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MISSION STATEMENT

To be the unmatchable mobile system of communications in Pakistan this provides the best value to its customers employees business partners and shareholders!"

Mobilink#s $ision
To be the leadin% telecommunication services provider in Pakistan by offerin% innovative communication solutions of our customers &hile e'ceedin% shareholder value and employee e'pectations"

Mobilink#s $alues(
Total )ustomer Satisfaction(
Customers are at the heart of our success. They have placed their trust and confidence in us. In return, we strive to anticipate their needs and deliver service, quality and value beyond their expectations.

*usiness E'cellence
We strive for excellence in all that we do. We aspire to the highest standards and raise the bar for ourselves everyday. This commitment to delivering worldclass quality translates into unmatched service and value for our customers and all sta eholders.

Trust + Inte%rity(
!t "obilin , we ta e pride in practicing the highest ethical standards in an open and honest environment, and by honoring our commitments. We ta e personal responsibility for our actions, and treat everyone fairly, and with trust and respect.

,espect for People(


#ur relationships drive our business. We respect and esteem our employees and all sta eholders. We believe in teamwor , empowerment and honor.

)orporate Social ,esponsibility(


!s the mar et leader, we recogni$e and fulfill our responsibility towards our country and the environment we operate in. We contribute to worthy causes and are dedicated to the development and progress of the society.

O,-ATIONA. MANA-EMENT(

Mana%ement The names of the Top Mana%ement

President and )EO /ouhair Abdul 0hali1

E'ecutive $ice President 2amid 3aroo1

)hief Information Officer Tari1 ,ashid

)hief )ommercial Officer ,ashid khan

$ice President 4uality Assurance Securities and Environment 5r! ,iffat Naheed

$ice President Administration + 2uman ,esources Ali ,a6a Mehdi

)hief Technical Officer Mar&an 2ayek

Total Stren%th of Employees(


Over all( 7Total 89::; Top Mana%ers Middle Mana%ers .ine Mana%ers <9 <9: =><9

2uman ,esource 5epartment( 7Total 8<; 5irector $ise President Middle Mana%ers .ine Mana%ers :? :8 ?> @>

2ead Office .ocation(


The head office of "obilin is located at %&'(&" )la$a, blue area, Islamabad.

*ranch Offices(
Its branch offices are located in .ahore 0arachi 3aisalabad ,ahim Aar 0han Sukkur Pesh&ar 4uetta S&at and 0ohat! "oblin has three main contact centers in three regions of )a istan. !s for the customers centers there are about *+++-*,++ customers service centers all over )a istan.

Principal area of *usiness(


Mobilink have t&o products

Ba66

Indi%o

Services offered(
"#-I'I.% /(" has always been the mar et leader when it comes to introducing state-of-the-art communication solutions for its customers. they are continuously adding up to the range of their 0alue !dded (ervices, all for your convenience. The 0alue !dded (ervices 10!(2 (ection will familiari$e you with the new services you can now benefit from, which will give you all the freedom you need, ma ing mobile communications more exciting, convenient and en3oyable. This section will wal you through services, which are not only useful but also cost-effective for both your business as well as personal use. These include the very basic yet indispensable services li e 0oice "ail to the more innovative and sophisticated ones li e /-"ail. They are confident that their innovative and exciting new services will bring about a revolution in the way you loo at mobile communications. 6

Following are the major services Caller time identification Call waiting Call holding Call forwarding Short messaging services Fax and data services International rooming News information services Mobilink(GSM)G mail Su erior securit! in billing Mobile "# $ntertainment % man! more

MaCor )lientsD)ustomers(
"obilin has about ,45 mar et share.

Number of customers(
Total numbers of subscribers are about 6* Million. The ma3or customers are from 3a$$ pac age.

