenges and
reduce reliance on foreign professionals over time.

Moreover, the development of key competencies such as Communication, Cooperation, and

Coordination (the 3Cs) should be a priority. These soft skills are as important as technical
expertise for thriving in today’s competitive job market. Students need to adopt a more
organization-oriented mindset, focusing on how their work can contribute to the broader goals of
a company.

In addition, staying updated on global trends and emerging technologies is essential. Students
should be encouraged to acquire specialized knowledge that is relevant to the modern workplace.
With the right combination of skills, mindset, and industry collaboration, local talent can
gradually step into key roles, reducing the need for foreign experts while contributing to the
growth and self-reliance of the nation’s industries.
 Responds 8 (Food & Beverage)

The employment of foreign workers in the industry is primarily driven by the need for expertise
in advanced technologies and technical applications that are not yet widely available or practiced
locally. These workers are often hired at mid-level and senior-level positions to oversee complex
systems, provide specialized knowledge, and train local employees. To address the skill gaps
among local workers, advanced technical training, industry-specific certifications, and soft skills
development are essential. Universities can play a significant role by aligning curricula with
industry needs, incorporating practical and project-based learning, and strengthening
collaboration with industries through internships, workshops, and mentorship programs.
Additionally, introducing courses on emerging technologies like AI, IoT, and data analytics, as
well as enhancing soft skills such as communication, teamwork, and leadership, can better
prepare graduates for the workplace. Establishing career counseling centers and pathways for
lifelong learning will also help students stay competitive and industry-ready. These efforts
collectively aim to equip local talent to take on leadership roles, reduce reliance on foreign
experts, and ensure sustainable growth for the industry.

Responds 9 (IT)

The biggest difference between local and foreign employees is in communication skills, which
are essential for success in the workplace. Foreign employees often excel in teamwork, decision-
making, and managing people, partly because of their strong communication abilities. To close
this gap, both educational institutions and industries need to work together to improve these
skills among local workers.

Universities can start by updating their programs to focus more on practical skills like
communication, teamwork, problem-solving, and leadership. These skills should be taught
alongside technical knowledge. Adding internships, hands-on projects, and partnerships with
industries to the curriculum can give students real-world experience and help them understand
what is expected in the workplace.

Companies can also play a big role by offering training and mentoring programs to improve
employees’ communication skills. These programs should teach practical skills like writing
professional emails, speaking confidently in meetings, and working well in teams. By investing
in their employees’ development, companies can help them grow into skilled professionals who
meet international standards.

Stronger partnerships between universities and industries are key to making this happen.
Businesses can work with universities to create courses and training programs that address real
skill gaps. They can also invite industry professionals to speak with students or offer job-
shadowing opportunities to help them prepare for their careers.

Finally, it’s important to encourage both students and employees to take charge of their own
learning. They should stay updated on new technologies, industry trends, and global best
practices to stay competitive. With the right mix of support from universities and industries, and
a willingness to learn, local employees can build the skills they need to succeed.

Responds 10 (Finance & Services)

Foreign employees often hold top-level management positions, assigned by regional business
units to oversee critical operations. They are primarily recruited for roles that require expertise in
finance, technical oversight, and quality assurance. Their key responsibilities include refining
market strategies, analyzing market trends, and implementing effective training programs. At the
operational level, local workers handle daily financial tasks, but the strategic and analytical roles
are frequently entrusted to foreign professionals due to their advanced knowledge and
experience.

To bridge this gap, it is essential to focus on developing industry-specific skills among local
talent. Recent graduates should be encouraged to participate in internships. These hands-on
experiences can help them understand real-world financial operations and decision-making
processes. Moreover, arranging seminars, training sessions, and workshops led by financial
experts can provide graduates with deeper insights into global financial trends and practices.

Universities should also adapt their curricula to include practical courses in financial modeling,
data analysis, and the use of advanced financial tools, ensuring that graduates are better prepared
for the demands of the sector. By fostering these skills and creating opportunities for
professional development, the reliance on foreign expertise in the financial sector can gradually
be reduced, empowering local talent to take on more strategic roles and drive the industry
forward.

Response 11 (Manufacturing & Industrial)

Foreign employees have consistently demonstrated stronger communication and management

skills compared to local employees and fresh graduates. Unfortunately, a significant skills gap
exists among local professionals, making it challenging for companies to meet their targets
without relying on foreign talent. This gap highlights the urgent need for strategic interventions
to bridge these deficiencies and empower the local workforce.
Local employers must prioritize skill development and awareness. By investing in targeted
training and development programs, it is possible to enhance the efficiency and competency of
both current employees and fresh graduates. While there are many talented young professionals
entering the workforce, they require structured opportunities to grow and apply their skills in
real-world scenarios. Universities also have a critical role to play in this effort. They must
actively collaborate with companies to align their curricula with industry needs, providing
students with exposure to practical, company-oriented experiences that prepare them for the
demands of the job market.

There remain challenges in the research and development (R&D) sector. Local employees often
lack access to properly trained trainers, which results in inadequate training opportunities.
Strengthening the capacity of trainers and ensuring that they are equipped to deliver high-quality,
relevant instruction is essential for addressing these gaps. Furthermore, foreign employees have
shown better cultural understanding and adaptability, qualities that local employees can develop
with the right support and training.

Targeted training programs, improved collaboration between universities and industries, and a
focus on building capacity in the R&D sector are crucial steps toward creating a more skilled and
competitive local workforce. With sustained efforts, local employees can develop the
competencies needed to excel in communication, management, and adaptability, reducing
reliance on foreign talent and paving the way for long-term growth and success.

Response 12 (Pharmaceuticals & Health)

Local employers often struggle with creativity and innovation, which hinders their ability to
drive significant growth or introduce new revenue streams. Many exhibit a lack of enthusiasm
for taking ownership or embracing creative solutions. Instead of fostering original ideas, there is
a tendency to replicate models developed abroad rather than creating something unique. This
dependency on foreign innovations limits the emergence of new business opportunities and
slows down resource development.

Our research highlights that local employers generally demonstrate a lower appetite for risk-
taking, which further contributes to stagnation in creativity and progress. To address this, there is
a pressing need for universities and educational institutions to play a more active role in fostering
creativity and entrepreneurial thinking among students. The field of education must evolve to
nurture innovation, instill a sense of ownership, and prepare students to meet the challenges of
the modern business environment.

Additionally, training programs require significant improvement to better equip the workforce
with the necessary skills. Foreign employees, while often demonstrating unity and advanced
expertise, do not always share all their knowledge openly. This reluctance stems from a belief
that fully transferring their skills might reduce their necessity within the organization, or even
result in fewer opportunities for others in their community. This creates a cycle of dependency
on foreign talent, which is difficult to break without deliberate efforts to learn from them and
build local capabilities.

To reduce this reliance, it is essential to create an environment where students and employees are
encouraged to be more creative, take risks, and develop their own expertise. Universities must
strengthen their collaboration with businesses to offer real-world exposure, allowing students to
cultivate practical skills and gain a deeper understanding of industry needs. By fostering a
culture of innovation and resourcefulness, the local workforce can gradually reduce dependency
on foreign talent, drive economic growth, and create sustainable opportunities.

Ultimately, the focus should be on empowering students and employees to take ownership of
their development. With better training, increased creativity, and a stronger connection to the
business world, the local workforce can achieve greater independence, making the economy
more self-reliant and competitive on a global scale.