Bangladesh University

Internship Report
On

Recruitment & Selection Process

Of
GRAMEENPHONE LTD.
Recruitment & Selection Process
Of
Grameenphone LTD
Bangladesh University
Internship Report
On

Recruitment & Selection Process of

Grameenphone LTD.

Submitted To:
Afsana Tajnin
Lecturer

Department of Business Administration

Bangladesh University

Submitted by:
Mohona Jahan Muna

ID NO- 201421138074

Batch-38th, Program: BBA

Major: Human Resource Management (HRM)

Bangladesh University

Submission Date: 31/05/2018

Letter of Transmittal

To

Afsana Tajnin

Lecturer

Department of Business Administration

Bangladesh University

Subject: Submission of Internship Report.

Dear Madam,

It is indeed a great pleasure to have the opportunity to submit the report of my

internship. I have prepared this report in accordance with the instruction given by you.
The topic of my internship is "Recruitment & Selection Process of Grameenphone
Ltd ". It is an obligatory requirement of BBA student to be attached with an organization
for three months in order to gain practical knowledge about management and other
related issues, which is referred to as the Internship Program. I have got an opportunity
to practically work in Grameenphone Ltd. recruitment and selection department as an
intern. I have tried my level best to complete this report with the necessary information
and suggested proposals that you have provided me with.

I hope that the report will meet your expectations and would really appreciate it if you
would enlighten me with your thoughts and views regarding the report. I will be always
available for answering any query related to this paper.

I hope you will accept my report and oblige me there by.

Yours truly,

…………………......

Mohona Jahan Muna

ID: 201421138074

Major: HRM (Human Resource Management)

Batch: 38th

Department of Business Administration

Bangladesh University
 Supervisor’s approval Letter

This is to certify that the internship report on "Recruitment & Selection Process of
Grameenphone Ltd for the award of BBA from Bangladesh University is of 3months
internship carried out by Mohona Jahan Muna under my supervision. No part of this
report for any dgree, diploma, title or recognition before.

I wish her all the success and prosperous life

…………………………..

Afsana Tajnin

Lecturer

Department of Business Administration

Bangladesh University
 Letter of Approval of Head of Department

This is to certify that Mohona Jahan Muna, ID-201421138074 a student of BBA 38th
batch. Major Human resource Management, department of Bangladesh University has
done an internship and submitted the report entitled Recruitment and Selection of
Grameenphone Ltd under my supervision and guideline.

I wish her all the success and a prosperous and guideline.

…………………..

Engr.MA. Ghulam Dastagir

Secretary Board of Trustees, BU

Advisor Dean and Head

Department Of Business Administration

Faculty of Bangladesh University

 Acknowledgment

By the grace of the Almighty, I would like to say that the submission of the report
entitled "Recruitment and Selection Process of Grameenphone Ltd" is a great
achievement and delighting occasion for me.

Completion of the report has made me grateful to a number of persons; First of all I
would like to acknowledge Afsana Tajnin Lecturer, Internship Supervisor, Department
of Business Administration, Bangladesh University for his generous cooperation and
constant guidance that made me really confident about the desired outcome of my
internship report.

I am also grateful to Imtiaz Ahmed, Head of Digital Care, Digital Channels & Distribution,
Grameenphone Ltd who provided all the necessary information about the organization
and was very much cooperative during supervision of my internship period.

I would also like to acknowledge and thanks the following personnel who has extended
their whole-hearted cooperation for preparing this report.

 Imtiaz Ahmed
 Atique-Ul Md. Islam
 Iqbal Mahbub
 Iftekhar Tanveer Ahmed Khan
 Anika Faria
 Md. Imranul Hossain

Finally, thanks to Bangladesh University for arranging an excellent opportunity to make

an internship course work where the students are getting the ultimate benefit to make
their academic learning into the experience.
 Executive Summary

Grameenphone Ltd (referred to as GP) is the leading telecom service provider in Bangladesh.
It has better network with better services. Its wide coverage of network and flawless
Customer service makes it the pioneer. To reach this position the most important is the
workforce of Grameenphone. The skilled workforce and their tremendous work make a
difference with the telecommunication service provider companies. This report is the result of
three months long internship program conducted in Grameenphone Limited and is prepared
as a requirement for the completion of the BBA program of BangladeshUniversity. The
report is prepared to fulfill the partial requirement of the course Human Resource
Management.

The different aspects of Human Resource Management, which we learn in theory, should be
compared with the real life scenario on the basis of practical implications. The aspects of
Grameenphone that have been focused on are the issues of on the Employee’s Engagement,
and Effectiveness. These were the areas of focus due to the nature of the issues that have
been observed during my tenure at Grameenphone. Previous Literature was reviewed on the
aforementioned issues and their implications were studied and further recommendation was
given. Some of the implications focus on improving aspects of other social engagement of
employees to keep them happy, better incentives and to bring out the best productive
performance from the employees at Grameenphone.
 Table of Contents

Introduction......................................................................................................................................5
Background of the study..........................................................................................................6
Objective of the Report.............................................................................................................7
Scope of the study......................................................................................................................7
Significance of the study..........................................................................................................7
Methodology of the Study........................................................................................................8
Blank Questionnaire.................................................................................................................13
Literature Review..........................................................................................................................15
Company Overview and Job Responsibilities......................................................................17
Finding Analysis and Interpretation.......................................................................................37
Recommendations........................................................................................................................56
Conclusion.......................................................................................................................................58
Reference.........................................................................................................................................60
Introduction
Background of the study

You have to be very careful with our strategy in this business world. Every company and
every industry takes different strategies to survive in this dynamic world. Most of the
companies are now using different HRIS in their operation to make their business more
effective and efficient. Even some companies start a business transforming program to
get a competitive advantage over their competitors. This report is actually made to
present the recruitment and selection process of Grameenphone Ltd. This report is a
study of the recruitment process, supportive management, and working environment in
the context of Grameenphone Ltd. I have focused on the current HR practices that
Grameenphone is performing in their recruiting process to make their employee enforce
more productive.

Origin of the report

Internship Program of Bangladesh University is a Graduation requirement for the BBA

students. This study is a requirement of the Internship program of the Bangladesh
University. The main purpose of the internship program is to get the student exposed to
the job world. Being an intern the main challenge was to translate the theoretical
concepts into real life experience. An internship is like a glimpse of the real job.

The Real Purposes of the Internship Program are:

 Practical knowledge about the job responsibility.

 To experience the real corporate world.
 To compare the real situation with the lessons

This report is the result of three months long internship program conducted
Grameenphone Ltd and is prepared as a requirement for the completion of the BBA
program of Bangladesh University.

