East West University

Termpaper on:
Impact of career development and succession planning to reduce employee turnover and increase
employee involvement of Grameenphone Bangladesh Limited

Course code: HRM 411

Course Title: Human Resource Planning

Section: 1

Semester: Spring 2021

Submitted to:
Rumana Afroze

Assistant Professor
Department of Business Administration

Submitted by:
Name ID
Faysal ahmed 2015-3-10-041
Srishti Sikder 2016-1-10-165
Anik Das 2016-2-10-175
Maria Hasnat Dia 2017-3-10-044
Md Nokib Hassan 2017-3-10-058
Faria Akter 2017-3-14-012

Letter of Transmittal
21st May, 2021
Rumana Afroze

1|Page
Assistant Professor
Department of Business Administrations
East West University
Aftabnagar, Dhaka.
Subject: Term Paper on Impact of career development and succession planning to reduce
employee turnover and increase employee involvement of Grameenphone Company.

Madam,It gives us an immense pleasure in submitting to you the report on Impact of career
development and succession planning to reduce employee turnover and increase employee
involvement of Human Resource Planning in the context of Grameenphone Ltd.” which is the
topic under our observation. We found this report to be truly challenging in many aspects, indeed
very interesting in relation to the various interpretational and engrossing exercises. Writing this
report itself was truly comprehensive learning experience. While making this report, we closely
focused on the topic & tried to collect most complete information available. We believe that it
will provide you better information.

We thank you for giving us the opportunity to do an assignment on the above-mentioned point.
This report will definitely give us experience which we can use in our professional life.
Sincerely yours,
The Following students of HRM 411-

Name ID
Faysal ahmed 2015-3-10-041
Srishti Sikder 2016-1-10-165
Anik Das 2016-2-10-175
Maria Hasnat Dia 2017-3-10-044
Md Nokib Hassan 2017-3-10-058
Faria Akter 2017-3-14-012

2|Page
Acknowledgement
At first we express our deep sense of gratitude to almighty Allah for His infinite grace that He
allowed us to complete this Term paper successfully. We are really thankful to our honorable
course instructor Rumana Afroze ma’am for giving us a great opportunity to prepare this
assignment. While doing this assignment we gathered many knowledge and experience which
will definitely help us in our future. For the purpose of successful completion, we were
suggested to analyze Impact of career development and succession planning to reduce employee
turnover and increase employee involvement of Human Resource Planning in the context of
Grameenphone Ltd.” We tried our best according to the direction of our honorable teacher to
prepare this term report. We would like to acknowledge & extend our gratitude towards Md.
Raziul Haque, the Lead specialist of Grameenphone Ltd. for his kind cooperation by providing
information to make this termpaper. His co-operation really helped us to prepare this informative
report. It is a great pleasure for us to express our special gratitude to him for providing us the
valuable information.

3|Page
Executive summery
Mobile Cash, Bill payment and Ticketing service is known as financial service of Grameenphone
Ltd. These are service that emphasis more on GP revenue. In this report there is discussion about
telecom industry, Grameenphone ltd where company overview as structure, and functions. GP is
the platform of brand promising as well as their core objective, values, and strategy make the
way to go beyond with customer’s needs. Some policies are discussed here regarding making
business run and way of or working. There is also discussion of Mobile Cash service process,
Bill payment system, Cash in and cash out functions, partner bank functions, and so on. There is
the process of payment that customer follow to pay the utility bill. Moreover, what I have learnt
and responsibilities are mentioned accordingly like data compilation, complain categorize, fraud
verification, agent’s performances, over phone survey and so on. Besides, there are discussions
about Mobile Cash service performance, reliability, service ability, brand image and features
also. There is also have serve action plan, that what we need to do properly. Gap service
modality is defined clearly which gap is measured accordingly. Mobile Cash service is the
platform for financial accommodation of customer where they could follow up for easy
transaction within short time. In depth there is some statistical overview in terms of customer and
retailers’ preferences where some problems identified and there is also discussion about solution
of those problems. Gap Service modality refers some gas that GP need to cope up to satisfy the
customer properly. Grameenphone Ltd. has initiated the train ticket service where customer
would be more satisfied with the service quality and assurance. Bill payment, Mobile Cash
service, ticketing service is the core study items of this report where it clarifies more about gap
service modality. The core terms like survey report refers the problem stats and solution as
recommendation. Think according to the customer’s choices because they are core assets of
company. Their positive thought should bring up and fill up the gap accordingly. Financial
service could be the platform of revenue generating so all service should maintain on the choice
of customer and system should be upgraded.

