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Telecom Industry of Pakistan Pakistan is on the verge of Telecom revolution Pakistan continues to be one of the fastest growing telecom

markets in the world. Reforms introduced by successive Pakistani governments over the last decade have dramatically changed the nature of telecommunications in the country. , the Pakistani telecom sector has attracted more than $9 billion in foreign investments. During 2 !" #, the Pakistani $ommunication sector alone received $ %.&2 billion in 'oreign Direct (nvestment )'D(* + about , - of the country.s total foreign direct investment. Telecom industry has contributed a great deal to Pakistan.s economy and has called for great investments that lead to a new era of /rogress. Telecom sector is seeing e0traordinary growth in Pakistan. 1ith increasing levels of mobile /enetration Pakistan is fast evolving as one of the telecom sector2s key investment /ros/ects. $ontinued market liberali3ation is resha/ing the regulatory environment, creating a more investment friendly climate in telecom sector of Pakistan. The sector is said to be growing at a very fast /ace on yearly basis. This growth rate of telecom sector is mainly because of the mobile /hone service /roviders. entry in the industry for the last few years. 4s of 5uly 2 9, the mobile /hone subscribers are 96.67 million in Pakistan and, in fact, still Pakistan has the highest mobile /hone /enetration rate in the 8outh 4sian region. 9ence, due to the huge /otential in Pakistan.s mobile /hone sector, the industry and customers are e0/eriencing an intense com/etition, a battle for su/remacy in the mobile /hone industry, between all mobile /hone service /roviders of Pakistan. Telecommunications in Pakistan describes the overall environment for the growing mobile telecommunications, tele/hone, and (nternet markets in Pakistan. Pakistan.s telecommunication market is one of the hottest in the emerging economies. 9owever, this re/ort will briefly review the mobile /hone sector of the country, its growth and future /ros/ects. Pakistan is still an unsaturated market and with the falling cost of handsets there are /lenty of new subscribers to go for. :ut eventually as in saturated markets, if mobile o/erators want to avoid sim/ly com/eting on /rice, they will have to com/ete on su/erior service, innovative features and ease of use. Des/ite tough working conditions and hit on national economy due to floods and inflation, telecom sector e0hibited stability in the '; 2 %% as revenue of telecom o/erators swelled to an all"time high Rs. ,&, billion in 2 %%, at the end of financial year, it was revealed in Pakistan Telecommunication 4uthority )PT4* re/ort. Revenues of the telecom sector reached all"time high during the '; 2 %% as these touched the mark of around Rs. ,&, billion, registering boost of 6.7- com/ared to the year before. During '; 2 %%, cellular revenues enhanced by %%- to reach Rs. 2&2,!&% million in com/arison with Rs. 2,&, 7! million last year. Rise in telecom revenues is mainly attributed to the swelling of revenues of mobile services, as other services e0ce/t 1<< have re/orted reduction in their total revenues.
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Role of Telecom in a Country: Telecommunication 8ervices /lay a key role in the growth of economy, facilitating efficiency and growth across the wide range of user.s industry in any country. The level of Telecommunication develo/ment is a determining factor for economy, social and cultural develo/ment of a country. Major competitors: 9ere.s a brief descri/tion of the to/ mobile com/anies in Pakistan. 4t the to/ is Mobilink, the Pakistani unit of =gy/t"based telecom com/any >rascom. (t has been o/erating in Pakistan since %997. Ufone, a wholly owned subsidiary of Pakistan Telecommunication $o. <td )PT$<*, is now under the control of =tisalat grou/ of ?4=. Warid, owned by the 4bu Dhabi grou/ of the ?nited 4rab =mirates and sister of 1ateen grou/ is another cell /hone service /rovider in the industry. @orway.s Telenor, a recent entrant with about a billion ?8 dollar investment in Pakistan has been doing well, based on its recent earning re/ort. Telenor stock is listed in the >slo stock market )T=<* and in ?8. Zong, formerly Paktel, was the latest target of foreign acAuisition. 4fter it got acAuired by $hina Bobile it was rebranded as Cong and launched one of the most successful and aggressive cam/aigns. Industry nalysis: @ow we try to analy3e and understand the cell /hone sector of the telecommunication industry in Pakistan by looking general industry conditions and a//lying Bichael Porter.s five forces model. (ndustry analysis reAuires to carefully e0amine four basic things i.e. Ty/e of industry, nature of the Technology, customer reAuirements and e0/ectations, and /roduct life cycle. The cell /hone sector of telecommunication industry is of high velocity, technology of the sector is ra/idly changing, customer e0/ectations are high and fast evolving, and /roduct life cycles are short in terms of new /ackages and services.

Porter!s "i#e "orces Model in Telecom Industry:


$argaining po%er of customers: The bargaining /ower of customers in this case is very high because of the low switching cost in the industry. There are attractive substitutes available to the buyer even in the form of kee/ing the same cell /hone number but changing the service /rovider. (t makes very difficult for the market /layers to retain their customers. ( think the brand loyalty can only be created through su/erior marketing cam/aigns and service.

$argaining po%er of suppliers: This is a ty/e of industry where, at least in /resent times, the bargaining /ower of su//liers is at the low level because of the nature of in/uts for the business. Boreover, with the deregulated and friendly environment given by the government of Pakistan, the industry has become more com/etitive and Auality services driven. T&reat of substitute products: 4lthough the cell /hone subscribers are more than 96 million now, still the threat of substitute /roducts is high for the industry. :uyer inclination to substitute and /rice"/erformance trade off are the most im/ortant to consider in determining the threat of substitutes. 4ctually, Dust the subscri/tion of cell /hone service is not enough for a com/any to get o/timal /rofits but the real challenges is that how many e0isting customers are using the service regularly for incoming as well as outgoing calls. The Auality of service is the /arameter for a customer to be loyal with the subscri/tion otherwise fi0ed line and wireless fi0ed lines are the better substitutes, as been e0/erienced in festive times. T&reat of ne% entrantsE (t is not easy to enter in this ca/ital intensive sector of the telecommunication industry. 8o, the threat of new entrants is low. Though the growth and /otential of the sector look very attractive, still it is very difficult to take risk for a new investor because the /enetration in the market would be very difficult. Competiti#e ri#alry: 1hen the com/etition is fierce, obviously the com/etitive rivalry will be at the highest level. The very high level of com/etitive rivalry among the maDor /layers of the cell /hone sector is clearly observable. 5ust look at the advertisement cam/aigns of the rivals and you can see how intense the com/etition is. (t looks like a battle for su/ermacy going on between the rivals. 4ll means of attracting new and /otential switching customers are being used by all the com/etitors to gain as much market share as they can. =0it barriers, industry growth, /roduct differences, brand identity, and diversity of rivals are the main reasons of very high com/etitive rivalry in this case.

