HRM Practices of GP

8/2/2019 HRM Practices of GP

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A Report On

HRM Practices of Grameenphone Limited
http://www.grameenphone.com/index.php?id=56http://www.grameenphone.com/index.php?id=78http://www.grameenphone.com/index.php?id=64


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Human Resource Management

Prepared For:

Ethica Tanjeen

Faculty, School of Business(UITS)

Prepared By:

Sujan Bhowmik ID: 10310495

Mahbub Hasan Bhuiyan ID: 10310551

Anendya Chakma ID: 10310553

Saleh Abedin Chowdhury ID: 10310251

University of Information Technology & Sciences

(UITS)

4th

January, 2012


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LETTER OF TRANSMITTAL

4th January 2012

Ethica Tanjeen

Lecturer, School of Business(UITS)

Submission of a Report on HR Practices of GrameenPhone Limited

Dear Madam,

This is our pleasure to accomplish the Project Work (HRM 526) and submit the report on HR

Practices of Grameenphone limited. Here is the report on HR Practices of Grameenphone

limited. We prepared the report on the basis of the Study on Human Resource planning and

personnel policies of Grameenphone limited, a leading telecommunication company in

Bangladesh.

This report is prepared on the basis of both primary and secondary data. Primary data was

collected by questioning the concerned people of the company during the period of the working

hour; while secondary data was collected from various printed documents like annual report etc.

of the company. Although; the main purpose of the report is to provide an insight to Human

Resource planning and personnel policies of Grameenphone limited, a leading

telecommunication company in Bangladesh.

We would like to express our gratitude to you for your tiresome effort for us which provided the

opportunity to complete this project.

Thank you for your kind consideration.

Yours Sincerely,

Sujan Bhowmik Mahbub Hasan BhuiyanID: 10310495 ID: 10310551

_________________ ________________

Anendya Chakma Saleh Abedin ChowdhuryID: 10310553 ID: 10310251


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Acknowledgement

We thank our honorable course teacher, Ethica Tanjeen, Lecturer, school of Business, for

allowing me to work under his supervision and for his wise and priceless suggestion, constant

guidance, advice and very feasible help throughout the project work which smooth the

completion of this project.

.

To entire staff without whose interest and co-operation we could not have produced this study.

We wish to thank them for supporting this initiative and affording us their time and sharing their

experiences.

A special thank to the Grameenphones employee, for these guidance, insight and encouragement

in the writing and compilation of this report. His invaluable support and patience throughout this

journey has been unreal and is appreciated from the bottom of our heart.

Then we would like to express heartfelt gratitude to Mr. Md. Sarif Uddin Khan the Daputy

Manager of HR for spending his valuable time with us and his wise and gentle behavior helped us

a lot. We thank class teacher once again for giving me unlimited help in this manner.

At last once again we like to praise those persons whoever comprehends this proposal, with the

name of Almighty.


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Executive Summary

Human Resource (HR) management is not a new concept in Bangladesh. From the very

beginning of a company of large investments, HR has turned out to be one of the vital ingredients

of a companys existence and make a mark in the market. With the passage of time HR practices

has revolutionised with the modern world and incorporated it with new technologies and modern

sciences. Nowadays even the small and medium companies venture to have a different HR

department in order to utilize their human resources most effectively and efficiently in order to

maximize their productivity.

This paper tries to look into the human resource practices of Grameenphone Ltd., a large sized

company of five thousand employees. Grameenphone Ltd. is a telecommunication company with

the primary focus on sales and customer development. Grameenphone Ltd. is working in whole

country, a modern and futuristic residential living in 21st century,

It is the leading telecommunications service provider in the country with more than 16 million

subscribers as of December 2007.

Grameenphone has been recognized for building a quality network with the widest coverage

across the country while offering innovative products and services and committed after-sales

service.

Grameenphone has always been a pioneer in introducing new products and services in the local

market. GP was the first company to introduce GSM technology in Bangladesh when it launched

its services in March 1997.The technological know-how and managerial expertise of Telenor has

been instrumental in setting up such an international standard mobile phone operation in

Bangladesh. Being one of the pioneers in developing the GSM service in Europe, Telenor has

also helped to transfer this knowledge to the local employees over the years

It also looks into the possible shortcomings in the way human resource policies are conducted at

Grameenphone Ltd and appropriate recommendations are provided for improvement.


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CONTENTS

CHAPTER 1

Introduction

1.1. Research Problem & Rational for Study

1.2. Scope of study

1.3. Objective of the study

1.4. Sources of data

1.5. Methodology used for data collection

1.6. Limitations of the study

1.7. Literature Part

CHAPTER 2

Organizational Profile

2.1.Company information

2.2. Historical Background

2.3. Mission

2.4. Vision

2.5. Objective

2.6. Organizational Chart

2.7. Major products & services

CHAPTER 3


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HRM Aspects of the Organization

3.1 Human Resources of the organization

3.2. HRM Practices of the organization

3.2.1. Job Analysis

3.2.2. Human Resource Planning

3.2.3. Recruitment & Selection

3.2.4. Training & Development

3.2.5. Compensation

3.2.6. Performance appraisal

3.2.7. Employee Relation

3.2.8. Employee Safety & health

3.2.9. Employee Motivation

CHAPTER 4

Recruitment & Selection

4..1 The job

4..2 Recruitment & Selection process of the job

4.2.1. Finding Vacant Positions

4.2.2. Attracting the Field

4.2.3. Short Listing

4.2.4. Selection Test

4.2.5. Employment Interview

4.2.6 Selection Decision

4.2.7 Job Offer


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4.2.8 Evaluation & Employment Contract

CHAPTER 5

Findings and Analysis

5.1. Findings and Analysis

CHAPTER 6

Conclusion, Recommendation and Bibliography

6.1 Recommendations

6.2 Conclusion

6.3 Bibliography

Chapter 1

1.1 Research Problem & Rational for Study:

Over the years the human resource division and its operations were considered as staff operations.

