Submitted by:

Muhammad Ali Raza 25972

Zulfiqar Ahmed Bhutta 25387
Assad Abbas
Ali shamim

Submitted to:
Ma’am Asma Gul
Contents
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Mobilink's Vision ................ Error! Bookmark not defined.
Mobilink’s History .............. Error! Bookmark not defined.
HRM DEPARTMENT ........ Error! Bookmark not defined.
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Human Resource Planning: . Error! Bookmark not defined.
Recruitment: ........................ Error! Bookmark not defined.
Selection: ............................. Error! Bookmark not defined.
Orientation and Socialization:Error! Bookmark not defined.
Training and Development: . Error! Bookmark not defined.
Motivation Function & Maintenance Function: .......... Error!
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Compensation and Benefits: Error! Bookmark not defined.
Employee Relations: ........... Error! Bookmark not defined.
Effects of Globalization on HR process of Mobilink: . Error!
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Suggestion: .......................... Error! Bookmark not defined.
Conclusion: ......................... Error! Bookmark not defined.
Acknowledgement:

First of all thanks to ALLAH ALMIGHTY for giving a great

opportunity to take part in such activity. We would like to thanks our
teacher

“Ma’am Asma Gul”

for her kind support. She fully supported us throughout the classes.
Her cooperation makes our project much easier.

Our respected Teacher also provides us cooperation and

guidelines.

At last bundle of thanks to our Group Members who were

supportive and cooperative throughout the time.

1
Mobilink's Vision

“To be the leading telecommunication services provider in Pakistan

by offering innovative communication solutions of our customers
while exceeding shareholder value and employee expectations”

Mission Statement

“To be the unmatchable mobile system of communications in

Pakistan this provides the best value to its customers, employees,
business partners and shareholders.”

2
Head Office Location:

The head office of Mobilink is located at KULSUM Plaza, blue area,

Islamabad.

Branch Offices:

Its branch offices are located in Lahore, Karachi, Faisalabad,

Rahim Yar Khan, Sukkur, Peshawar, Quetta, Swat, and
Kohat. Moblink has three main contact centers in three regions
of Pakistan. As for the customers centers there are about 2000-
2500 customers service centers all over Pakistan.

3
ORGANIZATIONAL MANAGEMENT

4
Following are the major services:

 Caller time identification

 Call waiting
 Call holding
 Call forwarding
 Short messaging services
 Fax and data services
 International rooming
 News information services
 Mobilink(GSM)G mail
 Superior security in billing

5
  Mobile TV
 Entertainment & many more

Number of customers:
Total numbers of subscribers are about 12 Million. The major
customers are from jazz package.

Type of customers:
Major part of corporate sectors

 Armed Forces.
 Business Community.
 Govt .Organizations.
 Students.
 Shopkeepers.
 Bankers.
 General Public.

6
Competition:
Company is facing competition from all the operators in telecom
that includes all the face SGM (Global System of mobile) operators,
CDMA operators and LDI operators and land line operators. All
these telecom companies Human Resource Departments are in
constant need of new employees. So there is stiff competition in the
telecom market for Mobilink.

Major competitors of Mobilink include:

 Telenor
 Ufone
 Zong

7
Major Departments:
Finance Department
• Credit and collection
• Procurement imports
• Revenue assurance
Customer Services Department
 Customer services operations
 Customer services system
Commercial Department
 Marketing
 Direct sales
 Indirect sales
Technical Department
 Switching
 Operations / operation support
 Logistics
 Infrastructure
 Systems planning

8
Information Technology Department
 Billing
 IT

Human resources

Administration and legal affairs & government relation department

Internal audit department

Customer services

9
HRM DEPARTMENT:

HR Mission Statement

“To lead the organization in enhancing its human capital and

creating a winning environment where everyone enjoys contributing
to the best of one’s ability.”

Mobilink will achieve this by:

 Inspiring and motivating its people.

 Developing its people to strive for higher standards.
 Driving an open minded and enterprising corporate culture
where people through leadership at all levels dare to dream,
dare to try, dare to fail and dare to succeed.
 Attracting and recruiting the best talent

10
 Mobilink has a very defined and well structured department
and its various policies of keeping each employee productive part
of the organization are intoned with the corporate world’s
requirement.
Employees in the company are largely committed to their
organization and have shown progress in the company. Employees
are satisfied with the HR department of Mobilink GSM Company.
Humans are the basic tool for having competitive edge in the
market for most of the organizations and Mobilink is one of these.
Mobilink has one of the best HR systems in Pakistan that gives it
an edge over its competitors.

