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Project Report |HR Concept and Setup in Telenor | December 2009| Team work Assignment

Recourse Person
Cdre® Shahid Nawaz S.I (M)
Subject: Human Resource Management
Project Report
“HR Concept and Setup in Telenor”

Team Members
Abdullah Atif
Asif Mumtaz Malik
Ali Zubair
Ahmed Ali
Gulraiz Safdar
Khalil Ullah
Muhammad Mubeen Bahoo
Muhammad Ali Butt
Muhammad Affan
Mian Fahad Qayyum
Osama Ehsan
Rana Shahzad Iqbal
Hassan Faraz
Zara Khalid

MBA 2 (A)
BAHRIA UNIVERSITY, ISLAMABAD

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Acknowledgement

Thanks to almighty Allah for enabling us to fulfill all the requirements for the
completion of our project report.
It would not be a justice in presenting this report without mentioning the people around
us who have been inextricably related with the completion of this report. For assisting us
in all respect and regards to complete this report our heartfelt thanks to our teacher
Cdre® Shahid Nawaz SI (M), who enriched us knowledge with wealth led ideas to
pursue and power of writing this report. It could not have been possible to accomplish
this report without his thoughtful guidance and expertise. It is also a great pleasure to
record honorable regards to all those who helped us lot in learning and enhancing our
knowledge and ability during the project especially to Miss Aliza (HR operations),
Mr.Abid naveed dogar along with them we are very obliged to Mr. Monam Tareen, who
also helped us.
Finally for all possible errors, omissions and shortcomings in writing of this report only
we are responsible for which we hope that all concerning regards of this report will
forgive us.

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Contents
Executive Summary............................................................................................................5
COMPANY PROFILE.......................................................................................................7
HISTORY OF TELENOR..................................................................................................8
DEPARTMENTS & FUNCTIONS..................................................................................11
Marketing Department..................................................................................................12
Sales department...........................................................................................................12
IT /Billing Department..................................................................................................13
Internal Audit Department............................................................................................13
Technical Department...................................................................................................13
Human resources department........................................................................................14
Administration Department...........................................................................................14
Human resource Department.............................................................................................15
Functions of Human Resource Department......................................................................16
JOB ANALYSIS AND PREPARATION OF JOB DISCRIPTION................................19
Recruitment and Selection................................................................................................21
Equal opportunities...........................................................................................................25
Training Methods and Employee Development...............................................................26
Human resource information system................................................................................29
Managing Performance.....................................................................................................30
Performance Appraisal......................................................................................................34
Performance Measurement System...................................................................................36
Motivation.........................................................................................................................37

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Career Planning.................................................................................................................39
Career Management..........................................................................................................39
Organization’s Roles.........................................................................................................39
Employee’s Roles.........................................................................................................39
Manager’s Roles...............................................................................................................39
Career Management..........................................................................................................43
Wages, incentives and benefits.........................................................................................47
Health, Environment and Security....................................................................................48
Discipline Procedure.........................................................................................................50
Recommendations.............................................................................................................52
Annexure...........................................................................................................................54
References.........................................................................................................................55
References

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Executive Summary

The today’s world moves at neck breaking speed & it calls for a decisive action
“Quantum Leap thinking”

The culture is one in which every employee is treated as if he or she is the most
significant person in the company regardless of his position. Excellence is demanded
from everyone at the company from assembly line workers to the CEO.

There is a saying that the only constant thing in life is the change. It is a natural
phenomenon that every individually responds negatively to the changes in the normal
settings. Normally the changes in the strategies encourage developing new conflicts
among the employees and with the management this is the actual problem we studied in
our report.

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ABOUT
TELENOR PAKISTAN

COMPANY PROFILE

Telenor Group
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.

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Telenor Pakistan
Telenor Pakistan is 100% owned by Telenor ASA and adds on to its operations in Asia
together with Thailand, Malaysia and Bangladesh.
Telenor Pakistan launched its operations in March 2005 as the single largest direct
European investment in Pakistan, setting precedence for further foreign investments in
the telecom sector. The company has crossed many milestones and grown in a number of
directions, making Telenor Pakistan a leading telecom operator of the country.
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.
It is keeping ahead by investing heavily in infrastructure expansion. With USD2 billion
already invested, it has extended agreements with its vendors for network expansion and
services until 2009. The agreements, with a potential to result in USD750 million worth
of orders from Telenor Pakistan, are some of the biggest of their kind in the industry.
Telenor is spread across Pakistan, creating 2,500 direct and 25,000-plus indirect
employment opportunities. It has a network of 23 company-owned sales and service
centers, more than 200 franchisees and some 100,000 retail outlets.

HISTORY OF TELENOR

T
elenor acquired the license for providing GSM services in TPakistan in
April 2004, and has launched its services commercially in TIslamabad,
TRawalpindi and TKarachi on TMarch 15, 2005. The official opening was
held in TIslamabad with the President of TPakistan General Pervez
Musharraf as the guest of honor and a Telenor delegation headed by CEO Telenor Jon
Fredrik Baksaas. On TMarch 23, 2005 Telenor started its services in TLahore,

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TFaisalabad and THyderabad. Telenor will be launching its services in other cities as per
the roll out plan.
Telenor has its corporate headquarters in Islamabad, with regional offices in Karachi and
Lahore. The license terms stipulate that by year 4, Telenor will cover 70% of Pakistan's
297 administrative Tehsil headquarters. Telenor will fulfill the license requirements and
provide superior quality coverage.
Telenor is proud to build mobile communication infrastructure in Pakistan and looks
forward to combining its experience in mobile technology with the local Pakistani high
level of competence. Telenor’s primary aim is to offer top quality mobile services and
promote healthy competition in the mobile market. The company has covered several
milestones over the past eleven months and grown in a number of directions.
Telenor has successfully signed interconnect agreements with all four incumbents during
December 2004, allowing its subscribers to exchange voice and data with subscribers on
all active mobile networks including Paktel, Instaphone, Ufone, Mobilink and Warid.
Upon the successful set up of our LDI unit, Tore Johnsen CEO and President of Telenor
Pakistan, and Kjell Nordbo, CTO, made the first official TP international call to Norway
on January 27.
Now Telenor is operating world wide in 13 countries with more than million people in
their services

VISION OF TELENOR
Telenor’s vision is simple: “We're here to help”
It exists to help its customers get the full benefit of communications services in their
daily lives.
CORE VALUES OF TELENOR

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Make it easy
We are practical. We don't complicate things. Everything we produce should be easy to
understand and use. Because we never forget we're trying to make customers' lives
easier.

