Mobilinks Performance

Management System

Submitted To:
Syeda Madeeha

Submitted By:
Gul Mahak
Muhammad Arshad
Khurram Rabbani

(2123238)
(2133782)
(2133322)

Mission Statement
3
Vision ............................................................................................................................................................................3
History of Company .....................................................................................................................................................4
Values ...........................................................................................................................................................................4
Products of Mobilink....................................................................................................................................................5
Services offered ...........................................................................................................................................................5
Major Clients/Customers .............................................................................................................................................5
Number of Customers .................................................................................................................................................5
Competition ..................................................................................................................................................................6
SWOT Analysis.............................................................................................................................................................7
Human Resource Management Department ..............................................................................................................6
Mission Statement ...................................................................................................................................................6
Sections ........................................................................................................................ Error! Bookmark not defined.
Strategies .................................................................................................................................................................8
HR Practices........................................................................................................................................................... 10
Performance Appraisal ......................................................................................................................................... 10
Objectives of Performance Appraisals ............................................................................................................ 11
Appraisal Policy ................................................................................................................................................ 11
Performance Review ......................................................................................................................................... 11
Appraisal categories ......................................................................................................................................... 12
Sources of Performance Appraisal .................................................................................................................. 12
Feedback ............................................................................................................................................................ 13
Training and Development ............................................................................................................................... 13
Training Methods .............................................................................................................................................. 14
Types of Training in Mobilink ........................................................................................................................... 14
Performance Measurement System ................................................................................................................. 15
Career Planning & Development ...................................................................................................................... 17
Promotion Policies ............................................................................................................................................ 18
Bonuses ............................................................................................................................................................. 18
Reward System .................................................................................................................................................. 19
Conclusion.................................................................................................................................................................. 20
Recommendations ..................................................................................................................................................... 20
References .................................................................................................................... Error! Bookmark not defined.

Mission Statement
To be the unmatchable mobile system of
communications in Pakistan this provides the best
value to its customers, employees, business partners
and shareholders.

Vision
To be the leading telecommunication services provider
in Pakistan by offering innovative communication
solutions of our customers while exceeding shareholder
value and employee expectations

History of Company
Mobilink is a subsidiary of Orascom telecom. Orascom telecom is headed by Egyptian
based chairman Mr. Naguib Sawiris. It was founded to achieve a fundamental target to
build one unique telecommunications entity of Arab identity. In its effort to fulfill its
regional strategy, Orascom Telecom now has 20 operating licenses; 5 in Arab countries
(Egypt, Jordan. Syria, Yemen and recently Algeria) one in Pakistan and 15 in central
and sub-Saharan African countries (cote D Ivory, Zimbabwe, Chad, Congo Brazzaville,
Zambia, Uganda, The central African republic, DRC, Togo, Benin, Chad, Gabon,
Burundi and Niger). It adopted Mobilink in June 2000, since then it has seen a dynamic
and full throttled speed of development and prosperity.
PMCL (Pakistan Mobile Communication (Pvt.) Limited) was set up in 1994 with its head
quarters in Lahore. PMCL is a joint venture between Motorola incorporated and Saif
Media Group.
Mobilink first launched its services in Lahore in August of 1994. Since then the network
has grown and now Mobilink covers thirty-nine cities.
Mobilink uses Motorolas infrastructure and upgrades through technological support and
advancement. Seeing that Motorola is the worlds largest manufacturer of cellular
phones and the second largest company in cellular infrastructure, it is the cornerstone
of the Mobilink structure. It has already achieved the 6- sigma level of quality i.e. three
defects per million parts.

Values

Trust and integrity

Commitment to total customer satisfaction

Team work and respect for people

Passion or business excellence

Responsible corporate citizen

Products of Mobilink
Mobilink have two products

Jazz

Indigo

Services offered
MOBILINK GSM has always been the market leader when it comes to introducing stateof-the-art communication solutions for its customers. We are continuously adding up to
the range of our Value Added Services, all for your convenience.
Following are the major services

Caller time identification

Call waiting

Call holding

Call forwarding

Short messaging services

Fax and data services

International rooming

News information services

Mobilink(GSM)G mail

Superior security in billing

Mobile TV

Entertainment & many more

Major Clients/Customers
Mobilink has about 30% market share.

Number of Customers
Total numbers of subscribers are about 36 Million. The major customers are from jazz
package.

Competition
The Company is facing competition from all operators in telecom including SGM (Global
System of mobile) operators, CDMA operators and LDI operators and land line
operators. All these telecom companies are mobilizing their Human Resource
Departments to ensure a constant supply of new and efficient employees. Therefore,
there is stiff competition in the telecom market for Mobilink. Major competitors include,

Telenor

Ufone

Warid

Zong

Human Resource Management Department

Mission Statement
To lead the organization in enhancing its human capital and create a winning
environment where everyone enjoys contributing to the best of ones ability.

