Telenor Pakistan Telenor Pakistan is a Pakistani GSM cellular service provider, and is a subsidiary of Telenor, Norway. It has a subscriber base of 19.98 million as of March 2009.Telenor Pakistan is owned by Telenor ASA and adds on to its operations in Asia together with Thailand, Malaysia and Bangladesh. Telenor ASA is an international provider of high quality telecommunications, data and media communication services. It ranks as world’s 7th largest mobile operator with a total of 164 million subscribers in its mobile operations. Telenor Pakistan launched its operations in March 2005 as the single largest direct European investment in Pakistan, setting precedence for further foreign investments in the telecom sector. The company has crossed many milestones and grown in a number of directions, making Telenor Pakistan a leading telecom operator of the country. Telenor is the fastest growing mobile network in the country, with coverage reaching deep into many of the remotest areas of Pakistan. In the most difficult terrains of the country, from the hilly northern areas to the sprawling deserts in the south, at times

Telenor is the only operator connecting the previously unconnected. Telenor is keeping ahead by investing heavily in infrastructure expansion. With USD 2 billion already invested, Telenor have extended agreements with vendors for network expansion and services until 2009. The agreements, with a potential to result in USD 750 million worth of orders from Telenor Pakistan, are some of the biggest of their kind in the industry.

Telenor is spreading across Pakistan, creating 2,500 direct and 25,000-plus indirect employment opportunities. Telenor is a network of 23 company-owned sales and service centers, more than 200 franchisees and some 100,000 retail outlets.

HIERARCHICAL LEVELS

There are seven hierarchical levels as the size of the organization approaches 2500 to 3000 employees. Roles and responsibilities are clearly defined at the time of joining the organization; employees are selected against defined criteria. Roles can be added later but employees have a fair idea about their job responsibilities from the beginning.

HIERARCHICAL LEVELS AT TELENOR PAKISTAN

Seven layers do not create communication or motivation problems due to the open culture. There are no instances of de-motivation though in certain areas like Customer Relationship Department or Customer Service Centre different customer queries and complaints can raise frustration levels. Managers in these departments intervene to solve problems. Whenever an employee has a new idea, he/she is encouraged to approach the management and share it with them. Idea drop boxes are also placed at various locations where employees leave their suggestions.

The Communications Department works out if the ideas can be implemented and then discusses them with the employees. There is also a formal platform at the group level known as SEED where innovation is encouraged and new ideas about revenue concepts and cost efficiency can be discussed.

Employees are welcome to participate and submit their ideas. If the ideas handed in are feasible then they are implemented in the organization country level or global level, depending on the nature of the proposal).

Employees are then rewarded financially for their helpful contributions.

SOURCES OF CULTURE AT TELENOR PAKISTAN

PEOPLETelenor Pakistan consists of energetic, youthful and dedicated employees

aged 27 to 28 on average. An appropriate match is required between the culture and employees at recruitment and hiring. If People Excellence (Human Resource Department) feels that a person will not be unable to adjust into the organization’s environment, even if he/she is performing functionally well, the person is rejected.

Primarily the culture comes from the top management. CEO of Telenor Pakistan is humble and cooperative. The employees get the message that if the top management is so accommodating then the employees should behave similarly. What is important to the CEO becomes important for employees to identify completely with the organization. There are four foreigners in the top management but this does not create communication barriers. They are extra humble to others while individuals of a local origin are extra sensitive to them so no one feels alienated. The values of humbleness and free interaction in putting forth ideas lead to a harmonious culture and efficient communication. The management is easily accessible to discuss various issues. It is difficult to distinguish between them as the culture is so homogeneous that it keeps every one at par with others (no formal protocol is given).

While making any decision, Telenor Pakistan has been ethically conscious. Since Telenor (the parent company) has is origins in Norway, a society with a soft-oriented and feminine culture, Telenor Pakistan acknowledges its moral and ethical duty towards its stakeholders and society. Telenor Pakistan will not resort to bribery or illegal offers to accept any decision; values will not be compromised to get licensed. If the organization believes it is not ethically right, it will never take that decision. In most of advertisements they project themselves as the care taker of the values of Pakistani people, so they claim to cherish the core cultural norms and values of the Pakistani people. When the cartoon controversy arose, Telenor condemned such actions mocking religious beliefs and portrayed this on their building.

The management function that deals with recruitment, placement, training, development of organization members.

HRM is a process for staffing the organization and sustaining high employee performance.

ORGANIZATIONAL ETHICS

Introduction to HRM

HRM can be defined as all the practices, systems and procedures implemented to attract,

acquire, develop and manage human resources to achieve the goals of an organization.

Simply it is managing the employment relationship

All the operations to take place and providing the best quality to its subscribers would not have possible without competent and committed employees. Telenor is offering exciting and challenging jobs with competitive pay, excellent benefits and exceptional advancement opportunities. They consider their employees as the assets of the company, and are providing them with relaxed and enriching work environment. They are not hiring competent workforce but they are also developing the employees through training and further educational programs, which ensure a high professional standard amongst their employees. Telenor believes that a talented and loyal workforce plays a crucial role in the organization’s ongoing business success. And Telenor ensures the candidates that by being inducted in Telenor they will become an enthusiastic and valuable member of TELENOR FAMILY.

Components of a HRM System

TELENOR PAKISTAN RECRUITMENT

Recruitment is the one of the Human Resource Functions, which is having a perspectiveof marketing in its operations. Teleport Recruitment Manager, Faraz Shahid said,

TELENOR PAKISTAN HUMAN RESOURES

“Telenor is Great Place to work for”. For Telenor, their Human Resource is a Brand. Toadvertise the equity of their brand, they adopt number of ways according to the Hiring.Telenor HR makes a use of several Marketing strategies to attract the potential group ofcandidates.

Recruitment:

“The process of seeking and attracting a pool of qualified applicants from which,candidates for job vacancies can b selected”Recruitment policy : The recruitment policy of TELENOR PAKISTAN IS

Experience:HR needs the experience of 3 TO 5 years for managerial positions. Theyalso hired fresh graduates for their customer service department.

IQ test/Written test:If they got the experience of 5 years then there is no IQ test or written test.

EEO:TELENOR PAKISTAN follows EEO. They maintain a policy of nondiscriminationtowards all employees and applicants for employment. TELENORPAKISTAN have no discrimination in sectioning whether candidates are women,minority or disable. They only focus on skills, experience and qualification.

CV Submission:Interested applicants should submit their CV to their official site andfollowings channelshctelenor.com.pkTelenor Pakistan - Moaiz Center, 13-K, F-7, Islamabad

Assessment:The selection criteria may involve different steps with respect to theposition you are applying for. There can be one to one interview with concernedDivision head, Recruitment Manager and/ or a panel interview, or there can beseries of interviews. Special process of a preliminary test might be carried out,

depending upon nature of the job.