Mobilink
Introduction: Pakistan Bobile $ommunications )Pvt* <imited, better known as Bobilink F8B, is a telecommunication service /rovider in Pakistan. The com/any is Pakistan2s leading cellular o/erator with a subscriber base of ,%.6m and market share of ,%- in >ctober 2 % .Bobilink, a subsidiary of the >rascom Telecom Frou/ is Pakistanss leading cellular service and market leader with an unmatched customer base of over , million subscribers. Bobilink has successfully achieved a record subscriber growth of 7 - in 2 ! and with over & cell sites, has coverage in over !, cities, towns, and villages, through out Pakistan. (nternational roaming is available in over %2! countries with more than , /artner o/erators, and the com/any2s investment to date, is over ?8 $2.6 billion. (t directly em/loys over 7,6 /eo/le, and facilitated through an integrated technology infrastructure, has the largest distribution network of over 2 , retail outlets across Pakistan. The com/any is a carrier"class nationwide connecting service with its &,6 kilometers fiber o/tic backbone,
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and is leading the Bobile $ommerce revolution with its first lifestyle a//lication, GFenieG which enables customers to /ay utility, tele/hone bills and to/"u/ /re/aid credit through their mobile /hones. Bobilink2s 9ead office is located in (slamabad. Bobilink started o/erations in %997 as the first F8B cellular Bobile service in Pakistan by Botorola (nc. later it was sold to >rascom Telecom, an =gy/t"based multi"national com/any. (n addition to cellular service, the >rascom grou/ is diversifying its service /ortfolio by setting u/ new businesses and also e0/anding through acAuisitions. Mobilink 'trategy: Bobilink maintains market leadershi/ through cutting"edge, integrated technology, the strongest brands and the largest /ortfolio of value added services in the industry. 4s their corporate le#el strategy( they have entered into /artnershi/s with different organi3ations. Bobilink e0/anded its international roaming 8ervice sco/e in %7 more countries. 4s their business le#el strategy it has focused on Differentiation strategy ever since it started. Bobilink has always made successful attem/ts to distinguish their /roducts or services from other in the industry. They make their /roduct uniAue throughE 4dvertising 9ighly creative /eo/le in the marketing de/artment :illboards, TH commercials, bringing in famous /ersonalities from media to endorse their /ackages

Mobilink Culture: The culture at Bobilink is to/ down, the to/ em/loyees establishes the tone of the organi3ation. The to/ level em/loyees take good care while /erforming any task or action, because it will have to be followed by the subordinates. Things are /ro/erly informed. There is no means of getting misinformation. =m/loyee volunteerism is a core value of Bobilink.s $ulture of =0cellence and em/loyees are strongly encouraged to develo/ a humanitarian s/irit. Bobilink2s cor/orate values serve as the foundation for its culture, behavioral norms, and decision making. These values have always been at the heart of Bobilink.s business /rinci/les and success. Bobilink is a dynamic organi3ation with an eAually em/owering culture that allows /eo/le to make the most of their skills, /ersonality and career. 4s a com/any they deliver solutions that drive business value, create social value and im/rove the lives of every customer. Bobilink

culture thrives on creativity and making things ha//en in a fast /aced yet friendly working environment. 4t Bobilink em/loyees create a culture and all the achievements of Bobilink are attributed to its fle0ible culture. (t is necessary to motivate and retain this asset of the organi3ation. 'or this /ur/ose, training and com/ensation is /rovided to em/loyees along with other motivational techniAues. Core )alues 4t Bobilink, our belief is that G>ur /eo/le are our greatest asset. 1e take great /ride in acknowledging the contribution each one of us makes. 1e focus on Peo/le Develo/ment and for that we ensureE 8taff Bobilink with world class Professionals and ensure that the right systems are in /lace to encourage them to develo/ to their full /otential. $reate a collaborative and mutually su//ortive work environment that encourages /eo/le to grow. :uild a team of /rofessionals who deliver e0/ertise by /artici/ating in business decisions. Develo/ Performance Banagement and reward systems underlying our :usiness strategy.

C&allenges to Mobilink: Bobilink face many challenges with the ever growing needs of telecommunication. (t must remain /rofitable with the decreasing economic situation of Pakistan. (t must grow as well in these dark times if it has to remain leader in the market. Bobilink face very strong com/etition from its com/etitors. (t must offer lowest rates with better Auality service. @ew features and services should be introduced to make its customers loyal, ha//y and satisfied. The global telecom industry is still growing and generating large /rofits. <ooking ahead, we e0/ect usage of mobile and fi0ed voice communications to grow significantly. 9owever, there are challenging trends, e.g. maturing markets, financial instability, /ricing /ressures as well as regulatory issues. 8till, well"/ositioned /layers will benefit from market growth and increased efficiency, enabling significant cash flows in the future Competiti#e d#antage: Barket leader in cellular services :est 9RB of Bobilink

only $ellular 8ervice Provider in Pakistan which /rovides :lack:erryI

*+ual opportunities: Bobilink maintains a /olicy of non"discrimination towards all em/loyees and a//licants for em/loyment. 4ll as/ects of em/loyment with Bobilink are governed by merit, com/etence, suitability and Aualifications, and will not be influenced in any manner by gender, age, race, color, religion, national origin or disability.

Mobilink nalysis: Bobilink F8B is a flourishing com/any J Bobilink is res/onding in a very /ositive way to the e0isting threats and o//ortunities in the telecom industry. Bobilink uses Technology and (nnovation and Price $om/etitiveness as com/ared to its com/etitors Telenor and ?fone. >verall Bobilink F8B is strongest, closely followed by Telenor and ?fone. >verall, Bobilink F8B has room for im/rovement in factors such as low motivation and low em/loyee morale due to cost + cutting /rograms and em/loyee termination and call blockage service is still not being offered though all the com/etitors have taken this ste/. 4nalysis indicates that although to meet com/etition Bobilink is struggling hard but the /resence of strong rivals has greatly cut its market share. 1hile formulating different strategies it has to be careful from substituted goods as well from its subscribers, since although Bobilink is following market /enetration, market develo/ment and /roduct develo/ment strategies but still through media subscribers. awareness is high about various com/anies. /ackages. Bobilink has no threats or uncertainties from su//liers since almost all su//liers are owned by /arent com/any itself. 4do/tion of this backward integration strategy makes the /ower of su//liers weak. Customers BaDor /art of cor/orate sectors 4rmed forces :usiness community Fovt. organi3ations Teen agars using 54CC 8tudents 99- of embassies 8ho/kee/ers :ankers

*,T*R- . *-)IR/-M*-T - .0'I' The Bobilink.s e0ternal"environment includes their e0ternal customers, agents and distributors, su//liers, our com/etitors, etc. The country forces affecting the environment e.g.K Political forces, =conomic forces, 8ocio"cultural forces, and Technological forces are the /art of the e0ternal environment.
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Political "actors: The /olitical factors that are affecting the Bobilinks /olicies are as followsE Political environment of Pakistan is unstable in the current situation. Due to instability in Politics, Pakistan is in very critical /osition due to this foreign trader is not interested to investin Pakistan in these circumstances. (n this year budget, Fovernment im/oses heavy ta0es on telecommunication sector and they increase the ta0esmore than double and now it is 2%- on every call. Fovernment strict the /olicies for the new connection and they give /unishment to those retailers who havedone the fake sales due to this sale of new connections are declining. =nvironment is investor friendly telecommunication sector is under de"regulation. Bono/oly of PT4 will be going to end at the end of 2 6. :efore 1T> )1orld Trade >rgani3ation* im/lementation government already took ste/s in de"regulation of telecommunication sector. (f the /olitical environment of Pakistan is stable in the then country will be doing e0cellent on economic front. :ut now the /olitical environment of Pakistan is so much disturbed, so there are some /roblems like licensing for installing boosters and towers, use of freAuency and other interlinked matters of Bobilink are affected by it.

