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Chapter One

1.1 Introduction
GrameenPhone Ltd. is the largest leading cellular telecommunication company of
Bangladesh. GrameenPhone (GP) offered a cellular license in Bangladesh by the Ministry
of Post and Telecommunications on November 28, 1996. The company launched in
service on March 26, 1997, the Independence Day of Bangladesh. Telenor, as the leading
Telecommunications Company of Norway, owns 62% shares of GP and Grameen
Telecom own 38% of the shares of GP.

Now, after 11 years of successful operations, GrameenPhone is the largest mobile phone
service provider in Bangladesh, with more than 18 million subscribers as of May 2008.
GrameenPhone provides services to rural and urban customers across Bangladesh, where
mobile telephony is acknowledged as a significant driver of socio-economic
development, both for individuals and the nation.

1.2 Origin of the Report


After completing 4 years BBA program, organizational attachment of three months is
must. So this report preparing and submitting is a partial requirement for completing the
Bachelor of Business Administration (BBA).This report is an outcome of the three month
long internship program conducted in GrameenPhone Ltd., the most reputed leading
telecommunication company of the country. I decided to work on the selection and
training process of the GrameenPhone Ltd. The report focuses on the overview of
selection and training process. While working in the GrameenPhone I found that the
standard selection and training process followed out by the GrameenPhone Ltd.

1.3 Objectives of the study


The main objective of study is to know the "Selection and Training Process Of
GrameenPhone Ltd.". And the other objectives are:

To know a brief history of GP.


To observe the working environment.
To know about Telenor group.
To know about its Shareholders.
To find out the SWOT of GP.
To know its vision, mission, and values.
To know its products and services.
To know about its Organogram.
To know how the budget of selection is estimating.
To know how need for recruitment is declared.
To know what is expected while recruiting an employee.
To know about the selection process of GP.
To know how training need and objective are determined.

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To know how training objective can smooth the progress of training as well as help the
trainee, the designer, the trainer, and the evaluator.
To know some previous data related to training.
To know the methods which are used to deliver training.
To know the types and category of training.
To know about the training process of GP.

1.4 Scope of the study


This internship is a requirement for achieving the Bachelor of Business Administration
(BBA) degree that provides on the job experience to students. I was starting my job on
October 22, 2008 placed at GrameenPhone Ltd. as an internee for three months duration.
Within only few days of my internship period, I was able to get familiar to the working
environment of GrameenPhone Ltd.

The scope of the study on Selection and Training Process Of GrameenPhone Ltd. is
almost not possible to become familiarized with the total procedure of selection training
of the GrameenPhone Ltd. within a short period of time.

In this report I have been tried to focus on Selection and Training Process Of
GrameenPhone Ltd. The scope of the report encompasses the areas covered by the
organization part, and evaluation part. Maximum effort has been carried out to focus on
Selection and Training Process Of GrameenPhone Ltd., which has included in the
internship part. The organization part starts with the history of GrameenPhone Ltd. and
end with a brief discuss of divisions of the GrameenPhone Ltd.

1.5 Methodology of the study


The sources of information used are:

Primary Data are collected through:

Conducting oral discussion with the officers of the company.


From the real experience of my selection process as an internee
HR Manual of GP.

Secondary Data collected from:

Online information

1.6 Limitations of the study


Although the officials were so busy, GP gave me wholehearted cooperation in the time of
internship also in preparing this report. It was such nice experience I have gathered from
GrameenPhone Ltd. But I have faced some problems. If these limitations were not been
there, the report would have been more useful.

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The study has the following limitations:

One of the main limitation of the study is insufficient access to information,


which has disadvantaged the scope of the analysis required for the study.

The time is insufficient to know in-depth.

It was very difficult to collect the information from various personnel for their
job restriction.

There may be some personal mistake in the report. Because, some assumption
was made due to the limitations of information

Permission was not granted to use the various formats of forms related to
selection and training process directly.

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Chapter Two

2.1. An Overview of GrameenPhone Ltd.


The idea of providing wider mobile phone access to rural areas was originally concieved
by Iqbal Quadir. He was insapired by the Grameen Bank microcredit model and
envisioned a business model where a cell phone can serve as a source of income. After
leaving his job as an investment banker in the United States, Quadir traveled back to
Bangladesh, after meeting and successful raising money from New York based investor
and philanthropist Joshua Mailman, and worked for three years gaining support from
various organizations including Noble Peace Prize luareate Muhammad Yunus of
Grameen Bank and the Norwegian telephone company, Telenor. He was finally
successful in forming a consortium with Telenor and GrameenBank to establish
GrameenPhone. Quadir remained a shareholder of GrameenPhone until 2004.

GrameenPhone received a license for cellular phone operation in Bangladesh from the
Ministry of Posts and Telecomunications on November 28, 1996. GrameenPhone started
operations on March 26, 1997, the Independent Day in Bangladesh, with the purpose of
enabling people to better communicate which ultimately contributes to national
development. Telenor Norway, the leading Telecommunications Company of Norway
owns 62% shares of GrameenPhone Ltd. Telenor has substantial international operations
in mobile telephony, satellite operations and pay television services. It uses the expertise
it has gained in its home and international markets for the development of emerging
markets like Bangladesh. GrameenPhone Ltd. has been successful in its endeavors and is
holding the position of market leader among the mobile operations in the country.

GrameenPhone has made its expansion not only in the urban areas, but also it has
stretched its network in the rural areas for the economic empowerment of the rural
people. One such initiative is through collaboration with GrameenPhone Telecom, which
owns 38% of shares of GrameenPhone. GrameenPhone Telecom, a not-for-profit
company working in close collaboration with Grameen Bank, the internationally reputed
bank for the poor, manages the Village Phone Program, through which GrameenPhone
provides its GSM services to the fast growing rural customers.

Additionally, GrameenPhones Community Information Center or CIC in short, which


provides information and cellular services in rural and semi-urban communities, is also a
successful program bringing such services to rural areas. CIC is basically local
entrepreneur owned and managed shared data access point. It has established using
GrameenPhone branding and connectivity. The 4 major target segments of GP CIC are
1.Farmers, 2.Students, 3.Women, and 4.Businessman. Within a short span of time since
its inception GP has covered six divisions of the country.

The company has been growing fast and at the same time being competitive. GP pledge
for undertaking business challenges with great enthusiasm and search for avenues for
continued growth. GP believe that subscribers are our greatest strength; therefore GP are

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committed to provide quality services to customers. GP are committed to make best
utilization of investments for business development. Their human resources are
considered as the most important assets who drive the business forward. GP acknowledge
their hard work and commitment to achieve business goals.

GrameenPhone is the largest mobile phone operator in Bangladesh, serving 20.8 million
customers as of third quarter 2008.

GrameenPhone at a glance:

GrameenPhone Ltd.

