Anda di halaman 1dari 25

Table of Contents

1. 2. Introduction ..................................................................................................................................... 1 Research Methodology ................................................................................................................... 1 2.1 Primary Data Collection ............................................................................................................... 1 2.2 Secondary Data Collection............................................................................................................ 1 3. 4. Limitations ...................................................................................................................................... 1 Introduction of Mobilink................................................................................................................. 2 4.1 Mobilink`s Mission ....................................................................................................................... 2 4.2 Mobilink`s Vision ......................................................................................................................... 3 4.3 Mobilink Divisional Functions ..................................................................................................... 3 5. Human Resource ................................................................................................................................. 4 5.1 Human Resource at Mobilink ....................................................................................................... 4 5.1.1 Staffing and Compensation .................................................................................................... 4 5.1.2 Organizational Development ................................................................................................. 4 5.2 HR Department of Mobilink ......................................................................................................... 5 6. Human Resource Planning .................................................................................................................. 6 6.1 Human Resource Planning at Mobilink ........................................................................................ 6 6.2 The Strategic Direction----Human Resource Linkage .................................................................. 6 6.3 Assessing Human Resource .......................................................................................................... 7 6.4 Succession Planning...................................................................................................................... 7 6.6 Job Analysis methods ................................................................................................................... 7 7. Recruitment Process........................................................................................................................... 8 7.1 Importance and purpose of recruitment process: .......................................................................... 8 7.2 Mobilink Policies for Recruitment and Selection: ........................................................................ 8 7.3 Recruitment policy: ....................................................................................................................... 8 7.3.1 Objectives: ............................................................................................................................. 8 7.3.2 Policy guidelines: ................................................................................................................... 8 7.3.3 Source of Recruitment: .......................................................................................................... 8 7.3.4 External Recruitment: ............................................................................................................ 9 7.3.5 Internal Recruitment .............................................................................................................. 9 7.3.6 General conditions for recruitment: ....................................................................................... 9 7.3.7 Application submission (Resumes collection) ....................................................................... 9 8. Selection Process ............................................................................................................................. 10

8.1 Critical Review on Recruitment and Selection process: ......................................................... 11 9. Training and Development................................................................................................................ 11 9.1 Training needs assessment Policy at Mobilink: .......................................................................... 11 9.2 Wide Management Training Plan ............................................................................................... 11 9.3 Foreign Training Policy: ............................................................................................................. 12 9.4 Conditions for Overseas Training: .............................................................................................. 12 9.5 Employee Surety Period and Cost: ............................................................................................. 13 9.6 Training: Practices at Mobilink................................................................................................... 13 9.7 Types of Training in Mobilink: ................................................................................................... 13 9.7.1 Soft Skill Training:............................................................................................................... 13 9.7.2 Technical Training: .............................................................................................................. 14 9.8 Other Types of Training at Mobilink .......................................................................................... 14 9.8.1 Customer Service Training: ................................................................................................. 14 9.8.2 Supervisors Training: ........................................................................................................... 14 9.8.3 Leadership Workshop: ......................................................................................................... 14 9.8.4 Conflict Management Training: ........................................................................................... 14 9.8.5 Development of Oratory Skills: ........................................................................................... 15 9.8.6 Motivating, Coaching & Delegating: ................................................................................... 15 9.9 Critical Review on Training at Mobilink: ................................................................................... 15 10. Compensation and Benefits: ........................................................................................................... 15 10.1 Compensation and Benefits Strategy ........................................................................................ 15 10.2 Compensation and Benefit Plans in Mobilink: ......................................................................... 16 10.2.1 Salary policy ...................................................................................................................... 16 10.2.2 Promotions ......................................................................................................................... 16 10.2.3 Bonuses .............................................................................................................................. 17 10.4 Reward Categories at Mobilink ................................................................................................ 17 11. Career and Development................................................................................................................. 18 11.1 Career Planning and Development in Mobilink: ...................................................................... 18 11.2 Promotion Policies .................................................................................................................... 18 11.3 Reward System: ........................................................................................................................ 19 12. Performance Management .............................................................................................................. 19 12.1 Types of Performance Appraisal............................................................................................... 19 12.1.1 Informal Performance Appraisal ........................................................................................ 19 12.1.2 Formal Performance Appraisal .......................................................................................... 19

