Sub Kah Do

SUB
KAH
DO…………
HR PRACTICES AT ZONG
MR NAVEED • ADVISOR AT
ANJUM
MS
• COORDINATOR AT
SHUMAILA
ZonG
SNR MANAGER Say it all
OD, PM & HR OPERATIONS
3
SEQUENCE
• Introduction • Zong HR Strategy & Principles
– Objective – Zong HR Objective
– Methodology
– Scope – Zong HR Strategy
• Zong Introduction – Zong HR Guiding Principles
– Vision, Mission & Core values • Zong HR Practices
– Structure of Zong – HR Planning
• Environmental Analysis – Recruitment & Selection
– External Environmental Analysis
– Performance Management
– Industrial Analysis
– Comparative study of HR – HR Operations
practices • Observations
– SWOT Analysis
• Recommendations
• HR Department at Zong
– Structure • Conclusion
– Functions • Q&A
– Key Responsibilities
4
5
INTRODUCTION
• OBJECTIVE
– The objective of this research is to analyze Human
Resource (HR) practices in Zong. The research
project is a requirement for the award of degree
”Masters in Human Resource Management”
(MHRM) by SZABIST.
6
INTRODUCTION
• METHODOLOGY
– Interaction with concerned HR personnel of Zong,
and other employees.
– E-mails.
– Consulting HR Text Books.
– Zong Website/Internet.
7
INTRODUCTION
• SCOPE
– Scope of this research is limited to Zong’s HR
Department only.
8
ZONG INTRODUCTION
• In 2004, Paktel was the first mobile
telecommunication company which launched
GSM services in Pakistan.
• In 2003, Millicom, bought Paktel.
• In January 2007 Millicom sold Paktel for $284
million to China Mobile (CMPak).
• So far CMPak has invested more than US$
2500 million in telecom sector in Pakistan.
Con’t
9
ZONG INTRODUCTION
• CMPak’s edge comes from the experience and
expertise of running the world’s largest
telecom service.
• In 2007 China Mobile Company introduced its
new brand in Pakistan called “ZONG” formally
“Paktel” with introductory slogan “Say
everything” or “Sub Kah Do”.
10
ZONG INTRODUCTION
• VISION
– “Making Communication Exciting”
– Deliver continuous innovation and exceptional
quality services.
– In doing so, CM Pak will become our customers’
partner of choice, our industry’s employer of
choice and our shareholder’s investment of
choice.
11
ZONG INTRODUCTION
• MISSION
– To be the leading mobile Operator of Pakistan by
continuously innovating and offering exceptional
quality services; to be a good corporate citizen
and envoy of friendship between China and
Pakistan.
12
ZONG INTRODUCTION
• CORE VALUES
– Commitment to Customer Satisfaction.
– Passion for Business Excellence.
– Trust and Integrity.
– Respect for People.
– Responsible Corporate Citizen.
13
ZONG INTRODUCTION
CEO
(Mr Fan Yun Jun)
HR HEAD COO CFO CTO CIO

(Mr Zhang) (Mr Fan) (Mr Feng) (Mr Yan) (Mr Sajid)
DIR DIR NPI

PMO MARKETING FINANCE IT
DIR ADMIN
NPI O&M
CORP SALES
DIR SALES & LEGAL &

DISTRIBUTION REG:
S &D M A.S.M
B.D.O B.D.O
14
15
ENVIRONMENTAL ANALYSIS
• EXTERNAL ENVIRONMENTAL ANALYSIS
– Immense competition with other cellular
companies like Mobilink, Ufone, Warid and
Telenor.
– Other companies have huge market shares.
– The ZonG external-environment includes their
external customers, agents and distributors,
suppliers, our competitors, etc.
– Other forces affecting the environment e.g.;
Political forces, Economic forces, Socio-cultural
forces, and Technological forces.
16
• INDUSTRIAL ANALYSIS
– Zong is doing good since its fairly new in the market and still giving
competition to the old telecommunication members.
– The data below shows the comparison of last 5 years subscribers of
different telecommunication organizations.
40,000,000
35,000,000
Subscribers
30,000,000
MOBILINK
25,000,000
UFONE
20,000,000
ZONG
15,000,000
TELENOR
10,000,000
WARID
5,000,000
0
2007 - 08 2008 - 09 2009 - 10 2010 - 11
Con’t
17
Market Share
Telenore Warid Mobilink ZonG Ufone
18%
27%
9%
16%
30%
Con’t
18
Males percentage Females Percentage
Mobilink
Ufone Zong 9%
Mobilink
91% 10%
91%
Warid
Zong Warid
15%
90% 85% Telenor
18%
Telenor Ufone
82% 9%
Con’t
19
Training % Internally Turnover Ratio
Mobilink
Mobilink Telenor
Ufone 16%
21% 21%
25%
Warid
Zong Warid 21%
Zong
28% 23%
5-6%
Telenor Ufone
17% 16%
Con’t
20
Con’t
21
22
• HEADCOUNT – FEB 2011
Age Analysis Avg. Age

