Md. Ali Ahsan, PhD
Senior Manager – HR Business Partner
Honda Power Products Bangladesh
Dr. Md. Ali Ahsan is a prominent expert in human resource development, seamlessly blending academic excellence with groundbreaking industry innovation. Earning his PhD from the University of Malaysia Sarawak (UNIMAS) with a specialization in organizational learning and strategic HR, Dr. Ahsan has become a catalyst for transformative change in the HR domain. Currently serving as the Senior Manager – HR Business Partner at Honda Power Products Bangladesh, he is celebrated for crafting HR strategies that not only meet but drive business objectives with precision and vision.
With a career marked by diverse leadership roles across South Asia and the MENA regions, Dr. Ahsan has demonstrated an unparalleled ability to navigate complex organizational landscapes, mentor emerging HR leaders, and cultivate workforce agility through data-driven solutions. His unwavering commitment to fostering inclusive and innovative workplaces reflects a deep passion for organizational excellence.
Dr. Ahsan’s journey exemplifies the rare blend of research-backed insights and practical leadership, making him a transformative figure in the ever-evolving world of human resources.
Let’s learn about his journey.
The InCAP: Dr. Md. Ali Ahsan, your professional career has been nothing short of inspirational. Could you walk us through the pivotal moments and milestones that have defined your path to success?
Dr. Md. Ali Ahsan: The journey to where I am today has been shaped by several pivotal moments and milestones, each contributing uniquely to my professional growth. My career has been a harmonious blend of academic rigor and corporate innovation, driven by a passion for organizational development and human capital enhancement.
Earning a PhD in Human Resource Development from University of Malaysia Sarawak (UNIMAS) was a transformative moment. My dissertation focused on how public sector organizations in Bangladesh can foster organizational learning among mid-level managers. This research gave me profound insights into strategic HR development and equipped me with the tools to apply these concepts in diverse industries. It laid the foundation for my expertise in aligning HR strategies with organizational goals and preparing workforces for future challenges.
My corporate tenure has been marked by significant milestones. At Honda Power Products Bangladesh, as Senior Manager – HR Business Partner, I implemented forward-thinking HR strategies that focused on workforce agility and future readiness. This role demanded not just technical expertise but also strategic foresight to foster a positive workplace culture while enhancing organizational performance through data-driven HR practices.
Previously, at TCL Global Ltd., I led HR operations across South Asia and MENA regions. One of my most significant accomplishments here was harmonizing HR policies across multiple countries, which streamlined processes and elevated organizational efficiency. Introducing flexible work hours was another milestone that demonstrated my commitment to improving work-life balance for employees.
Another defining moment was being recognized as the “Best Employee of the Year” during my tenure at Project Headway – British Council Test Centre. This accolade acknowledged my ability to integrate HR practices with educational advisory services, creating value for both individuals and the organization.
My involvement in academia and training has been equally fulfilling. Serving as an adjunct faculty member and professional trainer has allowed me to mentor future HR leaders, sharing insights from both academic research and corporate experience. These roles reaffirm my belief in continuous learning and knowledge-sharing as cornerstones of professional excellence.
Membership in organizations like SHRM, BOLD, and BSHRM has provided platforms to contribute to the HR community while staying abreast of global trends. These milestones collectively reflect my journey—a blend of research-driven insights, strategic leadership, and a commitment to fostering excellence in individuals and organizations alike.
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How do you align HR strategies with the overall business objectives at Honda Power Products Bangladesh?
Aligning HR strategies with overall business objectives at Honda Power Products Bangladesh requires a deliberate and forward-thinking approach, ensuring that human capital initiatives directly contribute to organizational success. As Senior Manager – HR Business Partner, my focus has been on creating a seamless connection between business goals and HR practices through strategic planning, data-driven decision-making, and fostering a culture of innovation.
The first step in alignment is understanding the business’s short- and long-term objectives. At Honda, we emphasize agility and preparedness for future workforce trends. By collaborating closely with leadership, I gain insights into business priorities, market dynamics, and operational goals, which form the foundation of our HR strategies.
A critical aspect of alignment is talent management. We have designed and implemented talent strategies that attract, retain, and develop top talent, ensuring the right people are in the right roles to drive performance. For instance, workforce planning initiatives focus on equipping employees with the skills needed to adapt to evolving industry demands. Leadership development programs further ensure that our leaders are equipped to inspire teams and achieve business objectives.
Leveraging HR analytics has been instrumental in making data-driven decisions. we utilize key metrics to assess workforce performance, identify skill gaps, and optimize HR processes. For example, insights from analytics have helped refine our recruitment strategies, ensuring a stronger alignment between candidate profiles and the company’s growth trajectory.