But with the emergence of service industry the importance of knowledge workers increased.

These knowledge workers are considered as assets to organizations. So acquisition, development

and maintenance of knowledge workers in organizations became critical and to so forth that

human resource divisions importance increased. Even, these days some organization is

considering their HR division as line division. This reports objective is to study the HR practices

of the Grameenphone Ltd.


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Kaniz Mariam Akter, Lecturer, Leading University, our faculty has assigned us to develop a

report on human resource practices at Grameenphone Ltd. as a partial fulfillment of our course.

Human resource management always deals with the proper utilization of human resources of the

organization. We have studied many theoretical aspects in our classes. To get more knowledge

about actual conditions we need to study in practical situation, which is conducted through

project works. We tried to find out the sectors, where human resources are largely involved. In

Sylhet, there are quite a number of regional offices of renowned telecommunication companies,

among them one is the place for our work. That is why we have selected Grameenphone Ltd. for

our study. We are covering the HR policies and practices of Grameenphone Ltd. We gave the

priority to Grameenphone Ltd. as we have direct working involvement with this company. We

have also considered the significance of Grameenphone Ltd. in the perspective of historical value,

market position, diversity of the workforce and some other issues.

1.3 Scope of the Study:

The study will be conducted on The Practice and Administration of Human Resource

Management in Grameenphone Ltd.to construct a critical analysis on Recruitment and Selection.

It also includes the Training, Compensation and Awards for employment perspective from a

holistic point of view. This Project report covers:

1. Literature Review A brief review on the theories and principles of Grameenphone Ltd.

operating in Bangladesh.

2. Description of Grameenphone Ltd. as a company A description of the establishment of

Grameenphone Ltd. its mission, vision, goals, objectives, approaches, activities, area

coverage, administrative structure, legal entity and other information.

3. Various Employment Sectors and Services of Grameenphone Ltd. The different types

of products and services offered by Grameenphone Ltd.

4. Human Resource planning of the organization Overall description of HR planning

system of the company Grameenphone Ltd.


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5. Process of Recruitment and Selection in the organization By identifying a specific job

the total recruitment and selection process has been discussed with various issues.

6. Training and Development process of the organization a brief discussion of the HR

training and development process and practices of the organization.

7. Performance Appraisals and promotions of the organization A brief description of the

organizations current practice in the sectors of performance appraisals and promotions.

8. A Summery of the Findings and Evaluation A brief description of the findings and

evaluation of my study from a holistic point of view.

This is merely a descriptive report. Most of the datas and informations are collected through

informal interviews with the respective executives.

1.4 Objective of the Study:

The main purpose of the study is to compare the theoretical knowledge with practical scenario

and at the same time get an in-depth knowledge about Human Resource planning and personnel

policies. In order to serve this purpose the following objectives have been satisfied:

To learn about the important environmental influences effecting Grameenphone Ltd.

To learn about the HR practices of Grameenphone Ltd.

To learn about the Organizational Culture of Grameenphone Ltd.

To develop and recommend some implemental suggestive measures.

After successful completion of the course works, this report is prepared and presented by the

group members to the Project Supervisor for the evaluation of their practical perspective. The

Project Report is prepared on a real life study with the text perspective in a practical way.

1.5 Sources of Data:


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All the required information were gathered at the source through informal interviews, careful

observation, consultation of books, Grameenphone Ltds internal circulars, Grameenphone Ltds

HR manual and office records. For this purpose the General Manager and some Executives

(Admin) has been interviewed.

The major sources of information for study are as follows:

1. Secondary Data:

a) Reports and Documents of the Grameenphone Ltd. i.e. Annual Reports,

Brochures etc.

b) Internet.

c) Business and Trade Journals.

d) Newspapers and Magazines.

e) Others.

2. Primary Data:

a) Interview with the Grameenphone Ltds Employees and Personnel.

b) Observation.

1.6 Methodology used for the Data Collection:

1. Literature review A wide range of literature will reviewed to gather necessary information

about the subject matters of this study. These literatures include the texts, profile, annual

reports, documentation, different Manuals etc.

2. Observation A thorough and insightful observation will be conducted on the various

Administrative, Interventional and Marketing philosophies, approaches and practices to

collect benchmark information.

3. Interview Study and information gathering through interviewing employees and personnel

involved in the ACIs interventions, administration and other activities.

4. Field visits Visit to the field level activities to generated vital information and enhanced the

study.


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5. Discussion Discussion with the staffs and other related persons to generated benchmark

information for the study as a comprising tool and also important instructions from the

project supervisor.

1.7 Limitations of the Study:

The major limitation of this report is that no previous study is done before on Grameenphone

Ltd.s overall HR practices. So no secondary study material was available. The study is heavily

relied on observational and informational method which has its own disadvantages and not a very

effective method. There is a particular department for HRM but they dont share all things for

their law. Although the MD and the administrative officers & HR officers give some

information about HR practices. Employees were reluctant to give information, as they are afraid

that their corporations information might get licked outside. Some other limitations of the study

are mentioned below -

1. Competitors information could not be gathered due to their privacy policy. Thats why;

competitive analysis could not be made.

2. The volume and magnitude of information collection is another limitation of this project.

The amount of information needed to conduct such type of assessment is vast, but that

could not be gathered. Thats why; the project might lack sufficient clarity and

credibility. Rather, it recommends further and larger study on the matter.

3. The study area will be the non-government organization so the collection of information

is quite hard.

4. The organization is rigid to reveal the data associated with the employment policy and

labor relations.