12.2 Performance Management at Mobilink..................................................................................... 19 12.3 Policies of giving Performance Appraisals ............................................................................... 20 13. Orientation ...................................................................................................................................... 20 13.1 Orientation at Mobilink............................................................................................................. 21 14. Conclusion.......................................................................................................................................21

1|Page

1. Introduction
Today, the telecommunications industry is exposed to fierce competition. National and geographical borders no longer coincide with those of telecommunications. The same products and services are developed and offered in a number of different countries. Since, the invention of telephone as a medium of communication, the telecommunication has been growing by leaps and bounds. Competition among different firms has led to creative and innovative solutions regarding the usage of phones all over the world. Mobile phones are one such creation, in this regard, that had taken the telecommunication industry to new heights. Therefore, keeping the importance of mobile industry in mind, we have chosen a mobile company as our focus of study i.e. Mobilink.

2. Research Methodology
The research techniques that are adopted for the purpose of this study are as follows:

2.1 Primary Data Collection


a) Formal Interviews b) Informal Interviews
The formal interviews include people from the top management and the informal interviews included people from middle and lower management.

2.2 Secondary Data Collection


1) 2) 3) 4) Internet search Newspapers References books and other literature Annual reports of the organizations

We have tried to attain the maximum authentic and complete information regarding the company.

3. Limitations
One of the major limitations while carrying out this research was the lack of cooperation on the part of the management of the Mobilink in providing the data regarding the company and its policies.

2|Page

4. Introduction of Mobilink
Pakistan Mobile Communications Limited (PMCL), better known as Mobilink GSM, is a telecommunication service provider in Pakistan. The company is Pakistan's leading cellular operator with a subscriber base of over 31.6 million or more and market share of 31% in October 2010. Mobilink's Head office is located at Mobilink House, 1-A Kohistan Road, F-8 Markaz Islamabad. Mobilink's corporate postpaid package is sold under the brand name "Indigo" and prepaid by the name of "Jazz". Mobilink GSM (PMCL), a subsidiary of Orascom Telecom, was awarded a license in July, 1992 and started its operations in 1994 as the first GSM cellular Mobile service in Pakistan by MOTOROLA Inc... Later it was sold to Orascom, an Egypt-based multi-national company. Mobilink has become the market leader both in terms of growth as well as having the largest customer subscriber base in Pakistan. Orascom Telecom Holding S.A.E. ("Orascom Telecom") or ("OTH") was established in 1998 and has grown to become a major player in the telecommunication market in the world. OTH is considered among the largest and most diversified network operator in the Middle East, Africa and Pakistan. With more than 31.6 million subscribers, Mobilink maintains market leadership through cutting-edge, integrated technology, the strongest brands and the largest portfolio of value added services in the industry, a broadband carrier division providing next generation internet technology as well as the countrys largest voice and data network with over 8,000 cell sites. The company is also the official cellular partner of the Pakistan Cricket Board. As a responsible corporate citizen, Mobilink also offers a range of socially inclusive products and services dedicated to enhance access to information. Through Mobilink Foundation, the company supports education, health and environmental initiatives and promotes sustainable business practices. Mobilink offers exclusively designed tariff plans that cater to the communication needs of a diverse group of people, from individuals to businessmen to corporate and multinationals. To achieve this objective, it offers both postpaid (Indigo) and prepaid (JAZZ) solutions to their customers. Compared to their competitors, both the postpaid (Indigo) and prepaid (JAZZ) brands are the largest brands of their kind in the Pakistan cellular industry. It provides an advanced voice communication service that makes the lives of millions much easy. At the same time, Mobilink places high importance to its coverage, which is why we cover you in 10,000+ cities and towns nationwide as well as over 140 countries on international roaming service. In other words, we speak your language, everywhere.

4.1 Mobilink`s Mission


To be a superior communications service company in Pakistan that provides the best value to its customers, employees, business partners and share holders.

3|Page

4.2 Mobilink`s Vision


To be the leading Telecommunication Services Provide in Pakistan by offering innovative Communication solutions for our customers while exceeding Shareholder value & Employee Expectations.