*conomic "actors: 'ollowing are the economic factors which are affecting the whole industryE 4s there is instability in /olitics, economic conditions are also in a very bad condition. (nflation rate is going high and high and the value of Ru/ee is going down and it /roves as very drastic for theeconomics of country. ?nem/loyment rate is going u/ and u/ with the increase of level of /overty. Barketer should consider long term and short term state of a trading market.

'ocio1Cultural "actors: The 8ocio $ultural 'actors which can affect Bobilinks /olicies are as followsE 4s Pakistan is an (slamic country and /eo/le are very strict in case of (slam anything against the /hiloso/hy of (slam on either /rint or electronic media are treated as against Pakistan.
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(n metro/olitan cities women are doing work along with their other res/onsibilities but other than metro/olitan cities difficult for women to convince their /arents and s/ouses for work. Bobilink should targeting u//er"end of market mostly /ublished and aired their advertisement in =nglish language. Bost of the /eo/le dislike anything e0tra"ordinary or something which sabotage their culture or sub culture. 4s there are different languages s/oken in Pakistan so, Bobilink should give their customer assistance in all of these languages. Bobilink has introduced the 5a33 <adies 'irst /ackage which ty/ically segments the females soK they should also segment the market on the basis of age. 4s most of the /o/ulation of Pakistan lies in low income range therefore they should target those customers and give them chea/est /ossible /ackage. 4s the lifestyle of /eo/le living in big cities are changing so they need more value added services in their connections.

Tec&nological "actors 'ollowing are the technological factors which com/any should concernE $om/anies have technology with which they can com/ete in the Pakistan and now com/anies are investing intheir infrastructure to not only e0/and but also to u/grade their e0isting structure. Bobilink is now moving towards 1iBa0 technology through which there will be wireless tele/hone andbroadband technology. Bobilink has shifted its whole network from 9 B93 to %# B93. They are also doing research regarding ,F technology. Bobilink is /roviding largest variety of value added services )H48* in Pakistan Telecommunication com/anies have technology with which they can com/ete in the Pakistan and now com/anies are investing in their infrastructure to not only e0/and but also to u/grade their e0isting structure. $urrently Bobilink is the com/any who is /roviding Bulti"media Bessaging 8ervices )BB8*, Feneral Packet Radio 8ervice )FPR8*, Hirtual Private @etwork )HP@*, Pocket 8tocks, $onference $alling, 1all/a/ers, 4nimated /ictures Poly/honic ring
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tones, Bobile (nternet )14P*, and Hoice Bail at low /rice and Telenor is /roving an addition feature that one can see TH channels on their cell. Bobilink.s other new services are $(T( Bobilink credit cards, Bobilink (nternet $onnection and :lackberry connection. 8o, these technological factors also affect the sales of the Bobilink against their com/etitors as they /rovide more technological services, but the high class or business class use their services, although their rates are high but high class afford them and use them.

) .U* C2 I- - .0'I' 3eneral dministration: $oordination and integration of all value chain activities is so good among all de/artmentsK which give a lot of benefit. They are identifying their new /roduct market o//ortunities and they offered some low cost 8B8 bundle /ackages for students and low income customers. Their strategic /lanning system is efficient as they are achieving their /rofit goals from some years. Bobilink is efficiently managing their financial resources. Their soft wares of resources and o/erations management are very efficient, fully integrated and are handled by skillful (T /rofessionals. They make their good /ublic image by creating essence of satisfaction amongst the customers through various services like listening Luran J @aats, and they also /rovide the service of the /rayer timings information.

2uman Resource Management: They have the effectiveness of /rocedures for recruiting, hiring, training and /romoting at all levels of em/loyees. Their Dob descri/tions are defined in a dynamic way in order to enable the em/loyees to show their full /otential. Bany rewards and bonuses are granted to well /erforming em/loyees. Bobilink mainly focuses the Dob satisfaction of its em/loyees. Bobilink offered their em/loyees free on net calls and low rate off net calls by giving them s/ecific limit of free hours.
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They also give blackberry handsets to their em/loyees.

