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It has a subscriber base of 19.98 million as of March 2009.Telenor Pakistan is owned by Telenor ASA and adds on to its operations in Asia together with Thailand, Malaysia and Bangladesh. Telenor ASA is an international provider of high quality telecommunications, data and media communication services. It ranks as world’s 7th largest mobile operator with a total of 164 million subscribers in its mobile operations. Telenor Pakistan launched its operations in March 2005 as the single largest direct European investment in Pakistan, setting precedence for further foreign investments in the telecom sector. The company has crossed many milestones and grown in a number of directions, making Telenor Pakistan a leading telecom operator of the country. Telenor is the fastest growing mobile network in the country, with coverage reaching deep into many of the remotest areas of Pakistan. In the most difficult terrains of the country, from the hilly northern areas to the sprawling deserts in the south, at times Telenor is the only operator connecting the previously unconnected. Telenor is keeping ahead by investing heavily in infrastructure expansion. With USD 2 billion already invested, Telenor have extended agreements with vendors for network expansion and services until 2009. The agreements, with a potential to result in USD 750 million worth of orders from Telenor Pakistan, are some of the biggest of their kind in the industry. Telenor is spreading across Pakistan, creating 2,500 direct and 25,000-plus indirect employment opportunities. Telenor is a network of 23 company-owned sales and service centers, more than 200 franchisees and some 100,000 retail outlets. HIERARCHICAL LEVELS
There are seven hierarchical levels as the size of the organization approaches 2500 to 3000 employees. Roles and responsibilities are clearly defined at the time of joining the organization; employees are selected against defined criteria. Roles can be added later but employees have a fair idea about their job responsibilities from the beginning. HIERARCHICAL LEVELS AT TELENOR PAKISTAN Seven layers do not create communication or motivation problems due to the open culture. There are no instances of de-motivation though in certain areas like Customer Relationship Department or Customer Service Centre different customer queries and complaints can raise frustration levels. Managers in these departments intervene to solve problems. Whenever an employee has a new idea, he/she is encouraged to approach the management and share it with them. Idea drop boxes are also placed at various locations where employees leave their suggestions. The Communications Department works out if the ideas can be implemented and then discusses them with the employees. There is also a formal platform at the group level known as SEED where innovation is encouraged and new ideas about revenue concepts and cost efficiency can be discussed. Employees are welcome to participate and submit their ideas. If the ideas handed in are feasible then they are implemented in the organization country level or global level, depending on the nature of the proposal). Employees are then rewarded financially for their helpful contributions. SOURCES OF CULTURE AT TELENOR PAKISTAN PEOPLE Telenor Pakistan consists of energetic, youthful and dedicated employees aged 27 to 28 on average. An appropriate match is required between the culture and employees at recruitment and hiring. If People Excellence (Human Resource Department) feels that a person will not be unable to adjust into the organization’s environment, even if he/she is performing functionally well, the person is rejected.
Primarily the culture comes from the top management. CEO of Telenor Pakistan is humble and cooperative. The employees get the message that if the top management is so accommodating then the employees should behave similarly. What is important to the CEO becomes important for employees to identify completely with the organization. There are four foreigners in the top management but this does not create communication barriers. They are extra humble to others while individuals of a local origin are extra sensitive to them so no one feels alienated. The values of humbleness and free interaction in putting forth ideas lead to a harmonious culture and efficient communication. The management is easily accessible to discuss various issues. It is difficult to distinguish between them as the culture is so homogeneous that it keeps every one at par with others (no formal protocol is given).
ORGANIZATIONAL ETHICS While making any decision, Telenor Pakistan has been ethically conscious. Since Telenor (the parent company) has is origins in Norway, a society with a soft-oriented and feminine culture, Telenor Pakistan acknowledges its moral and ethical duty towards its stakeholders and society. Telenor Pakistan will not resort to bribery or illegal offers to accept any decision; values will not be compromised to get licensed. If the organization believes it is not ethically right, it will never take that decision. In most of advertisements they project themselves as the care taker of the values of Pakistani people, so they claim to cherish the core cultural norms and values of the Pakistani people. When the cartoon controversy arose, Telenor condemned such actions mocking religious beliefs and portrayed this on their building. Introduction to HRM 0 1 2 The management function that deals with recruitment, placement, training, development of organization members.
HRM is a process for staffing the organization and sustaining high employee performance.
HRM can be defined as all the practices, systems and procedures implemented to attract,
acquire, develop and manage human resources to achieve the goals of an organization. Simply it is managing the employment relationship TELENOR PAKISTAN HUMAN RESOURES All the operations to take place and providing the best quality to its subscribers would not have possible without competent and committed employees. Telenor is offering exciting and challenging jobs with competitive pay, excellent benefits and exceptional advancement opportunities. They consider their employees as the assets of the company, and are providing them with relaxed and enriching work environment. They are not hiring competent workforce but they are also developing the employees through training and further educational programs, which ensure a high professional standard amongst their employees. Telenor believes that a talented and loyal workforce plays a crucial role in the organization’s ongoing business success. And Telenor ensures the candidates that by being inducted in Telenor they will become an enthusiastic and valuable member of TELENOR FAMILY. Components of a HRM System
TELENOR PAKISTAN RECRUITMENT Recruitment is the one of the Human Resource Functions, which is having a perspective of marketing in its operations. Teleport Recruitment Manager, Faraz Shahid said,
com. Special process of a preliminary test might be carried out. Recruitment Manager and/ or a panel interview. They only focus on skills. IQ test/Written test: If they got the experience of 5 years then there is no IQ test or written test. Islamabad Assessment: The selection criteria may involve different steps with respect to the position you are applying for. They maintain a policy of nondiscrimination towards all employees and applicants for employment. they adopt number of ways according to the Hiring.pk Telenor Pakistan . CV Submission: Interested applicants should submit their CV to their official site and followings channels hctelenor. candidates for job vacancies can b selected” Recruitment policy: The recruitment policy of TELENOR PAKISTAN IS Experience: HR needs the experience of 3 TO 5 years for managerial positions. F-7. EEO: TELENOR PAKISTAN follows EEO. their Human Resource is a Brand. 13-K. Recruitment: “The process of seeking and attracting a pool of qualified applicants from which. experience and qualification. For Telenor. Telenor HR makes a use of several Marketing strategies to attract the potential group of candidates. TELENOR PAKISTAN have no discrimination in sectioning whether candidates are women. or there can be series of interviews. .Moaiz Center. They also hired fresh graduates for their customer service department. There can be one to one interview with concerned Division head.“Telenor is Great Place to work for”. minority or disable. To advertise the equity of their brand.
