CHAPTER # 1

INTRODUCTION TO TELENOR

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TELENOR INTRODUCTION Telenor is the largest mobile telecommunications operator in Norway and a significant international mobile operator, with a number of operations outside Norway.

Telenor Pakistan is 100% owned by Telenor ASA and adds on to its operations in Asia together with Thailand, Malaysia and Bangladesh. Telenor Pakistan launched its operations in March 2005 as the single largest direct European investment in Pakistan, setting precedence for further foreign investments in the telecom sector. In two years, they have grown to become a leading telecom operator in the country. In fiscal year 2006, they achieved nearly 200% growth in subscriber base the highest in the industry by a wide margin. Telenor Pakistan is the fastest growing mobile network in the country, with coverage reaching deep into many of the remotest areas of Pakistan. In the most difficult terrains of the country, from the hilly northern areas to the sprawling deserts in the south, at times they are the only operator connecting the previously unconnected. Telenor is keeping ahead by investing heavily in infrastructure expansion. With $ 1 billion already invested, they have extended agreements with their vendors for network expansion and

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services until. The agreements, with a potential to result in $750 million worth of orders from Telenor Pakistan, are some of the biggest of their kind in the industry. They are spread across Pakistan, creating 2,500 to 3,000 direct and 20,000-plus indirect employment opportunities. Have a network of 32 company-owned sales and service centers, more than 350 franchisees and some 120,000 retail outlets. Telenor Groups Telenor ASA is an international provider of high quality telecommunications, data and media communication services. It ranks as worlds 7th largest mobile operator with a total of 164 million subscribers in its mobile operations. Telenor Pakistan Telenor Pakistan is 100% owned by Telenor ASA and adds on to its operations in Asia together with Thailand, Malaysia and Bangladesh. Telenor Pakistan launched its operations in March 2005 as the single largest direct European investment in Pakistan, setting precedence for further foreign investments in the telecom sector. The company has crossed many milestones and grown in a number of directions, making Telenor Pakistan a leading telecom operator of the country. Telenor is the fastest growing mobile network in the country, with coverage reaching deep into many of the remotest areas of Pakistan. In the most difficult terrains of the country, from the hilly northern areas to the sprawling deserts in the south, at times Telenor is the only operator connecting the previously unconnected. It is keeping ahead by investing heavily in infrastructure expansion. With USD2 billion already invested, it has extended agreements with its vendors for network expansion and services until

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2009. The agreements, with a potential to result in USD750 million worth of orders from Telenor Pakistan, are some of the biggest of their kind in the industry. Telenor is spread across Pakistan, creating 2,500 direct and 25,000-plus indirect employment opportunities. It has a network of 23 company-owned sales and service centers, more than 200 franchisees and some 100,000 retail outlets. GLOBAL PRESENCE Europe Norway Telenors wholly owned Norwegian mobile operation is the countrys leading telecommunications operator Services: Broadband, Mobile, Telephone, TV Companies: Telenor Norway, Canal Digital, Conax, Norkring, Telenor Satellite Broadcasting Denmark Sonofon is the second largest mobile operator in Denmark Services: Broadband, Mobile, TV Companies: Sonofon, Cybercity, CBB, Canal Digital Sweden Telenor is the third largest mobile operator in Sweden

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 Services: Broadband, Mobile, Telephone, TV Companies: Telenor Sweden, Bredbandsbolaget, Glocalnet, Canal Digital Finland Canal Digital is Finlands leading television distributor Services: Broadband, TV Companies: Canal Digital Hungary Pennon is the second largest mobile operator in Hungary Services: Broadband, Mobile Companies: Pennon Montenegro Promonte has more than 450 000 mobile subscriptions in Montenegro Services: Mobile Companies: Promonte Serbia Telenor is the second largest mobile operator in Serbia Services: Broadband, Mobile Ukraine

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Kyiv star is the largest mobile operator in Ukraine Services: Mobile Companies: Kyivstar Russia VimpelCom is the second largest mobile operator in Russia Services: Mobile Companies: VimpelCom Asia Pakistan Telenor is the second largest mobile operator in Pakistan Services: Mobile Companies: Telenor Pakistan Bangladesh Grameenphone is the largest mobile provider in Bangladesh Services: Mobile Companies: Grameenphone Thailand Dtac is the second largest mobile operator in Thailand

