Enhancing employee engagement and wellbeing through HR practices at DHL Global Forwarding (Bangladesh) Limited

Abstract

My time as an intern with DHL Global Forwarding (Bangladesh) which plays a vital role in export logistics for the country’s Ready-Made Garment sector, began on March 16, 2025 and concluded on June 15, 2025, in the Human Resources Department. I contributed to key HR duties during this time, providing documentation for employees, coordinating trainings, supporting recruitment and employee onboarding and handling administrative responsibilities. Participating in these activities taught me about HR operations and highlighted the role of laws and efficient management at work. Leveraging what I had learned so far, I conducted a quantitative study to look at how training, performance management, recognition and wellbeing initiatives in HRM impact employee engagement and wellbeing at DHL. The research focused on discovering successful ways and where improvements could be made at work to make employees more satisfied and productive, following DHL’s vision of becoming “A Great Place to Work for All.” The survey collected data from 30 employees chosen from various sections and dependable instruments used were the Utrecht Work Engagement Scale and the Copenhagen Psychosocial Questionnaire. Analysis of the data, accomplished with SPSS tools, involved descriptive statistics, correlations and regression to investigate connexions and significant factors. The findings suggest that DHL employees have high engagement (mean 3.93) due to effective training (mean satisfaction 3.80) and motivational recognition programs (3.90-rating impact). While employee wellbeing has been rated as moderate (mean=3.43), work-life balance is seen as something needing a lot of improvement (mean = 3.20), partly due to the absence of their preferred dining options on site. The results of the analyses showed strong positive links between training and engagement (r = 0.72) and training and wellbeing (r = 0.65). In addition, training significantly affected engagement and wellbeing initiatives influenced wellbeing. This study gives DHL Bangladesh specific ideas to improve its HR strategies. Some suggestions are to improve courses such as the Certified International Specialist one, have more staff recognition like ‘Employee of the Month,’ and provide work-life balance through practical steps like free company food or partnerships with local restaurants for deals for workers. Moreover, greater attention to sharing wellbeing activities and getting management involved can help improve employee performance. Making these updates can help DHL encourage its staff to stay engaged and pleased, strengthen its place in the logistics market and give a boost to the national economy.