Literature Part

Management & Five Function

Managementin all business and organizational activities is the act of getting people

together to accomplish desired goals and objectives using available resources efficientlyand effectively. Management comprisesplanning, organizing, staffing,leading or directing,

and controlling an organization (a group of one or more people or entities) or effort for the
http://en.wikipedia.org/wiki/Objective_(goal)http://en.wikipedia.org/wiki/Planninghttp://en.wikipedia.org/wiki/Organizinghttp://en.wikipedia.org/wiki/Human_resourceshttp://en.wikipedia.org/wiki/Leadershiphttp://en.wikipedia.org/wiki/Control_(management)http://en.wikipedia.org/wiki/Organizationhttp://en.wikipedia.org/wiki/Objective_(goal)http://en.wikipedia.org/wiki/Planninghttp://en.wikipedia.org/wiki/Organizinghttp://en.wikipedia.org/wiki/Human_resourceshttp://en.wikipedia.org/wiki/Leadershiphttp://en.wikipedia.org/wiki/Control_(management)http://en.wikipedia.org/wiki/Organization


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purpose of accomplishing a goal. Resourcing encompasses the deployment and

manipulation ofhuman resources, financial resources, technological resources and natural

resources. Human Resource

Human resource (HR) is a term used to describe the individuals who make up the

workforce of an organization. It may be define as the people who staff and operate in anorganization. It is regarded as the most productive resources that create largest advantages

for an organization.

Human Resource Management

Human Resource Management (HRM) is the management of an organization's

employees. It the organizational function that deals with the issue related to people. HRMis a process of managing people in an organization in a structure manner. It is also known

as personnel management or manpower management

Human Resource Development

Human Resource Development (HRD) is the framework for helping employee to develop

their personal and organizational skills, knowledge, abilities. HRD includes such activitieslike employee training and carrier.Human Resource Managers Job

Conducting job analysis

Planning human resource needs

Requiting candidates

Selecting candidates

Placing and orienting

Training the new employee

Managing waste and sales rich

Providing incentives and benefits

Appraising performance

Building employee commitment

Mistake In Absence of HR Department

Hire wrong person in the wrong job

Experience high turn over

Have some people who are not doing their base

Waste of timing will useless interview

Occurring any unfair labor practice

Principles Of HRM Treat people with respect

Treat people of equal justice

Provide people the opportunities of growth and development

Supply people all relevant information

Reward should be earned not given

Philosophy Of HRM
http://en.wikipedia.org/wiki/Resourcinghttp://en.wikipedia.org/wiki/Human_resourceshttp://en.wikipedia.org/wiki/Financialhttp://en.wikipedia.org/wiki/Technologicalhttp://en.wikipedia.org/wiki/Natural_resourceshttp://en.wikipedia.org/wiki/Natural_resourceshttp://en.wikipedia.org/wiki/Managementhttp://en.wikipedia.org/wiki/Resourcinghttp://en.wikipedia.org/wiki/Human_resourceshttp://en.wikipedia.org/wiki/Financialhttp://en.wikipedia.org/wiki/Technologicalhttp://en.wikipedia.org/wiki/Natural_resourceshttp://en.wikipedia.org/wiki/Natural_resourceshttp://en.wikipedia.org/wiki/Management


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Labors viewed as technical factor of production their treated as commodity of

production. They can be brought and sold. This is consistent with theory X.

Labors is viewed as human factor with a lot of potentiality so they must be treated

with respect. This is consistent with theory Y.

Examples Of HR Job Duties

Job Analysis: Collect and examine information about the job to prepared jobdescription and job specification.

Recruiters: Search for qualify job applicants.

Equal EmploymentT Opportunity Co-ordinaters: They investigate andgrievance.

Compensation Managers : Develop compensation plan and handed employee

benefit program.

Training specialist: They plan organize direct training activities.

Human Resource Planning

Human Resource Planning is concerned with the follow of people into through and out of

an organization. HRP involves determining the need for labor and supply of labor and than

planning the program necessary to ensure that the organization have the right mix ofemployee and skill when and where they are needed.

It is the process of determining what position the firm will have to fill and how to fill them.

Who Is Responsible For HRP

HumanResource Planning is usually initiated and managed by the HR department.

However information is needed from all part of the organization, line manager must beinvolved in the HR planning process. Top management and HR export also involves in HR

planning.

Succession The Planning

Succession planning is a process through which senior level position are part for and

family filled succession planning increases the availability of experience and capableemployee.

State involve in succession planning

understanding development the needs

Identify possible succession

Develop and their succession

Ready for movement

HR Planning Model

1.Collect information:


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A. From external environment

General and specific industry

Govt. regulation

B. From inside organization

Strategy

Current human resources

Rates of turnover

2. Forecast demand for human resources

3. Forecast supply of human resources

4. Plan and conduct needed programs

5. Feedback on planning process

Human Resource Information System (HRIS)

HR information system is a database system that keeps important information about the

employees in accessible location. When such information is needed or recurred then the

data can be collected and used to help human resources planning decision.

There are some data under the HRIS

Personal data: Age, name, gender, contract number, meritorious status.

Education skill: Degrees earn, certificate, institution, language spoken,

ability or knowledge to operate specific machine equipment and

software.

Job his-try : Job title, location of company, timing position, promotion

receipt, training and development.

Membership and achievement: Professional associationreorganization and note able achievement.

Preference and interest: Carrier goal types of position sought

geographical preference.

Capacity for growth: Potential of advancement.

Recruitment

Recruitment forms the first stage of acquisition function. This is the process of locatingpotential candidates for selection. Recruitment is the process of finding and attracting

capable for employment. It is the process of discovering of potential candidates for actual

or anticipated organizational vacancies.

Selection

Selection is the process of putting right men on the right place after recruitment selectionis done. It is procedure of matching organizational requirements with the skills and


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qualification of potential employee effective selection can be done only when there is

effective matching.

Importance Of Selection Process

Selection the right employee is important for the following reasons..