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 Services: Mobile Companies: dtac

Malaysia DiGi is the fastest growing mobile operator in Malaysia Services: Mobile Companies: DiGi VISION OF TELENOR Telenors vision is simple: We're here to help It exists to help its customers get the full benefit of communications services in their daily lives. CORE VALUES OF TELENOR Make it Easy We are practical. We don't complicate things. Everything we produce should be easy to understand and use. Because we never forget we're trying to make customers' lives easier. Keep Promises Everything we set out to do should work, or if it doesn't, we're here to help. We're about delivery, not over promising, actions not words. Be Inspiring We are creative. We strive to bring energy to the things we do. Everything we produce should look

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good, modern and fresh. We are passionate about our business and customers.

Be Respectful We acknowledge and respect local cultures. We do not impose one formula worldwide. We want to be a part of local communities wherever we operate. We believe loyalty has to be earned.

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CHAPTER # 2

ORGANIZATIONAL STRUCTURE OF TELENOR

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STRUCTURE OF THE ORGANIZATION In TELENOR the hierarchy is very lean, in general the whole setup is centralized, all the matters are to be reported to the main company and all the policies and targets are approved at the higher level. But at the department level the structure is decentralized.

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(Organization Structure of Telenor Pakistan)

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TELENOR has following functional departments:-

1. Finance Department o Credit and collection o Revenue assurance 2. Customer Services Department o Customer services operations o Customer services system 3. Commercial Department o Marketing o Direct sales o Indirect sales

4. Technical Department o Switching o Operations / operation support o Logistics o Infrastructure

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o Systems planning

5. Information Technology Department o Billing o IT 6. Human resources 7. Administration 8. Internal audit department Current CEO (Chief Executive Officer) of TELENOR is John Eddy Abdullah

HUMAN RESOURCE DEPARTMENT

HR department of Telenor is in Islamabad head office where it controls and handles all the HR activities of Telenor. Human Resource departments Hierarchy is as follows:VICE PRESIDENT DIRECTOR EXECUTIVE MANAGER

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ASSISTANT MANAGER INTERNEES

CHAPTER # 3

HR STRATEGIES AT TELENOR

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ORGANIZATIONAL STRUCTURES FOR GLOBAL BUSINESS There are 4 main organizational structures for global business:

1) Domestic exporter - heavy centralized activities in one country (financing, sales, marketing, human resources, strategic management) while sales are dispersed using agency agreements, and subsidiaries that are reliant on the home company. i.e. Caterpillar Corp. HR STRATEGY: Domestic exporters just have to rely on the sales staff of local area; therefore they adjust the HR policies regarding the pay scales, skills required and evaluation for sales personnel only. 2) Multinational firm - control and management of finances out of central home base, while production, sales and marketing operations are in other

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countries. Products are made to fit local markets i.e. financial firms, General Motors etc HR STRATEGY: Multinational firms have to set their HR strategies for the employees of all departments according to the culture of respective firms. Here the budget of the firms is being set in home base while the pay scales as well as incentive plans & benefits are the core discretions of national firms. 3) Franchisers - product is created, designed and financed in home country, but for product-specific reasons, there is a heavy reliance on foreign personnel for production, marketing, and human resources. i.e. McDonald's, KFC HR STRATEGY: Franchisers are just like multinational firms with the only difference that multinationals create the whole separate set up for all national campuses while the franchisers follow the strict policies and strategies of HR being pre-set by the home base. However franchises may carry out specific HR plans as per the local cultural adjustments but within a restricted provision of base. 4) Transnational firms It have no national home base, have several regional home bases, and optimize supply and demand constraints locally, central core for decision making, but dispersed power and financial power to the divisions. i.e. Citicorp, Sony, Ford

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HR STRATEGY: Transnational firms retain the freedom of decision-making in determining its own HR strategies. Such strategies follow the cultural adjustments in the best interest of company. Such HR strategies are fully coated with local cultural essence that gives the firm a new home environment.