Type Limited
Founded 1997
Celebration Point, Road # 113 A, Plot 3 & 5,
Headquarters
Gulshan-2, Dhaka, Bangladesh
Key people Oddvar Hesjedal, CEO
Industry Telecommunication
Products Telephony, EDGE, GSM
Points of sales 90,000
Employees 4681
Customers 20.8 million as of third quarter 2008.
Slogan We are here to help
Website www.grameenphone.com
Subscribers 16.5 Mn
Revenue 5,450 crore BDT in 2007
coverage 98% Population
Base Stations More than 10,000
Investment 11,150 crore BDT since 1997
Contribution 10,140 crore BDT to national exchequer

Table: GrameenPhone at a glance

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2.2. About Telenor
Telenor is emerging as one of the fastest growing providers of mobile communications
services worldwide with ownership interests in 12 mobile operators across Europe and
Asia.

Telenor is organised into three business areas; Mobile operations covering 12 countries,
and Fixed-line and Broadcast services covering the Nordic region.
Telenor holds 62 per cent of GrameenPhone, with Grameen Telecom Corporation owning
the remaining 38 per cent. Telenor has played a pioneering role in development of
cellular communications in Bangladesh.

The Telenor Group


More than 150 million mobile subscribers worldwide
Strong subscription growth, particularly in our Asian operations
Listed as No.1 on Dow Jones Sustainability Index 2008
Ranked as the world's seventh largest mobile operator
Revenues 2007: NOK 105 billion
Workforce 2007: 35 800 man-years
Listed on the Oslo Stock Exchange, with headquarters in Norway

2.3. Shareholders
The shareholders of GrameenPhone contribute their unique, in-depth experience in both
telecommunications and development. The international shareholder brings technological
and business management expertise while the local shareholder provides a presence
throughout Bangladesh and a deep understanding of its economy. Both are dedicated to
Bangladesh and its struggle for economic progress and have a deep commitment to
GrameenPhone and its mission to provide affordable telephony to the entire population of
Bangladesh.

Grameen Telecom -38%

Telenor Mobile Communications AS -62%

Figure: Shareholders of GrameenPhone

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GrameenPhone is a joint venture company comprising of:

Telenor Mobile Communications AS: Telenor AS is the leading Telecommunications


Company of Norway listed in the Oslo and NASDAQ Stock Exchanges. It owns 62%
shares of GrameenPhone Ltd. Telenor has played a pioneering role in development of
cellular communications. It has substantial international operations in mobile telephony,
satellite operations and pay Television services. In addition to Norway and Bangladesh,
Telenor owns GSM companies in Denmark, Austria, Hungary, Russia, Ukraine,
Montenegro, Thailand and Malaysia. It has recently started a mobile phone operation in
Pakistan. Telenor uses the expertise it has gained in its home and international markets
for the development of emerging markets like Bangladesh.

Grameen Telecom: Grameen Telecom, which owns 38% of the shares of


GrameenPhone, is a not-for-profit company and works in close collaboration with
Grameen Bank. The internationally reputed bank for the poor, has the most extensive
rural banking network and expertise in microfinance. It understands the economic needs
of the rural population, in particular the women from the poorest households. Grameen
Telecom, with the help of Grameen Bank, administers the Village Phone Program,
through which GrameenPhone provides its services to the fast growing rural customers.
Grameen Telecom trains the operators, supplies them with handsets and handles all
service-related issues. Grameen Bank currently covers more than 51,000 villages which
are serviced by 1326 bank branches (December 04) all over the countryside. At the end
of the year, the bank had 3.78 million borrowers, 95 percent of whom were women.
Grameen Telecoms objectives are to provide easy access to GSM cellular services in
rural Bangladesh, creating new opportunities for income generation through self-
employment by providing villagers with access to modern information and
communication based technologies.

2.4. SWOT Analysis of GP


SWOT Analysis is an important analysis for any organization, in which four basic
objectives as strengths, weaknesses, opportunities and threats are considered for the
specific firm in order to ensure that the firm can understand its position in the
competition ground and thus can take necessary precautions.

A SWOT analysis for GrameenPhone Ltd. is conducted as follow:

a. Strengths:
-Availability of Backbone Network (Optical fibber).
-Financial Soundness.
-Market Leader.
-Brand Name / Grameen Image.
-Skilled Human Resource.
-Largest Geographical Coverage.
-Good Human Resource and Infrastructure, installation all over the country through
Bangladesh Railway and Grameen Bank.

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-Access to the widest rural distribution network through Grameen Bank.
-High Ethical Standard.

b. Weaknesses:
-Mixture of different cultures is used as an excuse not to solve problems.
-Too much inside out thinking in the company.
-Different departments not working together.
-Poor interconnection with BTTB.
-Complicated price structure.
-Billing System cant handle sophisticated billing.
-No long-term Distribution/Channel strategy.

c. Opportunities:
-Economic growth of Bangladesh.
-New and better interconnection agreement.
-Huge need for telecom services.
-Increased intentional activities in Bangladesh.
-Future privatization of the fixed network.
-New international gateway.
-Demand for inter-city communication
-Growth in other operator will give more connection.

d. Threats:
-More rigid government regulations.
-More influence of competitors on the fixed network
-Change of government might lead to competitors having more clout
-Devaluation of Taka
-National catastrophes.
-Sabotage of installation.
-Non-co-operation of government and fixed PSTN (Public Service Telephone Network).
-Risk of fire in GPs Installations.
-Price war.
-Non-availability of funds.
-BTTB has limited capacity for interconnections.

2.5. Company Vision


Company vision is: Were here to help.
We exist to help our customers get the full benefit of communications services in their
daily lives.

In GrameenPhone, this means:

-Making things simpler for our customers


-Continue Innovation
-Provide full communication solutions

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-Continue as a partner in development for Bangladesh
2.6. Company Mission
Company mission is: We will lead the industry and exceed customer expectations by
providing the best wireless services, making life and business easier.

2.7. Company Values


GrameenPhone has the following values that all employees must understand and should
adhere in work situation.

-Make it easy
We are practical.
We dont complicate things.
Everything we produce should be easy to understand and use.
No waste, No jargon. Because we never forgot were trying to make customers
lives easier.

-Keep Promises
Everything we do should work perfectly. IF it doesnt were there to put things
right.
We are about delivery, not over promising.
We are about actions, not words.

-Be Inspiring
We are creative.
We strive to bring energy into 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 our culture.
We treat customers and each other with the utmost respect.
We adapt to the communities in which we operate.
We believe loyalty has to be earned.

2.8. Corporate slogan of GP


GrameenPhones slogan is-

Were here to help


2.9. Products and services of GP
Over the years, GrameenPhone has always been a pioneer in introducing new products
and services in the local market. GrameenPhone provides supplementary services or

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products with its core product. Its main core product is SIM which connects people with
its network.