Fostering a positive workplace culture is another cornerstone of alignment. At Honda, initiatives focusing on diversity, inclusion, and employee well-being have enhanced engagement and productivity. By cultivating an environment where employees feel valued and supported, we have created a motivated workforce committed to achieving organizational goals.
Finally, adaptability is central to our HR approach. In a rapidly changing business landscape, HR must anticipate challenges and proactively address them. This includes introducing flexible policies that enhance work-life balance, as well as implementing technology-driven solutions like an HRIS system to streamline operations and improve efficiency.
Through these initiatives, HR acts as a strategic partner in driving business growth at Honda Power Products Bangladesh. By aligning people strategies with organizational goals, we have created a workforce that not only meets but exceeds expectations, contributing meaningfully to the company’s success.
What innovative approaches have you implemented to enhance employee engagement and retention in your organization?
Enhancing employee engagement and retention at Honda Power Products Bangladesh is an evolving process where some initiatives have been successfully achieved, others are actively being implemented, and a few remain part of our future roadmap. This phased approach ensures steady progress while adapting to the changing needs of employees and the organization.
a. Promoting a Culture of Inclusion and Diversity: We have successfully launched initiatives that celebrate diversity and foster an inclusive environment. Cultural awareness training and cross-departmental collaboration programs are already yielding results, breaking down silos and strengthening employee relationships. However, we aim to further refine our diversity-focused hiring practices and integrate them fully into our recruitment strategy in the near future.
b. Introducing Flexible Work Policies: Flexible working hours have been implemented and are showing positive outcomes in improving work-life balance and employee satisfaction.
c. Leveraging HR Analytics for Personalization: We are actively using HR analytics to identify trends in employee preferences and turnover. Initial results have informed targeted initiatives, such as tailored career development plans and personalized training programs. As this initiative progresses, our future goal is to incorporate predictive analytics, enabling us to anticipate challenges and proactively address them.
d. Focus on Leadership Development: Leadership development programs are currently in progress. Managers are being trained to mentor, inspire, and drive team performance, with initial feedback indicating an improvement in employee engagement under their leadership. We plan to expand these efforts by introducing cross-functional mentorship opportunities and advanced leadership workshops in the future.
e. Employee Recognition and Rewards Program: Our comprehensive recognition program has been successfully launched, incorporating formal awards and informal acknowledgments. This initiative has been well-received, and we are now exploring the possibility of implementing peer-to-peer recognition platforms and gamified reward systems to increase participation and excitement.
f. Well-Being and Mental Health Support: This initiative is still in progress, with early steps including mental health workshops and access to counseling services. These initial measures have fostered a supportive work environment, but a more comprehensive wellness program, including physical fitness incentives and long-term mental health resources, is part of our future plan.
g. Technological Advancements: The implementation of an HRIS system is ongoing, aimed at streamlining administrative processes and improving efficiency. Once fully functional, we plan to enhance the system further with AI-driven modules for personalized employee experiences, such as automated learning recommendations and advanced performance feedback systems.
By addressing these initiatives in phases, we ensure realistic progress while laying the foundation for long-term employee engagement and retention success. This dynamic approach allows us to adapt, innovate, and continuously improve.
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Dr. Ahsan, How do you identify and nurture leadership potential within your team to support organizational growth?
Identifying and nurturing leadership potential within my team is integral to fostering organizational growth and ensuring a sustainable talent pipeline. At Honda Power Products Bangladesh, we employ a structured and evidence-based approach that combines strategic talent management with personalized development initiatives.
a. Identifying Leadership Potential: Leadership potential is often found in individuals who demonstrate adaptability, problem-solving skills, emotional intelligence, and a collaborative mindset. We use a combination of performance reviews, behavioural assessments, and HR analytics to identify team members with these qualities. Observing how employees handle challenging situations or step up to take initiative in cross-functional projects also provides valuable insights.
b. Strategic Talent Mapping: We create detailed talent maps to identify high-potential employees aligned with the organization’s strategic goals. This involves assessing their current capabilities against future leadership requirements. This proactive approach helps bridge skill gaps and ensures a steady supply of leaders prepared for emerging challenges.
c. Personalized Development Plans: Once potential leaders are identified, we design personalized development plans tailored to their strengths and areas for improvement. These plans include a combination of formal training, mentoring, and experiential learning opportunities. By aligning their growth trajectory with organizational needs, we ensure they are prepared for larger responsibilities.