Success of an organization always depends on the performance of employee.Employee right skills will do a better job for the organization. Employee without

right skills cant perform effectively and for that reason the firm will suffer.

It is important because it is costly to recruit and hire employee.

It is also important because of the legal implication of incompetent hiring.

Careful selection results in more productive workforces.

Negligent Hiring

Negligent hiring means hiring workers with questionable background without properinspection / examination.

Overcoming Negligent Hiring

Carefully examining all information supplied by applicants on his/ her

empowerment application.

Carefully taking the references

Rejecting applicants who made false statement

Saving all records and information

Difference Between Recruitment & Selection

Subject matter Recruitment Selection

Definition Selection is the process ofputting right men on right

place.

0bjectives It encourages large of

candidates for a job.It attempts as selecting

suitable candidates.

Process Recruitment is a simple

process.

It is a complicated process.

Handles Candidates have not to

Crosse over many handles.Many handles have to be

Crosse.

Sequence It is done before selection. Its follows recruitment.

Approach It is positive. It is negative.


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Economy It is a economical method. It is a expensive method.

Time consuming Less time is recruitment. More time is selection.

Compensation means what the employee receive in exchange for their work. It is themonetary plus non-monetary return paid to employees for the work done by them.

Chapter 2

2.1 Company Introduction:

Grameenphone Ltd. has stepped into its 11th year of operation, having completed its tenth year

on March 26, 2007.

It is the leading telecommunications service provider in the country with more than 16 million

subscribers as of December 2007.

Grameenphone has been recognized for building a quality network with the widest coverage

across the country while offering innovative products and services and committed after-sales

service.

Grameenphone has always been a pioneer in introducing new products and services in the local

market. GP was the first company to introduce GSM technology in Bangladesh when it launched

its services in March 1997.The technological know-how and managerial expertise of Telenor has

been instrumental in setting up such an international standard mobile phone operation in


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Bangladesh. Being one of the pioneers in developing the GSM service in Europe, Telenor has

also helped to transfer this knowledge to the local employees over the years.

2.2 Historical Background:

November 28, 1996

Grameenphone was offered a cellular license in Bangladesh by the Ministry of Posts and

Telecommunications

March 26, 1997

Grameenphone launched its service on the Independence Day of Bangladesh

November 5, 2006

After almost 10 years of operation, Grameenphone has over 10 million subscribers

September 20, 2007

Grameenphone announces 15 million subscribers.

Grameenphone is now the leading telecommunications service provider in the country with more

than 20 million subscribers as of June 2008.

Presently, there are about 30 million telephone users in the country, of which, a little over one

million are fixed-phone users and the rest mobile phone subscribers.

Starting its operations on March 26, 1997, the Independence Day of Bangladesh, Grameenphone

has come a long way. It is a joint venture enterprise between Telenor (62%), the largest

telecommunications service provider in Norway with mobile phone operations in 12 other

countries, and Grameen Telecom Corporation (38%), a non-profit sister concern of the

internationally acclaimed micro-credit pioneer Grameen Bank.

Over the years, the company has so far invested more than BDT 10,700 crore (USD 1.6 billion) to

build the network infrastructure since its inception in 1997. It has invested over BDT 3,100 crore

(USD 450 million) during the first three quarters of 2007 while BDT 2,100 crore (USD 310

million) was invested in 2006 alone. Grameenphone is also one the largest taxpayers in the


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country, having contributed nearly BDT 7000 crore in direct and indirect taxes to the Government

Exchequer over the years. Of this amount, over BDT 2000 crore was paid in 2006 alone.

Since its inception in March 1997, Grameenphone has built the largest cellular network in the

country with over 10,000 base stations in more than 5700 locations. Presently, nearly 98 percent

of the country's population is within the coverage area of the Grameenphone network.

Grameenphone was also the first operator to introduce the pre-paid service in September 1999. It

established the first 24-hour Call Center, introduced value-added services such as VMS, SMS, fax

and data transmission services, international roaming service, WAP, SMS-based push-pull

services, EDGE, personal ring back tone and many other products and services.

The entire Grameenphone network is also EDGE/GPRS enabled, allowing access to high-speed

Internet and data services from anywhere within the coverage area. There are currently nearly 3

million EDGE/GPRS users in the Grameenphone network.

Grameenphone nearly doubled its subscriber base during the initial years while the growth was

much faster during the later years. It ended the inaugural year with 18,000 customers, 30,000 by

the end of 1998, 60,000 in 1999, 193,000 in 2000, 471,000 in 2001, 775,000 in 2002, 1.16 million

in 2003, 2.4 million in 2004, 5.5 million in 2005, 11.3 million in 2006, and it ended 2007 with

16.5 million customers.

From the very beginning, Grameenphone placed emphasis on providing good after-sales services.

In recent years, the focus has been to provide after-sales within a short distance from where the

customers live. There are now more than 600 GP Service Desks across the country covering

nearly all upazilas of 61 districts. In addition, there are 81 Grameenphone Centers in all the

divisional cities and they remain open from 8am-8pm every day including all holidays.

GP has generated direct and indirect employment for a large number of people over the years.

The company presently has more than 5,000 full, part-time and contractual employees. Another

100,000 people are directly dependent on Grameenphone for their livelihood, working for theGrameenphone dealers, retailers, scratch card outlets, suppliers, vendors, contractors and others.

In addition, the Village Phone Program, also started in 1997, provides a good income-earning

opportunity to more than 280,000 mostly women Village Phone operators living in rural areas.

The Village Phone Program is a unique initiative to provide universal access to


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telecommunications service in remote, rural areas. Administered by Grameen Telecom

Corporation, it enables rural people who normally cannot afford to own a telephone to avail the

service while providing the VP operators an opportunity to earn a living.