4|Page
Table of Content

Letter of Transmittal____________________________________________________________________2
Acknowledgement_____________________________________________________________________3
Executive summery_____________________________________________________________________4
CHAPTER 1___________________________________________________________________________6
1.0 Introduction_____________________________________________________________________6
1.1 Background of the study____________________________________________________________7
1.3 Methodology of the Study:__________________________________________________________7
1.4 Scope of the study:________________________________________________________________7
1.5 Limitations of the Study____________________________________________________________7
Chapter 2_____________________________________________________________________________8
2.1 Literature Review_________________________________________________________________8
Chapter 3_____________________________________________________________________________9
3.1 Theoretical background____________________________________________________________9
3.2 Significance of the Employee Turnover & Succession Planning_____________________________10
3.3 Limitations of the employee turnover & succession planning:_____________________________10
Chapter 4____________________________________________________________________________10
4.1 History of Grameenphone_________________________________________________________10
4.2 Vision__________________________________________________________________________11
4.2.1 Mission_____________________________________________________________________11
4.2.2Values:______________________________________________________________________12
4.4 Functions of Grameenphone_______________________________________________________14
Chapter 5____________________________________________________________________________15
5.1 Data Collection__________________________________________________________________15
Chapter 6____________________________________________________________________________17
6.1 Findings________________________________________________________________________17
Chapter 7____________________________________________________________________________18
7.1 Recommendation________________________________________________________________18
7.2 Conclusion______________________________________________________________________19
Reference___________________________________________________________________________20
Appendix____________________________________________________________________________21

5|Page
CHAPTER 1
1.0 Introduction
In the era of technology and social media world is in our hand. We have access information not
just local organization but from all over the world. That makes our life easy and local and
multinational company gets lots of new opportunities. But it has some challenges too. Human
resources are most important part of any organizations. To maintain the human resources in a

6|Page
proper and legal way Human Recourse management plays a vital role. Employees have the
information and knowledge how to work environment has been dramatically changed and what
are the benefits provided by the employer and now-a-day it’s very easy to raise voice against any
discrimination. So, it’s very important for an employer to identify why his/her employees are de-
motivated and how they are being involved in the job more and more.

1.1 Background of the study

To accomplish the course HRM-411 (Human Resource Planning) we have to make report on
employee career development and succession planning to reduce turnover rate and increase
employee Job Involvement of Grameen Phone Limited. We have 6 members to accomplish our
survey and prepare our term paper. We conduct our survey based on the available information on
internet. At first, we’ll introduce the company informing our several objectives. Then company
overview with the history, vision, mission, goals & product. After that we will give analysis and
finding. At last, Conclusion & recommendation will make the end of the report.

1.2Objectives of the study:

Objective of this term paper is to find out how career development and succession planning
impact on the turnover rate and employees job involvement of Grameen Phone company. So, this
report can help us to attain those valuable knowledge as well as concepts.

1.3 Methodology of the Study:

This report basically prepared by taking information from two secondary sources. First one is
from the internet. And the second one is from different types of articles and text books.

1.4 Scope of the study:

The report pertains to the views, observations and knowledge of the MobiCash, Bill payments,
ticketing service. Within the department, strong emphasis is placed on financial service.

