Chapter-1: Introduction

1.1 Background of the study

The government of Bangladesh rolled out a major program to train 30,000 students in
information technology and IT-enabled services over the next three years to further its
Digital Bangladesh vision. The program is supported by the 'Leveraging ICT for Growth,
Employment and Governance project' (LICT) initiative of Bangladesh Computer Council
(BCC) launched in 2013. The World Bank is providing $70 million as loans for the LICT
project, which is the largest of its kind in the world .The training will be conducted by
Ernst & Young, a UK-based global professional services company. Of the 30,000
students, 10,000 will be given specialized training and 20,000 foundation training. The IT
and engineering graduates can apply for specialized training, which would last for 300
hours spread across three to four months. Topics include social media, mobile
technologies, cloud computing, big data, java, application development, information
security, networking, database management, programming and software development.
Other science graduates can apply for a 160-hour course on graphic design, analytical
research and technical IT support. Non-IT graduates and HSC students can apply for the
foundation course, which would cover areas such as online marketing, tech support,
business process outsourcing, outbound sales and customer service. Ernst & Young
would ensure job opportunity for at least 60 percent of the participants.

1.2 Objectives of the study

 Develop effective IT knowledge and skills to cope up with international

corporate standards.
 Develop effective communication skills (spoken and written), presentation
skills, inter-personal skills, team management skills and leadership skills.

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  Develop broad career plans, evaluate the employment market, identify the
organizations to get good placement.

1.3 Rational of the study

Soft skills enable those qualities and attributes needed to succeed in the workplace. They
encompass an individual’s ability to listen well, to communicate effectively, to be
positive, to manage conflict, accept responsibility, show respect, build trust, work well
with others, manage time effectively, accept criticism, work under pressure, be likeable,
and to manners demonstrate good. Soft skills sit alongside and complement other types of
skills, including technical or job-specific skills, literacy, numeracy and information
technology skills. Soft skills are relevant to all workers and employees of all occupations
and staff grade levels, including senior executives. The internship program of the
university is an integral part of the MBA program. So it is obligatory to undertake such
task by the students who want to complete MBA degree. Students are required to work on
a specific topic based on their theoretical and practical knowledge acquired during the
period of the internship program and then submit it to the teacher. That is why I have
prepared this report.

1.4 Activities undertaken

Soft skills are mostly taught using examples, scenarios, games, and assessment. The
teaching methods in the soft skills training include

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1.4.1 Group activities

 Group discussion on several topics

 Outdoor activities (collection of several materials within given time)
 And various other participatory sessions

1.4.2 Individual activities

 2-10 minutes speech

 Quizzes
 Evaluation on class topics

1.5 Methodology of the study

1.5.1 Report Design

A descriptive research approach has used to conduct the report. Descriptive research is a
type of conclusive research which has its major objective is to provide the description of
something-usually market characteristics or functions.

While conducting smooth and accurately study everyone has to follow some rules and
regulations. In this report I use both primary and secondary data. The details of the work
plan are furnished below:

1.5.2 Observation
As I am going to prepare my report on the basis of, Leveraging ICT for Growth,
Employment and Governance is a project of Bangladesh Computer Council (BCC) under

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the Ministry of Posts, Telecommunication and Information Technology so the
observations are limited to this project only.

1.5.3 Data Collection Method

Relevant data for this report will be collected primarily by direct investigations of
different training sessions and personnel. The interviews will administer by formal and
informal discussion. No structured questionnaire will be used.

1.5.4 Data Sources

The information and data for this report will be collected from following sectors:

 Face-to-face conversation with the respective trainers & trainee.

 Relevant field study as provided by the trainer concern.
 Practical work.

 Official web site of LICT and other relevant websites.

1.5.5 Data Processing

Data collected from secondary sources will be processed manually and qualitative
approaches will be used through the study.

1.5.6 Data Analysis and Interpretation

Qualitative approach will be adopted for data analysis and interpretation taking the
processed data as the base. So the report relies primarily on an analytical judgment and
critical reasoning

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1.6 Limitations of the study
 Scarcity of enough literature review
 Preparing internship report is really troublesome
 This type of report preparation is expensive
 Collection of data was not smooth
 Shortage of time period for preparing the report

Chapter-2: Background of the Project

2.1 LICT project brief

Leveraging ICT for Growth, Employment and Governance is a project of Bangladesh

Computer Council (BCC) under the Ministry of Posts, Telecommunication and
Information Technology. The project has been launched in January 2013 aiming to
develop a vibrant and healthy Information Technology (IT) and Information Technology-
Enabled Services industry in five years by identifying the strategies, programs and
investment needed for the country to leverage ICT for economic growth and
competitiveness.

BCC is the implementing agency of the project worth about Taka 572.48 crore. Of the
total amount, the World Bank is providing $70 million US dollars and the rest by the
Government of Bangladesh. The project is expected to be completed by 2018.

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2.2 Project details

2.2.1 Background

Bangladesh has sustained a good track record of growth and development over the past
decades. The economy has grown by nearly six percent per annum over the past decade;
and has been resilient to the effects of the recent global financial crisis and frequent
natural disasters. In addition, the country has made laudable progress on many aspects of
human development and is on track to meet the Millennium Development Goals for
infant and child mortality and gender equality in education. However, development needs
remain large and pressing, with around 50 million people still living in poverty.

The Government of Bangladesh (GOB) has developed its Vision 2021 and Sixth Five
Year Plan with developmental targets which address some of these major challenges. The
GOB’s Sixth Five Year Plan puts an impetus on the use of ICT for improving factor
productivity, governance and service delivery, and on the development of the IT industry.
The Plan aims to accelerate growth to eight percent per year by 2015; ensure
participation, social inclusion and empowerment; promotes good governance; and
efficient delivery of public services.

GOB recognizes the need to leverage on Information and Communication Technologies

(ICT) to achieve these ambitious targets and has undertaken a number of significant
actions under its Digital Bangladesh program. This program fundamentally seeks to
leverage ICT for the country’s next stage of growth and development, and support
Bangladesh to achieve middle-income country status by 2021. The GOB’s Sixth Five
Year Plan puts an impetus on the use of ICT for improving factor productivity,
governance and service delivery, and on the development of the IT industry.

2.2.2 Sector Context

Bangladesh’s ICT industry has developed considerably over the past decade.
Telecommunications has generated total industry investments of USD4.5 billion since
2002, and the industry currently provides about 8 percent of the government’s total
revenue per annum. Mobile penetration rates have increased from less than 1 percent in

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2002 to 44 percent at the end of 2010, and 98 percent of the country is now covered by a
wireless network. The government has also actively promoted its Digital Bangladesh
program which has generated high expectations among citizens.

Bangladesh’s IT industry has remained relatively nascent as compared to

telecommunications, with total industry output estimated at USD300 million per annum,
representing a limited proportion of the country’s total GDP. In addition its e-readiness
remains behind global averages especially in terms of the general population’s ICT skills,
perception of the country’s suitability for ICT businesses, supporting infrastructure, and
technology foundations for the public and private sector.