Type of customers
"a3or part of corporate sectors !rmed forces -usiness community /ovt. organi$ations Teen agars using 7!88 (tudents (hop eepers -an ers

)ustomer services centers(


"obilin currently has ?: )S centers all over the )a istan. 7

)ompetition(
Company is facing competition from all the operators in telecom that includes all the face S-M 1/lobal (ystem of mobile2 operators, )5MA operators and .5I operators and land line operators. !ll these telecom companies 9uman :esource ;epartments are in constant need of new employees. (o there is stiff competition in the telecom mar et for "obilin . MaCor competitors of Mobilink include Telenor &fone Warid 8ong < others

.evel of Technolo%y Esed(


"obilin is using high IT based technology for operations. "obilin uses "otorola=s infrastructure mostly at radio based stations, but now it has been exceedingly using !lchatel equipment too. (witching equipment is of (iemens and !lchatel, billing system from Telesens %(C' and >ricsson, Intelligent networ from (iemens, "icrowave equipement ;"C. The /(" 1/lobal (ystem of "obile communication2 band that is used by "obilin is in ?++@6A++ "9$.

MaCor 5epartments
?! 3inance 5epartment o Credit and collection o )rocurement imports o :evenue assurance @! )ustomer Services 5epartment o Customer services operations o Customer services system =! )ommercial 5epartment o "ar eting o ;irect sales o Indirect sales 8! Technical 5epartment o (witching o #perations @ operation support o 'ogistics o Infrastructure o (ystems planning 9! Information Technolo%y 5epartment o -illing o IT >! 2uman resources <! Administration and le%al affairs + %overnment relation department F! Internal audit department G! )ustomer services

2,M 5EPA,TMENT(
2, Mission Statement
BTo lead the organi$ation in enhancing its human capital and creating a winning environment where everyone en3oys contributing to the best of one=s ability.C Mobilink &ill achieve this by( Inspiring and motivating its people. ;eveloping its people to strive for higher standards. ;riving an open minded and enterprising corporate culture where people through leadership at all levels dare to dream, dare to try, dare to fail and dare to succeed. !ttracting and recruiting the best talent

"obilin has a very defined and well structured department and its various policies of eeping each employee productive part of the organi$ation are intoned with the corporate world=s requirement. >mployees in the company are largely committed to their organi$ation and have shown progress in the company. >mployees are satisfied with the 9: department of "obilin /(" Company. 9umans are the basic tool for having competitive edge in the mar et for most of the organi$ations and "obilin is one of these. "obilin has one of the best 9: systems in )a istan that gives it an edge over its competitors.

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2, 5EPA,TMENT SE)TIONS(
9: department of "obilin has three sections.

Employee services
o o o o o )ayroll information 'eave and medical record Dinal settlements and provident fund )olicies and procedures >mployees record and recreation

O5 and Effectiveness
o o o o o Training plan Talent management )erformance management >mployees retentation #rientation employee communication

Staffin% and compensation


o o o o o (taffing plan and 9: budgeting "anagement trainee and internship program Interviewing and selection 9eadhunters Compensation, benefits and incentive

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2, Strate%ies(
9uman resource department is putting its efforts towards nurturing a winning corporate culture and building organi$ational capabilities by ensuring that its people at all levels are both able and willing to perform at consistently exceptional levels. !t "#-I'I.% the people have been empowered to a large degree by minimi$ing out dated rules @regulations and plan to further eliminate the bureaucratic barriers to capitali$e on their ingenuity and talent. 9: strategy refers to the specific human resource management course of actions that a company pursues to achieve its ob3ectives. -ut how these strategies@policies@practices are formulated and

implemented at "obilin . There is a whole process behind this. The top team continues to play its role in providing the guidance and support to people at all levels. The 9: 1people=s2 function ensures that it leads the transformational change by nurturing a climate, which would help in converting the huge potential at disposal of the company into world-class performance. The active and effective role played by 9: in people development at different levels organi$ational, departmental and individual is considered in "#-I'I.% to be one of the most critical factors leading to the development of a winning corporate culture. The effort continues to be directed towards developing the s ills of the shop floor employees, improving competencies of -usiness (upport #fficers 1-(#s2, and enhancing the leadership qualities of managers.