11
HR DEPARTMENT SECTIONS:
HR department of Mobilink has three sections.

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

OD and Effectiveness
 Training plan
 Talent management
 Performance management
 Employees’ retentation
 Orientation employee communication

Staffing and compensation

 Staffing plan and HR budgeting
 Management trainee and internship program
 Interviewing and selection

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  Headhunters

HR Strategies:
Human resource department is putting its efforts towards nurturing
a winning corporate culture and building organizational capabilities
by ensuring that its people at all levels are both able and willing to
perform at consistently exceptional levels. At MOBILINK the people
have been empowered to a large degree by minimizing out dated
rules /regulations and plan to further eliminate the bureaucratic
barriers to capitalize on their ingenuity and talent.

HR strategy refers to the specific human resource management

course of actions that a company pursues to achieve its objectives.

But how these strategies/policies/practices are formulated and

implemented at Mobilink. There is a whole process behind this.

The top team continues to play its role in providing the guidance
and support to people at all levels. The HR (people’s) function
ensures that it leads the transformational change by nurturing a
climate, which would help in converting the huge potential at
disposal of the company into world-class performance.

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The active and effective role played by HR in people development
at different levels organizational, departmental and individual is
considered in MOBILINK to be one of the most critical factors
leading to the development of a winning corporate culture. The
effort continues to be directed towards developing the skills of the
shop floor employees, improving competencies of Business
Support Officers (BSOs), and enhancing the leadership qualities of
managers.

Like most big organizations, the development of HR Strategies is

also done in accordance with company’s mission. First, Strategic
planners analyze what actually is the prevalent culture of the
organization, what are the strengths, weaknesses, opportunities,
threats (SWOT analysis) of business and its market, and on the
basis of all the above analysis, company’s strategic plan is
established. In the end HR strategies are formulated in accordance
with this overall business’/companies’ strategic plans.
Based on these HR strategies, HR policies and practices are also
formed and implemented. Any abrupt change in the market
requires the organization to follow this analysis in order to be
successful. That why organizations continuously keeps on updating
their strategies and policies.
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HR Practices at Mobilink:
These are few of the HR practices that we have learned from
our resource person.

• Planning
• Recruitment
• Selection
• Training &Development
• Compensation
• Performance Appraisal System
• Occupational Health and Safety measures
• Career Planning and Development
• Research and Development
• Reward Management

15
  Employee Relations

Planning:
After the emergence of new telecom companies, market has
become much more competitive and employees are less loyal to
the company. Whenever they get any opportunity better than the
existing job, they just opt for that. Which is there right, however
Mobilink is aware of this fact and that’s why they do not have any
formal strategy for succession planning. They do consider the
people from inside but proper succession planning is not practiced
in Mobilink these days. When they entered into the market they
used to have strategy regarding this matter.

But now due to market trends they have transformed there new
strategies. According to the management it’s not useful to invest a
lot in the employee at a larger extent. They do develop employees
for their career planning but no formal succession planning is
practiced.

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Recruitment and Selection:
In MOBILINK, the activity to fill a vacancy or a new job starts
with the requirement communicated by the respective managers to
the HR department. The HR department then looks for the
possibilities of internal and external recruitment.

Internal Recruitment:
In MOBILINK, internal recruitment is done for the managers of the
higher grade and directors. When a position is vacant, the HR
department views the past performance of the people working at
lower levels than the vacant position and chooses the right person
who is promoted to that position.

At the manager and director level, the internal recruitment process

is mostly carried out but when managerial position is vacant and a
suitable person is not available for the desired post from within the
organization then external recruitment is carried out.

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External Recruitment:
For external recruitment in MOBILINK, the line managers are
required to make a requisition form for the job in which they have to
mention their need taking in

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Account the budget for establishment and salaries for the position
of Management, Business Support Officers and Workers. Role
profile for the specified job is also prepared matching up the
requirement and the grade of the job. Training period is also
specified on the requisite inform.

The requisition form along with the role profile is sent by the line
manager to the functional director for his approval and then
forwarded to HR Manager. The HR manager confirms the
availability of budgets required for establishment, salaries and cost
of advertisement for the job. After all this, the requisition form along
with the job profile and the budget forecast is sent to the HR
Director for his final approval.

After approval from the HR director the HR manager and the line
manager work hand in hand to prepare job and person
specifications for advertising or giving to the headhunters.

