Internship Report on the Impact of the Newly Introduced Hybrid Working

Policy on the employees of DHL Global Forwarding Bangladesh

Prepared For

Chairman

Internship Placement Committee

Prepared by

Exam Roll Number: 192480

4th year, 2nd semester

Batch Number: 28th, BBA Program

Academic Session: 2018-2019

Institute of Business Administration (IBA-JU)

Jahangirnagar University, Savar, Dhaka-1342

Date of Submission: 7th December 2023

 Declaration

I affirm that I have successfully completed the Internship Report on the Impact of the Newly
Introduced Hybrid Working Policy on the employees of DHL Global Forwarding Bangladesh. This
report is based on the knowledge and experience I gained during my internship at the DHL Global
Forwarding Bangladesh Limited. I assure you that this work is entirely authentic and reflects my
comprehensive understanding.

I would like to emphasize that this work is entirely original and has not been previously presented in
any academic context. Furthermore, all the data and information utilized in the creation of this
internship report are exclusive, systematically arranged, and extracted solely by me. Furthermore, I
take full responsibility for any intricate data manipulation involved in preparing this internship report.

Ultimately, this internship report is being submitted to the Institute of Business Administration,
Jahangirnagar University in fulfillment of the requirement for obtaining the Bachelor of Business
Administration degree.

Exam ID: 192480

Registration No: 20193550209

Class ID: 1949

Batch No: 28

Academic Session: 2018-2019

The major area of concentration: Marketing

Institute of Business Administration (IBA-JU)

Jahangirnagar University

iii
 Certificate of the supervisor

This letter is to approve that the student having Exam ID: 192480, Batch:28, Academic Session:2018-
2019, who is enrolled as a regular student in the BBA programme at the Institute of Business
Administration, Jahangirnagar University, has successfully completed the mandatory internship
programme at DHL Global Forwarding in the Human Resource Department.

This report, which was compiled under my supervision, appears to be satisfactory for the award of the
Bachelor of Business Administration degree upon scrutiny.

I wish him the very best.

(Sign of Supervisor)

.......................................

Name of the Teacher: Raihan Sharif

Designation: Assistant Professor

Institute of Business Administration (IBA-JU)

Jahangirnagar University

iv
 Letter of Transmittal

7th December 2023

Chairman
Internship Placement Committee
Institute of Business Administration,
Jahangirnagar University
Savar, Dhaka.

Subject: Submission of "Internship Report on the Impact of the Newly Introduced Hybrid
Working Policy on the employees of DHL Global Forwarding Bangladesh"

Dear Sir,
I respectfully submit my internship report on the topic "Internship Report on the Impact of the Newly
Introduced Hybrid Working Policy on the employees of DHL Global Forwarding Bangladesh"
prepared under the supervision of Raihan sharif, Assistant Professor, IBA-JU. The successful
completion of my Bachelor of Business Administration (B.B.A.) programme requires the preparation
and completion of this report.
My internship experience at DHL Global Forwarding Bangladesh Limited has provided me with a
solid foundation for a promising professional progression. This report is intended to summarize the
knowledge and experiences gained during my internship period.
I kindly request your authorization to submit my internship report, and I would greatly appreciate
your approval. I express my heartfelt gratitude for your support and direction throughout the
preparation of this report.

Sincerely Yours,
Exam Roll Number: 192480
4th year, 2nd semester
Batch: 28th
Academic Session: 2018- 2019
Institute of Business Administration
Jahangirnagar University

v
 Acknowledgement

At first, I would like to express my sincere gratitude and appreciation to the all-powerful and
compassionate Allah for successfully completing my internship report.

I would also like to express my sincere thanks to my parents and family members who has lovingly
brought me up and facilitated me to complete my graduation.

I would like to express my deepest appreciation to Raihan Sharif for his unwavering support and
significant guidance during the entire process, which greatly contributed to achieving a favorable
outcome. Furthermore, your help and support has enabled me to select the most pertinent internship
report topic and prepare a comprehensive report that is presentable. I would also like to express my
sincere appreciation for Ratul Kumar Saha, who has done his duties properly through the last four
years. I would also take the honour to express my sincere gratitude to IBA-JU and all of my teachers
who were the guiding light towards the completion of this graduation.

I express my utmost gratitude to Syeda Effat Ara, the head of human resources at DHL Global
Forwarding Bangladesh Ltd, who serves as my organizational supervisor. She has generously
provided me with extensive learning opportunities in the field of human resources. By assigning me a
dynamic and challenging role of the intern of Human Resources, she has enabled me to gain practical
knowledge of human resource operations, drawing from her extensive experience in esteemed
organizations. I am grateful for the collaboration and allocation of various training facilities to gain a
comprehensive understanding of DHL's global business operations. In addition, I would like to
express my gratitude to Shusana Chowdhury, who has played the role of both my mentor and big
sister as an executive from HR team. Each of them has played a significant part in enhancing my
understanding through their extensive years of studying experiences. After that I want to thank Sarah
Tahiyat, executive, OMS who has helped me in lot of the tasks required for the preparation of this
report. I would also like to thank Rehnuma Razzak who has also contributed a lot towards making
this report successful. I would also like to take the opportunity to thank the whole DGFBD team who
has helped me to gain the necessary data required for this report. In addition, all personnel from every
department who were supportive and eager to help me understand the operational functions of DHL
Global Forwarding. Whenever I encountered any challenges with the operation function, I got hands-
on training to enhance my skills.

The last but not the least, I would like to express thanks from the core of my heart to the amazing
people who have been my friends throughout the good and bad days. What a wonderful Journey it has
been together!

vi
 Table of Contents
Executive Summary ............................................................................................................................ ix

Introduction .......................................................................................................................................... 1

Objectives .............................................................................................................................................. 2

Methodology.......................................................................................................................................... 2

Data Collection.........................................................................................................................2

Data Interpretation ..................................................................................................................3

Scope of the report: .............................................................................................................................. 3

Limitations of the report ...................................................................................................................... 4

Report Preview ..................................................................................................................................... 4

Company Overview .............................................................................................................................. 5

The inception journey of DHL....................................................................................................5

Global Headquarter ..................................................................................................................6

Journey of DHL global forwarding Bangladesh ...........................................................................6

Headquarters in Bangladesh .....................................................................................................6

The organizational chart of DHL Global Forwarding (Bangladesh) Ltd. ........................................7

Corporate Mission ....................................................................................................................8

Strength in terms of members ..................................................................................................9

DHL group vision .................................................................................................................... 10

The Transformation to DHL group from DPDHL ....................................................................... 11

Products and services ............................................................................................................. 11

Literature review ................................................................................................................................ 13

Hybrid work ........................................................................................................................... 13

Work Life balance:.................................................................................................................. 13

Job Satisfaction ...................................................................................................................... 14

Findings and discussion ..................................................................................................................... 14

vii
 Age Groups ............................................................................................................................ 15

18-24............................................................................................................................................. 15

35-44............................................................................................................................................. 17

45 and older ................................................................................................................................. 18

Departments .......................................................................................................................... 19

Air Freight (AFR) ....................................................................................................................... 19

CDZ (Customs) ........................................................................................................................... 20

Finance and Controlling (FICO) ............................................................................................... 20

HR ................................................................................................................................................ 21

IT, BPO and HSS........................................................................................................................ 21

Marketing and Sales ................................................................................................................... 22

Ocean Freight (OFR) ................................................................................................................. 23

Order Management Systems (OMS)......................................................................................... 23

By Years of service ................................................................................................................. 24

0-3 Years ...................................................................................................................................... 25

4-5 years....................................................................................................................................... 25

5+ years........................................................................................................................................ 26

By Designations...................................................................................................................... 26

Non managerial employees ........................................................................................................ 27

Managerial Employees ............................................................................................................... 28

Overall Findings: .................................................................................................................... 29

Findings from the informal discussion with the Head of the Departments (HoD) ...................... 31