32 Years
Total Permanent Employees 788 51-64
41-50
Total Outsourced Employees 1704 2%
7%
31-40
36%
20-30
55%
Con’t
23
Qualification Analysis Staff at Locations
Under Diploma HQ
Graduate Engineer Engineering
1.85% Graduate South 48%
1.14% Central
23.33% 14%
Post I,II,III
Graduation 23%
15.08%
MBA
26.17%
M.Phil. Finance
Professional North
0.28% Graduation
2.99% 15%
29.16%
Con’t
24
120%
100%
80%
60% HR
working
40% HR scope
20%
0%
Mobilink Telenor Zong Ufone Warid
25
• COMPARATIVE STUDY OF HR PRACTICES
1. RECRUITMENT & SELECTION
Sr# HR PRACTICES Mobilink Telenor Ufone Warid Zong
1 R&S Methods
A Centralized
B Outsourcing √ √ √ √ √
C Internal √ √ √ √ √
D External √ √ √ √ √
2 EEO Compliance
√ √ √ √ √
3 Gender Diversity
A Male % 91% 82% 91% 85% 90%
B Female % 9% 18% 9% 15% 10%
Con’t
26
2. PERFORMANCE MANAGEMENT
1 PMS METHOD
A Formal √ √ √ √ √
B Annual Appraisal √ √ √ √ √
C Monthly Review √ √ √ √
D Quarterly Review √ √ √ √
E Bi-Annually Review √ √
F Yearly Review √ √ √ √ √
2 PMS Decision
A Probation Separation/Extension √ √ √ √ √
B Contract Separation/Extension √ √ √ √
C Transfer √ √ √ √ √
D Promotion √ √ √ √ √
E Early Retirement √ √ √ √
27
3. TRAINING & DEVELOPMENT NEEDS
1 TNA identification methodlogy
A TNA through PMS √ √ √ √ √
B TNA through Consultant √ √ √ √ √
28
ZONG COVERAGE
HR PRACTICES AT ZONG 29
30
SWOT ANALYSIS
• STRENGTHS
– China mobile is a Strong Historical and trusted

Brand.
– Continuously improving its Network Services.
– Backing of World’s Largest Mobile Company.
– Strong relationship with the Government and

PTA.
Con’t
31
SWOT ANALYSIS
• STRENGTHS
– Lowest rates nationwide rates.
– Strong image of parent company.
– Network portability.
– Huge location and geographic coverage(has around

6000-7000 sites all over Pakistan).
– New talent & fresh graduates are preferred .
32
SWOT ANALYSIS
• WEAKNESSES
– Weak brand image - still fairly new to the market.
– Fresh graduates are preferred over senior and

experienced ones.
– Acquisition from Paktel with its beurocratic

environment.
– Work environment is very casual.
– Label of “Chinese Brand”.
33
SWOT ANALYSIS
• OPPORTUNITIES
– Can expand globally from Pakistan.
– Opportunity of grow its customer base due to

increasing trend of using mobile phones.
– Can win the customers of its competitors by providing

them superior service on lower price.
– Zong can be a pioneer in southern Punjab, Northern