4.3 Mobilink Divisional Functions


The organization is divided into divisions, which are further divided into departments and sub departments. The divisions, their sub-functions and their roles in the organization are mentioned below

Technical Marketing Sales & Distridution Customer Care Finance

Mobilink
Information Technology Human Resource & Administration Strategy Management Corporate Affairs Business Analysis & Planning

4|Page

5. Human Resource
HRM is the study of activities regarding people and their behavior in the organization. It is the management function that deals with recruitment, placement, training, development of organization members. HRM is a process for staffing the organization and sustaining high employee performance. HRM can be defined as all the practices, systems and procedures implemented to attract, acquire, develop and manage human resources to achieve the goals of an organization. Simply it is managing the employment relationships.

5.1 Human Resource at Mobilink


The human resources function at Mobilink comprises four main areas.

1. 2. 3. 4.

Staffing and Compensation Organizational Development HR Operation Project Management

5.1.1 Staffing and Compensation


The staffing and compensation function is responsible for meeting the companys recruitment requirements along with developing, implementing and maintaining companywide compensation and incentive plans. The function is also the custodian of the HR Employer Brand.

5.1.2 Organizational Development


Organizational Development is primarily responsible for initiatives tied to employee development and organizational capability enhancement.

5.1.3 HR Operations
HR Operations looks after employee services and employee relations. It also maintains and updates employee records. The employee excellence function aims to enhance HR performance through value creating activities focusing on wellness and diversity management initiatives.

5.1.4 Project Management All Mobilink's projects are managed here by a highly knowledgeable business - oriented team. The Project Management Department is responsible for allocating the projects' tasks to the respective department and then delivering the project to the third parties once done.

5|Page

5.2 HR Department of Mobilink


HR Department of Mobilink is very well defined and well structured and it has developed various policies of keeping each employee productive part of the organization which is now one of the corporate worlds requirement. Employees in the company are largely committed to their organization and have shown progress in the company. Employees are satisfied with the HR department of Mobilink GSM Company.

There are several functions performed by HR department of Mobilink are:

1) 2) 3) 4) 5) 6) 7) 8)

Human Resource Planning Recruitment Selection Orientation Training and Development Performance Management Compensation and Benefits Career Planning and Development

HR Planning Recruitment Career Development

Selection

HRM

Compensatio n and Benefits

Orientation Training and Development

Performance Management

6|Page

6. Human Resource Planning


Human resource planning is a process by which an organization ensures that

1) It has the right number and kinds of people 2) At the right place 3) At the right time
So that they are capable of effectively and efficiently completing those tasks that will help the organization achieve its overall strategic objectives.

6.1 Human Resource Planning at Mobilink


At Mobilink there are separate divisions for Strategy Management and Business Analysis and Planning which are responsible for the Strategic planning of the company. The basic responsibility of Human Resource Division is to ensure that appropriate personnel are available to meet the requirements set during the strategic planning process i.e. how many employees are needed for a certain project or how many employees are needed to attain the organizational goals. What skills, knowledge and abilities are required from the people so that they can effectively and efficiently complete the task that will help Mobilink to achieve its strategic objectives?

6.2 The Strategic Direction----Human Resource Linkage


"To be a superior communications service company in Pakistan that provides the best value to its customers, employees, business partners and share holders"

Mission

Objectives and Goals

Attaining the maximum market share this year. Providing maximum Customer Satisfaction.
Low Cost Strategy Market Penetration Strategy HR of Mobilink determine what jobs need to be done to attain the goals and objectives of the company HR Department determine what abilities knowledge and skills are required by the people to perform ant specific job.

Strategy

Structure

People

7|Page

6.3 Assessing Human Resource


The HR Planning section of Mobilink also assesses the current human resource so that they can predict about future demand and supply of labour or employees. Assessing current human resource begins by developing a profile of the organization`s current employees. This internal analysis includes information about the workers and the skills they currently possess. Some of the other most important activities performed at Mobilink for Human Resource Planning include:

1) Succession Planning 2) Job Analysis

6.4 Succession Planning


It is the process which helps the HR Manager to determine that who is capable to fill the post which will be vacant in the near future.

6.5 Job Analysis


Job Analysis is a systematic exploration of the activities within a job. It defines and documents the duties, responsibilities and accountabilities of a job and the conditions under which a job is performed.

6.6 Job Analysis methods


These are the basic methods by which HRM can determine job elements and essential knowledge, skills, and abilities for successful performance.

