Professional Documents
Culture Documents
Telenor Pakistan Training and Development
Telenor Pakistan Training and Development
TABLE OF CONTENTS
Introduction ........................................................................................................................................................ 2
Vision and Values ......................................................................................................................................... 3
Telenor Group Strategy .................................................................................................................................. 4
Human Resource Development Department ........................................................................................ 6
Human Resource Development Functions ........................................................................................ 6
Types of Training .............................................................................................................................................. 7
Organizational Culture and its supportiveness for Training .......................................................... 8
Framework for the HRD Process................................................................................................................ 9
1- Training Need Assessment Phase .................................................................................................... 9
Who Conducts Needs Analysis & Why? .......................................................................................11
Who is the Trainee? .............................................................................................................................11
Techniques for Determining Specific Training Needs ...........................................................11
2-Design Phase ............................................................................................................................................12
Training Design Model ........................................................................................................................12
3-Training Implementation ...................................................................................................................14
4-Evaluation Phase....................................................................................................................................16
Purposes of Training Evaluation ....................................................................................................16
Process of Training Evaluation .......................................................................................................17
Techniques of Evaluation ..................................................................................................................18
Responsibility for the evaluation of training .............................................................................18
Conclusion .........................................................................................................................................................20
Recommendations..........................................................................................................................................21
Appendices ........................................................................................................................................................23
References .........................................................................................................................................................28
INTRODUCTION
Telenor Pakistan is a Pakistani GSM cellular service provider, and is a subsidiary of
Telenor, Norway. It has a subscriber base of 19.98 million as of March 2009.Telenor
Pakistan is owned by Telenor ASA and adds on to its operations in Asia together with
Thailand, Malaysia and Bangladesh. Telenor ASA is an international provider of high
quality telecommunications, data and media communication services. It ranks as
worlds 7th largest mobile operator with a total of 164 million subscribers in its
mobile operations.
Telenor Pakistan launched its operations in March 2005 as the single largest direct
European investment in Pakistan, setting precedence for further foreign investments
in the telecom sector. The company has crossed many milestones and grown in a
number of directions, making Telenor Pakistan a leading telecom operator of the
country.
Telenor is the fastest growing mobile network in the country, with coverage reaching
deep into many of the remotest areas of Pakistan. In the most difficult terrains of the
country, from the hilly northern areas to the sprawling deserts in the south, at times
Telenor is the only operator connecting the previously unconnected.
Telenor is keeping ahead by investing heavily in infrastructure expansion. With USD
2 billion already invested, Telenor have extended agreements with vendors for
network expansion and services until 2009. The agreements, with a potential to result
in USD 750 million worth of orders from Telenor Pakistan, are some of the biggest of
their kind in the industry. Telenor is spreading across Pakistan, creating 2,500 direct
and 25,000-plus indirect employment opportunities. Telenor is a network of 23
company-owned sales and service centers, more than 200 franchisees and some
100,000 retail outlets.
The values at Telenor are a constant reminder to Employees of how Telenor should
serve all our customers around the world. They inspire us to be a driving force in
modern communications and customer satisfaction.
Values in practice
The Telenor Group aims to achieve a substantial revenue increase in the years to
come. This growth will mainly come from existing businesses. We will seek to
increase our core mobile and fixed voice revenues and explore broadband
opportunities in our emerging markets. The Telenor Group is also investing in
adjacent markets, such as basic financial services and machine-to-machine (M2M)
communication worldwide.
2. To strengthen our performance culture across the Group
In all our operating companies, we will continue the successful practice of combining
a local approach with global expertise. This means that the local management teams
will build a unique performance culture based on their own initiatives and in line with
the Telenor governance model, Codes of Conduct, vision and values, our people
policy and the way we work across borders. In terms of Health, Safety and
Environment (HSE), our objective is to improve working conditions and
environmental management by having clearly defined standards across our operating
companies and supply chains.
3. To make responsible business a competitive advantage
Corporate responsibility at Telenor will be part of managing risk and linked to our
core business. For example, the measures we have taken to fight climate change are
motivated both by our commitment to corporate responsibility and by an enlightened
view of associated business benefits and opportunities: what is good for the
environment is also good for business. Telenor now has clearly defined targets on
CO2 emissions from its operations - not just to help save our planet, but to save
energy and money. Telenor has a strong track record when it comes to sustainable
business: it was ranked top performer by the Dow Jones Sustainability Indexes (DJSI)
in 2007 and 2008.