GP is now offering some pre paid and post paid services:

Prepaid
i. smile ( mobile to ,mobile connectivity within Bangladesh)
ii. smile ( nationwide and international mobile and land line connectivity)
iii. djuice ( a youth based mobile to mobile connectivity within Bangladesh)
iv. Business Solution (designed especially for the business community in Bangladesh)

# Edge facility:
Both SMILE M@M & SMILE PSTN can avail Edge Package1 (P1) & Edge Package2
(P2)

Post paid
Xplore postpaid: It is for businessmen or entrepreneurs.
xplore Package 1 (nationwide and international mobile and landline connectivity)
xplore Package 2 (nationwide and international mobile and landline connectivity)

Supplementary products and services


Recharge

-Flexi-Load
-Scratch Card

Hardware

-Genuine Handsets
-GPRS and EDGE Modem
-Accessories (Charger, Battery etc)

Value Added Services


One can use his mobile phone for many other purposes than making voice calls. With
GrameenPhones VAS, one can use his mobile phone to:

Send and receive text messages, picture messages, voice messages,


Download ring tones, logos, wallpapers,
Obtain news updates, cricket score updates,
Browse the Internet and also send and receive e-mails,
Transfer data and send fax,
Participate in competitions and vote for your opinions,
International Roaming,
EDGE with MMS,
Voice Mail Services,

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Welcome tunes,
Call waiting,
Miscalls Alert,
Economic ISD,
FNF,
GPRS,
Conference calling etc.

Bill Payment
Subscribers can pay his/her post paid bill of any amount at any GrameenPhone Center or
authorized outlays.

2.10. Media used by GP


GP also use both ATL & BTL method to be connected with its customers. Their TV,
radio, newspaper, magazine ads are always informed about the offers of GP packages. GP
also use dangler, bunting, and billboards to remind customers about the offers.
These media GP use as a bridge to reach to the customers.

2.11. GPs Website:


GP developed a strong website for its customers. Its full of information; all information
about GP is available here. And the website is very lucrative. One can ask questions and
can get answer; not only that through the website one can apply for the job too. All
information is available in the address.

GPs web address for the customers: http://www.GrameenPhone.com.

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2.12. Organogram of GP
GPs Organogram is restructured on November 11, 2008, due to the change of its CEO.
Before that, CEO of GP was Anders Jensen. The GrameenPhone Board of Directors has
appointed Oddvar Hesjedal (58) as the company's new Chief Executive Officer on
November 10, 2008. He takes up the position immediately, succeeding Anders Jensen,
who in September announced his decision of shortening his tenure as CEO for family
related reasons.

Thus, GPs new Organogram is-

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Figure: Organogram of GP

Chapter Three
Chapter three is all about the analysis of my report topic. As my report is about selection
and training process of GP, Im describing them one after another. Here, at first, I
discussed about selection process in part one and right after accomplishing part one, I
discussed about training process in part two.

Part One
Selection Process Of GP
Selection is the process of gathering information for the purpose of evaluating and
deciding who should be employed in particular jobs.

According to the book of Mr. David A. Decenzo and Mr. Stephen P. Robbins, named
Human Resource Management, the selection process typically consists of eight steps.

These are as follows:


a. Initial screening interview,
b. Completion of the application form,
c. Employment tests,
d. Comprehensive interview,
e. Background Investigation,
f. Conditional job offer,
g. Medical/Physical exam, and
h. Permanent job offer.

GP, as a complete organization, has its own standard recruiting process.

3.1. Number of Employees in HR division


In HR Division, there are 223 employees who are doing their job with great efficiency
and responsibility.

3.2. Estimating Recruitment Budget


Every department has its own budget for recruiting employees which is fixed from earlier
the department recruited employees. Such as, business control department has fixed
recruitment budget to recruit 10 employees, but it has 9 employees. In this case, it has
still sufficient budget to recruit one more employee if it required.

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3.3. Declaration of need for Recruitment
Basically, need for new recruitment is declared by the concerned department, because
only that department can measure the pressure of work and tries to reduce the work load
by dividing the work among the employees for avoiding delay of work and meeting the
time line it wants to reach.

So, when it feels that it needs more manpower to get the job done more efficiently within
the scheduled time, then it declares need for recruitment to the HR.

3.4. Expectation of an Employer


To select an employee for the particular post the employer expects that the candidate will
be the one who has all the skills and knowledge that was required or mentioned in the job
description and responsibilities published in media.

3.5. Employment Procedures


Now, a discussion about GPs employment procedures or selection processes are given
below-

The Resourcing and Employer Branding (R&EB) department under Human Resources
Division ensures that employment policy is enforced and practiced consistently.

The total recruitment process timeline is 29 working days. HR will maintain an active
database incorporating skills inventory of employees that may be used as a starting point
from recruiting from within.

The Steps of GPs Recruitment are as follows-

-Requisition to Publish Add,


-Application Receive,
-Sorting, Listing, and Serial,
-Short Listing & Communication for interview,
-Written Test & Interview,
-Weightage, Checking & Scoring,
-Medical, Reference Check & Selection,
-Orientation Program, and
-Placement or employee joining.

Now, the steps of Recruitment & Approximate Duration that normally followed by GP
are given below:
Steps Start Duration End
Requisition to Publish Add 0 5 5
Application Receive 6 7 12
Sorting, Listing, and Serial 13 3 15
Short Listing & Communication for interview 16 2 17
Test & Interview 18 4 21

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Weightage, Checking & Scoring 22 2 23
Medical, Reference Check & Selection 24 2 25
Orientation Program 26 3 28
Placement or appointment 29 1 29
Table: Steps of Recruitment & Approximate Duration

Figure: Steps of Recruitment & Approximate Duration

The process of selection followed by GP, which begins with Requisition to Publish Add
and ends with Placement, are discussed below-

3.5.1. Job Advertisement


The market communication section is responsible for designing and finalizing the
advertisement layouts, with approval by HR Director, After receiving a requisition and
posting of a job advertisement, candidates are usually given seven days to apply, which
can be extended is deemed necessary.

3.5.1.1. Media used to advertise

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Advertise for job vacancy can be given by many media; such as Web site of companies
own web site, the national dailies, and web site of various career consulting firms
(www.bdjobs.com; www.jobstreet.com; www.jobsA1.com etc.)

GPs job advertisements are published in GrameenPhone career site and in the national
dailies conforming to company policy and communication guidelines indicating the
position and requirements.

GP gives ad in its own GP web site, that is- www.grameenphone.com.


Here, the job seeker open an account by fulfilling a form of CV and after completing all
the steps he gets an user name and password, which helps him or able him to update the
CV time to time whenever he feels it needed, to see the jobs as well as the job description
and responsibilities; and apply for preferred job.

GPs website also gives some job offers for its internal employees for their promotions,
which is not visible for external job seekers. This is named as Grow Within.

3.5.2. CV Screening/Short Listing


After closing of a job advertisement, R&EB collects and compiles applications. The
applications are profiled against the given job advertisement and sent to the user
department for further screening. Short listing criteria include:

Education
Required academic qualification
Reputation of academic institution
Relevant courses
Number of years and relevance of job experience (where applicable)
Skills and qualifications
Other factors (extra-curricular activities)

Once the CV are evaluated and forwarded to R&EB, GP are checked against the profile
and set for assessment.