Hence GOB recognizes the need to be holistic in its approach for leveraging ICT,
especially with regards to its Sixth Five Year Plan goals for governance, economic
growth, and employment creation. This is reflected in its strategic pillars for Digital
Bangladesh, which holistically covers (i) Digital Government; (ii) ICT in Business; (iii)
Connecting Citizens; and (iv) Human Resource Development.

These strategies are encompassed in GOB’s Digital Bangladesh strategy document,

which was developed through a highly consultative process by the Prime Minister’s
Office. A number of key policy and legal instruments have been approved in the last year
in support of Digital Bangladesh - including the ICT Policy 2009, ICT Act, and Right to
Information Act. From an institutional perspective an ICT Chapter has also been included
in the Government’s Secretarial Instructions.

The global talent constraint findings from numerous studies by international consulting
firms and donors on the LICT industry in Bangladesh indicate that the country possesses
significant comparative advantage due to the availability of a large, English-educated
talent pool. In addition the industry has been found to possess particular strengths in
niche sub-segments such as software programming, graphics and animation, and data
entry services. However, the industry is performing far below its potential and is in need
of targeted government assistance to (i) improve the skills and employability of the
country’s large labor pool; (ii) put in place institutional mechanisms to enable industry
development, and (iii) present the country’s comparative advantage and build global

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linkages. Many Governments including Ghana, Kenya, Mexico, Pakistan, the Philippines
and South Africa have recognized the untapped potential in the LICT space and have
undertaken similar programs to support the industry.

The government also recognizes the need to leverage e-Government for public sector
modernization. However the public agencies have systems and services that are largely
silo-based, replicable, insufficiently secured, and do not leverage electronic services
sufficiently in support of public sector reform efforts. The lack of shared IT hosting
infrastructure; and IT governance policies, standards and structures has exacerbated this
issue and presents a major barrier to providing seamless e-services. Hence there is a
critical need for these technology foundations to improve public sector efficiency and
effectiveness, and improve the reliability and security of government services and public
information - such as shared datacenter and disaster recovery center, videoconferencing
facilities between offices in Dhaka, enterprise architecture, and information security
governance and cyber-security response teams.

In this context GOB has sought assistance from the World Bank in the following two
areas related to ICT in business and in government. In particular, GOB has requested
support to develop the LICT industry and establish shared IT infrastructure and services
to support public sector modernization and e-Government efforts.

Each of these two components is expected to have significant development impact for
Bangladesh in the next five years. The LICT industry development component is targeted
to create an estimated 34,000 direct jobs, and potentially up to 120,000 indirect jobs as
studies have shown a ratio of up to 1 to 4 for direct and indirect jobs. In addition this
component is expected to increase LICT industry revenue by over USD200 million at the
end of the project. LICT is also expected to have significant social development impact
as the industry is biased towards the employment of women and youth.

The e-Government component is expected to provide GOB with the critical technology
foundations for governance reforms in the years ahead. These basic technology
foundations can significantly improve the GOB’s efficiency and effectiveness by
enabling all ministries/agencies to have a shared datacenter for hosting their systems and

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information; exchange information and collaborate using standardized interoperability
frameworks; improve the public sector’s ability to secure data through information
security policies, guidelines and standards. At present the lack of these horizontal
enablers is already limiting GOB’s ability to leverage ICT for governance priorities in the
country - including on-going and planned initiatives such as access to information,
national identification program, decentralization, and local government development and
service delivery.

The project is designed on the basis of analytical work carried out in the sector. The
design of the LICT component draws on the studies by international consulting firms and
donors. In particular it draws on World Bank’s AAA; which provided detailed
assessment, analysis, and recommendations for LICT industry development and
increasing women and youth participation in the sector. In addition, the World Bank
supported the development of a National e-Government Strategy in 2009 for the country,
which identified the necessary e-Government foundations to be developed and proposed
approaches for their development.

The project will allow the Government to holistically address the Digital Bangladesh
agenda. The project’s components are complementary as LICT skills development
activities will increase the capacity of local IT companies to support the e-Government
component, and conversely the e-Government component will fuel the development of
the local IT industry - thus strengthening local industry capacity and competitiveness for
export-oriented growth. The Bank is also preparing a national identification (ID) project
which includes building the ID systems and database, and the issuance of ID cards to all
eligible citizens. The national ID project will serve as the basis for identifying and
managing access to e-Government services; and this project will provide the technology
foundations needed for the national ID system. In addition the IFC manages a Bangladesh
Investment Climate Fund (BICF) program that supports Government to leverage ICT
extensively to provide government-to-business services online. Hence the program can
also leverage extensively on the e-Government foundations to enable GOB to provide for
more effective and effective services to businesses.

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2.2.3 Institutional context

The Ministry of Posts, Telecommunication and Information Technology and the

Bangladesh Telecommunications Regulatory Commission (BTRC) govern the sector.
Ministry of Posts, Telecommunication and Information Technology is the policy maker
for the ICT sector and the telecommunications sector. The Bangladesh Computer Council
(BCC) is an agency of Ministry of Posts, Telecommunication and Information
Technology,and supports the implementation of e-Government programs and ICT
capacity building initiatives; and is responsible for managing key shared infrastructure
and standard setting across the agencies.

2.3 Objectives of the project

The project development objectives are to:

 Catalyze the growth of Bangladesh’s LICT industry for employment creation and
export diversification; and
 Strengthen LICT facilities, policies, standard and guidelines for public sector
modernization.

2.3.1 Specific objectives:

Some specific objectives which the project will achieve are the following:

 To develop 34,000 skilled manpower for LICT sector

 To expose local LICT capabilities in to global market leading to improved global
awareness and perception of Bangladesh for LICT business
 To make available shared IT hosting and remote conferencing facilities for use by
GOB agencies
 To strengthen policies, fix appropriate standards and guidelines for enterprise
architecture and information security

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2.4 LICT component overview

The objective of this component is to increase the competitiveness of Bangladesh’s LICT

industry for economic growth, export diversification, and employment creation. The
global LICT industry has had a significant impact in developing countries such as India,
Philippines, and Egypt; as it creates mass employment in higher value-jobs for youth and
women. It is also a transformative investment that builds new economy industry and jobs;
and contributes directly to exports, economic diversification, and GDP growth. Various
studies on LICT have found that Bangladesh has significant competitive advantage
globally due to its large pool of available talents and significantly lower costs. However,
there are challenges in terms of skills, awareness and perception of the country, and
LICT-specific infrastructure that needs priority assistance for catalyzing the growth of the
industry. Hence this component aims to address these key issues. Its design is based on
extensive dialogue with the government, industry and other local stakeholders, and
various assessments and recommendations already carried out in the country.

