NATIONAL UNIVERSITY OF MODREN LANGUAGES

HUMAN RESOURCE MANAGEMENT

TELENOR PAKISTAN

Submitted By: Zeeshan Haider (IC-2145) Maham Malik (IC-2144) Asifa M. Sabir (IC-2140) BBA (Hons) 5th B Submitted To: Madam Ambreen Channa Dated: 21 Nov, 2011

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Acknowledgement

Thanks to almighty Allah for enabling us to fulfil all the requirements for the Completion of our project report. It would not be a justice in presenting this report without mentioning the people around us who have been inextricably related with the completion of this report. For assisting us in all respect and regard to complete this report our heartfelt thanks to our teacher Madam Ambreen, who enriched us knowledge with wealth led ideas to pursue and power of writing this report. It could not have been possible to accomplish this report without her thoughtful guidance and expertise. Finally for all possible errors, omissions and shortcomings in writing of this report only we are responsible for which we hope that all concerning regards of this report will forgive us.

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Table of Contents
Introduction 05

Recruitment & selection

Sources and methods of recruitment Selection Process followed by a company Tools of selection used. Training and Development: Importance of training in organization Type of Training adopted. (On the job, or off the job) Methods of training Example: training given in current period. Performance Management: Performance Management methodology adopted by the company When the go for performance evaluation as annually, bi annually?? Rewards: Pay structure followed. Type of intrinsic incentive provided. Type of extrinsic incentive provided. Recommendations:

07

13

16

20

22

You suggest to the company after completing your HR analysis with respect to above parameters. Conclusion Suggestions References

24 24 25

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INTRODUCTION:

Telenor Pakistan is a Pakistani GSM cellular service provider, and is a subsidiary of Telenor, 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. The company has crossed many milestones and grown in a number of directions, making Telenor Pakistan a leading telecom operator of the country. They are 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. It 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. Telenor acquired the license for providing GSM services in Pakistan in April 2004, and had launched its services commercially in Islamabad, Rawalpindi and Karachi on 15 March 2005, and on 23 March 2005, Telenor started its services in Lahore, Faisalabad and Hyderabad. Telenor has its corporate headquarters in Islamabad, with regional offices in Karachi and Lahore. On January 28, 2005, Telenor established its first call centre in Lahore. Telenor is the 2nd largest network of Pakistan after Mobilink. Telenor believes: What matters most is the right strategy, at the right time and precision in execution.

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MISSION & VISION:

Our vision crystallizes our customer focus as the cornerstone of everything we do. Our values describe what behaviors are necessary to realize that vision. Our corporate responsibility mindset ensures that our vision and values nurture social concern and help us create shared value.

We believe in four core values:

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RECRUITMENT & SELECTION:

What is recruitment? Process of finding and attracting capable applicants for employment What is Selection? Process of putting right men on right job and a procedure of matching organizational requirements with the skills and qualifications of people. Recruitment is responsible for personnel selection for all of Telenor Pakistan. Personnel selection is the methodical placement of individuals into jobs during which applications are evaluated against available vacancies and assessed as per applicants' skills and experience incompliance with TP selection process as specified in the recruitment policy. Main Process Include: 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 centres 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 Cooperation with recruitment agencies on sourcing suitable candidates. Coordination with selected universities for graduate placements, internships and alumni network (including job fairs and Telenor Pakistan presentation) Telenor Pakistan consists of energetic, youthful and dedicated employees aged 27 to 28on average. An appropriate match is required between the culture and employees at recruitment and hiring. If People Excellence Division feels that a person will not be able to adjust into the organizations environment, even if

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he/she is performing functionally well, the person is rejected. The dynamic group of people, sharing similar mind-sets, love being with each other and meet on other occasions if unable to meet during work-hours. They even stay back late, employees can be seen roaming around till 9 at night. SELECTION PROCEDURES: After a substantial amount of applications have been received, 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 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. 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.