HR Practices at Telenor: These are few of the HR practices that I have learned from my resource person. Planning Recruitment Selection Training & Development Compensation Performance Appraisal System Occupational Health and Safety measures Career Planning and Development

Planning:

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After the emergence of new telecom companies, market has become much more competitive and employees are less loyal to the company. Whenever they get any opportunity better than the existing job, they just opt for that. Which is there right, however Telenor is aware of this fact and thats why they do not have any formal strategy for succession planning. They do consider the people from inside but proper succession planning is not practiced in Telenor these days. When they entered into the market they used to have strategy regarding this matter.

But now due to market trends they have transformed there new strategies. According to the management its not useful to invest a lot in the employee at a larger extent. They do develop employees for there career planning but no formal succession planning is practiced. Recruitment and Selection: In TELENOR, the activity to fill a vacancy or a new job starts with the requirement communicated by the respective managers to the HR department. The HR department then looks for the possibilities of internal and external recruitment. Internal Recruitment: In TELENOR, internal recruitment is done for the managers of the higher grade and directors. When a position is vacant, the HR department views the past performance of the people working at lower levels than the vacant position and chooses the right person who is promoted to that position.

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At the manager and director level, the internal recruitment process is mostly carried out but when managerial position is vacant and a suitable person is not available for the desired post from with in the organization then external recruitment is carried out. External Recruitment: For external recruitment in TELENOR, the line managers are required to make a requisition form for the job in which they have to mention their need taking in account the budget for establishment and salaries for the position of Management, Business Support Officers and Workers. After approval from the HR director the HR manager and the line manager work hand in hand to prepare job and person specifications for advertising or giving to the head hunters. The sources that TELENOR uses to attract applicants are: Inviting applications through advertisement Recommendations from the head hunters Applications obtained from the data bank of TELENOR where direct applications are received from time to time. After a substantial amount of applications have been received, the line and the HR managers again work together to shortlist the applications. This is done by carefully going through all the application and by giving different weight age to the following criteria: Quality of early schooling Grade obtained Extra Curricular activities Overseas travel and education Age

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Target University Relevant experience

The HR Department then issue call letters to the short listed candidates along with blank application forms by Date, time and venue for the preliminary interview is advised and candidates are asked to bring along completed application forms. A two-member panel of HR and line management carries out competency-based interviews focusing on functional skills and managerial and supervisory skills.

After the preliminary interview is cleared people applying for different jobs are tested in different ways. The following management competencies are assessed by a panel of cross functional assessors In the case of management selection: Communication skills Resource management Rational decision making Influencing Creative thinking Business development

The HR department is responsible for overall administration of the assessment centre including training of the assessors. . The HR department provides details of remuneration package and terms and conditions of service. The HR department also prepares appointment letter, service agreement and finalizes other documentation for service record. Orientation:

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Telenor has a very well organized and well established HR department that practices all the HR strategies which are beneficial for the organization. As other departments are well established and operational for there matters, HR department is empowered to develop and plan what so ever is required for the company.

Orientation and induction is required for employee familiarization with the organization and Telenor is well aware of this fact. Affiliation with organization is only possible if the employees are informed about each and everything. When the employee is hired he get proper orientation

and that orientation may exceed to few months until he get the feeling of affiliation and get to know the organization well. Training: Training is a planned effort by a company to facilitate employees learning of job-related competencies. These competencies include knowledge, skills or behaviors that are critical for the successful job performance. At TELENOR, there is a continuous assessment of the technical and managerial skills. For the further enhancement of these skills formal training programmers offered at all levels. The employees are provided with opportunities to put these skills into practice, in preparation for the move to a managerial role. Training is viewed at TELENOR as a way of creating intellectual capital. Employees are expected to acquire new skills and knowledge, apply them on job and share this information with other employees. The training is cross-functional for sharing of skills.

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The employee are trained periodically either locally or abroad according to preplanned schedules. The objective of such training is to upgrade the capabilities of employees. If an employee attends an overseas training then he/she has to serve the company for a certain period after the date of completion of training subject to the cost and duration of training itself. In case an employee leaves the company during this period he/she will have to pay the amount specified at that point in time.