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'i e most big organi$ations, the development of 9: (trategies is also done in accordance with company=s mission. Dirst, (trategic planners analy$e what actually is the prevalent culture of the organi$ation, what are the strengths, wea nesses, opportunities, threats 1(W#T analysis2 of business and its mar et, and on the basis of all the above analysis, company=s strategic plan is established. In the end 9: strategies are formulated in accordance with this overall business=@companies= strategic plans. -ased on these 9: strategies, 9: policies and practices are also formed and implemented. !ny abrupt change in the mar et requires the organi$ation to follow this analysis in order to be successful. That why organi$ations continuously eeps on updating their strategies and policies. Hhole system for development of 2, strate%iesDpoliciesDpractices is as belo&(

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Mobilinks Competitive Environment Economic, Political, Demographic, Competitive and Technological Trends

Companys Strategic Situation

Companys Strategic Plan

Companys Internal Strengths and eaknesses

Or%ani6ational Performance

Companys !" strategies

#ormulation o$ !" policies

#ormulation o$ !" practices

2, Practices at Mobilink(
These are few of the 9: practices that I have learned from my resource person. Planning Recruitment Selection Training < ;evelopment Compensation Performance Appraisal S stem !ccupational "ealt# an$ Safet measures Career Planning an$ %e&elopment Researc# an$ %e&elopment :eward "anagement

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'mplo ee Relations

Plannin%(
!fter the emergence of new telecom companies, mar et has become much more competitive and employees are less loyal to the company. Whenever they get any opportunity better than the existing 3ob, they 3ust opt for that. Which is there right, however "obilin is aware of this fact and that=s 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 "obilin these days. When they entered into the mar et they used to have strategy regarding this matter. -ut now due to mar et trends they have transformed there new strategies. !ccording to the management it=s 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.

,ecruitment and Selection(


In "#-I'I.%, the activity to fill a vacancy or a new 3ob starts with the requirement communicated by the respective managers to the 9: department. The 9: department then loo s for the possibilities of internal and external recruitment.

Internal ,ecruitment(
In "#-I'I.%, internal recruitment is done for the managers of the higher grade and directors. When a position is vacant, the 9: department views the past performance of the people wor ing at lower levels than the vacant position and chooses the right person who is promoted to that position. !t 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 organi$ation then external recruitment is carried out.

E'ternal ,ecruitment(
Dor external recruitment in "#-I'I.%, the line managers are required to ma e a requisition form for the 3ob in which they have to mention their need ta ing in 15

account the budget for establishment and salaries for the position of "anagement, -usiness (upport #fficers and Wor ers. :ole profile for the specified 3ob is also prepared matching up the requirement and the grade of the 3ob. Training period is also specified on the requisition form. The requisition form along with the role profile is sent by the line manager to the functional director for his approval and then forwarded to 9: "anager. The 9: manager confirms the availability of budgets required for establishment, salaries and cost of advertisement for the 3ob. !fter all this, the requisition form along with the 3ob profile and the budget forecast is sent to the 9: ;irector for his final approval. !fter approval from the 9: director the 9: manager and the line manager wor hand in hand to prepare 3ob and person specifications for advertising or giving to the head hunters. The sources that "#-I'I.% uses to attract applicants areE Inviting applications through advertisement :ecommendations from the head hunters !pplications obtained from the data ban of "#-I'I.% where direct applications are received from time to time. !fter a substantial amount of applications have been received, the line and the 9: managers again wor together to shortlist the applications. This is done by carefully going through all the application and by giving different weightage to the following criteriaE Fuality of early schooling /rade obtained >xtra Curricular activities #verseas travel and education !ge Target &niversity :elevant experience The 9: ;epartment then issue call letters to the short listed candidates along with blan application forms by ;ate, time and venue for the preliminary interview is advised and candidates are as ed to bring along completed application forms. ! two-member panel of 9: and line management carries out competency-based interviews focusing on functional s ills and managerial and supervisory s ills.

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!fter the preliminary interview is cleared people applying for different 3obs are tested in different ways. The following management competencies are assessed by a panel of cross functional assessors In the case of management selectionE Communication s ills :esource management :ational decision ma ing Influencing Creative thin ing -usiness development The 9: department is responsible for overall administration of the assessment centre including training of the assessors. . The 9: department provides details of remuneration pac age and terms and conditions of service. The 9: department also prepares appointment letter, service agreement and finali$es other documentation for service record.