Recommendations for the HR ........................................................................................................... 32

Conclusion ........................................................................................................................................... 34

References ............................................................................................................................................. 1

viii
 Executive Summary
The report examines the impacts of DHL Global Forwarding Bangladesh Limited's recently
implemented hybrid working policy. The main objectives encompass evaluating the impact of the
policy on employee experiences, evaluating the involvement of HR in the transition, identifying
obstacles and deficiencies, and offering suggestions for improving the policy. The methodology
involved conducting interviews, administering questionnaires, observing participants, and reviewing
documents. This all-encompassing approach provided valuable insights into the experiences of
employees and the role of the HR department during the transition. Various age cohorts reported
divergent experiences, as younger workers emphasized the importance of adaptability and harmony
between work and personal life, whereas older workers placed greater emphasis on enhanced job
contentment. A report indicates that there are diverse experiences across different departments, with
some departments encountering difficulties in working together and communicating effectively. The
Heads of Departments (HoDs) acknowledged the favorable influence on the equilibrium between
work and personal life, as well as the level of contentment with their jobs. They identified scheduling
and communication as the primary obstacles. The vast majority (84%) have embraced hybrid work,
demonstrating widespread acceptance. The main advantages encompass enhanced equilibrium
between work and personal life, increased cooperation, effective stress control, higher job
contentment, and enhanced drive. Significant obstacles encompass infrastructural deficiencies (such
as inadequate electricity, internet access, and office supplies), communication barriers, absence of a
suitable home environment, and interruptions caused by family members. The report proposes
enhancing infrastructure, optimizing communication, digitizing documentation, implementing
flexible scheduling solutions, providing managerial training, implementing employee well-being
programs, and establishing continuous feedback mechanisms. The hybrid working policy
implemented at DHL Global Forwarding Bangladesh has garnered a favorable response, indicating its
efficacy and congruence with the company's objectives. Although facing certain obstacles, the policy
is widely regarded as a driving force for progress and flexibility in the era following the pandemic.
The implementation of the hybrid working policy has been a notable measure in adjusting to the
evolving dynamics of the workplace, yielding favorable results in terms of collaboration, work-life
equilibrium, and overall job contentment, thereby promoting the company's objective of being an
exceptional workplace.

ix
 Introductory Part

Introduction

HR professionals must comprehend the company's and employees' views. DHL Global Forwarding
Bangladesh Limited, like other organizations has a solid organizational structure that promotes
employee well-being. The organization strives to provide a healthy work atmosphere that alleviates
work-life balance issues. The superb HR team of this organization relentlessly pursues employee
well-being, which led to this hybrid work policy of the title of this report.

The COVID-19 pandemic has driven organizations worldwide to change their work modes. Logistics
giant DHL Global Forwarding Bangladesh Limited was affected by this paradigm shift. The
traditional office-based work paradigm has several issues, prompting organizations to consider
alternatives. In this changing climate, a hybrid workplace combines remote and in-office work is a
viable alternative.

Some companies quickly established remote work practices to guarantee operational continuity and
staff well-being throughout the global health crisis. However, once conditions stabilized, the
unexpected transition emphasized the need for a long-term remote work strategy. DHL Global
Forwarding Bangladesh initially relied on interim methods to tackle epidemic unpredictability
without a hybrid work strategy.

Human Resources, directed by Seyda Effat Ara, took a proactive approach due to the long-term
effects of this change. The HR team recommends a full hybrid working strategy to improve employee
well-being, work culture, and performance. The suggested strategy was approved and implemented
after careful planning and substantial consultation with DHL Global Forwarding, a global authority.

DHL Global Forwarding Bangladesh employees' reactions to the new hybrid work policy are
examined in this report. This report examines the pandemic's initial challenges to the hybrid work
policy's formulation and implementation to assess its effects on employee motivation, productivity,
and work conditions. This report assesses the policy's effects and human resources efforts. The
research examines how DHL Global Forwarding Bangladesh is adapting to workplace changes.

DHL Global Forwarding Bangladesh Limited is a verified "Great Place to Work." Recent
implementation of the Hybrid Working Policy reinforces this recognition. The company's successful

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operations and proactive attempts to improve employee happiness and well-being demonstrate its
commitment to high standards.

Objectives

The primary objectives of this report are to:

 Assess and report the impact of the newly introduced hybrid work policy on the employees at
DHL Global Forwarding Bangladesh Limited.

 Find insights into the factors influencing employees' experiences and perceptions of the
hybrid work policy especially focusing on employee motivation and work-life balance.

 Evaluate the role of the HR department in facilitating a successful transition to a hybrid work
model.

 Identify the challenges or concerns the employees are experiencing regarding the policy.

 Find gaps (if any) between the expected and observed impacts from the policy.

 Provide recommendations to act on for enhancing the impact of the hybrid work policy and
augmenting HR's strategies for its successful implementation.

Methodology

Data Collection

 Interviews: Conduct interviews with employees, HR team, and Senior Management team to
gather firsthand insights on the impact of the hybrid work policy.

 Surveys: Conduct surveys among the DHL Global Forwarding Bangladesh employees to
assess and document their experiences regarding the hybrid work policy.

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  Participant Observation: Engage in participant observation during the work hours at DHL
Global forwarding head office and virtual meetings to gain practical insights into the
implementation and effects of the policy.

 Document Reviews: Analyze relevant company documents, policies, guidelines, and internal
research related to the hybrid work policy. Additional data will be collected from external
sources, such as industry reports and studies on remote work trends.

This comprehensive methodology will enable the reader of the report to gain a holistic understanding
of how the newly introduced Hybrid Working Policy is affecting the employees at DHL Global
Forwarding Bangladesh and the role played by the HR team in the facilitating this transition. It will
also allow the reader to understand the recommendations and immediate actionable for the
policymakers to make this transition more effective and smoother.

Data Interpretation

First, the target group of participants (DHL Global Forwarding head office employees) were sent out
links to a survey. After that, their responses were gathered. Then the impact has been interpreted
through determination of relationships among different factors like age group, tenure of service,
designation, and the expected outcomes of the hybrid work policy.

Scope of the report:

This report only serves the Human Resource functions requirement of DHL Global Forwarding
Bangladesh. The impacts and implications of this report are free from the external influential factors.
This report can be further modified, and it may pave the way for more reports and studies of in depth
and analytical nature and can be implemented to the whole DHL group.

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Limitations of the report

DHL Global Forwarding (Bangladesh) Limited adheres to the central standards set by the DHL
Group. Consequently, the sharing of internal business policies and standards necessitates central
approval. Furthermore, employees within this organization exhibit a high level of sensitivity when it
comes to expressing their opinions on a questionnaire or in an informal interview. All the necessary
documents could not be used due to their classified nature. Apart from that, there are employees in
DHL global forwarding working in the warehouses. They cannot avail this hybrid work policies
benefits due to the nature of their job.

Alongside these obvious problems, there was a shortage of relevant research papers and studies as the
topic is new as it became a concern only after the effects of the pandemic.

Report Preview

To enhance comprehension, the preparation of this internship report involved the formation of three
distinct chapters. Chapter one includes the introduction section, where the overall purpose of the
report, the procedure of data collection, and its elaboration. The second chapter of this report provides
a comprehensive overview of the organizational aspects of DHL. It delves into the company's history
from its origin, highlighting its operations, product range, as well as its mission and vision. The last
section of this report highlights the significant aspects of the project, providing a detailed description
of the project part. Additionally, it encompasses the data interpretation segment of the report and the
subsequent drawing of recommendations and conclusions based on the findings.

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 Organization Part

Company Overview

The inception journey of DHL

In the year 1969, Neil Armstrong made history by being the first human to walk on foot on the moon.
Coinciding with this significant event, DHL began its operations in San Francisco. Founded by
Adrian Dalsey, Larry Hillblom, and Robert Lynn, DHL introduced a groundbreaking service that
would revolutionize the industry. The company's name is derived from the initials of its three
visionary founders. Following the commencement of the company, it is evident that the subsequent
transformative impact on the global logistics industry and its widespread reach have not been
adequately acknowledged. During the early phase, the creator of DHL personally conveyed cargo
papers by air travel between San Francisco and Honolulu. Innovative solutions have had a notable
impact, often addressing client demands, particularly in two emerging sectors: international air
express service for expedited document transportation and air cargo for shipping papers.

