It is crucial, in my opinion, to comprehend the complex skill sets required by all Bangladeshi industries [1]. In its absence, labour shortages or surpluses pose a threat to economic expansion and business efficiency.
The workforce is a heterogeneous assemblage, encompassing positions varying from entry-level to managerial [1]. 20% unskilled workers, 30% semi-skilled workers, 35% skilled workers, 10% technicians/supervisors, and 5% management/professionals, according to my analysis [1, 2, 3].
Let’s further dissect it:
Unskilled labourers, comprising 20% of the workforce, generally do not have any previous work experience [1]. Although national skills certification can be advantageous, its minimum education requirement disqualifies a significant number of entry-level employees [1].
thirty percent of semi-skilled labourers bridge the divide between unskilled and skilled labour [1]. This category is additionally subdivided according to years of experience (zero to two years and two years or more), which entails distinct educational requirements and training obligations [1].
A critical segment comprises 35% skilled workers (1–5 years of experience), who must possess a minimum of a secondary school education and may pursue a degree [1]. Ongoing success necessitates the implementation of training programmes that foster continuous skill development [1].
Technicians/Supervisors (10%) are typically individuals with a background in vocational education and are generally expected to possess diploma-level credentials in engineering or technology [1]. Their function is vital for ensuring operational efficacy and oversight.
Management/Professionals (5 percent) provide leadership and strategic direction [1]. In general, they hold bachelor’s or master’s degrees and possess a range of professional experiences [1].
Recognising the distinct requirements of each industry and adapting workforce planning accordingly is the primary lesson to be learned. Regional variations, such as those observed in Rajshahi, further underscore the significance of developing a workforce that is tailored to specific areas [1].
Insights derived from data can be an extremely potent instrument. Through the strategic allocation of resources to training centres in accordance with identified skill requirements, it is possible to mitigate the occurrence of excessive or insufficient training and establish a robust alignment between the workforce and the industry.
An additional pivotal element is the migration of Bangladeshi labour, specifically skilled and semi-skilled labourers in search of opportunities overseas. Proactive career counselling assumes critical importance in this context [1]. By providing individuals with globally sought-after skills, we enhance the readiness of our labour force to capitalise on profitable prospects overseas.
It is probable that global demand for expert labour will increase, whereas domestic demand may reach a plateau in the future. Hence, given the capacity of domestic industries to assimilate skilled labour exclusively, a forward-thinking approach should give precedence to the training of a substantial segment of our labour force for employment opportunities abroad [1].
By taking into account these factors, Bangladesh has the potential to develop a workforce that is resilient to future challenges and flourishes on an international scale.
Sources:
- [1] Author’s Analysis
- [2] Bangladesh Skills for Tomorrow’s Jobs – Ministry of Foreign Affairs (for semi-skilled worker data)
- [3] Bangladesh needs 8m more skilled workforce by 2025 – Daily Sun (for skilled worker data)
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