Porter "i#e "orce Model: 1e critically analy3e the /erformance of Bobilink by considering Porter five forces model. Intensity of Competition mong Ri#als Bobilink has strong rivals in telecommunication sector of Pakistan like Telenor and ?fone. (n %997 it had only two com/etitors now this figure has Dum/ed to si0. 4ll these com/anies are /roviding similar services with the same ca/abilities. 4lthough it has enhanced its investment in last few years and working hard to e0/and its network. Bobilink.s investment and cell sites with its rivals in far"flung areas and to offer Aualitative /roducts yet the /resence of strong com/etitors is a maDor threat for its successful survival. To get com/etitive advantage Bobilink offered many strategies regarding features and /rice of /roducts. 'or e0am/le first time in Pakistan in Dec, 2 6 it has introduced the services of blackberry through its FPR8 /latform and still he is sole /rovider of the mentioned service in Pakistan4lthough Bobilink is still market leader but its market share and revenue has greatly eaten by com/etitors. Tough com/etition has also declined com/any.s average revenue /er user. $argaining Po%er of $uyer: 4lthough subscribers are not concentrated, not /urchase in bulk but still can easily switch for better Auality, coverage and rates. (n this conte0t subscribers. /osition is strong. $om/any by all means will consider the wishes of its users. Bobilink.s subscribers has increased in each year although the rate of growth has shown declining trend due to the /resence of com/etitors. services. :ecause of high level coverage and marketing activities, it has won the market. 8ince subscribers. switching cost is low so they can easily move to the new service /rovider. T&reats from 'ubstitutes: Presence and easy availability of substituted /roducts is a great threat for the successful survival of any organi3ation since it can enforce the com/any to cut the /rice of its /roduct. 'or Bobilink.s /roduct substituted /roducts are fi0ed line and wireless. These two /roducts are offering by many com/anies like Pakistan Telecommunication $om/any <imited )PT$<*, @ational Telecommunication $or/oration )@T$*, 1orld $all, 1ateen, Freat :ear etc. 'or substituted /roducts Bobilink has maDor threat from PT$< that has fi0ed line and wireless local loo/ subscribers. Bobilink has coverage area of more than % , cities, towns and villages and /roviding international roaming services in %, countries. Potential *ntry of -e% Competitors:
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8ince current telecom com/anies are too much strong not only from technology and e0/erience view /oint but also involve in heavy ca/ital investment so chances of success for new entrants are very limited or sim/ly no. ?"fone, 1arid and Telenor one by one entered in the Barket and threatened Bobilink.s market /osition but this was also an o//ortunity for Bobilink to im/rove its /erformance. :ut now the market is fully saturated and there is no room for new investors. 8o the com/any has no danger of further new entry but it has to be focused on the e0isting enemies. $argaining Po%er of 'upplier: Bobilink takes no services from em/loyment agencies for its human resource. (t gives advertisement in news/a/ers or use em/loyees. references for new a//ointments. 'or Bobilink various /hysical goods su//liers. are followingE B"<ink is a <u0embourg based subsidiary that /rovides gateway services for >rascom Telecom o/erations in Pakistan. (t interconnects the traffic with international carriers, in and out of the Pakistan based on /rice and delivery ca/abilities for final delivery around the world. B"link acts as control centre for all satellites o/erations and interactions with all of the various international carrier networks. >T9 owns % - share of B"<ink.>rascom owns % - and 6%- of Bed $ables and T14 )Trans 1orld 4ssociates* res/ectively. These two subsidiaries o/erate undersea fiber o/tic cables to carry international voice and data traffic between two of its most significant markets and international telecommunication hubs in =uro/e and the Biddle =ast. The undersea cable will connect res/ectively 4lgeria and Pakistan with 'rance and ?nited 4rab =mirates. 4lcatel 8ubmarine networks and Tyco Telecommunications have su//lied the infrastructure for the two subsidiaries. Ring Distribution /rovides F8B )Flobal 8ystem for Bobiles* o/erators with a range of services including retail franchise, /roduct customi3ation, logistics, su//ly chain management and customer care and service centre. Ring is the distributor of handsets and is res/ons ible for /rocurement 8(B )8ubscribers (dentification Bodule* and scratch cards for >rascom Telecom subsidiaries. >rascom Telecom holds 99- of the share of Ring. >raslnvest is % - owned by >rascom Telecom that o/erates under the name of Bobi8erve and 8ervitec in si0 countries like Pakistan, =gy/t,4lgeria,?4= ,Tunisia and :angladesh. Bobi8erve /rovides various services like telecommunication infrastructure, telecom com/onents. manufacturing, telecom engineering, satellite service, civil constructions and facility management. 8ervitec.s services include digital /rinting and envelo/ing, delivery, cash collection, $D burning, investigation, /ackaging and call center outsourcing)>rascom telecom , annual re/ort,2 !*. Botorola entered in an agreement with Bobilink to de/loy a 1iB4M )1orldwide (ntero/erability for Bicrowave 4ccess, a technology that allows broad band access** # 2.%&e"2 6 access network for the o/erator in the country. 4ccording to an agreement, Botorola will design, /lan, de/loy and o/timi3e a 1iB4M network for Bobilink, deliver integration and su//ort services as well as indoor and outdoor customer /remises eAui/ments )$P=* units to enable faster ada/tation of the o/erator.s 1iB4M offerings. This network will enable Bobilink to e0tend its current services beyond data and cellular offering to high s/eed broadband and Ho(P services for fi0ed line residential and business subscribers )the @=18,
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2 !*. 8ince >rascom Telecom has followed the strategy of backward integration so its subsidiaries has no danger or uncertainty from su//liers.

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2uman Resource 4epartment: N N N N N N N N N Recruitment J 8election Policy J /rocedures develo/ment. =m/loyee :enefit J $om/ensation. Training J Develo/ment $areer Planning =m/loyee RelationsO $ommunication. $areer PlanningO 8uccession Planning Retention of =m/loyees. =m/loyee motivation

The human resource de/artment of Bobilink is well established and is the second biggest 9R de/artment in Pakistan. (t has its own rules regulations and manuals for each and every as/ect related to hr /ractices. Bobilink F8B considers good cor/orate governance to be an essential tool for achieving their vision, value creation and strategic goals, and for maintaining a healthy cor/orate culture. 'urthermore, good cor/orate governance is im/erative for credibility and for access to ca/ital. Bobilink.s cor/orate governance includes o/enness and trans/arency towards the com/any.s owners, the :oard and Frou/ Banagement, as well as other interested /arties such as the Frou/.s em/loyees, customers, su//liers, creditors, /ublic authorities and society in general. Rules and /rocedures /rovide Bobilink with a sound /latform for good cor/orate governance and for the further develo/ment of a /ositive, res/onsible and robust cor/orate culture. The Banagement is res/onsible for ensuring the e0istence of internal rules, /rocedures and structures that can efficiently secure value creation for all stakeholders and where authority and res/onsibilities are clearly set out and mutually understood. 2uman Resource Planning: Bobilink2s activities serves to illustrate that business success in demanding markets can be achieved without com/romising ethical /rinci/les or international norms. >ur $odes of $onduct have been ado/ted by our com/etitors and are a key management tool for influencing all our activities. The $odes of $onduct cover areas that are im/ortant for ensuring solid business ethics in all as/ects of our activities. They contain s/ecific and /ractical rules, and set the standards for
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how individual em/loyees should conduct business when faced with com/etition and demands for meeting business obDectives. 'ailure to com/ly with the $odes of $onduct results in sanctions suited to fit the nature and e0tent of unauthori3ed actions. The $odes of $onduct a//ly to Hice /residents, Directors, Banagers, =m/loyees, hired staff and anyone acting on behalf of Bobilink F8B. 9uman Resource )9R* /lanning is a strategic /rocess that forecasts the demand for Dobs in the organi3ation and antici/ates the su//ly of workers. 9R /lanning enables the hiring managers and recruiters to obtain the Pbest. fit between a candidate and the Dob at hand at the right time. (t ensures that there are adeAuate human resources to fill in the slot of the em/loyees who leave the organi3ation. Des/ite of the fact that Bobilink has the least turnover ratio attained by any other com/any in the industry.

2uman Resource Planning 9uman resource demand de/ends u/on the demand of the customer, as the cellular com/anies market share de/end u/on their subscribers so the demand of the human ca/ital de/ends u/on the customer demand of the /roduct and its maintainability. Demand of the /roduct is directly connected to the sale channels where as maintainability is concern to its customer care and engineering de/artments. The su//ly of 9uman Resource is to see how much 9uman Resource can be available from the market. That is to have a reasonable and skillful work force. Bobilink strictly believes on =Aual =m/loyment >//ortunity and strongly condemns the conce/t of Flass $eiling, there is no race and gender discrimination and the candidates are assess on their online a//lication for this /ur/ose a well establish database is available on the Bobilink2s web site where as it also /artici/ate in different Dob fairs to /rovide guidelines to the candidates.

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5ob analysis 2uman Resource Planning 6 recruitment: Bobilink design Dob analysis to give the nature and reAuirement of s/ecific Dob. Relationshi/ between 5ob analysis 9uman Resource Planning J recruitment can be signed asE

Job analysis

HRP

Job Description

!"ery #epartment at $obilin% sen#s re&uisition 'orm 'or speci'ic position to t(e HR$ #epartment to 'ill t(e )ap* +ature an# re&uirements o' speci'ic ,ob*

Recruitment
Pool o' &uali'ie# applications

election

5ob nalysis: W&en to nalyse 5ob 7Mobilink %ay to conduct8 T9=; 1(<< $>@D?$T 5>: 4@4<;8(8 (@ T1> 14;8 %9 >:8=RH4T(>@ 2. (@T=RH(=18 /$'*R) TI/The information will be collecting by observing em/loyees through cameras so there behavior would not differ while working. This observation /hase will be im/lemented on the o/erative em/loyees who are /erforming their duties in the /roduction areas.