Since 2002, Deutsche Post has had full ownership of DHL, enabling the company to operate in over
220 nations and territories worldwide. DHL has provided exceptional services throughout their range
of products to provide superior customer service experience. In this context, the service model was
bifurcated into two distinct categories to facilitate seamless company operations in terms of
integrating various types of business solutions. The commercial operations involving consumers,
often referred to as B2C, are conducted via the service windows of DHL Express. Conversely, the
operations involving business-to-business transactions, known as B2B, are conducted under the
service windows of DHL Global Forwarding.

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Global Headquarter

The DHL global headquarters is in the Post Tower in Bonn, Germany. This office building stands at a
height of 163 meters (about twice the length of a football field) and consists of forty-two (42) stories.
It is renowned worldwide for being one of the tallest buildings and for its exceptional energy
efficiency.

Journey of DHL global forwarding Bangladesh

DHL started its operations with the aim of expanding its domestic company into the worldwide
market. The successful execution of DHL's operations relies on the collaborative efforts of its
business divisions, as well as the development and implementation of new goods and service
solutions. DHL commenced its operations in Bangladesh on May 10th, in response to a request from
Standard Chartered Bank, which is widely regarded as the inaugural client in the country. DHL
Express commenced its commercial operations in Bangladesh by establishing a homebound office
located in a single-room facility in Gulshan, Dhaka. This endeavor was undertaken in collaboration
with its agent, Homebound Packers & Shippers Limited. At the start of this period, the organization
had a mere five personnel, accompanied by a single baby taxi and one delivery van, constituting the
necessary assets for its first undertaking. Currently, DHL operates under two distinct corporate
divisions known as DHL Express and DHL Global Forwarding. These divisions have been
established to effectively categorize customers into two separate segments: business-to-business
(B2B) and business-to-customer (B2C). Since its establishment, both domestic and international
commercial transactions have seen significant growth. Currently, this business model provides a
viable and sustainable solution that is well-received by customers and contributes positively to
environmental sustainability.

Headquarters in Bangladesh

The headquarters of DHL Global Forwarding Bangladesh Ltd. is situated in the capital city of Dhaka,
namely at SMC Tower on the 16th and 17th floors. The address is Road No. 17, 33 Banani C/A,
Dhaka, Bangladesh.

Page 6 of 35
The organizational chart of DHL Global Forwarding (Bangladesh) Ltd.

The organizational chart depicts the whole talent pool of DHL Global Forwarding Bangladesh
Limited.

In this section, I am showing the talent squad of the DGF. The solid horizontal line consists of five
departments under the COO of Bangladesh, namely Order Management Solutions, Air freight, Ocean
Freight, Value added services (VAS), and Marketing and Sales. Under the VAS section are the
customs department (CDZ) and and Integrated Warehouse Systems (IWS). These functions are
considered as the core functions and the rest of the functions under the dotted line are considered as
support functions. The support functions of DGFBD are, Finance and controlling, Human Resources,
IT, BPO, Procurement and Health and Safety. It is worth noting that their reporting managers are is
stationed outside of Bangladesh, and they operate in coordination with Asia pacific central team.

Fig: Organizational Chart of DHL global Forwarding Bangladesh Ltd

Page 7 of 35
Corporate Mission

The DHL Group has achieved a stronger competitive edge than ever before, thanks to its extensive
geographical coverage and diverse array of logistical services. The organization is establishing the
foundation for continuous growth by implementing "Strategy 2025 - Delivering Excellence in a
Digital World."

The logistics business has been significantly influenced by four prominent trends in recent years,
which are anticipated to continue shaping the sector in the future. These trends include globalization,
digitalization, e-commerce, and sustainability. Strategy 2025 represents the Group's proactive
approach in addressing these challenges. The firm intends to capitalize on these trends to exploit the
potential for lucrative and sustainable long-term expansion within its fundamental logistics
enterprises, while simultaneously intensifying the ongoing digital transformation that encompasses
the whole Group.

The primary attention is directed towards the three specified bottom lines of Strategy 2020, which
serve as the fundamental basis for Strategy 2025.

DHL aims to transition from its origins as the postal service of Germany to attaining the status of the
number one global logistics service provider. DHL offers services by strictly maintaining its values
across three distinct Criteria, ensuring the best possible results. These criteria include:

 To be the employer of choice

 To be the provider of choice
 To be the investment of choice

Apart from these three main missions, In the context of service quality, there is a relentless
commitment to continuous improvement at DHL. Furthermore, DHL places significant emphasis on
the implementation of new solutions that are tailored to industries. This is achieved via the
development of cutting-edge technology and the transformation of conventional methods into
intelligent solutions, all of which are continuously refined through a process of continuous
improvement.

DHL group divides its corporate mission into the following four parts:

 Making their customers, employees, and investors even more successful.

 Always showing respect while achieving high scores.

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  Facilitating and simplifying the lives of our customers,
 contributing to make the world better.

The intervention of logistics is required for the transportation of all goods, emphasizing the
significance of this fundamental principle. However, underneath this seeming simplicity lies a
multitude of narratives, numbering in the millions. In its capacity as a logistics firm, the DHL Group
assumes a pivotal role in facilitating trade by offering comprehensive delivery services for various
goods and commodities. It not only fulfils the task of delivering parcels, but also serves as a medium
for promoting economic well-being, facilitating the distribution of healthcare services, fostering
societal development, and eliciting feelings of happiness and contentment. It works to Connect people
and Improve lives. To sum up, the mission of DHL group is: “Excellence. Simply delivered.”

Strength in terms of members

 The business operations have expanded to encompass over 220 countries.

 It has been recognized as one of the top ten largest employers globally.
 The company boasts a workforce of over 500,000 employees worldwide.
 The company serves over one million customers within a single minute.

The DHL group operates with a substantial workforce comprising of highly motivated and competent
employees. Additionally, the company has a dedicated research team that focuses solely on
developing creative and innovative solutions. These efforts aim to enhance customer satisfaction by
providing unique product offers that contribute to a more delightful experience. DHL group places
significant emphasis on implementing environmentally friendly solutions that are sustainable for the
future. The company is committed to achieving zero carbon emissions by the year 2050. Multiple
initiatives have been implemented in different countries to achieve these objectives, aiming to
establish a sustainable business operation that would positively impact consumers' perceptions.

Page 9 of 35
DHL group vision

DHL Global Forwarding is a corporate division of the DHL group. It specializes in providing
innovative ocean and air freight forwarding services worldwide. Its primary business function
involves facilitating efficient transactions by utilizing both ocean and air transportation methods
under the well-known DHL brand. To be an efficient business partner, it is critical to prioritize client
satisfaction by offering exceptionally flexible shipping options, including both air and ocean
transportation, to fulfil their specific requirements. DHL Global Forwarding offers comprehensive
solutions to its business partners, delivering a convenient one-stop service that includes value-added
services such as warehousing facilities and custom services.

DHL group aims to serve as the primary postal service provider in Germany and as a global leader in
the field of logistics. The statement that this organization operates in over 220 countries and regions,
and frequently assumes the role of the first logistics firm in new markets, is not a mere exaggeration.
Its vision is to become a preeminent logistics firm that garners customer loyalty, making it their
preferred choice for logistic needs. Additionally, it aims to establish itself as an employer and
investment opportunity of choice.

Page 10 of 35
The Transformation to DHL group from DPDHL

Deutsche Post DHL Group, a leading worldwide logistics company, announced its intention to change
the company's name to "DHL Group" effective from July 1, 2023. The new name reflects the Group's
progress over the years and acknowledges its emphasis on national and international logistics
operations as an agent for future expansion.