At Mobilink, following methods are used for job analysis: 1) 2) 3) 4) Observation Method Individual Interview Method Group Interview Method Structured Interview Method

8|Page

7. Recruitment Process
Process in which company try to development the pool of candidates according to HRM plans. It is the process of locating, identifying and attracting capable applicants.

7.1 Importance and purpose of recruitment process:


1) Attract and encourage more and more candidates to apply in the organization. 2) Create a talent pool of candidates to enable the selection of best candidates for the organization. 3) Determine present and future requirements of the organization in conjunction with its personnel planning and job analysis activities. 4) Recruitment is the process which links the employers with the employees 5) Increase organizational effectiveness.

7.2 Mobilink Policies for Recruitment and Selection:


Every complete application becomes part of our online talent pool which is our primary source to meet our employment needs. Whenever a position becomes available that matches your profile, you will get an opportunity and become a part of our recruitment process. Policies for Recruitment and Selection as experienced at Mobilink are:

7.3 Recruitment policy:


7.3.1 Objectives:
The policy is meant to ensure an effective and efficient method of recruitment and selection. It is aimed at hiring without any discrimination based on race, colour, sex, nationality, ancestry, religion or disability.

7.3.2 Policy guidelines:


The recruitment policy must comply with regulations set out by the Government of Pakistan.

7.3.3 Source of Recruitment:


The Sources of recruitment for different job vacancies in PMCL shall include:

1) 2) 3) 4) 5)

Internal Advertisement Advertising Head hunters/executive search organizations Walk in candidates Colleges and Universities
Sources of External Recruitment Job fairs University Hunts Advertising Walk in candidates

Sources of Internal Recruitment Employee referrals Internal advertising Succession Planning Promotions

9|Page

7.3.4 External Recruitment: a) No candidate under the age of eighteen will be considered. b) To avoid conflict of interest, hiring of close relations (brothers, sisters, spouses, first cousins, brothers/sisters in law) will not be encouraged. However candidates falling in this category who have exceptionally good credentials may be considered. Hiring supervisors will need to explain in their assessment of the candidate their qualities that justify hiring. A final decision will rest with the concerned Divisional Head who will need to ensure that there is no conflict of interest. c) Human Resources will advise Department Heads on salary ranges to be offered to the applicant keeping internal and external equity in perspective. d) Minimum qualifications must be a Bachelor degree or equivalent. A-Level or equivalent may be considered for call centre/support staff however will require approval of the department of Human Resources & Administration.
This criteria does not apply to technicians/riggers and ancillary staff.

7.3.5 Internal Recruitment a) Internal candidates must be confirmed employees of Mobilink who have completed one year of service. However exceptionally good candidates may be considered. b) Selected candidates will join the new job/position after getting clearance from existing line manager. c) Spouse of an existing employee will not work for direct competition and either one will have to resign from service. Prospective candidates whose spouses work for competition will not be considered for hiring. d) Hiring from vendors, franchises, and clients is not encouraged. Exceptionally where offers are made to employees of these entities their prior consent must be obtained. 7.3.6 General conditions for recruitment:
All recruitment will be done through the Human Resources Department in consultation with the Officers and Heads of the concerned Department. An applicants knowledge, skill and aptitude related to the position shall be judged according to a range of factors including:

Education (Academic / Professional). Experience. Profile. Interviews. References.

7.3.7 Application submission (Resumes collection)


Applicants may apply online by registering with the web based recruitment portal. However, when considered for a specific position, they will be required to fill the standard application form of the Company.

10 | P a g e All applications will be kept on HR database for a period of 6 months only.