1.5 Limitations of the Study:

This report can’t be conducted by field survey as well as we are unable to find out any HR
officer to arrange a virtual meeting because of Covid-19 pandemic, so it is always little hard to
prepare any report on secondary data because there is so much false information are also

7|Page
available in the internet. I have faced some problems when I was researching the information.
Most of the organizations do not publish the internal information. So, I read many newspapers
and articles to find out the correct and appropriate information.

For the lack of my practical knowledge, some shortcoming may be available in the paper.

Chapter 2
2.1 Literature Review
The purpose of this report shows the impact of career development and succession planning on the
reduction of employee turnover and to increase employee involvement in Grameenphone company.
Succession planning is process where the organization has successor employee who will fill up the top
positions in the organization when there will be a vacancy. To successfully retain the most talented ones
and to choose people for the leadership positions for Grameenphone succession planning is the most
important and effective process. Grameenphone finds pool of talented employees that are not only
effectively trained but also can achieve strategic. This also helps to get rid of unskilled employees through
employee turnover and helps to hire more competitive and skilled employees.
According to Deloitte (2009) if a company does not have a succession planning system placed, they will
find trouble in various areas such as key positions that are not filled in on a timely manner, top positions
are filled by external candidates, constant occurrence of turnover at key positions, employees that can be
potential replacements but are not skilled enough, most qualified employees are not retained by the
organization. These are some problem areas which organizations face and never realize. It's just due to
lack of formal planning.
Since succession planning focuses on internally developing employees, it is usually necessary to devote
more time and attention to planned training, on-the-job development, and other experiences designed to
build competencies. At the same time, organizational leaders may wish to take a hard look at their internal
job posting systems to ensure that they adequately encourage people to apply for positions of increasing
responsibility.
Ram Charan (2005) has stated that poor performance results in poor succession plan, which results into
higher turnover and corporate instability and chaos. As proper transparency in communication and in
decision making, more vocal investors and more vocal institutional investors and increased active boards
creates greater demands.
Rothwell (2007) said succession planning works with the development of the internal employees with
planned development trainings, on-the-job trainings as well as looks at the internal job posting system so
that it does not lack anywhere and can recruit the best employees. He also stated that managers and
employees from every level needs to cooperate with each other and have a clear understanding of their
jobs and responsibilities in the organization to have a successful succession planning.it is important that
individuals are being held responsible for their actions and also being evaluated according to it. This will
not only help the employees be better at their job but also it will be easier to choose deserving successor
employees.

8|Page
According to Spencer Stuart (2011) if a company is growing it will go through different changes and for
that a good strategic succession planning is important. The CEO, the managers and the executive board
needs to be open, responsible and active to create a bigger pool of skilled employees. Different tests
should be given to the employees to bring out different dimensions of the employee’s personality.
Moreover, there should be transparency not only in internal sector but also in the outer sector among the
analysts, investors and customers.
Issac C. Theus (2019) has stated that to have an effective leadership it is important to always have an
ongoing process of succession planning by eliminating inconsistencies, creating an ideal environment,
providing guidance to the employees. This helps the employees to get out of their poor performance and
see the real potential in them.

Chapter 3
3.1 Theoretical background
Succession planning:
Succession planning is a process which picks out the prospective successors from within the internal or
external sector in order to coach them to take the key positions when there is a vacancy.

Employee turnover:
Employee turnover is the percentage or number of employees who leave or get replaced by the
organization with a new employee.