The objective of the skills development activities is to develop a pool of 34,000 LICT
human resources of sufficient quality to support the growth of the LICT industry in
Bangladesh. Hence this component will develop various skills sets based on the needs of
the industry - including technical, soft, and middle management skills. In addition, it will
develop quality skills through assessment and certifications mechanisms, and program
priority skills to meet the immediate needs of the LICT industry. Bangladesh currently
does not have a significant position in the global LICT market for IT or ITES
competency, or domain specialization. It would therefore be important to adopt a multi-
pronged strategy based on these considerations:

 Differentiated skill requirements of each segment: The skills development

component will take into account the differing skill needs of both the IT services
and IT-enabled services segments, and the areas of overlap in skill requirements or
shared skills. These differing skill needs will be revalidated during the assessment
and planning process, and the typical skill needs are described below: --IT services
segment: e.g., application development skills (technologies, programming
languages, hardware etc.), application maintenance skills, software testing and

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 quality assurance skills programming, software testing and product development /
management skills --ITES segment (also referred as Business Process Outsourcing
or “BPO”): e.g. foundational skills related to communication and handling of
technology along with functional / domain expertise --Supervisory skills: Mid to
high-level management or supervisory skills
 Demand/needs orientation: The component will build in significant industry
participation to maximize industry inputs, and develop mechanisms that promote a
needs-driven approach (e.g. partial subsidies for internships, industry-academia
collaboration).
 Focus on ITES segment: The component will also place more emphasis on skills
development for the ITES (or business process outsourcing [BPO]) segment. This
segment has higher potential and is likely to be an important segment for
Bangladesh in terms of potential youth employment. According to Everest research
the sector is likely to grow globally from USD105-125 billion in revenues in 2010,
to USD256-268 billion by 2016. In the same period, the number of offshore jobs is
likely to double from 3.8 million people to 7.6 million.
 Partnerships for training delivery: The component will leverage extensively on
partnerships between reputable and international training and certification providers
globally; and the local industry and academia to build in local knowledge and
needs. The skills required for working in the ITES segment are also more basic and
generic, but will need to be supplemented by additional skills that would depend
upon the specific nature of work (e.g. specific to process, industry, client, language,
level of work, etc.). However, it is also noted that Bangladesh should develop their
talent pool for IT in tandem with a talent pool for ITES. Among other reasons, there
is a convergence trend that is resulting in a rapid blurring of boundaries between the
segments. For example, in the recent past Dell bought Perot, HP acquired EDS and
Xerox took over ACS. There is also an increasing realization that companies need
to move subsequently to a full services play to grow their LICT business. In India
for example, five of the top 10 ITES companies in 2008-2009 were IT companies:
TCS, IBM, Wipro, Infosys and HCL. The component also builds in gender
considerations in its design. Women constitute a large part of the workforce in the

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 ITES/BPO segment (for example women constituted 65 percent of the ITES
workforce in the Philippines. The sector therefore affords an important opportunity
for creating avenues of productive employment for a large number of women in
Bangladesh. In addition skills for ITES are fungible across sectors and can therefore
improve the quality of a wide range of services.

2.5 Establishing e-government technology foundations

The prevailing governance status in Bangladesh continues to pose major challenges for
the country’s economic growth and social development. Hence, this component will
provide critical e-Government technological foundations for the country’s governance
agenda for the years ahead, and build the human capacity leveraging technology for
governance reforms

E-Government refers to the use of ICT to transform government by making it more

accessible, effective and accountable. It is a powerful tool for public administration
reforms as it enables more efficient, effective, and participatory government; facilitates
convenient government services and greater public access to information; and increases
transparency and makes government more accountable to citizens. On a deeper level, e-
Government opens up predominantly inward-looking structures of administrations toward
a focus on services rendered and on delivery of results, fundamentally affecting the very
processes by which these services are produced. In this way, e-Government allows
administrative reform efforts to make dramatic, fundamental and radical changes in form,
and not just changes in degree. These changes further reinforce other reforms, helping
countries to better compete in the global economy by strengthening markets and
individual choice which, in turn, promote economic growth and poverty reduction. The
Government also recognizes the need to leverage ICT for governance, but the public
agencies have systems and services that are largely silo-based, replicative, insufficiently
secured, and do not leverage electronic services (e-Services) sufficiently in support of

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public sector reform efforts. Hence, this component will establish the critical e-
Government technology foundations such as shared datacenter, interoperability
framework, information security governance, and enterprise architecture; and build the
capacity of IT-related personnel in the public sector.

2.6 Functions of project

2.6.1 Top-Up IT Training of ICT

This sub-component will develop and implement a program to convert ICT / CSE / non-
IT science graduates into IT services professionals by providing IT services skills
training. In interactions with the industry it has been represented that not only is there a
problem with the quality of IT graduates for the IT services segment, but there is also an
acute problem of the availability of adequate numbers for both the domestic industry and
for international placement.

Currently, the yearly number of IT or software graduates from public and private
universities and colleges are below 5,000. However, it is estimated that Bangladesh
needs, at least, 10,000 IT trained graduates to become a serious IT services outsourcing
destination in the global outsourcing market. Given the current tertiary level IT education
structure in public and private education system, the IT industry feedback is that the
quickest way to increase the size of the pipeline of IT/software graduates is to arrange a
top-up training program of six to nine months for graduates enrolled in various science
subjects in various universities or university colleges. Hence this sub-component will
focus on the development of 10,000 computer professionals over 4 years in Bangladesh.
The program would target both computer and non-computer science professionals and
train them for jobs in IT. Given the importance of clear industry linkages for such a
program, it is best to entrust the program to the industry in Bangladesh. Leading IT
associations will be involved in the design and rollout of the program. Students to be
enrolled in the project will be selected from various ICT/CSE/science/engineering

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subjects; such as physics, chemistry, mathematics, bio-chemistry, statistics, population
science, etc. The selection process will maintain a minimum gender ratio in order to
encourage women’s participation. To ensure that the training provided to the students is
relevant to the industry requirements (so that they can be absorbed readily by the
software/IT industry), the training curriculum development and delivery of training will
be coordinated by industry bodies (e.g., BASIS) jointly with concerned government
entities like BCC. The expected sub-activities are as follow:

 Training program on software/IT for CSE/science graduates

 Arrange the necessary infrastructure (e.g. Hardware/Software/Connectivity) for
training at selected preferable public university campuses
 Development of curriculum, courseware/content, and assessment tools
 Hiring and training of faculties (faculties from existing universities/institutes and
others)
 Student enrollment and training delivery
This sub-component will also adopt an internationally recognized software developer
certification program, preferably linked to a leading global academic institution with high
credibility in the area of software engineering and computer sciences. In order to improve
the quality of these skills in Bangladesh it will be equally important to introduce
programs that adhere to global standards. In addition this sub-component will have a
customized faculty training program to improve the quality of the faculty available for
teaching IT. To promote women’s participation in this industry segment, the faculty
training program will encourage women master trainers. At the same time, male master
trainers will be trained to assist in promoting women’s participation.