Keeping details on file:If there is no specific job in the area of an individual's application, or anapplied for position has already been filled, they will hold all details in thereCareers database for up to one year, with the consent of the applicant. Withinthis period, should any vacancy arise to which they feel the applicant would besuited, he/she will automatically be considered.

Record Verification:All the information provided is checked and verified by the related areasand any false or fake information provided can lead to the strict disciplinaryaction.Recruitment procedures:

Within the organization - Internal RecruitmentOutside the organization – External Recruitment

INTERNAL RECRUITMENTTelenor Recruitment Manager Faraz Shahid said,”it’s not the policy of the Telenorthat they are bound to hire employees from within the organization according to therules, but we call it as our Preference”. They prefer the employee to be recruited from within the company, otherwise they opt the alternative method for hiring. Internal recruitment is based of hiring people from within the organization for the position to bevacant.

Telenor PortalsThe portal mentions the vacancy for the position, in order to alert those employeeswho fulfill the criteria for the particular job duties. With the help of portals, inwhich Vacancy is displayed, it becomes easy for the employees to evaluate theirspecifications for the higher posts.

Flyers and BroachersReinforcing the equity of brand is done for the existing employees, in order tomake them connected towards the company. Flyers and broachers are beingprinted in a colorful manner about the allowances they are getting from Telenor, itincludes health care programs, medical allowances, mobile connection financingand others. All these activities are done for the existing employees to make

attracted towards the organization.

Telenor Pakistan’s CEO Tore Johnson said,"We are succeeding because of the faith the Telenor Pakistan team membershave put in one another and the strong sense of purpose they continue todisplay. We genuinely believe that mobile telephony is the best way of breakingsocio-economic barriers, and trickling down wealth and information to thebottom of the pyramid. It helps businesses, communities, and the country.”

EXTERNAL RECRUITMENT

Telenor is providing opportunities to their target market i.e. candidates to benefit Telenorwith their capabilities and skills. There is recruitment process of Telenor, through whichthey hire their employees. But before recruitment process, there is a lot more. Attractingcompetent employees towards Telenor is one of the key objectives. Advertising the equityof brand for the external block of candidates requires various steps to market their HumanResources.

Telenor Recruitment Manager Faraz Shahid said, “Attracting thecandidates is one of interesting and challenging tasks for the recruitment team.”

Telenor attract the employees externally throughJob AdsJob FairsWelcome AdsOnline RecruitmentUniversity VisitsSponsoring Talent ShowsDishing Out Souvenirs

Job AdvertisementsTelenor offers employment opportunities for those who are seeking great place towork. Telenor make their target market of candidates to be attentive, by providing job

advertisements through print media. This is the first method Telenor select to createan opportunistic market. The company’s Advertisements get printed in two Englishnewspapers, Dawn and The News and in one Urdu newspaper, Jang. These job adsprovide opening alert for the vacancy at the Telenor. The ads always includes requiresJob specification and Job description for the candidates, so that they can recognize therequired person of field.

Job FairsTelenor participates in job fairs very actively in order to advertise the HR brand.Participation is not restricted to professional Job fairs, which are conducted for thePakistan’s candidates at large, but also in the university’s job fares conducted at theirown schedules.

Rozee Job FairTelenor participates in Rozee Job Fair very actively. Recently Telenor participated at Rozee Job fair conducted in Lahore on March 2 at Pearl Continental Hotel, then Islamabad on March 9 at the Convention Center, and Karachi on March 30 at the Expo Center.

Telenor Pakistan’s VP Human Capital Division, Nayab Baig said, TelenorPakistan, in particular, aims to engage and develop young talent in order todrive the fastest growing network in one of the fastest growing mobilemarkets in the world. The ROZEE.PK Job Fair provides us a platform toconnect with the brightest and the most talented in the lot.”

Telenor Pakistan is aware of its young Pakistani talent, so special arrangements were made to welcome young jobseekers at the stall during the Job Fair. Telenor Pakistan management welcomed jobseekers at the company’s stall and updated jobseekers about its upcoming careeropportunities, exciting working environment and culture, competitive salary packages, and attractive benefits. Interested candidates used Wi-Fi –connected terminals at the stall to apply for jobs at Telenor Pakistan. Visitors at the Telenor stall also rewarded with free SIM vouchers through lucky draws.

Telenor active participation through the stall got media coverage through 8 TV

channels as well as event coverage on 2 radio stations.

These activities are undertaken mostly for influencing jobseekers through stimulating and beneficial working procedures at Telenor. They do not hire a large sum of candidates from the fairs but a little percentage is hired because their main objective in participating at job fair is to update employees about their HR brand and make them fascinated.University Job FairsTelenor Pakistan welcomes the fresh graduates with immensely unique and new talent. Innovation and distinctiveness is created mostly by the newly graduated job seekers. Telenor energetically participate in University’s Fairs as well. Telenor Stall at university job fairs, provides and opportunity for the students to interact with the HR personnel. The stall is made attractive for the students in order to grab their attention. Standees, umbrellas, flyers, broachers and banners are displayed. Students may provide their Resume/ CVs to the recruitment team present there orstudents can also fill up the given form for applying at Telenor. Spontaneous interviews are also been taken from the students to analyze their confidence for their competencies. Telenor advertise the HR brand into the graduates by explaining the Recruitment processes, employee’s career opportunities, workplace environment and training programs.

Welcome AdvertisementsTelenor Pakistan’s VP Human Capital Division, Nayab Baig said, “The mobileindustry has a significant role to play in improving Pakistan’s competitiveness inthe international market, not just by improving technology readiness but alsothrough human resource development.”

Telenor is keen about its employees, as their employees are one of their sources to create competitive edge in the market. Employees join Telenor in Every quarter of the year, names of those employees who have passed the time duration of one quarter in Telenor are being printed in the newspaper in respect to provide them a Welcome in a company. This increases the motivational level of employees to be given importance and having name in newspaper. Moreover it’s an appealing factor for the other jobseekers as well. Employment opportunities increase by each step taken by the Telenor.

Online RecruitmentE-recruitment is based on online application system, it can be retrieved by using the

Career tab in Telenor Pakistan website. An online application system requires the jobseekers to create their profile in which they are required to mention different fieldsregarding professional and personal details. Uploading of CV/resume is also one ofthe options for the seekers. . A notification concerning profile setup of the candidate isdone by sending e-mail to the person created profile. They can apply for the displayedvacancies once they have created their profiles with logins.

