Internship Report

INTERNSHIP REPORT

On HRM Department of

NAYATEL (PVT) LTD.

Submitted to:

Department of Business Administration

Allama Iqbal Open University

ISLAMABAD

Submitted by:

Muhammad Sohail Rehan

Roll No. T523311

Registration No. 06-PRI-0283

Internship Report – NayaTel (Pvt) Ltd.

ACKNOWLEDGEMENT

I am really short of words for thanking the followings, to which I am indebted and

grateful:

ALL MIGHTY ALLAH for all His Blessings.

My parents for their prayers.

Mr. Rasheed Orakzai (General Manager HRM) for his valuable advice and kind

interaction.

Mr. Wajid Gulistan (Operational Engineer) for making necessary arrangement for

my internship.

At the end, I would like to express my gratitude to all those who gave cooperated me

in completing my internship and compiling this report.

Thanks to management of AIOU, to have such a thought provoking activity in

form of this compulsory internship report.

Muhammad Sohail Rehan


T-523311


TABLE OF CONTENTS

Sr.# Description Page #1. TITLE PAGE..................................................................................................................

I

2. ACKNOWLEDGEMENT.......................................................................................II

3. LIST OF TABLES AND ILLUSTRATIONS........................................................III

4. EXECUTIVE SUMMARY......................................................................................V

5. 1. OBJECTIVES OF STUDYING THE ORGANIZATION:..................1

6. 2. INTRODUCTION................................................................................2

7. 3. OVERVIEW OF THE ORGANIZATION...........................................4

3.1 Organizational Structure...................................................................................11

8. 4. ORGANIZATIONAL STRUCTURE OF THE HRM

DEPARTMENT: 12

9. 5. HUMAN RESOURCE MANAGEMENT PROCESS.......................13

5.1 Human Resource Planning and Forecasting......................................................13

5.1.1 HR Process..........................................................................................13

5.1.2 Forecasting HR Requirements 14

5.1.3 Methods to Forecast HR Needs..........................................................14

5.2 Employee Recruitment and Selection...............................................................16

5.2.1 Source of Candidates:.........................................................................16

5.2.1.1 Internal Sources...................................................................................16

5.2.2.2 External Sources.................................................................................18

5.2.3.3 Employment Selection Process..........................................................19

5.3 Training And Development...............................................................................23

5.3.1 Training Need Assessment.................................................................23

5.3.2 Employees Development....................................................................24

5.4 Performance Management.................................................................................27

5.4.1 Setting performance standards and expectations................................29

5.4.2 How performance reports are written.................................................31

5.5 Employee Compensation And Benefits............................................................32


5.5.1 Types of Compensation and Benefits:................................................32

5.6 Organizational Career Management..................................................................33

5.6.1 Employee Job Changes.......................................................................34

5.7 Job Changes within the Organization................................................................35

5.7.1 Promotion...........................................................................................35

5.7.2 Transfer...............................................................................................36

5.7.3 Demotion............................................................................................36

5.7.4 Separations..........................................................................................37

5.7.4.1 Layoff..............................................................................................37

5.7.4.2 Termination.........................................................................................38

5.7.4.3 Resignations........................................................................................38

5.7.4.4 Retirement...........................................................................................39

10. 6. LABOUR MANAGEMENT RELATIONS................................................40

11. 7. CRITICAL ANALYSIS OF THE THEORETICAL CONCEPTS

RELATING TO PRACTICAL EXPERIENCE.................................................................42

12. 8. WEAKNESS OF THE ORGANIZATION........................................44

13. 9. RECOMMENDATIONS....................................................................46

14. 10. REFERENCES & SOURCE USED...................................................48

15. ANNEXURES...........................................................................................................

49


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EXECUTIVE SUMMARY

This report provides information about the main functions and operations of

NayaTel (Pvt) Ltd. All the information is gathered during internship in NTL.

Internship / on the job training is necessary for completion of MBA course,

which also includes the submission of a report on the functioning methods of the

organization attended by the student concerned. The information contained in this

report was mainly collected from core departments, i.e. Human resource

management, Marketing / Business development / Technical-Cell & Finance

Department.


CHAPTER No. 1

OBJECTIVES OF STUDYING THE ORGANIZATION

Studying the organization is an integral part of MBA programme in Allama Iqbal

Open University. The basic objective of studying the organization is to apply the

theoretical knowledge and concepts in practical environment. In this way the students

refine their knowledge and sharpen their skills.

As we all know that HRM department is becoming a vital and strategic part of all

contemporary organizations across the world. This trend is strengthening in Pakistan as

well and it has become necessary for all of us to forecast upcoming trends and align

ourselves with those trends accordingly. So this exercise provides an opportunity to

students in establishing their HRM career base.

In this report I have narrated the roles and functions of Human Resource

Management in NayaTel (Pvt) Ltd Islamabad which is a telecom company. This report

will serve the following objectives:-

a. The information provided in this report will provide a base to other students in

carrying out practical study of any organization.

b. The suggestions and recommendations made in this report will be helpful for

the organization in improving their HRM practices.


CHAPTER No. 2

INTRODUCTION TO THE ORGANIZATION

NayaTel (Pvt.) Ltd. is an Islamabad based telecommunication organization. It is

an investor owned organization. It was established in 2002. The company deals in

following telecom services & products:-

a. Internet through DSL (for both domestic & commercial users)

b. Cable TV

c. Wireless Telephone (for both domestic & commercial users)

d. Telecom Solutions

Since its inception in 2002, the company is striving hard to capture maximum

market share. Presently it is one of the leading Telecom organizations operating in twin

cities.

Vision Statement

Our vision is to bring telecom services of future to our customers today.

Mission Statement

As a technology leader, we steadily make our way to provide innovative and state

of the art telecom and ultra broadband services to our customers. We will be a one-stop

service provider for next-generation services for our customers whether they are mission

critical business enterprises or quality conscious home users.

We are here to transform Islamabad into one of the most broadband-rich cities in the world to enable city's businesses to maintain a competitive edge and extend a global reach.

Goals

Continuously strive to achieve total customer satisfaction Increase our market recognition and share in the sectors of communication and

broadcast entertainment

Increase shareholders value

Be an employer of choice that inspires performance and career excellence


Registered OfficeGD Arcade, 73-E Fazal ul Haq Road, Blue Area, Islamabad, 44000

Email:For General information and Queries:[email protected]

For Sales: [email protected]

Website:www.nayatel.com

UAN:+92 51 111 114 444

FAX:+92 51 8310100


mailto:[email protected]

mailto:[email protected]

CHAPTER No. 3

OVERVIEW OF THE ORGANIZATION

Brief History

As mentioned above, NayaTel is a telecommunication organization which came

into existence in year 2002.

NayaTel (Pvt) Ltd. (NTL) is a sister concern of Micronet Broadband (Pvt) Ltd.

(MBL), the premier and leading DSL broadband service provider in Islamabad and

Rawalpindi. Leveraging its rich expertise and experience of broadband, MBL team

conceived the idea of a most modern telecom network which can take care of ever

growing telecommunication needs of customers and have the capability to cater for

telecommunication requirements of at least next three decades. The idea was transformed

into reality when NayaTel launched South Asia's first fiber to the home (FTTH)/fiber to

the user (FTTU) network in Islamabad in September 2006. This real triple play project is

unique in its nature as it serves complex networking needs of most critical businesses yet

so simple that it has become a symbol of prestige for quality conscious home users.