As a result, I need to submit this report based on the “Recruitment & Selection Process
of Grameenphone Ltd”. This report also includes information on the products and
services of Grameenphone and the overview of the organization and also facilities they
offer to satisfy their employees.
Objective of the Report

Broad Objective

The main objective of this report is to provide necessary information about the
procedures of Recruitment and selection techniques followed by the Grameenphone ltd
through the HR Department.

Specific Objective

a) To have a clear view about what is actually happening in the field of HRM of the
selected business organization.

b) To collect information and insight about the Recruitment & Selection function of
the organization.

c) To experience different Recruitment & Selection system those are being followed
by Grameenphone ltd.

d) To relate the theoretical knowledge with the real life experience of the
Recruitment & Selection process of Grameenphone ltd.

Scope of the study

This report is sort of a real life case study, which means it is the illustration of the real
scenario of the selected organization. So the scope of this report is limited. The first
scope of this report is to have practical experience about how a research is done in the
business organizations. The report has the scope to cover different aspects of HRM,
which includes HR practices like Recruitment, Selection. It was part of my academic
program to learn HR practices of Grameenphone ltd to understand a real life scenario of
the business world. Hence, this report does not go into the deep of the HRM activities of
the selected company, it is beyond this report’s scope to make focused suggestions or
recommendation other than relating the observed and reach to a conclusion.

Significance of the study

This report will be useful for the Human Resource Department of Grameenphone ltd, the
employees, the Company and the Community as a whole. What are the ongoing HR policies in
Grameenphone ltd and what can be done to improve their strategy? The recommendations I
am going to offer some of them might be beneficial to the company to perform better and will
be effective to know the flaws from inside.
Methodology of the Study

While conducting the study various data were collected from various sources. The data collected are
divided according to their different natures and sources. The study is done with the help of the
following data:

Nature of the Data:

In this report both Primary and Secondary sources of data was used. The project was
basically executed by gathering information while working with the employees.

1. Primary data collection

The primary data are those which are originated by the researcher for the specific
purpose (“Malhotra & Dash,” 2011) and these are collected fresh and for the first time
and thus happen to be original in character. While doing the survey of the employees I
have used the primary source followed by two techniques and they are as follows:

• Personal observation.

• Practical deskwork.

Personal Observation: Observation is the process of recognizing and noting people

objects and occurrences rather than asking for information. Informal observations
remove the elements of bias and effect of reaction from research. Here, I have observed
the working environment, relationship with colleagues and seniors and the amount of
task they are given.
Practical Deskwork: When I was working in the P&O division, I have worked in different
departments as well. While working, I have collected the data by talking to my
supervisor and my seniors regarding GP, which I needed to accomplish my report. At the
end I can say that for collecting primary information, regular diary and the training
session of my internship period helped me a lot.

2. Secondary data collection

Secondary data are those which are collected for some purpose other than the problem
at hand (“Malhotra & Dash,” 2011) and they are already done and are presented in
libraries & internet. An intensive literature survey was required to acquire relevant
knowledge. Relevant literature like published and unpublished thesis, reports etc. have
been reviewed with a view to increase the knowledge and regarding the issue. Above all
the storehouse of knowledge, “Internet” was a part of the organization review.
Research Design:

Exploratory Research is to explore or search through a problem or situation to provide

insights and understanding. (“Malhotra & Dash,” 2011) and I have done exploratory
research by working in the organization for 4 months. Multiple cross-sectional designs:
When there are two or more samples of respondents and information from each sample
is obtained only once. (“Malhotra & Dash,” 2011) I have used this method for survey
where my respondents were 46 and I have surveyed through questionnaire only once
from each respondent.

Questionnaires: The questionnaire is a formalized set of questions for obtaining

information from respondents (“Malhotra & Dash,” 2011). My questionnaire is on
Employees’ Perception about HR functions in Grameenphone Ltd.

Research philosophy: It refers to the systematic search for existence, knowledge, values,
reason, mind, and language. This research requires an open mind in order to establish
facts to both new and existing mysteries e.g. until I had joined GP I did not know that
the external recruitment was freeze, while doing internship I got to know about their
temporary policy. The research was inductive which refers to observation to theory. From my
observation in the primary and secondary data collection I have concluded from observation to
theory.

Population: Population is the aggregate of all the elements, who shares some common
set of characteristics that comprises the universe for the purpose of conducting a
research. (“Malhotra & Dash,” 2011) It is the collection of questions in an arranged
manner. My population is the employees of Grameenphone who has more than 5100
employees, where I have taken a sample based on my convenience.

Sampling Unit: The basic unit containing the elements of the population to be sampled is
known as sampling unit (“Malhotra & Dash,” 2011). In any organization, there are many
employees in different levels, so the sampling unit of the report is each level of
employees in GP e.g. P & O, Shared Service, Corporate Affairs, Sourcing etc.

Sampling frame: A representation of the elements of the target population is known as

the sampling frame (“Malhotra & Dash,” 2011).The sampling frame of this report is the
list of employees who get different services from P&O division. Census: A complete
enumeration of the elements of a population or study objects (“Malhotra & Dash,” 2011).
Census is conducted for the project paper.
Sample size: Sample size is the total number of sample elements from the population
selected in the sample, which represents the whole population of the research. Among
5100 employees, I have surveyed 46 employees in Grameenphone Ltd. Quantitative
Data: Quantitative data is based on the statistical or mathematical technique which is
given in numbers and percentages. The report that I have conducted was based on
quantitative data where I have shown statistical calculation on the employees who took
part in the survey.
Limitation of the Study

During the internship period there are various problems I faced almost every day.
Though it started at the 1st day I joined but at the end problem was solved. But I was
unable to learn many things due to the following reasons:

• Being an intern I wasn’t allowed to use the printing machine when the need
arose.

• All the employees helped whenever I needed but they did not share much
internal information about HRD. As a result I could not collect sufficient
information pertaining to this report.

• The company does not have sufficient source of secondary data and collection
of data was not smooth.

• As compliance was very implicit and confidential it was difficult for me to get
these data for my research.
 Blank Questionnaire

A survey on the Employees’ Perception about HR functions in Grameephone Ltd.

Disclaimer: The data gathered through this questionnaire will be used exclusively for the purpose of academic
research only.

A. General profile of Respondent:

B. Employment History Question:

C. Recruitment & Selection History Questions:

Reasons for Either:
____________________________________________________________________________________________________
____________________________________________________________________________________________

13. Please read the following statements carefully and fill up the questionnaire according to your level of satisfaction:

14. Please read the following statements carefully and fill up the questionnaire according to your level of agreement:
 Literature Review
In order to place this work in context and attain the purpose of the study, it is important
to review existing literature on links to previous research on the subject area and some
concepts that are of relevance to the thesis.