The recruitment manager then evaluates these profiles of candidates who haveapplied for the particular vacancies in order to call the relevant employees suitable forthe job. The evaluation of the employees is based on fair and on merit basis.

All aspects of employment with Telenor are administered by merit, competence,suitability and qualifications, and will not be influenced in any manner by gender,age, race, color, religion, national origin or disability. There are no influences by thehigher authorities on the recruiter to induct particular candidate. If a candidate fails toimpress the recruiter with his/her knowledge, skills and abilities that are required forthe certain job, then no top managers can influence the decision of recruiter. It is a fairevaluation, which is making Telenor to create a competitive edge.

University VisitsTelenor Recritment Team visits different universities, in order to aware students aboutthe induction process and explaning the importance of the Telenor as start of carreerfor students. The team setup a TalkShawk Lounge in the premisis of university. Allthe students are welcome for the lounge discussion. Attractive presenattation aboutHuman Resource Systems are given to the employees. Queries from the students arealways apprecitaed by providing them with satisfactory answers to remove theirconfusions. Students are an important entity for the Telenor, company forcast thesestudents to be upcoming member of Telenor family. University visits and creating alounge sessions also helps Telenor to analyze brand positioning in the minds of

students. These visits plays and important role in explaining the Human Resourcesactively as a Brand.

Sponsoring Talent ShowsTelenor is actively participating in sponsorship of various events taking place in Pakistan. The company is sponsoring concerts, funfairs, kid’s activities and many more. Telenor is alsosponsoring the talent competition taking place at national level by universities. Recently a drama festival organized at Ghazi Ishaq Khan Institute in December 2007 was sponsored by Telenor. In this festival, various universities participated in order to unleash the student’s talent and capabilities. The objective of sponsoring talent completions at University level is again reminding students about the Telenor. The morale of the participants gets increased and they becomeOpportunistic about the particular company considering students’ capabilities shows.

Outsourcing:They have outsourced their most of the recruitment functions, the lower levelor operatives are completely selected by consultancies. They often use THE RESOURCE GROUP (TRG) for head hunting and to beat there competitors.

Selection:“The linking of selection activities to the organization strategic businessobjectives”

Selection policy:The selection policy of TELENOR PAKISTAN is:

EEO:TELENOR PAKISTAN have policy that out door marketing job they only

hire male not female. Because they cannot do market field work, they only hirefemale for indoor jobs.For first line managers and operative’s job they prefer fresh blood age restrictionis up to 26.According to the HR Senior Ex they want youth in these post becausethey are more energetic.

Quality of people:TELENOR PAKISTAN have policy for quality of people for the middle

and first line managers they must be highly qualified and must be from

graduated or post graduated from HEC recognized Universities. For jobqualification, skills and experience very much count.

Selection technique:TELENOR PAKISAN don’t conduct the test for the top managers

middle managers post candidates with the experience more the 5 years.According to them its insult for the candidate to have test for the job. They useto have interviews for them.

Management role:The Interviews are conducted by line manager and floor managers and

HR manager. The final authority to select the candidates is owned by the GM ofthe particular department.

Legal issues:They provide health and safety to their employees in the kind of any

emergency.

Steps in selection procedure:

Steps in selection process for middle manager:

STEP1: Recruitment processSTEP 2: Collecting CV’sSTEP 3: Short listing of applicants as per job descriptionSTEP 4: First interview on telephoneSTEP 5: Short listing of applicants in first interviewSTEP 6: Second interview with supervisorSTEP 7: Final interview with the head of HR departmentSTEP 8: Formal offer made to the selected candidatesSTEP 9: Reference checkSTEP 10: OrientationSTEP 11: Candidate handed over to immediate supervisor

Steps in selection process for top managers:

STEP 1: Recruitment processSTEP 2: Collecting CV’sSTEP 3: Short listing of candidates as per job descriptionSTEP 4: First interview on telephone by supervisor

STEP 5: Second interview with the head of HR departmentSTEP 6: Final interview by CEOSTEP 7: Formal offer made to selected candidateSTEP 8: Reference checkSTEP 9: Orientation

Compensatory or successive hurdle approach:They are using successive hurdle approach for selection because it’s very

easyand one way method. The reason to not to use the compensatory approach isthat it takes so much time of organization and the candidates. Candidates haveno extra time to come again and again for every step but in successive hurdleapproach there is the need of short listed and required candidates.

Orientation at TELENOR

Preparation for First Day

Send new hire a letter with needed paperwork. Include Organizational chart, dress code, employee handbook, benefits, pay explanation, glossary of company acronyms,etc. OR lead them to website where all these resources are located.

- Call new employee to confirm start date, time, location

- Prepare new employee’s work area, including phone, computer, email, and any other access that may be necessary to make the productive from the start

- Meet with current team members about the new employee’s role and responsibilities, talk about who will do what to welcome the new employee

- Appoint and orient a buddy

- Create lunch plans for the new employee’s first few days

- Send an email, post an announcement about the new employee’s arrival

- Make sure the employee is scheduled to have time with HR for any benefits, paperwork questions

- Order business cards, office name plate, etc.

- Make any arrangements for necessary on-the-job training or support, including

software training or program manuals

First Day

- Personally welcome the new employee

- Review the orientation plan for the day, and the week, include any paperwork or exercises they may have completed prior to arriving.

- Introduce new employee to higher-level executives where possible. Allow executives to impart a company message.

- Explain the levels of supervision within the department

- Provide information needed for a successful introduction. Include

o Company history

o Mission & Vision statements

o Disciplinary procedures

o Complaint, discrimination and grievance procedures

o Proprietary information agreement

o Ethics statement, including solicitation and conflict of interest policies

o Security information

o Company Newsletter, brochures, marketing materials

- Should also include:

o Time sheet/card information

o Payroll procedures

o Normal work hours, break policies

o Insurance program

o Pension plan

o Educational assistance

o Credit union

o Stock purchase

o Savings bond plan

o Performance Evaluations

o Promotions

o Transfers

o Vacation

o Holidays

o Attendance policy regarding absences/tardiness

o Jury duty

o Leaves of absence

- Maternity leave/FMLA leave

- Complete introductions to team members and “buddy.” Be sure to include the job each person does and how it relates to the new employee’s job

- Show the new employee their new work area, review all components of phone,

internet, email

- Give a tour, including restrooms, break room, emergency exits, conference rooms, etc.

- Escort the employee to get any parking passes, security badge, keys, company credit cards, other necessary equipment

- Make sure the employee has time to learn about benefits that are available to them

- Review any specific workplace security measures that are in place, as well as severe weather

plans that are in place.

- Introduce the employee to additional staff members and departments where

appropriate.

- Describe any regular meetings

- Demonstrate where company resources are and how they can access useful

information such as staff directories, etc.