Covering over 90% areas of Islamabad and business areas of Rawalpindi Cantonment,

NayaTel's network offers ultra broadband Internet, modern telephony and digital video

services to business and home users.

NayaTel 's team has a passion to transform Islamabad into most IT enabled and

broadband rich and smart city not only in the country but in whole South Asian region.

The management of NayaTel strongly believes that this country and society can become a

great contributor to the knowledge based economy of 21st century by leveraging the talent

and intellect of young generation. And NayaTel provides an information super highway

for this talent to access global knowledge repositories and business opportunities, hence

contributing towards national development.


Now I will present a review of different services and products which are being

offered by NayaTel:-

INTERNET

For almost all enterprises and even homes, superior-quality, reliable and high-speed

Internet access is not a luxury but it has become a necessity like any utility service,

electricity, water, etc.

Our Fiber-To-The-User (FTTU) network brings you astonishingly fast Internet

access and would make the accessing of information from the web as fast as accessing

your local PC hard drive.

NayaTel Broadband Internet provides you light speed access to the Internet

backbone. It is amazingly fast, flexible, scalable and reliable. Nothing comes between

you and Internet but glass in which your Internet packets travels at the speed of light, i.e.,

300,000 km per second.

Fiber networks clearly outweigh all other broadband options in performance, security, and scalability.


NayaTel Network Topology

At NayaTel, we leverage our wholly owned, next-generation fiber optic network to

deliver a premium High-Speed Internet Services for Businesses and Home users that

provides unlimited bandwidth capacities. You get the secure bandwidth you need to

support your most critical Internet applications, and we provide our premium service

backed by fastest turn around and response time in case of outages and problems.

Highlights of NayaTel Broadband Internet include:

Bandwidth Starting at 256Kbps-8Mbps

Volume based and Unlimited Packages

Increased Security

Redundant Inter-nation connectivity

Dedicated Connections and Un-shared Bandwidth

E-mail and Domain Hosting

24-by-7 Network Monitoring

Static IP

Our fiber optic technology allows your business to meet increased data demands,

without having to invest additional Rupees and resources into hardware and software.

You also get the scalability and flexibility an agile business needs. Get all the advantages

of high-speed Internet, powered by NayaTel fiber optics.

CABLE TV

Imagine the ideal cable TV for your lifestyle. Programs that entertain you, inform

you, and give you piece of mind. NayaTel Cable TV network takes you a step forward in

television viewing experience. With uninterrupted service, superb picture quality and


sound with all your favorite channels. NayaTel Cable TV would soon become lifestyle

for Islamabad.

NayaTel cable network originates out of "Dish farms" at our strategically located

head-end station where satellite TV signals are received and processed before

transmission through Fiber-to-the-User (FTTU) network. The network has built in

technical collaboration with Scientific Atlanta, uses the best hardware available from

global sources. NayaTel has built a super video head-end from where signals are

distributed over Gigabits Metro Ring to offer best of the breed quality video services, so

far unseen in Pakistan.


WIRELESS TELEPHONE

NayaTel (Pvt) Ltd. is a facilities based carrier providing converged Triple Play

services (Voice, Video, and Data) on Pakistan's first Fiber-to-the-user (FTTU) network.

NayaTel is an innovative and customer focused company providing a wide range of

services and solutions bundled with best technical and customer support. NayaTel's voice

solutions best match the requirements of rapidly growing businesses by supporting latest

business applications in corporate environment.

NayaTel's Next-Generation-Network (NGN) is new, evolution-oriented;

telecommunication network architecture based on packet transport and dedicated control

and service layers. The objective of NGN is to have a single network for all

telecommunication services and provides a high efficiency and multi-services network. It

supports legacy applications of Plain Old Telephony System (POTS) and also new and

enriched applications of future like real time video telephony, SIP Trunks etc. In terms of

quality of service, it provides top notch quality service, high quality voice, no dropped

calls and enhanced voice features.


Voice Services

Fixed Line Telephony services (POTS)

Competitive local, Nationwide, and International

call tariff

Enhanced Value Added Services

ISDN PRI (Primary Rate Interface)

30 PSTN channels with 30 Direct Inward Dialing

(DIDs)

Crystal clear voice communications

30 incoming/outgoing phone lines on single link

Simple, consolidated & competitive pricing

Enhanced Value Added Services

IP Telephony

Flexible and cost effective solutions to empower

your needs

Leverage IP connection to converge voice and data

Virtual PABX

Cost effective solution for your corporate voice

needs

Effective call management, control, and

distribution features


http://www.nayatel.com/virtualpabx.php

http://www.nayatel.com/iptelephony.php

http://www.nayatel.com/isdnpri.php

http://www.nayatel.com/pots.php

TELECOM SOLUTIONS

NayaTel FTTU network is scalable in nature to support varying applications in

corporate environment; NayaTel offers wide range of customized solutions to empower

your needs.

Metropolitan Area Network/VPN over MPLS network

Apartments/Towers/Buildings Multi Dwelling Unit (MDU) Solutions

Customized Voice Solutions

Cellular and WiMAX backhaul solutions

Voice and data solutions for financial institutions

Call centre voice and data solutions

Hotel/Guest Houses video service solution

Coverage

The products and services of NayaTel are available in following areas of Rawalpindi

and Islamabad:-

Islamabad Sectors

F-5/G-5, F-6, F-7, F-8, F-10, F-11

E-7, E-8, E-9

G-5, G-6/3, G-6/4, G-9/4 (I&T)

H-8, H-9, H-10, H-11

Complete Blue Area

Faizabad (Murree Road) till Serena Hotel and its surroundings

Diplomatic Enclave

Rawalpindi Cantt (for corporate customers only)

Murree Road (6th Road)

Chak Shehzad (Orchid and Tarlayi Schemes) Farm Houses only


http://www.nayatel.com/mdu.php

3.1 Organizational Structure of NayaTel


CHAPTER No. 4ORGANIZATIONAL STRUCTURE OF THE

NayaTel’s HUMAN RESOURCE MANAGEMENT (HRM)

DEPARTMENT


CHAPTER No. 5HUMAN RESOURCE MANAGEMENT

PROCESS Human Resource Planning (HRP) and Forecasting

5.1.1 HRP Process

Human Resource Planning (HRP) is an effort to anticipate future business and

environmental demands on an organization, and to provide qualified people to fulfill that

business and satisfy those demands. Several specific and interrelated activities that

constitute an HRP system are as under:-

a. A Talent Inventory to assess current human resources (skills, abilities, and

potential) and to analyze how they are currently being used.

b. A Human Resource Forecast to predict future HR requirements (the

number of workers needed, the number expected to be available based on

labour market characteristics, the skills mix required, internal versus

external labour supply).

c. Action Plans to enlarge the pool of people qualified to fill the projected

vacancies through such actions as recruitment, selection, training,

placement, transfer, promotion, development, and compensation.

d. Control and Evaluation to provide feedback on the overall effectiveness of

the human resource planning system by monitoring the degree of attainment

of HR objectives.