areas and Baluchistan.
34
SWOT ANALYSIS
• THREATS
– Threats of new entrants.
– Threat from other cellular brands.
– Bad economic/security conditions of the country.
– Electricity & Energy Problems.
35
36
HR DEPTT AT ZONG
ZONG HR STRUCTURE
HEAD OF HR DEPARTMENT
Sr. Manager HR
Sr. Manager HR
(OD, Performance Management &
(Human Capital & Compensation)
HR Operations)
37
HR DEPTT AT ZONG
• ZONG HR MANAGEMENT
Fayyaz Hussain Hashmi
Sr. Manager HR, (Human Capital & Compensation)
• Qualification: MBA, Post Graduate Diploma in Strategic HRM,
Diploma in Global HR Management.
• Experience: 17 Years total HR Experience. 05 Years at Zong.
Shumaila Afzal
Sr. Manager OD, (Performance Management & HR
Operations)
• Qualification: MBA
• Experience: 6.5 Years total HR Experience. 2 Years at Zong
38
ZONG HR OBJECTIVES
• Build Capacity To Grow
– Short - Medium - Long Term
• Strengthen Organization & People
Capability
• Institutionalize H.R Processes
/Interventions
• Partner in Successful Transformation
• Become Employer Of Choice
39
FUNCTIONS OF HR DEPARTMENT
HUMAN CAPITAL
ACQUISITION
OD &
COMPENSATION PERFORMANCE
AND BENEFITS MANAGEMENT
HR OPERATIONS
40
HR DEPTT AT ZONG
• KEY RESPONSIBILITIES OF HR DEPARTMENT “AT HQ”
– HR Budgeting & Headcount Planning
– Recruitment & Selection
– Employee Record Management
– Salary & Benefits Planning & Processing
– Training & Development
– Performance Management
– Employee Relations, Employee’s Grievances
41
HR DEPTT AT ZONG
• KEY RESPONSIBILITIES OF HR DEPARTMENT “REGIONS”
– Employee Communication and Support
– Support in Recruitment & Selection
– Handle Employee Logistics , exit interviews & even
management
– Support in Training & Development & Performance
Management
42
43
HR STRATAGY & PRINCIPLES
• STRATEGIC ROLE OF HR
– Source
• Staffing Strategy and Capability
• Employer Branding & Marketing
• People Planning
– Perform
• Performance Development
• Productivity/Effectiveness
– Develop
• Talent Management
• Learning & Development
• Leadership Development
44
• STRATEGIC ROLE OF HR
– Affiliate
• Reward and Recognition Philosophy
• Reward
• Diversity
• Employee Engagement and Culture
– Initiate
• Change Management – Cultural Transformation
• Organizational Development
45
• ZONG HR GUIDING PRINCIPLES
– Align – Integrate – Innovate
• With Business – H.R Interventions – H.R Practices
– Facilitate Change Effort
• Build Interventions That Support Change & Growth
• High On Touch – Advise & Support Line
• Train People on Change & Transformation
• Benchmark Best Practices
– Create Impact
• Tangible Results - Work Culture – People
• Lead in H.R Innovation
46
47
HR PLANNING PROCESS
Need for a new job is analyzed by a
Department
Need is conveyed to HR Department
HR Deptt analyze Job responsibilities &

competencies required
Job Description encompassing Job title,

Deptt, SKA, Gender and Working
location is devised
48
REC & SELECTION PROCESS
• Cost of Recruitment
Preliminary • Time required for recruitment process
• Approval CEO and Dir HR & Finance
• Newspapers
Add
• Official Web Site
• Receive Applications
Applications • Sift Applications as per requirement
• Call letters
Interview • Competency based interview by a panel of HR and
Line manager
Offer • Offer and acceptance letters are given to the

candidates
Checks • Back ground checks are conducted
Joining • Joining letters and instructions are given