The new name signifies the internationalization of the business portfolio on a global scale and the
strong presence of the DHL brand, which today accounts for over 90% of the Group's revenue.

The CEO, Tobias Meyer, provided the justification for this decision by saying that DHL is among the
most international companies globally. In most countries outside of Germany, the only brand used is

DHL. The decision to change the name to DHL Group is a result of this instance and aims to provide
greater clarity to its customers and shareholders as the primary focus of its business activities.

Products and services

DHL Global Forwarding Bangladesh Ltd. displays its expertise via diverse product and service
categories, offered in different forms, to establish its unique position in the competitive market. In
order to enhance the quality and appeal of its service, DHL global forwarding offers value added
services that complement its core product categories. This ensures that its customers receive a more
convenient and efficient solution, leading to easier business transactions and rapid business growth.
DHL global forwarding, a leading logistics service provider, has expanded its operations to include
air, rail, and ocean transportation. These options offer highly lucrative business solutions for both
buyers and customers. In order to accommodate customer preferences and provide a secure and
seamless business experience, DHL Global Forwarding adheres to a certain set of requirements for
making the customized offerings as outlined below:

 Offer products available for delivery through Door-to-Door service as per request.
 The complete visibility of the goods from start to finish on both sides. (Shipper and
Consignee)
 Determine exact lead times.
 Provide cargo insurance as an option for security of the product delivery.

Page 11 of 35
The products and Solutions offered by DHL Global Forwarding Bangladesh are as follows:

Air Freight

DHL Air Priority

DHL Air Economy

DHL Air Tailored Lift

DHL AirControlnet

DHL LifeConEx

DHL AirThermonet

Ocean freight

Full Container Load (FCL)

Less than Container Load (LCL)

Ocean Thermonet

Ocean Bulk

DHL Ocean Special

DHL Ocean Charter

Order management solutions

Customs

Import and Export Clearance

Integrated Customs Solutions

Integrated Warehouse Services

Page 12 of 35
 Project Part

Literature review

Hybrid work

A hybrid work arrangement combines conventional in-office work with remote work, sometimes
known as telework (Cook et al., 2020). This integrated approach allows employees to have the
flexibility to work from either an office or any other location outside of their employer's facilities,
such as their home, a coffee shop, or a coworking space, with or without the use of information and
communication technologies (ICTs).

Halford (2005) argues that hybrid labor alters the fundamental characteristics of work, organization,
and management in several domains, including household space, organizational space, and
cyberspace. This article examines a hybrid work paradigm where employees divide their work hours
between their office and home. The integration of office-based work with remote work can provide
advantages for both individuals and employers, but it can also give rise to a range of challenges
stemming from the distinct work environments.

Work Life balance:

Work-life balance (WLB) is the state of being satisfied both at work and at home, with minimal role
conflict (Clark, 2000). Although it may be challenging to make changes in certain areas, people can
have some influence by differentiating between their personal and professional boundaries. It will
assist individuals in attaining the required equilibrium between two extremes and achieving job
contentment. The concept of work-life balance refers to achieving equality between one's personal
and professional life. Homelife encompasses the aspects of family, companionship, and self, whereas
work-life focuses on occupation and vocation. The crucial aspect to comprehend and contemplate is
that the family time that hinders work is inconsequential due to its brevity. Nevertheless, the
allocation of time within an organization that hinders one's family life is of utmost importance
(Reynolds, 2005). It is important to recognize that the actual number of hours worked has an effect on
employee attitudes. However, the imbalance between work and personal life is the result of how
employees perceive their work schedules and the pressures they face at work (Roberts, 2008). The

Page 13 of 35
new generation prioritizes the effective blending of personal and professional life (Buddeberg-Fischer
et al., 2008). Similarly, managerial actions and informal arrangements, such as family-oriented work
policies, can contribute to achieving a balance between family and work (Burgess et al., 2007;
Poulose & Sudarsan, 2017). In a study done by Jiang et al. (2004), it was shown that stress-induced
burnout was not influenced by factors such as gender, age, education, and marital status among 135
bank workers. Research has revealed that an excessive amount of work can result in emotional
tiredness, as well as create situations where the expectations and responsibilities of a job are unclear
(role ambiguity) and when there are conflicting demands and expectations (role conflict).

Job Satisfaction

As defined by Smith et al. (1969), work satisfaction is the subjective emotional response an individual
experiences towards their employment. From his perspective, job satisfaction may be assessed based
on factors such as salary, the nature of the work, opportunities for advancement, quality of
supervision, and relationships with colleagues. According to Locke (1976), work satisfaction is
characterized as an emotional and affective reaction to a job or specific elements of the job. Locke
concurred with Smith et al. (1969) about the dimensions of job satisfaction, which encompassed the
following factors: the nature of the work, compensation, opportunities for advancement, supervision,
and interpersonal relationships with colleagues. Spector (1985) provided a definition of work
satisfaction as the degree to which individuals have positive feelings (satisfiers) or negative feelings
(dissatisfiers) towards their occupations. Satisfiers refer to the elements that meet an individual's
requirements for psychological development. Dissatisfiers, on the other hand, refer to rewards that
just prohibit an individual from experiencing negative emotions about their task. He assessed job
satisfaction based on factors such as compensation, salary, job tasks, career advancement, managerial
oversight, interpersonal relationships with colleagues, additional rewards, communication, and
operational guidelines.

Findings and discussion

For the ease of interpretation of the responses I was able to gather from the employees I have
separated the data collection process into two parts. The first portion of this data is gathered from the
direct responses to the questionnaire by the employees except the Head of the departments. For the

Page 14 of 35
second part, I have conducted informal interviews with the Head of the departments to gain a
managerial perspective of the impacts of the said policy.

The discussion of the responses to the questionnaire are divided in the following segments:

Age Groups

18-24
For ease of discussion, the total pool of participants of the survey was divided into four segments.
Each of the segments refers to a specific range of ages.

In the age group of 18-24, the survey reveals that all participants (100%) are engaged in hybrid work,
combining both office work and remote work. 60% of participants of this age group say states no
change in collaboration and the rest 40% say that collaboration with teammates has become easier.
Work-life balance is a notable highlight, with every respondent (100%) expressing an improvement in
this aspect among which 80% state significant improvement and the remaining 20% say it is
somewhat improved. Stress management also sees a positive shift, with 60% of participants reporting
no change and 20% reporting somewhat improved and the other 20% saying Significantly improved.
Productivity shows a similar result with 60% of the participants saying no change and the rest 40%

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include somewhat or significantly improved productivity levels. Job satisfaction aligns with
expectations for the majority (100%) in this age group and 60% of the participants of this age group
report significant improvement and the rest report a moderate level of improvement in job
satisfaction. Notably, 60% of participants feel highly motivated and 40% feel more motivated than
before, displaying a positive impact on their commitment to DGFBD. In terms of commitment, 100%
of the participants of this age group report an increment in their commitment and 80% of them say it
has increased significantly. The experience with the hybrid work policy is in line with expectations
for all participants (100%). Key factors contributing to a positive experience include flexibility
(80%), improved work-life balance (100%), and better time management (80%), Saving of time and
cost of transit (60%). Biggest Challenges faced by this age group include issues related to electricity,
internet, and office equipment (80%), as well as a lack of a proper home environment (40%). In the
case of both HR and Line manager’s support to implement this policy, 60% reports Strong Support,
20% reports moderate support and the rest states somewhat supported. Suggestions for improvement
include training sessions on remote collaboration (60%), Digitizing paperwork (60%) and increased
technical support (40%).