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Hiring Process:

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Selection Process Followed By a Company: Telenor aims to make the whole selection process as clear as possible so that applicants know exactly what's happening and expected by you. Any person can make his resume by using Telenor online CV building tools. Telenor does not accept resumes except this online CV system. When an applicant builds his CV he is allotted a CV tracking number against his e-mail address and NIC number. An applicant can change his password at any time and can update / edit his CV. When an applicant applies for a specific post his CV is scanned through an automatic system, his qualification, skills, experience and any other criteria specified for the job are compared, and only those CVs are accepted which fulfil the criteria. Then the selected CVs are examined by concerned HR people and only the short listed candidates are contacted for interview.

The selection process generally takes 4-6 weeks, but for some positions because recruitment and number of applicants very considerably between jobs. After the time limit for applications closes, we assess each application and then approach selected applicants by telephone to set the date for the next round of selection, which may involve tests (job-related, psychological, etc.), an interview or an Assessment Centre. This usually happens within a week after the application deadline. The procedure usually has two or three rounds. After each round has been assessed, the best applicants are called by telephone an invited for the next interview. The last stage in the selection process is when we make an offer to the selected applicant or applicants, and then all applicants are notified in writing.

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TRAINING AND DEVELOPMENT:

Optimum Utilization of Human Resources Training and Development helps in optimizing the utilization of human resource that further helps the employee to achieve the organizational goals as well as their individual goals. Development of Human Resources Training and Development helps to provide an opportunity and broad structure for the development of human resources technical and behavioural skills in an organization. It also helps the employees in attaining personal growth. Development of skills of employees Training and Development helps in increasing the job knowledge and skills of employees at each level. It helps to expand the horizons of human intellect and an overall personality of the employees.

Importance of Training in Organization

Telenor is very sensitive about its employees and organization itself. It gives training to employees for Productivity helps in increasing the productivity of the employees that helps the organization further to achieve its long-term goal. Team spirit helps in inculcating the sense of team work, team spirit,
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and inter-team collaborations. It helps in inculcating the zeal to learn within the employees. Organization Culture helps to develop and improve the organizational health culture and effectiveness. It helps in creating the learning culture within the organization. Organization Climate helps building the positive perception and feeling about the organization. The employees get these feelings from leaders, subordinates, and peers. Quality helps in improving upon the quality of work and work-life. Healthy work environment helps in creating the healthy working environment. It helps to build good employee, relationship so that individual goals aligns with organizational goal. Health and Safety helps in improving the health and safety of the organization thus preventing obsolescence. Morale helps in improving the morale of the work force. Image helps in creating a better corporate image. Profitability leads to improved profitability and more positive attitudes towards profit orientation.

Types of Training : There are varieties of training types are available at Telenor which varies from need of the employees as well as the company. Broadly speaking there are two main sources of Training. In-house Training Outsource Training

In-house Training:
In house training the company offers the training in its different zones by means of seminars, conferences and workshops. In house training which are given on the job is; System related training Product related training Technical Training Front End Desk Training

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Operational wise training These are the most common types of training which company gives to its employees. Outsource Training: Telenor go for the outsourcing when the in house training is not available. The topic cover under outsource training are those which are more general in nature so company by evaluating cost and benefit go for outsourcing. While go for outsourcing, Telenor is using the services of Novatious Institute which holds a good name regarding the training. The common types of training are; Moral Building Attitude Building Executives Training Methods of Training: On-job Training Coaching On-job Training: Telenor provide the on-job training during the duty hours which is totally about the job instructions. Coaching: Telenor provide the coaching facility to its employees for their training like training in the call centre and in other official routers. Training Given In Current Period The training given in current period is of Sign Language. It held on 18th of November at Telenor head office in Caf. The purpose of this training is to familiarize normal people with the language of deft and those who cant speak. So that disables people can communicate with normal people and be a part of society.