2.6.2 Foundational Skills for LICT Segment

This sub-component will develop the foundational skills of 20,000 ITES professionals in
a way that is closely aligned with the requirements of global markets, and provide
training grants to companies meeting a minimum set of skills development and hiring
criteria, and support the GOB’s existing National ICT Internship Program administered
by BCC. Foundational work skills are fundamental to creating a competitive ITES labor
force as these are necessary for virtually all its sub-segments, including BPO and micro-

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work. These skills address areas such as cultural sensitization, basic PC and data skills,
interpersonal communication, and a good professional attitude in general. The advantage
of the alignment with global markets approach is that it would create a talent pool that
can cater to the requirements of the global industry, besides helping to enhance the
quality of the workforce for a range of domestic sectors. It is proposed to closely
integrate assessment and training so that results can be achieved faster, and training
activities can be more tightly coupled with individual needs.

An anchor institution could be competitively identified to house the program. The anchor
institution could then partner with leading international companies to train trainers, and
provide a quality assurance process for both the trainers and students subsequently
trained by them. This would ensure that the training program is consistent with the needs
of the global market, besides creating a talent pool that would make it easier to attract
investments by the companies associated with the program. In addition; this sub-
component will provide training grants to ITES companies. In interactions with local
companies, it was found that it was possible to rapidly ramp up the number of jobs in the
BPO sector, in case a training program was put in place to address the skills gap. Hence,
the grant program is expected to help companies in Bangladesh’s ITES/BPO sectors to
quickly expand employment and address opportunities in the global markets. This would
also provide flexibility to local companies to devise their own training programs for
interns. The training grants would be provided to companies expanding existing
operations, and starting new ones. This grant will be applicable to local companies that
have immediate demands for skilled employees (around 4000 HR); such as those in
graphics, animation and call centers. It would also be applicable to international
companies setting up offices in Bangladesh, which would need immediate and
customized skills from local companies that have a developed training program.

The training grant will complement the GOB’s existing National ICT Internship Program
as it will support training from a company perspective; and the design and operations of
the training grant program will take guidance from similar initiatives being implemented
in other countries. This grant will enable the recruiting companies to provide essential
computing equipments such as laptop, computer etc to the new knowledge workers for

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establishing work environment. This will enable the trained workforce to acquire industry
experience to become world class knowledge worker. The training grant will also be
designed to have a two-level structure, in order to support the short-term and quick-win
needs of the industry, and support the ITES skills requirement over the remaining project
period. In order to promote social inclusion in the industry, the grant will also be
designed to provide higher incentives to companies to train women, and disabled and
indigenous Bangladeshis. An operational manual will be developed by BCC and
approved by the Bank within six months of the project implementation start date. The
manual will provide details on the training grant program, eligibility criteria, qualifying
criteria, grant calculation, disbursement plan, and application procedure and monitoring.

2.6.3 Middle Management Training

This sub-component will support a leading local academic institution to partner with a
credible global BPO player to establish a supervisor/mid-management level training
program focused on LICT, as the lack of such skills is a consistent challenge faced by
almost all LICT companies locally and globally. Hence Bangladesh could further build a
competitive advantage through the availability of such skills. A tie up with one of the
leading management training institutions in Bangladesh with an international counterpart
will be a quick win for the industry.

2.6.4 Capacity Building for BCC and Local Industry

This sub-component will build the LICT capacity of BCC and local industry. It will
support the development of the BCC as the anchor institution for LICT industry
development in Bangladesh, by supporting the set up of a dedicated LICT unit (Unit),
developing an industry development plan and roadmap, and provide for expert guidance
to the Unit. Based on international experiences it is important to have such an anchor
institution to lead Bangladesh’s IT/BPO skills development efforts, as the anchor
institution will have to fulfill multiple internal and external roles for developing the LICT
sub-sector. These roles include: (i) championing LICT within the country, for both the
public and private sector; (ii) strategic planning and implementation of industry

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development activities, especially with regards to skills development and industry
promotion; and (iii) representing the government to external LICT clients, and facilitating
their investments and operations

The anchor institution will be set up as an LICT unit (the Unit) in BCC because MOICT
has been given the mandate to build the country’s IT industry sector (which includes the
LICT sub-sector), with the BCC as the technical agency carrying out this role. However,
BCC currently does not have sufficient capacity in terms of structure, resources and
technical expertise. Hence, this sub-component will outline the strategy, structure,
mandate, roles and responsibilities, and resource requirements to set up and
operationalize the Unit. It will also provide training, systems, tools and other resources to
ensure that the Unit has a sufficient level of knowledge and skills, and sufficient capacity
for statistical reporting, monitoring and evaluation. The Unit will have personnel hired
from the market for (i) strategy, planning and M&E; (ii) skills development; and (iii)
industry promotion. It will be important to have the right institutional structures, or the
skills developed in the program. Hence, a small compact team will integrate the global
marketing functions, industry promotion and skills development activities. The advantage
of this tight integration is that it can respond better to potential investors, while at the
same time having a better connection with industry needs for talent development and
investment promotion activities. As part of the set up, this sub-component will also
develop an LICT industry development strategy for Bangladesh. It is imperative to
develop a realistic and feasible strategy for Bangladesh as the global LICT market has
developed rapidly over the years to become highly sophisticated and competitive. Such as
strategy will help the country to focus its resources on the greatest LICT opportunities,
align the efforts of the public and private sectors, help the country to be opportunistic in
business development, and focus on LICT niche markets where Bangladesh has a
sustainable competitive advantage. Hence, this sub-component will conduct a rapid
demand assessment, scan the competitive landscape, identify the country’s generic value
proposition, develop the industry’s positioning and niches, and provide five-year
development roadmap and skills development program. This sub-component will also
support the provision of an expert advisor, and set up an international advisory panel
consisting of global LICT experts and practitioners to guide Bangladesh’s industry
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development efforts. The advisor will provide inputs on the LICT unit’s strategic
directions, bring in relevant contacts and networks worldwide, and guide the operations
of the Unit; while the advisory panel will provide a mechanism for Bangladesh to rapidly
access top-level LICT expertise, provide face-to-face interaction with select members of
the advisory group over the project period, and help raise the visibility of Bangladesh’s
initiatives globally.