to successful candidates
49
PERFORMANCE MANAGEMENT
• PROCESS OF PERFORMANCE MANAGEMENT
Step-I
Step-II Step-III
Setting up of Step-IV Step-V
SMART Agreeing T&D Interim/ Half
Yearly Annual Appraisal
objectives and resource
Reviews Decisions
and requirements
competencies
50
• ASSESSMENT RATINGS AND EFFECTS
(Performance Improvement Program)
51
• ASSESSMENT RATINGS AND EFFECTS
Scoring Increment Annual Performance Bonus
Grade Percentage Disbursement
A 16-20% of Gross Salary 100% of the bonus declared
B 11-15% of Gross Salary 80% of the bonus declared
C 07-11% of Gross Salary 60% of the bonus declared
D 02-06% of Gross Salary 40% of the bonus declared
E 00-03% of Gross Salary 0%
52
• ASSESSMENT RATINGS
Scoring Grade Bell Curve distribution percentages
A 10%
B 15%
C 50%
D 15%
E 10%
A 10% B 15% C 50% D 15% E 10%
53
54
HR OPERATIONS
• HR OPERATIONS VALUES & PRACTICES
•Hajj Draws Employee
• Independence Day celeb Facilitation /
• New Year Celeb Daily HR
•Ramadan Meals & Eid Operations
Cakes Staff Welfare
•Health Club Grievance
activates Management &
Employee
Counseling
•Flood relief fund

Corporate Social Strong
•Swat IDPs
Responsibility reporting of
•Environment Protection
Exit Interviews
Activities
•Scholar ship Prog for UET Entertaining
students Event
Management
•Support to rain affecties in
sind
55
56
DATA ANALYSIS
Recruitment & Selection
NEUTRAL
9%
NO
17 %
YES
74 %
57
DATA ANALYSIS
Performance Management
NEUTRAL
7%
NO YES
36 % 57 %
58
DATA ANALYSIS
Reward & Recognition
NEUTRAL
10 %
NO
29 %
YES
61 %
59
60
61
OBSERVATIONS
• Adherence to organizational HR policies/ processes is not as
required.
• Female induction is less.
• Senior and experienced employment candidates are ignored.
• Less efforts for Branding Zong .
• Negligible services available in Southern Punjab, Baluchistan
and Northern Areas.
62
63
RECOMMENDATIONS
• Good HR policies/processes have been devised by the
organization and strict compliance may be practiced at all
levels.
• Female induction may be increased for ensuring equal
opportunities.
• Senior and experienced employees may also be given due
preference and developed accordingly.
• Strong Branding be done to make Zong.
• Expansion in Southern Punjab, Baluchistan and Northern
Areas may be undertaken at the earliest.
64
CONCLUSION
THANK
YOU…………
CONCLUSION
Zong offers several promotions, services and packages to cater
to different needs of a wide variety of customer base. They
have done considerable research In order to understand
customer needs of this country based on their cultural as well
as religious compulsions. For the first time users will get what
they want, rather than being made offers that suit operational
needs more than user needs. China mobile has proven itself as a
brand now and it seems like they are going to give competitive
environment to other cellular companies in coming days. The
hardest part of china mobile is to rebuild the image that had
been lost by Paktel. They are still a fairly new brand and their
customer base is limited in comparison to the market giants so
they need to be really innovative and use young/experienced
talent in order to reach the top.

Sub Kah Do

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SUB

HR HEAD COO CFO CTO CIO

DIR DIR NPI

DIR SALES & LEGAL &

Age Analysis Avg. Age

– China mobile is a Strong Historical and trusted

– Continuously improving its Network Services.

– Backing of World’s Largest Mobile Company.

– Strong relationship with the Government and

– Strong image of parent company.

– Huge location and geographic coverage(has around

– New talent & fresh graduates are preferred .

– Fresh graduates are preferred over senior and

– Acquisition from Paktel with its beurocratic

– Work environment is very casual.

– Label of “Chinese Brand”.

– Opportunity of grow its customer base due to

– Can win the customers of its competitors by providing

– Zong can be a pioneer in southern Punjab, Northern

– Threat from other cellular brands.

– Bad economic/security conditions of the country.

– Electricity & Energy Problems.

Need is conveyed to HR Department

HR Deptt analyze Job responsibilities &

Job Description encompassing Job title,

Offer • Offer and acceptance letters are given to the

Checks • Back ground checks are conducted

Joining • Joining letters and instructions are given

(Performance Improvement Program)

B 11-15% of Gross Salary 80% of the bonus declared

C 07-11% of Gross Salary 60% of the bonus declared

D 02-06% of Gross Salary 40% of the bonus declared

E 00-03% of Gross Salary 0%

A 10% B 15% C 50% D 15% E 10%

•Flood relief fund

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