they will hold all details in there Careers database for up to one year. it becomes easy for the employees to evaluate their specifications for the higher posts.”it’s not the policy of the Telenor that they are bound to hire employees from within the organization according to the rules.depending upon nature of the job. but we call it as our Preference”. Within this period. Telenor Portals The portal mentions the vacancy for the position. All these activities are done for the existing employees to make . They prefer the employee to be recruited from within the company. mobile connection financing and others. in order to alert those employees who fulfill the criteria for the particular job duties. in which Vacancy is displayed. he/she will automatically be considered. otherwise they opt the alternative method for hiring. it includes health care programs. With the help of portals. with the consent of the applicant. medical allowances. Recruitment procedures: Within the organization . Flyers and broachers are being printed in a colorful manner about the allowances they are getting from Telenor. Flyers and Broachers Reinforcing the equity of brand is done for the existing employees. in order to make them connected towards the company. should any vacancy arise to which they feel the applicant would be suited. or an applied for position has already been filled.Internal Recruitment Outside the organization – External Recruitment INTERNAL RECRUITMENT Telenor Recruitment Manager Faraz Shahid said. Keeping details on file: If there is no specific job in the area of an individual's application. Record Verification: All the information provided is checked and verified by the related areas and any false or fake information provided can lead to the strict disciplinary action. Internal recruitment is based of hiring people from within the organization for the position to bevacant.
and trickling down wealth and information to the bottom of the pyramid. We genuinely believe that mobile telephony is the best way of breaking socio-economic barriers. It helps businesses. communities. But before recruitment process. candidates to benefit Telenor with their capabilities and skills.e.” EXTERNAL RECRUITMENT Telenor is providing opportunities to their target market i. Telenor Pakistan’s CEO Tore Johnson said. Attracting competent employees towards Telenor is one of the key objectives.” Telenor attract the employees externally through 搠敯 潮⁴瑳牡⁴楷桴愠猠档浥 潣灭湯湥t慰桴挠浯潰 瑮搠敯 潮⁴瑳牡⁴楷桴猠 慬0123456789ABCDEF0 Job Ads 搠敯潮⁴瑳牡⁴楷桴愠猠档浥潣灭湯湥t慰桴挠浯潰瑮搠敯潮⁴瑳牡⁴楷桴猠 慬0123456789ABCDEF1 Job Fairs 搠敯潮⁴瑳牡⁴楷桴愠猠档浥潣灭湯湥t慰桴挠浯潰瑮搠敯潮⁴瑳牡⁴楷桴猠 慬0123456789ABCDEF2 Welcome Ads 搠敯潮⁴瑳牡⁴楷桴愠猠档浥潣灭湯湥t慰桴挠浯潰瑮搠敯潮⁴瑳牡⁴楷桴猠 慬0123456789ABCDEF3 Online Recruitment 搠敯潮⁴瑳牡⁴楷桴愠猠档浥潣灭湯湥t慰桴挠浯潰瑮搠敯潮⁴瑳牡⁴楷桴猠 慬0123456789ABCDEF4 University Visits 搠敯潮⁴瑳牡⁴楷桴愠猠档浥潣灭湯湥t慰桴挠浯潰瑮搠敯潮⁴瑳牡⁴楷桴猠 慬0123456789ABCDEF5 Sponsoring Talent Shows . Advertising the equity of brand for the external block of candidates requires various steps to market their Human Resources. “Attracting the candidates is one of interesting and challenging tasks for the recruitment team.attracted towards the organization. there is a lot more. through which they hire their employees. and the country. There is recruitment process of Telenor. "We are succeeding because of the faith the Telenor Pakistan team members have put in one another and the strong sense of purpose they continue to display. Telenor Recruitment Manager Faraz Shahid said.
This is the first method Telenor select to create an opportunistic market. Telenor . Recently Telenor participated at Rozee Job fair conducted in Lahore on March 2 at Pearl Continental Hotel. Nayab Baig said. but also in the university’s job fares conducted at their own schedules. in particular. Telenor Pakistan’s VP Human Capital Division. by providing job advertisements through print media. Rozee Job Fair Telenor participates in Rozee Job Fair very actively. Participation is not restricted to professional Job fairs. These job ads provide opening alert for the vacancy at the Telenor. The ROZEE. The company’s Advertisements get printed in two English newspapers. Job Fairs Telenor participates in job fairs very actively in order to advertise the HR brand. aims to engage and develop young talent in order to drive the fastest growing network in one of the fastest growing mobile markets in the world.搠敯潮⁴瑳牡⁴楷桴愠猠档浥潣灭湯湥t慰桴挠浯潰瑮搠敯潮⁴瑳牡⁴楷桴猠 慬0123456789ABCDEF6 Dishing Out Souvenirs Job Advertisements Telenor offers employment opportunities for those who are seeking great place to work. so that they can recognize the required person of field. Dawn and The News and in one Urdu newspaper. and Karachi on March 30 at the Expo Center. then Islamabad on March 9 at the Convention Center. so special arrangements were made to welcome young jobseekers at the stall during the Job Fair. Telenor make their target market of candidates to be attentive.” Telenor Pakistan is aware of its young Pakistani talent. Telenor Pakistan. Jang.PK Job Fair provides us a platform to connect with the brightest and the most talented in the lot. which are conducted for the Pakistan’s candidates at large. The ads always includes requires Job specification and Job description for the candidates.
“The mobile industry has a significant role to play in improving Pakistan’s competitiveness in the international market. umbrellas. Interested candidates used Wi-Fi –connected terminals at the stall to apply for jobs at Telenor Pakistan. competitive salary packages. Telenor advertise the HR brand into the graduates by explaining the Recruitment processes. Employees join Telenor in Every quarter of the year. exciting working environment and culture. Nayab Baig said. flyers. Visitors at the Telenor stall also rewarded with free SIM vouchers through lucky draws. names of those employees who have passed the time duration of one quarter in Telenor are being printed in the newspaper in respect to provide them a .” Telenor is keen about its employees. and attractive benefits. University Job Fairs Telenor Pakistan welcomes the fresh graduates with immensely unique and new talent. These activities are undertaken mostly for influencing jobseekers through stimulating and beneficial working procedures at Telenor. Spontaneous interviews are also been taken from the students to analyze their confidence for their competencies. not just by improving technology readiness but also through human resource development. Telenor active participation through the stall got media coverage through 8 TV channels as well as event coverage on 2 radio stations. as their employees are one of their sources to create competitive edge in the market. They do not hire a large sum of candidates from the fairs but a little percentage is hired because their main objective in participating at job fair is to update employees about their HR brand and make them fascinated. Innovation and distinctiveness is created mostly by the newly graduated job seekers.Pakistan management welcomed jobseekers at the company’s stall and updated jobseekers about its upcoming career opportunities. Telenor energetically participate in University’s Fairs as well. The stall is made attractive for the students in order to grab their attention. broachers and banners are displayed. Students may provide their Resume/ CVs to the recruitment team present there or students can also fill up the given form for applying at Telenor. provides and opportunity for the students to interact with the HR personnel. Standees. employee’s career opportunities. workplace environment and training programs. Telenor Stall at university job fairs. Welcome Advertisements Telenor Pakistan’s VP Human Capital Division.