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I-T*R)I*W' The other /hase will be interviewing the em/loyees like managers which is form first line managers and to/ managers. W&en to nalysis 5ob %9 5ob analysis should be done after two years. 2. 1hen new Dobs will be created. ,. 1hen there is no advance in any Dob analysis which is vacant. 7. 1hen new technologies will be introduced in the com/any.

'W/T nalysis of 2R 'ystem of Company 'trengt&s 4 very well structured 9R(8 ever e0isted in Pakistan. Pioneers in telecom industry. 8tate of the art training /rograms being su/ervised by highly skilled J /rofessional trainers.

Weaknesses 8ome /rocesses are still not online like =m/loyee cards. There is no online system, through which em/loyees could check their /erformances.

/pportunities Planning to attract foreign talent /ool. Target the ra/idly increasing new talent.

T&reats 9eavy 9R investment by other telecom o/erators. Threat of new entrants in the industry.

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'uggestions to Impro#e 9R De/artment of Bobilink should /rovide rent facility to all em/loyees. 9R De/artment should introduce an online system in which em/loyees must get com/lete information about their /erformances and through this no one can come in front of the /erson who actually deserves the a//raisal. Pending /rocesses should be on lined to facilitate the em/loyees. 9R De/artment should train the em/loyees in such a way that they could be able to face technical challenges. There should be a /ro/er /latform for em/loyees to give suggestions to im/rove the 9R system of the organi3ation.

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Recruitment and 'election in Mobilink: (n B>:(<(@Q, the activity to fill a vacancy or a new Dob starts with the reAuirement communicated by the res/ective managers to the 9R de/artment. The 9R de/artment then looks for the /ossibilities of internal and e0ternal recruitment. Met&ods of Recruitment: Internal Recruitment: (n B>:(<(@Q, internal recruitment is done for the managers of the higher grade and directors. 1hen a /osition is vacant, the 9R de/artment views the /ast /erformance of the /eo/le working at lower levels than the vacant /osition and chooses the right /erson who is /romoted to that /osition. 4t the manager and director level, the internal recruitment /rocess is mostly carried out but when managerial /osition is vacant and a suitable /erson is not available for the desired /ost from with in the organi3ation then e0ternal recruitment is carried out. 5ob posting and bidding Bobilink head offices, a notice of available Dobs are /osted in central locations throughout the organi3ation and em/loyees are given a s/ecific length of time to a//ly s/ecific Dobs. (n 2 2 when Bobilink e0tending their network throughout the Pakistan they use 5ob /osting and bidding method for some of the administration Dobs. *:ternal Recruitment: 'or e0ternal recruitment in B>:(<(@Q, the line managers are reAuired to make a reAuisition form for the Dob in which they have to mention their need taking in account the budget for establishment and salaries for the /osition of Banagement, :usiness 8u//ort >fficers and 1orkers. Role /rofile for the s/ecified Dob is also /re/ared matching u/ the reAuirement and the grade of the Dob. Training /eriod is also s/ecified on the reAuisition form. The reAuisition form along with the role /rofile is sent by the line manager to the functional director for his a//roval and then forwarded to 9R Banager. The 9R manager confirms the availability of budgets reAuired for establishment, salaries and cost of advertisement for the Dob. 4fter all this, the reAuisition form along with the Dob /rofile and the budget forecast is sent to the 9R Director for his final a//roval. 4fter a//roval from the 9R director the 9R manager and the line manager work hand in hand to /re/are Dob and /erson s/ecifications for advertising or giving to the head hunters. The sources that B>:(<(@Q uses to attract a//licants areE (nviting a//lications through advertisement
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Recommendations from the head hunters 4//lications obtained from the data bank of B>:(<(@Q where direct a//lications are received from time to time.

4fter a substantial amount of a//lications have been received, the line and the 9R managers again work together to shortlist the a//lications. This is done by carefully going through all the a//lication and by giving different weightage to the following criteriaE Luality of early schooling Frade obtained =0tra $urricular activities >verseas travel and education 4ge Target ?niversity Relevant e0/erience

The 9R De/artment then issue call letters to the short listed candidates along with blank a//lication forms by Date, time and venue for the /reliminary interview is advised and candidates are asked to bring along com/leted a//lication forms. 4 two"member /anel of 9R and line management carries out com/etency"based interviews focusing on functional skills and managerial and su/ervisory skills. 4fter the /reliminary interview is cleared /eo/le a//lying for different Dobs are tested in different ways. The following management com/etencies are assessed by a /anel of cross functional assessors (n the case of management selectionE $ommunication skills Resource management Rational decision making (nfluencing $reative thinking :usiness develo/ment

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The 9R de/artment is res/onsible for overall administration of the assessment centre including training of the assessors. The 9R de/artment /rovides details of remuneration /ackage and terms and conditions of service. The 9R de/artment also /re/ares a//ointment letter, service agreement and finali3es other documentation for service record. d#antages: Pool of talent is much larger then that available from internal source. =m/loyees hired from outside can bring insights and /ers/ectives to the organi3ations. (t is easy to higher technical and skilled are managerial /eo/le from outside rather than training and develo/ment internally.

4isad#antages: =0ternal recruitment is that attracting, contacting and evaluating /otenialing em/loyers are more difficult. =m/loyer higher from outside need a longer adDustment or orientation /eriod. Recruiting from outside may cause morale /roblems among /eo/le within the organi3ation.