Boxall, Purcell and Wright, (2007) highlight five different questions an organization has to answer to
have an effective recruitment strategy in order to pursue its survival and success. Those questions
are “Whom to recruit?”, “Where to recruit?”, “What recruitment sources to those questions are
“Whom to recruit?”, “Where to recruit?”, “What recruitment sources to this study relates to the
manner by which SO.NA.RA implements its employment policies. The essence is to understand
whether such policies are applied appropriately in the way they have been designed. What is of
interest here is that if such policies are contravened in the process of implementation it implies that
the recruitment and selection of candidates in the studied company is likely to be biased.

Boxall and Purcell (2008) present the best fit and best practice approaches as a two way process to
be used by firms in order to connect their human resource strategy with their business strategy.
Efficiency on the other hand reveals whether the planned objectives of the policies bring forth the
anticipated returns to the business. The bone of contention here is to establish a matrix of the policy
objectives and the intended outcome. James et al., (1979) state that effectiveness is measured in
terms of achieving and with the use of limited resources. They emphasize that; the concept of
efficiency must be added to that of effectiveness. Though these two concepts are related, they
however have some common differences. To understand the meaning of effective performance it is
realized that achieving desirable ends is necessary for effective performance whereas the efficient
use of resources is necessary but not sufficient for effectiveness.

Micheal et al. (1979) hold that effectiveness is easy to understand when itis contrasted with
efficiency. They claim that, effectiveness underscores the long- range continuing nature of
management meanwhile efficiency is considered a short term measure on how well an organization
uses its resources. Efficiency measures are used to see whether organizations are meeting their
short-term targets in which case, efficiency is considered a short measure. It short and concrete, it is
comparatively easy to measure effectiveness. For example, in cases of two companies, one whose
goal is to construct a canal linking the Red and Mediterranean seas and another whose goal is to
build a tunnel linking Britain and France, it is true that the former was effective while the latter was
not. If the organizational goal is a continuous one, measurement is already a problematic, (Etzioni,
1964). This is the motivation behind the purpose of studying the recruitment strategy of SO.NA.RA
that is likely influenced by several factors for instance, discrimination and corruption. Corruption is a
complex phenomenon that needs to be understood from varying perspectives.
 Treisman (2000) noted that corruption is a contributory factor for the failure of most developing
countries to develop and that, results from recent studies show that there is a correlation between
higher perceived corruption and lower investment and growth. Stanley et al., (2008) argue that as an
abuse of public power for private benefit through bribery, nepotism, embezzlement etc. and
corruption has become a global phenomenon that affects nearly all aspects of social and economic
life. It is known to weaken the institutional foundation of a country that is fundamental for economic
growth (World Bank, 2000). Discrimination and corruption are visible in Cameroon and are perceived
variables that give Cameroon employers the tendency to have an influence or control over and
causing imbalances in the labor market. Both nationally and internationally there are employment
laws that influence the way recruitment or employment should be carried out. The 2009/2000
report from the ministries of Economy and Finance recognizes that the employment situation in
Cameroon remains a great concern, and reveals that unemployment affects more than 25% of the
active population, particularly the youth in urban areas.

Amidst this, Cameroon has a Labor Code (Labor Code N° 92/007 of August 1992) which is the main
employment protection legislation machinery that plays a major role in regulating employment
practices. In terms of institutional developments, the government has also adopted a National
Employment Policy Bill. To strengthen this bill, an employment observatory has been set up with the
objective of facilitating employment and the optimal utilization of human resources to make sure
that the process is fair and helps to prevent discrimination. This could be a way forward as Windolf
(1986) argues that discrimination begins during the first stages of the recruitment process. Windolf’s
(1986) article on “Recruitment, Selection, and Internal Labor Markets in Britain and Germany”
touches on the major theme of this study and has been identified as a blueprint for the discussion of
the empirical findings since it actually gives a holistic explanation of the problem area through an
explanation of the various recruitment strategies that firms used to handle complex labor markets.
The typology is limited to the recruitment strategies per se because this is what lay the foundation
for sourcing employees and determine the second phase which is the selection stage.

According to Windolf (1986), the choice of a particular recruitment strategy by a firm is specific to
the resources available to the organization at hand and its environmental dynamics. The labor
market power of companies is determined in relation to local competition and is defined as the
degree of choice a company can exercise in deciding upon a particular recruitment strategy. Windolf
as well argues that the recruitment process usually begins by defining the profile of the ideal
candidate which implies the applicant who will best fit the job. Sometimes the profile could be more
or less clearly defined in terms of formal education, sex or age. He points out that a narrow
definition of the ideal candidate in terms of age 30-35, male, native born or otherwise excludes
many potential applicants (women or older workers) who might be capable of doing the job. It is at
these first stages of the recruitment process that discrimination actually begins (ibid). Firms may
advertise the vacancy or they may restrict recruitment to the internal labor market (ILM) or to
friends or relatives of employees. The use ofsuch closed recruitment channels based on ILM or
social.
Company Overview
and Job Responsibilities
3.1 Historical Background
Grameenphone the leading telecommunications operator of Bangladesh is part of Telenor
Group which has a presence in 13 markets across Europe and Asia.

Before Grameenphone’s inception, the phone was for a selected urbanized few. The cell
phone was a luxury: a flouting accessory for the select elite. The mass could not
contemplate mobile telephony as being part of their lives.

Grameenphone started its journey with the Village Phone program: a pioneering
initiative to empower rural women of Bangladesh. The name Grameenphone translates
to “Rural phone”.

Starting its operations on March 26, 1997, the Independence Day of Bangladesh,
Grameenphone was the first operator to introduce GSM Technology in this country.
Grameenphone pioneered the then breakthrough initiative of mobile to mobile telephony
and became the first operator to cover 99% of the country’s people with network

Since its inception, Grameenphone has built the largest cellular network in the country
with about 13000 base stations. Presently, nearly 99 percent of the country's population
is within the coverage area of the Grameenphone network. Grameenphone has always
been a pioneer in introducing new products and services in the local telecom market.

Grameenphone was also the first telecommunication operator in Bangladesh to introduce

the pre-paid service in September 1999. It established the first 24-hour Call Center,
introduced value-added services such as VMS, SMS, fax and data transmission services,
international roaming service, WAP, SMS-based push-pull services, EDGE, personal ring
back tone and many other products and services. In October 2013 the company
launched 3G services commercially. The entire Grameenphone network is
3G/EDGE/GPRS enabled, allowing access to high-speed Internet and data services from
anywhere within the coverage area. There are currently over 30 million Internet users in
the Grameenphone network.

Grameenphone is the leading and largest telecommunications service provider in

Bangladesh with more than 63 million subscribers as of September 2017.