Mobilink plans to achieve this by:

Inspiring and motivating its people.

Developing its people to strive for higher standards.

Driving an open minded and enterprising corporate culture where people

through leadership at all levels dare to dream, dare to try, dare to fail and
dare to succeed.

Attracting and recruiting the best talent

Mobilink has a very defined and well structured department and its various policies of
keeping each employee productive part of the organization are intoned with the
corporate worlds requirement.
Employees in the company are largely committed to their organization and have shown
progress in the company. Employees are satisfied with the HR department of Mobilink
GSM Company.
Humans are the basic tool for having competitive edge in the market for most of the
organizations and Mobilink is one of these. Mobilink has one of the best HR systems in
Pakistan that gives it an edge over its competitors.

SWOT Analysis:
Strengths:
MOBILINK has been operating for a long period of time and has been able to adjust
with the changing environment because of its effective HRM. The HR practices of
MOBILINK has following strengths:
1. It has the latest employee training and development approaches. Therefore it can
adapt to all sorts of change and bring immediate improvement in work practices
whenever need arises
2. The company has very realistic incentive program. It also focuses on giving
additional benefits to its employees apart from it basic pay.
3. Mobilink hires only the most qualified and exceptionally intelligent people.
Weaknesses:
It is difficult to find any weakness in the HR management of company that has develop and created its
HR strategy with near perfection. However some weaknesses can be pointed out.
1. The employees are supposed to work late night without being paid. This create
mental tension
2. CVs are not properly entertained
3. The most common complaint heard by the employee is the biasness of
immediate bosses. That creates a sense of concern within the employees

Opportunities:
There are number of opportunities that are available in areas of HR for
mobilink during the course of its future activities. These are:
1. There is opportunity to create the best image of the company in the
mind of customers by adding the value added services.
2. With the expansion in the company business in Pakistan the HR
department can be expanded
Threats:
1. The skilled and qualified workers are being attracted by competitors.
Strategies

Human resource department is putting its efforts towards nurturing a winning corporate
culture and building organizational capabilities by ensuring that its people at all levels
are both able and willing to perform at consistently exceptional levels. At MOBILINK the
people have been empowered to a large degree by minimizing out dated rules
/regulations and plan to further eliminate the bureaucratic barriers to capitalize on their
ingenuity and talent.
HR strategy refers to the specific human resource management course of actions that a
company pursues to achieve its objectives. But how these strategies/policies/practices
are formulated and implemented at Mobilink. There is a whole process behind this.
The top team continues to play its role in providing the guidance and support to people
at all levels. The HR (peoples) function ensures that it leads the transformational
change by nurturing a climate, which would help in converting the huge potential at
disposal of the company into world-class performance.
The active and effective role played by HR in people development at different levels
organizational, departmental and individual is considered in MOBILINK to be one of the
most critical factors leading to the development of a winning corporate culture. The
effort continues to be directed towards developing the skills of the shop floor
employees, improving competencies of Business Support Officers (BSOs), and
enhancing the leadership qualities of managers.

Like most big organizations, the development of HR Strategies is also done in

accordance with companys mission. First, Strategic planners analyze what actually is
the prevalent culture of the organization, what are the strengths, weaknesses,
opportunities, threats (SWOT analysis) of business and its market, and on the basis of
all the above analysis, companys strategic plan is established. In the end
Based on these HR strategies, HR policies and practices are also formed and
implemented. Any abrupt change in the market requires the organization to follow this
analysis in order to be successful. That why organizations continuously keeps on
updating their strategies and policies.
Whole system for development of HR strategies/policies/practices is as below:

Mobilinks Competitive Environment

Economic, Political, Demographic,
Competitive and Technological Trends

Companys Strategic Situation

Companys Strategic Plan

Companys Internal
Strengths and Weaknesses

Organizational Performance

Companys HR strategies

Formulation of HR policies

Formulation of HR practices

HR Practices
Some basic HR practices being carried out at Mobilink are,

Planning

Recruitment

Selection

Performance Appraisal System

Compensation
Training & Development
Career Planning and Development

Occupational Health and Safety measures

Research and Development

Reward Management

Employee Relations

Performance Appraisal
Reviewing performance and taking positive steps to develop employees further is a key
function of management and is a major component in ensuring the success of the
company through effective employee performance. Although the appraisal process is
conducted at each department by their own supervisors through interviews or written
forms, the screening process is carried out by the HR department itself.
However, due to certain policies of the management, the confidentiality of the system is
very high. Though we did manage to gather some information regarding the system and
how it leads to the development of the employee and their performance appraisal on
360 degree feedback.
A review is about ensuring people know what levels of performance are expected of
them and then taking action to ensure they are trained and developed to perform
effectively.