25-34
In the age group of 25-34, the survey findings depict a widespread engagement in hybrid work (83%),
with all participants combining both office work and remote work. 25% of the respondents in this age
bracket indicate no significant change in collaboration with colleagues, 50% note that collaboration
has become easier in the hybrid work setting and the rest (25%) responded that it has become difficult
but manageable. Work-life balance stands out as a prominent highlight, as every participant (100%)
expresses an improvement in this aspect. Among them, a substantial 80% report a significant
improvement, emphasizing the positive impact of the hybrid work model on achieving a healthier
balance between professional and personal life. The remaining 20% acknowledge a somewhat
improved work-life balance. In terms of stress management, a positive shift is evident, with 66% of
participants reporting improved and the rest 34% stating somewhat improved. This suggests that the
hybrid work policy has generally contributed to decreasing stress levels positively. Productivity levels
show a similar pattern, with 91% of participants perceiving it has improved and the remaining 9%
experiencing unchanged productivity. This indicates that the hybrid work model has been conducive
to boosting or at least maintaining work output for all the respondents of this age group. The
execution of this policy is aligned with expectations for the majority (75%) and exceeded
expectations for the rest 25% in this age group. Among them, 58% report a significant improvement

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in job satisfaction, while the remaining 42% indicate a moderate level of improvement, reflecting a
positive overall sentiment. In terms of motivation, a noteworthy 66% of participants feel highly
motivated, and the remaining 34% express being more motivated than before, highlighting a positive
impact on their commitment to DGFBD. Commitment towards the organization sees a universal
increment among participants in this age group, with 100% reporting an increase and a substantial
58% indicating that it has increased significantly. This indicates a strong positive correlation between
the hybrid work policy and the commitment levels of employees aged 25-34. The experience with the
hybrid work policy aligns with expectations for all participants (100%), underscoring the
effectiveness of the implemented policy in meeting anticipated outcomes. Key factors contributing to
a positive experience include flexibility (84%), improved work-life balance (58%), and better time
management (66%). Additionally, saving time and cost of transit are acknowledged by 75% of
participants, highlighting the convenience of the hybrid work model. The biggest challenges faced by
this age group encompass issues related to electricity, internet, and office equipment (42%),
suggesting potential areas for improvement in infrastructure support. Additionally, a lack of a proper
home environment is mentioned by 25% of participants, indicating a need for solutions that enhance
the home workspace. Regarding support from Line managers to implement the hybrid work policy,
33% report strong support, 67% report moderate support, and 67% feels strongly supported and 33%
feels somewhat supported by HR. This suggests a generally positive reception and assistance from
organizational support structures. Suggestions for improvement include training sessions on remote
collaboration (50%), digitizing paperwork (75%), and increased technical support (50%), showcasing
a proactive approach towards enhancing the hybrid work experience among participants aged 25-34.

35-44
24% of total participants fall in the age group of 35-44. The survey findings reveal a widespread
adoption of hybrid work, with 83% engaging in hybrid mode of work, the rest doing traditional work
(17%). Collaboration with colleagues shows a mixed response, with 34% indicating no significant
change, and the remaining 66% noting that collaboration has become easier in the hybrid work
setting. Work-life balance emerges as a positive outcome, with the majority of participants (83%)
expressing an improvement in this aspect and no change for the rest 17%. This indicates a significant
improvement, emphasizing the positive impact of the hybrid work model on achieving a healthier
balance between professional and personal life. Regarding stress management, positive shifts are
evident, with 83% of participants reporting improvement and 17% stating no change in stress
management. This suggests that the hybrid work policy has contributed to maintaining or enhancing

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stress levels positively for all the respondents. Productivity levels reveal that 33% of participants
perceive no change, while 67% experience either somewhat or significantly improved productivity.
This indicates that the hybrid work model has been conducive to maintaining or boosting work output
for a substantial portion of respondents. Job satisfaction is generally aligned with expectations for the
majority (83%) in this age group. All of them report a significant improvement in job satisfaction,
while the remaining 17% reflect no change, reflecting a positive overall sentiment. In terms of
motivation, 83% of participants feel highly motivated, and the remaining 17% express having no
change in motivation, showcasing a positive impact on their commitment to DGFBD. Commitment
towards the organization sees a universal increment among participants in this age group, with 83%
reporting an increase, all 83% indicating that it has increased significantly, and the rest have no
change in commitment. This indicates a positive correlation between the hybrid work policy and the
commitment levels of employees aged 35-44. The experience with the hybrid work policy aligns or
exceeds with expectations for all participants (100%), indicating the effectiveness of the implemented
policy in meeting anticipated outcomes. Key factors contributing to a positive experience include
flexibility (83%), improved work-life balance (100%), and better time management (83%).
Additionally, saving time and cost of transit are acknowledged by 50% of participants, highlighting
the convenience of the hybrid work model. The challenges faced by this age group include issues
related to electricity, internet, and office equipment (83%), suggesting areas for improvement in
infrastructure support. Additionally, distraction caused by family members is stated by 50% of
participants, indicating a need for solutions that enhance the home workspace. Regarding support
from Line managers to implement the hybrid work policy, 83% report strong support and 20% report
moderate support and From HR 100% of the participants of this age group feel strongly supported.
This suggests a generally positive reception and assistance from organizational support structures.
Suggestions for improvement include training sessions on remote collaboration (50%), digitizing
paperwork (66%), and increased technical support (33%) and improve communication and feedback
channels (66%) for, showcasing a proactive approach towards enhancing the hybrid work experience
among participants aged 35-44.

45 and older
This age group only represents 8% of the total participants. Among the people of this age group 50%
do hybrid work and the rest do traditional work. This group shows 100% improvement in the work
life balance section and 50% reports that collaboration has become difficult. Stress management has
improved for all of them and 100% of them feel highly motivated. Job satisfaction and motivation

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both show improvement for 100% of the participants in this age group. They (100%) feel the policy
has met or exceeded their expectations. 100% feel that their time management has improved. 100% of
the participants feel supported by managers and strongly supported by the HR team. Main challenges
of this age segment are Electricity and equipment (50%) and lack of proper environment at home
(50%). The suggestions of this age group to improve Hybrid working are Training Sessions on remote
collaboration (50%) and digitizing the paperwork and forms (50%).

Departments

The following departments are present in DHL Global Forwarding Bangladesh Limited

Air Freight (AFR)

The AFR department, comprising 12% of the total participants, reveals noteworthy insights into the
impacts of the hybrid work policy. Among them, 66% engage in hybrid work, while the remaining
34% adhere to traditional work settings. Notably, all participants in this age group report a 100%
improvement in work-life balance, with 33% acknowledging that collaboration has become more
challenging but manageable indicating the readiness of the participants of these participants. Stress
management shows improvement in 66% of the participants and the rest state no change. 100% of the
participants express a high level of motivation, indicating a positive correlation between
implementation of the policy and job motivation. Job satisfaction and motivation both exhibit a 100%
improvement, and the entire department believes that the hybrid work policy has met (34%) or
exceeded (66%) their expectations. Additionally, 66% of participants in this department note a
significant positive shift in perceived performance and time management and the rest state no change.
Support from managers and HR is consistently high, with 100% feeling strongly supported by
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managers and 66% feeling strongly supported by the HR team. Key challenges identified include
issues related to electricity and equipment, as noted by 33% of participants, and a lack of a proper
home environment 33% and Communication (34%). In terms of suggestions for improvement, 33%
recommend training sessions on remote collaboration, 66 % advocate for digitizing paperwork and
forms to enhance the hybrid working experience and 66% advocated for increased technical support
indicating there is a room for infrastructural development.

CDZ (Customs)
The CDZ department, constituting a percentage of the total participants, showcases distinctive
insights into the implications of the hybrid work policy. Representing 8% of the total participants, this
department's participants report that 100% of its members engage in traditional work settings. Due to
the paperwork-dependent nature of their job, it is not quite possible to do hybrid work for the
employees of this department. They do not get the strongest feedback of this participant group
(100%) to digitize the paperwork to make hybrid working possible for employees like them.

