Final Project of Strategic Human Resource Management

UNIVERSITY OF CENTRAL PUNJAB

S SH HR RM MP PR RO OJJE EC CT T

Table of Contents
Introduction ................................................................................................................................................. 3 MISSION: ................................................................................................................................................... 3 VISSION: .................................................................................................................................................... 3 ORGANIZATIONAL STRUCTURE: .................................................................................................... 3 Telenor Strategy ......................................................................................................................................... 4 HR Strategies .............................................................................................................................................. 5 HUMAN RESOURCE PLANNING ....................................................................................................... 5 Strategic Planning ....................................................................................................................... 5 Determining Labor Demand........................................................................................................ 6 Determining Labor Supply .......................................................................................................... 6 HUMAN CAPITAL STRUCTURE: ....................................................................................................... 6 FUNCTIONS:- ............................................................................................................................ 6 Recruitment and Selection ....................................................................................................... 6 Recruitment : Recruitment is responsible for personnel selection for all of Telenor Pakistan. ................................................................................................................................................. 6 Training and Development ...................................................................................................... 7 Training Methods and Employee Development ..................................................................................... 7 Types of Training Programs .................................................................................................... 7 Compensation and benefit ....................................................................................................... 9 Performance management ....................................................................................................... 9 Performance Appraisal .............................................................................................................. 10 Telenor Development Process (Web competence) ................................................................ 12 HIGH PERFORMANCE WORK SYSTEM ........................................................................................ 12 RECOMMENDATIONS ........................................................................................................................ 13

S SH HR RM MP PR RO OJJE EC CT T

Introduction Telenor ASA is an international provider of high quality telecommunications, data and media communication services. Telenor Pakistan is 100% owned by Telenor ASA and adds on to its operations in Asia together with Thailand, Malaysia and Bangladesh. Telenor Group is among the largest mobile operators in the world with 150 million mobile subscriptions and a workforce of approximately32, 000. Telenor is spread across Pakistan, creating 2,800 direct and 25,000-plus indirect employment opportunities. It has a network of 23 companyowned sales and service centers, more than 200 franchisees and 200,000 retailers. In October 2012, Telenor Pakistans crossed the active subscriber base is 30 million retaining its position as the country's second largest mobile operator. MISSION: Telenor is a customer focused business mobile service operator/telecommunications Company that seeks competitive advantage in quality and valued added service in both prepaid and postpaid categories through state of the art technology. Telenor relies on building trusting relationships with customers, owners, employees and society in general VISSION: Our vision is simple: Telenor exists to help customers get the full benefit of communications services in their daily lives. We're here to help.

ORGANIZATIONAL STRUCTURE: The structure of Telenor is functional as there are eight departments Finance, Customer Services, Commercial, Technical, I.T, Human Resources, Administration and Legal Affairs.

S SH HR RM MP PR RO OJJE EC CT T

CEO
Vice President Strategy Executive Vice President Corporate & Regulatory Affairs

Regulatory & Interconnect Vice President Human Capital Division People Excellence & Business Process Improvement Organizational Support Services Public & Government Affairs

Legal Affairs Corporate Communicatio ns

Safety and Security

Chief Finance Officer / Vice President Finance Division

Chief Information Officer / Vice President IT Division Business Support System IT Operations

Chief Technical Officer / Vice President Technical Division Network Planning & Design Implementatio n Operations & Maintenance Real Estate & Site Acquisition

Chief Marketing Officer / Vice President Commercial Division

Business Planning & Finance Procurement

Accounts Treasury and Financial Operations Audit and Internal Control

Sales & Distribution

Marketing

Revenue Assurance & Fraud Management

IT Security

Customer Relations Segments & Pricing Products & Platforms

Credit Control

Telenor Strategy Telenors current strategy is based on building a closer relationship with its customers by taking advantage of their position as a global market leader. The strategy is focused on winning
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S SH HR RM MP PR RO OJJE EC CT T

and retaining a growing market share in all customer groups. Telenor will continue to focus on growth and value creation.

HR Strategies The Telenor entered the market with aggressive strategies at all level, never compromised on quality service and positioned as self as Better Quality at lower possible rates services provided in the market, succeed in capturing major market share in a very short time. All this credit goes to the Human Resource Management, which strategically aligned all HR practices with the core Business strategies of becoming market leader. We will here discuss only the compensation strategies of Telenor as a tool for attracting, retention and motivation of productive employees. The Telenor from the very first stages concentrated on the Best fit approach rather the traditional and Best Practice Approach. The Performance Management system of any company is to check whether the employee performance is aligned with strategic goals. Telenor claims to be value leaders in the Mobile Phone industry and future goal is to transform Telenor to perform with speed flexibility and enterprising spirit of being an innovative, consumer focused company.