The sources that MOBILINK uses to attract applicants are:

• Inviting applications through advertisement
• Recommendations from the headhunters

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 • Applications obtained from the data bank of MOBILINK where
direct applications are received from time to time.

After a substantial amount of applications have been received, the

line and the HR managers again work together to shortlist the
applications. This is done by carefully going through all the
application and by giving different weight age to the following
criteria:
• Quality of early schooling
• Grade obtained
• Extra Curricular activities
• Overseas travel and education
• Age
• Target University
• Relevant experience

The HR Department then issue call letters to the short listed

candidates along with blank application forms by Date, time and
venue for the preliminary interview is advised and candidates are
asked to bring along completed application forms. A two-member
panel of HR and line management carries out competency-based
interviews focusing on functional skills and managerial and
20
supervisory skills

After the preliminary interview is cleared people applying for

different jobs are tested in different ways. The following
management competencies are assessed by a panel of cross
functional assessors In the case of management selection:
• Communication skills
• Resource management
• Rational decision making
• Influencing
• Creative thinking
• Business development

The HR department is responsible for overall administration of the

assessment centre including training of the assessors.

The HR department provides details of remuneration package and

terms and conditions of service. The HR department also prepares
appointment letter, service agreement and finalizes other
documentation for service record.

21
.
Measures to improve competences and employee Skills:

In order to make its human resource productive and efficient,

Mobilink aggressively work in developing its human resource
capital through international and local trainings as well as
structured employee ‘well-being’ programs, making it one of the
most sought after companies to work for in Pakistan. Mobilink
conducts several training program in order to improve the
competencies and skills of employees.

 Orientation:
Mobilink has a very well organized and well established HR
department that practices all the HR strategies which are beneficial
for the organization. As other departments are well established and
operational for their matters, HR department is empowered to
develop and plan what so ever is required for the company.

Orientation and induction is required for employee familiarization

with the organization and Mobilink is well aware of this fact.
Affiliation with organization is only possible if the employees are
informed about each and everything. When the employee is hired
he get proper orientation and that orientation may exceed to few
22
months until he get the feeling of affiliation and get to know the
organization well.

23
  Training:
Training is a planned effort by a company to facilitate employees
learning of job-related competencies. These competencies include
knowledge, skills or behaviors that are critical for the successful job
performance.

At MOBILINK, there is a continuous assessment of the technical

and managerial skills. For the further enhancement of these skills
formal training programs offered at all levels. The employees are
provided with opportunities to put these skills into practice, in
preparation for the move to a managerial role.

Training is viewed at MOBILINK as a way of creating intellectual

capital. Employees are expected to acquire new skills and
knowledge, apply them on job and share this information with other
employees. The training is cross- functional for sharing of skills.

The employee are trained periodically either locally or abroad

according to preplanned schedules. The objective of such training
is to upgrade the capabilities of employees.
If an employee attends an overseas training then he/she has to
24
serve the company for a certain period after the date of completion
of training subject to the cost and duration of training itself. In case
an employee leaves the company during this period he/she will
have to pay the amount specified at that point in time.

Training Methods:
• On Job Training
• Special Training Sessions
• Team Building
• Problem Based
• Refresher Courses

Types of Training in Mobilink:

On a general basis the training done in Mobilink can be divided into
two categories:
• Soft skill training
• Technical Training

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Soft Skill Training:
Helping your employees develop a stronger base of
knowledge on topics that affect their personal lives can make them
more productive and less distracted in their jobs. Soft skill
development courses in areas like personal finance and childcare
can help your team better manage the most important areas in their
personal lives.
This may include the following things for e.g.
• Conflict management training
• People management training
• Communication skills
• Anger management
• Time management training
• Teamwork training etc

Technical Training:
This type of training has direct effect on the job of the
employee. Specific skills are focused and developed accordingly.
The engineering trainings of Mobilink are also included with this
along with:
• Customer Service straining
• Sales related training
26
 • Marketing and technology training etc.

All these types of training are done to enhance the employees’ job
skills at the level he is at
Training programs leads to:
• Leadership
• Influencing
• Creative Problem Solving

 Performance Appraisal:
Reviewing performance and taking positive steps to develop
employees further is a key function of management and is a major
component in ensuring the success of the company through
effective employee performance.