race. then no top managers can influence the decision of recruiter. suitability and qualifications. All aspects of employment with Telenor are administered by merit. which is making Telenor to create a competitive edge. and will not be influenced in any manner by gender. It is a fair evaluation. This increases the motivational level of employees to be given importance and having name in newspaper. They can apply for the displayed vacancies once they have created their profiles with logins. color. There are no influences by the higher authorities on the recruiter to induct particular candidate. age. competence. The recruitment manager then evaluates these profiles of candidates who have applied for the particular vacancies in order to call the relevant employees suitable for the job. national origin or disability. Uploading of CV/resume is also one of the options for the seekers. University Visits Telenor Recritment Team visits different universities. An online application system requires the job seekers to create their profile in which they are required to mention different fields regarding professional and personal details. The evaluation of the employees is based on fair and on merit basis. in order to aware students about the induction process and explaning the importance of the Telenor as start of carreer . skills and abilities that are required for the certain job. Online Recruitment E-recruitment is based on online application system. it can be retrieved by using the Career tab in Telenor Pakistan website.Welcome in a company. . religion. If a candidate fails to impress the recruiter with his/her knowledge. A notification concerning profile setup of the candidate is done by sending e-mail to the person created profile. Employment opportunities increase by each step taken by the Telenor. Moreover it’s an appealing factor for the other jobseekers as well.
Students are an important entity for the Telenor. The company is sponsoring concerts. kid’s activities and many more. Attractive presenattation about Human Resource Systems are given to the employees. University visits and creating alounge sessions also helps Telenor to analyze brand positioning in the minds of students. In this festival. Outsourcing: They have outsourced their most of the recruitment functions. These visits plays and important role in explaining the Human Resources actively as a Brand. funfairs. Selection: “The linking of selection activities to the organization strategic business objectives” Selection policy: The selection policy of TELENOR PAKISTAN is: EEO: TELENOR PAKISTAN have policy that out door marketing job they only hire male not female. they only hire . Because they cannot do market field work. the lower level or operatives are completely selected by consultancies.for students. The morale of the participants gets increased and they become Opportunistic about the particular company considering students’ capabilities shows. Telenor is also sponsoring the talent competition taking place at national level by universities. Queries from the students are always apprecitaed by providing them with satisfactory answers to remove their confusions. The objective of sponsoring talent completions at University level is again reminding students about the Telenor. Recently a drama festival organized at Ghazi Ishaq Khan Institute in December 2007 was sponsored by Telenor. The team setup a TalkShawk Lounge in the premisis of university. Sponsoring Talent Shows Telenor is actively participating in sponsorship of various events taking place in Pakistan. various universities participated in order to unleash the student’s talent and capabilities. They often use THE RESOURCE GROUP (TRG) for head hunting and to beat there competitors. company forcast these students to be upcoming member of Telenor family. All the students are welcome for the lounge discussion.
According to them its insult for the candidate to have test for the job. skills and experience very much count.According to the HR Senior Ex they want youth in these post because they are more energetic. The final authority to select the candidates is owned by the GM of the particular department. Quality of people: TELENOR PAKISTAN have policy for quality of people for the middle and first line managers they must be highly qualified and must be from graduated or post graduated from HEC recognized Universities. For first line managers and operative’s job they prefer fresh blood age restriction is up to 26. Legal issues: They provide health and safety to their employees in the kind of any emergency. They use to have interviews for them.female for indoor jobs. For job qualification. Selection technique: TELENOR PAKISAN don’t conduct the test for the top managers middle managers post candidates with the experience more the 5 years . Steps in selection procedure: Steps in selection process for middle manager: STEP1: Recruitment process STEP 2: Collecting CV’s STEP 3: Short listing of applicants as per job description STEP 4: First interview on telephone STEP 5: Short listing of applicants in first interview STEP 6: Second interview with supervisor STEP 7: Final interview with the head of HR department STEP 8: Formal offer made to the selected candidates STEP 9: Reference check STEP 10: Orientation . Management role: The Interviews are conducted by line manager and floor managers and HR manager.
and any other access that may be necessary to make the productive from the start . dress code. computer. Orientation at TELENOR Preparation for First Day Send new hire a letter with needed paperwork.STEP 11: Candidate handed over to immediate supervisor Steps in selection process for top managers: STEP 1: Recruitment process STEP 2: Collecting CV’s STEP 3: Short listing of candidates as per job description STEP 4: First interview on telephone by supervisor STEP 5: Second interview with the head of HR department STEP 6: Final interview by CEO STEP 7: Formal offer made to selected candidate STEP 8: Reference check STEP 9: Orientation Compensatory or successive hurdle approach: They are using successive hurdle approach for selection because it’s very easy and one way method. . The reason to not to use the compensatory approach is that it takes so much time of organization and the candidates. pay explanation. time. email. talk about who will do what to welcome the new employee . employee handbook.etc. benefits. glossary of company acronyms. location .Meet with current team members about the new employee’s role and responsibilities.Appoint and orient a buddy . Candidates have no extra time to come again and again for every step but in successive hurdle approach there is the need of short listed and required candidates. including phone.Prepare new employee’s work area. Include Organizational chart.Call new employee to confirm start date. OR lead them to website where all these resources are located.
paperwork questions . include any paperwork or exercises they may have completed prior to arriving.Review the orientation plan for the day. .Create lunch plans for the new employee’s first few days . . and the week. brochures..Order business cards. etc.Send an email.Provide information needed for a successful introduction.Introduce new employee to higher-level executives where possible. Allow executives to impart a company message. marketing materials .Make any arrangements for necessary on-the-job training or support. office name plate.Make sure the employee is scheduled to have time with HR for any benefits. post an announcement about the new employee’s arrival .Explain the levels of supervision within the department . discrimination and grievance procedures o Proprietary information agreement o Ethics statement. including software training or program manuals First Day . . Include o Company history o Mission & Vision statements o Disciplinary procedures o Complaint. including solicitation and conflict of interest policies o Security information o Company Newsletter.Personally welcome the new employee .
internet.Maternity leave/FMLA leave .Complete introductions to team members and “buddy. email .Should also include: o Time sheet/card information o Payroll procedures o Normal work hours.Show the new employee their new work area.” Be sure to include the job each person does and how it relates to the new employee’s job . break policies o Insurance program o Pension plan o Educational assistance o Credit union o Stock purchase o Savings bond plan o Performance Evaluations o Promotions o Transfers o Vacation o Holidays o Attendance policy regarding absences/tardiness o Jury duty o Leaves of absence . review all components of phone..