8. Selection Process
Selection can be conceptualized in term of either choosing the fit candidate or reject the unfit candidate or combination of both. Selection is the process of choosing the most suitable person out of all participants. In this process relevant information about candidates is collected through series of steps so as to evaluate their suitability for the job to be filled. On the other hand selection is the process of accessing the candidates by various means and making choices followed by an offer of employment. So in Mobilink recruitment and selection process starts when Departments must submit Hiring Request or Transfer Request Form to the HR Department and duly signed. Information regarding qualifications and job description should be forwarded for identification of suitable candidates. Leadtime of at least ten working days should be given for selection of candidates. The Human Resources Department would place internal advertisements and / or shortlist suitable candidates from the databank. If no suitable candidate is found, advertisements will be placed in media. The Human Resources Department shall, upon the departments request, provide screened CVs. The department will do another sift if necessary and conduct interviews with the immediate Supervisor / Department / Divisional Head or his / her nominee and any job related selection tests. Short Listed Candidates will be invited for a final interview with the HR department. The Human Resources Department may conduct Profile and Psychometric Tests for the selected candidate in order to evaluate the suitability of the candidate. Two Reference checks will be completed for the selected candidate either before hiring or during the probationary period. Appointment will be subject to satisfactory references being received. On Selection the following information will be forwarded to HR to be kept in the Employees Personal File:

Interview Evaluation form Passport size Photos. Any other special clause. References. Copy of N.I.C. Copies of degree(s): Bachelors and above only and copies of experience certificates.

In the Case of Consultants the Company will sign a contract with the Consultant for a duration ranging from 3 months to 1 year. The Human Resources Department shall prepare and deliver the Employment Letter to the Employee and obtain signatures on a copy. Selection criteria are totally based on merit. A series of interviews are conducted followed by a panel interview and a group discussion. Only deserving from a lot of applicants is considered.

11 | P a g e

8.1 Critical Review on Recruitment and Selection process:


It goes without saying that reference for job works. So its surely a flaw in the recruitment and selection process of Mobilink. We know a number of people who get job in Mobilink on reference basis. However, saying all that, getting a job at Mobilink and retaining that job at Mobilink for a time are two different things. One thing was interesting studying the Mobilink Recruitment and Selection process. Company entertains online applications more than mailed ones. To us, reason is twofold. First, it reduces burden during the recruitment process. Secondly, by using online system, company can keep its image as innovative and latest the eyes of its consumers.

9. Training and Development


In simple terms Training and development is refer to the imparting of special skills abilities and knowledge of an employee. A formal education of training and development is...it is an attempt to improve the current or future employee performance by increasing an employee ability to perform through learning, usually by changing the employee attitude or by increasing his or her skills and knowledge. The need for training and development is determined by employees performance deficiency computed as follow:

Training and development need=standard performanceactual performance.


Difference between training, development and education is: 1) Training: refers to the process of imparting specific skills 2) Development: refers to the learning opportunities designed to help grow employee. 3) Education: is theoretical learning in class rooms.

9.1 Training needs assessment Policy at Mobilink:


Objective: Identifying the most appropriate solutions to performance problems. Procedures: All Company Heads should differentiate between problems that require training and
problems that require coaching or other solutions. Usually, only about 20% of performance problems require training solutions. The other 80% are best dealt with by looking at the quality of supervision or by factors in the work environment (rewarding good performance, punishing poor performance, and removing obstacles to good performance).

9.2 Wide Management Training Plan


Objective: Select/identify the needs, by management level, for the total Company. The Company
wills also Facilitate Employees with Short Management Courses from time to time.

Procedures: The HR Department will develop the TNA according to the recommendations made by
their Supervisors in the performance appraisal form. The HR Department shall coordinate all the tasks until a total Company-training plan is finalized, then follow-up with Department Heads on its implementation. The plan is the result of focusing on the individual discipline needs into one schedule designed to meet the training needs of the total Company.

12 | P a g e The trainer should be under the headcount of HR so that adequate training sessions can be planned and conducted nationwide. The training requirements of the employees will be picked from the recommendations made by their supervisors in the appraisal forms. The training requirement could also be forwarded by the supervisor if it is not mentioned in the performance appraisal.

9.3 Foreign Training Policy:


Objective: The purpose of this policy is to enhance skills and knowledge of Mobilink employees and build their capacities to enable them to perform their jobs more effectively and to develop them for future growth. Policy Guidelines: The Company shall pay all Training Expenses, Round Trip Airfare, living Allowance, and Local Transportation in accordance with Company regulations in this regard.

9.4 Conditions for Overseas Training:


Employees who are nominated for enrolment in an overseas training program should meet the following conditions: 1) Should meet the prerequisites of the intended training program. 2) Being knowledgeable of the language in which the training program will be conducted. 3) In case an expatriate / contract employee needs to attend a foreign training, he/ she has to be on a one year and above contract, with a duration of 6 months of service to perform at PMCL Mobilink from the date of starting the training. 4) If the expatriate / contract employee being sent on the training does not meet the above conditions, a waiver could be made on the recommendation of the concerned Chief/ VP and the approval of the president/ CEO.