Finance and Controlling (FICO)

This department is responsible for all the finance and compliance related issues in the organization.
Representing 12% of the total participants, 100% of individuals in this category engage in hybrid
work. Impressively, there is an improvement of 100% in work-life balance, showcasing the positive
effects of the hybrid work model. Collaboration has become easier for 66% of participants and has
become difficult but manageable for the rest 34%, contributing to increased productivity. Stress
management has somewhat improved for 100% of the participants, and participants express an
increased level of motivation, with 100% reporting increased motivation. Both job satisfaction and
motivation exhibit a 100% improvement, and the entire group believes that the hybrid work policy
has met expectations.

In terms of perceived performance, there is a significant improvement of 66% in perceived

performance and no change for 34%. The main conveniences of this department are better time
management (100%), Flexibility (100%), Better work life balance (100%) and 66% for saving of time
and cost of transit. Support from both line managers and the HR department is strongly
acknowledged, with 100% feeling at least somewhat supported by managers and 66% feeling strongly
supported the HR team. While challenges are minimal, distractions caused by family members are
noted by 33% of participants and communication has been noted by 67% of the participants. The

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suggestions for improvement focus on training sessions on remote collaboration and digitizing
paperwork and forms (100%), demonstrating a proactive approach to refining the hybrid working
experience within the FICO department. Overall, the results suggest a highly positive reception to the
hybrid work policy within the FICO department, with improvements across various facets of work
experience.

HR

The HR department, representing a portion of the overall participant pool, offers insightful
observations on the impact of the hybrid work policy within its age group. Comprising 8% of the total
participants, 100% of individuals in this category engage in hybrid work. Notably, there is an
improvement reported in work-life balance for 100% of participants, showcasing a positive outcome.
Collaboration has become easier for every participant of this department (100%). Stress management
has somewhat improved for 50% of the participants, and a considerable 100% express a heightened
level of motivation. Both job satisfaction and motivation exhibit an improvement for 100% of the
participants, suggesting a positive impact on their overall job experience. Expectations are met for all,
indicating that the hybrid work policy aligns well with their anticipated outcomes. These participants
feel that this policy has improved their time management (100%) and has improved their work life
balance (100%). In terms of support, 100% feel strongly supported by the HR team, emphasizing the
department's role in facilitating the transition to hybrid work. Challenges include a lack of a proper
environment at home (50%), and lack of proper electricity, internet, and equipment (100%)
suggesting the need for solutions to enhance remote work conditions. Recommendations for
improvement focus on training sessions on remote collaboration (100%) and digitizing paperwork
and forms (100%), underlining a proactive approach to refining the hybrid working experience within
the HR department. Overall, the results suggest positive aspects in terms of motivation and alignment
with expectations, with areas for improvement identified in collaboration and remote work
conditions.

IT, BPO and HSS

Comprising 12% of the total participants, all individuals in this category engage in hybrid work.
Impressively, there is an improvement of 100% reported in work-life balance, highlighting the

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positive effects of the hybrid work model. Collaboration has become easier for 33% of participants,
contributing to increased productivity. Stress management has improved for 100% of the participants,
and participants express a heightened level of motivation, with 100% reporting high motivation. Both
job satisfaction and motivation exhibit a 100% improvement, and the entire group believes that the
hybrid work policy has met expectations with 33% believing it has exceeded their expectations. In
terms of perceived performance, there is a significant improvement of 100% in perceived
performance, and time management has seen a 100% enhancement along with flexibility and saving
of cost and time of transit. Support from both line managers and the HR department is strongly
acknowledged, with 100% feeling supported by managers and the HR team among them 66% feel
that they are strongly supported by both line managers and HR team. Challenges are minimal with
66% reporting the problem of the lack of proper equipment and electricity at home. The suggestions
for improvement focus on digitizing paperwork and forms (100%) and increased technical support
(66%) and trainings on remote collaboration (66%), demonstrating a proactive approach to refining
the hybrid working experience within the IT, BPO, and HSS department. Overall, the results suggest
a highly positive reception to the hybrid work policy within this age group, with improvements across
various facets of work experience.

Marketing and Sales

Constituting 12% of the total participants, all individuals in this category engage in hybrid work. 66%
added that their collaboration has become easier, contributing to heightened productivity. Notably,
there is an improvement of 100% reported in work-life balance, underscoring the positive influence of
the hybrid work model. Stress management has improved for 66% and no change for the rest, and
participants express a high level of motivation, with 100% reporting increased motivation. Both job
satisfaction and motivation exhibit a 100% improvement, and the entire group believes that the hybrid
work policy has met expectations and 33% believes it has exceeded expectations. In terms of
performance, there is a notable improvement for 66% participants in perceived performance, and
flexibility has seen a 100% enhancement along with better time management and work life balance.
Support from both line managers and the HR department is strongly acknowledged, with 100%
feeling supported by managers and the HR team. Challenges are identified, with distractions caused
by family members reported by 66% of participants. The suggestions for improvement primarily
focus on enhanced communication and feedback channels (33%) and Digitizing paperwork and forms
(33%). Overall, the results suggest a highly positive reception to the hybrid work policy within the

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Marketing and Sales department, with improvements across various facets of work experience and a
focus on refining communication strategies.

Ocean Freight (OFR)

The OFR department, constituting 12% of the overall participants, provides insights into the
implications of the hybrid work policy within this department. All individuals in this category are
engaged in hybrid work. While work-life balance has shown 100% improvement, collaboration has
somewhat become difficult but manageable for 33% and no change for the rest, indicating room for
potential enhancements in teamwork and communication. Stress management exhibits a moderate
improvement (66%), and participants express an elevated level of motivation, with 50% noting
somewhat increased motivation. Job satisfaction reflects a mixed response, with 33% reporting a
somewhat increased level, while the remaining 67% are Highly motivated. Expectations regarding the
hybrid work policy have been universally met, and Flexibility (66%) has seen a somewhat increased
improvement.

Support from both line managers and the HR department is acknowledged, with participants feeling
moderately supported (66%) by line managers and highly supported (66%) by the HR team.
Challenges include Communication and lack of office equipment, electricity and internet reported
both at 66%. The suggestions for improvement primarily center around refined communication and
feedback channels, indicating a collective desire for enhanced collaboration strategies. Overall, the
results for the OFR department suggest a varied but generally positive reception to the hybrid work
policy, with identified areas for improvement and a particular emphasis on enhancing communication
and support structures.

Order Management Systems (OMS)

The OMS department, comprising 24% of the total participants, provides insightful findings into the
impact of the hybrid work policy within its age group. 83% individuals in this category actively
engage in hybrid work, seamlessly integrating office and remote responsibilities. Work-life balance
has improved for all the participants (100%) of this department, collaboration within the team has
also seen no change for 33% and Improved for the rest 67%, reflecting an improved level of
interaction despite the hybrid model. Stress management shows a notable improvement (100%),
contributing to a positive work environment. Participants across the department express a high level

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of motivation, with increased motivation reported by 100% including 83% reports of being highly
motivated. Job satisfaction exhibits a significant improvement across 100% of the participants, with a
notable 100% increase in commitment towards DGFBD for all. Expectations regarding the hybrid
work policy have been universally met (50%) or exceeded (50%), indicating positive alignment with
anticipated outcomes. Time management has seen considerable improvement for 66% of all
participants. Among the other mentionable important factors of this policy the participants state
flexibility (66%) and better work life balance (66%).

Support from line managers and the HR department is strongly acknowledged, with participants
feeling strongly supported by managers (50%) and strongly supported by the HR team (66%).
Challenges are minimal, the most significant issue regarding this was the lack of electricity,
equipment, and internet (83%). The recommendations for improvement mainly center around training
sessions on remote collaboration (66%) and increased technical support (50%), showcasing a
proactive approach to skill enhancement, and optimizing the hybrid working experience. Overall, the
results for the OMS department depict a highly positive reception to the hybrid work policy, minimal
challenges, and a focus on continuous improvement through training and support initiatives.