Objectives of Performance Appraisals

To measure the work performance

To motivate and assist employees in improving their performance
And achieving their professional goals
To identify employees with high potentials for advancements
To identify employees training and development needs
To provide a solid path for career planning for each individual

Appraisal Policy
The intent of these appraisals is to review current job performance and responsibilities,
set goals and discuss further opportunities with reference to past performance at
Mobilink.
Performance Review
At MOBILINK a review is intended to be an open and frank discussion between an
employee and their Team Leader/Manager. Generally there are two elements:
First is the element in which discussion takes place over the strengths and areas which
need to be developed as displayed by the job holder over the past 12 months. The
performance is of course judged comparing the performance against the core indicators
of Job.
The second element is concerned with discussing the training needs/inputs activities
that are considered to be appropriate to help the jobholder overcome some of
development areas discussed in the review and also those activities that are deemed
appropriate to build upon their current strengths.

Appraisal categories

Appraisal category

Definition of category

% Of total numbers of
employees which can be
rated in this category

1. Expert

Indicates exceptional
performance

15%

2. Very Good

Indicate performance that

consistently meets the
requirements of the position,
very good indicates the
individual is on track for
advancements

10%

3. Good

Indicated performance that

requires improvement (i.e.
meet requirements without
initiative or advancement)

8%

4. Basic

Performance to be improved
(hardly meets requirements)

5%

Sources of Performance Appraisal

At Mobilink the primary sources of performance appraisal are the managers and
secondary sources are employees themselves. Though the peers also give their opinion

but it usually does not have any consideration unless a conflict arises between the
manager and the employee.
Feedback
Workers at MOBILINK are informed of their performance and given the opportunity to
express their opinion over their own level of performance against each competence.
This serves the following two main purposes:

It enables the reviewer to redefine whether the initial assessment was correct, as
circumstances may exist that the reviewer is unaware of.

By asking the worker what he sees to be his own strengths and development areas
often help to reduce negative responses and makes planning training needs/inputs
activities easier if the person is able to express for himself the areas in which he
feels he can improve.

Training and Development

The second step of the appraisal process after reviewing is the training and
development of the employee. Now Mobilink focuses keenly on the weaknesses of its
employees in order to identify and eradicate them.

Training is a planned effort to facilitate employees learning of job-related competencies

and overcoming their weak points. These include knowledge, skills or behaviors that are
critical for the successful job performance.

At MOBILINK, there is a continuous assessment of the technical and managerial skills.

For the further enhancement of these skills formal training programs are offered at all
levels. The employees are provided with opportunities to put these skills into practice, in
preparation for the move to a managerial role.

Training is viewed at MOBILINK as a way of creating intellectual capital. Employees are

expected to acquire new skills and knowledge, apply them on job and share this
information with other employees. The training is cross-functional for sharing of skills.

The employee are trained periodically either locally or abroad according to preplanned
schedules. The objective of such training is to upgrade the capabilities of employees.
If an employee attends an overseas training then he/she has to serve the company for a
certain period after the date of completion of training subject to the cost and duration of
training itself. In case an employee leaves the company during this period he/she will
have to pay the amount specified at that point in time.
Training Methods

On Job Training

Special Training Sessions

Team Building

Problem Based

Refresher Courses

Types of Training in Mobilink

On a general basis the training done in Mobilink can be divided into two categories:

Soft skill training

Technical Training

Soft Skill Training

Helping your employees develop a stronger base of knowledge on topics that affect
their personal lives can make them more productive and less distracted in their jobs.
Soft skill development courses in areas like personal finance and childcare can help
your team better manage the most important areas in their personal lives.
This may include the following things for e.g.

Conflict management training

People management training

Communication skills

Anger management

Time management training

Teamwork training etc

Technical Training
This type of training has direct effect on the job of the employee. Specific skills are
focused and developed accordingly. The engineering trainings of Mobilink are also
included with this along with

Customer Services training

Sales related training

Marketing and technology training etc.

All these types of training are done to enhance the employees job skills at the level he
is at. Training programs leads to:

Leadership

Influencing

Creative Problem Solving

Performance Measurement System

Strengths: Though the management claims that their Performance Measures are
congruent to strategies, reliable and acceptable but they emphasized that the main
strengths of their systems are the validity and specificity.
Validity: The performance measurement systems used at PMCL are valid. As stated by
the management, the core job areas extensively. They are not only aligned with the

companys strategic objectives but are also free from deficiency. Contamination is
acceptable as a few things extra from the actual job requirements are expected.
Specificity: The performance measure used at PMCL has a very high specificity
because it guides the employees as to where they lack and how can they improve.