- Review office organization, where to find files, supplies, etc.

- Provide a list and brief explanation of all current department projects

- Give the initial work assignment (make sure its meaningful, not just busy work), provide any needed support up to and including step-by-step instruction

- Take the new employee to lunch

- Determine how supervisor is to reach employee during non-working hours if

necessary

- Meet with new employee at end of day to find out how the day went and answer any questions, review the importance of the position and its accountability within the organization.

Second Day

- Review the online org charts, define the department’s function and interrelationships with other departments. Review protocols and reporting structures

- Review job description and performance standards: expected outcomes, success metrics, probationary period, etc,

- Impart the company’s customer service philosophies

- Review work schedule, lunch breaks, timekeeping systems as appropriate

- Describe who and how to notify of sick or vacation leave

- Discuss overtime needs and how assignments are given

- Review appearance and professionalism – mention online interactive exercises that demonstrate dress code, reiterate what is too casual. Review workspace neatness, decorating limits

- Review communications policy, including personal phone calls, appropriate email content, use of pagers, etc.

- Review policy on visitors and personal conduct

- Review policy on after-hours and weekend access

- Review procedures for security, privacy & handling of confidential information

- Review potential safety issues they may encounter

- Review Ethical guidelines concerning meals, gifts, travel, and entertainment as necessary.

First Week

- Begin the performance planning process

- Review the employee’s work area to make sure they have everything they need to do their job

- Meet with the new employee (and possibly their buddy) at the end of each day to review, answer questions

- If needed, review travel policies and procedures

- Explain safety policy, reporting of all accidents and injuries (when, to whom, and how), first aid facilities, emergency medical attention

- Explain the company’s unique selling proposition

- Explain the company’s products and services

- Explain the company’s customers, clients, vendors, and competitors

Within the First Month

- Check to make sure employee has signed up for benefits

- Review teamwork expectations

- Establish performance goals and schedule first performance appraisal meeting (at 6 weeks or per requirements)

- Make sure the employee understands the relationship between his/her job and the company’s success

- Insure technical competence, make sure any questions asked have been thoroughly answered.

- Review current departmental goals (if they exist) for the next 90 days, 6 months and 1 year

- Review any community involvement projects or volunteer opportunities available for the new employee

90 Days and Ongoing

- Celebrate the completion of probationary period

- Schedule periodic progress reviews. Discuss orientation items, ask for feedback on the process. Allow them to ask any and all questions they may have, either in person or anonymously.

- Review departmental goals and success benchmarks

- Review performance expectations

- Meet regularly with new employees to answer questions and confirm that the new employee is becoming acclimated to the department and position responsibilities

- Schedule training as necessary

HUMAN RESOURCE DEVELOPMENT DEPARTMENTHuman Resource Department engage to perform a set of systematic and

planned activities designed by an organization to provide its members with the opportunities to learn necessary skills to meet current and future job demands. HRD department in Telenor plays very active role. The head office of HRD department is situated in Islamabad however it has its four zonal offices, these are

Central I Central II North South

Working of HRD department is cross functional, there is great coordination is among the departments of the company. And HRD department play an important role in providing strategic support.

HUMAN RESOURCE DEVELOPMENT FUNCTIONS The functions of HRD in Telenor is to developing the required skills in

employees as by perceiving the future needs and demands of the company as well as the requirement of the competitive environment. The major functions which they have to perform are

Training and development (T&D)

Organization development

Career development

The “new learning and performance wheel”

Strategic management and HRD

The supervisor’s role in HRD

Organizational structure of the HRD function

As Telenor is one of the growing company of the country so, it is also facing a lot of challenges in order to make its human resource as its competitive advantages, the major challenges which are being faced by the Human Resource Development department in Telenor are

1. Increasing workforce diversity

2. Competing in a global economy 3. Eliminating the skills gap 4. The need for lifelong learning 5. Facilitating organizational learning.

However in Telenor, the HRD department is doing great job in order to cope with all these challenges, HRD department has developed a complete framework which the management is currently practicing.

TYPES OF TRAINING

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

In house Training

Outsource Training

In House Training In house training the company offers the training in its different zones by means of seminars, conferences and workshops. In house training which are given on the job is

System related training

Product related training

Technical Training

Front End Desk Training

Operational wise training

These are the most common types of training which company gives to its employees. Outsource Training Telenor go for the outsourcing when the in house training is not available. The topic cover under outsource training are those which are more general in nature so company by evaluating cost and benefit go for outsourcing. While go for outsourcing, Telenor is using the services of Novatious Institute which holds a good name regarding the training. The common types of training are

Moral Building

Attitude Building

A FRAMEWORK FOR THE HRD PROCESS

HRD department follow a frame work which consists of four major steps, HRD department is primarily responsible for Learning and development of employees. The whole activities of HRD department in Telenor revolve around these steps. 1. Training Need Assessment Phase 2. Training Design Phase 3. Implementation phase 4. Evaluation phase

1- TRAINING NEED ASSESSMENT PHASE

Training needs analysis process is a series of activities conducted to identify problems or other issues in the workplace, and to determine whether training is an appropriate response. An analysis of training need is an essential requirement to the design of effective training. The purpose of training need analysis is to determine whether there is a gap between what is required for effective performance and present level of performance. The needs analysis is usually the first step taken to cause a change. This is mainly because a needs analysis specifically defines the gap between the current and the desired individual and organizational performances. In Telenor, the TNA phase has given a primarily importance, it is conducted to determine whether resources required are available or not. It helps to plan the budget of the company, areas where training is required, and also highlights the occasions where training might not be appropriate but requires alternate action. Training Need arises at three levels.

Organization Level

Individual Level

Operational Level Corporate need and training need are interdependent because the organization performance ultimately depends on the performance of its individual employee and its sub group. Organizational Level In Telenor, Training needs analysis at organizational level focuses on strategic planning, business need, and goals. It starts with the assessment of internal environment of the organization such as, procedures, structures, policies, strengths, and weaknesses and external environment such as opportunities and threats. After doing the SWOT analysis, weaknesses can be dealt with the training interventions, while strengths can further

be strengthened with continued training. Threats can be reduced by identifying the areas where training is required. And, opportunities can be exploited by balancing it against costs. For this approach to be successful, the HRD department of Telenor gets involved in strategic planning. In this planning, HR develops strategies to be sure that the employees in the organization have the required Knowledge, Skills, and Attributes (KSAs) based on the future KSAs requirements at each level. Individual Level HRD department of Telenor focuses on each and every individual in the organization. At this level, the HRD department checks whether an employee is performing at desired level or the performance is below expectation. If the difference between the expected performance and actual performance comes out to be positive, then certainly there is a need of training. However, individual competence can also be linked to individual need. The methods which are most commonly used by the HRD department of Telenor to analyze the individual need are: Appraisal and performance review

Competency assessments

Customer feedback

Self-assessment or self-appraisal

Operational Level

Operational level focuses on the work that is being assigned to the employees. The job analyst at Telenor gathers the information on whether the job is clearly understood by an employee or not. Training officers gathers this information through technical interview, observation, psychological test; questionnaires asking the closed ended as well as open ended questions, etc. Today, jobs are dynamic and keep changing over the time. Employees need to prepare for these changes. The job analyst also gathers information on the tasks needs to be done plus the tasks that will be required in the future.