Keep Promises
Everything we set out to do should work, or if it doesn't, we're here to help. We're about
delivery, not over promising, actions not words.

Be Inspiring
We are creative. We strive to bring energy to the things we do. Everything we produce
should look good, modern and fresh. We are passionate about our business and
customers.

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

GOALS
Telenor's main goal is to create value for shareholders through the serving of customers,
employees, partners and the general public interest.
In a long-term perspective, a strong market and customer focus, as well as a strong
commitment to our employees and to society, will provide the best platform for creating
incremental value.
Values shall be created through profitable and robust growth. Such growth shall be based
on the development of solutions that simplify the use of, and strengthen the usefulness

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of, advanced communications technology. Telenor shall contribute to give customers
greater freedom of choice and more options. Telenor's solutions shall simplify people's
workday, make businesses and activities more efficient, and increase their competitive
powers.

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DEPARTMENTS & FUNCTIONS

Major departments in Telenor & functions

➢ Finance
➢ Customer Services
➢ Commercial
➢ Technical
➢ I.T
➢ Human Resources
➢ Administration
➢ Legal Affairs

Finance Department
➢ Operations
➢ Corporate accounts
➢ Bank reconciliation
➢ Treasury
➢ Budgeting and corporate affairs
➢ Credit and collection
➢ Procurement and contracts
➢ Payables
➢ Reporting and commissions
Customer services Department
Operations
➢ To facilitate and guide the customer

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➢ To resolve customer’s queries, requests and provide optimal solution in
minimum turnaround time, keeping both companies and customer interest
in focus.
➢ To inform and update customers about upcoming promos, AS and products.
➢ To minimize cost and increase revenue.

System
➢ The call center employees help solve the problems of customers on
telephone.
➢ Identify and resolve root causes of chum and strive to minimize churn.

Marketing Department
➢ Develop and execute regular promotions
➢ Brand management
➢ Ensure successful new city / product campaign launches
➢ Public relations
➢ International roaming
➢ Value added services
➢ Strategic planning and pricing
➢ Monitor competitor pricing and other activity and report back
➢ Market research
➢ Sales analysis

Sales department
Indirect sales

➢ Manage the franchise network


➢ Ensure achievement of sales target of franchise

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➢ Coordinate with other departments for development programs
➢ Training of franchise staff

Direct sales
➢ Meet assigned sales targets throughout the year
➢ Maximize customer satisfaction and minimize churn
➢ Generate new accounts and manage old ones
➢ Strong follow-up

IT /Billing Department
➢ Networking
➢ Operating systems
➢ Software development
➢ Resource applications
➢ Network security
➢ Billing
Internal Audit Department
➢ Audit internal systems and processes
➢ Fraud prevention
➢ Introduce control mechanisms
➢ Revenue assurance
Technical Department
➢ Maintain and operate the GSM cellular network consisting of 900 base
transceiver sites and 9 mobile switching centers

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➢ Plan and roll out network expansion as per the commercial target (e.g. 1.5
million subscribers in 2004 translates into 650 new sites and expansion
into 50 new cities)
➢ Work closely with commercial and IT department to launch new services
and cities.

Human resources department

Employee services
➢ Payroll information
➢ Leave and medical record
➢ Final settlements and provident fund
➢ Policies and procedures
➢ Employees record and recreation

OD and effectiveness
➢ Training plan
➢ Talent management
➢ Performance management
➢ Employees retentation
➢ Orientation employee communication
Staffing and compensation
➢ Staffing plan and HR budgeting
➢ Management trainee and internship program
➢ Interviewing and selection
➢ Headhunters

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➢ Compensation, benefits and incentive
Administration Department
➢ Stationary requirements
➢ Courier services vehicle maintenance
➢ Janitorial services
➢ Event management
➢ Cafeteria arrangements

Human resource Department

"Telenor A multinational Telecom provider where people make the future"

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1

1 Project report “Study of human recourse management In telecommunication” www.slideshare.com

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Regardless of the size or type of the business, any organization’s most important asset is
its Human Resources. Human Resources management strives to achieve organizational
goals and goals of the employees through effective personnel programs, policies and
procedures. Personnel management program varies from organization to organization.
If there is good performance of personnel department, then the employees of the
company will be motivated and satisfied. The department manages and mobilized the
human resources.

Functions of Human Resource Department


Commonly for the human resource department the main functions are performed only
the selection. Recruitment and employee’s training. No doubt these practices are also
performed by the human resource department, this is not end of the game, these
functions are the part of the activities performed by the human resource department. In
Telenor human resource department also performs various functions on its side. The
main functions of the human resource department is to play with,

➢ Recruitment of the employees


➢ Selection of the employees
➢ Placement of the employees.
➢ Proper job planning for the employees
➢ Career planning for the employees
➢ Proper guidance for the current employees
➢ Making relationship within the organization among different department
and out side the organization
➢ Performance evaluation of the employees.
These are few listed functions/activities performed by the human resource department in
Telenor Pakistan. The further elaboration of these points will be in next section.