Measures to improve employee Skills(

competences

and

In order to ma e its human resource productive and efficient, "obilin aggressively wor in developing its human resource capital through international and local trainings as well as structured employee Gwell-being= programs, ma ing it one of the most sought after companies to wor for in )a istan. "obilin conducts several training program in order to improve the competencies and s ills of employees.

Orientation(
"obilin has a very well organi$ed and well established 9: department that practices all the 9: strategies which are beneficial for the organi$ation. !s other departments are well established and operational for there matters, 9: department is empowered to develop and plan what so ever is required for the company. #rientation and induction is required for employee familiari$ation with the organi$ation and "obilin is well aware of this fact. !ffiliation with organi$ation 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 now the

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organi$ation well.

Trainin%(
Training is a planned effort by a company to facilitate employees learning of 3ob-related competencies. These competencies include nowledge, s ills or behaviors that are critical for the successful 3ob performance. !t "#-I'I.%, there is managerial s ills. Dor the programmes offered at opportunities to put these managerial role. a continuous assessment of the technical and further enhancement of these s ills formal training all levels. The employees are provided with s ills into practice, in preparation for the move to a

Training is viewed at "#-I'I.% as a way of creating intellectual capital. >mployees are expected to acquire new s ills and nowledge, apply them on 3ob and share this information with other employees. The training is crossfunctional for sharing of s ills. The employee are trained periodically either locally or abroad according to preplanned schedules. The ob3ective 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 sub3ect 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.

Trainin% Methods
#n 7ob Training (pecial Training (essions Team -uilding )roblem -ased :efresher Courses

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Types of Trainin% in Mobilink(


#n a general basis the training done in "obilin can be divided into two categoriesE H H (oft s ill training Technical Training

Soft Skill Trainin%( 9elping your employees develop a stronger base of nowledge on topics that affect their personal lives can ma e them more productive and less distracted in their 3obs. (oft s ill development courses in areas li e personal finance and childcare can help your team better manage the most important areas in their personal lives. This may include the following things for e.g. H H H H H H Conflict management training )eople management training Communication s ills !nger management Time management training Teamwor training etc

Technical Trainin%( This type of training has direct effect on the 3ob of the employee. (pecific s ills are focused and developed accordingly. The engineering trainings of "obilin are also included with this along with H H Customer (ervices training (ales related training

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"ar eting and technology training etc.

!ll these types of training are done to enhance the employees 3ob s ills at the level he is at.

Trainin% pro%rams leads to( 'eadership Influencing Creative )roblem (olving

Performance Appraisal(
:eviewing performance and ta ing positive steps to develop employees further is a ey function of management and is a ma3or component in ensuring the success of the company through effective employee performance. ! review is about ensuring people now what levels of performance are expected of them and then ta ing action to ensure they are trained and developed to perform effectively. ObCectives of Performance Appraisals To measure the wor performance To motivate and assist employees in improving their performance !nd achieving there professional goals To identify employees with high potentials for advancements To identify employees training and development needs To provide a solid path for career planning for each individual

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Appraisal Policy( The intent of these appraisals is to review current 3ob performance and responsibilities, set goals and discuss further opportunities with reference to past performance at "obilin . Performance ,evie&( !t "#-I'I.% a review is intended to be an open and fran discussion between an employee and their Team 'eader@"anager. /enerally there are two elementsE first is the element in which discussion ta es place over the strengths and areas which need to be developed as displayed by the 3ob holder over the past 6* months. The performance is of course 3udged comparing the performance against the core indicators of 7ob. The second element is concerned with discussing the training needs@inputs activities that are considered to be appropriate to help the 3obholder overcome some of development areas discussed in the review and also those activities that are deemed appropriate to build upon their current strengths.