HUMAN RESOURCE PLANNING Human resource planning in the Telenor is basically performing different kind of functions which are as follows, 1. 2. 3. 4. 5. 6. Whether there is need for recruitment in the organization. If there is demand from any department, they (HR department) identifies. the need of the that department. Placement of their employees. Work for employees motivation. check on employees performance Developing career plans for their employees.

Strategic Planning The company does not use any statistical technique or method for the determination of labor shortage or surplus. The company however, relies on subjective judgmental methods. The judgmental methods are based on the expert judgment that ascertains the supply and demand of labor. Whenever the company feels the need of a required person, the company conducts interviews of the aspiring applicants.
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S SH HR RM MP PR RO OJJE EC CT T

Determining Labor Demand Labor demand at Telenor is forecasted, through the demand of the product in the market, through the introduction of new technology or service and through the present availability of labor in the organization. If the demand for Telenors connections in the market increases or a new technology is adopted, this may result in an increased demand for employees within the organization.

Determining Labor Supply The labor supply, at Telenor, is determined by the analysis as to how many people are currently in the job with specific skills within the company. The analysis reflects the changes in the near future due to promotions, demotions, and retirement or through transfers etc. The HR department has the responsibility of helping other departments overcome the problems of labor shortages and labor surpluses. The company usually realizes the labor shortage whenever there is an introduction of the new technology within the organization or whenever the company is offering a new service. The excess of qualified people in the labor market, struggling to get jobs in help conquer the problem of labor shortages. Telenor gives a short-term contract usually of two to three months to such qualified unemployed people to avoid the possible labor shortage. In case of labor surplus, the company decreases the number of employees by downsizing. Retirements and internal transfers are traditional procedures for reducing the number of employees. But the company does not emphasize more on downsizing. HUMAN CAPITAL STRUCTURE: The human resource department plays a vital role in development and growth of an organization. Telenor Pakistan HR Department is known as Human Capital Division within Telenor. The philosophy at Human Capital Division (HCD) is simple - "Creating Passion, Making a Difference". Personnel management program varies from organization to organization and strives to achieve organizational goals through effective personnel programs, policies and procedures. FUNCTIONS:In Telenor human resource department performs various functions and these are few listed functions performed by the human resource department in Telenor Pakistan. Recruitment and Selection Recruitment: Recruitment is responsible for personnel selection for all of Telenor Pakistan. Main processes include:
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-Coordination with all departments on sourcing and recruitment of qualified candidates in accordance with the approved hiring plan. - Job advertisements (website and newspaper). - Screening, short-listing of CVs, conducting interviews, assessment centers and tests. - Maintenance of the TP Online application system at www.telenor.com.pk/careers - Communication and feedback to all applicants through the HC link: hc@telenor.com.pk Recruitment Sources Telenor recruits both internally and externally, by giving advertisements in the newspapers, by employees referrals, by notifying the Job centers of the potential vacancy, through private employment agencies like Job pilots and also through online recruiting

Selection: The selection is not influenced in any manner by gender, age, race, color, religion, national origin or disability. Today, 18% women working at all levels in the organization. The candidates are selected on the basis of Written Test Interview by HR Manger Interview by Concerned Department Head Final Interview by MD/Director Training and Development Training Methods and Employee Development The principles relating to the development of the working environment are made available on the learning portal Learn at Telenor in the form of separate e-learning programmes for both employees and managers. Telenor Pakistan is providing the training to its employees at level where the organization feels about the performance gaps especially in engineering department and IT division and level of technology does matter too. Telenor at present providing the training to its employees when they introduce any kind of new technology and further more they also provide training to their employees in the call center division. Types of Training Programs The most common type of training programs are Orientation Training, technical skill training, and management development training. Orientation Training is usually a formal program designed to provide new employees with information about the company and their jobs.

S SH HR RM MP PR RO OJJE EC CT T

Technical Training is oriented towards providing specialized knowledge and developing facility in the use of methods, processes, and techniques associated with a particular discipline or trade. Management Development Program focuses on developing managerial skills for use at the supervisory, managerial, and executive levels. Overall training has positive impact on both productivity and employee morale.

Telenor offered three main categories in which offered programs are: Leadership, Culture, and Competency. I. The Leadership Category.