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HUMAN RESOURCE PLANNING
Like other organizations Telenor Pakistan also has a skilled human resource planning
department. As we know that each human resource department in any organization play
key role and operate like an eye of an organization, like wise in Telenor Pakistan they are
performing their functions and fulfilling their requirement of the organization by
matching the organizational needs with the employee’s skill, knowledge and ability
whether these needs are identified or being demanded by any department of the Telenor
Pakistan.
Human resource planning in the Telenor is basically performing different kind of
functions which are as follows,
1. Whether there is need for recruitment in the organization.
2. If there is demand from any department, they (HR department) identifies.
the need of the that department.
3. Placement of their employees.
4. Convenience to their employees.
5. Work for employee’s motivation.
6. check on employee’s performance
7. Developing career plans for their employees.
Telenor is newly born baby in Pakistan market, they have had strong competitors in their
fields, and they entered in the market of telecom where already the price war (price
competition) had been initiated among three pioneer companies of Pakistan, including
UFONE, MOBILINK and PAKTEL. So the human resource department has to play very
important role in the Telenor Pakistan in making itself a strong brand. Human resource
department will continue its effort towards nurturing a winning corporate culture and
building organizational capabilities by ensuring that its people will be able and willing to

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perform at consistently exceptional levels. Human resource department performs
different kind of functions/practices in this regard to make its effort more and more
effective, are as follow,
• Recruitment & Selection process
• Performance appraisal
• Training & Development
• Reward Management
• Employee Discipline
* we are discussing only few functions because of Telenor Pakistan established newly or
recently so most of practices still they did not perform as well but we will like to cover
each aspect according to our gathered information and resources from Telenor Pakistan.

JOB ANALYSIS AND PREPARATION OF JOB


DISCRIPTION

JOB ANALYSIS

When hr department is asked or demand for more employees in any other department,
the activity HR department performs that first they compile the whole job duties,
responsibility grade, work unit and placement and afterwards they prepares the job
description.
Job description
A single job description is prepared for two purpose, first they use it to publish it in the
local newspaper which have a nationwide network and secondly they use the same job
description for the website where the online application facility for the new employment.

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Job description they prepare for the newspaper has a slight difference from the job
description they have on their website. Job description they prepare for the newpaper is
very simple but the components they have in this job description are as follows,

Job title:
Includes the job title for which it is being advertised
Department:
For which department the job is required
Responsibilities:
Includes the key areas to perform, autonomy and power.

Specification:
Includes the basic skills, knowledge, ability, experience and
educational background
Gender:
They specify the gender for the particular
Working location:
Sites where he/she has to place for job
At the end the HR department specify the address of their particular regional head office
and main head offices for these advertisement where the candidates send their resumes.

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Recruitment and Selection

Group/organization always formed with two or more than two people. For this reason
hiring of the people from different sources is very necessary and important on its side.
Because its (recruitment/selection procedure) performance further leads the organization
to success or failure that how they are recruiting people whether it from within the
organization or outside the organization. Every organization uses different kind of
methods and techniques for hiring the people. In human resource language we can say
that,
People are most valuable assets for any organization
Telenor Pakistan as it is said that they are new here in Pakistan market and they are
facing too many challenges, in which the hiring of the people is very important still the
activity of hiring the people after its establishment of 6 months is going on, the most
acceptable reason for this, it is on the growth stage of its product development, we know
that with the establishment of the its network they have to hire more and more workers/
executives and managers on their side,
Different methods they are using for hiring their employees are as follows,
Internal recruitments

Internal recruitment stands for the recruitment within the organization, as they are newly
established business they do not have any kind of internal recruitment still they are
focusing on hiring the people from outside.

External recruitment

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External recruitment stands for the recruitment of the employees from other
source/externally. They perform different kind of steps in this category,
For the external recruitment first the need for the new employment is created or if it is
being demanded by any department. Human resource department first identifies the need
of that job, particular its expenses in hiring that employee(s), time required for its
training and orientation in Telenor Pakistan. After the approval of the manager of human
resource department, different methods they adopt for the external recruitment are as
follows
➢ advertisement through news paper

➢ advertisement through net (official web site of Telenor Pakistan)

1. Advertisement through news paper:


Telenor Pakistan also has jobs
advertisements through newspaper. In news paper they mention proper job title, job
descriptions, placement, experience required, educational requirement are also
mentioned there and time and date for leaving the required documents and place to
where these documents are to leave.

2. Advertisement through official website of Telenor Pakistan:


Telenor also gets the job applications from net through its official
web site of organization. There is formal network or database has been formed for online
applications and people can leave their resumes their on net and they are assigned with
specific resume number and they have facility of being edited it afterwards and beside it
there is also option of currently offering jobs anywhere in Telenor is also presented there
and people are given option to apply for their particular job at the time when they
required to.

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SELECTION PROCEDURES

After a substantial amount of applications have been received, the HR managers again
work together to shortlist the applications. This is done by carefully going through all the
application and by giving different weightage to the following criteria
➢ Quality of early schooling
➢ Grade obtained
➢ Extra Curricular activities
➢ Overseas travel and education
➢ Age
➢ Target University
➢ Relevant experience
The HR Department then issue call letters to the short listed candidates along
with blank application forms by Date, time and venue for the preliminary interview is
advised and candidates are asked to bring along completed application forms.
Panel of HR and line management carries out competency-based interviews focusing on
functional skills and managerial and supervisory skills.
After the preliminary interview is cleared people applying for different jobs are tested in
different ways. The following management competencies are assessed by a panel of
cross functional assessors In the case of management selection:
➢ Communication skills
➢ Resource management
➢ Rational decision making
➢ Influencing
➢ Creative thinking
➢ Business development

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The HR department is responsible for overall administration of the assessment centre
including training of the assessors. The HR department provides details of remuneration
package and terms and conditions of service. The HR department also prepares
appointment letter, service agreement and finalizes other documentation for service
record.
Socialization & orientation