Types of the succession planning:

There are different types of succession planning for different levels. They vary from really simple ones to
really complex ones. The techniques that Grameenphone follows are:
1. Leadership succession planning
2. Non-leadership succession planning
3. long term succession planning
4. emergency succession planning

Types of employee turnover:

there are several types of employee turnover but the ones that Grameenphone approves are given below:
1.Voluntary turnover
2.Involuntary turnover
3. internal transfer
4. Retirement

9|Page
3.2 Significance of the Employee Turnover & Succession Planning :
Grameenphone Ltd. Uses different types of succession planning and employee turnover using a variety of
techniques to bring out only the best and deserving employees. Here the end goal for Grameenphone is to
have capable employees ready for the top positions so that they could keep their legacy on. For this
capable manager, CEOs and other executive members try to scoop up prospective successor for within
and out of an organization.
It is important that chosen employees get coached by the key position holders so that they know their
responsibilities and get familiar with their seniors ethics and way of doing business. There are different
level of succession planning for different level of jobs and for different time periods. This helps the
employees and the top position holders to evaluate employee properly. Employee turnover helps to get
better and more skilled employees than the previous ones.

3.3 Limitations of the employee turnover & succession planning:

There are limitations that Grameenphone faces regarding their employee turnover process and succession
process.
Uncertainty:
A lot of time employee turnover & succession planning creates fear and uncertainty among the employees
because less capable employees are often not given enough attention and sometimes are replaced. Some
gets scared of the competition and have a hard time to cope with the failure or others success.
Time & expense:
Employee turnover & succession planning takes a lot of time and money which may not always give the
expected results. A lot of tests and tasks are taken so it is often a limitation that Grameenphone needs to
cope with.

Lack of support:
Often times employees believe they don’t have the support and assurance from the company because of
all the competition and the search for the best one. This may lead to non-active employees that are getting
demand.
Inaccuracy:
Employee turnover &succession planning wants to keep the best employees and let go of the
unproductive ones. But sometimes the processes might not be able to bring out the accurate kind of
employee that the company is looking for.

Chapter 4
4.1 History of Grameenphone:

Grameenphone Ltd. is Bangladesh's biggest provider of telecommunications servicesin terms of

sales, coverage and the base of subscribers. The company was established as a private limited

10 | P a g e
company on October 10, 1996. On June 25, 2007, Grameenphone became a public limited
corporation. From November 16, 2009, the company became a publicly traded corporation and
began trading on the Dhaka and Chittagong Stock Exchanges. Telenor Mobile Communications
AS (55.80 percent) and Grameen Telecom make up the majority of the ownership structure
(34.20 percent). The remaining 10% of the stock is held by the general public and other
institutions.Grameenphone Ltd. is Bangladesh's major telecommunications service provider.
Under licensing from the Bangladesh Telecommunication Regulatory Commission, the company
operates a digital mobile telecommunications network based on the GSM standard in the 900
MHz, 1800 MHz, and 2100 MHz frequency bands (BTRC).In Bangladesh, where mobile
telecommunications are a crucial driver of socioeconomic growth, Grameenphone Ltd. serves
both rural and urban users. The organization hopes to harness the power of digital
communication to help people improve their lives, create societies, and ensure a brighter future
for everyone. In addition, the firm has always been a leader in the local telecom sector when it
comes to launching innovative goods and services.Grameenphone Ltd. established a countrywide
network. As of December 2017, the company's network reached over 99 percent of Bangladesh's
population with 2G services and over 92 percent with high-speed 3G services. On February 19,
2018, the firm received a license for 4G/LTE cellular mobile phone services. Grameenphone Ltd.
has spent more than BDT 313 billion on network infrastructure too far now. It is one of the
country's greatest taxpayers, having paid about BDT 585 billion in direct and indirect taxes to the
government since its creation.

4.2 Vision:

Empower societies: The firm harnesses the power of digital communication to help people
improve their lives, strengthen societies, and ensure a brighter future for everyone.

4.2.1 Mission:

Grameenphone is available to assist their clients. The organization exists to assist their
consumers in getting the most out of their connections. Their success is determined by how
enthusiastically their clients promote them.

11 | P a g e
4.2.2Values:
Make it Easy

Everything we make should be simple to comprehend and useful. We must never forget that our
goal is to make our consumers' life simpler.

Keep Promises

Everything we do should be flawless. If it doesn't, we'll come in and fix it. We don't make
promises we can't keep. We're talking about deeds, not words.