Some other facts

 Grameenphone has so far invested more than BDT 29,900 crore to build the
network infrastructure
 Grameenphone is one of the largest taxpayers in the country, having contributed
more than BDT 52,340 crore in direct and indirect taxes to the Government
Exchequer over the years
 There are now more than 1600 GP Service Desks across the country covering
nearly all Upazilas of all districts and 94 Grameenphone Centers in all the
divisional cities
 Grameenphone has about 3000 full and temporary employees
 700,000 people are directly dependent on Grameenphone for their livelihood,
working for the Grameenphone dealers, retailers, scratch card outlets, suppliers,
vendors, contractors, and others.
3.1.1 Mission, Vision, and Values at Grameenphone Ltd

Mission:

We exist to help our customers get the full benefit of being connected. Our success is
measured by how passionately they promote us.

Vision:

We provide the power of digital communication, enabling everyone to improve their

lives, build societies and secure a better future for all.

Values:

Make it Easy

Everything we produce should be easy to understand and use. We should always

remember that we try to make customers’ lives easier.

Keep Promises

Everything we do should work perfectly. If it doesn’t, we’re there to put things right.
We’re about delivery, not over-promising. We’re about actions, not words.

Be Inspiring

We are creative bringing energy and imagination to our work. Everything we produce
should look fresh and modern.

Be Respectful

We acknowledge and respect local cultures. We want to be a part of local communities

wherever we operate. We want to help customers with their specific needs in a way that
suits way of their l best.
Brand Promise:

Go Beyond
3.1.2 Ownership Structure

The shareholders of Grameenphone contribute their unique, in-depth experience in both

telecommunications and development.

It is a joint venture enterprise between Telenor (55.8%), the largest telecommunications

service provider in Norway with mobile phone operations in 12 other countries, and
Grameen Telecom (34.2%), a non-profit organization of Bangladesh. The other 10%
shares belong to general retail and institutional investors.

The technological know-how and managerial expertise of Telenor has been instrumental
in setting up such an international standard mobile phone operation in Bangladesh.
Being one of the pioneers in developing the GSM service in Europe, Telenor has also
helped to transfer this knowledge to the local employees over the years

The international shareholder brings technological and business management expertise

while the local shareholder provides a presence throughout Bangladesh and a deep
understanding of its economy. Both are dedicated to Bangladesh and its struggle for
economic progress and have a deep commitment to Grameenphone and its mission to
provide affordable telephony to the entire population of Bangladesh.
3.1.3 Corporate divisions

Commercial: Commercial is one of the largest divisions in Grameenphone. It forms as

the bridge flanked by the Grameenphone and its customers. This division includes
marketing, distribution and retails sale, and customer experience

Finance: The finance department monitors and controls companywide finance and
procurement activities. They prepare financial statements while complying with
requirements of International

Financial Reporting Standard, Bangladesh Accounting Standard and other related local
legislations experience e.tc.

Corporate Affairs: Comprised of the Legal and Compliance department and Regulatory
Affairs Department, Corporate Affairs is responsible for ensuring that Grameenphone is
complying with the current legal obligations and requirements set by BTRC and other
government bodies. It develops, maintains and implements company strategies, policies
and procedures for its functional area.

Technology: The functions of the Technology department are very crucial as it is

involved providing the core product of Grameenphone. Are include with Implementation,
operation, planning, Design and Dimensioning.

People & Organization: This is responsible for all the HR functions of Grameenphone,
such as HR planning, recruitment and selection, training and development,
compensation, support and maintenance. There are various administrative functions
under the scope of P&O. HSSE is another department, which is responsible for ensuring
Grameenphone appropriate systems are in place to mitigate risk in relation to health,
safety, security and environment.

3.1.4 Details of the services

Grameenphone was the first operator to introduce the pre-paid mobile phone service in
Bangladesh in September 1999. It offers the pre-paid subscription under the name Easy
Prepaid which is currently called "Nishchinto, Amontron, Shohoj, Bondhu, Aapon, Smile,
Spondon, Business Solution prepaid". Besides Nishchinto, Amontrito, Shohoj, Bondhu,
Aapon, Smileys, Spondon, Business Solution, Grameenphone also offered a youth based
mobile to mobile connectivity within Bangladesh named djuice.
Grameenphone offers postpaid mobile service. Xplore Postpaid &Xplore Legend is the
name of its postpaid service. Grameenphone provides several other packages which can
be selected based on the type of tariff or features like pulse, SMS, and internet. Detailed
information about packages provided by Grameenphone can be found dialing 121 from
your Grameenphone number and can also be found using the official Grameenphone
android app available for free download on Google Play Store.
Other services are mentioned below.

Internet:

Grameenphone provides Internet service in its coverage area. As it has EDGE/GPRS/3G

enabled network, any subscriber can access to internet through this network.
Grameenphone was the first mobile operator in Bangladesh to offer EDGE and 3G
services to its subscribers.

MyGP App:

MyGP is a digital channel through which can be managed your GP services, pay your
bills, recharge on your number through MyGP App and web. Also one can buy Internet,
Voice, FlexiPlan and so many Special offers. MyGP provides the easiest way to
Add/Change FnF, Package migration and so on. Check Balance, VAS Execution, Package
Info Check, Take Emergency Balance are now easier and can be done with finger touch
through MyGP.

GP Music

GP Music offers both online and offline music streaming with unmatched music quality.
One can find their desired music at fingertips; GP Music has the largest local music
library along with the latest international releases.
G-Pay

To make the lives of its customers easier, Grameenphone Ltd. has re-launched its wallet
service with a new brand name ‘GPAY’ – a digitized and smart way to avail GP’s existing
range of payment services. GPAY Wallet lets customers pay their utility bills, Flexi Load
to their own or other GP numbers, and purchase train tickets right from their handset.
To avail these services customers can now refill their GPAY Wallets from nearby
MobiCash retail outlets or from selected GPAY partner bank accounts: DBBL Rocket
Mobile Banking Account, AB Bank core banking account, and Islami Bank mCash account
or internet banking. They can also refill their wallets from any Grameenphone Center.

Bioscope

Bioscope allows the users to enjoy Live TV and on-demand Video contents.
Wow Box

Wow Box is the number one lifestyle application of the Country which can be browsed for
free without any data charge. Moreover Wow Box offers 20 MB free for its users every
week.