Being a vibrant and contemporary organization, NayaTel’s HR department has

strong believe in advantages and usefulness of HRP process. The HR department enjoys

full consent of top management for conducting HRP process. A separate wing with the

title of Planning Section in HR department has been established for this purpose. The

output of this exercise by HR department is quite evident for everyone in the NayaTel, as

the organization retains highly professional and skillful managers and staff since long.


5.1.2 Forecasting Human Resource Requirements

The purpose of human resource forecasting is to estimate labour requirements at

some future time period. Such forecasts are of two types:-

a. The external and internal supply of labour

b. The aggregate external and internal demand for labour

Internal supply forecasts relate to conditions inside the organization such as the

terminations, retirements and new hires. On the other hand both internal and external

demand forecasts depends primarily on the behaviour of some business factors (e.g.

projected sales, product volume) to which HR needs can be related. Unlike supply

forecasts, demand forecasts are subject to many uncertainties in domestic or worldwide

economic conditions, in technology and in consumer behaviour.

The Planning Section of NayaTel’s HR department has been given the assignment of

Forecasting Human Resource Requirements by GM HRM. The progress on this project

by now is quite encouraging. The working carried out so far suggests that HRM

department of NayaTel is quite satisfied over the supply of workforce against their future

demand. The HR department in consultation / cooperation with Business Development

department has anticipated / worked out internal and external opportunities and threats

which can be faced by the organization in future.

5.1.3 Methods to Forecast HR Needs

Following forecasting methods are being used by NayaTel:-

a. Trend Analysis

b. Ratio Analysis

c. Turnover

Trend Analysis

Trend analysis involves studying historical organizational employment level to

predict future employment levels.

Like other organizations NayaTel’s management thinks that if average

employment level has increased 5 % in a year, then management can forecast same

increase in employment level for the next year. A more and accurate method is to


evaluate trends in separate departments and then aggregate the increase at the

organizational level.

Trend analysis assumes that history will repeat itself, however, today’s more violet

times this may not be case. However, trend analysis provides some date on which a final

forecast can be made.

Ratio Analysis

Ratio Analysis means making forecasts based on the ratio between (1) some causal

factor, like sales volume, and (2) number of employees required, like number of

salespeople.

NayaTel is also using Ratio Analysis for workforce forecasting, while assume the

relationship between one variable and another and this relationship allows for prediction

of workforce needs. Assuming increases in network, the organization might be able to

predict total workforce requirements based on predicted expansion of network and sales.

For example if it takes seven employees for each a projected increase and then volume of

sale will increase, this mean that the organization requires an additional employees to

cope with the business requirements.

Turnover

Another technique used by NayaTel is Turnover. Turnover analysis provides

additional data for forecasts in addition to trend and ration analysis. Average turnover

rate provides an indication of the number of new employees required just to maintain

current employment levels.


5.2 Employee Recruitment & Selection

Recruitment begins with a clear statement of objectives, based on the types of

knowledge, skills, abilities, and other characteristics that an organization needs.

Objectives are also based on a consideration of the gender and ethnic group

representation of the workforce relative to that of the surrounding labour force. Finally a

recruitment policy must spell out clearly an organization’s intention to evaluate and

screen candidates without regard to factors such as race, gender, age, or disability where

those characteristics are unrelated to a person’s ability to do a job successfully. The

actual process of recruitment begins with a specification of HR requirement like

numbers, skill mix, levels, and the time frame within which such needs must be met.

Better recruitment and selection strategies result in improved organizational

outcomes. The more effectively organizations recruit and select candidates, the more

likely they are to hire and retain satisfied employees.

Recruiting refers to the process of attracting potential job applicants from the

available labor force. Every organization must be able to attract a sufficient number of

the job candidates who have the abilities and aptitudes needed to help the organization to

achieve its objectives. An effective employee selection procedure is limited by the

effectiveness of recruiting process. Outstanding job candidates cannot be selected if they

are not included in the applicant pool.

5.2.1 Sources of Candidates

Generally every organization has following two sources of candidates:-

a. Internal Sources

b. External Sources

5.2.1.1 Internal Sources

When job vacancies exist, the first place that an organization should look for

placement is within itself. An organization’s present employees generally feel that they

deserve opportunities to be promoted to higher level positions because of their service

and commitment to organization. Moreover organizations have opportunities to examine

the track records of its present employees and to estimate which of them would be

successful. Also recruiting among present employees is less expensive than recruiting


from outside the organization. The major forms of the internal recruiting used by

NayaTel are as follows:

a. Promotion

Promoting entry level employees to more responsible positions is one of the best

ways to fill job vacancies and important reason why company should have a human

resource planning system. Organization that has human resource planning system, uses

succession plans and replacement charts to identify and prepare individuals for upper

level positions. Skills inventories are useful in identifying individuals who have the

potential for advancement, and individual’s desire to be promoted can be assessed in the

performance appraisal review. A promotion from within policy is intrinsic to career

development and human resource planning. A “promotion from within” policy can

stimulate great motivation among employee, and this motivation is often accompanied by

a general improvement in the employee morale.

b. Job Posting

An organization can also use the policy of job posting as an internal recruitment

source. In the job posting system the organization notifies its present employees about job

openings through the use of bulletin boards, company publications, or personal letters.

The purpose of the job posting is to communicate that the job opening exists. This

method of recruitment is frequently being used by NayaTel.

c. Former Employees

Employees already working with organization can be good source for selection and

recruitment of staff. Former employees are of following three categories:-

I. Temporarily Dropped out Employees

Some times employees stay at home due to some personal reasons and have been

dropped out of workplace temporarily. Some of these employees can accept the job

offer on temporarily basis or contract basis.

II. Retired Persons

Among retired persons, those who are willing to come back on the work on contract

basis are offered job.

III. Employees who left the job from an organization and searching the job in

another organization. Internship Report – NayaTel (Pvt) Ltd.

d. Employee Referrals & Contacts

Referrals and contacts of working employees are also source of selection and

recruitment. NayaTel’s HR department also uses contacts and referrals of working

employees.

There are many advantages of the employee referral type of recruitment.

First, generally employees refer only those applicants that would be good

employees.

Second, applicants referred by the employees have already some

experience and job preview due to their relationship with current

employees.

Finally, there is a positive correlation between employee referral and

employee retention of those hired as a result.

However, sometimes employees refer their relatives and friends so the real talent

remains unable to get chances of employment.

5.2.2.2 External Sources

Here are a lot of methods available for external recruiting. An organization should

carefully assess the kinds of positions it wants to fill and select the recruiting methods

that are likely to produce the best results.

a. Media Advertising

NayaTel is using media advertising as an external source of recruitment. Perhaps the

most popular method of recruiting is advertisement through newspaper. Advertisement

about vacant posts is placed in those Newspapers that are likely to be seen by persons

seeking jobs. Through media advertising, the organization can be selective and indicate

clearly the nature of a job and required qualifications.

b. Walk-Ins

NayaTel uses “walk-ins” to fulfill the positions which are vacant and are required to

be filled immediately. Walk-in is relatively less expensive and applicants may be filed

and processed whenever vacancies occur. Walk-in may be able to attract good

prospective employees without extensive recruitment efforts. Walk-ins provide an


excellent public relations opportunity because well treated applicants are likely to inform

others. On the other hand, walk-ins show up randomly and there may be no match with

available openings. This is particularly true for jobs requiring specialized skills.

c. Employment Agencies

An organization that helps firms in recruiting employees and at the same time aids

individuals in their attempt to locate jobs. There are two types of the employment

agencies:-

Public Employment Agencies

Private Employment Agencies

Both of these sources provide coordination between the organizations and applicants

who are searching for jobs. For this service they use to charge a fee. Employment

agencies are able to tailor their services to the specific needs of the clients. For example

some agencies specialize in a particular employment area, such as engineering, human

resource or Computer programming, etc.