d. Mentoring and Coaching: Leadership growth thrives on mentorship. We actively mentor high-potential employees, sharing insights from our experience and guiding them through complex scenarios. In addition, we pair them with seasoned leaders for structured coaching programs, ensuring they receive diverse perspectives and practical knowledge.
e. Providing Growth Opportunities: Creating opportunities for hands-on leadership experience is critical. We involve emerging leaders in strategic decision-making, assign them to lead key projects, or position them as liaisons between departments. These experiences help them develop decision-making skills, build confidence, and strengthen their ability to influence and inspire teams.
f. Building a Culture of Feedback: Feedback is an essential tool for growth. We foster an environment where continuous feedback is encouraged and valued. Through 360-degree evaluations, we ensure leaders-in-training receive constructive input to refine their skills and address areas of improvement.
g. Measuring Leadership Impact: Finally, we assess the effectiveness of leadership development initiatives by monitoring team performance, employee engagement, and the contributions of emerging leaders to organizational objectives. This ensures that leadership programs remain dynamic and impactful.
By integrating these strategies, we empower individuals to realize their leadership potential while aligning their development with organizational growth, creating a culture of excellence and adaptability.
What is the most challenging HR issue you’ve faced as a business partner, and how did you resolve it?
One of the most challenging HR issues I faced was during my tenure at my previous organization, where me and my team managed HR operations across the South Asia and MENA regions. The challenge stemmed from the need to harmonize HR policies and practices across diverse geographical regions with varying cultural, legal, and operational dynamics. This issue was compounded by differing employee expectations and a lack of standardized processes, which hindered organizational efficiency and employee satisfaction.
a. Identifying the Challenge: The core issue lay in the absence of a unified HR strategy. This led to inconsistencies in recruitment practices, onboarding experiences, and performance management across regions. Employee dissatisfaction and reduced engagement were becoming evident, directly impacting productivity.
b. Analysing the Problem: We conducted a comprehensive HR audit to identify gaps in policies and practices. This involved gathering feedback from employees and management through surveys and focus groups to understand pain points. The data revealed a critical need for alignment in HR policies to foster consistency and fairness.
c. Strategizing the Solution: We developed a comprehensive, standardized HR strategy that considered regional nuances while ensuring alignment with the company’s overall objectives. This included:
- Policy Harmonization: Collaborating with regional teams, we created policies that adhered to local labor laws while maintaining global consistency.
- Flexible Framework: We introduced flexibility in certain areas, such as work hours and benefits, to accommodate cultural and regional differences.
d. Implementation: To ensure effective rollout, we organized workshops and training sessions for regional teams and managers. These sessions focused on the importance of standardized practices and how to adapt them to local contexts. Additionally, we implemented an HRIS system to streamline processes and ensure transparency.
e. Engaging Employees: Employee buy-in was critical. We initiated open forums to address their concerns and incorporated their feedback into policy revisions. This approach not only resolved immediate issues but also strengthened trust in HR.
Results: The harmonized policies resulted in improved efficiency, increased employee satisfaction, and stronger alignment across regions. Employee engagement scores rose significantly, and operational bottlenecks were minimized, allowing for seamless collaboration across teams.
This experience taught me the importance of adaptability, cross-cultural sensitivity, and strategic planning in resolving complex HR challenges. It reinforced my belief that clear communication and inclusive decision-making are key to overcoming even the most daunting obstacles.
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What emerging HR trends do you believe will have the biggest impact on the industry, and how is Honda Power Products preparing for them?
The HR landscape is rapidly evolving, and Honda Power Products Bangladesh is proactively addressing emerging trends to stay agile and prepared for the future. By focusing on both completed milestones and ongoing initiatives, we ensure that our HR strategies align with organizational goals while meeting employee needs. Key trends influencing our approach include workforce digitization, employee well-being, diversity and inclusion, and skills-based talent management.
a. Workforce Digitization: The implementation of an advanced HRIS system is currently in progress, aimed at streamlining administrative processes and enhancing HR’s strategic focus. This system will enable us to better analyse workforce data, predict attrition risks, and improve decision-making efficiency. Looking ahead, we plan to incorporate AI-driven tools to optimize recruitment processes and learning and development initiatives, ensuring our workforce remains competitive and future-ready.
b. Prioritizing Employee Well-Being: Wellness initiatives, including mental health workshops, counselling services, and flexible work arrangements, have already been introduced with promising results. These efforts have created a supportive work environment that prioritizes both professional and personal well-being. We aim to expand these initiatives into a more comprehensive wellness program that includes physical fitness incentives and long-term mental health resources, ensuring holistic support for our employees.
c. Diversity, Equity, and Inclusion (DEI): Promoting diversity and inclusion is an ongoing focus. We have implemented DEI training programs and cultural awareness initiatives, fostering a workplace where employees feel valued and included. While these efforts have shown progress, we plan to integrate DEI principles further into our hiring practices and leadership development programs to create a truly inclusive organizational culture.
d. Skills-Based Talent Management: To address the rapid evolution of job roles driven by automation and AI, we have introduced robust training programs and leadership development initiatives. These efforts are designed to upskill employees and align their capabilities with emerging industry needs. The current phase focuses on targeted skill development, with future plans to establish a continuous learning framework that ensures long-term adaptability and competitiveness.