3.5.2.1. Declaration of the Interview


By making call and sending mail to the candidates (both internal and external), who has
selected by initial screening process, are informed for the written test.

3.5.3. Written Test


Written test is conducted to evaluate the candidates functional knowledge, analytical
ability, written language skills, and certain job-related competencies. Minimum score of
the written test, interview and assessment is 60%. However, this may be increased or
decreased in case the candidate pool is abundant/scarce of majority fails to qualify the
minimum score. Any deviation must be duly justified and documented.

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HR R&EB formulates the final test script in consultation with the user department.
Evaluation of HR section is done by a qualified assessor; the same from the concerned
department.

3.5.3.1. Form of written test


The form of written test is determined according to the nature of the vacant post; such as,
if the test is for any engineering post, then the questions will be analytical; and if the test
is for any finance related post, then the question will be a case study with some related
questions, etc.
3.5.4. Interview
Another short listing is created after examining all the exam papers of written test. Those
candidates are to be called who have met the required score.

All interviews must confirm to company standard and guidelines to select the benefits.

It is preferred that internal candidates should inform their respective supervisor before
attending interview session.

3.5.4.1. The process of interview


The process of interview followed by GP is given below.

3.5.4.1.1. Interview Board


It is expected that interview board members have a good understanding of the following:
Assessment tools and methods
Assessment criteria
Ability to evaluate objectively
Understanding of the position and competency requirements

The ideal size of an interview board is three however, in certain cases, exceptions can be
made. With exception of HR as Resourcing is their functional expertise and
responsibility, it is required that other board members be at least one level up from the
position applied i.e. for interview of Deputy Manager the board members from concerned
department should at least be Managers.

3.5.4.1.2. Screening Interview


Screening interviews are short sessions (5-15 minutes) that help assessors make an initial
judgement about a persons aptitude, competencies, attitude, and most importantly job fit.
The size of the interview board can be from one to three.

3.5.4.1.3. First Level Interviews


The first formal interview/viva session in the assessment process, the 1 st level interview
(15-30 minutes) evaluates on similar criteria except that it delves in to more detailed
analysis of a persons job and personality fit. In most cases the final decision is made at
this level. For up gradation interviews, a cross-functional board member is required.

3.5.4.1.4. Assessment Centre

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Assessment centre is ideal for evaluating a candidates functional and behavioral
performance, especially on-the-job and team performance. Competencies of candidates
are assessed by company standards. The basic assessment criteria are similar.
Component includes a case analysis (group or individual), presentation, and formal
interview.

3.5.4.1.5. Final Interview


In certain cases, a final interview may be required. Senior members of the concerned
department/division are usually present during these sessions to make the final selection.

The flow of this process depends on job requirement and may be agreed upon by
consultation between R&EB and concerned department. However, recruitment of regular
entry-level officers must include a written test. In certain cases assessment centre may
substitute for the written test as it includes multiple assessment tools. It is required that
candidates be called at least two days before any assessment; for deputy managers and
above it should be preferably higher. All candidates must be assessed jointly by HR
R&EB and line function regardless positions.

3.5.4.2. Most Preferred Form of Evaluating Candidates


Though both the written test and verbal interview are used to evaluate a candidate for the
particular post, but GP prefer verbal interview to evaluate the candidate.

3.5.5. Selection
Once a candidate is selected through assessment and mutual agreement of the board;
R&EB will process and compile the assessments and communicate with concerned
assessors for final approval. In certain cases, approval may be immediate.

3.5.6. Medical Test


All the selected candidates are required to go through a medical test from GrameenPhone
enlisted diagnostic centre at companys expense.

In case of referred case (for anomaly) a team is formed for HSE for observation and
follow-up to declare fit for employment. If the report is acceptable he/she will be
allowed to join otherwise would be sent for supplementary medical screening. In case of
negative report is acceptable to decline the employment of that candidate.

3.5.6.1 Tests recommend for medical


GP basically recommend medical test for those candidates who are selected for the
particular post after giving both the written test and interview. The tests are- HBs ag,
Blood Group, etc.

3.5.7. Information and Reference Check


After getting the medical test, who have negative (ve) result in the report, references are
checked that GP used in their CV.

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For selection of Deputy Managers and above, R&EB will verify certain information as
provided in the job application such as educational degree, work experience, and last
employment status. Reference request letters are sent out to HR of the concerned
company or referees designated by the candidate.

3.5.8. Final Selection


Based on positive report on health status from the medical centre, and positive reference
check, the candidate is finally selected for appointment.

3.5.9. Employment Offer and Salary Fixation


At this stage, the selected candidate is offered employment with GrameenPhone. The
salary is fixed based on salary range in each job grade based on individuals knowledge,
special skills, and work experience.

3.5.10. Orientation
New employee Orientation covers the activities involved in introducing a new employee
to the organization and to his or her work unit. When a regular employee joins the
Company, then GP organizes Orientation Program for its newly recruited employees. HR
Development will arrange an orientation program. The representatives from each division
will make divisional presentation. Preferably each employee should attend the next
available orientation program within 6 months from the date of his/her joining.

The individual needs to be introduced to his/her job as well as to the Company. In the
orientation program, the company discloses about the companys rules and regulation
which includes:

To welcome the incumbents


Orient him/her about the Companys history,
Vision,
Values,
Stakeholders,
Subscribers,
Service Rules & Procedures,
HRM policies and benefits,
Fellow employees, and
Divisional activities etc.

On the orientation ceremony the Chief Executive Officer (CEO) gives a short speech to
the new employees. His speech includes:-

-Welcome employees
-Provide a vision of the company
-Introduce company culture

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-Convey that the company cares about employees etc.

The HR manager and the HOD also give speech to the new employees. GP instruct new
employees how GP work, when and where to report, provides information about benefits
choices. HR manager ensure employees about career development and training etc

3.5.10.1 Training program for newly recruited employees


GP does not organize any training program for its newly recruited employees.

3.5.11. Employee Joining


A Personal Information Form should be filled up by the finally selected candidate. The
information provided in this form must be true and complete, failure to provide correct
information is subject to disciplinary action according to Company policy

R&EB and HR Operations will ensure that the employee on joining furnishes all
pertinent documents. The personnel file shall comprise of (but not limited to) the
following:

Employee Requisition
Advertisement
Online CV
Score: Written test and interview; as applicable
Selection approval
Medical certificate
Work experience and training certificate
Duly signed Code of Conducts, Information Protection policy and Loyalty
declaration
Release Order from immediate employer
Appointment letter / Employment Agreement
Joining letter

3.5.11.1. Appointment Letter/ Employment Agreement


HR will issue an appointment letter/agreement to the selected candidate for regular job
and for short term Contact employees. The appointment letter must include:

Job title
Nature of employment
Place of posting
Name of section or department
Effective date of appointment
Probationary period, conditions of confirmation and notice period

Page 20 of 47
Ending date of employment (applicable for contract employee)
GrameenPhone standard terms and conditions

3.5.11.2. Appointment Authority


Appointment authority is defined as the right and responsibility to make decisions with
respect to recruitment, and the issuance and signing of all relevant correspondence with
employee during hiring.