13 | P a g e

9.5 Employee Surety Period and Cost:


Number of Days of Overseas Training Up to 6 Days Between 7 and 10 Days Between 11 and 15 Days More than 15 Days Duration of Surety 6 Months 1 Year 1 Year 2 Years Cost to be recovered Full Full Prorated after One Year Prorated after One Year

To ensure that both, PMCL Mobilink and the employees mutually benefit from overseas professional training provided to employees. The employees returning from training should continue to be in the employment of the Company for following minimum periods as mentioned above depending on the training days. Failing of which employees will be liable to pay the PMCLMOBILINK expenses incurred by the PMCL- MOBILINK on their training including travel and accommodation expenses. In the event of an employee wishing to leave the employment of the Company he/she will reimburse the Company the expenses incurred by the PMCL- Mobilink on providing the training. PMCLMobilink will make appropriate deductions from the employee final settlement including Provident fund. And remaining amount will be deposited by the employee in the Company account. In case an employee doesnt pay back the due amount to the company, HR will issue notice to the concerned employee mentioning that he/she has to pay back the amount to the company, otherwise, company reserve the right to take legal action. If the employee is terminated for cause he will be absolved from any deductions/ recovery of Training cost.

9.6 Training: Practices at Mobilink


On contacting personnel in the Mobilink office it was found out that Mobilink mostly trains its employees by On Job Training which means that the employees are trained as they perform their jobs and along with their duties. The manager or supervisor guides them how to perform their jobs and guides them to efficiency in the work. Internees are trained in various departments and then mostly hired by Mobilink itself and their training is basically teaching them the ropes and the basics of everything.

9.7 Types of Training in Mobilink:


On a general basis the training done in Mobilink can be divided into two categories:

1) Soft skill training 2) Technical Training 9.7.1 Soft Skill Training:


Helping your employees develop a stronger base of knowledge on topics that affect their personal lives can make them more productive and less distracted in their jobs. Soft skill development courses

14 | P a g e in areas like personal finance and childcare can help your team better manage the most important areas in their personal lives This may include the following things for e.g. 1) 2) 3) 4) 5) 6) Conflict management training People management training Communication skills Anger management Time management training Teamwork training etc

9.7.2 Technical Training:


This type of training has direct effect on the job of the employee. Specific skills are focused and developed accordingly. The engineering trainings of Mobilink are also included with this along with 1) Customer Services training 2) Sales related training 3) Marketing and technology training etc. All these types of training are done to enhance the employees job skills at the level he is at.

9.8 Other Types of Training at Mobilink


9.8.1 Customer Service Training: The employees are trained in communication skills,
negotiating skills in order to serve the customers whether in the call centre or customers services centre. They are taught on how to talk appropriately to the customers, how to recognize their problems, solve their problems and how to deal with them. it will helps to retain the customer and enhance their positive experience from the company.

9.8.2 Supervisors Training: Leading a department or an organization is a very difficult job and the
person at this level must be properly skilled. The supervisor training program helps those people who are at this post to develop the right skills required and asked for at this job.

9.8.3 Leadership Workshop: Becoming a Leader Good leaders are made, not necessarily born.
You can become an effective leader by developing yourself through a never-ending process of selfstudy, education, training & experience. To inspire your people to higher levels of teamwork there are certain things you must be, know & do. Leadership makes people want to achieve challenging goals & objectives. This workshop is for managers who have the desire to make things happen & have a team who need to be inspired into action! Mobilink offers this workshop for is specific employees.

9.8.4 Conflict Management Training: We are living in times where chaos and conflict are on the
rise. Lack of conflict can be as damaging for any organization, as having conflicts that go out of hand. In fact conflict is the very source of creativity, without which innovation is not possible. Usually these conflicts are resolved, but occasionally they grow to hinder one's job performance. This program is designed to increase a supervisor's ability to prevent conflicts from reaching a crisis stage and how to resolve it when a necessary conflict occurs. A framework for tackling conflict is also provided that helps managers who find dealing with conflict an unpleasant experience.