For local industry capacity building, this sub-component will promote and facilitate the
set up of an LICT industry forum, and support local companies in adopting globally-
accepted certification. The industry forum will be composed of the major industry
associations such as BCS, BASIS, BACCO, AMTOB, ISP Association, various content
developers associations, etc. It will include a platform for representation by the free-
lancer community, and women entrepreneurs and employees in LICT companies. For
this, the sub-component will conduct a quick feasibility assessment, provide
recommendations for its set up and operations, facilitate dialogue between the various
associations, and promote the associations’ participation using the project activities as
incentives. In addition, this sub-component will provide technical assistance to foster
local capabilities to generate a shared development vision for the industry, and organize
the dispersed knowledge and resources towards common objectives, and assistance to
implement jointly-identified actions. On certification, the LICT companies need to have a
consistent level of quality and process maturity in order to be at par with other off-shore
destinations, and it will be difficult and costly to overcome a low-quality perception, if
such experiences are established early in the process. Hence, this sub-component will
assess and identify relevant global certifications for local companies, provide training
assistance for companies working towards certification, and provide payment for the
certification fee if the companies are successfully certified. The local beneficiary
companies will be selected through an objective process to be approved by the Bank.
There are already various types of LICT company certifications available, and the key
ones are:

 Capability Maturity Model Integration (CMMI), which is a process improvement

approach developed by the Software Engineering Institute (SEI) at the Carnegie

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 Mellon University. CMMI has emerged as the definitive standard for process
maturity in the IT industry. It is a well-known and standardized model for assessing
and improving software and systems development processes. It is a global standard
developed by the Software Engineering Institute (SEI) to help companies achieve
higher quality in their processes and applications development. The certification is
internationally recognized and helps establish the credentials of IT companies
globally.
 VMO Certification Process, which measures ITES companies’ performance based
on its COPC-2000 VMO standard, a rigorous framework of best practices which
was designed to measure third party customer services providers. This is a vital
certification for flawless execution of call centers.

2.6.5 Industry Promotion

This sub-component will provide financing support to the LICT Unit in BCC for industry
promotion. According to industry inputs and various studies, LICT industry promotion is
of critical importance to the industry’s development due to the generally poor perception
of the country from an investment perspective, and the lack of awareness and/or interest
by the global LICT market.

The perception issue has changed to a limited extent but remains a challenge in attracting
investments in the near term. In addition, there is low awareness and/or interest in
Bangladesh as an LICT destination as the industry is nascent to date, and there have been
limited industry promotion activities in the past decade even when the global LICT
industry was growing at a tremendous pace. There is also a need for internal industry
promotion to attract sufficient youth and women, in particular, to take up LICT skills
development activities. Bangladesh’s LICT industry is, thus, in need of a comprehensive,
coherent and professionally planned and implemented industry promotional program to
address these challenges; and to support the supply-oriented activities such as skills
development, capacity building, and strategic infrastructure support. Hence, this sub-
component will develop an industry promotion plan, provide business development
services, and implement the necessary actions. The industry development plan should

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outline the promotional tools and tactics for Bangladesh to showcase its capabilities to
the broader markets, reach and communicate its value proposition to target audiences in
niche sub-segments, and attract investments and clients for the industry. The plan will use
the industry development strategy (refer to description above) as its foundation. It will be
developed based on research of the target market (through surveys, interviews and/or
focus groups), and incorporate significant inputs from local industry. The target audience
will be potential clients from relevant parts of the world who fit within the niche sub-
segments identified in the industry development strategy, and the plan will
comprehensively cover various types of promotion tools. The plan will also include a
promotion program that includes participation in key conferences, production of
marketing collaterals, improvement of the country’s ranking in key LICT indices, and
outreach programs to attract youth and women into the industry.

The sub-component will also assist the LICT unit to develop LICT businesses for the
country by building a contacts database consisting of relevant target clients and partners,
identifying two to three industry champions (Including Secretary-level and above) within
the government, implementing strategic outreach programs for the industry champions
and targeted clients, and providing mentoring support to the LICT unit and industry
champions throughout the business development cycle. The following actions are
expected to be carried out to further support the industry promotion plan:

 Develop various industry promotion tools. This includes marketing collaterals such
as brochures, presentation slides, newsletters for use by local industry stakeholders;
and for distribution through various channels, such as trade shows, direct mailers,
foreign embassies, etc.
 Support industry’s participation in key trade shows and conferences (in
collaboration with the activities of the Export Promotion Bureau in the Ministry of
Commerce), and organize the first in-country conferences on LICT for global
audiences.
 Conduct media relations campaign for contacting and staying in touch with targeted
members of the media (reporters). This includes the development and distribution
of press releases, press kits, and public service announcements; in order to gather

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 coverage in newspapers, magazines, or other mass-media of relevance to
Bangladesh’s target audiences.
 Increase the country’s visibility and standing in recognized global LICT rankings
by relevant research, advisory and consultancy firms such as A.T. Kearney,
Tholons, IBM, and Gartner. Hence, the sub-component will assist BCC to collect
and disseminate relevant statistical data, establish linkages with these firms,
identify key matrixes of weakness per ranking, and establish linkages to the other
project activities in order to improve on these matrixes.
 Conduct an outreach program for youth and women to encourage their participation
in the LICT industry. In particular, the program will focus on encouraging women’s
participation in skills development by reaching out to women-oriented educational
institutions, identifying relevant female spokesperson(s), promotion in relevant
media channels for women, etc.

2.7 Understanding process of project at university

Memorandum of Understanding (MoU) signed with Universities:

 Dhaka University
 Jagannath University
 Shahjalal University of Science and Technology
 East West University
 Brac University
 American International University-Bangladesh
 University of Asia Pacific
 Daffodil International University

Pilot Training started:

 Dhaka University
 Jagannath University

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  East West University
 Brac University
 University of Asia Pacific

Total Batch Running: 20

Total Students: 771

Chapter-3: Training Program on Soft Skills

3.1 What is Soft skill?

Soft skills are essentially people skills -- the non-technical, intangible, personality-
specific skills that determine your strengths as a leader, listener, negotiator, and conflict
mediator. "Hard" skills, on the other hand, are more along the lines of what might appear
on your resume -- your education, experience and level of expertise. People value soft
skills because they are an indicator of Job performance. Some other reasons are:

 Customer service.
 Effective performance
 Interpersonal skills
 Sales
 Interviews
 Leadership
 Team Building

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3.2 Components of soft skills

There are 5 major components of soft skills. They are:

 Group Discussion
 Interview Skills
 Communication Skills
 Presentation Skills
 CV Writing

Part A: Group Discussion

3.A.1 Group discussion

Group discussion is a group of individuals with similar interest who gather either
formally or informally to bring up ideas, solve problems or give comments. It tests an
applicant’s-

3.A.1.1 Interpersonal skills: Interpersonal skills are the life skills we use every day to
communicate and interact with other people, both individually and in groups. People
who have worked on developing strong interpersonal skills are usually more successful
both their professional and personal lives.

A List of Interpersonal Skills Includes:

 Verbal Communication - What we say and how we say it.

 Non-Verbal Communication - What we communicate without words, body
language is an example.
 Listening Skills - How we interpret both the verbal and non-verbal messages sent
by others.
 Negotiation - Working with others to find a mutually agreeable outcome.

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  Problem Solving - Working with others to identify, define and solve problems.
 Decision Making – Exploring and analyzing options to make sound decisions.
 Assertiveness – Communicating our values, ideas, beliefs, opinions, needs and
wants freely.