The Village Phone initiative was given the "GSM in the Community" award at the global GSM

Congress held in Cannes, France in February 2000. Grameenphone was also adjudged the Best

Joint Venture Enterprise of the Year at the Bangladesh Business Awards in 2002. Grameenphone

was presented with the GSM Association's Global Mobile Award for Best use of Mobile for

Social and Economic Development' at the 3GSM World Congress held in Singapore, in October

2006, for its Community Information Center (CIC) project, and for its HealthLine Service project

at the 3GSM World Congress held in Barcelona, Spain, in February 2007.

Grameenphone considers its employees to be one of its most important assets. GP has an

extensive employee benefit scheme in place including Gratuity, Provident Fund, Group

Insurance, Family Health Insurance, Transportation Facility, Day Care Centre, Children's

Education Support, and Higher Education Support for employees, in-house medical support and

other initiatives.

2.3 Mission Statement:

We will lead the industry and exceed customer expectations by providing the best wireless

services, making life and business easier.

Were here to help

2.4 Vision:

Make It Easy

We're practical. We don't over complicate things. Everything we produce should be easy to

understand and use. No waste. No jargon. Because we never forget we're trying to make

customers' lives easier.

Keep Promises


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Everything we set out to do should work, or if you don't get it, we're here to help. We're about

delivery, not over promising - actions not words.

Be Inspiring

We are creative. We strive to bring energy into the things we do. Everything we produce should

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

Be Respectful

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

2.5 Goals & Objectives:


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Goals &Objective2008-2010

Market leader with 60% revenue market share

Preferred communication service provider

Most efficient mobile operator in South Asia

Recognized as the best service organization in Bangladesh

The preferred business partner

The preferred business partnerRecognized as the most important development partner in BDBangladeshBangladesh

Recognized as the most important development partner inBangladeshRecognized as the most socially responsible company

Recognized as the most socially responsible companyMost preferred employer

Most preferred employer

Recognized for having a great performance culture

The most attractive share at the stock exchange

EBITDA at 50%


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2.6 Organizational Chart:

Chart- Organizational Chart

Corporate Affairs

Company Secretary

Financial Services

CHQ

Climate Strategy

Company

Compliance Officer

Senior Assistant to

CEO

Internal Audit

Public Relation

Human Resource

CEO

Finance Customer

ServiceTechnology Marketing Sales


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2.7 Major Products and Services:

GP Products..

Services of GrameenPhone

Value Added Services

You can use your mobile phone for many other purposes than making voice calls. With

Grameenphones VAS, you can use your mobile phone to:

Send and receive text messages, picture messages, voice messages

Download ring tones, logos, wallpapers

Obtain news updates, cricket score updates

Browse the Internet and also send and receive e-mails

Transfer data and send fax

GP Products..

xplore- Post paid with PSTNconnectivity

SMILE M2M- Prepaid with mobile to mobile connectivity

SMILE PSTNPrepaid with PSTN connectivity

Village PhonePrepaid with PSTN connectivity,

targeted for village user in a partnershipwith Grameen Telecom

Djuice

- Prepaid with mobile to mobile connectivitytargeted for youth with life style benefits

GP Public PhonePre-Paid with PSTN connectivitytargeted for PCO segment

Business SolutionsPrepaidPrepaid with PSTN connectivitytargeted for Business Segment

Business Solutions PostpaidPostpaid with PSTN connectivity

targeted for Business Segment


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Participate in competitions and vote for your opinions

You will be able to use all these services whenever you need them, wherever you are. All you

need is to have a GP mobile phone to get these services.

Messaging Services

Information Alerts

Data Transfer

Fax

Entertainment Services

Browsing the Internet

Send and receive e-mails

Download Contents

Customize your handset

Vote your opinion

Payment Method

Complaint Management

Social Services

Grameenphone Board Approves Initial Public Offer

CSR News Archive

Special Olympics Bangladesh

Eye Camp

Wireless Intranet Service

Eye-camp at Bagerhat

Safe Motherhood and Infant Care

Ahsania Mission Cancer Hospital

Discount at Health and Hope

Fiber link through Jamuna Bridge
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Free Eye-camp

Chapter 3

3.1 Human Resources of the Organization:

Grade Position Level Number1 Chairman Top 1

2 Vice Chairman Top 2

3 Managing Director Top 1

4 Executive Director Top 1

4 Director-S & M Top 1

4 Director-Business

Promotion

Top 1

4 Director-Liaison Top 1

4 Director-Purchase &

Procurement

Top 1

4 Director-Finance Top 1

5 General Manager Mid 16 Manager Mid 15

6 Assistant

Manager/Supervisor

Mid 12

7 Sr. Executive Entry 18

8 Executive Entry 12

9 Jr. Executive Entry 15

10 Officer Entry 20

11 Peon/Guard Staff 10

Total 113

3.2 HRM Practices of GrameenPhone Ltd:

3.2.1. Job Analysis:

Every management job is to have a stated purpose and a list of major responsibilities. These

should be clearly described and agreed between the incumbent and the superior.

The job is to be graded according to its nature and the level of responsibility it carries. Whenever

any significant change in the nature of responsibility takes places, the Job Description and
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specification should be amended accordingly. In December every year the Job Description and

job specification of all management position in the Company is to be reviewed and updated at the

time when Action Plan meeting is held. In case the job content of any position is found to have

changed significantly, a job analysis exercise is to be undertaken with the help of HR

Department, Head Office.

It is important that the incumbent is given full opportunity to participate freely in the preparation

and periodic revision of the Job Description. His/Her perception and understanding of what is

expected of him/her as the incumbent is most crucial for his/her success in the job.

The Job Analysis and Job design is prepared before the recruitment is done. The contract signed

before joining states the job description of the post the employee is joining. By setting the job

description clarifies the tasks he needs to carry on and benefits both the company and the

employee himself.