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PERFORMANCE MANAGEMENT
Performance Management has three parts. Defining the performance Measuring or Appraising performance Feedback of the performance Performance Management System: The Performance Management of any company is to check whether the employee performance is aligned with performance goals. Telenor claims to be value leader 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. Further more the Employees who perform well are given opportunities to further develop themselves. Normally the weak points are pin pointed so that the employees can improve themselves. 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. At the managerial level, it is difficult to define performance of the employees keeping in view their quantitative aspects. Due to large variety of managerial jobs in Telenor, the performance of managers is analyzed on a qualitative measure. 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 rthe 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.

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Methodology Adopted By the Company :

Given below are the behaviours with their required performance for managers Telenor: 1. Managing work: Manages own work in the most efficient and effective way plans and prioritizes own Work breaking down the task. Uses available resources effectively (own time, systems, Finances, people, information) Prepares well and has everything at hand has organized approach to work. At a supervisory level: Delegates tasks effectively Coaches subordinate(s) to achieve tasks 2. Analyzing and understanding: Understands own role, responsibilities, and tasks and solves problems. Seeks clarification by probing, questioning and challenging Anticipates and thinks around problems / issues Recognizes own limitations and other resources - knows when help is needed. Considers and evaluates all options - is able to weigh things up Makes sound judgments and decisions. Is able to be discreet and maintain confidentiality. 3. Processing work: Processes and produces work to meet all the deadlines. Follows appropriate procedures in a methodical and systematic way. Seeks appropriate approvals and authority Maintains routine tasks and systems - filing, info systems etc Monitors and reviews own tasks, makes appropriate checks Is accurate and pays attention to detail. 4. Adaptability: Is flexible and responds positively to changes. Accepts changes enthusiastically Is willing to learn/change Is open to new / other ideas Is able to perform under pressure
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5. Initiative: Uses initiative and seeks improvement Is curious and inquisitive Generates ideas Develops and makes improvements Learns from experience Is able to work with minimum supervision / direction 6. Relationships: Has a good working relationship with others, both within and outside the organization. Builds informal working relationships Co-operates with others, is a team player Understands and is sensitive to the needs of other people Persuades and negotiates - is able to gain commitment Confronts problems and is assertive when necessary 7. Communication: Communicates confidently and clearly with others Is clear and concise in communication Effectively communicates own needs Liaises and consults with others Is able to communicate effectively in writing 8. Commitment: Displays commitment and self-motivation Completes and finishes tasks, not giving up Is conscientious and takes pride in their work Works to high standards Is reliable and consistent - not letting others down

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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. 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.

Objectives of Performance Appraisals: To measure the work performance To motivate and assist employees in improving their performance And achieving their 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 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. 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. The performance evaluation: Annually or Bi-annually?? Telenor held performance evaluation annually, which is conducted in December. The Telenor HR department has developed the performance evaluation sheet and has downloaded it on the internet of Telenor so that the supervisors perform the evaluation of the employees.
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REWARDS:
Telenor wants to reward the efforts of qualified employees through bonus schemes, wages, options and shares programmes as well as other forms of benefits. The incentive systems at Telenor are part of the effort to motivate employees to meet Telenor principal goal of optimising shareholder value. The system has both a short term and long-term perspective, through introducing annual bonuses as well as share and options programmes. In addition, the incentive systems also contribute by helping to retain and develop the strategic expertise in the Group and attract new expertise. The incentive systems for managers and key personnel at Telenor are based on an overall compensation principle, where wages, bonuses, options and other benefits are comprehensively evaluated. Pay Structured Followed: The company will pay salaries of the employees as follows. 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. After opening account with the bank employee should forward his account number to HR. Upon termination of services the employee will receive his salary within 15 days up to the time of date of his last working days. Upon resignation the employee will be paid his dues during the maximum period of 15 days from the date he left his 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 objectives. In Telenor the reward system is based on the
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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