define the department’s function and interrelationships with other departments. . . .Escort the employee to get any parking passes. break room.Review job description and performance standards: expected outcomes. where to find files.Make sure the employee has time to learn about benefits that are available to them . etc. Review protocols and reporting structures . review the importance of the position and its accountability within the organization. . . supplies. etc. etc.Meet with new employee at end of day to find out how the day went and answer any questions.Give a tour. emergency exits. success metrics.Determine how supervisor is to reach employee during non-working hours if necessary .Describe any regular meetings .Review any specific workplace security measures that are in place. as well as severe weather plans that are in place. provide any needed support up to and including step-by-step instruction . company credit cards. conference rooms. security badge. including restrooms. not just busy work).Take the new employee to lunch . keys.Review the online org charts..Review office organization. other necessary equipment . .Provide a list and brief explanation of all current department projects . Second Day .Introduce the employee to additional staff members and departments where appropriate.Demonstrate where company resources are and how they can access useful information such as staff directories.Give the initial work assignment (make sure its meaningful.
Discuss overtime needs and how assignments are given . privacy & handling of confidential information . including personal phone calls.Begin the performance planning process .Impart the company’s customer service philosophies . reiterate what is too casual. reporting of all accidents and injuries (when. first aid facilities.probationary period. emergency medical attention .Review policy on visitors and personal conduct . . timekeeping systems as appropriate . lunch breaks.Review work schedule. and entertainment as necessary. . to whom. travel.Review the employee’s work area to make sure they have everything they need to do their job .Explain safety policy.Review Ethical guidelines concerning meals. use of pagers. review travel policies and procedures . etc. and how).Review appearance and professionalism – mention online interactive exercises that demonstrate dress code. appropriate email content.Review potential safety issues they may encounter . gifts.Meet with the new employee (and possibly their buddy) at the end of each day to review.If needed. answer questions . First Week .Describe who and how to notify of sick or vacation leave .Review policy on after-hours and weekend access . etc.Review procedures for security. decorating limits .Review communications policy. Review workspace neatness.
.Meet regularly with new employees to answer questions and confirm that the new employee is becoming acclimated to the department and position responsibilities .Make sure the employee understands the relationship between his/her job and the company’s success .Celebrate the completion of probationary period .Check to make sure employee has signed up for benefits .Establish performance goals and schedule first performance appraisal meeting (at 6 weeks or per requirements) .Review current departmental goals (if they exist) for the next 90 days. Allow them to ask any and all questions they may have. vendors.Review any community involvement projects or volunteer opportunities available for the new employee 90 Days and Ongoing .Schedule periodic progress reviews.Review performance expectations . and competitors Within the First Month . .Explain the company’s unique selling proposition .Review departmental goals and success benchmarks . ask for feedback on the process. clients. make sure any questions asked have been thoroughly answered. 6 months and 1 year . Discuss orientation items.Review teamwork expectations .Explain the company’s products and services . .Schedule training as necessary . either in person or anonymously.Insure technical competence.Explain the company’s customers.
HRD department in Telenor plays very active role. these are Central I Central II North South Working of HRD department is cross functional. there is great coordination is among the departments of the company.HUMAN RESOURCE DEVELOPMENT DEPARTMENT Human Resource Department engage to perform a set of systematic and planned activities designed by an organization to provide its members with the opportunities to learn necessary skills to meet current and future job demands. And HRD department play an important role in providing strategic support. The major functions which they have to perform are Training and development (T&D) Organization development Career development The “new learning and performance wheel” Strategic management and HRD The supervisor’s role in HRD Organizational structure of the HRD function . The head office of HRD department is situated in Islamabad however it has its four zonal offices. HUMAN RESOURCE DEVELOPMENT FUNCTIONS The functions of HRD in Telenor is to developing the required skills in employees as by perceiving the future needs and demands of the company as well as the requirement of the competitive environment.
TYPES OF TRAINING There are varieties of training types are available at Telenor which varies from need of the employees as well as the company.As Telenor is one of the growing company of the country so. The topic cover under outsource training are those which . the HRD department is doing great job in order to cope with all these challenges. Facilitating organizational learning. Eliminating the skills gap 4. HRD department has developed a complete framework which the management is currently practicing. Broadly speaking there are two main sources of Training. Outsource Training Telenor go for the outsourcing when the in house training is not available. The need for lifelong learning 5. In house Training Outsource Training In House Training In house training the company offers the training in its different zones by means of seminars. Increasing workforce diversity 2. However in Telenor. it is also facing a lot of challenges in order to make its human resource as its competitive advantages. conferences and workshops. Competing in a global economy 3. In house training which are given on the job is System related training Product related training Technical Training Front End Desk Training Operational wise training These are the most common types of training which company gives to its employees. the major challenges which are being faced by the Human Resource Development department in Telenor are 1.
TRAINING NEED ASSESSMENT PHASE Training needs analysis process is a series of activities conducted to identify problems or other issues in the workplace. In Telenor. Evaluation phase 1. HRD department is primarily responsible for Learning and development of employees. 0 1 Organization Level Individual Level . and also highlights the occasions where training might not be appropriate but requires alternate action. 1. Training Design Phase 3. The needs analysis is usually the first step taken to cause a change.are more general in nature so company by evaluating cost and benefit go for outsourcing. and to determine whether training is an appropriate response. Training Need Assessment Phase 2. areas where training is required. The purpose of training need analysis is to determine whether there is a gap between what is required for effective performance and present level of performance. it is conducted to determine whether resources required are available or not. It helps to plan the budget of the company. Implementation phase 4. Training Need arises at three levels. This is mainly because a needs analysis specifically defines the gap between the current and the desired individual and organizational performances. The whole activities of HRD department in Telenor revolve around these steps. While go for outsourcing. the TNA phase has given a primarily importance. An analysis of training need is an essential requirement to the design of effective training. Telenor is using the services of Novatious Institute which holds a good name regarding the training. The common types of training are Moral Building Attitude Building A FRAMEWORK FOR THE HRD PROCESS HRD department follow a frame work which consists of four major steps.