Training Methods On Job Training Special Training Sessions Team Building Problem Based Refresher Course

Performance Appraisal: Reviewing performance and taking positive steps to develop employees further is a key function of management and is a major component in ensuring the success of the company through effective employee performance.

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Designing the system Designing the system Performance measurement Performance measurement and feedback and feedback Employee development Employee development Provide rewards Provide rewards for improvement for improvement If no improvement, If no improvement, make adjustments make adjustments

A review is about ensuring people know what levels of performance are expected of them and then taking action to ensure they are trained and developed to perform effectively.

Performance Appraisal Methods

Goal Setting, or Management by Objectives (MBO) Multi-Rater Assessment (or 360-Degree Feedback) Work Standards Essay Appraisal Critical-Incident Appraisal Graphic Rating Scale Checklist Behaviorally Anchored Rating Scale (BARS)

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Forced-Choice Rating Ranking Methods o Alteration Ranking o Paired Comparison Ranking o Forced Distribution

Telenor Appraisal System

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Telenor Development Process (Web competence)

TDP, the Telenor Development Process, is Telenors global people and organizational development process. The TDP aims to set direction and develop individual, team and organizational capabilities to deliver business results. The TDP obtains key input from inspired leaders, business-critical objectives and IVC-analyses. Output from the TDP provides motivated employees with improved performance, a competence development plan and talent and succession management strategy. The Telenor Development process is supported by Atlas TDP, a web based centralized IT system. The Atlas TDP replaces the Web Competence tool with enhanced functionality covering the various process steps with many improved features. Web Competence is the tool used in the Telenor Leadership Development Process (TLDP) for registering the dialogues and Review Meeting. It is also used for Performance Management in certain Business Units.

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IVC - Employee Survey

The Internal Value Creation (IVC) survey is an annual process that allows employees to voice their opinion and managers to develop their organization and leadership. The IVC survey measures people's perception of aspects within the organization that has an effect on internal value creation and in turn the customers' perception of the company. However, IVC is more than an Employee Satisfaction Survey or a Climate Survey. IVC goes beyond measuring how satisfied or happy the employees are and identifies factors so that these satisfied employees can be converted into drivers of business success. General Policies Telenor Pakistan Employee Policies are intended to create a productive work environment, which will enable employees to maximize their contribution and satisfaction in the Company. These policies establish clarity and increase your understanding of the rights and obligations of an employee working within the Company. Telenor Pakistan Employee Policies have been developed taking into account the industrial norm in Pakistan. Therefore, they are based on the standards which exist in outstanding companies operating in the country. LIST OF POLICIES Further Education Telenor Pakistan actively encourages employees to pursue relevant further education which enables you to learn new skills and acquire new knowledge, so that you and TP can mutually benefit from the transformation that learning and knowledge brings.

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Gratuity Gratuity is a long-term incentive designed to motivate and encourage committing to a longterm career in Telenor Pakistan. It is adopted to provide financial relief at the time of retirement or separation from the company. It is for permanent employees only. Internship

To contribute towards the development of talented students by providing them the opportunity for industrial exposure at Telenor Pakistan. The process of internship is to assess and identify future employees.

Recruitment of Internees Selection of internees is similar to any other recruitment activity in Telenor Pakistan. Potential students are selected via the same merit based recruitment process which is followed for permanent employees.

Laptop Every employee of Telenor Pakistan, as per Job Description, will be allocated maximum one laptop on his joining. Employees who use shared/individual desktops for their daily job tasks are not given laptops e.g. employees of S&SC and CROs in call centre.

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Regular and confirmed employee, who has completed at least one year with the company, will be entitled to the personal ownership of the laptop free of cost once it has reached its useful life of three years. Leave Fare Assistance To assist employees with their expenses when they take annual leave for rest, recreation and holidays with their families. Its equivalent to one gross salary paid once in the year and its paid along with the salary once in a year. Leave Annual Leave: Policy is to enable employees to take annual leave to spend extended time with their family and to ensure well-being, health and satisfaction. Telenor culture encourages its employees to avail there annual leaves every year and there is no appreciation to those who do not avail this facility. All the employees from Top Management to the lower staff are equally eligible to this policy.