By focusing on these trends, we ensure our HR strategies remain forward-thinking and impactful. While some initiatives are already making a difference, others are actively being developed or planned, demonstrating our commitment to fostering a workforce that drives organizational growth and success.
Dr. Md. Ali Ahsan, Reflecting on your experiences and the milestones you’ve achieved, what final thoughts or words of wisdom would you like to share with our esteemed readers?
Reflecting on my journey, I’ve come to realize that success is not solely defined by accomplishments but by the impact we create and the legacy we leave behind. Each milestone—whether academic, professional, or personal—has been a stepping stone shaped by resilience, adaptability, and an unwavering commitment to growth.
One of the most profound lessons I’ve learned is the importance of purpose-driven leadership. Whether in academia, corporate roles, or training future HR leaders, my mission has always been to empower others. True leadership lies in inspiring individuals to unlock their potential, fostering an environment where innovation and collaboration thrive. This belief has guided me through challenges and driven my contributions to organizations and individuals alike.
Continuous learning is another cornerstone of success. In an ever-evolving world, staying relevant demands curiosity and the courage to embrace change. My PhD journey taught me the value of intellectual rigor and the necessity of aligning theory with practice. To young professionals, I’d emphasize the importance of lifelong learning—never hesitate to upskill, explore, and adapt.
Equally vital is the ability to navigate uncertainty. Challenges are inevitable, but they also offer opportunities for growth. For instance, when I faced the complex task of harmonizing HR practices across regions, it tested my problem-solving abilities, resilience, and strategic foresight. Overcoming such obstacles reinforced the belief that adaptability and collaboration are key to addressing even the most daunting issues.
Another critical aspect is the power of relationships. Success is seldom achieved in isolation. Building authentic connections with colleagues, mentors, and peers has enriched my perspective and provided a foundation for collective success. I encourage everyone to prioritize empathy, active listening, and mutual respect in their interactions.
Lastly, I believe in leaving a meaningful impact. Our work is a reflection of our values, and it is our responsibility to contribute positively to society. Through my efforts in HR, training, and education, I strive to create opportunities for individuals and organizations to flourish.
To esteemed readers, my final advice is to embrace a mindset of growth, lead with purpose, and never underestimate the value of perseverance. Each challenge is an invitation to grow, and every success is an opportunity to inspire. Let us all aim to leave behind a legacy that empowers others to dream, innovate, and achieve.
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Quick Chat With Dr. Md. Ali Ahsan
The greatest achievement of your life as of now:
Completing my doctoral dissertation stands as the greatest achievement of my life so far—a milestone that signifies not an end, but the beginning of a lifelong journey in mastering the art of learning and embracing endless growth.
How do you define patriotism?
Learn and grow together towards a knowledge-based society.
The greatest philosopher in your view:
Prophet Muhammad (PBUH).
Meaning of “Success” to you:
Making a positive impact on others while achieving personal growth.
Your Icon:
Prophet Muhammad (PBUH).
Name the most influential books you have read:
The Holy Quran and Kaizen by Sarah Harvey.
What did you want to be when you were a child?
A researcher.
Which is the best gift you’ve ever received?
The unconditional love of my family.
Your greatest fear:
Failing to fulfill my purpose in life.
You in only three words:
Determined, empathetic, visionary.
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Skill Set
- Hard Skills: Strategic Human Resource Management, Talent Acquisition & Development, Organizational Development & Compliance, Data Analysis & Decision-Making, Professional Writing & Research.
- Soft Skills: Leadership & Team Building, Emotional Intelligence, Effective Communication, Critical Thinking & Problem-Solving, Adaptability and Resilience.
Prayer For The Human Civilization:
May humanity be guided by wisdom, compassion, and unity, embracing knowledge and justice to build a world of peace, prosperity, and harmony for all.
The InCAP: Thank you, Dr. Md. Ali Ahsan! It’s a glittering conversation with you!
Dr. Md. Ali Ahsan: My pleasure! Wish you all the best! Thank you.
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