The appointment endorsement for different level of employment must be made as per the
following authority level:

Position Approval Level


Director CEO
AGM-Deputy Director Director, HR
DGM & below AGM, HR-R&EB

Table: Appointment Endorsement

3.5.11.3. Release Order


Clearance/release letter must be submitted to HR at the time of joining. This is to avoid
potential legal complications arising due to non-acceptance of registration by the persons
previous employer.

3.5.11.4. Provision Period for New Recruited Employees


At first, GPs new recruited employees have to work under the provision period.

3.5.11.4.1. Duration of Provision Period


The duration of the provision period for the newly recruited employees is 1-6 Months.

Page 21 of 47
Part Two

Training Process
Training is a process that brings a permanent change in learning and behavior which GP
could show by their performance in the work place. This usually means changes in
specific knowledge, skill, and attitudes. Training is defined as any attempt to improve
performance on a currently held job.

Training enables the company to adapt to changing conditions and be more effective in
the market place. Training can provide employees with knowledge and skills to perform
more effectively, preparing them to meet the inevitable changes that occur in their job.

As a part of individual development plan, the Training Policy provides a guideline to


facilitate job specific functional improvement, development of managerial competencies,
understanding of the cross-functional processes and/or other general areas that need to be
improved.

Thus, training is only an opportunity for learning.

Each and every renowned company, manufacturer or international marketer, now a day,
arrange training programs to increase the actual level of performance at the expected
level. GP are trying to improve their position in the market place by providing training to
their employees.

GrameenPhone is one of them and it organizes and provides training to its employees to
improve current skills and behavior, and also to increase abilities in relation to some
future positions or jobs usually at management level.

Importance of Training
i. Higher Productivity
ii. Better Quality of work
iii. Less Learning Period

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iv. Cost Reduction
v. Reduced Supervision
vi. Low accident rate
vii. High Morale
viii. Personal Growth
ix. Improved organizational climate

3.6. Training Department of GP


GP has a training department of its own. The name of training department is Technical
Training.

The foundation of Technical Training department is-

Division: Networks Department: Planning Section: Technical Training,


GrameenPhone Ltd.

3.7. Number of Employees in Training Department


There are two employees in the training department.

3.8. Training Need Analysis


Training need analysis is determined by actual basis. When the concerned department
feel training is needed GP organize training program for their employees to cope with the
inevitable changes.

3.9. Determining Training Objectives


Developing good training objectives takes time, effort, and careful thought.

Training objective is usually determined by the concerned department, because it better


knows what lacking its facing and what kind of training can help them to recur to the no.
one position as it was.

According to the Book of Mr. P. Nick Blanchard and Mr. James W. Thacker, named
Effective Training Systems, Strategies, and Practices, the majority of HRD specialist
agree that training objectives are important from a number of stakeholder perspectives;
such as the:

3.10.1 Trainee
3.10.2 Designer of training
3.10.3 Trainer
3.10.4 Evaluator of training

3.9.1. The trainee

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Trainees benefit from training objectives for a number of reasons, including the
following:

GP reduces anxiety related to the unknown.


GP focuses attention
GP increases the likelihood that the trainees will be successful in training

3.9.2. Training Designer


Once the training objective has determined, the concerned department gives the
responsibility to the trainer to design the training. The trainer designs the training by
considering all the needed factors to meet the objective. The training objectives directly
translate the training needs into training outcomes.

3.9.3. The Trainer


Trainers are normally the employees of GP and both local and foreign trainers, who take
different types of training programs. With clear learning objectives, the trainer can
facilitate the learning process more effectively. Clear, specific objectives allow the trainer
more readily to determine how well the trainees are progressing and make the appropriate
adjustments.

Name of the Institutes Local Trainers Foreign Trainers


Ericsson
HUAWEI
Guidance view
CISCO Valley
NEC
NSN
ORNET
Telefocal

Table: Use of Trainers for Training

3.9.4. The Evaluator


Employees of training department of GP are the evaluators, who evaluate the output of
training comparing with the objective of training determined as before of training.
Evaluating training is much easier when objectives are used, because these objectives
define the behaviors expected at the end of training.

3.10 Datas of training


Some Datas of previous years related to training are shown with the help of table.

Years 2007 2008


No. of training 145 58

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Training (inside of country) 43 33
No. of trainees 563 896
Training (outside of country) 102 25
No. of trainees 168 48

Table: Data related to training of previous years

Analysis of datas are given below:

3.10.1. No. of Training


In 2007, one hundred forty five training programs were held. And in 2008, fifty eight
training programs were held. It shows that the no. of training held in a year is decreasing.
Number of training depends on the need of the training. This decreasing rate of training is
shown by the following figure:

Figure: Training Organized by GP

3.10.2. Training held in Countries


Training organized by GrameenPhone held not only in Bangladesh but also in foreign
country. Discussions of them are as follows-

In BD:

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Training that organized inside the country emphasized on to know about the job
environment, nature of the customer, demands etc. to train up an employee.
GrameenPhone provided his employees training, forty three times in 2007, and thirty
three times in 2008.

In Foreign country:
With the demand of new technologies and supports that are needed to get the job done
appropriately and in an easier way GP find outs a satisfactory way to encourage its
employees by sending them abroad for training and purpose is to use learning and
transfer of training back to the job. GP sent its employees one hundred & two times in
2007, and twenty five times in 2008 in abroad for training.

# Numbers of training held in Bangladesh and in foreign country are shown by the
following figure:

Figure: Training held in Countries

3.10.3. No. of trainees


Number of trainees sent to the training inside and outside of the country is given below-

In BD:

Page 26 of 47
GrameenPhone had provided training to increase the job proficiency of its employees.
Their data shows that, number of trainees was five hundred & sixty three in 2007, and
one hundred & sixty eight in 2008.

In Foreign country:
GrameenPhone had sent trainees to other countries, eight hundred & ninety six
employees in 2007, and forty eight employees in 2008.

# Numbers of trainees in Bangladesh and in foreign country are shown by the following
figure:

Figure: No. of Trainees Trained in Countries

3.11. Level Training Emphasized


At which level training emphasized its totally depend on the types of training. Because,
training is carried on actual need basis. For example, on a new project training is needed,
then on that project there can be entry, mid and top level employee involved.

3.12. Training Method prefer to deliver training


According to the Book of Mr. P. Nick Blanchard and Mr. James W. Thacker, named
Effective Training Systems, Strategies, and Practices, the various methods can be
divided into cognitive and behavioral approaches.

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The names of the methods are given below:

1) Straight Lecture,
2) Discussion method,
3) Demonstration,
4) Computer based training,
5) Equipment simulators,
6) Business games,
7) In-basket technique,
8) Case studies,
9) Role Play,
10) Behavior Modeling,
11) On the job training, and
12) Audiovisual (static and dynamic).