Public and private employment agencies are another good external recruiting source

which is used by NayaTel.

d. Direct Recruiting

Direct recruiting is also an effective method. Using this method, company sends a

representative to meet with potential applicants to encourage qualified individuals to

apply for jobs. A manager for example, visits a number of vocational schools to recruit

applicants for entry level positions, or the manager attends professional meetings and

trade shows to contact potential applicants for a senior level position. Direct recruiting

offers a number of advantages to NayaTel including selectivity, public relations and

better responses. When we talk about drawbacks, direct recruiting is expensive and time

consuming.

e. Internet

In today’s IT world job seekers mostly use Internet to search out jobs. NayaTel also

uses this source for employment. Advertisement about positions to be filled is placed on

the website as it is effective and efficient mean of generating applications. With the help

of internet access to job information this method has become easy and less expensive.


Applications are also entered directly from the website that is used for further recruitment

process. A list of vacant positions, inviting potential candidates through Internet is

annexed with this report.

5.2.3.3 Employment Selection Process

Selection is the process of choosing those individuals from a group of applicants

which are best suited for a particular position. This process involves making a judgment

not about the applicant but about the fit between the applicant and the job by

considering knowledge, skills and abilities and other characteristics required to

perform the job. Selection procedures are not carried out through standard pattern

and steps.

There are various different processes that are adopted by NayaTel for selection

process as listed below:

a. Advertisement

In NayaTel, Prior to selection of the required staff, advertisement is published in

daily newspapers / magazines and thus starts the selection process. Job advertisement

provides the following information:-

a. Overview of the position

b. Position recruitments, including qualifications, experience and skills

c. Contact person and contact details

d. How to submit your application

e. Closing date

f. What to include in your application

g. An overview of the organization (generally if the position is advertised

directly by the organization)

b. Initial Screening/ Short Listing

After receiving the response from the applicants, short listing & initial screening is

made. Initial screening /sorting of applicants is done to remove individuals who


obviously do not meet the position requirements. The Purpose of screening is to

decrease the number of applicants being considered for selection.

HRM Department of NayaTel short lists the applications received according to the

specification of jobs as advertised. HR department reviews all applications to determine

who will be successful in progressing to the next phase of the selection process.

I. Sources utilized in the screening effort

Personal Resume presented with the job application is considered as source of

information that can be used for the initial screening process. It mainly includes

information in the following areas:

Employment & education history

Evaluation of character

Evaluation of job performance

II. Initial Screening interview

To verify information provided on resume or application blank, HR department of

NayaTel conduct initial interview. Generally the aim of the initial interview is to screen

potential candidates in order to further refine the candidate pool.

The formal initial or screening interview is conducted one by one. The key is to

remember that employer assesses the candidates. This means that seemingly ‘friendly’ or

‘conservational’ types of questions are often designed to obtain information to assist with

the selection process.

III. Final/In-depth Interview

After initial screening and short listing, refined applicants are called for Final / in-

depth interview. NayaTel Selection Board made these interviews from the candidates.

Selection board asks the questions face to face from the candidates in the following

categories:

Content of the Interview

The specific content of employment interviews varies greatly by organization

and the level of the job concerned.

a. Occupational experience: Asked questions about occupational experience

requires determining the applicant’s skills, abilities, and willingness to handle

responsibility.

b. Academic achievement: In the absence of significant work

experience, a person’s academic background takes on greater importance. Internship Report – NayaTel (Pvt) Ltd.

c. Interpersonal skills: Interpersonal skills are also important for efficient

working of the employee. If an individual cannot work well with other employees,

chances for success are slim. This is especially true in today’s world with increasing

emphasis being placed on the use of teams.

d. Personal qualities: Personal qualities normally observed during the

interview include physical appearance, Communication Skills, vocabulary, poise,

adaptability, and assertiveness.

Fit for Organizational: This is most important question that he applicant is fit for

the post applied and also for the organization.

The interview can be unstructured or structured type. Generally unstructured

approach is adopted of interview. Unstructured interview is an interview where

probing, open-ended questions are asked. This type of interview is comprehensive

and the interviewer encourages the applicant to speak out openly.

Most importantly

Some of the skills and attributes that are commonly sought from candidates include:

Developing rapport with other group members

Contributing to group discussions

Communicating effectively

Demonstrated ability to think laterally

Analytical and problem solving skills

Strategically influencing others

Leadership and initiative skills

Appointment / Recruitment

While at the end of short listing and in-depth interview, successful individuals are

offered appointment / recruitment letters from the HR Department. In appointment letters

job terms and conditions alongwith job descriptions are detailed. A service manual or

guide book is issued to newly posted employee. This manual contains general SOPs

(Standard Operating Procedures) of the organization. Orientation for new employees is

arranged in different departments of the organization.


5.3 Training and Development

Training is a very good investment in Employees Development and Retention. The

right employee training, development and education at the right time provides big payoffs

for the employer in increased productivity, knowledge, loyalty, and contribution.

Training involves planned programs designed to improve performance at the

individual, group, and/or organization levels. Improved performance in turn, implies that

there have been measurable changes in knowledge, skills, attitudes and social behavior.

For successful training program, we first need to assess the training needs of the

individual level and/or organizational level.

5.3.1 Training Need Assessment

In order to compete effectively, firms must keep their employees well trained. The

first step in the Training process is to determine Training needs. The overall purpose of

the assessment phase is to determine if training is needed and if so, to provide the

information required designing the training program. Assessment consists of three levels

of analysis: organizational, task, and person.

Organizational Analysis: It is an examination of the kinds of problems that an

organization is experiencing and where they are located within organization.

Task/Operational Analysis: An operational analysis identifies the kinds of the skills and

behaviors required of the incumbents of a given job and the standards of performance that

must be met.

Individual/Personal Analysis: The objective of the personnel analysis is to examine

how well individual employees are performing their jobs. Training should be given to

those who need it. Assigning all employees to a training program, regardless of their skill

levels, is a waste of organizational resources and create an unpleasant situation for

employees who do not need training. Company strongly believes in working environment

focused on encouraging and empowering employees to contribute the company’s success

through personal growth and development. Training and development of employees is

given special emphasis to equip them with the latest techniques, skills and information to

enhance their productivity.

Due to importance of training of employees, NayaTel gives high attention to the

training of the employees. It uses the following techniques for training need assessment.