Casual Leave: To assist employees to take casual leave when they require leaves to attend personal problems, obligations and emergency situations. Sick Leave: To provide with sick leave when somebody is unwell. The number of sick leave is undefined as per Telenor policy. Life Insurance Provide employees with insurance coverage so that in the eventuality of death, their family is cared for.

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All permanent employees are covered for Life Insurance from the date of joining Telenor Pakistan. Long Service Awards Telenor entitles awards upon completion of the number of years of service. it could be in the form of shields or gifts depending upon the number of years of completion. Maternity Leave To allow female employees maternity leave and to encourage continuity of service. All permanent married female employees are eligible. The said must be confirmed in employment with at least one year of full time continuous service with Telenor Pakistan. Medical & Hospitalization To provide employees and their families with medical support and to help them during their time of need.

Eligibility If the said is a full time employee, then employee is covered along with his spouse, children and dependent parents no matter what designation he or she have. Telenor has one generalized health policy which applies to every one in Telenor from CEO to an engineer. Employees are covered comprehensively for both OPD and Inpatient Hospitalization expenses.

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Mobile Connection and Handset Allowance A full time employee of Telenor Pakistan is provided with a mobile phone connection upon joining Telenor Pakistan free of cost for official use. Mobile Connection for Family and Friends Policy is to provide an opportunity for Telenor employees family and friends to enjoy a cost effective subscription of Telenor Services. Employees are entitled for the some specific concessions on post paid connections for family and/or friends for confirmed employees. Those special connections are issued on non commercial tariffs. In addition permanent employees are entitled for one pre paid connection free of cost ever month. Upon joining employees are also provided with a handset which is followed by an annual handset allowance every year. Pick and Drop Service for Females Pick and Drop facility is only for female employees.

Provident Fund All permanent employees are eligible for provident fund and deductions /reimbursement is made as per standard provident fund procedures. Recognize Heroes at Work and In Life To identify, recognize and reward outstanding contributions made by employees At Work and In Life in certain key categories during the year.

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Each year, Telenor Pakistan identifies Heroes for outstanding contributions made at work which go beyond the normal call of duty. Relocation This Policy is made to help employees if they are relocated at Telenor Pakistans request within the country. While every effort is made to ensure that they are not financially disadvantaged, the Company recognizes that it is not possible to financially compensate for every disruption, which may be caused by relocation. All full time employees are eligible if the decision to relocate has been made by Telenor Pakistan. However, if Telenor Pakistan relocates to accommodate employees desire for relocation, then the relocation policy is not applicable. Retirement Age All employees retire from the Company upon reaching their 60th birthday. Salary Increments and Salary Adjustments To ensure that employees receive an annual salary boost in relation to the contribution he has made in Telenor Pakistan during the year and the companys performance in the market. To review and adjust salaries to ensure internal equity and to stay abreast of the market norms. Travel To make employees travel and accommodation as comfortable as possible. To communicate Telenor Pakistans guideline for business travel. Air Travel Telenor allows travel by air if the distance to destination town is considered too far or unsafe by normal road travel. This refers to destinations where airlines operate.

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There is a separate department which is totally responsible to make travel arrangements for the employees when requires and the whole process is quite comforting and hassle free for the employees Working Hours Normal Working Hours Week Days Office Timing Monday Friday 0900 hours 1800 hours If somebody is required to work on weekends or on a national holiday, as a part of his/her normal work timing, in order to keep the business operations functional 24 hours a day, then a shift arrangement is applied. Working on Holidays and Late Sittings Objective: To compensate for your working beyond the normal office hours and during holidays. 1. Reimbursement for Working on Weekend/Holidays 1a. Eligibility: An employee is entitled if he/she works for five or more consecutive hours on any given holiday.

1b. Meal Reimbursement An employee is eligible for the reimbursement of meal expenses Appraisal Policy: The intent of these appraisals is to review current job performance and responsibilities, set goals and discuss further opportunities with reference to past performance at Telenor.