In addition to browsing the full range of content offered in the app: including daily news
updates, lifestyle tips, games, sports, horoscopes, jokes and competitions - you can earn
tokens (which are reward points) that you can use to purchase internet offers.
GP Krishi Sheba Service

In Bangladesh, about 80% people indulged themselves with cultivating or have a

lifestyle directly or indirectly dependent on cultivating. With an increasing number of
population growth, the importance of cultivators and agricultural production is also
increasing. Even though land is limited, the cultivators are bound to increase the
production. For such large population of people who are highly dependent on
cultivations, the importance of techniques and technologies extreme. It is such a sector,
where the internet based data on making agriculture easier are not yet available. GP is
taking this opportunity to combine and introduce different services related to cultivation
together in order to aid the population involved with cultivating as they will find all the
relevant information they need from the same place.

Customers will be able to get a direct voice conversation by dialing 27676 for updated
agro information and advice on agricultural service from agro-specialists. Customer will
get below information/advice from the call center by dialing 27676 which is
BDT 3 per minute:

 Crop Cultivation
 Soil Information
 Fertilizer Information
 Poultry, Livestock, Fisheries farming

Customer will also be able to get everyday tips through SMS on Gardening (Flower,
Fruit, vegetable), weather update, and various tips on plant, Dairy & Fisheries. Customer
can browse through IVR menu by dialing 27676.
3.1.5 Operational details

Grameenphone is the leading and largest telecommunications company in the country

with the farthest-reaching network in Bangladesh. The company operates a digital
mobile telecommunications network based on the GSM standard in the 900 MHz, 1800
MHz and 2100 MHz frequency bands, under license granted by the Bangladesh
Telecommunication Regulatory Commission (BTRC).

Being one of the oldest competitors in the Telecommunications industry in Bangladesh,

Grameenphone has continually had to adapt and lead the way against newly emerging
telecommunication giants in Bangladesh such as Banglalink, Robi etc.

The operation details of Grameenphone cover an immense scope considering the size of
the customer base that it caters to. The operations at Grameenphone include, Telephone
and Internet Services as well as intimate customer care options such as Grameenphone
Centers (GPC), Service points etc. They also have a System similar to bKash called
MobiCash which can be used as a means for e-ticketing as well as bill payment.
As well as the above-mentioned operations that make up the major part of
Grameenphone’s operations they have a departmental wise operation system within
their office. This includes all the relevant departments you would expect at a Multination
company with departments including Human Resource Department, Engineering
Department, IT department, Marketing Department, etc.
3.1.6 Corporate social responsibility

Safe Internet Workshop

As a part of its continuous endeavor to spread awareness among the parents and the
children regarding safe use of Internet, Grameenphone has started a countrywide Safe
Internet Workshop initiative in association with BRAC. Under this program, 470
workshops were arranged in 470 schools around the country. Grameenphone also
published a Safe Internet Guidebook for parents and distributed among the parents and
teachers across the country.

Online School

With a view to improving access and quality of education for the underprivileged,
Grameenphone in partnership with Jaago Foundation and Agni Systems Ltd. launched an
online school in 2011. The online school is a unique idea where the teacher conducts
class from a distant location using video conferencing technology with the aid of
moderators in the actual class room. Currently, there are 693 students in 10 schools
located in Gazipur, Gaibandha, Rajshahi, Madaripur, Bandarban, Teknaf, Rangpur,
Dinajpur, Hobigonj and Laxmipur.

Online Child Safety

Along with its endeavor to spread the light of education across the country,
Grameenphone is also working for online safety which is a big concern to many parents
now. For the first time in Bangladesh, Grameenphone has started various initiatives to
enlighten the parents and teachers who find it a real challenge to monitor and limit their
children’s online behavior while cybercrimes are increasing. To find out the actual
scenario of the young internet users in Bangladesh, Grameenphone conducted an Online
Child Safety Study among a mix of 1500 urban and rural students. The study shows that
more than 30 percent of these users have either been bullied on the internet or have
received inappropriate messages.

Localizing Khan Academy

To help the Bangla-speaking students enjoy the global classroom, Grameenphone has
come forward to remove the language barrier by localizing the contents of Khan
Academy, world renowned digital learning organization that provides ‘a free, world-class
education for anyone, anywhere’. These contents will help the Bangla-speaking
population, around the globe, to study at their own pace in and outside of the classroom.
It will also empower the teachers to better understand what their students are up to and
how best to help them using modern technology that identifies strengths and learning
gaps. Grameenphone partnered with Agami who has been working with Khan Academy
since 2011 to localize Khan Academy.
Child Help Line 1098 extended to support more vulnerable children

To facilitate building a child-friendly nation that guarantees the rights and protection of
all children, Grameenphone has partnered with UNICEF to support the extension of the
‘Child Help Line–1098’ in Bangladesh. The project is being administered under the
overall guidance of UNICEF and the Ministry of Social Welfare and is part of a wider
global partnership among Telenor ASA and UNICEF. The Help Line operates a 24-hour
toll-free telephone line and provides emergency support services to children at risk.
Grameenphone is supporting the extension of the child help line to 11 upazilas along
with Dhaka and Khulna City Corporation.

Online Teaching Excellence Centre quality education for anyone,

anywhere

Grameenphone treads into virtual education with the launch of the Online Teaching
Excellence Centre (OTEC), a knowledge sharing hub which enables increased reach
throughout the nation using internet. This platform brings together teachers from
various reputed educational institutions– who deliver lectures on different subject
Digitizing school monitoring System strengthening evaluation
To strengthen the school monitoring system through digitization of the existing
monitoring process of the Directorate of Primary Education (DPE), Grameenphone has
joined hands with Save the Children to create an android-enabled school monitoring
application, in collaboration with the monitoring and evaluation section of DPE. As a part
of digitizing school monitoring System, the Upazila Education Officers have been
equipped with Tabs and internet connections to report online.

3.2 Job Responsibilities

Internship is a crucial part of the Bachelor of Business Administration Program of the
Bangladesh University. It is considered as an interface between academic working hours of
the job was 9.30 a.m. to 6.30 p.m.

In my internship program, I was assigned in the Shared services department under People and
Organization division and I am under in Recruitment Services and On-Boarding team.
Recruitment is a very important part of Grameenphone HR management area. Within this
internship period, I have done various multi tasks. Sometimes it made me under pressure but
I am thankful to my supervisor and other team member to give me chance for working
various types of works which teaches me a lot.