After the recruitment and selection of the employees socialization and orientation of the
employees has started firstly the new comers or new employees have to report to the line
manager of their particular department and he is then introduced with the current values,
beliefs and code of the conduct of the organization,
Code of conduct in Telenor

➢ Telenor has a professional and positive workplace with an inclusive working


environment.
➢ People have to behave with respect and integrity towards anyone comes into
contact with through your work.
➢ They have to create an environment free from any discrimination, be it based on
religion, skin color, gender, sexual orientation, age, nationality, race or disability.
➢ They also have to create a working environment free from bullying, harassment
or similar. We do not tolerate any behavior that can be perceived as degrading or
threatening.
Human resource department also believe that most of the things employees learn with the
passage of the time, main reason for that is there is always problem in the adjustment at
new place of employment.

Orientation of the employees

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Orientation of employees at Telenor Pakistan includes with the introduction with the
organization, a brief introduction about organization and as well their placement,
policies, rules, regulations, safety, health and some other basic issues in the organization.
During the orientation of the employees they are introduced with the supervisors,
coordinator and other employees working with him/her. they are introduced with their
job and working conditions and other initial information is delivered to them during
orientation.

Equal opportunities
Telenor has traditionally had a gender-divided labor market. This has gradually changed
as a result of the changing organizational structure, specific equality initiatives by the
company and, not least, as the basis for recruitment has changed. Occupational groups
with technological backgrounds (chartered engineers, engineers and technicians) have
been dominant and there was a major predominance of men with this education and these
skills. At the same time, units such as the directory enquiries services and customer
services had a clear dominance of women.
During recent years, this has evened out, due to increased awareness in recruiting
personnel in the various disciplines and due to changes in the basis for recruitment.
Telenor's efforts to strengthen the Groups position as an attractive employer have
resulted in an increased recruitment of highly skilled women.
Customer Services, which was originally dominated by female employees, now has
almost the same number of men as women. The average salary for women has increased,
and this unit now employs male and female personnel on equal pay conditions. The
average annual salary in the whole organization for women is lower than for men. This is
mainly due to the number of men in senior positions outweighing the number of women.

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Training Methods and Employee Development

The principles relating to the development of the working environment are made
available on the learning portal Learn at Telenor in the form of separate e-learning
programmes for both employees and managers.
Telenor believes that each individual is attributed with potentials, which can be
maximized by enabling conditions favorable to their growth.
It is recommended that staff gets an opportunity to engage and learn through active
involvement in HRD interventions, which could include trainings, workshops, learning
exposures, conferences, exchange visits etc. The staff training needs will be identified
through performance development program plans in consultation with respective line
managers and individual staff.
Line managers will be fully responsible for ensuring their staff receives access to training
and development events in areas that have been identified for them. The national HRD
budget will be located. The employee upon return form local HRD event will submit
detail report outlining key learning’s and use of training received in the organizational
work set.
Telenor Pakistan is providing the training to its employees at level where the
organization feels about the performance gaps especially in engineering department and

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IT division and level of technology does matter too. Telenor at present providing the
training to its employees when they introduce any kind of new technology and further
more they also provide training to their employees in the call center division.
Most important thing to note that Telenor Pakistan is still employing the experienced
people for jobs and at start they don’t have any kind of formal training.

Planned process for training & development

Training needs analysis:

Telenor Pakistan identifies the training needs at different levels and provides them to
their employees in sense to enhance their skills, the training needs are provided at
various levels like whenever they introduced the new technology and when they entered
in the new place, they provide training to them.

A. Training to new comers:

Telenor provide the training not only to its employees but also to its new officers
working outside the organization like franchise workers, sales officers etc.
B. Training development phase

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Method of training
1. On job training:

Telenor provide the on job training during the duty hours, which is totally about the job
instructions.
2. Coaching:

Telenor provide the coaching facility to its employees for their training like training in
the call center and in other official matters.

C. Training implementation:

During the training they are provided with the specific environment in which learning
aspects are there. Before providing them training one important element is considered
that how much information these people already have, whether the further information
which will be given will be fruitful or not for employees. They are first introduced with
the training purpose and introduced more with the specific environment they are being
provided for the training mode. In this regard the training room arrangement is very
important and this helps in the learning aspects and improves the leaning skill and ability
of the employees. The training rooms for the employees are located in the respective
department and each training room is U-shaped and equipped with the white board and
multimedia. Sitting arrangement is very proper.

D. Training evaluation phase:

After providing the sufficient training to employees they are evaluated on the basis of the
different criteria, first they are assessed through their behavior whether after providing

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the training they have any kind of change in their behavior and along with the leaning
purpose that whether they get the sufficient information from their training and they also
have to take tests through these training programmes to confirm, there must no any kind
of performance gap after having the training particularly in their field. And afterwards
the employees are also evaluated through their output level.

Human resource information system

HRIS is fundamental need of all growth seeking organizations. Telenor is also having a
very comprehensive computer based information system.
As telenor’s HR department is very active and connected with all their employees
regarding their matters about organization, for their departmental work needs and
convenience.
Telenor is coming up with the strategy of going better and better. To cope with that they
built their information system like other organizations (Mobilink, Ufone) already
working with.

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Telenor developed a network within whole organization through which all their
employees are linked, by their own specifically developed software. Through this
software data base of all employees and their record is kept up to date. This software
oriented information system specifically builds for organizational development. All the
employees are provided the facility of connecting each other by mailing through this
software. This is working on their intranet.
This HRIS is not only working within the organization but also this system is working
for the franchise officers and other people working out side the organization even if they
are located anywhere in the country.
Human resource information system in Telenor also possess the attendance records of
her employees, through which they evaluate the employees performance of attendance
and keep update with the employees leave, attendance, holidays etc. they have issued
electronic cards to each employees by swapping these cards through electronic devices
and so through this way the data for employees are maintained.
Strategically the main advantage of this database is that there is no fear of any kind of
leakage of information. along with this customers services department also have a deep
link with the human resource information system.