Be Inspiring

We're inventive. We offer vigor and creativity to our work. Everything we make should have a
current and new appearance.

Be Respectful

We respect and appreciate the cultures of the people we work with. Wherever we operate, we
want to be a part of the local community. We wish to assist consumers with their unique needs in
the most convenient manner possible.

4.3 Present Scenario of Grameenphone

Grameenphone commenced operations on March 26, 1997, with the goal of providing network
connections to Bangladesh's rural people. Although technology and infrastructure have evolved
over time, Grameenphone's dedication to enabling societies has not. Grameenphone believes that
through harnessing the power of technology, individuals may achieve anything. They may be
able to assist them in fulfilling their ambitions. Grameenphone has installed the most 4G towers
in Bangladesh, ensuring the country's quickest and most comprehensive internet service. This
was done to address real-world issues that individuals encounter on a daily basis. Their
networking efforts don't end there; they've launched the Deep-Sea Network to help vulnerable
populations like fishermen, for whom discovering a network in the middle of the sea may
actually save lives. Grameenphone wants to evolve in this way, by using the potential of 4G to
expand with the community. The Internet is a source of immense power, and with great power

12 | P a g e
comes even greater responsibility. With the ‘Child Online Safety' project, Grameenphone is
helping to provide a safer online experience for children. They are introducing IoT to the public
in order to infuse technology solutions to make our lives more convenient. Grameenphone is
committed to supporting, guiding, and equipping new entrepreneurs with the ‘Grameenphone
Accelerator' in the future. They also feature MyGP, the greatest self-service application that
provides users complete control over how they utilize their Grameenphone services.

Some major facts of Grameenphone in recent times:

 Grameenphone is the first mobile network provider to provide prepaid services.

 Highest number of 4G towers in the country
 The first network provider to provide 2G, 3G, and 4G technologies.
 “Signline” is a special video-call customer service center for the severely deaf
community.
 The Grameenphone network reaches 99.6% of Bangladesh's population.
 Customers could customize their own plan with Flexiplan, which was the first of its type
in the market.

‘Bangladesh Challenge’ A campaign for Covid19 Awareness

In November of this year, a coronavirus epidemic occurred in China. It swiftly spread around the
world, prompting the declaration of a pandemic. Grameenphone has launched a number of steps
as part of its social duty to raise public awareness and prevent the spread of the coronavirus in
the country. IEDCR Hotlines 16263, 10655, and 333 have been established, and are free and
open to any Grameenphone subscribers seeking coronavirus information. Grameenphone also
sent out a ‘Stay Home' message to their 7.5 million users, advising them to avoid public
gatherings and keep social distance. Grameenphone, in partnership with ICT division, a2i, and
Google, sponsored a campaign named "Bangladesh Challenge" during the start of the epidemic
in Bangladesh. The initiative invited everyone to designate essential areas in their neighborhood,
such as hospitals, commodity markets, mobile balance recharging stations, Nagad/bKash

13 | P a g e
stations, and others, so that they are easily accessible to the general public. The project received
the desired reaction. According to Bangladesh Challenge's information, 31,000 registrations were
received, with 1621 Google links and 635 Open Street Map connections, and 42,000 Map
postings. In the fight against the coronavirus, there are a few things to keep in mind. Frontline
health professionals are at the greatest risk of catching coronavirus in the fight against the virus.
Grameenphone has pledged to provide 50,000 personal protective equipment (PPE) to the
Ministry of Health, which would be handed to clinicians working in DGHS-designated
institutions. Grameenphone has supplied the first-line physicians with a 30GB internet service
package at BDT 1 per month to assist keep their families in contact from work. For the next six
months 25,000 doctors enrolled through DG Health will continue to profit from this exceptional
perk.