WHO CONDUCTS NEEDS ANALYSIS & WHY?

In Telenor, an in-house trainer or a consultant performs a needs analysis to collect and document information concerning any of the following three issues:

Performance problems

Anticipated introduction of new system, task or technology

A desire by the organization to benefit from a perceived opportunity

In all three situations, the starting point is a desire to effect a change. Given this, one must know how the people who will experience change perceive it. With out the proper TNA, Trainer may be unable to transfer their newly acquired skills to their jobs because of the organizational constraints. Process of conducting a training needs analysis is a systematic one based on specific information-gathering techniques. Training need analysis process proceeds in stages, with the findings of one stage affecting and helping to shape the next one. There is no easy or short-cut formula for carrying out this process. Each particular situation requires its own mix of observing, probing, analyzing and deducting. In Telenor Pakistan, a needs analysis is not a one-time event. Telenor administer needs analysis at regular intervals, usually biannually or every year or two.

WHO IS THE TRAINEE? Training needs will differ with the backgrounds of the employees to be

trained, and their present status in the organization. Basically, a candidate for training may come from any one of three groups:

New hires Veteran employees Trainees currently in the training pipeline (currently in the training program)

Consideration of the varying needs of these groups provides a frame of reference for discussing and suggesting the methods of identifying training needs:

TECHNIQUES FOR DETERMINING SPECIFIC TRAINING NEEDS There are a number of methods which Telenor Pakistan is using to gather

data about employees’ performance. Each works well in given circumstances; therefore, Telenor adopted the most suitable method for determine specific needs. Management of Telenor believes that none of these methods can stand alone; they always use at least two, if for no other reason to validate their findings. These Methods are

Observation Interviews

Questionnaires Job description Performance Appraisal Analysis of Organizational Policies

DESIGN PHASE As the information provided by the Telenor was insufficient so, we have just

draw a model of our own. The design of the training program can be undertaken only when a clear training objective has been produced. The training objective clears what goal has to be achieved by the end of training program i.e. what the trainees are expected to be able to do at the end of their training. Training objectives assist trainers to design the training program.

TRAINING DESIGN MODEL

In context with the Appendix-c, we have developed a training design model which can be an effective one for the Telenor to train its employees. The necessary components of Training design are The Trainer:

Before starting a training program, a trainer analyzes his technical, interpersonal, judgmental skills in order to deliver quality content to trainers.

The Trainees: In training design there should be a close scrutiny of the trainees and their

profiles. Age, experience, needs and expectations of the trainees are some of the important factors that affect training design. Training Climate:

There should be a good training climate, a good training climate comprises of ambience, tone, feelings, and positive perception for training program, etc is one of the necessary conditions of training design. Therefore, when the climate is favorable nothing goes wrong but when the climate is unfavorable, almost everything goes wrong. Trainees’ Learning Style:

The learning style, age, experience, educational background of trainees must be kept in mind in order to get the right pitch to the design of the program. Training Strategies:

Once the training objective has been identified, the trainer translates it into specific training areas and modules. The trainer prepares the priority list of about what must be included, what could be included Training Topics:

After formulating a strategy, trainer decides upon the content to be delivered. Trainers break the content into headings, topics, ad modules. These topics and modules are then classified into information, knowledge, skills, and attitudes. Sequence the contents – Contents are then sequenced in a following manner: From simple to complex

Topics are arranged in terms of their relative importance

From known to unknown

From specific to general

TRAINING IMPLEMENTATION

To put training program into effect according to definite plan or procedure is called training implementation. Training implementation is the hardest part of the system because one wrong step can lead to the failure of whole training program. Even the best training program will fail due to one wrong action. Training implementation can be segregated into:

Practical administrative arrangements

Carrying out of the training

Implementing Training: Once the staff, course, content, equipments, topics are ready, the training is

implemented. Completing training design does not mean that the work is done because implementation phase requires continual adjusting, redesigning, and refining. Preparation is the most important factor to taste the success. Therefore, following are the factors that are kept in mind while implementing training program:

The trainer: The trainer needs to be prepared mentally before the delivery of content.

Trainer prepares materials and activities well in advance. The trainer also set grounds before meeting with participants by making sure that he is comfortable with course content and is flexible in his approach.

Physical set-up: Good physical set up is pre-requisite for effective and successful training program because it makes the first impression on participants. Classrooms should not be very small or big but as nearly square as possible. This will bring people together both physically and psychologically. Also, right amount of space should be allocated to every participant.

Establishing rapport with participants: There are various ways by which a trainer can establish good rapport with trainees by: Greeting participants – simple way to ease those initial tense moments Encouraging informal conversation Remembering their first name Pairing up the learners and have them familiarized with one another Listening carefully to trainees’ comments and opinions Getting to class before the arrival of learners Starting the class promptly at the scheduled time Using familiar examples

Varying his instructional techniques

Using the alternate approach if one seems to bog down

Reviewing the agendaAt the beginning of the training program it is very important to review the

program objective. The trainer must tell the participants the goal of the program, what is expected out of trainers to do at the end of the program, and how the program will run. The following information needs to be included:

Kinds of training activities

Schedule

Setting group norms

Housekeeping arrangements

Flow of the program

Handling problematic situations

EVALUATION PHASE The process of examining a training program is called training evaluation. Training evaluation checks whether training has had the desired effect. Training evaluation

ensures that whether candidates are able to implement their learning in their respective workplaces, or to the regular work routines.

PURPOSES OF TRAINING EVALUATION The five main purposes of training evaluation are

Feedback: It helps in giving feedback to the candidates by defining the objectives and linking it to learning outcomes.

Research: It helps in ascertaining the relationship between acquired knowledge, transfer of knowledge at the work place, and training.

Intervention: It helps in introducing some interventions in the organization, through evaluation we come to know where the gap exists, so we can cover the gap by interventions.

Power: It also helps to reduce the power distance between the employees. Control: control is shared between the employees by reducing the power distances.