A review is about ensuring people know what levels of performance

are expected of them and then taking action to ensure
• They are trained and developed to perform effectively.
• Objectives of Performance Appraisals
• To measure the work performance
• To motivate and assist employees in improving their
performance and achieving their professional goals
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 • To identify employees with high potentials for advancements
• To identify employees training and development needs

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

Performance Review:
At MOBILINK a review is intended to be an open and frank
discussion between an employee and their Team Leader/Manager.
Generally there are two elements: first is the element in which
discussion takes place over the strengths and areas which need to
be developed as displayed by the job holder over the past 12
months. The performance is of course judged comparing the
performance against the core indicators of Job. The second
element is concerned with discussing the training needs/inputs
activities that are considered to be appropriate to help the jobholder
overcome some of development areas discussed in the review and
also those activities that are deemed appropriate to build upon their
current strengths.

28
Sources of Performance Appraisal:
At MOBILINK the primary sources of performance appraisal are the
managers and secondary sources are employees themselves.
Though the peers also give their opinion but it usually does not
have any weight age unless a conflict arises between the manager
and the employee.

Feedback:
Workers at MOBILINK are informed of their performance and given
the opportunity to express their opinion over their own level of
performance against each competence. This serves the following
two main purposes:
It enables the reviewer to redefine whether the initial assessment
was correct, as circumstances may exist that the reviewer is
unaware of.
By asking the worker what he sees to be his own strengths and
development areas often help to reduce negative responses and
makes planning training needs/inputs activities easier if the person
is able to express for himself the areas in which he feels he can
improve.

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  Career Planning & Development:
Mobilink faces much competition in the telecom industry so now
they are focusing on career Management of their employees in
which they enable the employees to better understand and develop
their career skills and interests and to use these skills and interests
most effectively both within the company and after they leave the
firm. Career planning is the deliberate process through which
someone becomes aware of personal skills, interests knowledge,
motivation, and other characteristics; acquires information about
other opportunities and choices; identifies career related goals and
establishes action plans to attain specific goals. Career
development is the lifelong series of activities (such as workshops)
that contributes to a person career exploration, establishment, and
success and fulfillment.

Mobilink gives promotion to their employees on the performance

basis. The Mobilink HR department develops the employee’s
career development plans in which the HR department predicts the
next logical step for their employees within five years.

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Importance of Career planning in today’s competitive world is as
important as any other HR function. Retaining your valuable
Human resource today is one of the biggest challenges that
organizations are facing. So, HR needs to come up with new
strategies. Career planning and development is one of the basic
tool and strategy organizations are using for retaining their
employees. This function actually makes employees feel that they
are important to the organization and Mobilink wants them to be at
the top in their careers.

However, at Mobilink this function is not fully performed or we

should say this function is not performed satisfactorily. There are
some policies on these but those are not recognized that well. One
point of policy is found along with the compensation other with the
recruitment. There should have been separate head for these
policies.

As far as the practices are concerned, all the employees were

reluctant to talk about this during our interview. However, what we
analyzed is that career development is practiced but not that
openly. Specially, in case if some employee is considering of
31
joining the competitor’s firm. If such is a case then organization has
discipline policies for that even.

Promotion Policies:
The new company structure is in five layers, comprising associates,
specialists, managers, directors and chief officers------in that order
starting from the bottom and working towards the top rung of the
ladder.

Until approved otherwise, it would be mandatory for the employees

to spend the following maximum period at each level before a
promotion to the next level depending upon availability of as lot:
Associate 3-4years
Specialist 3-4years
Manager 2-3years
Director According to the president decision
Chiefs According to the president decision
However, employees who may not get a chance of promotion due
to the non availability of an existing slot, will be compensated by
being “moved over” within the new salary range specified by the
company

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Reward System:
MOBILINK considers its employees not just as a cost but
also as a resource in which the company has invested from which it
expects valuable returns. Pay policies and programs are one of the
most important human resource tools for encouraging desired
employee behaviors. The advantage of paying above the market
average is the ability to attract and retain the top talent available,
which can translate into highly effective and productive work force.

The incentive schemes and incentive objective have been clearly

communicated to all individuals and weekly progress report is also
communicated to all concerned.

 Compensation and benefit plans:

Mobilink has a separate department for compensation. That
department deals in staffing and compensation planning. First of all
this department has all the information regarding who is being
employed and how it is performing. What so ever promises are
made to the employees, they know that. So it’s easy for them to
design compensation plans because they know every employee
which is being hired.
Compensation and benefit plans are particularly based on
33
performance. If performance is up to the standards of Mobilink and
the employee has good conducts he is rewarded. After
performance evaluation, results are rechecked and matched with
the standards. Based on that, proper compensation plans are
designed.