Individual/Personal Analysis

The facilitator managed by NayaTel gathers all employees who have the same job in a

conference room with a white board or flip charts and markers. Discuss the matters /

problems faced during the duties. Then the facilitator asks each person to list their

training needs. As they list the training needs, the facilitator captures the training needs

on the white board or flip chart.

Self-assessments & Observations: Self assessment & observation by the head of

department is used for training assessment. At the end of each year, ACR of all

employees is written, all those employees who lack knowledge and skills to perform the

jobs and pointed out with the area of deficiencies report to HR Department. This

information is subsequently used for training need assessment.

Some time, training is scheduled in different areas. All departments are informed

about the contents of the training with request to send nomination of the employees.

5.3.2 Employees Development

Employees should know exactly what is expected from them and what is required by

the firm for advancement in the job or promotion. Efforts to provide employees with the

abilities the organizations will need in the future:

Skill requirements will continue to increase

Workforce will become significantly better educated & more diverse

Corporate restructuring reshapes businesses

Technology will revolutionize certain training delivery methods

The role of training departments will change

More flexible courses aimed specifically at performance improvement

More firms will strive to become learning organizations

Emphasis on human performance management will accelerate

NayaTel develops the abilities & skills of its employees by follows:

Management development

Career development

Basic skills

Professional skills


Technical training

Supervisory skills

Interpersonal & communication skills

By using development technologies, the employees at NayaTel enhance following

qualities:

o Upgrades skills, working to their full potential and equipped to deal with the

changing demands of the workplace

o Enhance higher morale, career satisfaction, creativity and motivation

o Increased productivity and responsiveness in meeting departmental objectives

Career Development

Career planning in NayaTel is an ongoing process through which an individual sets

career goals and identifies the means to achieve them. The process by which individuals

plan their life’s work is referred to as career planning. Through career planning, a person

evaluates his or her own abilities and interests, considers alternative career opportunities,

establishes career goals, and plans practical developmental activities. Usually, career

planning programs are expected to achieve one or more of the following objectives:

More effective development of available talent.

Self-appraisal opportunities for employees considering new or

nontraditional career paths.

More efficient development of human resources within and among

divisions and/or geographic locations.

Satisfaction of employees’ personal development needs.

Improvement of performance through on-the-job training experiences

provided by horizontal and vertical career moves.

Increased employee loyalty and motivation, leading to decreased turnover.

A method of determining training and development needs.

A formal approach taken by NayaTel to help its people acquire the skills and

experiences needed to perform current and future jobs is termed as career development.

Company’s policies especially regarding promotion, counseling the employees,

opportunities to excel in future help employees to develop their career. Career

development consists of skills, education and experiences as well as behavioral


modification and refinement techniques that allow individuals to work better and add

value.

Career development is an ongoing organized and formalized effort that recognizes

people as a vital organizational resource. It differs from training in that it has a wider

focus, longer time frame, and broader scope. The goal of training is improvement in

performance; the goal of development is enrichment and more capable workers.

The management and leadership development process in NayaTel is flexible and

continuous, linking an individual’s development to the goals of the job and the

organization.

Career Planning and Development Methods

Methods for career planning and development used by NayaTel are as follows.

a. Group Discussions

In a formal discussion, the superior and subordinate jointly agree on what type of

career planning and development activities are best.

b. Company Material

NayaTel provide material specifically developed to assist their workers in career

planning and development. Such material is tailored to the firm’s special needs.

In addition, job descriptions provide valuable insight for individuals to personally

determine if a match exists with their strengths and weaknesses and specific

positions considered.

c. Performance Appraisal System

Annual performance appraisal system adopted by NayaTel is also a valuable tool in

career planning and development. Noting and discussing an employee’s strengths

and weaknesses with his or her supervisor can uncover developmental needs. If

overcoming a particular weakness seems difficult or even impossible, an alternate

career path may be the solution.

d. Workshops

NayaTel conducts workshops lasting two or three days for the purpose of helping

workers develop careers within the company. Employees define and match their


specific career objectives with the needs of the company. At other times, workshops

are available in the community that the company may send the worker to or

workers may initiate the visit themselves.

e. Personal Development Plans (PDP)

NayaTel encourage employees to write their own personal development plans. This

is a summary of a person’s personal development needs and an action plan to

achieve them. Workers are encouraged to analyze their strengths and weaknesses.

5.4 Performance Management

We can define performance management as an assessment of an employee, process,

equipment or other factor to scale progress toward predetermined goals. Performance

management is an ongoing process between a supervisor and an employee to provide the

employee with regular feedback regarding performance. The process occurs throughout

the year with the objective of accomplishing the strategic objectives of the organization

as well as the employee’s professional growth. Performance management is a whole

work system that begins when a job is defined as needed. It ends when an employee

leaves your organization. A performance management system includes the following

actions.

Develop clear job descriptions.

Select appropriate people with an appropriate selection process.

Negotiate requirements and accomplishment-based performance

standards, outcomes, and measures.

Provide effective orientation, education, and training.

Provide on-going coaching and feedback.

Conduct quarterly performance development discussions.

Design effective compensation and recognition systems that reward people

for their contributions.

Provide promotional/career development opportunities for staff.


Assist with exit interviews to understand WHY the valued employees

leave the organization.

In NayaTel performance of the employees is regularly reviewed by the management

through various methods.

An effective performance management process in NayaTel while requiring time to

plan and implement, saves the organization and the employee time and energy. Most

importantly, it is very effective motivator, since it can help organization and the

employee achieve the best possible performance.

Performance management in NayaTel is one of the key processes that when

effectively carried out helps employees know that their contributions are recognized and

acknowledged. Performance management is an ongoing process of communication

between a supervisor and an employee that occurs throughout the year, in support of

accomplishing the strategic objectives of the organization. The communication process

includes clarifying expectations, setting objectives, identifying goals, providing feedback,

and evaluating results.

Role of HRM Department in Performance Appraisal

HRM department performs the following functions during performance appraisal process.

a. Developing the appraisal system

HRM department plays important role in formulating the performance appraisal

systems. This department facilitates different departments in setting performance

standards and acquiring appropriate appraisal performance method according to

the requirements of particular department. It also provides monitoring in appraising

the performance of employees and hence is very necessary for developing effective

performance appraisal systems.

b. Provide rater training

Evidence suggests that the training of appraisers can make them more accurate

raters. The raters are bothered to be trained because a poor appraisal is worse than no

appraisal at all. Training can help raters to avoid and eliminate the basic appraisal

errors. Raters are provided with the training opportunity through HRM department.


c. Monitor and evaluate the appraisal system

Any system to be run and implemented effectively requires continuous monitoring.

Performance appraisal is very important in any kind of organization both for

employee as well as employer because many decisions are supposed to be made on

data and result provided by the performance appraisal like, promotions, demotions

and some times termination etc. To achieve more authentic and fair results through

performance appraisal systems, it requires monitoring and supervision which is

performed by the HRM department.

5.4.1 Setting Performance Standards and Expectations

The success of business is directly related to the commitment and productivity of the

people who work in organization.

Performance standards and expectations are the basis for appraising employee

performance. Written performance standards help HRM department to compare the

employee's performance with required standards. For efficient performance, employees

should know that what is expected of them.