3.A.1.2 Communication skills: The ability to convey information to another effectively

and efficiently. Business managers with good verbal, non verbal and written
communication skills help facilitate the sharing of information between people within
a company for its commercial benefit.

3.A.2 Importance of group discussion

Most Commonly at macro levels

 Aids Rejection much faster

 To assess group/team behavior /dynamics
 Facilitates a simulated platform to gauge potential

Most commonly at micro levels

• Leadership Skills
• Motivational Skills
• Team play
• Divergent Thinking
• Listening Skills
• Presentation Skills
• Analytical/Logical Skills

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3.A.3 Types of topics

• Abstract
• Domain specific
• Current Affairs

3.A.4 Types of discussion

• On the Spot group discussion

• Case study Model

3.A.5 Types of candidates

• Shocked
• Balloon
• Lukewarm
• Co-Ordinator/ Leader (self appointed)
• Winner

3.A.6 The assessment

 Spoken English
Must be logical, Coherent, simple sentences nothing esoteric.
 Knowledge
The amount of genuine facts and figures quoted by a candidate…no beating
Around the bush.
 Convincing power
Ability to push his/her ideas to the group while appreciating others point
of view.

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  Body Language
Signs displayed by the body, that either match or contradict what is being
said or heard
 Maturity
Ability to handle the situation at hand …
 how he/she puts across his/her opinion
 how the participant handles opposition
 how the participant handles pressure
 how the participant either
 mingles/follows/leads the team.

3.A.7 Communication style

3.A.7.1 Passive

 Won’t express feelings

 Won’t disagree
 Others have more rights than I do.
 Indirect expressions
 Always agrees
 Hesitant
 Apologetic, Self-conscious
 Trusts others, but not self
 Allows others take decisions for self.
 Doesn't get what he wants.

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3.A.7.2 Aggressive

 Everyone should be like me.

 I am never wrong
 I got rights. But you don’t.
 Closed mind
 Poor listener
 Dominating and bullying
 Shakes fingers
 Frowns – glares –stares
 Rigid
 Critical and loud

3.A.7.3 Assertive

 Believes in self and others

 Focus win win
 Active listener
 Non judgmental
 Confident
 Open & natural gesture
 Direct eye contact
 Enthusiasm
 Even tempered
 Balanced mind

3.A.8 Things to do

 Revise standard topics

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  Be aware of the latest current affaires
 Memorize basic facts and figures.
 Never hesitate to be the first one to speak.
 Be mentally agile

3.A.9 Things not to do

 No Negative Body Language

 Don’t attack people, attack the topic
 Never look towards the GD coordinator
 Never contradict your previous point
 Never disagree with any candidate in a blunt manner

3.A.10 Important points to remember

As the name suggests – this is a discussion NOT a debate.

Aim is not to win/lose – it is to express your opinion while respecting other’s
views

3.A.11 Body language

 Sitting Posture
 Cross legged/arms
 Use of Finger
 Use of Palm
 Eye Contact
 Hand/Fists positions
 Drumming/Fidgeting
 Facial Expressions

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3.A.12 Wrong ideas

 Have to be Aggressive to be selected

 Speaking more is required
 Always speak in favor
 Everyone must agree to your point
 What you say must be unique
 Wait till there is time to talk

3.A.13 Common doubts

 What if I am not fluent in English?

 What if topic is totally unknown?
 I know a lot but not others.
 If I am aggressive
 If I have low voice
 What should my stand be?
 Can I agree which I disagree in the beginning
 Is there a need to conclude?

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 Part: B Interview skills

3.B.1 Interview

A structured meeting between you and an employer. It’s a view between two way street

 Employers are attempting to determine if you are an appropriate fit for the job and
their culture
 You decide if the environment is right for you.

3.B.2 The purpose of an interview

3.B.2.1 The applicant’s perspective

 Persuading the prospective employer to hire you

 Displaying confidence in your ability to perform competently
 Demonstrating interest in the employers’ needs and interests.
 Demonstrating behaviors consistent with your advance “publicity”

3.B.2.2 The employer’s perspective

The purpose of the interview from the employer’s point of view is to assess/evaluate your
suitability, relative to other applicants.

 Verifying information supplied in your work search documentation

 Asking questions, listening to your responses and observing your body language.

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  Exploring your values, beliefs, expectations, skills, and qualifications as they
relate to the type of work you are seeking
 Gathering information about you to help in making an informed decision.

3.B.3 Types of interviews

 Phone - used to screen & narrow the pool of applicants

 One-on-One: most common interview style and incorporates you with the
potential employer
 Panel : Many individuals interview candidate together
 Stress Interviews : Used for specific roles
 Meal: used to see how you interact in a social setting
 On-site Interview: Allows a tour of the facility, meet the staff, and additional
questioning from different managers

3.B.3.1 Telephonic interviews

 Increasingly used as the first selection method – aim is to filter

 Be prepared for call – avoid clueless response
 Get to a noise free place
 Zero distractions
 Simulate a business environment
 Have your resume in place
 Request reschedule if called without notice & are not prepared.
 Practise answers out-loud

3.B.3.2 One-on-One / Panel interviews

 Most common format for interviews

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  Panel interviews mostly desired for top level job roles

3.B.4 Things to do or not to do

 Enter with confidence

 Walking to the interview table – Smile and Greet – Hand Shake – Make Eye
Contact.
 Take a seat only after you are asked to
 Sit confidently
 Take your time – think and answer – don’t rush
 Asking for water
 Placing your bag or other belongings
 Cell phone
 Managing sudden itches
 Yawning
 Sneezing
 Eye contact
 Dress code
 Para language
 Managing silence
 Facial expression

3.B.5 Common interview mistakes

 No Communication Skills
 Failing to express oneself clearly
 Not being aware of one’s body language
 Failing to control those nerves

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  Failing to give appropriate examples
 Trying too hard to please the interviewer

3.B.6 Non – Verbal Communication

 Facial expression (Smile, nods)
 Gestures (especially hand and arm movements)
 Body movements
 Postures (the way we stand/Sit)
 Visual orientation (eye contact)
 Physical Contact (handshake)
 Spatial behavior (proximity, positioning)
 Appearance (including clothes, type and style)
 Non-verbal vocalization

3.B.7 Body language in interview

3.B.7.1 Sitting Position

 Attention
 Sitting on the edge of the chair
 Leaning forward and making eye contact while you answer

3.B.7.2 Avoid this posture in an Interview

 Crossed legs
 Legs crossed at ankle
 Hands on the table
 Arms crossed on chest

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 3.B.7.3 Right way to sit

 Hands comfortably and naturally placed either in the lap or on the arm rest

3.B.7.4 Other hand Gestures

 Relaxed hands
 Open hands
 Clenched hands

3.B.7.5 Avoid this in an Interview

 Putting objects in mouth

 Rubbing eyes
 Rubbing Nose
 Head in the hand
 Covering mouth

3.B.7.6 Never do this in an Interview

 Cracking Knuckles
 Wringing hands or drumming fingers
 Hands on hips
 Hands in the pocket

3.B.7.7 Convincing them you’re right for the job

 Correct preparation
 Knowing the things that are important to interviewers
 Practicing your answers
 Perseverance

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3.B.8 Practical project in body language session

 We had to make a short play within 30 minutes and perform the play as a silent actor
only with the help of body organs, which is called mimes, for improving our body
language
 Here we were learned practically how to seat in a chair while being interviewed
and I had also to take seat as an interviewee in front of my trainer, Mr. Raj Kumar.
 We had to make a hand shake session one by one with Mr. Rajkumar as like as an
MNC’s employee do.

