The Future of HR: Leveraging Cognitive Computing for Strategic Human Capital Management in Bangladesh

Abstract

Moving forward firms’ strategic incorporation of data-driven tactics, cognitive computing may alter human capital management. Whilst cognitive computing has displayed disruptive capabilities in areas including healthcare and finance, its usage in HR, specifically for strategic human capital management continues to remain ambiguous for developing economies like Bangladesh in particular. A great deal of research emphasizes operational automation despite not generating explicit models for incorporating cognitive tools with long-range HR planning. To convert conventional HR responsibilities to data-driven, customized and dynamic systems whilst addressing ethical, operational and organizational hindrances affecting adoption in various settings, this study plays a crucial role in investigation. The research applies a mixed-methods framework using qualitative data, blending primary data via FGDs alongside secondary data analysis of literature reviews and available datasets. Ten senior HR specialists joined in the FGD for the research. Moreover, Atlas.ti was applied for theme analysis in secondary research and this carefully analyzed perceptions, routines and relevant issues in the surveyed information. The present research revealed respondents' unison upon AI and eliminating routine and data-driven tasks. Although the respondents acknowledged that AI technologies are failing to work in Bangladesh, which was uncovered in secondary data. The FGD respondents’ acknowledgement of AIs’ limits in managing multifaceted, sentimental and ethical aspects aligns with the perception that human insights continue to remain vital. Crafting a hybrid approach blending technical acuity alongside sensitivity and ethical standards is imperative for traversing the era of jobs and developing robust, employee-oriented firms.