Managing Performance

Performance management has three parts:


➢ Defining the performance
➢ Measuring or appraising performance
➢ Feedback of the performance.

Performance Management System

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The Performance Management system of any company is to check whether the employee
performance is aligned with strategic goals. Telenor claims to be value leaders in the
Mobile Phone industry and future goal is to transform Telenor to perform with speed
flexibility and enterprising spirit of being an innovative, consumer focused company.
Furthermore, the employees who perform well are given opportunities to further develop
themselves. Normally the weak points are pin pointed so that the employees can improve
themselves.
Process of Performance Management

At Telenor, the process of performance management starts by defining performance.


Performance cannot be defined without a clear knowledge of the job that is to be
performed by the employees. At the managerial level, it is very difficult to define
performance of the employees keeping in view their quantitative aspects. Due to large
variety of managerial jobs at Telenor, the performance of managers is analyzed on a
qualitative measure.
At Telenor, jobs are analyzed after particular time or when ever there is a need of job
analysis and performance is defined. After that, this definition of performance is
communicated to all the employees and it is made sure that they work on these measures
as they are also appraised on the same measures.
After performance has been defined, all the required behaviors for the managers are
studied in detail and some indicators are developed which are necessary to judge whether
the employee is performing good or bad. The indicators that are in favor of the required
performance are called “Positive Indicators” and the indicators against it are called
“Contra Indicators.”
Given below are the behaviors with their required performance for managers Telenor:

1. Managing work:

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Manages own work in the most efficient and effective way plans and prioritizes own
work, breaking down the task. Uses available resources effectively (own time, systems,
finances, people, information) Prepares well and has everything at hand.Has an
organized approach to work.
At a supervisory level:
• Delegates tasks effectively
• Coaches subordinate(s) to achieve tasks

2. Analyzing and understanding:


➢ Understands own role, responsibilities, and tasks and solves problems.
➢ Seeks clarification by probing, questioning and challenging
➢ Anticipates and thinks around problems / issues
➢ Recognizes own limitations and other resources - knows when help is
needed.
➢ Considers and evaluates all options - is able to weigh things up
➢ Makes sound judgments and decisions.
➢ Is able to be discreet and maintain confidentiality.
3. Processing work:
➢ Processes and produces work to meet all the deadlines.
➢ Follows appropriate procedures in a methodical and systematic way.
➢ Seeks appropriate approvals and authority
➢ Maintains routine tasks and systems - filing, info systems, diaries,
etc...
➢ Monitors and reviews own tasks, makes appropriate checks
➢ Is accurate and pays attention to detail.

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4. Adaptability:
Is flexible and responds positively to changes.
➢ Accepts changes enthusiastically
➢ Is willing to learn/change
➢ Is open to new / other ideas
➢ Is able to perform under pressure
5. Initiative:
Uses initiative and seeks improvement
➢ Is curious and inquisitive
➢ Generates ideas
➢ Develops and makes improvements
➢ Learns from experience
➢ Is able to work with minimum supervision / direction
6. Relationships:
➢ Has a good working relationship with others, both within and outside
the organization.
➢ Builds informal working relationships
➢ Co-operates with others, is a team player
➢ Understands and is sensitive to the needs of other people
➢ Persuades and negotiates - is able to gain commitment
➢ Confronts problems and is assertive when necessary

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7. Communication:
Communicates confidently and clearly with others
➢ Is clear and concise in communication
➢ Effectively communicates own needs
➢ Liaises and consults with others
➢ Is able to communicate effectively in writing
8. Commitment:
➢ Displays commitment and self-motivation
➢ Completes and finishes tasks, not giving up
➢ Is conscientious and takes pride in their work
➢ Works to high standards
➢ Is reliable and consistent - not letting others down

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Performance Appraisal

Reviewing performance and taking positive steps to develop employees further is a key
function of management and is a major component in ensuring the success of the
company through effective employee performance.
A review is about ensuring people know what levels of performance are expected of
them and then taking action to ensure they are trained and developed to perform
effectively.

Objectives of Performance Appraisals


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

Appraisal Policy:
The intent of these appraisals is to review current job performance and responsibilities,
set goals and discuss further opportunities with reference to past performance at Telenor.

Performance Review:
At TELENOR a review is intended to be an open and frank discussion between an
employee and their Team Leader/Manager. Generally there are two elements: first is the
element in which discussion takes place over the strengths and areas which need to be
developed as displayed by the job holder over specific time period. The performance is

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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.

Sources of Performance Appraisal:


At TELENOR 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 weightage unless a conflict arises between the manager
and the employee.

Feedback:
Workers at Telenor 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.
Following the review the final grades are allocated and the issues/points that were
discussed at the review are included in the sheet. When the sheet is complete, at the first
instance it is sent to the immediate manager who if required adds his comments, and then
it is sent to Employee Relations Department.
All job holders are entitled to have a copy of their sheets if they so wish and this is
encouraged to ensure that the system is perceived as being ‘Open and Fair’.

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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 Telenor are valid. As stated by the
management, the core job areas extensively. They are not only aligned with the
company’s 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 TELENOR has a very high specificity because it
guides the employees as to where they lack and how can they improve.