The trainer of GP uses training methods based on the nature of training. Such as, when
the training is about learning of MS Excel the trainer uses computer based training, etc.

3.13. Types of training


Mainly there are two types of training organized by GP.

a. Pull training: the need is determined by the HR.


b. Push training: the need is determined by the concerned department.

Employees are not bound to attend trainings which are organized by HR, but they are
bound to do those trainings that are determined by the concerned department.

3.14. Training Category


There are four categories of training of GP:

1) Functional training: Functional trainings are aimed to increased the job related
technical/functional know how of an individual such as GSM training for
technical division, selling and salesmanship training for sales department etc.

2) Management developing training:


Management training: Management trainings are designed to enhance the
managerial competencies to help the individual perform his/her job
effectively. For instance, Leadership Skills Course, Team Working Program
etc.
Cross functional training: Cross functional trainings are conducted in-house
with view to increase the participants understanding of the different processes
and procedures of other divisions to achieve better coordination, efficiency
and working relationship. Example: Finance for non finance course,
Marketing for non marketers etc.

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General training: General trainings are those that will help employees to
increase their productivity by handling job related issues like Stress
Management, Business English etc.

3.15. Training process


According to the Book of Mr. P. Nick Blanchard and Mr. James W. Thacker, named
Effective Training Systems, Strategies, and Practices, the training process typically
consists of four stages.

These are as follows:

Stage One: Identification of performance improvement opportunity and analysis of what


caused the opportunity to exist.
Stage Two: Identification of alternative solutions to the opportunity and selection of most
beneficial solution.
Stage Three: Design and implementation of the solution
Stage Four: Evaluation of results.

GP, as a telecommunication company, follows this training process. With supplement of


this, it does some preliminary preparation for the training, which are given below-

3.15.1. Training Catalogue


HR Development publishes a Training Catalogue containing names of available training
programs, a short description of the courses and eligibility to receive a specific training.

3.15.2. Need Analysis


The training need is obtained from Performance Management Process (PMP).
Management Development training related data derived by Organization Development
Processes Section of HR Development are accelerated to Knowledge & Skills Section-
HR Development for analysis, compilation and preparation of the Training Calendar.

3.15.3. Training Calendar


Training Calendars are prepared twice a year; April to September and October to March,
respectively. HR Development prepares the half yearly training calendar to actualize
Management Development training need.

3.15.4. Selection of participants


HR Development addresses the participants in a group of fifty (50), taken from the
Development Plan of PMP, and invites participants via email. However, considering the
business need, training needs outside the identified development plan may also be
addressed, subject to Supervisors advice.

After receiving the invitation through email, the participant requires to fill up the training
nomination form (sent through a hyperlink) and revert back the form of HR Development
duly approved by the supervisor within the given time period. HR Development, upon

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receiving the nomination form sends final invitation to first 20-24 (or other pre-
determined number of participants) participants mentioning the details of the training
program.

Chapter Four
Part One
4.1 About Business Support & Control (Networks)
Business Control is a new innovation of GrameenPhone Ltd. The functions of Business
Control are divided into four. The foundation of Business Control_Networks is as
Follows:

Division: Finance Department: Financial Management Section: Business Support


and Control (Networks.).

4.1.1 Business Control Organogram


9 team members Headed by Md. Amanul Hoque, Business Controller.

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Figure: Organogram of Business Control (Networks)

4.1.2. Functions of the department


Planning
Budgeting
Forecasting
Investment Decision
Coordinating
Internal Control & Process
Major responsibility of Business Control is a part of Invoice Processing.

Figure: Invoice processing

4.1.3. Functional Areas of Business Control Department


The functional areas of Business Control Department is discussed briefly in below-

1.Business Plan & Reporting


Business plan
Business review
Evaluation of New businesses and investment proposals
Networks Division risk register

2.CapEx Control & Analyses


Monitoring CapEx flow
Optimizing CapEx usage
Reporting and alignment

3.OpEx Control & Analyses


Monitoring OpEx flow
Optimizing OpEx usage
Cost benchmarking
Reporting and alignment

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4.Business Process Management
Internal control
Process reengineering
Process automation
Vendor negotiation

4.1.4. Business Control Functions


Business Control functions are discussed here very briefly.

4.1.4.1 Business Planning & Reporting


Coordinate Networks Division Business Plan
Prepare annual budget and analyze budget variances
Prepare forecast and analyze forecast variances
Evaluate new businesses
Facilitate right investment at right time
Manage Networks Division risk register for group risk profile

Responsibilities
Preparation of Business Plan.
New Business/ Project Evaluation and Analysis.
Identification & monitoring of cost drivers of networks division.
Preparation of Annual Budget.
Preparation of quarterly investment documents for management.
Preparation of Monthly/Quarterly Business Review.
Preparation of Monthly Report.

Stakeholders
Networks Division
Investment Control
Financial Planning
Financial Reporting
Telenor

Achievements
100% success in business case approval.

Way Forward
Evaluate investment decisions through comprehensive business cases
before Budget approval.
Prioritize feasible investment decisions
Monthly Divisional Report.

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4.1.4.2. CapEx Control & Analyses
Monitor CapEx requisition, ordering, delivery and on-air
Analyze department wise CapEx utilization
Optimize CapEx Usage
Prepare monthly CapEx report for management
Ensure accurate discount and other adjustment
Align CapEx reporting with Finance
Ensure proper accounting and provision of CapEx accounting.

Stakeholder: Stakeholder: Stakeholder:


Users of Networks Division Foreign Treasury SCM, Users of Networks Division

2nd level
Evaluation of
observation on
PR Raised justification PO LC Forecast
LC opening for
by User provided by Issue Issue CapEx addition
better CapEx
User
control

Example: Analysis Example: By


Example: Cross
equipment usage communicating with SCM
checking of budget
pattern, equipment regarding equipment
accommodation
stock, pipeline info delivery schedule

Weekly / Monthly
Site wise Move Forecast
CapEx Report Item level
Capitalization order & CIP Operational
(Addition, control on WH
monitoring CapEx
Operational & WIP)

Example: Calculate BTS


and Core rollout forecast
Stakeholder: Stakeholder: according to equipment,
Stakeholder: Fixed Asset, Users of SCM, WH, Users of
service value.
Networks Management Team Networks Division Networks Division
Finance

Business control input and activities

Figure: CapEx

Page 33 of 47
Responsibilities
Support to prepare CapEx Budget with justification.
Preparation of Quarterly, Monthly & Weekly CapEx Forecast.
Prepare monthly, weekly CapEx Report for management & Telenor.
Periodical Variance Analysis for Capex.
Support to prepare quarterly investment documents for management.
Ensure accurate and timely CapEx provision.

Stakeholders
Networks Division
Telenor
Supply Chain Management
Vendor

Achievement
Restrained 2007 YE WIP to $37Mn against the target of $40Mn.