Performance Standards and Expectations

Following performance standards and expectation are followed in NayaTel:-

Job Description / Task Assignment

Initial stage of setting performance standard in NayaTel is an up to date job

description that describes the essential functions, tasks and responsibilities of the job.

It also outlines the general areas of knowledge and skills required of the employee an

employee to be successful in the job. Performance expectations go beyond the job

description.

Mutual Collaboration between Managers and Employees


They work together on the fact that the role the employee is playing can be improved

in a way where everybody wins - the employee, the owner, and the business. When

you teach the owner to collaborate with the employee, not only does the performance

go up, but so does the morale.


Short Term Goals

Specific goals for the employee are set for short time and so on the performance and

progress is monitored, as well as to experience wins on a routine basis. Employees

are also involved in goal setting process so they experience some control over their

work.

Required Standards to Do the Job Well

It is good to determine of required standards to do the job well. If the employee is

going to be successful, the owner and employee must decide jointly what strengths

are required, and how the employee is going to be able to apply their strengths.

Set standards, and Determine HOW They Will Be Done

Decide the standards that will apply to each activity, as well as how the standards

will be achieved. Understanding the level of performance required, gives the

employee a sense of achievement which is one of the key ingredients to achieving

performance standards. This is true for employees at any level.

How to Achieve the Desired Results

The owner will be present and participating for this part, but it is essential that the

employee be leading the process in order for them to have ownership. Help the

employee take responsibility for deciding how to accomplish the results. You may

need to determine if the employee has the skills and development to do this. If they

don't, provide maximum guidance to them.

Get it in Writing

If it is not in writing, within one to two weeks everyone will be confused and

uncertain. The focus, responsibility, resources, constraints, timetables and measures

all need to be in writing. The purpose of doing this is to make sure the owner and

employee are so clear on the goals and process that there is no confusion whatsoever.

Establish a Monitoring Method

In NayaTel the supervisor regularly monitors the progress and performance of the

employee for the given specific task.


Characteristics of Performance Standards

A performance standard in NayaTel has the following characteristics:

Realistic

Measurable

Clearly understood

5.4.2 How Performance Reports are Written

Characteristics of good performance report require that it should be in written form.

There are several methods and time period to write a performance report.

At last assessment of the employee is made in performance management cycle. It

provides an excellent opportunity to communicate with the employee regarding his

performance.

During the Probation Period

During the probation period, performance assessment in NayaTel is made to assess

the outcomes of the employee about his job and experience. After successful

completion of the probation period, supervisor writes the performance report of the

employee indicating that he has done the job well or otherwise. If the performance of

the employee during the probation period is not satisfactory then its probation period

is extended for another six months to provide him chance to enhance his skill and

make up of his deficiencies of his performance.

Annual Confidential Report

As performance assessment summarizes the employee’s contributions over the entire

assessment period, HR department of NayaTel arranges to write the performance

reports of all employees every year in May. Performance reports are written by the

manager on the basis of this assessment. In ACR, performance of each employee is

assessed and area of deficiencies is also indicated for each employee.

Benefits of Performance Report

Performance report is very useful for employees and HRM department of NayaTel.

Following are the benefits and goals of reports:


Information about current and future performance objectives

Appreciation and motivation of the employee

Dedication to the job and firm

Target achieving

Indication and Removal of deficiencies

Benefit by specific, constructive feedback

Motivation to do well and to develop

Stay involved as a participant in the process.

5.5 Employee Compensation and Benefits

The term compensation includes all rewards that individuals receive as a result of

their employment. The reward may be one or a combination of the following:

Pay: The money that a person receives for performing a job.

Benefits: Additional financial rewards other than base pay include paid vacations,

sick leave, holidays, and medical insurance.

Non financial rewards: Non monetary rewards, such as training, health

facilities, recognition, a pleasant working environment.

5.5.1 Types of Compensation and Benefits

Compensation is a tool used by management for a variety of purposes to continue the

existence of the company. Compensation may be adjusted according the business needs,

goals, and available resources.

NayaTel Compensation systems include followings:

Base Pay

Medical Allowance / Entitlement

Travel/ Housing Allowance

Gratuity & Pension on retirement

Benefits including: group insurance, medical, vacation, leaves, retirement,

taxes. Internship Report – NayaTel (Pvt) Ltd.

Bonuses, Merit Pay

A sample salary slip in respect of an engineer of NayaTel is annexed herewith as a

reference.

Employees Grading

Employees grading at NayaTel is as follows:

o Senior Executive (SE)

o Junior Executive (E)

o Technical & Non-Technical Staff (S)

o Fixed & daily wages

NayaTel recruits employees on the following pay packages:

a. Regular Employees

b. Contract Employees

c. Consultants

d. Fixed Pay

e. Daily Wages

f. Internee / Adhoc

5.6 Organizational Career Management

Individuals must become proactive in developing new skills and abilities to remain

employable and competitive. Career development in its simplest form means

employability that empowers the organization as well as the employee. Career

Management and Development services and training sessions serve as building blocks on

a variety of career topics. Individuals are given the tools to manage their career and

acquire career success within an organization that values retention

Career can be defined as a general course of action a person chooses to pursue

throughout his or her working life.

Career Development


A formal approach taken by NayaTel to help its employee acquire the skills and

experiences needed to perform current and future jobs is termed as career

development. NayaTel’s policies especially regarding promotion, counseling the

employees, opportunities to excel in future help employees to develop their career.

Career development consists of skills, education and experiences as well as

behavioral modification and refinement techniques that allow individuals to work

better and add value.

Career development is an ongoing organized and formalized effort that

recognizes people as a vital organizational resource. It differs from training in that it

has a wider focus, longer time frame, and broader scope. The goal of training is

improvement in performance; the goal of development is enrichment and more

capable workers.

Recently, career development has come to be seen as a means for meeting both

organizational and employee needs, as opposed to solely meeting the needs of the

organization as it had done in the past. Now organizations see career development as

a way of preventing job burnout, providing career information to employees,

improving the quality of work lives and meeting affirmative action goals. That is,

career development must be seen as a key business strategy if an organization wants

to survive in an increasingly competitive and global business environment.

Career Development Methods

There are numerous methods for career development. A few methods currently

being used by NayaTel are as under:

a. Discussions with Knowledgeable Individuals

b. Company Material

c. Performance Appraisal System

d. Workshops


5.6.1 Employee Job Changes

There are a variety of possible job changes for current employees that could take

place in the Competencies for Job Classification program. Currently, these changes are

called upgrades, laterals, downgrades, promotions, or demotions. Each has its own

definition and guidelines. Competencies for Job Classification will mirror many of these

possible job changes, but will be defined differently to accommodate some additional

considerations.

5.7 Job Changes within the Organization

There are two types of job changes:-

a. Movement to a different job category regardless of the assigned level and salary

increases/decreases. One example is an employee moves from a Level II to a

Level I. This change might be in response to a posted vacancy or an employee’s

duties may have modified gradually over time to the point where the

Supervisor/Manager decides a change in job category is appropriate.

b. Change in salary through a promotion or demotion will also be defined as a job

change for Affirmative Action purposes.

Job changes and rotation within the organization is good process to enhance the

abilities of employees and for getting more output from the individuals. Job changes can

be made due to many reasons, for getting experience of other departments or to help other

departments etc.