4. To provide a superior customer experience
We put customer experience at the top of the agenda throughout the Telenor Group.
One of our ambitions is to reach a situation where end-users brand preference is
higher than the Telenor market share for all operating companies.
5. To ensure best practice benchmarking across the Group
Telenor will undertake benchmarking and best practice sharing across the Group. A
global objective is to achieve a higher reduction in the average operational cost per
minute than the expected decline in average price per minute. The Telenor Group
aims to achieve considerable continued growth in operating cash flow from all of its
operations.
6. To drive change and constant renewal
However in Telenor, the HRD department is doing great job in order to cope with all
these challenges, HRD department has developed a complete framework which the
management is currently practicing.
TYPES OF TRAINING
There are varieties of training types are available at Telenor which varies from need
of the employees as well as the company. Broadly speaking there are two main
sources of Training.
In house Training
Outsource Training
In House Training
In house training the company offers the training in its different zones by means of
seminars, conferences and workshops. In house training which are given on the job is
System related training
Product related training
Technical Training
Front End Desk Training
Operational wise training
These are the most common types of training which company gives to its employees.
Outsource Training
Telenor go for the outsourcing when the in house training is not available. The topic
cover under outsource training are those which are more general in nature so company
by evaluating cost and benefit go for outsourcing.
While go for outsourcing, Telenor is using the services of Novatious Institute which
holds a good name regarding the training. The common types of training are
Moral Building
Attitude Building
Executives Training
1.
2.
3.
4.
Trianing Need
Organizational
Level
Individual
Level
Operational
Level
Corporate need and training need are interdependent because the organization
performance ultimately depends on the performance of its individual employee and its
sub group.
Organizational Level
In Telenor, Training needs analysis at organizational level focuses on strategic planning,
business need, and goals. It starts with the assessment of internal environment of the
organization such as, procedures, structures, policies, strengths, and weaknesses and external
environment such as opportunities and threats.
After doing the SWOT analysis, weaknesses can be dealt with the training interventions,
while strengths can further be strengthened with continued training. Threats can be reduced
by identifying the areas where training is required. And, opportunities can be exploited by
balancing it against costs.
For this approach to be successful, the HRD department of Telenor gets involved in strategic
planning. In this planning, HR develops strategies to be sure that the employees in the
organization have the required Knowledge, Skills, and Attributes (KSAs) based on the future
KSAs requirements at each level.
Individual Level
HRD department of Telenor focuses on each and every individual in the organization. At this
level, the HRD department checks whether an employee is performing at desired level or the
performance is below expectation. If the difference between the expected performance and
actual performance comes out to be positive, then certainly there is a need of training.
However, individual competence can also be linked to individual need. The methods which
are most commonly used by the HRD department of Telenor to analyze the individual need
are:
Appraisal and performance review
Competency assessments
Customer feedback
Self-assessment or self-appraisal
Operational Level
Operational level focuses on the work that is being assigned to the employees. The job analyst
at Telenor gathers the information on whether the job is clearly understood by an employee or
not. Training officers gathers this information through technical interview, observation,
psychological test; questionnaires asking the closed ended as well as open ended questions,
etc. Today, jobs are dynamic and keep changing over the time. Employees need to prepare for
these changes. The job analyst also gathers information on the tasks needs to be done plus the
tasks that will be required in the future.
10
Observation
Interviews
Questionnaires
Job description
Performance Appraisal
Analysis of Organizational Policies
11
2-DESIGN PHASE
As the information provided by the Telenor was insufficient so, we have just draw a
model of our own. The design of the training program can be undertaken only when a
clear training objective has been produced. The training objective clears what goal has
to be achieved by the end of training program i.e. what the trainees are expected to be
able to do at the end of their training. Training objectives assist trainers to design the
training program.
The Trainer
Before starting a training program, a trainer analyzes his technical, interpersonal,
judgmental skills in order to deliver quality content to trainers.
The Trainees
In training design there should be a close scrutiny of the trainees and their profiles.