Career Planning & Development

Mobilink faces much competition in the telecom industry so now they are focusing on
career Management of their employees in which they enable the employees to better
understand and develop their career skills and interests and to use these skills and
interests most effectively both within the company and after they leave the firm. Career
planning is the deliberate process through which someone becomes aware of personal
skills, interests knowledge, motivation, and other characteristics; acquires information
about other opportunities and choices; identifies career related goals and establishes
action plans to attain specific goals. Career development is the lifelong series of
activities (such as workshops) that contributes to a person career exploration,
establishment, and success.
Mobilink gives promotion to their employees on the performance basis. The Mobilink HR
department develops the employees career development plans in which the HR
department predicts the next logical step for their employees within five years.
Importance of Career planning in todays competitive world is as important as any other
HR function. Retaining your valuable Human resource today is one of the biggest
challenges that organizations are facing. So, HR needs to come up with new strategies.
Career planning and development is one of the basic tool and strategy organizations
are using for retaining their employees. This function actually makes employees feel
that they are important to the organization and Mobilink wants them to be at the top in
their careers.
However, at Mobilink this function is not fully performed or we should say this function is
not performed satisfactorily. There are some policies on these but those are not
recognized that well. One point of policy is found along with the compensation other
with the recruitment. There should have been separate head for these policies.
As far as the practices are concerned, all the employees were reluctant to talk about
this during our interview. However, what we analyzed is that career development is
practiced but not that openly. Specially, in case if some employee is considering of

joining the competitors firm. If such is a case then organization has discipline policies
for that even.
Promotion Policies
The new company structure is in five layers, comprising associates, specialists,
managers, directors and chief officers; in that order starting from the bottom and
working towards the top rung of the ladder.

Until approved otherwise, it would be mandatory for the employees to spend the
following maximum period at each level before a promotion to the next level depending
upon availability of a slot:

Associate

3-4 years

Specialist

3-4 years

Manager

2-3 years

Director

According to the president decision

Chiefs

According to the president decision

However, employees who may not get a chance of promotion due to the non availability
of an existing slot will be compensated by being moved over within the new salary
range specified by the company.
Promotions are also reward management technique to motivate employees. In
MOBILINK promotions are based on the merit and seniority (experience) basis. The one
who performs well consistently over time gets reward in the form of promotion.
Bonuses
The employee may receive 1 to 3 month bonus subject to evaluation of accomplished
objectives.

In Mobilink the reward system is based on the individual performance and individual
employee performance is judged for the reward. The manager of respective
departments recommends a candidate from his section for the reward purpose to HR.
Reward System
Mobilink considers its employees not just as a cost but also as a resource in which the
company has invested from which it expects valuable returns. Pay policies and
programs are one of the most important human resource tools for encouraging desired
employee behaviors. The advantage of paying above the market average is the ability
to attract and retain the top talent available, which can translate into highly effective and
productive work force.

The incentive schemes and incentive objective have been clearly communicated to all
individuals and depends on their performance and appraisals. Intrinsic and Extrinsic
rewards include:

Smart/Quality work

Exceptional performance in a project

Targets achievements

Special assignments

Medical care

Life insurance

Vacations

Credit advance policy provident policy/advance against provident fund and a

capping of gratuity

Mobile phone

Business mobile phone policy

Conclusion
Mobilink exhibits a strong appraisal system. Although it is difficult to analyze and assess
the whole system on such less information, the extent of confidentiality is
understandable owing to the need of a competitive advantage. However, it can still be
deduced that the system in place is effective and yielding results as Mobilink is the
market leader in the telecom sector in Pakistan.

Recommendations
To establish core competence and to bring competitiveness, Mobilink should implement
numerous effective plans to improve the performance of its various departments.
Supervisors must manage employee performance well in order for Mobilink to
accomplish its mission and achieve its goals.
Following are some recommendations for Mobilink,
Effective Performance Management
Performance management is one of the most important parts of a Supervisors or team
leaders job. Developing skills in performance Management is wise investments that will
help Mobilink achieve its Goals.

Managing employee performance includes:

Planning work and setting expectations

Monitoring and measuring performance

Developing the capacity to perform

Periodically rating performance in a summary fashion

Recognizing and rewarding good performance

Practicing good performance management requires proficiency in certain competencies.

Competencies are observable, measurable Patterns of skills, knowledge, abilities,
behaviors and other Characteristics that an individual needs to perform work roles or
Occupational functions successfully. Performance management Competencies that all
supervisors (and team leaders) at Mobilink Should develop and demonstrate include:

Communication
Establishing and maintaining effective communications with each Employee not only
requires good oral and written communications Skills, but it also includes the ability to
establish good working Relationships. To communicate effectively with employees,
Supervisors must establish an environment that promotes an open Door atmosphere,
the sharing of ideas, and employee involvement in decision making processes. This will
help in better understanding of where the employee is lacking and how the company
can help him develop.

Giving Feed Back

Feedback should inform, enlighten, and suggest improvements to employees regarding
their performance. Supervisors should describe specific work related behavior or results
they observe as close to the event as possible.