Met&ods for e:ternal recruitment: *mployment gencies: :oth /ublic and /rivate agencies can be hel/ful in recruiting new em/loyees. There are two main ty/es of /rivate agencies. >ne is the e0ecutive search firm seeks candidates for higher" level /ositions. 8econd ty/e of agencies that recruit lower level /ositions. Bobilink contract with an em/loyment agency RR>C==S last year, R>C== is one of the famous and largest em/loyment agency of Pakistan. Campus recruiting: $am/us recruiting activates are usually coordinated by the university or college /lacement center. Fenerally organi3ations send one or more recruiters to the cam/us for initial interviews. The most /romising recruits are then invited to visit the office before a final em/loyment decision is made. Bobilink is also using this method for attracting fresh graduates, last year when Bobilink was e0/ending areas then they use cam/us recruitment at Buhammad 4li 5innah ?niversity Qarachi and PunDab Frou/ of $olleges <ahore. Internet recruiting:
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This method is growing ra/idly college graduate and /rofessionals are Dust as likely to send an electronic resume as traditional /a/er"based document. Bobilink get electronic resumes at this site. htt/EOODobs.mobilinkgsm.comOmobilinkinde0./h/T 5ob fairs: This is also new method growing ra/idly in Pakistan. Bobilink contribute into the Dob fairs arranged by different com/anies like R>C== Dob fair 2 & at e0/o center 'ortress <ahore. The /ur/ose of this contribution was to attract /ool /eo/le for s/ecific Dobs and get $Hs for databank of $Hs. d#ertising: >ne of the least methods used by Bobilink for recruiting is Dob advertising, rather the last o/tion. 9el/"wanted ads are /laced in daily news/a/ers and in trade and /rofessional /ublication. >ther less freAuently used media for advertising include Radio, television, and billboards. Bobilink use both methods but most of the @ews/a/er advertisement in all maDor and familiar news/a/ers of Pakistan. 2o% Mobilink Recruit: 5ob 4escription: 'ist of all mobilnk see the Dob descri/tion as it is written descri/tion of a non"management Dob, covering title, duties and res/onsibilities and including its location on the organi3ation chart. Position description: Bobilink also see it as it is a written descri/tion of a management /osition. 2iring specification: Bobilink e0amine the hiring s/ecification as it defines the education, e0/erience and skills an individual must have in order to /erform effectively in the /osition heOshe is a//lying Bobilink em/loys both formal and informal ways of recruitment. 4ll candidates dro/ their $H.s at call centersK they are then short listed and called. 8o those candidates then re/ort at the Bobilink call center from where they are sent to the 9uman Resource De/artment for further interviews. :ut recently Bobilink devised a new way of recruitment i.e. online 4//lications. They give 4ds in leading news/a/er and use some other mass media communication channels and then receive a//lications and $H.s online. (n this way huge /a/er work is reduced and recruitment /rocess is im/roved in terms of efficiency and convenience with the use of technology. 'ources of Recruitment:

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Bobilink uses both (nternal and =0ternal Recruitment. (n (nternal recruitment they ask for em/loyee referrals. 4ny em/loyee can refer any com/etent and /otential /erson and if the referred /erson comes u/ to their e0/ectations and hired, then the one who referred is given with a bonus of Rs., as an incentive. :ut @e/otism doesn.t e0ist, which means only one /erson can a//ly from one family. @o em/loyee references for his or her family members )brother, sister or cousins* are acce/ted. (n =0ternal environment the com/any.s cor/orate (mage matters a lot in a way that not only new candidates are attracted but also /eo/le who become a /art of it rarely leave it, and even if they resign then hardly Doin other firms like ?fone, Cong, Telenor etc as they are highly influenced by Bobilink. .abor market: =asy to recruit in large labor markets. T&e type or le#el of t&e position: The more s/eciali3ed the /osition the more recruitment efforts . T&e si;e of t&e organi;ation: The larger the organi3ation the easier it is to recruit. Process of Recruitment 'teps in t&e Recruitment process: (nternal 8earch 4dvertisement of a Dob vacancy. 1eb based advertising. Preliminary contact with /otential Dob candidates. (nitial screening to create a /ool of Aualified a//licants.

Met&ods of Recruitment process: *:ternal Recruitment: @o candidate under age of eighteen can a//ly for the Dob $andidates can.t a//ly for the Dob if their blood relations work in PB$<" Bobilink. 9eads are res/onsible for hiring /rocedures
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9uman resources Dointly with the de/artment heads decide the salary range Binimum Aualification must be a bachelor degree. $andidate are reAuired to successfully com/lete any Dob related selection test given to them. $andidates are reAuired to successfully com/lete any Dob related selection test given to them.

Bobilink usually /refers advertising through news/a/ers for their recruitment /ur/oses. They give an o/en invitation to everyone to a//ly, so /eo/le who are interested come and if they are ca/able enough they are hired. They don.t /refer any s/ecific universities or colleges to get the a//licants, what matters are the /otential talent and caliber of the /erson and his commitment to work. 3eneral Conditions for Recruitment in M/$I.I-< 3'M Recruitment is done through human resources De/artment. 4n 4//licant.s knowledge, skill and a/titude should relate to the /osition, =ducation, =0/erience, (ntelligence test, (nterviews, References, Bedical test. (nitially a//licants may submit a hand writtenOty/ed a//lication along with a legal bio"data and 2 /ass/ort si3ed /hotogra/h to 9R de/artment They are reAuired to fill the standard a//lication from the $om/any 4//lication.

'trategies for Recruitment The recruitment /rocess is likewise the same but minutely varies in the organi3ation de/ending u/on the ranks. (n recruitment Bobilink kee/s certain things in front e.g. 1hat the /erson was getting )in terms of salary* /rior to Bobilink.s 5ob. 1hether the /erson is /olished enough to adDust in their environment. 1hether he or she has the reAuired technical skills or the reAuired Aualification for that s/ecific Dob.

(n Bobilink they surely see Aualifications but they /refer a /erson with reAuired skills, a/titudes, e0/erience and ca/abilities. Bobilink /laces a great stress on , F.s in a /erson.s /rofessional life that isE =3R/W( 3R//M 6 3/> They say that first of all a /erson should RFR>1S in an organi3ation, he or she should get enough time and /romotions to reach or achieve a res/ectable and influential /osition, then a /erson should RFR>>BS himself by develo/ing his skills, knowledge and e0/ertise and

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recognition in his /articular field, and then he should RF>S to a better /osition with a much better salary /ackage and rank. Bobilink doesn.t hire /eo/le on annual or seasonal basis. Their recruitment /rocess is working all the time, and de/ending u/on the reAuirements and /ositions whenever there is a vacancy they go for recruitments. lternati#es to Recruitment (n Bobilink em/loyees are also hired on 4d9oc basis. :asically they hire an >utsource firm, which does outsourcing for them. This method is ado/ted to lower the burden of recruitment on 9uman Resource De/artment of Bobilink. These =m/loyees work for 9 Days like in Probationary Period. 4nd after 9 days they are confirmed or fired de/ending u/on their /erformance. =m/loyees hired on 4dhoc basis remain the em/loyees of the outsourcing firm and their /ay cheAues are also delivered to these firms. pplications: 4//licants may a//ly online by registering with the web based recruitment /ortal. 9owever, when considered for a s/ecific /osition, they will be reAuired to fill the standard a//lication form of the $om/any. 4ll a//lications will be ke/t on 9R database for a /eriod of & months only. C)s: 4t Bobilink, the 9R de/artment receives about , $Hs on average for each Dob.

They take about 2", seconds to scan through $Hs and shortlist them in the first screening. (n second screening of the $Hs, they look for keywords associated with that /articular Dob and finally shortlist the $Hs that have those keywords. Bostly, around , to ,6 )out of , * $Hs are shortlisted.

Cost of 2iring: The cost of hiring at Bobilink is mostly calculated by the 9R de/artment but is not shared with the <ine Banagers. Recruitment Time "rame The recruitment /rocess usually at Bobilink takes about twenty days. The breakdown of events during it is as followE Three Days to finali3e the 5ob Descri/tion and 8/ecifications. The Dob is then /osted on Ro3ee.PQ and it stays there for seven days to allow candidates to a//ly for it during that time s/an.
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Two days for short listing of the $Hs. >ne day for line"managers to recommend candidates of their choice. Two days for the /re"em/loyment test. >ne day again for the line managers to discuss the results of /re"em/loyment test with 9R. Two days for interviews Three to four days for final selection with the mutual understanding of 9R and line.