My Assignments
 My assignments were given to me on
monthly/periodic basis. When I joined
GP House.
 I was briefed that I would need to
assist Atique-Ul Md. Islam as my
primary assignment. Any process that
came on way would be my tasks.
 Maintaining the Recruitment Portal of
 Grameenphone Ltd. was one of my
 main focuses
 Making interview calls.
 Storing CVs.
 Sorting down CVs.
 Preparing interview Boards.
 Readying and Handing out
documents.
 Keeping tabs of Interns ID Card
returns.
 Extra assignments.
Contributions
 I tried my best to give the best
outcome and definitely maintained
deadline. Some of my contributions
were
 When I joined the recruitment portal
had more than 1400 due emails. But
after my joining I checked every
email individually and made the
inbox zero.
 When I handed recruitment portal to
next intern the inbox was zero as I
checked emails regularly along with
my other duties.
 Reducing the time of interview calls.
 Preparing interview schedule for May
session interns within mid-March
which resulted in gaining best
resources at the first week of May.
 Preparing the documents schedule
and making joiners comfortable.
3.2.1 The department – People & Organization

The department I worked in is called “People & Organization”. It is basically what the
world calls “Human Resource Department”. The department is sub-sectored to 4
sections-

 Shared Services
 Organizational Development
 Business Partner
 Industrial Relations

These sections have sub-sections that are called teams. A hierarchy of the department is
given below-

SS

OD P&O IR

BP
Objectives of Recruitment & Selection Department:

Recruitment and Selection department focus on some objectives. They are given below:

1. In the Recruitment process the fairness taken seriously.

2. Place right person in the right place in the job sector.
3. The steps taken are efficient and effective.
4. Planning is realistic for the recruitment process.
5. The methods taken are standard.
6. Human Resource Division very much focuses on development process of the
employee.
The vision of Recruitment and Selection Department known as the Business Partner / BP
team is to position Grameenphone as the top employment brand in the local market,
positively upholding employment reputation which ensures the flow of talented and
capable leaders in the organization. The BP team consists of Commercial, Technology,
Corporate & GP IT, Customer Service and mobility Manager and Projects. When any post
of the divisions is vacant or are required then the team is informed and is asked to find
the pool of candidates.
3.3. Recruitment & Selection Process of Grameenphone
Ltd.

There are three types of position for an employee in GP. They are regular, contractual
and part-time. Most of the part-timers are work for call centres whereas contractual
employees are hired for Sales and Marketing department, field engineers/technicians for
IT division. Recruitment is done from both internal and external sources by the team
known as Business partners. But for the last 1 year GP has freeze its external
recruitment and is continuing the internal recruitment process till now. Both the sources
have some advantages and disadvantages.

3.3.1. External Recruitment:

Grameenphone Ltd. recently has freeze external recruitment due to their new policy but
if it is mandatory then it is asked from the top-level management. While talking to my
Supervisor and other colleagues I found out that it is permitted but in exceptional cases
e.g. for a technician who has to do field work for setting tower in places or in IT
department a computer science engineer is required so they go for external recruitment.

1. Identify the need to recruit: First they identify the need to recruit the
candidate e.g. for the post of Specialist in Technology Department is vacant and
now it is necessary to fulfill the vacant post.

2. Recruitment Budget: A budget for the whole recruitment process to take

place is made to carry all these processes starting from advertisements.

3. Advertisements: The HR division of Grameenphone usually recruits round the

year. The recruitment circulars are published in renowned dailies as well as in GPs
website. Grameenphone also put circular at www.bdjobs.com, the largest job
portal of Bangladesh.

4. Initial screening: This is the first step for selecting an employee for GP. The
organization takes candidate from both internship program, online application and
from regular vacancy announcement at newspapers. Internship program is
applicable for undergraduates or post graduates. GP also select candidates from
online application. During initial screening, some of the applications are rejected
based on job description and job specification. When the candidate applies for the
post they are initially screened via resumes depending on the level of
experiences, degrees they have. They also prefer candidates with overseas
degree/diploma for some specified area. However, they also encourage fresher to
apply for call-centre jobs.
5. Written Test: Written tests are usually taken in separate venue on a given
date. In written tests, questions are asked from both academic and psychological
aspects. Here candidates’ aptitude, ability, creativity and knowledge is judged
based on their performance in the tests. One part of written test is IQ test where
a candidate’s IQ is judged through different given situations. Simulation tests are
also taken for technical person who are required for IT and Technical division. For
that, candidates are asked to either demonstrate their self-made software or give
demonstration on an existing one.

6. Interview: For regular and contractual employee’s interview is taken after the
completion of written tests. After selecting some potential candidates,
Grameenphone calls them for viva through email or phone call. Candidates are
asked to appear in a given date with their entire academic records. Three to four
experienced managers depending on the nature of the job take the interview
where candidates are asked various questions from different angle as per the
nature of the job. For part-time jobs, selection process ends at this stage as they
are not required to appear in any written tests.

7. Reference Check: Reference checks or background investigations are

designed to confirm that the information provided in the candidate’s application
form is precise. This is done by contacting former employers of the candidate to
confirm the work records and to obtain his/her performance appraisal.
Background investigation also includes other job-related references, verifying
educational accomplishments and legal status. For part-timers and interns
background investigations is done after the initial screening since they require
little or no experience for job. Often these checks are made by contacting
applicant’s academic institutions or by contacting the reference persons
mentioned in the applicant’s resume.

8. Medical Examination: After completing all the steps above candidates are
asked to do r medical check-up. The process was conducted earlier at Japan-
Bangladesh friendship hospital where the candidates’ blood group is tested but
recently the procedure has changed. The employees are asked to do blood test on
their own responsibility demanded by the organization. For regular employment,
sometimes applicants are asked to submit a medical report from a prescribed
doctor and submit it to the P&O division.
 9. Appointment & Induction Program: The last step of selection in GP is
an appointment and induction program. Individuals who perform successfully in
the previous steps are now considered eligible to receive the employment offer
from HR division. Generally, candidates are called on given date for contract
signing. Candidates are given several forms to fill-up for HR division. For each
job, the position and nature is clearly mentioned in the contract paper.
Contractual jobs have duration of 2-3 years prior to the nature of job. For
instance, IT and Technical division always require field engineers/technicians for
network maintenance. As a result, contractual jobs are common in those
divisions.

Few Advantages:

• Inexperienced potential candidates like fresh graduates can prove themselves.

• Applicants with wide range of skill, ability, experience can apply.
• Retired experienced persons like mechanics, machinists, accounts, defense (army
background) and not in the regular workforce like married women, persons from
minority group, acid victims etc. also have the opportunity.
Few Disadvantages:

• Increase recruitment cost.

• Requires longer orientation and adjustment time.

3.3.2. Internal Recruitment:

Grameenphone Ltd. does its internal recruitment process of employees where a few
steps are followed similar to the external recruitment. First the need to recruit employee
is identified e.g. if a manager’s post is vacant in Commercial division Business Partner is
informed and they are given the responsibility to recruit an employee within the
organization. Here no written test and medical examination are taken place as they are
already working in the organization. If the perfect candidate for the post of manager is
selected, then he/she is informed by phone call and is asked to join the managerial post.
The last step which is appointment of the new manager takes place along with the
contractual agreement. No orientation is required. The process is shown by a flowchart
below:

Few Advantages:

• It is less expensive.
• It is easy and convenient to evaluate the employees since they are already working in
the organization.
• It helps to promote devotion among the employees which involves known faces, thus
can be relied upon on.
• It requires less orientation or little induction.