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Motivation

As we know Telenor is highly aware of how to motivate its employees in the best way.
This can be judged by the enthusiasm and good spirit that people show in performing
their jobs. There is a well-devised system that Telenor follows for the purpose of
motivation. It includes both financial and non-financial rewards along with the major
Motivators and Dissatisfies.
The company recognizes the importance of making people drive towards their goals and
the basic step towards this is made through recognizing the value of importance that the
company gives to its employees. Telenor has a set of financial rewards, medical, dental,
vision and life insurance, retirement plan, paid vacation days, family and work life
balance benefits and profit sharing plan, Annual bonus opportunities, company cars etc.
other ways in which employees are motivated are:

Employee Consultation for:

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• Everyday residence issues (remodeling, repairs, house-sitting, etc.).
• Legal matters.
• Financial issues
• Education and schooling.
• Parent and child care.
• Resources for seniors and eldercare issues
• Emergency dependent-care reimbursement.
• Adoption assistance.
Employees are safe in knowing that they will be rewarded for any exceptional work.
This reward is not only monetary. It is accompanied by the employee being given
recognition and greater empowerment. Employees are given a very beautiful and
healthy work environment. Special attention is given to make the physical environment
most productive. This is why Telenor offices are considered to be the most well
decorated and organized. As we know Telenor has a desire to promote the high
achievers from with in the company. Positions are given on merit and are transparent and
fair in nature. There is no special treatment. Therefore each employee knows that he can
aim for the top and actually get there. This has proved to be a great source of motivation
for the employees of Telenor.

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Career Planning

Process by which an individual formulates career goals and develops a plan for reaching
those goals.

Career Management
The ability to keep up with the changes that occur within the organization and industry
and to prepare for the future.

Organization’s Roles
➢ Providing job information
➢ Implementing effective placement process
➢ Supporting human resources system
➢ Offering education and training

Employee’s Roles
➢ Self assessment
➢ Gathering data
➢ Setting goals
➢ Working with supervisor
➢ Developing plan
➢ Checking telephone “bulletin board”
➢ Applying for openings

Manager’s Roles
➢ Appraising performance
➢ Coaching and supporting

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➢ Guiding and counseling
➢ Providing feedback
➢ Supplying information
➢ Maintaining integrity of system
Career Planning

Personnel activities like screening, training, and appraising serve two basic roles in
organizations. First, their traditional role has been to staff the organization-to fill its
positions with employees who have the requisite interests, abilities, and skills.
Increasingly, however, these activities are taking on a second role of ensuring that the
long-run interests of the employees are protected by the organization and that, in
particular, the employee is encouraged to grow and realize his or her full potential.
Activities like personnel planning, screening, and training play a big role in the career
development process. Personnel planning for example can be used not just to forecast
open jobs but to identify potential internal candidates and the training they would need to
fill these jobs.
Similarly, an organization can use its periodic employee appraisals not just for salary
decisions but for identifying the development needs of individual employees and
ensuring that these needs are met. All the staffing activities, in other words, can be used
to satisfy the needs of both the organization and the individual in such a way that they
both gain: from improved performance, from a more committed work force and the
employee from a richer, a more challenging career.

Roles in Career Development:

The individual, the manager, and the organization all have roles in the individual’s
career development. Ultimately it is the

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(1) Individual who must accept responsibility for his or her own career, assess interests,
skills, and values; seek out career information and resources; and generally take those
steps that must be taken to ensure a happy and fulfilling career. Within the organization
the
(2) Individual’s manager plays a role, too. The manger should provide timely and
objective performance feedback, offer development discussions, for instance. The
manager acts as a coach, appraiser, advisor, and referral agent, for instance, listening to
and clarifying the individual’s career plans, giving feedback, generating career options,
and linking the employee to organizational resources and career options.
(3) The employer plays a career development role. For example, it should provide
career-oriented training and development opportunities, offer career information and
career programs, and give employees a variety of career options. Ultimately, as we’ll see,
employers need not and should not provide such career-oriented activities purely out of
altruism. Most employees will ultimately grade their employers on the extent to which
the organization allowed them to become the people they believed they had the potential
to become. And that will help determine their commitment to their employers and their
overall job satisfaction.
Here are a few tips on how to go about developing a career
management program
Career management services are designed to help both organizations and retained
employees effectively handle career challenges.

Factors that affect career choices

• Career Management - responsibilities of the individual himself


Steps in planning a career for us:

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(1) The first step in planning a career for yourself or someone else is to learn as
much as possible about the person’s interests, aptitudes, and skills.

(2) Identify the person’s career stage


Each person’s career goes though stages, and the stage you are in will influence your
knowledge of and preference for various occupations.

(3) Identify occupational orientation


Career-counseling expert John Holland says that a person’s personality (including
values, motives, and needs) is another important determinant of career choices. For
example, a person with a strong social orientation might be attracted to careers that entail
interpersonal rather than intellectual or physical activities and to occupations such as
social work.

(4) Identify skills


Successful performance depends not just on motivation but on ability too. You may have
a conventional orientation, but whether you have the skills to be an accountant, banker,
or credit manager will largely determine which specific occupation you ultimately
choose. Therefore, you have to identify your/employee skills.
(5) What Do You Want to Do ?
We have explained occupational orientations, skills, and the role these play in choosing a
career. But there is at least one more exercise you should try that can prove enlightening.
Answer the question: ‘If you could have any kind of job, what would it be ?’ Invent your
own job if need be, and don’t worry about what you can do-just what you want to do.

(6) Identify High-Potential Occupations


Learning about yourself is only half the job of choosing an occupation. You also have to
identify those occupations that are right (given your occupational orientations, skills,

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career anchors, and occupational preferences) as well as those that will be in high
demand in the years to come.