Appraisal cate%ories
Appraisal cate%ory 6.expert *.very /ood 5efinition of cate%ory Indicates exceptional performance Indicate performance that consistently meets the requirements of the position,C very goodC indicates the individual is on trac for advancements Indicated performance that requires improvement 1i.e. meet requirements without initiative or advancement2 )erformance to be improved 1hardly meets requirements2 I Of total numbers of employees &hich can be rated in this cate%ory 6,5 6+5

4. /ood

A5

I. -asic

,5

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Sources of Performance Appraisal( !t "#-I'I.% the primary sources of performance appraisal are the managers and secondary sources are employees themselves. Though the peers also give their opinion but it usually does not have any weightage unless a conflict arises between the manager and the employee. 3eedback( Wor ers at "#-I'I.% are informed of their performance and given the opportunity to express their opinion over their own level of performance against each competence. This serves the following two main purposesE It enables the reviewer to redefine whether the initial assessment was correct, as circumstances may exist that the reviewer is unaware of. -y as ing the wor er what he sees to be his own strengths and development areas often help to reduce negative responses and ma es planning training needs@inputs activities easier if the person is able to express for himself the areas in which he feels he can improve.

)A,EE, P.ANNIN- + 5E$E.OPMENT(


"obilin faces much competition in the telecom industry so now they are focusing on career "anagement of their employees in which they enable the employees to better understand and develop their career s ills and interests and to use these s ills 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 s ills, interests nowledge, motivation, and other characteristicsJ acquires information about other opportunities and choicesJ identifies career related goals and establishes action plans to attain specific goals. Career development is the lifelong series of activities 1such as wor shops2 that contributes to a person career exploration, establishment, and success ad fulfillment. "obilin gives promotion to their employees on the performance basis. The "obilin 9: department develops the employee=s career development plans in which the 9: department predicts the next logical step for their employees within five years.

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Importance of Career planning in today=s competitive world is as important as any other 9: function. :etaining your valuable 9uman resource today is one of the biggest challenges that organi$ations are facing. (o, 9: needs to come up with new strategies. Career planning and development is one of the basic tool and strategy organi$ations are using for retaining their employees. This function actually ma es employees feel that they are important to the organi$ation and "obilin wants them to be at the top in their careers. 9owever, at "obilin this function is not fully performed or we should say this function is not performed satisfactorily. There are some policies on these but those are not recogni$ed that well. #ne point of policy is found along with the compensation other with the recruitment. There should have been separate head for these policies. !s far as the practices are concerned, all the employees were reluctant to tal about this during our interview. 9owever, what we analy$ed is that career development is practiced but not that openly. (pecially, in case if some employee is considering of 3oining the competitor=s firm. If such is a case then organi$ation 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 wor ing towards the top rung of the ladder. &ntil 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 slotE

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Associate Specialist Mana%er 5irector )hiefs

=J8 years =J8 years @J= years Accordin% to the president decision Accordin% to the president decision

9owever, employees who may not get a chance of promotion due to the non availability of an existing slot, will be compensated by being Bmoved overC with in the new salary range specified by the company

,e&ard System(
"#-I'I.% considers its employees not 3ust as a cost but also as a resource in which the company has invested from which it expects valuable returns. )ay policies and programs are one of the most important human resource tools for encouraging desired employee behaviors. The advantage of paying above the mar et average is the ability to attract and retain the top talent available, which can translate into highly effective and productive wor force. The incentive schemes and incentive ob3ective have been clearly communicated to all individuals and wee ly progress report is also communicated to all concerned.

)ompensation and benefit plans(


"obilin has a separate department for compensation. That department deals in staffing and compensation planning. Dirst 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 now that. (o it=s easy for them to design compensation plans because they now every employee which is being hired. Compensation and benefit plans are particularly based on performance. If performance is up to the standards of "obilin and the employee has good conducts he is rewarded. !fter performance evaluation, results are rechec ed and matched with the standards. -ased on that, proper compensation plans are designed. 24

Salary policy The company will pay salaries of the employees as fallows o !ll new employees have to open ban accounts in specified ban s prescribed by the company so that their salary will be credited at the end of each month. o !fter opening account with the ban employees should forward his account number to 9:. o &pon termination of services the employee will receive his salary within 6, days up to the time of date of his last wor ing day. o &pon resignation the employee will be paid his dues during a maximum period of 6, days from the date he left the 3ob.