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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. 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 Communication: 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 Supervisors must establish an environment that promotes an Open Door atmosphere The sharing of ideas Employee involvement in decision making processes. Setting Goals: 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
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effectively is an important part of Performance management. To do this well, supervisors need to be able to clarify Expectations 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. Measuring employee accomplishments, using both qualitative and quantitative measures, provides the information that supervisors and employees need in order to monitor performance. Giving Feed Back: Feedback should inform, enlighten, and suggest improvements to employees regarding their performance. Supervisors should describe specific work related behaviour or results they observe as close to the event as possible. Coaching & Developing: Using their coaching skills, supervisors evaluate and address the developmental needs of their employees and help them select diverse experiences to gain necessary skills. Supervisors and employees create development plans that might include training, new assignment, job enrichment, self study or work details. Recognizing: Effectively recognizing employees is another performance management competency. Being able to genuinely acknowledge a job well done is critical for strengthening employees commitment to do their best. Supervisors should be skilled at using formal awards programs as well as using informal recognition techniques, including personal thank yours and voicing verbal appreciation.

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Conclusion:
The results of our research suggest that Telenor Human Resource Department is working towards aligning its functions with the ideal ones as propagated by the Human Resource professionals around the world. Its current practices are not flawless. There is naturally a room for further improvement. The recruitment process can be made more compliant with the Equal Employment Opportunity Laws by making a few improvements. Amendments are required in the application form, type of interviewing and selection of outside sources of candidates. The focus is too much on reference based hiring. The draw backs of this mode of hiring outweigh its advantages but Telenor strongly advocates it. Telenor has fairly good training methods. It has the capacity to introduce newer modes of training. At Telenor the fault does not lie with the training processes but with the selection of the most appropriate training method for a particular job. Training serves no purpose if it does not nurture the required deskills for a job. Training evaluation also needs to be more strict and quantified. The current processes do not assess the impact of the training adequately Compensations policies currently focus on competency based pay. The problem lies in the fact that skills for every job cannot be clearly defined. Even when they are identified, they are not always measurable.

References:
Slideshare.com.(2011, October). Telenor HR report. Retrieved October 28, 2011, from www.slideshare.com/telenor_HR_2010 wikipedia.org. (2011, November). Telenor Pakistan. Retrieved November 04, 2011, from http://en.wikipedia.org/wiki/Telenor_Pakistan Telenor. (2011). Telenor Corp. Retrieved November 04, 2011, from http://www.telenor.com.pk/ Telenor. (2011). Telenor Corp. Retrieved November 04, 2011, from http://www.telenor.com.pk/careers/whyTelenor.php Khan, I. (2010).HR-REPORT-cultural-compatible-practices-in-TELENOR Retrieved December 3, 2011, from http://www.scribd.com/doc/24651033 / HR-REPORT-cultural-compatible-practices-in-TELENOR

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Appendix:
Vacancy Area Of Interest Career Level Assistant Manager Location Islamabad Deadline 17-Nov-2011

Assistant Manager Corporate Procurement & Logistics Insurance BPO Data (Contractual) Entry Officer Customer Relations

Officer

Lahore

15-Nov-2011

Business Solutions Executive

Sales & Distribution

Executive Assistant Manager Assistant Manager

Karachi Islamabad Peshawar

13-Nov-2011 13-Nov-2011 13-Nov-2011

Assistant Manager Opex Control Business Planning & Analysis Assistant Marketing Manager Trade Sales & Distribution

BSS SLM Executive

Network Operations

Executive Officer

Islamabad Islamabad

13-Nov-2011 13-Nov-2011

Direct Sales Officer (DSO) - Sales & Distribution Contractual DWDM Network O&M Specialist Network Operations IP Networks O&M Executive NOC CSS Officer - Contractual Power planning Specialist Territory Sales Supervisor Agencies (KPK) Territory Bannu Sales Supervisor Network Operations Network Operations Network Operations - Sales & Distribution

Executive Executive Officer Executive Executive

Islamabad Islamabad Islamabad Islamabad Agencies (KPK) Bannu

13-Nov-2011 13-Nov-2011 13-Nov-2011 13-Nov-2011 13-Nov-2011

- Sales & Distribution

Executive

13-Nov-2011

Territory Sales Supervisor Timergara (KPK) TXN O&M Officer

- Sales & Distribution

Executive

Timergara(K 13-Nov-2011 PK) Islamabad 13-Nov-2011

Network Operations

Officer

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