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Career Management

Responsibilities of the manager and employer

Career management guidelines:


Along with the employee, the person’s manager and employer both have career
management responsibilities.
Guidelines include:

(1) Avoid reality shock


Reality shock refers to the results of a period that may occur at the initial career entry
when the new employee’s high job expectations confront the reality of a boring,
unchanging job. Perhaps at no other stage in the person’s career is it more important for
the employer to be career development-oriented than at the initial entry stage, when the
person is recruited, hired, and given a first assignment. For the employee this is a period
during which he or she has to develop a sense of confidence, learn to get along with the
first boss and with coworkers, learn how to accept responsibility, and most important,
gain an insight into his or her talents, needs, and values as they relate to initial career
goals. For the new employee, in other words, this is (or should be) a period of reality
testing during which his or her initial hopes and goals first confront the reality of
organizational life and of the person’s talents and needs

(2) Provide challenging initial Jobs


Most experts agree that one of the most important things you can do is provide new
employees with challenging first jobs. In one study of young managers at AT&T, for
example, the researchers found that, more challenging a person’s job was in his or her

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first year with the company the more effective and successful the person was even five or
six years later. Based on his own research, Hall contends that challenging initial jobs
provide ‘one of the most powerful yet uncomplicated means of aiding the career
development of new employees.’ In most organizations, however, providing such jobs
seems more the exception than the rule. In one survey of research and development
organizations, for example, only 1 of 22 companies had a formal policy of giving
challenging first assignments. This imbalance as one expert has pointed out, is an
example of ‘glaring mismanagement’ when one considers the effort and money invested
in recruiting, hiring, and training new employees. Some firms ‘front-load’ the job
challenge by giving new employees considerable responsibility.

(3) Provide realistic job previews in recruiting


Providing recruits with realistic previews of what to expect once they begin working in
the organization-ones that describe both the attractions and also possible pitfalls-can be
an effective way of minimizing reality shock and improving their long-term
performance. Schein points out that one of the biggest problems recruits and employers
encounter during the crucial entry stage is getting accurate information in a ‘climate of
mutual selling’. The recruiter (anxious to hook good candidates) and the candidate
(anxious to present as favorable an impression as possible) often give and receive
unrealistic information during the interview. The result is that the interviewer may not
form a clear picture of the candidate’s career goals, while at the same time the candidate
forms an unrealistically favorable image of the organization. Realistic job previews can
boost the survival rate among employees who are hired for relatively complex jobs like
management trainee, salesperson, or life insurance agent.

(4) Be demanding
There is often a ‘Pygmalion effect’ in the relationship between a new employee and his
or her boss. In other words, the more you expect and the more confident and supportive

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you are of your new employees, the better they will perform. Therefore, as two experts
put it, ‘Don’t assign a new employee to a ‘dead wood’ undemanding, or unsupportive
supervisor. Instead choose specially trained, high-performing, supportive supervisors
who can set high standards for new employees during their critical first year.

(5) Provide periodic job rotation and job pathing


The best way new employees can test themselves and crystallize their career anchors is
to try out a variety of challenging jobs. By rotating to jobs in various specializations-
from financial analysis to production to human resource, for example-the employee gets
an opportunity to assess his or her aptitudes and preferences. At the same time, the
organization gets a manager with a broader multifunctional view of the organization.
One extension of this is called job pathing, which means selecting carefully sequenced
job assignments.

(6) Do career-oriented performance appraisals


Edgar Schein says that supervisors must understand that valid performance appraisal
information is in the long run more important than protecting the short-term interests of
one’s immediate subordinates. Therefore, he says, supervisors need concrete information
regarding the employee’s potential career path-information, in other words, about the
nature of the future work for which he or she is appraising the subordinate, or which the
subordinate desires.

(7) Provide career planning workshops and career planning workbooks


Employers also should take steps to increase their employees’ involvement and expertise
in planning and developing their own careers. One option here is to organize periodic
career planning workshops. A career planning workshop has been defined as ‘a planned

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learning event in which participants are expected to be actively involved, completing
career planning exercises and inventories and participating in career skills practice
sessions.’ It discusses what is career planning, self assessments, environmental
assessments, goal setting for self, and developing career action planning.
A career planning workbook may be distributed to employees either as part of a
workshop or as an independent career planning aid. This career planning workbook is ‘a
printed guide that directs its users through a series of assessment exercises, models,
career directions, discussions, guidelines, actioning planning and other information to
support career planning. It is usually self paced, so that the employees can complete the
exercise at their own pace.

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Wages, incentives and benefits

Telenor wants to reward the efforts of qualified employees through bonus schemes,
wages, options and shares programmes as well as other forms of benefits.
The incentive systems at Telenor are part of the effort to motivate employees to meet
Telenor's principal goal of optimising shareholder value. The system has both a short-
term and long-term perspective, through introducing annual bonuses as well as share and
options programmes. In addition, the incentive systems also contribute by helping to
retain and develop the strategic expertise in the Group and attract new expertise. The
incentive systems for managers and key personnel at Telenor are based on an overall
compensation principle, where wages, bonuses, options and other benefits are
comprehensively evaluated.
Extra holidays are a benefit of all employees at Telenor. Additional to the stipulated five
weeks, employees of Telenor also have Christmas holidays, Eid holidays and two extra
days off. Telenor also offers benefits for maternity leave, additional to those stipulated.

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Health, Environment and Security

Health, Environment and Security (HES) is here used synonymous with the concept of
working environment and comprises all factors affecting the working conditions, be they
physical or psychosocial.
The working environment at Telenor shall be distinguished by job-satisfaction, low
sickness absence and few injuries. A joint policy, containing relevant procedures and
guidelines, has been drawn up to achieve this.
Employment at Telenor shall promote good health. Employees shall not suffer any form
of health damage or injuries resulting from their work.
The agreement for a more inclusive working life was signed in 2003. The agreement
supports the basic efforts that were made in recent years in the form of follow-up and
rehabilitation of people who have been struck by injury or illness. As far as possible, and
provided that employees in question are willing, efforts will be made to bring people
back to working life as quickly as possible.
For the purpose of preventing sickness absence and of providing follow-up and
rehabilitation of employees, focus has been on ensuring good cooperation between
managers and employees. This has led to stable sickness absence figures of
approximately 5% in Telenor's Norwegian operations. This stability contrasts with the
overall development in Norway, where a considerable increase in the sickness absence
has taken place in the last few years.
Our efforts to maintain a good working environment are an ongoing process pervading
the whole Group. The work shall be organized, implemented, documented and reported
to support the principal goals.
Managers at all levels are responsible for planning and implementing initiatives that
contribute to a satisfactory physical and psychosocial working environment.
Telenor's employees are also responsible for contributing to the achievement of these