PROCESS OF TRAINING EVALUATION Before Training In Telenor the learner’s skills and knowledge are assessed

before the training program. Generally in organizations, during the start of training, candidates generally perceive it as a waste of resources because at most of the times candidates are unaware of the objectives and learning outcomes of the program. Once aware, they are asked to give their opinions on the methods used and whether those methods confirm to the candidates preferences and learning style.

During Training It is the phase at which instruction is started. This phase usually consist of short tests at regular intervals.

After Training It is the phase when learner’s skills and knowledge are assessed again to measure the effectiveness of the training. This phase is designed to determine whether training has had the desired effect at individual department and organizational levels. There are various evaluation techniques for this phase. Muhammad Mahmood Aslam COMSATS Institute of Information Technology, Lahore http://pakistanihr.blogspot.com 18 TECHNIQUES OF EVALUATION The various methods of training evaluation are being used by the Telenor which is different for in house Training and outsource training. In House Training In house Training, the different methods being used for the purpose of evaluation are Observation

Questionnaire

Interview

Quizzes

Outsource Training If he training is being provided by some outsource firm then the evaluation is being done by Execution on the job after Training

During Execution at the job

So, in this way, in different ways evaluation is being done differently for in house and outsources training.

RESPONSIBILITY FOR THE EVALUATION OF TRAINING

Depending on the type of training, and the management level for which the training is being prepared and delivered, a number of stake holders are involved in training and its results which evaluate the training, these evaluators are

Senior Management The Trainer Line Management The Training Manager The Trainee

Each has their own responsibilities, which are detailed next.

Employee Responsibilities The following sections are intended to serve as summary of a variety of

important employment information. For more information please see the Human Resource Manual or contact your HR representative for assistance.

ABC’S FOR SUCCESSAttendance

Being Flexible

Communication

Office Hours and Attendance Work Hours Department Managers establish normal working hours. A typical schedule is 8 working hours per day with a 1 hours lunch break, totaling 40 working hours per week.

Attendance and Punctuality

If you are going to be absent or late, you must contact your Manager immediately or at least before your scheduled work shift. If you have to leave early, you must obtain approval from your Manager. Employees may use accrued paid time off in order to be paid for any time not worked.

What Telenor Require from Employees

Lunch Your department manager will discuss specific times for lunch. Lunch is

typically a 1 hour unpaid break and is no less than a 30 minute unpaid break.

Inclement Weather Policy Extreme weather conditions make it difficult for employees to report to

work. The decision for setting the work hours under these conditions rests with Senior Management. In case of inclement weather contact the Emergency Hotline or website: 111-345-700 or www.telenor.com/pk

Meetings and Trainings All employees are expected to attend training and staff meetings as required.

These meetings are designed for educational and policy purposes and attendance is required unless excused in advance by your Manager.

Office Procedure and Etiquette

Employee Badges Security badges allow employees to enter the office suites and should be

worn at all times on the premises.

Smoking Policy Telenor Pakistan is a smoke free work environment. Smoking is not

permitted in any area of the building. The courtyard area between 1300 and 1301 is the only designated area for smoking. Place cigarette butts in the ash urns provided.

Alcohol and Drug-Free WorkplaceTelnor Pakistan follows the rules and regulations of Government of

Pakistan. Government rules and regulations say that drug testing is a condition of holding your job. Coming to work drunk is bad judgment. If you use alcohol or drugs and fail to perform the duties required by your job acceptably, you are likely to be terminated.

CONFLICTS OF INTEREST

You should know that you have a duty to be loyal to your team. This means not intentionally taking actions that might hurt your team and not helping someone who is competing with your team.

It’s fine to collaborate with competitors to improve our industry or to serve our communities. It is not fine to help our competitors increase their performance or their revenue in any way that might hurt ours.

Being loyal also means that you protect the company’s assets, including our intellectual property.dealings that make it difficult to do your job objectively. If you aren’t sure whether something you or a close family member is involved in causes a problem, you should let company

Telephone Usage Cell phones should be entitled as per designation. Employee should use the

cell phone for official correspondence during work hours.

E-mail Usage E-mail should be used for business purposes only. Do not send, accept or

create jokes, chain letters, or emails containing unknown links or attachments. Every employee will be assigned as email address as he will become the part of Telenor Pakistan. For Example mshahidt@telenor.com.pk

Internet Usage Internet should be used for business purposes only. Do not listen to, watch

or download music or videos. Do not play games, access adult entertainment, or gambling sites. No usage of websites that ‘cloak’ identity and/or allow you to circumvent the company’s security system.

Official Dress Code, Employee Perk and Discounts

Dress Code Our dress code at Telenor Pakistan allows for business casual attire on a

daily basis. Jeans and shalwar kameez may be worn on Fridays only. Here are some business casual guidelines: Acceptable for Women Acceptable for Men Unacceptable

Dresses Trousers Tank Tops Suits Collared Shirts T-Shirts Slacks Khakis Shorts Skirts Sweatshirts

Sweaters Sweat Pants

Blouses Jogging Suits

Khakis Halter Tops

Overalls

Flip-Flops

Hats

Employee Perks and Discounts A. Local Discounts

KFCPIZZA HUT

HANG TENB. Employee Activities

Annual Holiday Party Take Away PartyBirthday PartiesBoat Trip

Many others!

Time Off and PayTime Off

Sick Days :Illness of self, child or spouse Eligible after 3 months of employment

2. Vacation Accrues with each pay period Available to full time employees after 6 months of employment Time allowed: Annual Leaves 20Sick Leaves 8Casual Leaves 7

PayEmployee will be paid as per the designation. Your pay will be set at one of

the steps within the grade for the class to which you are appointed.

OVERTIME:

In general, paid only to non-exempt employees at 1.5 times the normal hourly rate for every hour beyond 40 hours worked during a work week, or as otherwise required by your business unit’s policies or local or state law.

Paid holidays, vacation days, and sick days do NOT count in calculation of overtime hours.You are required to obtain specific advance approval from your supervisor before working overtime.

Official HolidaysHolidays

Although most offices must remain open from 8:00 a.m. to 5:00 p.m. Monday through Friday, many employees work other than the conventional 8 to 5 schedule. Holiday time is eligible upon hire. Dates are provided at the beginning of each year. 2009 Telenor Pakistan’s holidays:

Georgian Date English Arabic/Urdu Islamic Date

Variable The Tenth Day Ashura10 Muharram

VariableDay of the Sacrifice

Eid ul-Adha 10 Dhu al-Hijjah

VariableProphet Muhammad's Birthday

Youm-e-viladat-e-Nabi (SAW)

12 Rabi' al-awwal

Variable End of Ramadan Eid ul-Fitr01 Shawwal

January 1 New Year's DayRa's as-Sana al-meladiah Variable

March 23 Pakistan Day Yom-e-PakistanVariable

May 1 Labor Day Yom-e-KarigarVariable

August 14 National Day Yum-e-Istiqlal

Variable

November 9Birthday of Muhammad Iqbal

Yum-e-Iqbal Variable

December 25Birthday of Muhammad Ali Jinnah

Yom-e-Viladat-e-Quaid-e-Azam

Variable

Benefits for EmployeesBenefits

Eligibility for benefits starts the first of the month following ninety days of employment. There will be a comprehensive package and overview of these benefits the month before enrollment. This guide is designed to introduce you to the benefits you will be receiving at Telenor Pakistan

Health Insurance Telenor Pakistan offers medical, dental, and vision coverage. All deductions are pre-taxed and

premiums are company subsidized.