5.7.1 Promotion

A promotion is advancement to a job that may require a different and most probably

higher level of responsibilities in an organization.

In NayaTel promotion is made to encourage the employees and also to share the

experience of the individuals. Promotion is made with the recommendation of concerned

manager. Annual confidential reports of employees are written every year in May


wherein manager may recommend any employee for promotion. This recommendation is

thus forwarded to NayaTel Board for final assessment and to promote the said employee.

Promotion has following impacts in salary / scale:

- Change of designation, without any financial impact

- Change of pay scale to higher level

- Award of special promotion increments

- Award of special honorarium etc.

5.7.2 Transfer

An employee in NayaTel transferring to a position of the same class or to a class of the same salary grade shall not receive an increase in salary as a result of transfer.

A lateral transfer in NayaTel occurs when an employee assumes a job that has a

market target that is within 10% of the employee current rate of pay.

A lateral transfer also occurs in NayaTel when an employee assumes a job that has a

midpoint comparable to the employee’s present job. A lateral transfer generally does not

change the staff member’s pay rate, as there is no increase in market target or

responsibility.

However, if an employee is transferred from one job to another in a lower market

target at employee’s own request, his pay will decrease.

5.7.3 Demotion

A demotion is defined as a level reduction in the same job category. Demotions have

long been associated with failure, but limited promotional opportunities in the future and

the fast pace of technological change may make them more legitimate career options.

Demotions in NayaTel are for corrective reasons and will result in a minimum of a

five percent reduction in pay. An employee may not be paid below the minimum regular

rate within the new salary grade.


As per SOP in NayaTel, demotion of an employee requires prior approval from

HRM department.

Lower Salary demotion

An employee who transfers to a position of a lower salary grade for other than

corrective action reasons may be required to take a pay reduction. Some circumstances,

for example the rate of pay for other employees in the department, may be considered as

reasons for a decrease in pay.


Reclassification to a Lower Salary Grade

An employee who occupies a position reclassified to a lower salary grade will not

receive a reduction in pay.

5.7.4 Separations

An employee separation occurs when an employee ceases to be a member of an

organization. The rate of employee separations in an organization (the turnover rate) is a

measure of the rate at which employees leave the firm.

Separations from Employment

Employee separations can be divided into two categories based on who initiates the

termination of the employment relationship.

a. Voluntary separations (quits and retirements) are initiated by the employee.

b. Involuntary separations (discharges and layoffs) are initiated by the employer.

HRM department of NayaTel uses following technique for separations of employee

from employment:-.

5.7.4.1 Layoff

Layoff is adopted by the companies to save the cost. Layoff can be temporary

suspension or permanent termination. It may become necessary to reduce the number of

company employees because of a reduction of work or funds, the elimination of positions

or other material change in the duties or organization, or for other related reasons. If such

a reduction is necessary, the GM of HRM may recommends and the departmental

administrator or supervisor involved will designate the employee or employees to be laid

off and submit such recommendations to the President / CEO. Subsequently, the layoff

actions will be submitted to the Board of Directors for approval at the Board meeting.

Whenever possible the organization will provide a written 30 days layoff notice to the

employee. Employees separated under the above conditions shall be given priority for re-

employment at the organization and retain seniority status for not more than one year.

Employees who have been laid off also may apply for other positions for which they are


qualified. Such applications will be given consideration in the organization’s normal

requirement process.

5.7.4.2 Termination

Termination of the employee in NayaTel is “at will”, However if any employee

intends to quite his or her services, he or she is convinced by the management to continue

his services for the organization.

On the other hand HRM department may also terminate employee at any time on the

recommendation of concerned manager as disciplinary action. Dismissal requires as the

recommendation of the employee’s supervisor, also approval of the GM of Human

Resources is sought. In NayaTel employee’s termination is made with issue of a

termination order wherein reason(s) of termination is stated. Terminated employee is

offered a one month notice period or one month advance salary is paid in case of

immediate termination, other benefits are also paid. But if termination is made in

disciplinary action then no benefit is paid like one month advance salary.

5.7.4.3 Resignations

Every employee has right to offer Resignation from his employment. Any employee

in NTL may submit a written notice or a written resignation to his / her department head

or supervisor with stating the reason of leaving the organization and the last day the

employee will be physically present at work. Employee can leave organization after

approval of HOD and the Competent Authority of NTL. Every employee should have to

offer one month notice or have to deposit One month salary in lieu. After acceptance of

resignation, the employee has to get himself/ herself clear from all departments by getting

clearance forms by all concerned.


5.7.4.4 Retirement

On successful completion of the Contract or after attaining the age of superannuation

(i.e. 60 years), employee is retired from the service as per rules and regulation.


CHAPTER No. 6

LABOUR MANAGEMENT RELATIONS

Establishing and maintaining constructive working relationships with union

representatives will help you to be clear about management and employee concerns and

to reach mutually satisfactory resolution of informal and formal complaints. Employee

Relations Analyst can provide guidance on developing relationships and conducting

meetings with union representatives. Meetings are conducted to explain proposed actions

that will affect terms and conditions of employment, or to resolve grievances with union

representatives in attendance. In meeting with an employee, that individual may request

union representation. Under certain circumstances, such a request is appropriate.

Management in NayaTel is always working to develop and maintain good

relationship & trust between employees and company. Sole objective of this relationship

is to encourage employees and enhance member’s lives. And it acts with an awareness

the development of the company is essential for achieving this.

Since the NayaTel is striving hard for the betterment of its employees in every

possible way, therefore the employees have realization that they are being cared. That is

why the employees in NayaTel are satisfied in each aspect. So when their requirements/

needs are being fulfilled, they never thought they should fight or protest for their rights

and form any union.

Under the rapidly changing management environment, it is essential that employees

and management in NayaTel listen to each other’s opinion and develop a shared

understanding of issues. For this reason communication via the company hierarchy as

well as the communications functions of the labour associations are extremely important

for the continued development of the company.


In order to improve the work environment and encourage employees to feel

satisfaction and gain fulfillment in their work, organization considers very important to

enhance a variety of systems and create a corporate culture that allows the company to

operate the systems properly and use them actively and effectively. NayaTel believes that

to realize these objectives it is essential to establish an environment that enables diverse

human resources to develop their abilities and proactively use them. It is also essential

that there should be good communication and management at the workplaces, and that

both parties address problems with an awareness of being actively involved in their

solutions.

Based on a relationship of trust, labour and management will continue to work

closely together in the future to promote the company’s development.


CHAPTER No. 7

CRITICAL ANALYSIS OF THE THEORETICAL CONCEPTS

RELATING TO PRACTICAL EXPERIENCE

a. Staff Recruitment

Since the focal operations in NayaTel are technical in nature, hence technical staff

(Engineers and technicians) is the major part of workforce. This element really affects the

recruiting activities of the organization as the organization always needs most competent

people. To accomplish this, recruitment is always done on merit. Different sources are

used for recruitment, for example newspaper, internet, references, job fairs etc.

b. Contemporary HRM Practices

The working environment in NayaTel is excellent. The organization is equipped with

excellent Standard Operating Procedures (SOPs) and professional managers to implement

those SOPs. The structure of HRM department is very conducive for achieving the

organization’s objectives. The working environment is remarkable, quality of work-life

has been given due attention. The employees are well aware of their roles and tasks by

having comprehensive job descriptions. During my on job study, I found that the

management is committed to implement contemporary HRM practices in NayaTel. In this

regard the HRM management has introduced various plans and packages for attracting,

retaining and motivating workforce.

c. Leadership style

Organizing the workforce is always a challenge task for the management. NayaTel is

a formally structured organization. Ideally the management style should be participative

and employees should be taken into confidence while making important decisions.