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goals. Trained HES personnel support managers in systematic efforts in Health,
Environment and Safety in their own units.
Health, Environment and Safety systems (HES systems) are quality systems
implemented to ensure that Telenor abides by prevailing laws, regulations and internal
directives regulating the working environment.
Telenor's HES system is based on the following principles:
➢ Implementation and documentation of systematic HES efforts in own areas
➢ Ensuring sufficient expertise within the HES systems
➢ Ensure implementation of risk analyses, handle aberrations and introduce
corrective measures
➢ Reviewing HES status in individual areas of responsibility and planning of
activities, including HES revisions
➢ Organizing efforts to reduce the health risks relating to the workplace
➢ Follow-up of, and cooperation with, employees during sickness absence,
including preparation for continued working life during temporary or permanent
disability
➢ Efforts to prevent injuries, reporting and analysis of occupational injury and near-
injuries, as well as introduction of corrective measures
➢ Reporting of results and activities relating to the working environment

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Discipline Procedure
➢ Warning may be addressed to the employees verbally and in written through their
immediate supervisor. The warning shall refer to the contraventions committed
by the employee and will serve to remind the employees the he/she abide by the
company rules and regulations in performing his/her work, and that this
contravention should not be repeated in future.
➢ A written letter may be addressed to the employee describing the contravention
committed. The employee will also be notified that a higher penalty may be
inflicted on him in the contravention is repeated in future. The warning letter may
be registered in the employees personal file .issuance of written warning can be
recommended by the respective supervisor. It will be issued by the HR
department after approval of head of department.
➢ Deduction from the salary will be an amount of employee salary depending on
the type offence and decision taken accordingly.
➢ The employee may be suspended from performing his or her duties for a period
of time as conveyed in written.
➢ Unauthorized absence of more then two times in Six month can result in
termination of employment.
➢ An employee who is absent from the job with out satisfactory explanation is
considered to be an unauthorized unpaid absence.
➢ Discrimination, intimidation and harassment based on sex, race, religion, age,
color, disability, sexual orientation and cultural background is prohibited at the
workplace.
Harassment refers to:
➢ Embarrassing remarks and jokes (Written/verbal)
➢ Insults

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➢ Comments about appearance, facial or other physical impression
➢ Unwanted physical contacts
➢ Display of suggestive photographs
➢ Racial segregation
➢ Behavior that ridicules some one based on gender, religion, culture etc.

The Head of Department should maintain direct control of all disciplinary records. A
copy of all records must be placed on the employee's personal file in the Human
Resources Department. All warnings will remain upon the employee's personal file
indefinitely, but will normally be disregarded for disciplinary purposes after the
following periods:
Stage 1 - Verbal warning: 03 months
Stage 2 - Written warning: 06 months
Stage 3 - Final written warning: 12months
Stage 4 - Dismissal
These time periods may however be extended in appropriate circumstances taking into
account the nature of the offence.
The time period will commence from the date of the letter/memorandum confirming the
warning, even though any specified time for improvement has expired.

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Recommendations

To establish core competence and to bring competitiveness,


Telenor should implement numerous effective plans to improve the performance of its
various departments. Supervisors must manage employee performance well in order for
Telenor to accomplish its mission and achieve its goals. Following are some
recommendations for Telenor, which we personally feel can be useful for the
organization, its employees and the customers.
Effective Performance Management
Performance management is one of the most important parts of a Supervisor’s or team
leader’s job. Developing skills in performance Management is wise investments that will
help Telenor achieve its Goals.
Managing employee performance includes:
➢ Planning work and setting expectations
➢ Monitoring and measuring performance
➢ Developing the capacity to perform
➢ Periodically rating performance in a summary fashion
➢ Recognizing and rewarding good performance
Communication

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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.

Setting Goals
Setting long and short-term goals with employees gives focus to Employee efforts. When
goal setting is done correctly, employees strive to accomplish those goals and feel
confident in achieving them. When goal setting is done poorly, work does not progress
as desired. Knowing how to set goals effectively is an important part of Performance
management. To do this well, supervisors need to be able to clarify expectations and to
set realistic standards and targets.

Measuring Employee Performance


Credible measures of performance that employees understand and accept are critical for
achieving high level performance. Measuring employee accomplishments, using both
qualitative and quantitative measures, provides the information that supervisors and
employees need in order to monitor performance.

Giving Feed Back


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

Coaching & Developing

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Using their coaching skills, supervisors evaluate and address the developmental needs of
their employees and help them select diverse experiences to gain necessary skills.
Supervisors and employees create development plans that might include training, new
assignment, job enrichment, self study or work details.

Recognizing
Effectively recognizing employees is another performance management competency.
Being able to genuinely acknowledge a job well done is critical for strengthening
employee’s commitment to do their best. Supervisors should be skilled at using formal
awards programs as well as using informal recognition techniques, including personal
thank yours and voicing verbal appreciation.

Annexure

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Telenor head office Islamabad

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References
Project report “Study of human resource management in telecommunication”
www.slideshare.com
http://www.telenor.com.pk/
http://www.telenor.com.pk/careers/whyTelenor.php
http://en.wikipedia.org/wiki/Telenor_Pakistan
http://www.scribd.com/doc/24651033/HR-REPORT-cultural-compatible-practices-in-
TELENOR

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