Healthcare - Medical www.shifa.com

Employee Assistant ProgramEAP is the Telenor Pakistan’s Employee Assistance program provider.

HMS is an integrated counseling and referral service specializing in Employee Assistance Programs and work/life issues for employees and their dependants. Employee Assistance Program (EAP) is available to assist State employees and their dependents with any personal problems or workplace concerns.

All employees are eligible first day of employment No active enrollment necessary No cost Confidential 24/7 Face-to-face assessment and confidential counseling Referral and resource services in a variety of areas via phone and web

HMS Information:

111-EAP- www.telenor.com

Transfer, Demotion, Promotion

Transfer — You may be considered for a transfer from your branch to another without loss of benefits, such as retirement, insurance, sick leave and annual leave credit. If you are a probationary employee who transfers within the same class, you must serve the remaining portion of your probationary period. A probationary employee who transfers to a different class must serve a new probationary period.

Demotion

An employee may be demoted to a position in a class with a lower grade level if the employee meets the minimum qualifications and if theappointing authority approves

Promotion

Promotion is advancement to a vacant position in a class that has a higher grade than the class previously held. As an employee you may compete in recruitments for promotional openings when you have served six months (full-time equivalent) of continuous classified service. When you accept a promotion, you will be required to serve a trial period of

either six months or one year. If you fail to attain permanent status in a vacant position to which you were promoted, you shall be restored to your former position

Health Advocate Health Advocate helps solve problems while assessing the healthcare

system.

Facilitates interactions with healthcare providers and insurers Helps with claim issues Helps find providers, schedules appointments and other services Employee, spouse, dependent children, parents ,and parents-in-law are eligible

No cost All employees eligible first day of employment No active enrollment necessary

Health Information:

Head Office: Shifa International Hospitals Ltd. Sector: H-8/4, Islamabad - PakistanTel: 051- 4603666Fax: 051- 4863182e-mail: info@shifa.com.pk

Company Paid Benefits

Group Insurance Includes health insurance, dental insurance, vision, long-term disability, and

life insurance.

Life Insurance Employees and their dependents are entitled to specific insurance and related

benefits. Although they are summarized below, additional benefit information can be found in the Public Employees’ Benefits Program Master Plan Document. You will be invited to attend a employee benefit orientation within the first 60 days of employment and will receive the full benefits packet at that session. You may also call the Public Employees’ Benefits Program for additional information.

Available to Full Time employees starting on the first of the month following 60 days of employment.

All Full Time employees qualify for coverage of two times of his/her base salary.

Max: Rs. 350,000 exempt; Rs. 100,000 non-exempt

Short Term Disability Available to Full Time employees only. Payment depends on length of

service.

6 months up to 12 months service: 50% of base pay 12+ months service: 100% of base pay Long Term Disability Available to Full Time employees starting on the first of the month following 60 days of employment. Voluntary Insurance

An EFU representative will present options to employee when eligibility starts. Here are some policies EFU insurance offers as supplemental insurance:

Hospital Confinement Indemnity Policy Personal Accident/Disability Policy Supplemental Life Insurance Short Term Disability Long Term Care Cancer Savings Plan Enrollment Eligibility: all employees 21 years and older are automatically enrolled, unless you choose to opt out:

6 months: 8% of salary matched 18 months: 10% salary matched Rollover from qualified plans Allowable contributions of 10%-20% of total compensation, including any commission, bonuses and overtime. The company match is 20% of each employee’s annual contribution that is up to 10% of the employee’s total income. The maximum amount the company will match is 10% of the employee’s base pay. Vesting period subject to length of service Employee Referral Bonus Policy

In the interest of encouraging current employees to recommend future employees, Telenor Pakistan has implemented an Employee Referral Bonus Policy.

Rules:

1. The Candidate must be referred to Telenor Pakistan directly by the current employee. They cannot have sent in their resume on their own or through an agency.

2. Bonus is paid after the new employee completes their 180 day evaluation period.

3. The referral employee must still be employed at Telenor Pakistan to receive payment.

4. The bonus is 1 month Basic Salary for officer and non-officer positions.

Tenets and Performance Evaluations Company Tenets

Telenor Pakistan’s Tenets are the foundation of our culture. They are guiding principles that all employees should deliver daily.

1. We are humble and we consistently demonstrate respect for our fellow employees and clients. .

2. We strive to make our clients more successful, always putting forth our best effort and taking personal responsibility for the quality of our work.

3. When we make mistakes, we admit them quickly.

4. We foresee change and adapt quickly. We innovate and take risks. We share ideas to improve the Company.

5. We understand what is expected of us each day.

6. We recognize that every individual is unique with individual talents and we strive to match every person’s responsibility with his or her talents.

7. We honor our commitments to external and internal clients.

8. A diverse workforce is a source of strength. We are committed to ensuring that our employees are diverse in their cultures, beliefs and experiences.

9. We guard and conserve the Company’s and our client’s resources with the same vigilance that we guard and conserve our own personal resources. We conduct ourselves in a manner that never creates a conflict of interest between the Company and ourselves.

10. We have fun at work and we are re-energized by fun outside of work.

11. We recognize the paramount importance of families and in meeting family commitments.

12. We always communicate without fear and retribution.

Performance Evaluations Your manager will evaluate your work at the end of your

probationary period and annually thereafter. For most positions the probationary period is 180 days and for commissioned sales positions the probationary period is 120 days. If you are serving a six-month (full-time equivalent) probationary period, your supervisor will evaluate your performance at the end of the second and fifth months. Annual reviews are completed at year-end for non-sales positions and in January for commissioned sales positions. Each evaluation will include a discussion between you and your supervisor to review and clarify goals and methods to achieve them. It will also include a written evaluation of your progress in the job. Evaluations will be made with reference to established work performance standards. If you disagree with the report on performance, you must prepare a written response identifying specific points of disagreement within 10 days of receiving the report. A reviewing officer will respond to your concerns. The reviewing officer is the supervisor of the person who prepared your report on performance or another person designated by the appointing authority.