New Initiative
Web based dashboard for Network CapEx Tracking.

Way Forward
Streamline capital structure requirement at sites.
Efficiency in Spare Utilization.

4.1.4.3. OpEx Control & Analyses


Monitor OpEx according to cost drivers
Analyze unit level OpEx and prepare monthly reports for users
Establish and monitor cost benchmarking
Ensure accurate monthly provisioning in accounts
Ensure proper account adjustment of claims
Ensure proper reconciliation with vendors
Participate in support maintenance agreement with vendors

Invoice / Bill
Settlement
Stakeholder:
Users of Networks Division, Vendor
Example: Finance

AMC (EMS, RMS, inspection) for AC & Generator Stakeholder:


AMC (Support fee Local & Foreign) Check each &
Vendor, Finance
Consultancy every invoice/bill
Agreement based non PO payment to eliminate Invoice forward to
Final payment
- Optimization duplication, error Treasury
- Technician hiring and ensure
- BTS maintenance compliance
- Scanning & Drawing
- Refueling Page 34 of 47
Dhaka based all kinds of meeting, workshop, training
On an average Business Control process local and foreign invoices worth 20Mn every
month.

Business control input and activities

Figure: OpEx

Responsibilities
Support to prepare OpEx Budget with justification.
Periodical Variance Analysis for OpEx.
Provide monthly provision to finance.
Invoice/Bill Settlement.
Manning Budget preparation, monitoring and processing.

Stakeholders
Networks Division
Treasury (foreign & local)
Financial budget
Financial Planning
Supply Chain Management
Vendor

New Initiative
Awareness Building across the division everybody start thinking 2008 as
the year of OpEx.
Contributed to AMC negotiation.

Way Forward
Web based dashboard deployment of a common input platform for both
PSA and OpEx databases.
Region/Sub-center base cost benchmarking.

Achievements
Created database for A/C & Generator for monitoring regular maintenance
services & warranty claims.
Already saved 1.5Mn BDT and possible future excess payment by
restricting duplication.

Page 35 of 47
4.1.4.4. Process Control
Process reengineering
Support in vendor negotiation
Ensure efficient internal control system
Participate in vendor negotiation
Regional support and coordination
Support ERP accounting and financial processes

Responsibilities
Mentoring engineers.
Process reengineering.
Support in vendor negotiation.
Ensure efficient internal control system.
Regional support and coordination.

Stakeholders
Networks Division
Finance Control & Tax Unit
Supply Chain Management
Vendor

New Initiative
Involvement of regional finance personnel to help reduce invoice
processing time and increase productivity.

Way Forward
Participation in negotiation and renewal of agreements with vendors.

Page 36 of 47
Part Two
4.2 Internship Position and daily works
Internship means practical training through attending the particular work in the related
field.

I worked in OPEX Control & Analysis under Business Support and Control Department,
Finance Division, GrameenPhone Ltd.

OPEX (OPerating EXpenditures) are the ongoing costs for running the cost of
developing a product or system. For example: the purchase of a printer is CAPEX and
paper and ink cost of that purchased printer is the OPEX.

OPEX: Operational expenditures (to run the company) include:


Labor (network planning, management etc.)
Rental fees etc.

Network Operation Department is the major Opex user


Opex is Non-PO based
A major portion of Opex is non-agreement based but it is based on usage with fix
price. i.e.: Fuel cost, electricity.

In these three months of my internship period my responsibility was checking Invoices of


Vendors; matching price of various parts and elements of AC, Generator, and Switch
with the price list of agreement; giving input to the database of EMS, RMS, & AMC; &
measuring VAT by following the rate of VAT-11.

Each Invoice is including of bill summery; vat summery; vat document; list of site name
of every servicing site, and their supporting; and a copy of agreement

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All of the AC and Generator bills of every region are checked by Business Control
Department. All Invoices are coming from various regions and under each region there
are some sub centers. To indicate each sub center we use separate sub center code (Sl.
No.).

The names of regions are as follows-


Barisal -indicated by (Br),
Bogra -indicated by (B),
Chittagong -indicated by (C),
Dhaka -indicated by (D),
Khulna -indicated by (K), and
Sylhet -indicated by (S).

The name of sub centers of each region are given below-

Region Sub Center


Barisal ( Br ) Barishal Regional Office,
Faridpur, & Patuakhali
Bogra ( B ) Bogra Regional Office, Rajshahi,
Thakurgaon, Rangpur &
Dinajpur.
Chittagong Regional Office,
Chittagong ( C ) Chowmohoni, Comilla, & Cox's
Bazar.
Dhaka Regional Office,
Dhaka ( D )
Jatrabari, Lalbag, & Savar.
Khulna Regional Office, Jessore,
Khulna ( K )
& kushtia.
Sylhet Regional Office,
Sylhet ( S ) Jamalpur, Moulovibazar,
Mymensing, & Bhairab.

Table: Name of sub centers of each region

To check an invoice of generator, I needed to see the model no. of each generator
servicing, because price of each element is different from each other. In case of
consumable spares I needed to check the previous and present running hour and working
date of each site. There is a provision that the running hour has to be more than 200 or
equal to 200 hrs comparing with the previous running hour, and the working date has to
be more than three to six months comparing with the previous working date of each site.
In case of emergency spares I needed to give only input to database EMS and the inputted
data was name of site, description of each item, working date, price, quantity, and the ref.
no. invoice. And, in case of Annual Maintenance Contract (AMC) I needed to match the
site name and working date of each servicing with the consumable and emergency spares.
If the date not matched accurately then it needed to see that whether the servicing was
done within the particular quarter. There are four quarters; Q1 is from Jan to March, Q2 is
from Apr to Jun, Q3 is from Jul to Sep, and Q4 is from Oct to Dec. And then, I prepared
bill summery, which was required to print out and attached with the invoice. And last of

Page 38 of 47
all I prepare a cover page, which was green in color, by mentioning code no. of sub
centers; the code no. , name and amount of consumable spares, emergency spares and
AMC; total amount in number; total amount in words; name of vendors; and a comment
on VAT.

To check an invoice of AC, I needed to match the price of elements with the agreement;
gave input to the database of emergency maintenance services and regular maintenance
services by observing that is there any double claim for servicing; prepared the bill
summery and the cover page.

Both AC and Generator required only the site names to search the site of servicing in the
database.

To check an invoice of Switch, I needed only to input EMS and RMS to the database, but
here is a little difference with the above twos. Incase of switch, asset id and serial no. are
used to search the site of servicing in the database. And then, I prepared the bill / VAT
summery and the cover page of each invoice.

But among the AC, Generator, and Switch I like the work of Generator most, because the
work of Generator is very interesting as well as critical and required more concern than
others.

Ive also learned here an immense use of M.S. Excel.

I feel very comfort with the members of Business Support & Control (Networks)
department. All the members of this department are so cooperative and helped me a lot to
complete my internship report. They and their supporting are unforgettable. Though I
worked there only three months, but it is my most precious moments of my life.