psychological test. At this level. procedures. the HRD department of Telenor gets involved in strategic planning. policies. However. Employees need to prepare for these changes. etc. weaknesses can be dealt with the training interventions. Threats can be reduced by identifying the areas where training is required. then certainly there is a need of training. For this approach to be successful. observation. If the difference between the expected performance and actual performance comes out to be positive. and goals. It starts with the assessment of internal environment of the organization such as. HR develops strategies to be sure that the employees in the organization have the required Knowledge. Organizational Level In Telenor. The methods which are most commonly used by the HRD department of Telenor to analyze the individual need are: Appraisal and performance review Competency assessments Customer feedback Self-assessment or self-appraisal 2 Operational Level Operational level focuses on the work that is being assigned to the employees. The job analyst at Telenor gathers the information on whether the job is clearly understood by an employee or not. strengths. and weaknesses and external environment such as opportunities and threats.Operational Level Corporate need and training need are interdependent because the organization performance ultimately depends on the performance of its individual employee and its sub group. Today. . The job analyst also gathers information on the tasks needs to be done plus the tasks that will be required in the future. Skills. Training needs analysis at organizational level focuses on strategic planning. while strengths can further be strengthened with continued training. business need. And. and Attributes (KSAs) based on the future KSAs requirements at each level. Training officers gathers this information through technical interview. the HRD department checks whether an employee is performing at desired level or the performance is below expectation. individual competence can also be linked to individual need. In this planning. Individual Level HRD department of Telenor focuses on each and every individual in the organization. structures. After doing the SWOT analysis. questionnaires asking the closed ended as well as open ended questions. jobs are dynamic and keep changing over the time. opportunities can be exploited by balancing it against costs.
Training need analysis process proceeds in stages. Telenor administer needs analysis at regular intervals. These Methods are . Given this. the starting point is a desire to effect a change. task or technology A desire by the organization to benefit from a perceived opportunity In all three situations. they always use at least two. analyzing and deducting.WHO CONDUCTS NEEDS ANALYSIS & WHY? In Telenor. There is no easy or short-cut formula for carrying out this process. Each works well in given circumstances. usually biannually or every year or two. probing. and their present status in the organization. Trainer may be unable to transfer their newly acquired skills to their jobs because of the organizational constraints. With out the proper TNA. Basically. a needs analysis is not a one-time event. Each particular situation requires its own mix of observing. Management of Telenor believes that none of these methods can stand alone. therefore. with the findings of one stage affecting and helping to shape the next one. Process of conducting a training needs analysis is a systematic one based on specific information-gathering techniques. an in-house trainer or a consultant performs a needs analysis to collect and document information concerning any of the following three issues: Performance problems Anticipated introduction of new system. if for no other reason to validate their findings. one must know how the people who will experience change perceive it. WHO IS THE TRAINEE? Training needs will differ with the backgrounds of the employees to be trained. a candidate for training may come from any one of three groups: New hires Veteran employees Trainees currently in the training pipeline (currently in the training program) Consideration of the varying needs of these groups provides a frame of reference for discussing and suggesting the methods of identifying training needs: TECHNIQUES FOR DETERMINING SPECIFIC TRAINING NEEDS There are a number of methods which Telenor Pakistan is using to gather data about employees’ performance. In Telenor Pakistan. Telenor adopted the most suitable method for determine specific needs.
TRAINING DESIGN MODEL In context with the Appendix-c. etc is one of the necessary conditions of training design. Training Strategies: .Observation Interviews Questionnaires Job description Performance Appraisal Analysis of Organizational Policies DESIGN PHASE As the information provided by the Telenor was insufficient so. Trainees’ Learning Style: The learning style. almost everything goes wrong. The training objective clears what goal has to be achieved by the end of training program i. interpersonal. a trainer analyzes his technical. we have just draw a model of our own. The Trainees: In training design there should be a close scrutiny of the trainees and their profiles. Training objectives assist trainers to design the training program. The design of the training program can be undertaken only when a clear training objective has been produced. when the climate is favorable nothing goes wrong but when the climate is unfavorable. educational background of trainees must be kept in mind in order to get the right pitch to the design of the program. feelings. a good training climate comprises of ambience. what the trainees are expected to be able to do at the end of their training. tone. we have developed a training design model which can be an effective one for the Telenor to train its employees. Therefore.e. experience. judgmental skills in order to deliver quality content to trainers. Age. age. needs and expectations of the trainees are some of the important factors that affect training design. Training Climate: There should be a good training climate. experience. and positive perception for training program. The necessary components of Training design are The Trainer: Before starting a training program.
The trainer also set grounds before meeting with participants by making sure that he is comfortable with course content and is flexible in his approach. ad modules. following are the factors that are kept in mind while implementing training program: The trainer: The trainer needs to be prepared mentally before the delivery of content. what could be included Training Topics: After formulating a strategy. trainer decides upon the content to be delivered. Training implementation is the hardest part of the system because one wrong step can lead to the failure of whole training program. topics are ready. Training implementation can be segregated into: Practical administrative arrangements Carrying out of the training Implementing Training: Once the staff. Even the best training program will fail due to one wrong action. and refining. knowledge. the training is implemented. redesigning. content. Sequence the contents – Contents are then sequenced in a following manner: From simple to complex Topics are arranged in terms of their relative importance From known to unknown From specific to general TRAINING IMPLEMENTATION To put training program into effect according to definite plan or procedure is called training implementation. and attitudes. . The trainer prepares the priority list of about what must be included. the trainer translates it into specific training areas and modules. skills. Therefore. Preparation is the most important factor to taste the success. Trainer prepares materials and activities well in advance. Completing training design does not mean that the work is done because implementation phase requires continual adjusting. These topics and modules are then classified into information. equipments.Once the training objective has been identified. topics. course. Trainers break the content into headings.
Also. what is expected out of trainers to do at the end of the program. and how the program will run. The trainer must tell the participants the goal of the program. Classrooms should not be very small or big but as nearly square as possible.Physical set-up: Good physical set up is pre-requisite for effective and successful training program because it makes the first impression on participants. Training evaluation . The following information needs to be included: Kinds of training activities Schedule Setting group norms Housekeeping arrangements Flow of the program Handling problematic situations EVALUATION PHASE The process of examining a training program is called training evaluation. right amount of space should be allocated to every participant. Establishing rapport with participants: There are various ways by which a trainer can establish good rapport with trainees by: Greeting participants – simple way to ease those initial tense moments Encouraging informal conversation Remembering their first name Pairing up the learners and have them familiarized with one another Listening carefully to trainees’ comments and opinions Getting to class before the arrival of learners Starting the class promptly at the scheduled time Using familiar examples Varying his instructional techniques Using the alternate approach if one seems to bog down Reviewing the agenda At the beginning of the training program it is very important to review the program objective. This will bring people together both physically and psychologically. Training evaluation checks whether training has had the desired effect.
through evaluation we come to know where the gap exists. PURPOSES OF TRAINING EVALUATION The five main purposes of training evaluation are Feedback: It helps in giving feedback to the candidates by defining the objectives and linking it to learning outcomes. Intervention: It helps in introducing some interventions in the organization. Research: It helps in ascertaining the relationship between acquired knowledge. Power: It also helps to reduce the power distance between the employees. .ensures that whether candidates are able to implement their learning in their respective workplaces. Control: control is shared between the employees by reducing the power distances. so we can cover the gap by interventions. or to the regular work routines. and training. transfer of knowledge at the work place.