Training

The Telenor Pakistan supports training programs and employee development to improve the efficiency and productivity of all employees. It recognizes continued training and development for career employees is essential in providing quality services for Telenor Pakistan. Each Division is responsible for on-the-job training, and any formal or specialized training in areas unique to their work environment and required by the Telenor Pakistan. This training includes subjects such as supervision, management, communication, customer service, effective writing, and prevention of sexual harassment, including the supervisory training mandated

Equal Employment Opportunity and Affirmative Action

It is the policy of the Telenor Pakistan that employee recruitment, appointment, assignment, training, compensation and promotion shall occur on the basis of merit

and without regard to race, gender, sexual orientation, religion, color, national origin, age, pregnancy, political affiliation, or disability. Ensuring equal employment opportunity is the responsibility of all Telenor Pakistan officials, managers, supervisors, and employees.

Policy against Harassment and Discrimination Company Diversity Statement

At Telenor Pakistan, our employees are provided with equal opportunity regardless of race, color, gender, age, religion, sexual orientation, or physical condition. We respect and value each other’s differences, and strive to create an environment that is inclusive, encouraging communication, personal growth and creativity. Preventing Harassment

InterBay’s Harassment Policy

Telenor Pakistan’s policy to maintain a work environment that is safe and free from harassing conduct from other employees, customers, vendors, and others in the workplace.

Harassment includes verbal, physical, and visual conduct or written or electronic material that creates an intimidating, offensive, or hostile work environment or that interferes with an employee’s work performance.

Such conduct constitutes harassment when:

1. Submission to the conduct is made either an explicit or implicit condition of employment.

2. Submission to or rejection of the conduct is used as the basis for an employment decision.

3. The conduct unreasonably interferes with an employee’s work performance or creates an intimidating, hostile, or offensive work environment.

Harassing conduct can take many forms: slurs, jokes, statements, gestures, threats, assault, impeding or blocking another’s movement, pictures, drawings, e-mails, articles, or cartoons based upon an employee’s race, religion, sex, national origin, disability, veteran status, sexual orientation or any other basis protected by federal, state, or local laws.

Sexually harassing conduct includes all of the prohibited “harassing conduct” described above, as well as other unwelcome conduct, such as request for sexual favors, sexual advances, flirtations or propositions, conversation containing sexual comments or innuendo, and other unwelcome sexual advances or inappropriate touching. Sexually harassing conduct can be by a person of either the same or opposite sex.

Your Responsibility

If you have reason to believe that you have been a victim of or witness to harassment, please notify your immediate supervisor and contact your HR representive. The situation will be investigated and appropriate action determined. Reporting such behavior will have no adverse impact on employment. Miscellaneous Important Information

Office Locations

Telenor Pakistan

Islamabad Headquarter

13-k Moaiz Center, F-7 Markaz, Jinnah Super Islamabad

Email: hr@telenor.com.pk

Tele: 051-111-345-700

Fax 051-2651923

Technical Office

Manzoor Plaza, Blue Area Islamabad

Support Office

I-9, Industrial AreaIslamabad

Marketing and Sales Office

Telenor Plaza, F-11 MarkazIslamabad

Conclusion TELENOR

The results of our research suggest that Telenor’s Human ResourceDepartment is working towards aligning its functions with the ideal ones aspropagated by the Human Resource professionals around the world. Its currentpractices are not flawless. There is a room for improvement. The recruitmentprocess can be made more compliant with the Equal Employment OpportunityLaws by making a few improvements. Amendments are required in theapplication form, type of interviewing and selection of outside sources ofcandidates. The focus is too much on reference based hiring. The drawbacksof this mode of hiring outweigh its advantages but Telenor strongly advocatesit.

Telenor has fairly good training methods. It has the capacity to introducenewer modes of training. At Telenor the fault does not lie with the trainingprocesses but with the selection of the most appropriate training method for aparticular job. Training serves no purpose if it does not nurture the requiredskills for a job. Training evaluation also needs to be more strict andquantified. The current processes do not assess the impact of the trainingadequately.

Compensations policies currently focus on competency based pay. The problemlies in the fact that skills for every job can not be clearly defined. Even whenthey are identified, they are not always measurable. These policies increasesupervisor bias. It is labor intensive in its introduction and sustainability and

bring with it self substantial training cost.Our research shows that the current appraisal system is subject to centraltendency, personal bias and results in a lot of paper work. This is because ofthe 360 degrees feedback system. This system is not erroneous but whileusing it the HR professionals should keep in mind that they are not free ofbiases.

Telenor’s Benefit Program is an impressive one. These serve the purpose ofattracting a competent pool of employees. It contributes towards employeesatisfaction and retention. The only thing that lacks in this system ispersonalization of benefit program. This is a new phenomenon and is gainingappreciation due to its favorable effects on performance and contentment.Secondary research and interview with the HR officer at Telenor helped us inthe critical analysis of their human resource functions. Based on this we cameup with the steps People’s Excellence at Telenor should take in order to have amore efficient, productive Human Resource Management System. In additionto improving performance it would also help in contributing towards achievingthe company’s strategic goals.

Recommendations

Dealing with challenges requires a coordinated effort so that the company isable to sustain itself in the ever-changing competitive environment andcontinues to provide superior value to the customers. The grouprecommends the following:

There should be an effective employee exchange program even at thelevel of middle management so the organization can share the level ofskill and expertise at all levels with the parent company

Introduction of employees stock options would further enhance themotivation level because then the employees too would have a stakein the organization. In their workforce there should be a quota for the disabled people. Thisis currently being practiced in the parent company. This would enhance

the image of the organization being socially responsible

Following can be the future plans of action that Telenorcan pursue in order to ensure sustainable growth:

Improve network quality to make it a sustainable competitiveadvantage

Develop an employee exchange program for enhanced employeemotivation

Establish a coordination department/integrated IT system for effectivecommunication

Introduction of employee stock options

Quota for the disabled people for greater CSR and diversityBuilding an organization with competency, capabilities and resourcestrengths

Developing Technical Know How in Employees

Developing budgets to steer ample resources into critical value chainactivities

Creating strategy supportive policies and procedures

Instituting best practices and a commitment to continuousimprovement

Installing support systems and Value added Services

Summary

The report aims to analyze the human resource management system of aleading telecom operator in Pakistan Telenor. Among various parameters,the personnel management and its characteristics will be discussed in detailalong with the culture of organization. Strategies resulting from these twovariables will determine the effectiveness of the organization.The information collected will be critically analyzed to describe the strengthsand weaknesses of the organization. Possible recommendations will besuggested in the end to manage the challenges faced by the differenthierarchical levels at Telenor Pakistan.

References