Recruiting limitation of Mobilink @o candidate under the age of eighteen will be considered. To avoid conflict of interest, candidates will not be considered for a /ost if their blood relations work in PB$< " Bobilink. The 9ead of each de/artment is res/onsible for understanding the hiring /rocess and its a//lication. 9e O 8he are also res/onsible for com/lying with the /rocedures established for hiring /ersonnel. 9uman Resources Dointly with the De/artment 9eads will set the )salary range* to be offered to the a//licant. The 9R de/artment is res/onsible for /roviding the De/artment 9eads with the feedback on the status of all salary offers. Binimum Aualifications must be a :achelor degree or eAuivalent. 4"<evel or eAuivalent may be considered for certain /ositions and will be subDect to the a//roval of the Director 9uman Resources J 4dministration. The $om/any reserves the right to test /otential candidates. $andidates must be able to successfully com/lete any Dob related selection tests given to them.

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'election: The /rocess of assessing candidates and a//ointing a /ost holder to ensure that the most a//ro/riate candidates are hired. The scheme used for o/timally staffing the organi3ation

(n Bobilink selection $riteria is based on numerous factors such as education, health, background and /revious e0/erience. Conditions for selection: De/artments must submit 9iring ReAuest and O or Transfer ReAuest 'orm to the 9R De/artment and duly signed. (nformation regarding Aualifications and Dob descri/tion should be forwarded for identification of suitable candidates. <ead"time of at least ten working days should be given for selection of candidates. The 9uman Resources De/artment would /lace internal advertisements and O or shortlist suitable candidates from the databank. (f no suitable candidate is found, advertisements will be /laced in media. The 9uman Resources De/artment shall, u/on the de/artment.s reAuest, /rovide screened $Hs. The de/artment will do another sift if necessary and conduct interviews with the immediate 8u/ervisor O De/artment O Divisional 9ead or his O her nominee and any Dob related selection tests. 8hort <isted $andidates will be invited for a final interview with the 9R de/artment. The 9uman Resources De/artment may conduct Profile and Psychometric Tests for the selected candidate in order to evaluate the suitability of the candidate. Two Reference checks will be com/leted for the selected candidate either before hiring or during the /robationary /eriod. 4//ointment will be subDect to satisfactory references being received. >n 8election the following information will be forwarded to 9R to be ke/t in the =m/loyees Personal 'ileE a. b. c. d. e. f. g. (nterview =valuation form Pass/ort si3e Photos. 4ny other s/ecial clause. References. $o/y of @.(.$. $o/ies of degree)s*E :achelors and above only and co/ies of e0/erience certificates. Duly filled a//lication form
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(n the $ase of $onsultants the $om/any will sign a contract with the $onsultant for a duration ranging from , months to % year. The 9uman Resources De/artment shall /re/are and deliver the =m/loyment <etter to the =m/loyee and obtain signatures on a co/y. These were the /ractices but what actually are the /ractices for Recruitment and selection at Bobilink. Top1tier Uni#ersities Bobilink does not really /refer one university over the other and looks for the most suitable candidate for the Dob. 9owever their marketing de/artment is dominated by the <?B8 graduates.

Probation Period: The /robation /eriod at Bobilink varies from three to si0 months. The em/loyee remains under observation during that time. Fratuity fund and most of the other /erAuisites are not a /art of com/ensation during /robation /eriod at Bobilink.

'alary -egotiations: 4sking candidates about their salary e0/ectations is a /art of interview by 9R de/artment. The candidates are also given an idea about what the com/any could /ay them. Luestions asked by the $andidates 8alary Frade 4//raisals $areer Path

*#aluation of Candidates The interviewers do have an evaluation sheet for evaluating the candidates during an interview but most of them /refer taking notes about the candidates. Interns&ips at Mobilink Regularly offers internshi/s during summer. 8tudents first have to a//ear for the (L test for internshi/. Those who /ass the task are then interviewed.
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Then one best candidate is selected for internshi/ at the com/any.

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'election process: ?9 T&e pplication: This ste/ indicates the em/loyee desire /osition and this a//lication /rovides information useful for interviews. The em/loyment a//lication is candidate.s first chance to /resent his Aualifications to the >rgani3ation. 4s such, it is e0tremely critical for hisOher continued /artici/ation in the e0amination /rocess. :efore beginning, one has to review thoroughly what the 5ob 4nnouncement s/ecifies as the reAuirements to Aualify for the /osition. $andidate must meet these criteria to be considered for the /ositionK ensure that, otherwise candidate will be wasting his effort in com/leting the a//lication. Bost entries on the form are self" e0/lanatory, but a few /ointers on filling it out may hel/E The easiest way to fill out the a//lication for Bobilink is to com/lete it on"line using either the PD' or 1ord version. ;ou can /rint and mail or fa0 it. >r, using the 1ord version, you can save it as a file and e"mail it to hrde/tUmobilinkgsm.net remember to com/lete and send res/onse to the 8u//lemental Luestionnaire, if reAuired. (f you choose to fill it out manually, ensure it is legible. Print clearly in ink or use a ty/ewriter. :e accurate and honest. 'alsification can lead to disAualification or dismissal. :e thorough when discussing e0/erience. $onvey e0/eriences most directly related to the /articular /osition, including volunteer work. Resumes may be attached, but will not substitute for a//lication entries )unless s/ecified in the 5ob 4nnouncement*. The a//lication form /rovides a standard format necessary for consistent review of a//lications. 4//lications must be received no later than the 'inal 'iling Date s/ecified on the 5ob 4nnouncement. Postmarks are normally not acce/ted, so allow for mail delivery time. (f you need more s/ace to discuss your Aualifications, you can attach additional sheets, /rovided they are similar in format to the original a//lication form.

@9 Written *:ams: 1ritten e0ams are usually obtained from one of several test construction firms available to them. These tests are designed to determine level of technical andOor analytical abilities associated with the /articular /osition for which candidate had a//lied. Luestions are usually of multi/le choices, >BR )>/tical Barku/ Readers* are used for scoring answer sheets. Test results are sent by mail, usually within 6 working days. (f receive a /assing score candidate will be invited to continue in the e0amination /rocess.