candidates generally perceive it as a waste of resources because at most of the times candidates are unaware of the objectives and learning outcomes of the program. the different methods being used for the purpose of evaluation are Observation Questionnaire Interview Quizzes Outsource Training If he training is being provided by some outsource firm then the evaluation is being done by Execution on the job after Training During Execution at the job So. After Training It is the phase when learner’s skills and knowledge are assessed again to measure the effectiveness of the training. during the start of training. they are asked to give their opinions on the methods used and whether those methods confirm to the candidates preferences and learning style. Generally in organizations. RESPONSIBILITY FOR THE EVALUATION OF TRAINING Depending on the type of training. During Training It is the phase at which instruction is started. This phase usually consist of short tests at regular intervals.blogspot.PROCESS OF TRAINING EVALUATION Before Training In Telenor the learner’s skills and knowledge are assessed before the training program. Once aware. There are various evaluation techniques for this phase.com 18 TECHNIQUES OF EVALUATION The various methods of training evaluation are being used by the Telenor which is different for in house Training and outsource training. these evaluators are . This phase is designed to determine whether training has had the desired effect at individual department and organizational levels. In House Training In house Training. in different ways evaluation is being done differently for in house and outsources training. Muhammad Mahmood Aslam COMSATS Institute of Information Technology. and the management level for which the training is being prepared and delivered. in this way. Lahore http://pakistanihr. a number of stake holders are involved in training and its results which evaluate the training.
Senior Management The Trainer Line Management The Training Manager The Trainee Each has their own responsibilities. which are detailed next. you must contact your Manager immediately or at least before your scheduled work shift. ABC’S FOR SUCCESS Attendance Being Flexible Communication Office Hours and Attendance Work Hours Department Managers establish normal working hours. A typical schedule is 8 working hours per day with a 1 hours lunch break. . Employees may use accrued paid time off in order to be paid for any time not worked. you must obtain approval from your Manager. Attendance and Punctuality If you are going to be absent or late. For more information please see the Human Resource Manual or contact your HR representative for assistance. totaling 40 working hours per week. What Telenor Require from Employees Employee Responsibilities The following sections are intended to serve as summary of a variety of important employment information. If you have to leave early.
Lunch Your department manager will discuss specific times for lunch. Lunch is typically a 1 hour unpaid break and is no less than a 30 minute unpaid break. The decision for setting the work hours under these conditions rests with Senior Management.telenor.com/pk Meetings and Trainings All employees are expected to attend training and staff meetings as required. These meetings are designed for educational and policy purposes and attendance is required unless excused in advance by your Manager. In case of inclement weather contact the Emergency Hotline or website: 111-345-700 or www. Inclement Weather Policy Extreme weather conditions make it difficult for employees to report to work. .
This means not intentionally taking actions that might hurt your team and not helping someone who is competing with your team.dealings that make it difficult to do your job objectively. Place cigarette butts in the ash urns provided. If you aren’t sure whether something you or a close family member is involved in causes a problem. The courtyard area between 1300 and 1301 is the only designated area for smoking.Office Procedure and Etiquette Employee Badges Security badges allow employees to enter the office suites and should be worn at all times on the premises. Coming to work drunk is bad judgment. If you use alcohol or drugs and fail to perform the duties required by your job acceptably. CONFLICTS OF INTEREST You should know that you have a duty to be loyal to your team. Smoking Policy Telenor Pakistan is a smoke free work environment. It’s fine to collaborate with competitors to improve our industry or to serve our communities. you are likely to be terminated. It is not fine to help our competitors increase their performance or their revenue in any way that might hurt ours. you should let company . Smoking is not permitted in any area of the building. Government rules and regulations say that drug testing is a condition of holding your job. Being loyal also means that you protect the company’s assets. including our intellectual property. Alcohol and Drug-Free Workplace Telnor Pakistan follows the rules and regulations of Government of Pakistan.
For Example mshahidt@telenor. watch or download music or videos. Jeans and shalwar kameez may be worn on Fridays only. Employee Perk and Discounts Dress Code Our dress code at Telenor Pakistan allows for business casual attire on a daily basis. Here are some business casual guidelines: Acceptable for Women Acceptable for Men Unacceptable Dresses Trousers Tank Tops Suits Collared Shirts T-Shirts Slacks Khakis Shorts Skirts Sweatshirts Sweaters Blouses Khakis Overalls Flip-Flops Hats Sweat Pants Jogging Suits Halter Tops .pk Internet Usage Internet should be used for business purposes only. Do not send. accept or create jokes.Telephone Usage Cell phones should be entitled as per designation. Do not play games. E-mail Usage E-mail should be used for business purposes only. Every employee will be assigned as email address as he will become the part of Telenor Pakistan. access adult entertainment. or gambling sites. Employee should use the cell phone for official correspondence during work hours. or emails containing unknown links or attachments.com. Do not listen to. No usage of websites that ‘cloak’ identity and/or allow you to circumvent the company’s security system. chain letters. Official Dress Code.
Vacation Accrues with each pay period Available to full time employees after 6 months of employment Time allowed: Annual Leaves 20 Sick Leaves 8 Casual Leaves 7 Pay Employee will be paid as per the designation. OVERTIME: In general. or as otherwise required by your business unit’s policies or local or state law.Employee Perks and Discounts A.5 times the normal hourly rate for every hour beyond 40 hours worked during a work week. child or spouse Eligible after 3 months of employment 2. vacation days. . Local Discounts KFC PIZZA HUT HANG TEN B.You are required to obtain specific advance approval from your supervisor before working overtime. Paid holidays. Your pay will be set at one of the steps within the grade for the class to which you are appointed. paid only to non-exempt employees at 1. and sick days do NOT count in calculation of overtime hours. Employee Activities Annual Holiday Party 0 Take Away Party 1 Birthday Parties 2 Boat Trip Many others! 3 Time Off and Pay Time Off Sick Days :Illness of self.
many employees work other than the conventional 8 to 5 schedule. 2009 Telenor Pakistan’s holidays: Georgian Date Variable English The Tenth Day Day of the Sacrifice Prophet Muhammad's Birthday End of Ramadan Arabic/Urdu Ashura Islamic Date 10 Muharram Variable Eid ul-Adha 10 Dhu al-Hijjah Variable Youm-e-viladat-eNabi (SAW) 12 Rabi' al-awwal Variable Eid ul-Fitr Ra's as-Sana almeladiah Yom-e-Pakistan 01 Shawwal January 1 New Year's Day Variable March 23 Pakistan Day Variable May 1 August 14 Labor Day National Day Yom-e-Karigar Yum-e-Istiqlal Variable . Monday through Friday. Holiday time is eligible upon hire.Official Holidays Holidays Although most offices must remain open from 8:00 a. to 5:00 p. Dates are provided at the beginning of each year.m.m.