3.B.9 Case study on interview

3.B.9.1 Few basic questions

 Tell me about yourself?

 Why should I hire you?
 What is your expectation from the company?
 Describe your ideal career?
 What is your strength?
 What is your weakness?

Tell me about yourself

 Paraphrased as
Run me through yourself
Give me a profile sketch
Who is <NAME>

 Suggested Answer –

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 Know your interviewer's greatest need

Start with the present

Match qualifications to what interviewer is looking for

 Don’t forget to mention

Who you are – personality

Experience/industry exposure

Career aspiration

What are your greatest strengths?

 Also paraphrased as

 What are you good at

 What is your biggest positive?
 What do you excel at

Suggested Answer

Mentally prepare your greatest strengths with corresponding examples.

 Good Com Skills

 Intelligence
 Honesty
 Diplomacy
 Team player
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  Sense of humor
 Dedication
 Clarity & Organizational skills
 Leadership

What are your greatest weaknesses?

 Also paraphrased as
 What are your negative
 What are things you aren’t good at
 What affects your performance…

Suggested Answers

Make a list of honest weaknesses – we all have them

Examples – I’m not good with MS Excel

I’ve trouble working without clarity, I need specific instructions

I take time to break ice with new people

Managing time

I tend to ask many questions

Why should I hire you?

Your answer must highlight your skills and relate it to the job role

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Example – “Ma'am/Sir….I have the right attitude, I am very focused in my work and am
hard working, I have always wanted to be a part of the <NAME> industry because I
consider my core skill set to revolve around people/Technology…I am a very strong team
player and I have both theoretical and functional knowledge about ….I am confident I
will be an asset for your organization.

Where do you see yourself five years from now?

Reassure your interviewer that you're interested in long-term. Avoid being too specific,
i.e., naming the promotions you someday hope to win, you'll sound presumptuous. If
you're too vague, you’ll seem aimless

Suggested Answer –

“I am interested in this <JOB ROLE>and want grow with time in <Org NAME>Judging
by what this position is about, it's what I'm looking for and what I am very well qualified
to do. In terms of my career path, I'm think if I do my work with excellence,
opportunities will open up.

Why do you want to work at our company?

Do your homework about the company

Describe your ideal company, location and job.

A place where I can learn and grow, where I am allowed to enjoy good work culture I've
always loved small towns <if you are applying for a job in a small town>….name the
place I've always loved Big towns <if you are applying for a job in a Big town>….name
the place

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What are your career options right now?

Suggested Answer

Fresher : Ma'am/Sir, I've applied for a couple of organizations and am awaiting their
response, my career preference is however more inclined towards<JOB ROLE>I will be
excited if my candidature fits your requirements and if I can be a part of your
organization.

What are your outside interests?

Also paraphrased as….What are your hobbies

Watching TV – Chatting with friends – playing. with kids is NOT a hobby

Please list at least one hobby.

Who has inspired you in your life and why?

Have a few heroes in mind or anyone else who has been your mentor. Be prepared to give
examples of heroes ,their words, actions or teachings have helped inspire your
achievements

What was the toughest decision you ever had to make?

Be prepared with a good example, explain why the decision was difficult…the process
you followed…the effective way you carried it out…and the beneficial results.

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I'm concerned that you don't have any experience …why hire you!!!

Suggested Answer

I’m a quick learner and my not having any experience is in a way good….what you train
me on is what I will learn and I will give it my best shot…

What are your goals?

Discuss your goals for each major area of your life: career, personal development &
learning, family, health

How do you define success…

Please define it in your own terms. No sleezy proverbs & quotations

The Salary Question-- what salary do you want?

Never discuss this issue till it is mentioned by them. Rule of any negotiation is: the side
with more information wins .Research the Company / market and this position for any
relevant salary information.

3.B.10 Corporate etiquette and core values

3.B.10.1 Corporate Etiquette:

Expected behaviors and expectations for individual actions within a society, group,
or class. Within a place of business, it involves treating coworkers and employer with
respect and courtesy in a way that creates a pleasant work environment for everyone.

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3.B.10.2 Core values:
Core values define employees, clients, organizations and products / services. They are
golden opportunities to build a foundation of expectations and trust.
Organization leaders must be responsible for the values their employees, organizations
and their products / services demonstrate. Taking responsibility for their core values
allows organizations to build their corporate culture and reputation with confidence

3.B.11 Contents of corporate etiquette and core values

 Work place code of conduct;

 Workplace etiquette;
 Time management;
 A professional in the workplace;
 How professionals perform their work;

3.B.12 Workplace code of conduct

A code of conduct outlines the mission and values of the business or organization, how
professionals are supposed to approach problems, the ethical principles based on the
organization's core values, and the standards to which the A code professional of conduct
are will be held.

Some common components of a code are:

 Workplace etiquette and norms

 Harassment, abuse and violence standards
 Nondiscrimination policies
 Labor standards
 Working hours
 Compensation

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3.B.13 Time management

 Arrive to the office on time and do not make a habit of leaving early
 Arrive to all meetings on time
 Complete your work on time
 Plan for vacation in advance
 Notify supervisors of unexpected absences as soon as possible

3.B.14 Importance of time management

You need time management so that you can plan your day right and still have time for
some fun, have less stress, and better work habits.

 More leisure time

 Get things done on time
 Have less stress
 Organize yourself better

3.B.15 Professionalism tips to remember

3.B.15.1 Things to do

 Get a good night's sleep

 Keep your head up.
 Maintain eye contact with the person to whom you are speaking.
 Speak politely.
 Dress appropriately for your role.
 Speak slower instead of faster.

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  Use a calm tone of voice.

3.B.15.2 Things not to do

 Speak poorly of current and previous supervisors or clients

 Display closed body language, such as crossing your arms.
 Laugh too loudly.
 Make inappropriate facial expressions.
 Use too many hand gestures.
 Have more than one alcoholic drink at a work-sponsored event.
 Order expensive meals at a business meeting.

Part: C Communication Skills

3.C.1 Communication Skills

Communication is defined as “an exchange of facts, ideas, opinions or emotions to create

mutual understanding.” Communication skills are some specific activities performed for

 Exchanging of ideas and thoughts,

 Sharing feelings and understanding,

 Sending and receiving information among people.