Within the Leadership category, several programs are offered which include:

Outdoor Leadership With activities related to trust building, team building, and exploration in the wilderness, the leaders are able to identify their true leadership styles, their managerial skills are put to test, making them better and bringing in more teamwork and transparency in the organization. LUMS/Telenor Post Graduate Certificate in Business Management :To give managers holistic business understanding, and manage succession planning for various cadres, this academic program focuses on strategy, pricing, market segmentation etc within its various courses and help employees to build the organization. Leadership-The Care & Growth Model : This three day workshop for all those in command positions, teaches managers and supervisors what they should be contributing to those who report to them. II. The Culture Category Within the Culture category the following programs are being offered which are open to all employees:

Mastery of Self : To enable people to overcome obstacles and dysfunctions in their behaviors, and therefore create new perceptions by exercising the power of mind. Emotional Intelligence: Including the emotional quotient to employees intelligence quotient enables one to be smarter in work, relationships and health. To bring emotional maturity, this training focuses on increasing energy and effectiveness under pressure, dealing with turbulence, and developing personal power.

S SH HR RM MP PR RO OJJE EC CT T

III. The Competency Category Within the Competency category we Telenor is offering program which is required as the basic skill builders in the organization. These include:

Creative Problem Solving : To ensure that people have the ability to think out of the box and are not stuck with old thought patterns. Breaking Communication Barriers : To help employees come out of their inhibitions and improve interpersonal communication and public speaking. Team Work :To enable employees to rise above the individual objectives and come together as a team with one vision. Results Through Resources : To help employees manage their resources at work efficiently and effectively.

Compensation and benefit 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 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. The core compensation includes: Base salary Bonus/commission Long-term incentive plans In addition, Telenor offers a total package that may include insurance, recreational activities and other benefits adapted to the local market and individual employees need. Managers are rewarded according to the achievement of assigned goals. Apart from monetary rewards, such as variable pays/increments, other motivational tools such as recognition (Employee of the Year rewards) are used. Performance management Performance management has three parts: Defining the performance Measuring or appraising performance Feedback of the performance.
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Process of Performance Management At Telenor, the process of performance management starts by defining performance. Performance cannot be defined without a clear knowledge of the job that is to be performed by the employees. After defining performance is communicated to all the employees and it is made sure that they work on these measures as they are also appraised on the same measures. After performance has been defined, all the required behaviors for the managers are studied in detail and some indicators are developed which are necessary to judge whether the employee is performing good or bad. The indicators that are in favor of the required performance are called Positive Indicators and the indicators against it are called Contra Indicators. 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 specific time period. 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.

Feedback: Workers at Telenor are informed of their performance and given the opportunity to express their opinion over their own level of performance against each competence.

Performance Appraisal Evaluating performance based on the judgments and opinions of subordinates, peers, supervisors, other managers and even the employees themselves.

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S SH HR RM MP PR RO OJJE EC CT T

Designing the system

Performance measurement and feedback

Employee development Provide rewards for improvement If no improvement, make adjustments

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)

Appraisal category 1.expert 2.very Good

Definition of category Indicates exceptional performance Indicate performance that consistently meets the requirements of the position, very good indicates the individual is on track for advancements Indicated performance that requires improvement (i.e. meet requirements without initiative or advancement) Performance to be improved (hardly meets requirements)

3. Good

4. Basic

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Telenor Development Process (Web competence) 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. HIGH PERFORMANCE WORK SYSTEM SYSTEM OF HIGH PERFORMANCE HUMAN RESOURCE PRACTICES 1. Skill system Selection test for hiring Employee training Performance based incentive Merit based Promotions 2. Commitment-Oriented System Training Hiring of highly skilled employees Decentralized decision making 3. Organizational structure Learning environment Training Work teams projects Decentralized decision making 4. Motivation of employees Training of employees Performance based incentive Merit based Promotions Decentralized decision making STRATEGIC STAFFING POLICIES

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HR STRATEGY: RECRUITMENT/DEVELOPMENT ENTRY: RECRUIT AT ALL CAREER STAGES DEVELOPMENT: ON-THE-JOB,FORMAL,TECHNICAL AND MANAGMNET DEVELOPMENT TRAINING EXIT: AVERAGE TURNOVER

RECOMMENDATIONS Introduction of employees stock options would further enhance the motivation level because then the employees too would have a stake in the organization. In their workforce there should be a quota for the disabled people. This is currently being practiced in the parent company. This would enhance the image of the organization being socially responsible. They should retain their IT specialist and other technical employees. They should invest in their employee health as it can increase the productivity of employees. They must use different statistical techniques or method for forecasting supply and demand of human resources such as replacement charts, markov analysis, computer simulations etc instead of relying on subjective judgmental methods.

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