Employee Assistance Program (EAP) is available to assist State employees and their dependents with any personal problems or workplace concerns. HMS is an integrated counseling and referral service specializing in Employee Assistance Programs and work/life issues for employees and their dependants. dental.shifa.com Employee Assistant Program EAP is the Telenor Pakistan’s Employee Assistance program provider.Variable November 9 Birthday of Muhammad Iqbal Birthday of Muhammad Ali Jinnah Yum-e-Iqbal Variable December 25 Yom-e-Viladat-eQuaid-e-Azam Variable Benefits for Employees Benefits Eligibility for benefits starts the first of the month following ninety days of employment.Medical www. Healthcare . All deductions are pre-taxed and premiums are company subsidized. 0 1 2 3 All employees are eligible first day of employment No active enrollment necessary No cost Confidential 4 5 6 24/7 Face-to-face assessment and confidential counseling Referral and resource services in a variety of areas via phone and web . There will be a comprehensive package and overview of these benefits the month before enrollment. and vision coverage. This guide is designed to introduce you to the benefits you will be receiving at Telenor Pakistan Health Insurance Telenor Pakistan offers medical.
spouse. such as retirement. Promotion Transfer — You may be considered for a transfer from your branch to another without loss of benefits. you shall be restored to your former position Health Advocate Health Advocate helps solve problems while assessing the healthcare system. sick leave and annual leave credit. schedules appointments and other services 4 Employee.com Transfer. you must serve the remaining portion of your probationary period. When you accept a promotion. parents . Demotion An employee may be demoted to a position in a class with a lower grade level if the employee meets the minimum qualifications and if theappointing authority approves Promotion Promotion is advancement to a vacant position in a class that has a higher grade than the class previously held.www. As an employee you may compete in recruitments for promotional openings when you have served six months (full-time equivalent) of continuous classified service. insurance. If you fail to attain permanent status in a vacant position to which you were promoted. 1 Facilitates interactions with healthcare providers and insurers 2 Helps with claim issues 3 Helps find providers. you will be required to serve a trial period of either six months or one year. If you are a probationary employee who transfers within the same class.telenor.HMS Information: 111-EAP.and parents-in-law are eligible 5 No cost . Demotion. A probationary employee who transfers to a different class must serve a new probationary period. dependent children.
com. Payment depends on length of service. and life insurance.4603666 Fax: 051. 350.Pakistan Tel: 051. All Full Time employees qualify for coverage of two times of his/her base salary.6 7 All employees eligible first day of employment No active enrollment necessary Health Information: Head Office: Shifa International Hospitals Ltd.4863182 e-mail: info@shifa. You will be invited to attend a employee benefit orientation within the first 60 days of employment and will receive the full benefits packet at that session. Sector: H-8/4. vision. 100. Life Insurance Employees and their dependents are entitled to specific insurance and related benefits. Rs.pk Company Paid Benefits Group Insurance Includes health insurance. long-term disability.000 exempt. Although they are summarized below. Available to Full Time employees starting on the first of the month following 60 days of employment. dental insurance. 0 6 months up to 12 months service: 50% of base pay . Islamabad . You may also call the Public Employees’ Benefits Program for additional information.000 non-exempt Short Term Disability Available to Full Time employees only. additional benefit information can be found in the Public Employees’ Benefits Program Master Plan Document. Max: Rs.
An EFU representative will present options to employee when eligibility starts. The maximum amount the company will match is 10% of the employee’s base pay. They cannot have sent in their resume on their own or through an agency. The Candidate must be referred to Telenor Pakistan directly by the current employee. . Telenor Pakistan has implemented an Employee Referral Bonus Policy. Rules: 1. Bonus is paid after the new employee completes their 180 day evaluation period. including any commission. 2.1 12+ months service: 100% of base pay Long Term Disability Voluntary Insurance 1 Available to Full Time employees starting on the first of the month following 60 days of employment. Here are some policies EFU insurance offers as supplemental insurance: 1 Hospital Confinement Indemnity Policy 2 Personal Accident/Disability Policy 3 Supplemental Life Insurance 4 Short Term Disability 5 Long Term Care 6 Cancer Savings Plan 0 Enrollment Eligibility: all employees 21 years and older are automatically enrolled. unless you choose to opt out: 6 months: 8% of salary matched 1 18 months: 10% salary matched 0 Rollover from qualified plans 1 Allowable contributions of 10%-20% of total compensation. 2 The company match is 20% of each employee’s annual contribution that is up to 10% of the employee’s total income. 3 Vesting period subject to length of service Employee Referral Bonus Policy In the interest of encouraging current employees to recommend future employees. bonuses and overtime.
They are guiding principles that all employees should deliver daily. 3. 4. 1. We understand what is expected of us each day. We have fun at work and we are re-energized by fun outside of work. We guard and conserve the Company’s and our client’s resources with the same vigilance that we guard and conserve our own personal resources. 2. . We strive to make our clients more successful. We foresee change and adapt quickly. always putting forth our best effort and taking personal responsibility for the quality of our work. The referral employee must still be employed at Telenor Pakistan to receive payment. 5. We recognize that every individual is unique with individual talents and we strive to match every person’s responsibility with his or her talents. We conduct ourselves in a manner that never creates a conflict of interest between the Company and ourselves. We share ideas to improve the Company. 4. 7.3. The bonus is 1 month Basic Salary for officer and non-officer positions. . We are committed to ensuring that our employees are diverse in their cultures. 10. When we make mistakes. beliefs and experiences. We are humble and we consistently demonstrate respect for our fellow employees and clients. Tenets and Performance Evaluations Company Tenets Telenor Pakistan’s Tenets are the foundation of our culture. 6. 9. We honor our commitments to external and internal clients. A diverse workforce is a source of strength. we admit them quickly. We innovate and take risks. 8.
management. assignment. We always communicate without fear and retribution. and any formal or specialized training in areas unique to their work environment and required by the Telenor Pakistan. Each evaluation will include a discussion between you and your supervisor to review and clarify goals and methods to achieve them. The reviewing officer is the supervisor of the person who prepared your report on performance or another person designated by the appointing authority. Evaluations will be made with reference to established work performance standards. Training The Telenor Pakistan supports training programs and employee development to improve the efficiency and productivity of all employees. you must prepare a written response identifying specific points of disagreement within 10 days of receiving the report. training. It recognizes continued training and development for career employees is essential in providing quality services for Telenor Pakistan. appointment. effective writing. Each Division is responsible for on-the-job training. Annual reviews are completed at year-end for non-sales positions and in January for commissioned sales positions. For most positions the probationary period is 180 days and for commissioned sales positions the probationary period is 120 days. If you are serving a six-month (full-time equivalent) probationary period. A reviewing officer will respond to your concerns.11. We recognize the paramount importance of families and in meeting family commitments. your supervisor will evaluate your performance at the end of the second and fifth months. communication. 12. If you disagree with the report on performance. and prevention of sexual harassment. This training includes subjects such as supervision. Performance Evaluations Your manager will evaluate your work at the end of your probationary period and annually thereafter. It will also include a written evaluation of your progress in the job. compensation and promotion shall occur on the basis of merit . including the supervisory training mandated Equal Employment Opportunity and Affirmative Action It is the policy of the Telenor Pakistan that employee recruitment. customer service.