Promotions )romotions are also reward management technique to motivate employees. In "#-I'I.% promotions are based on the merit and seniority 1experience2 basis. The one who performs well consistently over time gets reward in the form of promotion. *onuses The employee may receive 6 to 4 month bonus sub3ect to evaluation of accomplished ob3ectives. In "obilin the reward system is based on the individual performance and individual employee performance is 3udged for the reward. The manager of respective departments recommends a candidate from his section for the reward purpose to 9:. ,e&ard )ate%ories at Mobilink Intrinsic and >xtrinsic rewards includeE (mart@Fuality wor >xceptional performance in a pro3ect Targets achievements (pecial assignments 25

"edical care 'ife insurance 0acations :elocation Credit advance policy provident policy@advance against provident fund and a capping of gratuity :ecreation Club )olicy Travel >ducation assistance policy "obile phone -usiness mobile phone policy #fficial -lac berry )olicy 'ife insurance "edical entitlement

2ealth + Safety Policies


The safety of employees is everyone=s responsibility. !ccidents, precaution and efficient wor go hand in hand. !ll levels of employees have a primary responsibility for the safety and well being of all of us. Therefore, interest in practicing safety prevention must be encouraged byE a2 (etting good examples. b2 !cting upon safety records. c2 :eviewing safety programs. d2 9olding personal interviews or group conferences. e2 (tarting activities that will stimulate and maintain employee=s interests. .o phase of operation of administration is of greater importance than accident prevention. It is the policy of the Company to provide and maintain safe and healthy wor ing conditions and to follow operating practices that safeguard all employees and result in safe wor ing conditions and efficient operations.

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)roper Dirst !id %it will be available at all "obilin #ffices including remote locations. There is no need for such measures at "obilin as maximum 3obs do not expose you to the health ha$ards and are not such that require safety measures. 9owever, there is a tendency of being safe in every human and that shows when you visit some "obilin officer to meet someone of a high designation level. Kou need to fulfill various safety measures.

Employee ,elations(
It is the company policy to ensure that the required standards of performance and conduct are maintained. The disciplinary procedure is intended only as a statement of Company policy and management guidelines. It does not form part of the contract of employment or otherwise have contractual effect. 5iscipline Procedure( Warning may be addressed to the employees verbally and in written through their immediate supervisor. The warning shall refer to the contraventions committed by the employee and will serve to remind the employees the he@she abide by the company rules and regulations in performing his@her wor , and that this contravention should not be repeated in future. ! written letter may be addressed to the employee describing the contravention committed. The employee will also be notified that a higher penalty may be inflicted on him in the contravention is repeated in future. The warning letter may be registered in the 27

employees personal file .issuance of written warning can be recommended by the respective supervisor and 9#;. It will be issued by the 9: department after approval of 0) 9:. ;eduction from the salary will be an amount of employee salary depending on the type offence and decision ta en accordingly. The employee may be suspended from performing his or her duties for a period of time as conveyed in written. &nauthori$ed absence of more then two times in (ix month can result in termination of employment. !n employee who is absent from the 3ob with out satisfactory explanation is considered to be an unauthori$ed unpaid absence. ;iscrimination, intimidation and harassment based on sex, race, religion, age, color, disability, sexual orientation and cultural bac ground is prohibited at the wor place. The 9ead of ;epartment should maintain direct control of all disciplinary records. ! copy of all records must be placed on the employeeLs personal file in the 9uman :esources ;epartment. !ll warnings will remain upon the employeeLs personal file indefinitely, but will normally be disregarded for disciplinary purposes after the following periodsE Sta%e ? J $erbal &arnin%( Sta%e @ J Hritten &arnin%( Sta%e = J 3inal &ritten &arnin%( Sta%e 8 J 5ismissal := months :> months ?@ months

These time periods may however be extended in appropriate circumstances ta ing into account the nature of the offence. 28

The time period will commence from the date of the letter@memorandum confirming the warning, even though any specified time for improvement has expired.

Penalties(
>mployee=s services may be terminated in following cases

Insubordination
Willful failure to carry out reasonable orders including the performing of 3ob assigned by supervisor.

5ishonesty
Dalsification of any official company records will sub3ect to the termination without prior notice.

$iolation of Safety ,ule


Dailure is refusal to conform to safety practices or the misuse of safety device.

$iolence
Causing a disturbance on company property resulting from fighting.

Profanity or Indecent )onduct


The use of profane language or engaging in immoral conduct.