Salary policy:
The company will pay salaries of the employees as fallows
All new employees have to open bank accounts in specified banks
prescribed by the company so that their salary will be credited at
the end of each month.
After opening account with the bank employees should forward his
account number to HR.
Upon termination of services the employee will receive his salary
within 15 days up to the time of date of his last working day.
Upon resignation the employee will be paid his dues during a
maximum period of 15 days from the date he left the job.

34
Promotions:
Promotions are also reward management technique to motivate
employees. In MOBILINK promotions are based on the merit and
seniority (experience) basis. The one who performs well
consistently over time gets reward in the form of promotion.

Bonuses:
The employee may receive 1 to 3 month bonus subject to
evaluation of accomplished objectives.
In Mobilink the reward system is based on the individual
performance and individual employee performance is judged for the
reward. The manager of respective departments recommends a
candidate from his section for the reward purpose to HR.

Reward Categories at Mobilink

Intrinsic and Extrinsic rewards include:

• Smart/Quality work
• Exceptional performance in a project
• Targets achievements
• Special assignments

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 • Medical care
• Life insurance
• Vacations
• Relocation
• Recreation
• Club Policy Travel
• Education assistance policy
• Mobile phone
• Business mobile phone policy
• Life insurance
• Medical entitlement

Health & Safety Policies:

The safety of employees is everyone’s responsibility. Accidents,
precaution and efficient work go hand in hand. All levels of
employees have a primary responsibility for the safety and well
being of all of us.

36
Therefore, interest in practicing safety prevention must be
encouraged by:
• Setting good examples.
• Acting upon safety records.
• Reviewing safety programs.
• Holding personal interviews or group conferences.
• Starting activities that will stimulate and maintain employee’s
interests.

No phase of operation of administration is of greater importance

than accident prevention. It is the policy of the Company to provide
and maintain safe and healthy working conditions and to follow
operating practices that safeguard all employees and result in safe
working conditions and efficient operations.
Proper First Aid Kit will be available at all Mobilink Offices including
remote locations.
There is no need for such measures at Mobilink as maximum jobs
do not expose you to the health hazards and are not such that
require safety measures. However, there is a tendency of being
safe in every human and that shows when you visit some Mobilink
officer to meet someone of a high designation level. You need to
fulfill various safety measures.
37
Employee Relations:
It is the company policy to ensure that the required standards of
performance and conduct are maintained. The disciplinary
procedure is intended only as a statement of Company policy and
management guidelines. It does not form part of the contract of
employment or otherwise have contractual effect.

Discipline Procedure:
Warning may be addressed to the employees verbally and in
written through their immediate supervisor. The warning shall refer
to the contraventions committed by the employee and will serve to
remind the employees the he/she abide by the company rules and
regulations in performing his/her work, and that this contravention
should not be repeated in future.
A written letter may be addressed to the employee describing the
contravention committed. The employee will also be notified that a
higher penalty may be inflicted on him in the contravention is
repeated in future. The warning letter may be registered in the

38
Employees personal file .issuance of written warning can be
recommended by the respective supervisor and HOD. It will be
issued by the HR department after approval of VPHR.
Deduction from the salary will be an amount of employee salary
depending on the type offence and decision taken accordingly.
The employee may be suspended from performing his or her duties
for a period of time as conveyed in written.
Unauthorized absence of more than two times in Six month can
result in termination of employment.
An employee who is absent from the job without satisfactory
explanation is considered to be an unauthorized unpaid absence.
Discrimination, intimidation and harassment based on sex, race,
religion, age, color, disability, sexual orientation and cultural
background is prohibited at the workplace.

The Head of Department should maintain direct control of all

disciplinary records. A copy of all records must be placed on the
employee's personal file in the Human Resources Department.
All warnings will remain upon the employee's personal file
indefinitely, but will normally be disregarded for disciplinary
purposes after the following periods:

39
Stage 1 -Verbal warning: 03months

Stage 2 -Written warning: 06months

Stage 3 – Final written warning: 12months

Stage 4 -Dismissal

These time periods may however be extended in appropriate

circumstances taking into account the nature of the offence.

The time period will commence from the date of the

letter/memorandum confirming the warning, even though any
specified time for improvement has expired.

Penalties:
Employee’s services may be terminated in following cases
Insubordination
Willful failure to carry out reasonable orders including the
performing of job assigned by supervisor.

40
Dishonesty
Falsification of any official company records will subject to the
termination without prior notice.

Violation of Safety Rule

Failure is refusal to conform to safety practices or the misuse of
safety device.

Violence
Causing a disturbance on company property resulting from fighting.