By Years of service

For the ease of discussion, the age groups of the employees are divided into 3 groups as shown below

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0-3 Years

Employees with 0-3 years of service at DGFBD represent a substantial 56% of the total participants,
revealing significant insights into the impact of the hybrid work policy within this service tenure
group. Among them, 100% engage in hybrid work, combining office and remote work. Notably, all
participants in this age group report a remarkable 100% improvement in work-life balance,
highlighting the positive influence of the hybrid work policy on this crucial aspect. In terms of
collaboration, 50% report that it has become easier, 29% report no change and 21% acknowledge that
collaboration has become more challenging but manageable, indicating a degree of adaptability
among participants. Stress management shows improvement in 78% of the participants, while 22%
state no change. A notable 100% of the participants express an increased level of motivation,
demonstrating a positive correlation between the implementation of the policy and job motivation.
Job satisfaction and motivation both exhibit a 100% improvement, with the entire department
believing that the hybrid work policy has met (78%) or exceeded (22%) their expectations. In terms
of performance, 71% of participants note a significant positive shift in perceived performance, with
the remainder 29% stating no change. Support from managers is consistently high, with 100% feeling
strongly supported, and 66% feel strongly supported by the HR team. The main aspects of hybrid
work reported by the participants are flexibility (71%), better work life balance (85%) and better time
management (56%). Challenges identified include issues related to electricity and equipment (50%)
and a lack of a proper home environment (29%). Communication challenges are reported by 34% of
participants. Regarding suggestions for improvement, 50% recommend training sessions on remote
collaboration, while 66% advocate for digitizing paperwork and forms to enhance the hybrid working
experience. Furthermore, 43% of participants in this tenure group emphasize the need for increased
technical support, indicating a clear opportunity for infrastructural development to further enhance the
hybrid work experience for this segment of the workforce.

4-5 years

The participant of this service tenure only represents only 4% of the total participants and the findings
of this age group does not show any particularly deviated results from the other age groups. No
significant insight could be drawn from this group of participants.

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5+ years

Employees with 5+ years of service at DGFBD represent a significant 36% of the total participants,
offering valuable insights into the impact of the hybrid work policy within this experienced tenure
group. Among them, a majority of 66% engage in hybrid work, combining office and remote work,
while the remaining 34% adhere to traditional work settings. Importantly, 89% of the participants in
this age group report an improvement in work-life balance, underscoring the positive influence of the
hybrid work policy on this fundamental aspect and the rest 11% report no change.

Regarding collaboration, 46% indicate that collaboration has become easier, reflecting a positive
adaptation to the hybrid work model and 11% says it has become difficult but still manageable, the
rest reported no change. Stress management shows improvement in 89% of the participants,
indicating a positive impact on employee well-being. 89% participants express a high level of
motivation, highlighting a positive correlation between the implementation of the policy and job
motivation. Job satisfaction and motivation both exhibit a 89% improvement, with the entire
department believing that the hybrid work policy has met (54%) or exceeded (46%) their
expectations.

In terms of performance, 69% of participants note a significant positive shift in perceived

performance and time management, with the remainder stating no change. Support from managers is
consistently high, with 100% feeling strongly supported, and 69% feel strongly supported by the HR
team. Challenges identified include issues related to electricity and equipment, as noted by 31% of
participants, and a lack of a proper home environment (31%). Communication challenges are reported
by 31% of participants.

By Designations

For the ease of calculation and discussion these designations are divided into two broad categories,
namely Managerial and non-managerial employees. The managerial employees consists of the
assistant managers and managers and the non-managerial section consists of Junior executive,
Executives and Senior executives.

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Non managerial employees

This section of the participants consists of all the non-managerial positions of DGFBD, namely:
Junior Executive, Executive and Senior executive. This portion consists of a massive 84% of the total
employees, indicating a substantial representation of non-managerial staff in the report and the
organization. Among them, 86% engage in hybrid work (combining office and remote work), while
the remaining 14% adhere to traditional work settings. Notably, 100% of participants in this category
report improvement in work-life balance, underscoring the positive impact of the hybrid work policy
on this crucial aspect. However, collaboration has become somewhat challenging for 29% of
participants, though manageable, showcasing adaptability among this workforce segment. For the rest
52% stated that it has become easier and 19% reported no change. Stress management shows
improvement for 86% of non-managerial participants, contributing positively to their overall well-
being and the remaining 14% state no change. A significant 71% express a high level of motivation,
highlighting a strong correlation between the implementation of the hybrid work policy and job
motivation. Job satisfaction and motivation both exhibit a noteworthy 100% improvement, with 67%
of participants believing that the hybrid work policy has met their expectations, and 33% feeling it
has exceeded expectations. In terms of performance, 76% of non-managerial participants note a
significant positive shift in perceived performance and time management, with the remaining 24%
stating no change. Support from managers is consistently high, with 52% feeling strongly supported,
and 76% feel strongly supported by the HR team. Challenges identified include issues related to
electricity and equipment, as noted by 57% of participants, and a lack of a proper home environment
(23%). Communication challenges are reported by 29% of non-managerial participants.

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Regarding suggestions for improvement, 48% recommend training sessions on remote collaboration,
while 66% advocate for digitizing paperwork and forms to enhance the hybrid working experience.
Furthermore, 33% of participants in this category emphasize the need for increased technical support,
indicating a clear opportunity for infrastructural development to further enhance the hybrid work
experience for non-managerial employees.

Managerial Employees

This segment constitutes 16% of the total participants, representing a sizable portion within the study.
Among them, the majority (75%) engage in hybrid work, combining office and remote work, while
the remaining 25% adhere to traditional work settings. Similar to their non-managerial counterparts,
all participants in the managerial category report a substantial 100% improvement in work-life
balance, showcasing the positive impact of the hybrid work policy on this critical aspect.
Collaboration has seen no change in 75% of the participants and the remaining 25% feel it has
improved. indicating a certain level of adaptability within this managerial segment. Stress
management shows improvement for 75% of managerial participants, contributing positively to their
overall well-being. A notable 75% express a high level of motivation, highlighting a positive
correlation between the hybrid work policy and job motivation. Both job satisfaction and motivation
exhibit a 75% improvement, with 100% of participants believing that the hybrid work policy has met
their expectations. Concerning performance, 75% of managerial participants note a substantial
positive shift in perceived performance, with the remaining 25% stating no change. Support from
managers is consistently high, with 50% feeling strongly supported, and 75% feeling strongly
supported by the HR team. Challenges identified include issues related to electricity and equipment,
as noted by 75% of participants, and a lack of a proper home environment (25%). Communication
challenges are reported by 50% of managerial participants. Suggestions for improvement include 75%
recommending training sessions on remote collaboration, while 64% advocate for digitizing
paperwork and forms to enhance the hybrid working experience. Furthermore, 50% of participants in
this category emphasize the need for increased technical support, indicating a clear opportunity for
infrastructural development to further enhance the hybrid work experience for managerial employees.

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Overall Findings:

Among all the participants only 16% do traditional work and the rest 84% do hybrid work. That
shows the widespread acceptance of the policy among the employees. 48% of the employees report
easier collaboration with their teammates due to this policy and 36% say no change, the rest 16% say
that there has been no change. This indicates the adaptability of the employees to this policy. A
massive 76% of the employees think that their work life balance has improved, 20% report somewhat
improved and the remaining 4% report no change. This shows the positive correlation between hybrid
work and improved work life balance.

60% of the total participants reported that there has been improved stress management among them.
24% stated that stress management has somewhat improved and the remaining 16% stated no change
in stress management indicating the positive impacts of this policy on stress management. 44% of the
participants responded with significantly increased perceived performance, 28% stated somewhat
increased and the remaining 28% responded with no change, indicating the positive relationship with
hybrid work and perceived performance. 72% stated that they were highly motivated and 24%
somewhat increased motivation and 4% said there was no change in motivation. This clearly
manifests the positive relationship between hybrid work and employee motivation. 68% of the total
participants report that their job satisfaction has increased significantly, 28% say that it has somewhat
increased and the remaining 4% state there is no

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change. Again, 68% opine that their commitment towards the organization has increased
significantly, again 28% say it has somewhat increased and the remaining 4% say no change
occurred. Among the participants a massive 72% think that this policy has met their expectations and
the remaining 28% think that it has exceeded their expectations. 100% of the employees think they
are at least moderately supported by line managers and 52% think they are strongly supported. On the
other hand, 100% of employees also feel supported by HR in practicing this policy with 76% thinking
that they have strong support from HR.