Into'ication
Coming to wor under the influence of drugs or bringing drugs into the facility.

Hillful 5ama%e to Property


Careless spoilage, destruction of company property or material.

One 5ay Absenteeism


&nauthori$ed absence from wor for one day without notifying employer.
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Misrepresentation
;eliberate misrepresentation of past history or other important matters.

Acceptin% Money or -ift


Ta ing advantage of one=s positions to accept money or gift is against the rules of company.

Motivation(
!s we now "#-I'I.% is highly aware of how to motivate its employees in the best way. This can be 3udged by the enthusiasm and good spirit that people show in performing their 3obs. There is a well-devised system that "#-I'I.% follows for the purpose of motivation. It includes both financial and non-financial rewards along with the ma3or Motivators and 5issatisfies! The company recogni$es the importance of ma ing people drive towards their goals and the basic step towards this is made through recogni$ing the value of importance that the company gives to its employees. "#-I'I.% has a set of financial rewards, medical, dental, vision and life insurance, retirement plan, educational refund assistance, paid vacation days, family and wor life balance benefits and profit sharing plan, !nnual bonus opportunities, company cars etc. other ways in which employees are motivated areE >mployees are safe in nowing that they will be rewarded for any exceptional wor . This reward is not only monetary. It is accompanied by the employee being given recognition and greater empowerment. >mployees are given a very beautiful and healthy wor environment. (pecial attention is given to ma e the physical environment most productive. This is why "#-I'I.% offices are considered to be the most well decorated and organi$ed. !s we now "#-I'I.% has a desire to promote the high achievers from with in the company. )ositions are given on merit and are transparent and fair in nature. There is no special treatment. Therefore each employee nows that he can aim for the top and actually get there. This has proved to be a great source of motivation for the employees of "#-I'I.%.

Motivational $actors%

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"obilin is a leading telecom company and all the employees wor ing there feel pride in affiliating them with the organi$ation. It=s the biggest intangible motivational factor. !ffiliating with organi$ation, employees are self motivated to wor and loyalty comes from within. 9owever they have other factors too. They believe in praising the good wor done by employees and reward them on that. :eward may be tangible or intangible. They also arrange parties in which star performers are highlighted. !lso they have informal meetings after performance evaluation and supervisors, subordinates, colleagues tal about there success and are motivated through intrinsic factors. ;elegation of authority and empowerment re the tools which they use to motivate employees and that is how they eep up the good wor .

SHOT Analysis(
Stren%ths(
"#-I'I.% has been operating for a long period of time and has been able to ad3ust with the changing environment because of its effective 9uman :esource "anagement. The 9: practices of "#-I'I.% have the following strengthsE 6. "#-I'I.% has the latest employee training and development approaches. Therefore it can adapt to all sorts of change and bring immediate improvement in wor practices whenever the need arises. *. "#-I'I.% hires only the most highly qualified and exceptionally intelligent and energetic people. This result in lesser 9: problems as people are willing to change, ta e constructive criticism and focus on personal and professional development by focusing solely on achieving their wor . 4. "#-I'I.% believes in ma ing people reali$e their full potential and capabilities which is why 3obs are designed to be challenging and goals are made to be achievable yet competitive. This results in a high level of motivation and 3ob satisfaction for the employees and automatically promotes a healthy wor environment. I. The company has a very well balanced and realistic incentive program. It also focuses on giving additional benefits to its employees apart from the basic remuneration. This results in employees giving their B9eart and (oulC in wor ing for their employer.

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,. The 9: practices of "#-I'I.% greatly enhance its image as a company that wants to contribute towards the society in every possible way. !s the main focus is on developing better people not 3ust better employees. There may be various other strengths of the 9: practices and management system of "#-I'I.%, only the most important have been discussed above.

Heaknesses(
It is very difficult to find any wea nesses in the 9: management of a company that has developed and created its 9: strategy with near perfection. 9owever some wea nesses can be pointed out. 6. "#-I'I.% has a trend of maintaining long wor ing relations with employees and stic ing with the same people as long as it is productive. "ost of these people are promoted from with in the company to form the middle and upper management. This results in loss of creativity that can be recogni$ed by external recruitment for these core managerial positions. *. The employees are supposed to wor at late night without being paid additionally. This creates mental tension.