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3.C.2 Communication process

3.C.3 How to be effective in communication ?

3.C.3.1 As a Sender-

 Know the receiver

 Use appropriate language
 Use multiple channels if possible
 Repeat if required
 Seek feedback
 Ensure understanding of message
 Be empathic!

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3.C.3.2 As a receiver

 Listen / read with intent

 Seek Clarification when needed
 Use multiple channels to receive
 Give feedback
 Be empathic

3.C.4 Types of communication

3.C.4.1.Verbal

 Oral
 Face to face
 Telephone
 Mettings
 Conversations
 Interviews
 Debates
 Lectures

3.C.4.2.Non-verbal
 Eye contact
 Tone of Voice
 Body Language
 Written Communication

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3.C.5 Communication Barriers

 Our Perceptions
 Pre-conceived notions
 Assumptions
 Stereo types
 Negative attitude

3.C.6 Listening Skills

 Learn to listen with your face

 Eye contact enhances the quality of Listening
 Send out positive non-verbal signals
 Stop talking while Listening
 Keep an open mind
 Ask relevant questions
 Be patient
 Remove physical distractions
 Practice Empathy

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 Part D: Presentation Skills

3.D.1 Presentation Skills

To be a good speaker, one should have to know some specific presentation techniques.
Those techniques should include:

 Outlook of the presenter

 The way of speaking

 Body language

 Professional power point presentation slides

3.D.2 HOW TO MAKE PROFESSIONAL PPT ?

 Slide Structure
 Fonts
 Color
 Background
 Graphs
 Spelling and Grammar
 Conclusions
 Questions

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3.D.2.1 Slide Structure

Good:

 Avoid wordiness
 1-2 slides per minute of your presentation
 Show one point at a time

Bad:

 Too many words for a presentation slide

 Do not use distracting animation
 Do not go overboard with the animation

3.D.2.2 Fonts

Good:

 Use at least an 18-point font

 Use different font size
 Use a standard font (Times New Roman)

Bad:

 Using a small font size

 Capitalize unnecessarily
 Use a complicated font

3.D.2.3 Color

Good:

 Use a color of font that contrasts sharply with the background

 Use color to reinforce the logic of your structure

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  Use color to emphasize a point

Bad:

 Font color is hard to read

 Distracting and annoying color.
 Using different color for each point
 Trying to be creative can also be bad

3.D.2.4 Background

Good:

 Use attractive but simple background

 Use backgrounds which are light
 Use the same background for all slides

Bad:

 Distracting or difficult to read from background

 Different backgrounds for each slide

3.D.2.5 Graphs

Good:

 Use graphs rather than just charts and words

 Always title your graphs

Bad:

 Minor gridlines are unnecessary

 Font is too small
 Colors are illogical

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  Title is missing
 Shading is distracting

3.D.2.6 Spelling and Grammar

 No spelling mistakes
 No use of repeated words
 No grammatical errors

3.D.2.7 Conclusion

 Use an effective and strong closing

 Summarize the main points of your presentation
 Suggest future avenues of research

3.D.2.8 Questions

Finish your presentation with a simple question slide and

 Invite your audience to ask questions

 Provide a visual aid during question period
 Avoid ending a presentation abruptly

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 Part D: Presentation Skills

3.D.1 CV writing

A curriculum vitae (CV) is a written overview of a person's experience and other

qualifications. It contains personal descriptions about :

 Career objective
 Qualifications
 Achievements
 Experiences
 Personal background , etc.

3.D.2 General guidelines for CV writing

 Using headers/titles for each section

 Font: Times New Roman
 Font size: 11 to 12.
 Bullets and Sub-bullets: Filled circular
 Convert the word file into a PDF (no alignment error).

3.D.3 Basic parts of a CV

 Header
 Objective
 Work experience
 Job title history
 Computer skills
 Technical knowledge

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  Academic qualification
 Personal details
 Declaration

Chapter-4: Leanings and Experiences

4.1 Learning

After completing my training under this program which is operated by BCC called
Leveraging ICT for growth, employment and governance, I found myself more confident,
skillful and aware .This program has increased my overall efficiency. Now I can-

 Speak more fluently

 Make professional PPT slides
 Make better presentations
 Work with a group
 Be a group leader
 Efficiently face interviews
 Groom professionally
 Better corporate etiquette knowledge
 Perform proper body language
 Communicate with others more efficiently
 Manage time

I hope those skills will ensure my professional growth. As a result, there will be a better
chance to get a better job and in the long term benefits, I should have e good governance
power to ensure the proper maintenance of my organization as well as my county.

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4.2 Experience

During my training program, I applied in a USA based IT firm named Kazi IT for the
position of Senior Executive (Operation). After 3 steps procedures I was finally selected
for the one to one interview with the CEO of Kazi IT. With the earned knowledge from
LICT training, I had succeeded and got the appointment for my applied position.

Chapter-5: Findings and Recommendations

5.1 Findings

Ernst and Young (EY), a UK-based leading global professional services company has
undertaken the responsibility to train up the young leaders of Bangladeshi university
graduates by an agreement signed up with ICT division of Bangladesh government where
the World Bank agreed to finance for the project. As part of the agreement In June 2015
the company launched a Foundation Skills Training Package at AIS department of
Jangnnath University as part of a national, systemic approach to developing foundation
skills units of competency, qualifications and skill sets. As a pilot project it lacks some
professional standards with the context of corporate culture.

Some specific findings are mentioned here:

 Presentations were largely in the nature of traditional type, i.e.; little scope to
match with niece industry requirement.
 Periodic individual assessment was not reported or published.
 Trainer was non-business background.

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5.2 Recommendations

Based on the above findings some recommendations are suggested below:

Presentations should be focused on much more corporate real life aspects such as-

 Some real world presentation sessions of multinational companies operated in

Bangladesh or other countries so that trainees can easily captured what actually
happens in MNCs and how they solve these.
 Assessment should be monitored periodically say for example after 4-5 classes.
 The selection of trainer should be reevaluated. It might be better if the selection is
based on the requirement of specific industry. E.g.-for web development a
objective oriented programmer, for MNC requirement a trainer with a sound
knowledge on business as well as business related software.

5.3 Conclusion

One of the most common constraints against the education system of third world
countries is a large gap between institutional learning and the demand of working place.
The gap should be minimized for the country’s actual development in the context of
human resources. Considering this fact World Bank is willing to train up the young
graduate of Bangladeshi universities. As a part of the project the World Bank has taken
the project named LICT where the Bangladeshi young fresh graduates are being trained
up to make them future leaders. Perhaps no one would doubt about the necessities of the
project if it would be implemented as per the individual’s, broadly country’s requirement.
So the ultimate success rate would be treated after the successful placement, and on the
matter of how effectively they can cope up with the organizational environment among
the graduates who were trained up. Undoubtedly such a rigorous training program is the
demand of modern corporate requirements.

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