Page 39 of 47
Chapter Five

Findings and Recommendation

5.1 Findings
In these three months I didnt sense any problem or lacking in business control
department. It has enough manpower; sufficient no. of computers; well working
environment; knowledgeable and skillful employees, who are most dedicated to their
works.

But, I observed, there is a difficulty of tracking invoices due to lately submitting of


invoices by the vendors.

5.2 Recommendation
Business control should do all the steps of invoice processing by using an automation
system. Automation system is a system in which a workplace or process has been
converted to one that replaces or minimizes human labor with mechanical or electronic
equipment.

If each and every vendor / user will give input to a database of every work immediately
after the servicing, then it will be no more a concern that when they have submitted the
bill. Whenever the invoices are submitted by the vendors, whether its lately or timely, it
will be no more a difficulty for the Business Control to track the invoices as well as no
duplication or error will be found anymore.

Page 40 of 47
Chapter Six

6.1 Conclusion
GP is the first leading cellular telecommunication company of Bangladesh. GP is
providing qualitative services as well as highest network coverage. From the above
discussion I can conclude that, GP, along with its strategies it follows its own standard of
selection as well as training process.

I tried to discuss the selection process which is followed by GP. Which rules are
mentioned in the selection process of book of HRM; GP follows them more or less.
Selection processes are very important for every organization, because organization want
to recruit competent, talent, qualified, skillful employee by the selection process. Here I
also discussed about the Employment Policy of GP, Number of Employees in HR
division, Estimating Recruitment Budget, Declaration of Need for Recruitment,
Expectation of an Employer, and the Employment Procedures of GP. Its true that
selection process is a complex process and maintaining all the steps properly are very
difficult. Every organizations department of HRD has to fulfill a very complex but
essential duty. In this case the authority of HR division of GP is very strict and plays a
fair role in searching the perfect, right, competent, capable employee for their vacant
post.

I also tried to discuss the training process of GP. As GP is a reputed organization and it
has a rich number of employees so it has a training department. Here I also discussed
about the name and number of employees of training department, Training Need
Analysis, Training Objectives, Previous Data related to Training, Training Method, Types
of Training, Training Category, and Training process of GP. Training is a very important
function for the organization, because organization can reach a desired level as well as
can enhance its productivity by providing effective training. Determining training
objective, its budget, and planning to achieve the objective is quite difficult to do. So

Page 41 of 47
authority should give concern and should participate in the process of regarding fixing
objective, determining budget and making an effective plan that will help to gain success.

I think, every company should maintain a selection process for getting the qualified and
skilled people for the needed vacant post and a training process to train up its employees
for competing with the inevitable changes.

BIBLIOGRAPHY

Book
David A. Decenzo. & Stephen p. Robbins (2004-2005); Human Resource
Management (7th edition); New York, Jhon Wiley & Sons, Inc.; PP: 176-189,
213-214.

P. Nick Blanchard and James W. Thacher (2005); Effective Training Systems,


Strategies and Practices (2nd Edition); Published by Pearson Education
(Singapore) Pte. Ltd.Indian Branch.; PP: 21-24, 192-193, 235-270.

Internet
Official website of GrameenPhone Ltd.: www.grameenphone.com

Others
HR Manual of GP.
Class lectures provided by the Class Teachers.

Page 42 of 47
APPEDICES

The questions asked to the officers are providing along with the report by
attaching in the appendices.

Employees Training & Selection Process of GrameenPhone Ltd.

Organization Name-
Ans: GrameenPhone Ltd.
Nature of Business-
Ans: Telecommunication
Training Department-
Ans:
Yes No

Name of the Training


Department-
Ans: Technical Training
Number of Employees in Training Department-
Ans: Two
Datas of previous years related to training-
Ans: Years 2007 2008
Training Budget
No. of training 145 58
Training (inside of country) 43 33
No. of trainees 563 896
Training (outside of country) 102 25
Page 43 of 47
No. of trainees 168 48
What types of training do you have?
Ans: Mainly there are two types of training.
Pull training, and
Push training.
At which Level Training Emphasize? Why?
Ans: At which level training emphasize depends on the types of training, because training
is carried on actual need basis. For example, on a new project training is needed. Now on
that project there can be entry, mid and top level employee involved
How do you Determine Training Need Analysis?
Ans: Training need determines by actual basis. When GP feel training is needed GP
organize training program for their employees.

Who are the Instructors, Normally Take the Different Types of Training
Programs?
Ans:
Your Employee Trainer Both

Table: Use of Trainers for Training-


Ans:
Name of the Institutes Local Foreign
Trainers Trainers
Ericsson
HUAWEI
Guidance view
CISCO Valley
NEC
NSN
ORNET
Telefocal

Who will be the evaluator to evaluate the output of training comparing with the
objective of training determined as before of training?
Ans:
Your Employee Trainer Both

HR Department-
Ans:
Yes No

Page 44 of 47
Number of Employees in HR Department-
Ans: Two Hundred & Twenty Three.
Who Declare(s) need for Recruitment?
Ans:
Employees HR Concerned Department

Which Media are used to advertise?


Ans: GP web site
Who take(s) interview?
Ans:
HR Concern Dept. Both

Who do(s) initial screening?


Ans:
HR Concern Dept Both

What is considered while doing initial screening?


Ans: After collecting CV while doing initial screening, its considered that the
candidates knowledge and skill matches with the requirement mentioned in job
description.
But when applications are huge in number comparing with the number of post
then the most qualified and experienced candidates will get more preferences than
the others.

What type of tests do you recommend for medical?


Ans: HBs ag, Blood Group, etc.
What do you think or expect when you recruit an employee?
Ans: While selecting an employee for the particular post the employer expects that the
candidate will be the one who has all the skills and knowledge that was required
or mentioned in the job description and responsibilities.
How do you decide about the examination form?
Ans: The form of written test is determined according to the nature of the vacant post;
such as, if the test is for any engineering post, then the questions will be
analytical; and if the test is for any finance related post, then the question will be a
case study with some related questions, etc.
Do you give any orientation to the recruited employees?
Ans:
Yes No

Do you organize any training program for your recruited employees?

Page 45 of 47
Ans:
Yes No

How do you declare the


interview?
Ans: By making call and sending mail to the person (both internal and external) who
has selected by initial screening process.
Which form(s) do you prefer most for interview?
Ans:
Written Verbal Both
Is there
any
provision period for your recruited employees?
Ans:
Yes No

Duration of provision period-


Ans:
1-6 Months 6-12 months

Addresses of website links:


Pre-paid
http://www.grameenphone.com/index.php?id=166
xplore Postpaid:
http://www.grameenphone.com/index.php?id=184
djuice
http://www.djuice.com.bd//index.php?id=54
Telenor
http://www.telenor.com/about/telenor_in_brief/

Logos:

Logo of Telenor:

Logo of GrameenPhone:

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Logo of smile prepaid: Logo of djuice:

Logo of xplore post paid:

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