4. C0=s are not properly entertained I. Certain non financial rewards such as Bemployee of the yearC which is used as motivation tool are not properly communicated to the employees regarding their importance. ,. The most common complaint that is heard by the employees is the biasness of immediate bosses. That creates a sense of concern with in the employees.

Opportunities(
There are a number of opportunities that are available in areas of 9: for "#-I'I.% during the course of its future activities. These areE 6. The company can discover great potential through the future graduates as every generation is being taught in more effective manner that leads to better growth. -eing a leading company in the employment ran ings of )a istan "#-I'I.% can recruit the Bcream of graduatesC every year and utili$e their improved nowledge and abilities.

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*. There is an opportunity to create the best image of the company in the mind of customers by adding the value added services. 4. With the expansion in the company business in )a istan, the 9: department can be expended in order to manage diversity of wor force.

Threats(
6. ;ue to entering of new companies in cellular industry the competition has been enhanced. 'i e other areas 9: departments is facing the threat of employees switching from "obilin to other companies. *. The s illed and qualified wor ers are being attracted by the other cellular phone < multinational companies.

)ON).ESION(
To conclude "obilin has a strong 9: system. That is the reason we didn=t found much discrepancies in what management says, what policies state and what employees say. ?+ 5 of the times they were same. There are some minor discrepancies but they are ad3ustable with little effort.

,ecommendations(
To establish core competence and to bring competitiveness, "obilin should implement numerous effective plans to improve the performance of its various departments. (upervisors must manage employee performance well in order for "obilin to accomplish its mission and achieve its goals. Dollowing are some recommendations for "obilin , which we )ersonally feel can be useful for the organi$ation, its employees and the customers. Effective Performance Mana%ement )erformance management is one of the most important parts of a (upervisor=s or team leader=s 3ob. ;eveloping s ills in performance

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"anagement is wise investments that will help "obilin /oals. "anaging employee performance includesE )lanning wor and setting expectations "onitoring and measuring performance ;eveloping the capacity to perform )eriodically rating performance in a summary fashion :ecogni$ing and rewarding good performance

achieve its

)racticing good performance management requires proficiency in certain competencies. Competencies are observable, measurable )atterns of s ills, nowledge, abilities, behaviors and other Characteristics that an individual needs to perform wor roles or #ccupational functions successfully. )erformance management Competencies that all supervisors 1and team leaders2 at "obilin (hould develop and demonstrate includeE Communication >stablishing and maintaining effective communications with each >mployee not only requires good oral and written communications ( ills, but it also includes the ability to establish good wor ing :elationships. To communicate effectively with employees, (upervisors must establish an environment that promotes an open ;oor atmosphere, the sharing of ideas, and employee involvement in decision ma ing processes. Setting Goals (etting long and short-term goals with employees gives focus to >mployee 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, wor does not progress as desired. %nowing how to set goals effectively is an important part of )erformance management. To do this well, supervisors need to be able to clarify expectations and to set realistic standards and targets. Measuring Employee Performance Credible measures of performance that employees understand and accept are critical for achieving high level performance. "easuring employee accomplishments, using both qualitative and quantitative 34

measures, provides the information that supervisors and employees need in order to monitor performance. Giving Feed Back Deedbac should inform, enlighten, and suggest improvements to employees regarding their performance. (upervisors should describe specific wor related behavior or results they observe as close to the event as possible. Coaching !eveloping

&sing their coaching s ills, supervisors evaluate and address the developmental needs of their employees and help them select diverse experiences to gain necessary s ills. (upervisors and employees create development plans that might include training, new assignment, 3ob enrichment, self study or wor details.

,eferences(

?! Mr! Syed Sohaib 2assan Associate Or%ational 5evelopment 2uman ,esources! MO*I.IN0 3JFD= Islamabad!

@! Mr! 2asan Bahan%ir MO*I.IN0 3JF Marka6 Islamabad! =! Esman Ahmad MO*I.IN0 3JF Marka6 Islamabad!

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8! &&&!mobilink%sm!com!
5( &&&!%oo%le!com

>! &&&!&ikipedia!com

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