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A9 Performance *:ams: Performance e0ams test ability to accom/lish s/ecific Dob"related tasks by /roviding the o//ortunity to actually /erform them. These tests are scheduled through the 9uman Resources De/artment office, with notification in writing of the date, time, location and duration of the test. (nstructions will be given on the tasks to be com/leted and then asked to com/lete them. (ndividuals with considerable relevant e0/erience will conduct the evaluations. 8afety, Auality of work, ada/tability, /erformance under stress, etc. are evaluated. B9 'peciali;ed Testing 8ome /ositions will reAuire s/eciali3ed testing, such as technical skills, agility and communication skills etc. These tests are scheduled Dust as like other tests. Inter#ie%s: Pre1Inter#ie% Test Bobilink takes an hour long /re"interview test after the $Hs are shortlisted. The candidates whose $Hs are shortlisted are asked to a//ear at Bobilink.s office for this test. 9uman Resource staff at Bobilink invigilates the Test to make sure that candidates do not cheat. The test runs on a customi3ed software on com/uters at Bobilink office. (t has (L based and technical Auestions )regarding that /articular Dob*. Binimum score to /ass this test is 76-. >n average, about ,,- of the candidates who give this test /ass it. The score is not shared with the candidates and they.re only told whether they.ve /assed the test or not. The candidates who /ass the test are asked to come for interview.

Inter#ie%s 'our interviews are taken by the /articular division that is going to hire the em/loyee known as line interviews. 4ll of these interviews are technical. >n average, each of them last for about thirty minutes. 4ll these interviews are one"to"one interviews.
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<ine selects three best candidates and sends them to 9R de/artment for one final interview. The fifth and final interview is taken by 9uman Resource de/artment at Bobilink. >nly behavioral Auestions are asked in this interview. (t lasts for about twenty minutes. 9R de/artment follows a set"/rocedure for this interview to make sure that the candidate takes back a good image of the com/any even if he does not do well at the interview. The 9R interview is structured most of the times but could end u/ differently as /er situation. 'inal selection is done by the mutual understanding of both 9R and line.

(t is most common method in which selection committee evaluates a candidate.s abilities by following methodsE Types of Inter#ie%s: Testing: To measure the Dob and learning skills of the candidate. Initial 'creening: 4 ty/e of interview in which Auestions are asked about e0/erience of the candidate and his salary e0/ectations Panel and 'erial inter#ie%s9 To evaluate a candidate for the Dob. In 4ept& 'election Inter#ie%s: These interviews are conducted by the manager to whom the a//licant will re/ort. The obDective of this ste/ is to find out more about a//licant as an individual. A9 $ackground C&ecks: 8election committee confirms the truthfulness of a//lication Resume or of the a//lication form. The /revious su/ervisor of the a//licant is called to confirm this information and to get his career highlights. B9 P&ysical *:amination: (t is conducted to ensure the /hysical fitness of a//licant.

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C9 5ob /ffer: 1elcome Position O title 4uthority, duties and res/onsibilities 8tarting date, normal work hours 8tarting salary :enefit /ackage >ther " /robationary /eriod, travel, etc.

In brief: The first ste/ is the com/letion of the em/loyment a//licationK a rVsumV with a em/loymentOsalary history may be substituted for selected /ositions. The Dob announcement will clearly state if a rVsumV will be an acce/table substitute. (n either case, this is initial o//ortunity to /rovide information on your Aualifications as they relate to the /osition for which you are a//lying. $om/leted a//lications are initially screened to determine whether an a//licant meets the minimum Aualifications for the /osition as outlined in the 5ob 4nnouncement. 4//lications of those a//licants determined as meeting the minimum Aualifications are then reviewed by a 9uman Resources 4nalyst and a subDect matter e0/ert to determine who is to be invited to continue in the e0amination /rocess. 4 limited number of candidates whose a//lications clearly show that among those com/eting they are better Aualified in terms of relevant training and e0/erience will be invited to continue in the e0amination /rocess as outlined in the 5ob 4nnouncement under G4//lication Process.G De/ending on the e0tent of the recruitment, the e0amination /rocess may include a written test, /erformance test)s* or other s/eciali3ed tests. These tests are additional selection devices used to determine Aualifications for /erforming essential Dob functionsK they be Aualifying only or weighted andOor combined with the other tests. =0ams freAuently will include a Panel (nterview as well as a de/artmental 8election (nterview. 4//licants will be notified of the results of e0amination in writing. Therefore, it is im/erative that a//licants kee/ 9R de/t. informed of any change in address in order to ensure the delivery of notification. )alidity and Reliability: )alidityE The /roven relationshi/ that e0ists between a selection device and some relevant Dob criterion Reliability: The ability of a selection device to measure the same thing consistently

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'election Criteria of Mobilink 3'M (nformation regarding the Aualifications and Dob descri/tion is /rovided by the com/any to identify suitable candidates. $andidates are su//osed to com/lete the Pre"=m/loyment forms and then the 9RB de/artment conducts the interviews and tests which are discussed in /revious slides. There is a restriction by the com/any that the DivisionalODe/artment 9ead and 9RB de/artment must agree before the final selection of the candidate. 'ollowing information is reAuired by Bobilink from the a//licantE (n case of @on"Payment em/loyees Bobilink signs a contract of % year which can be e0tended to another year. 4fter selection the candidate is reAuired to com/lete a , month long /robationary /eriod. 9RB de/artment /re/ares and delivers the =m/loyment <etters to the em/loyee and obtain signature of him on a co/y. $andidates reDected or ke/t on file are sent regret letters. 9iring $ommittee

Bobilink.s 9iring $ommittee constitutes following members for hiring on all the levelsE Res/ective De/artment 9ead 9ead >f 9uman Resources President

ppointment .etters: Bobilink.s a//ointment letters for successful candidates s/ells out the terms and conditions of the em/loyment and benefits a//licable to the /osition. 4t the time of confirmation the concerned de/artment is send the feedback for confirmation. 'trengt& 6 Weaknesses: 'trengt& 'election The selection criteria of the organi3ation is good. They get /urified em/loyees.
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Recruitment Poll of candidate increase because of com/etitive salaries, good working environment for women

Weaknesses: Recruitment 'election They will /refer to give em/loyment to their relatives and friends of e0isting em/loyees )wasted many outside /otential candidates* <ot of /otential candidates does not know about when they o/en their /ositions. Doing limited recruitment /rocess like low advertisement, on TH and news /a/er.

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Critical Re#ie% on Recruitment and 'election process: (t goes without saying that reference for Dob works. 8o it.s surely a flaw in the recruitment and selection /rocess of Bobilink. 1e know a number of /eo/le who get Dob in Bobilink on reference basis. 9owever, saying all that, getting a Dob at Bobilink and retaining that Dob at Bobilink for a time are two different things. >ne thing was interesting studying the Bobilink Recruitment and 8election /rocess. $om/any entertains online a//lications more than mailed ones. To us, reason is twofold. 'irst, it reduces burden during the recruitment /rocess. 8econdly, by using online system, com/any can kee/ its image as innovative and latest the eyes of its consumers.

Conclusion Bobilink is an eAual o//ortunity em/loyer who caters to a variety of needs of their internal and e0ternal customers and has a rich tradition of kee/ing u/ to date and informed with the needs of their workforce. There have been constant efforts on their /art to build a team" oriented environment where the strengths and o//ortunities can be nurtured and e0/loited. Threats and weaknesses are identified and through systematic develo/ment and training are dealt with to nconvert them into strengths and o//ortunities. Bobilink is one of the /ioneers in telecom sectors in Pakistan and have /roved with time that a satisfied workforce is one of many ingredients of success.

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