Few Disadvantages:

• Causes political infighting for promotions.

Finding Analysis and
Interpretation
4.1. Findings in Tables, Graphs & Pie-Charts
based on the survey:

1.
Details Frequency Percentage (%)
Gender
Male 31 67.39
Female 15 32.61

Frequency of Respondents = 31 in a percentage of 67.39%. Therefore female employees

should be more encouraged rather than creating gender discrimination.
2.

Details Frequency Percentage (%)

Age
23 to 27 9 19.57
28 to 32 25 54.35
33 to 37 11 23.91
38 to 42 1 2.17
43 to 50 0 0.00

Highest frequency of respondents = 35 at a percentage of 54.35 and the median age =

30
3.
Details Frequency Percentage (%)
Education
Graduation 13 28.26
Masters or above 33 71.74

Highest frequency = 33 and the highest percentage is 71.74% who are basically holders
of Masters Degree or above.

4.
Details Frequency Percentage (%)
Experience
Less than 1 4 8.70
1 to 5 12 26.09
6 to10 27 58.70
11 to 15 3 6.52
16 and above 0 0.00
Highest frequency = 27 and the highest percentage is 58.70%. Median job experience =
8

5.
Details Frequency Percentage (%)
Application Medium
Online Ad 33 71.74
Newsprint Ad 3 6.52
Other 10 21.74

Highest frequency = 33 and the highest percentage is 71.74%. The applicants apply
especially through online advertisement such as bdjobs site or Grameenphone career
website.
6.
Details Frequency Percentage (%)
Department
Commercial 9 19.57
Technology 2 4.35
Sourcing 0 0.00
Customer Service 4 8.70
Shared Service 22 47.83
Corporate Affairs 9 19.57

Frequency of Department from Shared Service = 22 who responded the most and were
available and with a percentage of 47.83%.

7.
Details Frequency Percentage (%)
Managerial Level
Bottom-level 21 45.65
Mid-Level 23 50.00
Top-Level 2 4.35

Frequency of respondents = 23 (Mid-Level) and the highest percentage is 50.00%.

8.

Details Frequency Percentage (%)

Promotion
After 1 year 4 8.70
After 2 years 9 19.57
After 3 years 10 21.74
Not applicable 23 50.00

Most employees do not want to disclose their promotion due to hesitation whose
percentage were 50%. Median promotion is 2 which are after 2 years.

9.
Details Frequency Percentage (%)
Recruitment Source
External Hiring 0 0.00
Internal Hiring 0 0.00
Both 46 100.00

Hiring employees in the organization is both = 100%.

10.
Details Frequency Percentage (%)
Career Advancement Opportunities
5 2 4.35
4 7 15.22
3 13 28.26
2 9 19.57
1 15 32.61

Highest Frequency of respondents is = 15 and the highest percentage is 32.61%

11.
Details Frequency Percentage (%)
Terms & Conditions of Job Contract
5 7 15.22
4 11 23.91
3 19 41.30
2 5 10.87
1 4 8.70
Highest frequency = 19 and the highest percentage is 41.30% which means the
respondents’ level of agreement is in an average position.

12.
Details Frequency Percentage (%)
HR Enhances Quality
5 6 13.04
4 11 23.91
3 19 41.30
2 8 17.39
1 2 4.35

Highest frequency = 19 and the highest percentage is 41.30% which is also in

an average position.
13.
Details Frequency Percentage (%)
Motivation
5 9 19.57
4 17 36.96
3 11 23.91
2 5 10.87
1 4 8.70

Highest frequency = 17 and the highest percentage is 36.96% which means motivation works as a
good factor in GP.

14.
Details Frequency Percentage (%)
Compensation Packages
5 5 10.87
4 13 28.26
3 16 34.78
2 7 15.22
1 5 10.87
Highest frequency = 16 and the highest percentage is 34.78% which means the compensation
package somewhat influences the employees to stay in GP.

15.
Details Frequency Percentage (%)
Culture
5 17 36.96
4 17 36.96
3 6 13.04
2 3 6.52
1 3 6.52
Highest frequency = 17 and the highest percentage is 36.96% which means the culture, working
environment etc. influence the organization to stay in GP.

16.
Details Frequency Percentage (%)
Facilities
5 16 34.78
4 23 50.00
3 5 10.87
2 1 2.17
1 1 2.17

Highest frequency = 23 and the highest percentage is 50% which means facilities in the organization
is convenient to the employees.

17.
Details Frequency Percentage (%)
Work-life Balance
5 8 17.39
4 16 34.78
3 10 21.74
2 9 19.57
1 3 6.52
Highest frequency = 16 and the percentage is 34.78% where the work-life balance should me more
improved.

Details Frequency Percentage (%)

Job Security
5 3 6.52
4 9 19.57
3 12 26.09
2 8 17.39
1 14 30.43

Highest frequency = 14 and the highest percentage is 30.43% which means there is no job security in
GP.
4.2. Classification, analysis, interpretations and
presentation of data:

Some diagrams and tables were used in this report for analyzing the collected data and
to explain certain concepts and findings more clearly. Moreover, collected data are
analyzed more precisely. According to my survey, I was asked to do sample survey of
50-55 clients of GP where I could only take 46 proper samples deducting from
respondent errors.

Calculation of Mean, Median & Mode: Total scores of 46 respondents are = 74, 54,
61, 56, 81, 75, 58, 48, 53, 75, 45, 40, 35, 59, 51, 42, 50, 50, 61, 54, 66, 37, 27, 73,
25, 82, 56, 84, 63, 59, 45, 27, 64, 55, 58, 47, 54, 81, 72, 56, 82, 24, 49, 73, 46, 64.

Satisfaction Tally mark Frequency x fx Cumulative Percentage

level Frequency
0-15 0 7.5 0 0 0
15-30 //// 4 22.5 90 4 8.70
30-45 //// 4 37.5 150 8 8.70
45-60 //// //// //// // 21 52.5 1102.5 29 45.65
// /
60-75 //// //// 10 67.5 675 39 21.74
75-90 //// // 7 82.5 577.5 46 15.22
Total 46 270 2595 126 100.01

Here, n =20

Mean: Mean is the average score in a frequency distribution.

Mean, = 2595/46 = 56.35

Median: Median is the score in the middle of frequency distribution.

Median = L + I x
Where:

L = lower limit of the interval containing the median

I = width of the interval containing the median

n = total number of respondents

pcf = cumulative frequency corresponding to the lower limit

f = number of cases in the interval containing the median

= 75 + 15 x

= 40.71

Mode: Mode is the score that occurs most frequently in the distribution.