Profanity or Indecent Conduct

The use of profane language or engaging in immoral conduct.

Intoxication
Coming to work under the influence of drugs or bringing drugs into
the facility.

Willful Damage to Property

Careless spoilage, destruction of company property or material.

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One Day Absenteeism
Unauthorized absence from work for one day without notifying
employer.

Misrepresentation
Deliberate misrepresentation of past history or other important
matters.

Accepting Money or Gift

Taking advantage of one’s positions to accept money or gift is
against the rules of company.

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  Motivation:
As we know MOBILINK is highly aware of how to motivate its
employees in the best way. This can be judged by the enthusiasm
and good spirit that people show in performing their jobs. There is a
well-devised system that MOBILINK follows for the purpose of
motivation. It includes both financial and non-financial rewards
along with the major Motivators and Dissatisfies.

The company recognizes the importance of making people drive

towards their goals and the basic step towards this is made through
recognizing the value of importance that the company gives to its
employees. MOBILINK has a set of financial rewards, medical,
dental, vision and life insurance, retirement plan, educational
refund assistance, paid vacation days, family and work life balance
benefits and profit sharing plan, Annual bonus opportunities,
company cars etc. other ways in which employees are motivated
are:
Employees are safe in knowing that they will be rewarded for any
exceptional work. This reward is not only monetary. It is
accompanied by the employee being given recognition and greater
empowerment.

43
Employees are given a very beautiful and healthy work
environment. Special attention is given to make the physical
environment most productive. This is why MOBILINK offices are
considered to be the best decorated and organized.
As we know MOBILINK has a desire to promote the high achievers
from within the company. Positions are given on merit and are
transparent and fair in nature. There is no special treatment.
Therefore each employee knows that he can aim for the top and
actually get there. This has proved to be a great source of
motivation for the employees’ of MOBILINK.

Motivational factors:
Mobilink is a leading telecom company and all the employees
working there feel pride in affiliating them with the organization. It’s
the biggest intangible motivational factor. Affiliating with
organization, employees are self motivated to work and loyalty
comes from within. However they have other factors too. They
believe in praising the good work done by employees and reward
them on that. Reward may be tangible or intangible. They also
arrange parties in which star performers are highlighted. Also they
have informal meetings after performance evaluation and
supervisors, subordinates, colleagues talk about their success and
44
are motivated through intrinsic factors.

Effective Performance Management:

Performance management is one of the most important
parts of a Supervisor’s or team leader’s job. Developing skills in
performance management is wise investments that will help
Mobilink achieve its Goals.

Managing employee performance includes:

• Planning work and setting expectations
• Monitoring and measuring performance
• Developing the capacity to perform
• Periodically rating performance in a summary fashion
• Recognizing and rewarding good performance

Practicing good performance management requires proficiency in

certain competencies. Competencies are observable, measurable
Patterns of skills, knowledge, abilities, behaviors and other
Characteristics that an individual needs to perform work roles or
Occupational functions successfully. Performance management
Competencies that all supervisors (and team leaders) at Mobilink
should develop and demonstrate include:

45
Communication:
Establishing and maintaining effective communications with each
Employee not only requires good oral and written communications
Skills, but it also includes the ability to establish good working
Relationships. To communicate effectively with employees,
Supervisors must establish an environment that promotes an open
Door atmosphere, the sharing of ideas, and employee involvement
in decision making processes.

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

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

Giving Feed Back:

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

Coaching & Developing:

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

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  CONCLUSION:

To conclude Mobilink has a strong HR system. That is the reason

we didn’t found much discrepancies in what management says,
what policies state and what employees say. 90 % of the times they
were same. There are some minor discrepancies but they are
adjustable with little effort.

 Recommendations:

To establish core competence and to bring competitiveness,

Mobilink should implement numerous effective plans to improve the
performance of its various departments. Supervisors must manage
employee performance well in order for Mobilink to accomplish its
mission and achieve its goals.
Following are some recommendations for Mobilink, which we
Personally feel can be useful for the organization, its employees
and the customers.

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

Giving Feed Back:

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

Coaching & Developing:

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

49
REFERENCES:

Mr. Syed Sohaib Hassan, Associate Organizational Development

Human Resources.
MOBILINK, F-8/3, Islamabad.

Mr. HasanJahangir
MOBILINK, F-8 Markaz, Islamabad.

Usman Ahmad
MOBILINK, F-8 Markaz, Islamabad.

www.mobilinkgsm.com.

www.google.com

www.wikipedia.com

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