3.2.2. Human Resource Planning:

Grameenphone Ltd provides ample opportunities growth. Promotion is based both on seniority

and performance. The performance of each employee is reviewed every 6 months and the

employees worth in the company depends on that. The employees designation in the first two

years is completely time dependant. However, the employees at the same level can be paid more

or less depending on his performance. After the initial two years, the growth of the employee in

the company is mostly dependant on his performance. Grameenphone Ltd believes in

performance rather than age. People with potential should be at the top rather than being stuck at

the bottom because of the lack of seniority. Grameenphone Ltd thinks it is both fair and good for

the company as a whole.

Grameenphone Ltd arranges various training programs in job related subjects for the development

of its employees. This is usually arranged when the employee is not involved in any active

project. This helps to utilise the free time and also comes in the best interest of the company and

the employee. Grameenphone Ltd also encourages its employees to appear in various professional

certification exams, which the company also pays for.

The talent sourcing activities begin with effective human resource planning. This planning is

aligned with the business need forecast, overall organizational growth matrix, structure and

direction and is done in yearly basis.

R& EB (The Resourcing & employee branding) department coordinates and evaluates people

planning process that eventually approved by board considering the factors:-


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Potential/ expected workload and expertise requirements.

Optimum and effective utilization of the HRM for the entire company, both current and

future requirements.

Possibilities for grater efficiency through reorganization and automation (use of tools &

facilities) and making necessary adjustment.

Employee turnover/employee mobility.

New business initiatives and project s that require new competence and additional

resources.

Government legislation

Human resources planning, budgeting and necessary approvals should be taken in the beginning

of the year to ensure timely co-ordination and implementation.

3.2.3. Recruitment & Selection:

Recruitment:

The recruitment practice is done mainly on two standard procedure of recruitment. They usually

carry out in-house recruitment and/or post online job ad posting. They usually recruit fresh

graduates and allow them to grow in the company. Applications received are carefully filtered

and usually call a handful of candidates for the post.

The Selection Process :

The selection process has two steps firstly there is a written test. Candidates are tested basically

on job related skills and their analytical ability along with some open ended questions relating to

their psychological behaviour. Selected candidates are called up for an interview within a week.

The candidates must appear in front of an interview panel usually consisting of four members:

from the HR department as overseen by the MD, Chairman, General Manager and Admin

Managers. The candidates are tested for their basic knowledge about the subject matter, their

interpersonal and communication skills, and their abilities to work in a team environment.

Candidates after final selection are offered jobs along with the contract, which they need to sign

before joining the job.


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3.2.4. Training & Development:

Training/Probationary Period:

Usually the first three months act as the probationary period for the fresh recruit. This also acts as

the training period for the employee. In these 3 months, the employee is usually not allowed to

work in any real life projects and based on the level of expertise they are induced to the real life

projects. In these 3 months, the employee is tested indirectly and monitored and his/her calibre

judged and hence the management takes the decision of where to place him.

3.2.5.Compensation:

A job is classified according to the skills and experience required for satisfactory performance in

the job, the degree of problem-solving involved and the magnitude of the impact of a decision to

be taken as an incumbent in the job.

The classification is then linked to a salary grade through which a compensation package is made

available to the incumbent of a job.

Each job makes a contribution to the successful conduct of an activity, which in turn accrues

certain benefit to the company. The compensation package, which is an expense incurred by the

company, is linked to the benefit derived by the company from the job.

Each grade has a minimum level of compensation and a maximum. The minimum is related to the

market value of the job and is verified through the availability of suitable candidates who are

prepared to join at that level of compensation. The maximum of the grade is the maximum cost

the company is prepared to incur for the contribution received from the job.

1. The employee's performance appraisal will be made as usual.

2. Based on the appraisal, performance Bonus will be payable as usual.

3. If the performance of the employee who has already reached the top of his grade is "Very

Good" or above he will get only one increment for the year. The year in which the

performance rating is below "Very Good" the employee will not get any increment. In

this manner the employee will be able to go up to 4 steps in Basic Salary beyond his


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grade maximum and thereafter the basic salary will not increase any further. The

allowances that are linked with basic salary will proportionately increase. The allowances

that are not calculated as a percentage of the Basic Salary will be paid at the level of the

grade maximum.

4. If an employee has not reached the top of his grade yet but his normal increment,

according to his performance rating, will take him beyond his grade maximum, he will be

able to reach only one increment beyond his grade maximum that year. From next year

clause 3 will apply.

It is hoped that employees who get stuck at the top of their grades will seek advice and guidance

from General Manager, Corporate Services about how to prepare themselves for higher grades.

Festival Bonus:

The company started payment of Festival Bonus to the Management Staff from the year

2000.There will be disbursement of an amount equal to one months Basic Salary of the

employee on two designated festivals. Management Staffs those are in the employment of the

Company for at least three months after their confirmation on the date of the festival will be

eligible for the Festival Bonus.

The major festivals recognized are the following:

1. Eid-ul-Fitr

2. Eid-ul-Azha

3. Durga Puja

4. Christmas

5. Buddha Purnima

All employees of the Company, irrespective of their religion, will draw one Festival Bonus during

the time of Eid-ul-Fitr.

The other Festival Bonus will be given to the Muslim employees during the time of Eid-ul-Azha.

Employees other than Muslim will receive the other bonus according to their festival mentioned

above.

Festival Bonus will be disbursed in cash and will be paid two weeks prior to the festival date.

3.2.6. Employee Relations:


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The environment at Royal Homes Ltd is extremely friendly. This is very important for a property

development firm because most of the work is done in teams. However, if some kind of conflict

occurs among employees, the Line Manager usually solves the issue.

3.2.7. Performance Appraisal:

The performance of each employee is closely monitored by their immediate managers. If the

broad objectives of the job are clearly understood by the Appraiser and the Appraisee and the

Action Plan along with the criterion of assessment is clearly agreed between them, appraisal

should be a relatively easy task. If both parties are realistic, pragmatic, fair and objective in their

evaluation of performance, there should be very little variation in their scoring and completion of

the Performance Appraisal Form.