Mode = L+

Where,

L = lower class limit of the modal class

f1 = frequency of the modal class

f0 = frequency of the class before the modal class in the frequency table

f2 = frequency of the class after the modal class in the frequency table

h = class interval of the modal class

= 75+ x 15

= 63.75
Calculation of Standard Deviation:

S = 10.12

The Range of respondents’ satisfaction:

56.35 + 10.12 = 66.47

56.35 – 10.12 = 46.23

Therefore, the range is in between 46.23 to 66.47.

The Highest Score = 84

(84/90) x 100% = 93%

The Lowest Score = 24

(24/90) x 100% = 27%

4.3. Correlations:

Correlation refers to any of a broad class of statistical relationships involving dependence.

1. Compensation is an independent factor and motivation is a dependent factor.

Therefore, it has a strong positive relationship i.e. if compensation increases,
motivation also increases. Correlation between compensation & motivation is
0.7198.

2. Correlation between experience and promotion is 0.103380007 which is weakly

positively correlated.
3. Correlation between department size & hiring is 0.24655822 which is weakly
positively correlated.

4. Correlation between quality applicants & effectiveness is 0.6884 which is strongly

positively correlated.

5. Correlation between CSR, culture, facilities, work-life and motivation is 0.6224

which is strongly positively correlated.
Recommendations
1. According to the respondents in the divisions the male were more than those of
female respondents. My feedback would be if the organization could also hire more
female employees’ creating almost equal distribution of gender based on the talent and
experience in each level.

2. Grameenphone should also prefer employees with fresh new talents not only on the
basis of experience but those who have the capability to come up with innovative ideas
that can lead to the organization’s growth in this fast pace world comparing to the other
leading industries abroad e.g. for an Executive level post they can invite fresh talents
who might have 0 or 1 year of experience by giving them opportunities to prove in this
Corporate world.

3. Most are full-timers so part-timers are less. They should also be given more
preference almost on equal basis if they open vacancy in certain position in the
organization. They can give circular for part-timers within the organization. I would
suggest the same thing for opening vacancies for part-timers via external recruitment as
well.

4. The P&O division should align with the organization’s objective more. They can
contact Performance Dimensions Group who works with clients to identify whether the
HR processes are in place or not and whether they are in alignment with the broader
goals of the organization. Then together with key leaders in the organization alignment
of all HR processes, people and practices with the culture, mission and goals of the
organization takes place; making the HR function work WITH the organization
(“Performance Dimensions Group, Strategic HR Alignment,” 2013).

5. The interview process should be improved in order to select the applicants such as not
only written and oral test should be taken place where in this faster pace of world they
can also arrange telephone interview or video interview
(http://www.wisegeek.com/what-are-the-different-types-of-interviews.htm).There are
employees who live outside Dhaka and if they are called for interview in GP House as a
result the applicants faces difficulty in reaching the organization for the interview due to
long distance or other natural and political issues.

6. Employees of GP are always under pressure in order to meet the organization

objectives which create a conflict in work-life balance. In terms of job attitudes,
employees reporting high levels of both work-to-life and life-to-work conflict have a
tendency to display lower levels of job satisfaction and organizational commitment. Both
work-to-life and life-to-work conflict is related with increased stress and burnout so
some programs can be arranged and implemented such as flexible working hours for the
employees to manage their work-life conflict. This can lead to enhance the employee
productivity reducing pressure, burnout and significant business improvement
(“Beauregard & Henry,” 2009)

7. Job security should be assured to the employees by providing them a long-term

benefit. If an employee is fired due to saturation of employees in the organization then
an employer conveys to a worker that he will receive long-term employment in an effort
to get the employee to take a job. The company can assist with the job search by hiring
a job-search firm to help their terminated employees find new work. Job-search
companies act as brokers, bringing together job hunters and companies looking for
employees (http://definitions.uslegal.com/e/employee-termination/).
Conclusion
Grameenphone Ltd. is a leading provider of telecommunication services of Bangladesh.
The company operates a digital mobile telecommunication network based on the GSM
standard in the 900 MHz, 1800 MHz and 2100 MHz frequency bands, under license
granted by the Bangladesh Telecommunication Regulatory Commission (BTRC)
Grameenphone Ltd. is the largest mobile telecommunication operator in Bangladesh in
terms of revenue, coverage and subscriber base.

Grameenphone is an internationally renowned corporation boasting of an elite workforce

and a very successful business venture in Bangladesh. Working at Grameenphone has
been a truly enlightening experience and I have learnt a lot about the working
environment. Although in my paper I have levied some criticism upon Grameenphone
such as the inequality when it comes to the ratio of males and females in the work place
or the inflexibility in the recruitment section, the fact is that the Grameenphone
Corporation is leaps and bounds ahead of any of its competitors. This is not just only in
counting the market shares in the telecommunication agency but also in terms of
working environment and professionalism.

The purpose of Grameenphone and the secret to its success is the targeted audience
that it reaches. Grameenphone has always been the little guy’s friend. Reaching far and
wide throughout Bangladesh at cheap and affordable rates, there isn’t a corner of the
country where their services aren’t rendered or their numbers found. It is this whole
approach and not a targeted approach that has made Grameenphone the
telecommunication leader that it is right now.

My internship at Grameenphone went pretty smooth and there was no real issue that I
had a complaint with. With all that’s been said and done, I believe that no other
company in Bangladesh can provide a working environment like Grameenphone.
Everybody is very professional as well as friendly and I had absolutely no problem
adapting to the office. My internship days at Grameenphone Ltd have been one of the
best so far, memories that I will cherish for the rest of my life. In a working environment
so top notch, there really is not much to dislike there. I will never forget the Happy
Faces of my seniors, their helpfulness and the knowledge that they have shared will
indeed be helpful in the days to come.
Reference
Company:

Grameen Phone. (2017). Corporate Governance.

About Us. Retrieved from

http://grameenphone.com/about-us/corporate-information/corporate-governance

Grameenphone. (2017). Our Brand.

About Us. Retrieved from

http://grameenphone.com/about- us/corporate-information/our-brand

Website:

Beauregard, T., A. & Henry, L., C. (2009). Making the link between work-life balance
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Cavallari, D., (n.d.). What are the different types of interviews (B. Harris).

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Malhotra, N., K. & Dash, S. (2011). Research Design Formulation. Marketing

Research: An applied orientation (6th ed.) (pp. 68-290, 328, 330). India: Dorling
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Performance Dimensions Group. (2013). Strategic HR Alignment. Strategic HR

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http://www.pdgroup.net/strategichr/

Journal:
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http://definitions.uslegal.com/e/employee-termination/
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