However during my study I found that although the suggestions are always solicited from

employees but decision making is always carried out by top management paying less


regard to the recommendations and suggestions of lower management. So we can say that

there is semi autocratic style of leadership being followed by NayaTel.

d. Employees’ Contribution and Involvement

The employee’s contribution and involvement towards growth of there organization

in NayaTel is remarkable. I found that their motivation level was quite high. The

employees in NayaTel are self initiative, energetic and hold positive approach at

workplace. This indicates that management really patronage their workforce, that’s why

they contribute passionately towards growth of their organization.

e. Feedback System

Feed back system is good route for employment development. NayaTel’s

management is well aware of the fact that. Objectives of the organization can be achieved

only if it makes and implement its policies through feedback from employees. In this way

all policies of organization are formulated after discussion from concerned departments

and employees.

f Employees’ Viewpoint towards their Organization

Employees’ turnover rate in technical services providing organizations is always a

huge challenge for the management. The turnover rate in NayaTel is remarkably low. The

reason why retention rate in NayaTel is higher than other organizations is that employees

in NayaTel are satisfied and motivated. They always play their active role for the growth

of their organization. They are loyal, committed and dedicated. They perceive their

organization as an ideal workplace.

g. Societal Contribution by NayaTel

In its effort to make itself a responsible element of the society, NayaTel is actively

taking part in social programs, which shows the organization’s commitment towards

social growth as well. NayaTel is providing free of cost DSL Internet services to various

educational institutes situated in Rawalpindi and Islamabad. Moreover the same services

are also being provided to different R&D organizations so that research trend in the

country may flourish. For encouraging talented IT students, NayaTel is offering them

educational scholarships for higher qualification alongwith job in NayaTel.


CHAPTER No. 8

WEAKNESSES OF THE ORGANIZATION

Following weakness have been observed during my on job study in the HRM

department of NayaTel:-

a. Lack of HRM Planning

HRM planning is a major HR function but I observed that this function is being

neglected in NayaTel. The consideration and attention this function should be given was

not in place especially in recruitment and job changing.

b. Improper Recruitment Policy

For hiring of most competent employees, the only way is to hire them on open merit

but in NayaTel most of the people have been hired either on reference or from internal

sources. This is really a great bottleneck in hiring competent workforce from labour

market.

c. Absence of Appropriate Promotion Policy

The organization is operating without appropriate promotion policy. Although

employees are being motivated by granting promotions but most of these promotions are

undue. A basic criteria for grant of promotion to an employee contains different elements

like performance, experience, contribution and worth for the organization. However in

NayaTel, most of the promotions are granted on favoritism or on minor achievements. At

the same time some good achievements and deserved candidates for promotion are

neglected just because of absence of appropriate promotion policy.

d. Use of Old Standards for Evaluation of Employees’ Performance

For assessing/ evaluating employees’ performance in NayaTel, old standards are

being used. Since the business climate, workforce standard, workforce requirements,


technology and socio-political trends have altogether changed worldwide; therefore it is

dire need to exercise modern ways to assess your workforce. At the present age of

business these old standards of evaluating employees’ performance may not work.

e. Absence of Human Resource Information System (HRIS)

As we are going through the era of IT, therefore the use of computer and softwares in

each function of the organization is very crucial. HRM department of NayaTel is

operating without any programe/ software designed for carrying out day to day HR

activities which is quite ironic. All activities are being performed manually and there is

paper work every where instead of paper free environment.

f. Less Focus on Employees’ Training and Development

Training is an investment which returns manifolds. This is a fact and many

organizations around the globe have grabbed the fruits of this investment. In NayaTel,

training of workforce has not been given due attention and always a very low portion of

budget is allocated for training and development activities. This is very unhealthy

towards growth of the organization.


CHAPTER No. 9

RECOMMENDATIONS

Based on the weaknesses and shortcomings of the HRM department of NayaTel,

following recommendations have been made which may be looked into:-

a. HRM Planning

The spirit and essentiality of HRM planning must be considered by the management.

There may be long sessions for forecasting Human Resource needs of the organization.

b. Recruitment Policy

After forecasting Human Resource needs of the organization, the next step will be to

carry out recruitment planning that either to hire employees from internal sources or

external sources and what skill mix should be to achieve the organization’s objectives.

c. Promotion Policy

Promotion is a type of reward which is given to employees in recognition of their

achievements and experience. If the promotion is granted to those who do not deserve it,

will be counter productive. At the same time if anyone who deserve promotion but not

granted will also be counter productive. Since NayaTel is operating without any formal

promotion policy, therefore it is recommended that a comprehensive promotion policy

may be devised to avoid above mentioned mishaps.

d. Employees’ Performance Evaluation with Contemporary Standards

In order to retain and motivate workforce, and to keep abreast with current HRM

practices/ trends, contemporary standards for evaluating employees’ performance are

recommended in NayaTel. This will be useful for managers, employees and the


organization itself. Now a day various softwares are available to evaluate employees’

performance. They can be modified according to the nature and size of the organization.

e. Formulation of Human Resource Information System (HRIS)

Since no Human Resource Information System exists in NayaTel, therefore it is

recommended that HRIS may be formulated to increase the efficiency and effectiveness

of the HRM department. In this regard it is further suggested that any sister

organization’s HRIS may please be reviewed.

f. Allocation of More Resources for Training and Development

Realizing the importance of training and development programs, it is recommended

that more funds may be allocated for training activities. Moreover management’s

commitment and efforts are also integral elements for making this activity successful.

g. Expansion of HRM Department’s Organization Structure

For efficiency and effectiveness of the HRM department of NayaTel, it is

recommended that it may be expanded by adding some new sub departments in it. The

following new departments may be established in HRM department of NayaTel:-

I. HRIS

II. HRM Planning

III. IDCC (Inter Department Coordination Cell)


CHAPTER No. 10

REFERENCES & SOURCES USED

Books

Cascio, Managing Human Resources

Gary Dessler, Human Resource Management

Mathew J. Deduca, Compensation Management

Stephen P. Robbin & Marry Coulter, Management

Joseph Prokopenko, Management Development

Publication

Monthly “Management Outlook” by Pakistan Institute of Management

Internet

Internet www.nayatel.com

Internet www.google.com.pk

Miscellaneous

Class Lectures and Notes

Interview with NTL’s HR Manager

Interviews with NTL’s Engineers and Technicians


http://www.google.com.pk/

http://www.Shell.com.pk/

CHAPTER No. 11

ANNEXES / APPENDICES

A sample Pay Slip..........................................................................Annexed

A sample Job Description (Department).......................................Annexed

A sample Job Advertisement through Internet..............................Annexed


Internship Report

Documents

Transcript of Internship Report