Age, experience, needs and expectations of the trainees are some of the important
factors that affect training design.
Training Climate
There should be a good training climate, a good training climate comprises of
ambience, tone, feelings, and positive perception for training program, etc is one of
the necessary conditions of training design. Therefore, when the climate is favorable
nothing goes wrong but when the climate is unfavorable, almost everything goes
wrong.
Trainees Learning Style
The learning style, age, experience, educational background of trainees must be kept
in mind in order to get the right pitch to the design of the program.
Training Strategies
Once the training objective has been identified, the trainer translates it into specific
training areas and modules. The trainer prepares the priority list of about what must
be included, what could be included.
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Training Topics
After formulating a strategy, trainer decides upon the content to be delivered. Trainers break
the content into headings, topics, ad modules. These topics and modules are then classified
into information, knowledge, skills, and attitudes.
Sequence the contents Contents are then sequenced in a following manner:
From simple to complex
Topics are arranged in terms of their relative importance
From known to unknown
From specific to general
Dependent relationship
Training Tactics
Once the objectives and the strategy of the training program becomes clear, trainer
comes in the position to select most appropriate tactics or methods or techniques. The
method selection depends on the following factors:
Trainees background
Time allocated
Style preference of trainer
Level of competence of trainer
Availability of facilities and resources, etc
Support Facilities
It can be segregated into printed and audio visual. The various requirements in a
training program are white boards, flip charts, markers, etc.
Constraints
The various constraints that lay in the trainers mind are:
Time
Accommodation, facilities and their availability
Furnishings and equipments
Budget
Design of the training, etc
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3-TRAINING IMPLEMENTATION
To put training program into effect according to definite plan or procedure is called
training implementation. Training implementation is the hardest part of the system
because one wrong step can lead to the failure of whole training program. Even the
best training program will fail due to one wrong action.
Training implementation can be segregated into:
Practical administrative arrangements
Carrying out of the training
Implementing Training
Once the staff, course, content, equipments, topics are ready, the training is
implemented. Completing training design does not mean that the work is done
because implementation phase requires continual adjusting, redesigning, and refining.
Preparation is the most important factor to taste the success. Therefore, following are
the factors that are kept in mind while implementing training program:
The trainer
The trainer needs to be prepared mentally before the delivery of content. Trainer
prepares materials and activities well in advance. The trainer also set grounds before
meeting with participants by making sure that he is comfortable with course content
and is flexible in his approach.
Physical set-up
Good physical set up is pre-requisite for effective and successful training program
because it makes the first impression on participants. Classrooms should not be very
small or big but as nearly square as possible. This will bring people together both
physically and psychologically. Also, right amount of space should be allocated to
every participant.
Establishing rapport with participants
There are various ways by which a trainer can establish good rapport with trainees by:
Greeting participants simple way to ease those initial tense moments
Encouraging informal conversation
Remembering their first name
Pairing up the learners and have them familiarized with one another
Listening carefully to trainees comments and opinions
Getting to class before the arrival of learners
Starting the class promptly at the scheduled time
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15
4-EVALUATION PHASE
The process of examining a training program is called training evaluation. Training
evaluation checks whether training has had the desired effect. Training evaluation
ensures that whether candidates are able to implement their learning in their
respective workplaces, or to the regular work routines.
Feedback: It helps in giving feedback to the candidates by defining the objectives and
linking it to learning outcomes.
Research: It helps in ascertaining the relationship between acquired knowledge,
transfer of knowledge at the work place, and training.
Intervention: It helps in introducing some interventions in the organization, through
evaluation we come to know where the gap exists, so we can cover the gap by
interventions.
Power: It also helps to reduce the power distance between the employees.
Control: control is shared between the employees by reducing the power distances.
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During Training
It is the phase at which instruction is started. This phase usually consist of short tests
at regular intervals.
After Training
It is the phase when learners skills and knowledge are assessed again to measure the
effectiveness of the training. This phase is designed to determine whether training has
had the desired effect at individual department and organizational levels. There are
various evaluation techniques for this phase.
17
TECHNIQUES OF EVALUATION
The various methods of training evaluation are being used by the Telenor which is
different for in house Training and outsource training.