“Dakche Amar Desh” Project by Grameenphone to Prevent Hunger

In order to give emergency food aid to the country's most vulnerable families who have been
affected as a result of a pandemic, Grameenphone, in addition to government activities, has
adopted a combined effort with BRAC, the world's biggest non-governmental development
organization and Bangladesh, Dakche Amar Desh. A fund of BDT 15 Crore has been established
to provide emergency food aid for 1.00,000 ultra-poor families. In addition, many people of
society who are compassionate have reacted to our plea and extended their help to our endeavor.

4.4 Functions of Grameenphone

For the past few decades, Grameenphone has used a variety of techniques to maintain its
leadership position in our country's telecom market.

Global Level Strategy:

In several countries, Telenor adopted various brand names. For example, in Bangladesh, in India,
in Telenor, in Pakistan, Norway and Hungary, in Malaysia and in Digi in Dtac, in Thailand, etc.
Grameenphone Ltd. is also known as GP.

Business Level Strategy:

Different airtime packages were developed for different target markets, including the Nishchinto
package (flat pricing to all operators), Bondhu package (greater emphasis on friends and family

14 | P a g e
numbers), and the djuice package, which was designed specifically for Bangladesh's young.
Postpaid customers can take use of the Xplore bundle.

Corporate Level Strategy:

For high-end business users, GP maintains the product idea and offers an attractive and
customizable bundle dubbed "Business Solution."

Enterprise Level Strategy:

Grameenphone Ltd. provides packages like Ekota, available in prepayment and postpayment
form for small and medium firms who have a Community Tariff Privileg. PCO firms have a GP
Public Phone package (GPPP).

Chapter 5
5.1 Data Collection:
There are two types of data collection: 

 Primary Data: Primary data is collected firsthand through experiments, surveys,

questionnaires, focus groups, interviews and taking measurements.
 Secondary Data: Secondary data is readily available and is available to the public
through publications, journals and newspapers.

 In the context of Bangladeshi people, as researchers we wanted to use primary data to
examine the research problem and verify hypothesis. As we are in a pandemic situation its
quite difficult to take interviews of employees which is the primary source of data. And
within a very short time span it is very difficult to do so. So, we collected the data from
various sources found online.  
The prime thrust of the study is to identify the key factors that are responsible to determine the
overall employee work satisfaction and its impact on turnover intention of the employees of
Grameenphone Bangladesh limited. The factors included in the investigation as independent
variables are compensation package, supervision, career growth, training and development,
performance appraisal, working atmosphere, company loyalty. The total numbers of
questions selected in the questionnaire were 37. The employees under this investigation are
meant to range from the lowest level of junior executives to the top-level management position
of the companies and they were not differentiated on gender basis. In order to achieve this
objective judgement sampling technique was adopted. Altogether 96 persons responded to the
survey.

15 | P a g e
The factors are given below 
1. Training and performance appraisal
2. Work atmosphere
3. Compensation package
4. Supervision
Appropriate training
In house managerial training
Evaluation of work-related skills
Transparent performance evaluation
Periodical review of performance
Performance reward
Reward provided immediately
Casual dress is allowed on workplace
Work place is spacious
Office look is excellent
Cross functional teamwork
Neat and clean work environment
Vacation and leave policy
Family members incidental fees
Welfare facilities
Festival bonus is competitive
Overtime payment is reasonable
Co-operative supervision
Supervisors’ attention to employee
Improvement
Duties assigned by supervisor are fair

5. Company loyalty Loves to come to office

Feels homely in company
Promotes social responsibility

6. Career growth Company evaluation job efforts

Company provides in time promotion
Have job freedom
Have equal chance of promotion to top
levels

These six identified factors account for about 82% of the variance in the data on attitudes
towards job satisfaction of the employees working in the Grameenphone Bangladesh limited. In
other words, most of the employees (about 82%) Grameenphone Bangladesh Limited is satisfied
due to their focus on career development and succession planning also to reduce employee
turnover and engage the employees more to their work by concentrating on the six identified
factors mention above.
Grameenphone Limited’s HR analysis:
1. Comprehensiveness of the HR Strategies and Policies:

16 | P a g e
 From the study, we have found out that, the HR policies and strategies are comprehensive
enough to manage the workforce of the company. The policies are well defined and
widely explained to ensure an all-encompassing HR management.
2. Access of the employees to HR Strategies and Policies:
The HR policies and strategies are disclosed to the full among the employees and
management body for better understanding and practice. The employees have sufficient
access to them in case of any need felt
3.HR Strategies and Policies in practice:
Grameenphone Ltd. shows that, the HR manual of the
company is practiced in full and without any bias and deviation. The policies are also
helping the company to get a better managed working environment.
4.Acceptance among the employees
The employees of Grameenphone Ltd. are satisfied with the HR policy as they are fully
disclosed and neutrally practiced. The policy’s comprehensiveness and
implementation procedure are working as a moral support in this regard.
5.HR Strategies and Policies and human rights issues:
From our study, we have found out that, the HR policies and strategies are conforming
the ILO standards for the employees. The policy also follows the rules and regulations of
the Ministry of Labor and Human Resource of the Govt. of Bangladesh.

Chapter 6
6.1 Findings

From the above experimental depiction, Grameenphone has added to advancement into
development in Bangladesh economy in several ways: The major findings from this report are
given below:

17 | P a g e
  Grameenphone Ltd. is the market leader in telecommunication business in Bangladesh.
 It has a solid monetary position. It has adequate current resource in regard with the
current liabilities. Fast proportion, cash proportion, working income proportion,
influence proportion, inclusion proportion is extremely fine.
 Though the item offer of Grameenphone isn't alluring contrast with different
administrators, it gives the best organization and client support.
 The current portion of the overall industry of Grameenphone Ltd. is 63.9%
 Currently Grameenphone has more than 60 million subscribers.
 Its HR strategy is a lot of coordinated contrast with different administrators.
 If employees perceive any imbalance in the relation of their input-outcome ratio to
some comparative standard, they will act to correct the inequity. Thus, the search for
fairness is pursued by both the employers and the employees.
 The changing economic and business circumstances should be regarded as an organic
component in the study of career development.
 Significant connection between professional stability and representative occupation
fulfillment, in setting of Grameenphone Limited.
 Critical connection among remuneration and representative occupation fulfillment, in
setting of Grameenphone Limited.
 Significant connection among inspiration and worker work fulfillment, in setting of
Grameenphone Limited.
 There is a critical connection among advancement and worker work fulfillment, in
setting of Grameenphone Limited.
 Building specialized foundation with progressively further developed administrations,
running after a minimum amount, where telecom sway on advancement will increment
altogether.
 Wages and installments paid out to the workers with extensive pay impacts.
 Through proficient HR practices and preparing programs improving human resources
just as setting a norm for conduct and direct.

Through people group administrations which help reserve essential administrations for needy
individuals. It appears to be that the effect of Grameenphone on the improvement of Bangladesh
is extremely huge, and furthermore obviously past what is generally anticipated from a privately
owned business, like speculations, compensation and charges. The set of principles, strategy, HR
rehearses and stretched out business exercises appear to assume a significant part in
Grameenphone and furthermore have impacts past the organization's own particular objectives.
An especially fascinating perception is the “scholarly training” measure going on, no doubt
inferring expanding the board freedom.

18 | P a g e
Chapter 7
7.1 Recommendation:
After all the analysis and the findings about Grameenphone, my recommendations are given below:

 Grameenphone need to find ideas about how they can retain their employee.

 Recruitment & selection process is much more time consuming choice for GP. They need to find
other ways to fill the employee numbers.
 Recruitment & Compensation policy for consultant & International Employee (Expatriate)
should be defined.
 Grameen phone don’t have any review process, they need to give formal review to the employees
everyday. It can help to motivate employee.
 Company need to encourage employees every time.

 GP need to make a system about employee transfer issue. They need to ensure transfer for
employee’s better training.
 GP need to be more focused on their internal environment of organization.

