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

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.

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 3

Career Planning.................................................................................................................39 Career Management..........................................................................................................39 Organizations Roles.........................................................................................................39 Employees Roles.........................................................................................................39 Managers 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

Executive Summary
The todays 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.

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 worlds 7th largest mobile operator with a total of 164 million subscribers in its mobile operations. 7

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

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, 8

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. Telenors 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 Telenors 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

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 10

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 12

 To resolve customers 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 13

 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 14

 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 15

 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 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 organizations 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 employees 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. 18

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 employees 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. 2. 3. 4. 5. 6. 7. Whether there is need for recruitment in the organization. If there is demand from any department, they (HR department) identifies. the need of the that department. Placement of their employees. Convenience to their employees. Work for employees motivation. check on employees performance 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 19

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. 20

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. 23

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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 learnings 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 28

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 dont 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 30

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 telenors 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 32

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 37

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. 38

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 companys strategic objectives but are also free from deficiency. Contamination is acceptable as a few things extra from the actual job requirements are expected. Specificity: The performance measure used at 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.

Organizations Roles
Providing job information Implementing effective placement process Supporting human resources system Offering education and training Employees Roles Self assessment Gathering data Setting goals Working with supervisor Developing plan Checking telephone bulletin board Applying for openings

Managers Roles
Appraising performance Coaching and supporting 42

 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 individuals 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) Individuals 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 individuals 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 well 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 persons interests, aptitudes, and skills.

(2) Identify the persons career stage

Each persons 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 persons 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 dont 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, 45

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 persons 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 employees high job expectations confront the reality of a boring, unchanging job. Perhaps at no other stage in the persons 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 persons 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 persons job was in his or her 47

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 candidates 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 48

you are of your new employees, the better they will perform. Therefore, as two experts put it, Dont 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 specializationsfrom 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 ones immediate subordinates. Therefore, he says, supervisors need concrete information regarding the employees 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 49

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 shortterm 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 52

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 nearinjuries, 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 54

 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: Stage 2 - Written warning: Stage 3 - Final written warning: 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. 03 months 06 months 12months

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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 Supervisors or team leaders 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 employees 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-inTELENOR

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