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Performance Review: At TELENOR a review is intended to be an open and frank discussion between an employee and their Team Leader/Manager. Generally there are two elements: first is the element in which discussion takes place over the strengths and areas which need to be developed as displayed by the job holder over the past 12 months. The performance is of course judged comparing the performance against the core indicators of Job. The second element is concerned with discussing the training needs/inputs activities that are considered to be appropriate to help the jobholder overcome some of development areas discussed in the review and also those activities that are deemed appropriate to build upon their current strengths.

CHAPTER # 5

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CAREER PLANNING & DEVELOPMENT AT TELENOR

CAREER PLANNING & DEVELOPMENT:

Telenor faces much competition in the telecom industry so now they are focusing on career Management of their employees in which they enable the employees to better understand and develop their career skills and interests and to use these skills and interests most effectively both within the company and after they leave the firm. Career planning is the deliberate process through which someone becomes aware of personal skills, interests knowledge, motivation, and other characteristics; acquires information about other opportunities and choices; identifies career related goals and establishes action plans to attain specific goals. Career development is the lifelong series

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of activities (such as workshops) that contributes to a person career exploration, establishment, and success ad fulfillment. Telenor gives promotion to their employees on the performance basis. The Telenor HR department develops the employees career development plans in which the HR department predicts the next logical step for their employees within five years. Importance of Career planning in todays competitive world is as important as any other HR function. Retaining your valuable Human resource today is one of the biggest challenges that organizations are facing. So, HR needs to come up with new strategies. Career planning and development is one of the basic tool and strategy organizations are using for retaining their employees. This function actually makes employees feel that they are important to the organization and Telenor wants them to be at the top in their careers. However, at Telenor this function is not fully performed or we should say this function is not performed satisfactorily. There are some policies on these but those are not recognized that well. One point of policy is found along with the compensation other with the recruitment. There should have been separate head for these policies.

As far as the practices are concerned, all the employees were reluctant to talk about this during our interview. However, what we analyzed is that career development is practiced but not that openly. Specially, in case if some employee is considering of joining the competitors firm. If such is a case then organization has discipline policies for that even.

Promotion Policies The new company structure is in five layers, comprising associates, specialists, managers, directors and chief officers------in that order starting from the bottom and working towards the top rung of the ladder.

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Until approved otherwise, it would be mandatory for the employees to spend the following maximum period at each level before a promotion to the next level depending upon availability of a slot However, employees who may not get a chance of promotion due to the non availability of an existing slot, will be compensated by being moved over with in the new salary range specified by the company Reward System: TELENOR considers its employees not just as a cost but also as a resource in which the company has invested from which it expects valuable returns. Pay policies and programs are one of the most important human resource tools for encouraging desired employee behaviors. The advantage of paying above the market average is the ability to attract and retain the top talent available, which can translate into highly effective and productive work force. The incentive schemes and incentive objective have been clearly communicated to all individuals and weekly progress report is also communicated to all concerned. Compensation and benefit plans:

Telenor has a separate department for compensation. That department deals in staffing and compensation planning. First of all this department has all the information regarding who is being employed and how it is performing. What so ever promises are made to the employees, they know that. So its easy for them to design compensation plans because they know every employee which is being hired.

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Compensation and benefit plans are particularly based on performance. If performance is up to the standards of Telenor and the employee has good conducts he is rewarded. After performance evaluation, results are rechecked and matched with the standards. Based on that, proper compensation plans are designed. Salary policy The company will pay salaries of the employees as fallows o All new employees have to open bank accounts in specified banks prescribed by the company so that their salary will be credited at the end of each month. o After opening account with the bank employees should forward his account number to HR. o Upon termination of services the employee will receive his salary within 15 days up to the time of date of his last working day. o Upon resignation the employee will be paid his dues during a maximum period of 15 days from the date he left the job.

Promotions Promotions are also reward management technique to motivate employees. In TELENOR promotions are based on the merit and seniority (experience) basis. The one who performs well consistently over time gets reward in the form of promotion. Bonuses The employee may receive 1 to 3 month bonus subject to evaluation of accomplished

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objectives. In Telenor the reward system is based on the individual performance and individual employee performance is judged for the reward. The manager of respective departments recommends a candidate from his section for the reward purpose to HR.