The Appraisee has to dispassionately analyze his/her performance and fill in the form with an

attitude of trust and fairness in the judgment of the superior.

In rating the overall performance, the Action Plan achievements will have 50% weightage. The

quality of performance in accomplishing the overall objectives of the job will have the other 50%

weightage. The rating for overall performance will therefore have equal emphasis between

specific tasks and the general objectives of the job. Management Staff Performance Appraisal

Form will be provided in duplicate by the Appraiser to the Appraisee. The Appraisee will fill in

the requisite places on the form and return one copy to the Appraiser.

The Appraiser will first complete his part of the form and then fix a date for Appraisal Interview.

The interview should be held in a relaxed and congenial atmosphere and the entries on the form

should be gone through together item by item. There will no doubt be difference in perception of

achievement and of performance on the job but the differences should be discussed in a

constructive manner so that any misunderstanding is removed and the gap in perception is

narrowed down. The Appraiser will have the right to modify his remarks or to change his rating

in the light of the Appraisal Interview but his original remarks and rating must remain legible.

The Appraiser will then pass on the form to his superior who, if necessary, will revert back or else

send the form to the General Manager, Corporate Services at Head Office for review by the

Managing Director and consolidation.

It is to be borne in mind by the Appraisee that the ability to judge his/her own performance fairly

and dispassionately, both with regard to the Action Plan as well as the overall performance, will

be considered as a good managerial quality called objectivity.


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The Appraiser, on the other hand, must make a realistic comparison between standards agreed

and those achieved; and keep in view unanticipated constraints which could not have been

overcome through other initiatives or innovative actions.

Needless to emphasis that rating of overall performance is not an exercise in numbers. The

external and internal environment in which the job was performed and the threats and

opportunities that were encountered should be taken into account while determining the score.

Above all, while judging the overall performance both parties must keep in view the performance

during the whole year and guard against the fact that recent issues and events may unduly

influence their judgment.

The Appraisal Rating will determine the quantum of Performance Bonus the Appraisee will get

and the level of Annual Increment of basic salary that will be applicable at the time of salary

review in the following July.

3.2.8. Employee Safety & health:

For employee safety and health the company give medical Benefit for All Permanent Staff:

1. In case of hospitalization of the staff, spouse or any dependant child, in any recognized

hospital or clinic, the Company will reimburse 50% of the hospitalization charges, which

will include bed/cabin rent, doctors fees and laboratory tests & medicine required during

the period of hospitalization. All other charges will be borne by the staff.

2. In case of surgery, the Company will reimburse 75% of the total operation charges

comprising of surgeons fee, anesthetists fee & O.T. charges and cost of medicine related

to the surgery.

3. Prior approval from the Head of the Business is necessary before hospitalization or

surgery. The name of the patient and the name of the hospital/clinic need to be stated

while taking the approval.

4. Department Heads will approve advance against surgery for staff on a case-to-case basis.

5. Expenses for Delivery under Caesarean Section will be reimbursed as per clause 2.

Reimbursement of more than two children will not be allowed.


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These rules will be subject to modification from time to time at the discretion of the Company.

3.2.9. Employee Motivation:

Profit Sharing:

The most significant employee benefit offered by Grameenphone Ltd is Profit Sharing. The profit

sharing takes place once a year: July. Only the senior employees who are around two or more

years get 20% share of the profit earned. Out of this 20% profit, 75% is distributed in terms of

seniority and designation and the rest 25% is distributed on performance in that period.

Performance Bonuses:

Performance bonuses are given on the basis of performance in a given year. This happens after

the yearly appraisal. The reviewer (usually the immediate boss) notes down the performance of

the employee on a given set of characteristics and sends it to the MD. The MD then takes the

decision on the performance bonus. However, all decisions regarding performance bonuses by the

MD needs to be approved by the Board of Governors.

Rewards :

This reward system does not have any fixed criteria. This is basically an additional reward

system, which provides financial incentives to employees for extraordinary performance in any

area of their job.

Services Benefits :

Soft Option has a number of service benefits which is typically not found in other companies.

Among the benefits are:

- Flexible working hour: one can start their office on 8am in the morning and

leave by 4pm.

- provide transport or transport bills while attending a client meeting


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- Provide lunch from the office which is prepared in the office.

- have provision for the employees to participate in different training program

and as well fund any professional certification exam from IBM, Sun,

Microsoft, Oracle, etc at companys own cost.

Yearly Picnic/Tours :

Grameenphone Ltd bears the expense of one tour/picnic per year for each employee. The

company covers all transport, hotel and food expenses. This usually refreshes the employees a lot

and makes room for them to interact and know each other better.

Chapter - 4

4.1 The Job:

The job that is clarified is Officer (Research & Analysis).

KNOWLEDGE, SKILLS, AND ABILITIES REQUIREMENTS:

Experience in market research tools and techniques

Excellent command on English speaking and writing skills

Excellent analytical and independent problem solving skills Excellent communication skill and interpersonal sensitivity

Goal orientated, energetic, and team playing ability

Highly adept in MS-office Applications

Basic SQL knowledge will be an added advantage.

4.2 Recruitment and Selection process for the position of Marketing

Manager:

To recruit a new officer (Research & Analysis). the company follows the following steps:

4.2.1 Finding out the vacant position:


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This is done by the job analysis of that position. Moreover as business is growing and

diversifying in different fields the company needs more (Research & Analysis). to

handle the responsibilities of different fields. This has been identified through job

analysis. At the moment the Company is having officers(Research & Analysis).

Within next year they will need two officers (Research & Analysis). to handle the

increased pressure of the project as well as from the customers.