 GP need to be more focused on their emerging employees. Because they have more potentiality to
grow more. They need to give bonuses according to the performance.

Network Availability: Sometimes poor network is the vital problem for the subscribers due to
some planned works. So it should be solved technically to ensure the users to enjoy full fledge of
networks. If GP is having lack of technical equipment or technical hands they should
immediately fulfilled the desired necessity.
Coverage: Main attraction behind Grameenphone Services is the nation-wide roaming facility;
but still needs to increase the coverage and scope are still there.
Charge: Grameen Phones provides less facility for the subscribers. It should charge the users the
least amount as its intention should be in long run, economies of scale.

7.2 Conclusion:
Grameenphone still has a positive image in the Mobile market. Due to its various innovative
products and wide market coverage, strong network, at cheap rate with various service centers
and its value added services, it can be considered as the market leader in the telecommunication
industry and its competitors are far behind. The Pre-Paid System has huge market demand. The
people, process and physical evidence of its services, builds the image and demand of
Grameenphone. By people it is meant the employees who interact with the customers directly,
and the company’s customers. Gaps in physical evidence occurs when customer’s have problems
with their SIM (lost SIM, blocked, card error etc), handset, or any other problem regarding

19 | P a g e
connection that takes place due to the customer’s own fault. As subscriber’s has to pay for any
replacement, they feel these hassles and costs could have been avoided if Grameenphone wished.
GP could have avoid these problems through training their customers on the proper use of
handling phones, training on handsets and also informing them about the rules and regulations of
the company individually as a part of value added service. Appropriateness of technology in the
context of a poor economy is not an issue, the appropriateness of institutions is. Institutions need
to be developed that can deliver the technology to the common people so that they themselves
can harness its power. Just as aspirin lowers fevers in both adults and children but children need
syrups while adults 67 can handle tablets, special delivery mechanisms may need to be
developed for growing needs of the technology. Grameenphone has not created any new
technology, but it has established a new way, compatible with economic and social
circumstances in rural Bangladesh, to provide access to telephones for the rural people in
Bangladesh. Country like Bangladesh where people have dreams, not the ability. Besides, the
real truth “whether technology drive strategy or strategy drives technology” – is a challenge for
the organization in the dynamic world

Reference
‘Codes of Conduct’ of Grameenphone Ltd.
• GP Compensation policy

20 | P a g e
• @Work (Telenor’s Internal Website)
• Inside GP (GP’s Internal Website)
• Newsletter (Internal) of Grameenphone Limited
• Image Guide Book & Intranet of Grameenphone.
• Grameenphone Annual Report (2010-2011)
• Divisional Annual report(HR &Commercial Division)
• Telenor Profile
• www.gpcic.org
• Web Site: www.grameenphone.com

1. Ram Charan, S. D. (2011,pg:21-37). The leadership Pipeline, How to build leadership powered
company. josseybass.
2. SpencerStaurt. (2011,pg: 3-5). Succession Planning The Indian Perspective .
3. Carnegie, D. (2009,pg: 4-7). The Nuts and Bolts of Succession Planning.
4. Deloitte. (2009). Talent Management and Succession Planning at the Executive Level. Deloitte
5. Issac C. Theus.(2019) Strategies of Succession Planning & Leadership Training Development For
Nonprofit Organization.

Appendix
The questionnaire based on which the interview were conducted is given below:
1. How do you motivate your employee ?

21 | P a g e
2. Where do you focus during motivating employee? Monetary motivation or non monetary
motivation ?
3. Do you think motivation can reduce employee turnover ?
4. Do you think motivation can increase employee involvement ?
5. Do you think succession planning can reduce employee turnover ?
6. Do you think succession planning can increase employee involvement ?
7. How often do you evaluate your employees performance ?
8. If a employees performance is poor then what would you do ?
9. How much important succession planning is for a company ?
10. Is succession planning necessary in every field ?

22 | P a g e