Reward Categories at Telenor

Intrinsic and Extrinsic rewards include: Exceptional performance in a project Targets achievements Special assignments Medical care Life insurance Vacations Relocation Credit advance policy provident policy/advance against provident fund Education assistance policy Mobile phone Life insurance Medical entitlement

GENERAL SET-UP

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There is a lot of respect given to all employees. Here the manager shakes hand with the mop. All the employees self-serve themselves. They are not allowed to make the service men work in their service There are no cabins in any Telenor centre. There is a central lobby where the front desk men to the Regional Officer (RO) all sit together. As a cultural symbol Pakistani Telenor offices have placed a big bell with a string on the main door of offices. It is for the purpose that any one who feels himself satisfied with Telenor can ring the bell. It is in coincidence with the practice of Late Mughal King Jahangir who used to listen to the petitions of his sub ordinates whoever has any complaint. CONFLICT RESOLUTION Referring to the Denmark issue created in Pakistan against Telenor, its HR had no impact due to this controversy. Not a single employee felt against Telenor. It was a great achievement of Telenor that it got in the shape of loyalty and concern of its HR towards Telenor.

CHALLENGES Telenor face many challenges with the ever growing need of competent Human Resource. It is really hard to hire and retain the best people especially around the globe. The global companies

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face many challenges regarding the cultural identity of respective nations. They have to adjust culturally to the environment of respective countries. And when even hiring the HR staff of that very country, the organization is exposed to many challenges to make them perform at their best.

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CHAPTER # 5

CONCLUSION & RECOMMENDATIONS

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CONCLUSION By keenly analyzing the Human resource Management of Telenor, we the group members agree that Telenor is carrying out satisfactory culturally compatible strategies for its HR. Although it is not promoting the cultural identity agenda that aggressively but even then it is facing much less cultural conflicts among its HR. It may be due to the reason that it has divided itself in just two markets: Europe & Asia. The European market almost holds the same culture and three of its Asian market countries are Islamic. We came through very unusual facts about managing any companys HR. We believe that managing a competitive and culturally compatible HR in a competitive global market is a tough job. And Telenor is so far quite successful in hiring and retaining exceptionally talented HR worldwide.

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RECOMMENDATIONS To establish core competence and to bring competitiveness, Telenor should implement numerous effective plans to improve the performance of its various departments. Supervisors must manage employee performance well in order for Telenor to accomplish its mission and achieve its goals. Following are some recommendations for Telenor, which we Personally feel can be useful for the organization, its employees and the customers.

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Effective Performance Management

Performance management is one of the most important parts of a Supervisors or team leaders job. Developing skills in performance Management is wise investments that will help Telenor achieve its Goals.

Managing employee performance includes: Planning work and setting expectations Monitoring and measuring performance Developing the capacity to perform Periodically rating performance in a summary fashion Recognizing and rewarding good performance

Practicing good performance management requires proficiency in certain competencies. Competencies are observable, measurable Patterns of skills, knowledge, abilities, behaviors and other Characteristics that an individual needs to perform work roles or Occupational functions successfully. Performance management Competencies that all supervisors (and team leaders) at Telenor Should develop and demonstrate include: Establishing and maintaining effective communications with each Employee not only requires good oral and written communications Skills, but it also includes the ability to establish good working Relationships. To communicate effectively with employees,

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By: Shahzad

Supervisors must establish an environment that promotes an open Door atmosphere, the sharing of ideas, and employee involvement in decision making processes.

Setting long and short-term goals with employees gives focus to Employee efforts. When goal setting is done correctly, employees strive to accomplish those goals and feel confident in achieving them. When goal setting is done poorly, work does not progress as desired. Knowing how to set goals effectively is an important part of Performance management. To do this well, supervisors need to be able to clarify expectations and to set realistic standards and targets. Credible measures of performance that employees understand and accept are critical for achieving high level performance. Measuring employee accomplishments, using both qualitative and quantitative measures, provides the information that supervisors and employees need in order to monitor performance. Feedback should inform, enlighten, and suggest improvements to employees regarding their performance. Supervisors should describe specific work related behavior or results they observe as close to the event as possible. We wish a very best of luck to TELENOR. May it progress and achieve its desired goals. (AMEEN)

Internship Report On Telenor Pakistan. Khan Page 45

By: Shahzad