In House Training
In house Training, the different methods being used for the purpose of evaluation are
Observation
Questionnaire
Interview
Quizzes
Outsource Training
If he training is being provided by some outsource firm then the evaluation is being done by
Execution on the job after Training
During Execution at the job
So, in this way, in different ways evaluation is being done differently for in house and
outsources training.
18
19
CONCLUSION
Telenor is doing great job in order to develop the 'soft' skills of their staff. Training is
being delivered to the employees which is not only beneficent for the company but for
employees as well. Telenor has evolved a way of working with their Trainers which
produces truly effective training programs that take into account different and
changing needs all the way from the briefing process right through to the delivery of
the training itself, and beyond. There are three stages that go into the creation and
delivery of effective training: it has to be specific to the objective, the group of people
to whom the training is available and most importantly the group to whom the training
is delivered.
In Pakistan, Telenor has cultivated a good image not only in its employees but
towards the customers as well. On the whole the policies of the companies are
employees friendly, that why people love to work here, beside this life at Telenor is
very dynamic thats why people love to work there, one of the important character of
Telenor is to provide its employees the complete growth opportunities which motivate
and encourage the employees to be the part of this prestigious organization.
As far as our study is concerned we found its training system much effective, but as
the room for improvement is always there so, we have recommended some of the
important recommendations which will definitely helpful for the Telenor training
system.
20
RECOMMENDATIONS
We have described the Telenors training program with best of our knowledge, but
due to lack of availability of information we found certain problems in Telenor which
may not be in actual so we are recommended here generally about the effective
training program which should be adopted.
The trainer makes a difference.
The Trainer must be well trained and having required skills and knowledge
which he suppose to deliver to the Trainees.
Present training as part of a consistent message from the organization.
Training must be a continuous process, and results of the training must be
evaluate, so that the employees remain serious with the training.
Ask each individuals manager, and the managers manager, to attend the
training session with their staff.
When three management levels of an organization attend training together,
participants may be more willing to try out the ideas learned in training. This
is especially effective if participants see their manager trying out new skills as
well.
Provide training in chunks that are scheduled over a period of time.
People learn more in training sessions that provide chunks, small amounts of
content, based on a couple of well-defined objectives. Participants attend these
sessions, perhaps a couple of hours per week, until the subject is learned.
This allows the participants to practice the concepts in between the training
sessions. Both the content of the training and the application of the concepts
are reinforced at each subsequent session. This also allows people to discuss
their successes and difficulties in applying the training in their actual work
session. The instructor can help participants practice the training content by
giving assignments that are debriefed at the next meeting.
Train people in skills and information that are immediately applicable on
the job.
Use it or lose it, is a common refrain about training. This is a true
statement. Even with strategic skills such as listening, providing performance
feedback, and team building, set up situations in which practice is immediate
and frequent, to help participants retain the training.
During the training session, practice active learning principles; honor a
variety of learning styles.
21
22
APPENDICES
Appendix-A
T ELENOR P AKISTAN
Skills [ ] ,
Knowledge [
],
Refresher [
Agree
Disagree
Strongly
disagree
23
b. How would you plan or in what way will you apply the benefits from the course when
you return to your work place: (in detail)
Overall Rating:
Poor
Average
Satisfactory
Very Good
Excellent
Note: After completion please return to HR / HOD to be filed with your Individuals
Training Records.
(Thank you for your time).
SECTION B:
(To be filled in by the HOD one month after the training.)
Training Effectiveness:
How has the individuals performance changed after this training?
24
QUESTION
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
NOT
A
SOME TRUE VERY
AT LTTLE WHAT
TO A
TRUE
ALL TRUE TRUE GREAT
TRUE
EXTENT
25
12.
13.
14.
15.
16.
17.
18.
19.
20.
21
22
26
As the information for the training design was not available, so we have
proposed our own training design with its basis we get from the Garry Dessler
Training design.
27
REFERENCES
http://telenor.com.pk/careers/careerManagement.php retrieved on May 20, 2009
http://gantheed.com/design_doc.doc retrieved on May 17, 2009
http://en.wikipedia.org/w/index.php?title=Telenor_(Pakistan)&redirect=no
on May 15, 2009
retrieved
28