2. The conduct unreasonably interferes with an employee’s work performance or creates an intimidating. Submission to or rejection of the conduct is used as the basis for an employment decision. sexual orientation. and strive to create an environment that is inclusive. color. customers. or hostile work environment or that interferes with an employee’s work performance. religion. and others in the workplace. Ensuring equal employment opportunity is the responsibility of all Telenor Pakistan officials. Such conduct constitutes harassment when: 1. pregnancy. Submission to the conduct is made either an explicit or implicit condition of employment.and without regard to race. national origin. personal growth and creativity. age. vendors. color. Preventing Harassment InterBay’s Harassment Policy Telenor Pakistan’s policy to maintain a work environment that is safe and free from harassing conduct from other employees. political affiliation. our employees are provided with equal opportunity regardless of race. physical. religion. Harassment includes verbal. encouraging communication. gender. hostile. or offensive work environment. supervisors. . age. sexual orientation. or physical condition. and employees. gender. or disability. offensive. 3. managers. and visual conduct or written or electronic material that creates an intimidating. We respect and value each other’s differences. Policy against Harassment and Discrimination Company Diversity Statement At Telenor Pakistan.
Your Responsibility If you have reason to believe that you have been a victim of or witness to harassment.com. national origin. drawings. articles. Sexually harassing conduct includes all of the prohibited “harassing conduct” described above. state. veteran status. e-mails. as well as other unwelcome conduct. jokes.pk Tele: 051-111-345-700 Fax 051-2651923 Technical Office Manzoor Plaza. Jinnah Super Islamabad Email: hr@telenor. Miscellaneous Important Information Office Locations Telenor Pakistan Islamabad Headquarter 13-k Moaiz Center. pictures. please notify your immediate supervisor and contact your HR representive. sexual advances. threats. statements. Sexually harassing conduct can be by a person of either the same or opposite sex. gestures. conversation containing sexual comments or innuendo. The situation will be investigated and appropriate action determined. Blue Area Islamabad . Reporting such behavior will have no adverse impact on employment. such as request for sexual favors. sex. flirtations or propositions. and other unwelcome sexual advances or inappropriate touching. F-7 Markaz. assault. or local laws. religion. impeding or blocking another’s movement.Harassing conduct can take many forms: slurs. disability. or cartoons based upon an employee’s race. sexual orientation or any other basis protected by federal.
Training serves no purpose if it does not nurture the required skills for a job. they are not always measurable. The problem lies in the fact that skills for every job can not be clearly defined. At Telenor the fault does not lie with the training processes but with the selection of the most appropriate training method for a particular job. It has the capacity to introduce newer modes of training. There is a room for improvement. F-11 Markaz Islamabad Conclusion TELENOR The results of our research suggest that Telenor’s Human Resource Department is working towards aligning its functions with the ideal ones as propagated by the Human Resource professionals around the world. Telenor has fairly good training methods. It is labor intensive in its introduction and sustainability and . Amendments are required in the application form. These policies increase supervisor bias. Training evaluation also needs to be more strict and quantified. type of interviewing and selection of outside sources of candidates. The focus is too much on reference based hiring. The recruitment process can be made more compliant with the Equal Employment Opportunity Laws by making a few improvements. Industrial Area Islamabad Marketing and Sales Office Telenor Plaza. The drawbacks of this mode of hiring outweigh its advantages but Telenor strongly advocates it. Compensations policies currently focus on competency based pay. The current processes do not assess the impact of the training adequately.Support Office I-9. Even when they are identified. Its current practices are not flawless.
Our research shows that the current appraisal system is subject to central tendency. In addition to improving performance it would also help in contributing towards achieving the company’s strategic goals. This is currently being practiced in the parent company. This system is not erroneous but while using it the HR professionals should keep in mind that they are not free of biases. Recommendations Dealing with challenges requires a coordinated effort so that the company is able to sustain itself in the ever-changing competitive environment and continues to provide superior value to the customers. It contributes towards employee satisfaction and retention. Secondary research and interview with the HR officer at Telenor helped us in the critical analysis of their human resource functions. personal bias and results in a lot of paper work. productive Human Resource Management System. The group recommends the following: There should be an effective employee exchange program even at the level of middle management so the organization can share the level of skill and expertise at all levels with the parent company Introduction of employees stock options would further enhance the motivation level because then the employees too would have a stake in the organization. Based on this we came up with the steps People’s Excellence at Telenor should take in order to have a more efficient. The only thing that lacks in this system is personalization of benefit program. These serve the purpose of attracting a competent pool of employees. This is because of the 360 degrees feedback system.bring with it self substantial training cost. Telenor’s Benefit Program is an impressive one. This is a new phenomenon and is gaining appreciation due to its favorable effects on performance and contentment. This would enhance . In their workforce there should be a quota for the disabled people.
capabilities and resource strengths Developing Technical Know How in Employees Developing budgets to steer ample resources into critical value chain activities Creating strategy supportive policies and procedures Instituting best practices and a commitment to continuous improvement Installing support systems and Value added Services .the image of the organization being socially responsible Following can be the future plans of action that Telenor can pursue in order to ensure sustainable growth: Improve network quality to make it a sustainable competitive advantage Develop an employee exchange program for enhanced employee motivation Establish a coordination department/integrated IT system for effective communication Introduction of employee stock options Quota for the disabled people for greater CSR and diversity Building an organization with competency.
Among various parameters. The information collected will be critically analyzed to describe the strengths and weaknesses of the organization. the personnel management and its characteristics will be discussed in detail along with the culture of organization. Possible recommendations will be suggested in the end to manage the challenges faced by the different hierarchical levels at Telenor Pakistan. .Summary The report aims to analyze the human resource management system of a leading telecom operator in Pakistan Telenor. Strategies resulting from these two variables will determine the effectiveness of the organization.
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