4.2.2 Attracting the field:

To attract the prospective candidates for the position company will advertise through

the following sources:

Online job advertisement in different job searching websites like bdjobs, prothomalo

jobs, jobsa1, including and companys own websites.

Newspaper add in leading national and local daily newspapers like prothom alo/daily

star including sylheter dak etc.

A notice will be hung in the company notice board in the company premises.

Company will bear the cost to attract the candidates thats why candidates dont have

to pay any thing for making an application.

4.2.3 Short listing:

Candidates are short listed by scrutinizing the application forms that are received

from the different candidates. There will be some basic criterias to short list the

candidates. For instances: The candidate must be a marketing graduate and he must

be computer literate and of course should match experience criteria. If any candidate

does not fulfill any of the above criteria will not be short listed. Candidates who are

short listed must possess fulfill all three criteria. On the basis of best match 50% of

the applied candidates will be short listed.

4.2.4 Selection test:

The short listed candidates will be called for a selection test. The test will contain 50

marks. The selection test will divide into two parts. First part is for testing basic

marketing concepts and knowledge (out of 40); while another one will evaluate


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candidates computer literacy (out of 10). For this test each candidate has to perform

some tasks practically sitting using computer within a time frame. At a ratio

5:3(attendees: passed) the top scorers will be asked for employment interview.

4.2.5 Employment interview:

Candidates who score highest in the selection test will be selected and called for a

formal interview. Each candidate will be given a similar kind of situation where they

have to make decision and prove their ability to handle the situation. During that

process the candidates will be tested for the following competencies:

1. Customers services

2. Team work

3. Flexibility

4. Achievement

5. Communication skill

4.2.6 Selection decision:

On the basis of the performance in written test and interview 5 candidates will be

selected chronologically starting from the highest scorers. The company will have

provision for another 3 candidates in case if any selected candidates do not accept

offer.

4.2.7 Job Offer:

Top two candidates will get our formal appointment letter by currier. In the

appointment letter the basic terms of the employment, policies, compensation and

other benefits will be briefly mentioned.

4.2.8 Evaluation & Employment Contract:

Those who will accept our job offer will be given the final contract letter after

successful completion of their six months probationary period. Each employee will

have a line manager to whom they will report. After six months every line manager


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will sit with higher management to do the formal evaluation of each candidate. Then

the successful candidates will be given the permanent employment contract letter.

After signing this letter the employee will become a full time permanent staff

member of the organization.

Chapter - 5

5.1 Findings and Analysis:

1. Comprehensiveness of the HR Strategies and Policies:

From the study, we have found out that, the HR policies and strategies are comprehensive enoughto manage the workforce of the company. The policies are well defined and widely explained to

ensure an all encompassing HR management.

2. Access of the employees to HR Strategies and Policies:

The HR policies and strategies are disclosed to the full among the employees and management

body for better understanding and practice. The employees have sufficient access to them in case

of any need felt

3. HR Strategies and Policies in practice:

My working experience with Grameenphone Ltd. shows that, the HR manual of the company is

practiced in full and without any bias and deviation. The policies are also helping the company to

get a better managed working environment.

4. Acceptance among the employees:

The employees of Grameenphone Ltd. are satisfied with the HR policy as they are fully disclosed

and neutrally practiced. The policys comprehensiveness and implementation procedure are

working as a moral support in this regard.

5. HR Strategies and Policies and human rights issues:


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From our study, we have found out that, the HR policies and strategies are conforming the ILO

standards for the employees. The policy also follows the rules and regulations of the Ministry of

Labor and Human Resource of the Govt. of Bangladesh.

Chapter - 6

6.1 Recommendations:

Introduction of an Employee Welfare Association:

In many cases, the need for an employee welfare association is felt. This association can take

different constructive efforts for the welfare and benefits of the employees in an organized way.


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Despite continuous criticism for the Labor Unions for their misleader activities, the need of this

kind of association still remains indispensable.

Creation of an Employee Welfare Fund:

An employee welfare fund can be created from the contribution of the employees and donations

from the owners and outside sources. This fund would be very handful in time of any emergency

of the workers. Such fund can be centrally managed for fair practice.

Training and Development issue:

More intensive training program should be introduced to increase the employee performance to

the optimum level. The HR policy could include certain provisions regarding to a routine zed and

modern training.

HR counseling cell:

An HR counseling cell can be established by the HRD to provide counseling and information to

the employees regarding to HR issues. This will certainly increase the motivation and confidence

level of the employees.

Continuous modernization and revision:

Modernization and revision of the HR policies and strategies are indispensable for any

organization as the world is getting more diversified day by day. The HRD of

GRAMEENPHONE limited. should continuously monitor the changes happening around and

adjust the policies to mach the changed scenario.

6.2 Conclusion:

Ensuring management or proper utilization of resources is prerequisite for achieving the

organizational objectives because resources are limited and the proper exploitation of the

available resources can help to achieve the top position. In the competitive situation resources are

very much vital because that can provide competitive edge to the companies. The spontaneous


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participation of human resource is very essential for increasing the performance. The owner,

authority, and stakeholders should remember that neglecting the human resources in the work

place a sustainable development is not possible. They should not refute the significant roles of

Human Resources rather they have to generate an idea among the human resources that they are

important part of the organization by providing reasonable wages/salary, incentives,

compensation, training and development program, as well as creating morale and maintaining a

good relationship with them.

6.3 Bibliography:

1. Desslar G., Human Resource Management, 10th Ed.

2. www.grameenphoneltd.com

3. http://prothomalo.com/artman/publish/cat_index_8.shtml

4. Annual Report 2006-07, grameenphone Ltd.
http://www.royalhomesltd.com/http://prothomalo.com/artman/publish/cat_index_8.shtmlhttp://www.royalhomesltd.com/http://prothomalo.com/artman/publish/cat_index_8.shtml


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