Among the main factors of hybrid work to make employee experience better there are: Better time
management (72%), Saving of time and cost of Transit (68%), Better work life balance (80%),
Increased productivity (56%) and Flexibility (80%). It is evident that the employees value the aspects
of better work life balance and flexibility above other factors.

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Biggest challenges faced by the employees to use the benefit of hybrid work include Electricity,
internet, and office supplies (60%), Communication (32%), Lack of proper environment at home
(24%), Distractions caused by family members (20%) and other (12%). It is evident that there is a lot
of opportunity to work with betterment of the employee residences to better suit remote work needs
and infrastructural developments.

Among the suggested solutions to improve the experience of employees are digitizing paperwork
(68%), Training sessions on remote collaboration (48%), Increased technical support (40%),
improved communication and feedback channels (32%) and other reasons (4%). It is evident that the
organization needs to put in more work on digitization of paperwork to improve the overall and
hybrid working experience of the employees smoother and better.

Findings from the informal discussion with the Head of the Departments (HoD)

I have administered this data collection method to gain a comprehensive idea about the impacts of the
hybrid working policy to also find the managerial perspectives and implications out. I have found out
that most of the employees working under the HoDs are aware of this policy and the senior managers
do not have to push the employees to avail themselves of this benefit. Majority of them agree that
there has been a significant positive improvement in employees’ work life balance, Job satisfaction
and motivation to work. This group of people also acknowledges the biggest factors of this hybrid
work policies such as Improved flexibility, more time for family, saving of transit cost and time and

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talks in favor of it. Upon further discussions, the major difficulties, or challenges of implementing
them also were revealed. Among these senior managers a common challenge of implementing this
policy was faced while scheduling the proper employee on proper days throughout the week. Because
of the nature of the jobs the employees cannot be provided with their convenient 2 days of remote
work. Besides this, there is also a big issue of communication. The majority of these participants
reported that communication becomes difficult at times while the employees are in a remote location
due to infrastructural barriers (Equipment, Internet) or personal distractions of the employees. Other
than this, a few senior managers also insisted that to establish a proper hybrid working environment
proper technical training and infrastructure is also required for the customers. The nature of physical
paperwork was also considered as a barrier to smoothly implementing this policy according to this
group. The suggestions of this group include training the clients digitally, making paperwork
digitized, improving the communication process and overall infrastructural development. The
concluding remark for these findings would be that the overall view of the HoDs is incredibly
positive towards this policy and they are trying hard to make it a normal practice in DGFBD even
though they have considerable obstacles to overcome.

Recommendations for the HR

Here are recommendations to improve the effectiveness of the hybrid work policy and strengthen
HR's strategies for its successful implementation, based on the findings from the employee survey
and informal discussions with the Head of Departments (HoD):

Resolve Infrastructural challenges: Resources should be allocated towards enhancing

infrastructure, encompassing provisions for electricity, internet connectivity, and office supplies to
facilitate remote work for employees. Collaborations or initiatives that support employees in
establishing an optimal work environment within their homes should be explored.

Communication Improvement: Strategies to address communication difficulties, such as offering

technical training and assistance for remote collaboration tools should be implemented. The means of
communication and feedback to connect remote and in-office employees more effectively should be
improved.

Flexible Scheduling Solutions: Flexible scheduling solutions to accommodate the unique

characteristics of various positions and job demands, effectively addressing the scheduling difficulties
encountered by senior managers when arranging remote workdays should be found out. Implementing

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staggered work hours or alternative work arrangements to maintain productivity while granting
flexibility should be contemplated.

Digitization Initiatives: The conversion of physical paperwork into digital format to streamline
processes and diminish the dependence on physical documentation should be expedited. Instructional
sessions on digital tools and remote collaboration to guarantee a seamless shift to a digital work
setting should be conducted.

Managerial Training and Support: Comprehensive training programmed for managers to acquire
the necessary skills to proficiently oversee remote teams and effectively handle issues pertaining to
scheduling and communication should be provided. Robust support mechanisms for managers to
effectively navigate the intricacies of hybrid work, encompassing the resolution of employee concerns
and the preservation of team unity should be utilized.

Employee Well-being Programs: Initiatives that prioritize the well-being of employees, considering
factors such as stress management, family interruptions, and establishing a work environment that
promotes productivity should be take. Employees should be offered access to resources and
counselling services aimed at assisting them in effectively coping with stress and achieving a
harmonious work-life equilibrium.

Continuous Feedback and Adaptation: A mechanism to consistently gather input from employees
and managers to pinpoint areas for enhancement and adjust the hybrid work policy accordingly
should be developed. HR strategies in response to feedback and changing organizational requirements
should be assessed and revised.

Advocate for a Hybrid Work Culture: Favorable hybrid work culture by highlighting instances of
triumph, acknowledging accomplishments of remote teams, and endorsing the advantages of the
policy should be nurtured. Cooperation and activities that foster teamwork should be administered,
regardless of physical or virtual limitations.

Client Technology Support: Technical training and assistance to clients or customers who engage
with remote teams, guaranteeing a smooth experience for all parties involved should be provided.
innovative methods to streamline digital interactions and transactions, minimizing the need for
physical documentations should be found out.

Establish and convey success: Quantitative measures to assess the effectiveness of the hybrid work
policy in relation to employee contentment, efficiency, and overall organizational achievement should

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be deployed. Successful anecdotes and favorable results to strengthen the advantages of the hybrid
work model should be shared with the employees.

By implementing these suggestions, DGFBD can enhance its hybrid work policy, effectively tackle
challenges, and ensure a successful and enduring implementation with the assistance of HR strategies.

Conclusion
The introduction of the Hybrid Working Policy at DHL Global Forwarding Bangladesh (DGFBD)
represents an essential action in response to the requirements of the post-pandemic period. In light of
the unprecedented challenges faced by the global workforce, the significance and necessity of
implementing hybrid work policies have become increasingly evident.

This internship report explores the profound influence of the recently implemented Hybrid Working
Policy at DHL Global Forwarding Bangladesh (DGFBD). By conducting a thorough examination of
employee feedback and engaging in insightful conversations with the Head of Departments (HoD), I
have gained a nuanced comprehension of the policy's impacts.

The widespread adoption of the hybrid work model, with 84% of employees embracing it, highlights
its strong alignment with the organization. The policy's alignment with the evolving needs and
expectations of the workforce is confirmed by positive outcomes, such as improved collaboration,
enhanced work-life balance, and heightened motivation.

The challenges that have been identified, specifically those related to infrastructure, scheduling, and
communication, provide opportunities for focused interventions. The outlined recommendations aim
to tackle these challenges by emphasizing the importance of ongoing adaptation, investment in
technology, and supportive managerial practices.

The Heads of Departments' optimistic perspective and proactive endeavors to incorporate the policy
into the organizational structure are praiseworthy. Their recognition of obstacles and determination to
surmount them exemplify the leadership's unwavering commitment to cultivating a favorable hybrid
work environment.

As DGFBD moves forward, the Hybrid Working Policy serves as a catalyst for advancement and
adaptability. The report provides clear evidence of the policy's effectiveness and DGFBD's
commitment to creating an excellent work environment. It demonstrates the positive effects on
collaboration, work-life balance, and overall job satisfaction, which further supports the company's

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goal of being 'a great place to work'. By implementing this policy, DGFBD demonstrates its
dedication to becoming a top employer of choice and the most employee-friendly workplace in
Bangladesh.

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