15 | P a g e

9.8.5 Development of Oratory Skills: With fit, healthy and active minds perform faster and more
accurately with minimal stress. How people speak indicates their state of mind. Nervousness in making public appearance is often the result of not knowing WHAT to do and HOW to do it! Learn to control your nervousness and feel the confident - professional image many seek! This workshop will provide hands-on approach to polish oratory skills, use projected media, and present like a "pro."

9.8.6 Motivating, Coaching & Delegating: Any approach to develop management skills must
involve a heavy dose of practical application. At the same time, practice without the necessary conceptual knowledge is sterile and ignores the need for flexibility and adaptation to different situations. They will also discover ways to manage performance of individuals and teams in order to achieve departmental/ organizational goals and objectives. All these programs are aiming at developing specific skills in specific people for specified purposes. It is believed that leadership skills and business goals are achieved through the training and development of the employees. To make it more motivating the participants of the training programs are awarded a course completion certificate at a graduation ceremony which is held after the completion of the training programs.

9.9 Critical Review on Training at Mobilink:


A lot of effort is put by Mobilink in Training its human resource. Organization has clear policies regarding training needs assessment and procedure for each type of training offered. Training is compulsory for some people in the organization; however, it is on offer for everyone working at Mobilink. A person in the finance department is always welcomed by HR department for Customer service training. A number of training methods are practiced at Mobilink like conflict management training, supervisory skills training etc. with the help of best in the business. All that training basically seems to be for the managers and supervisors but not for the lower level employees. There seems to be a need to increase training efforts focused to this group.

10. Compensation and Benefits:


The area of Compensation and Benefits belongs to the most specialized areas in Human Resources Management. Compensation and Benefits is about setting the Compensation

Strategy, monitoring other organizations on the market and a lot of internal analysis to ensure, the organization does not pay too much to its employees and it stays competitive on the job market. It is the function that is most connected with the competitors on the market and it
sets the compensation policies, which are fully competitive on the job market, but the policies still meet the targets defined by the organization

10.1 Compensation and Benefits Strategy:


Compensation Strategy is one of the most important strategies in the HRM Function as it
influences the costs of the organization and potential bad decision can lead to very serious damages to the organization. The compensation and benefits strategy is derived from the overall HRM Strategy and it has to be fully aligned. When the HRM Strategy sets the main objectives for the HRM Function, the compensation and benefits strategy has to follow. When the overall HRM Strategy states the low cost

16 | P a g e of services and employees, the compensation and benefits strategy cannot target the highest salaries at all levels. The compensation and benefits strategy sets the general rules for the compensation and benefits area in the organization and the owners and leaders of the area. In some organizations, the compensation and benefits department is just a support department for the line management. In other organizations the compensation and benefits manager is a very powerful employee in the organization with the right veto. This strategy sets the position of the organization on the job market and defines the items in the total cash in the organization and their role. The role of different components of the compensation is very important as the role of the compensation components can differ. For example, the role of bonuses can be primarily in performance reward or the retention of the employees and the organization has to decide. The compensation and benefits strategy has to reflect the reality in the industry and the surrounding job market. The compensation strategy can set the wish to pay the lowest possible salaries, but the HRM Function and the organization have to respect the reality on the job market.

10.2 Compensation and Benefit Plans in Mobilink:


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

10.2.1 Salary policy


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

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

17 | P a g e

10.2.3 Bonuses
The employee may receive 1 to 3 month bonus subject to evaluation of accomplished objectives.

10.4 Reward Categories at Mobilink


Intrinsic and Extrinsic rewards include: 1) 2) 3) 4) 5) 6) 7) 8) 9) Smart/Quality work Exceptional performance in a project Targets achievements Special assignments Medical care Life insurance Vacations Relocation Credit advance policy provident policy/advance against provident fund and a capping of gratuity 10) Recreation 11) Club Policy Travel 12) Education assistance policy 13) Mobile phone 14) Business mobile phone policy 15) Official Blackberry Policy 16) Life insurance 17) Medical entitlement

10.5 Health & Safety Policies


The safety of employees is everyones responsibility. Accidents, precaution and efficient work go hand in hand. All levels of employees have a primary responsibility for the safety and well being of all of us. Therefore, interest in practicing safety prevention must be encouraged by: 1) 2) 3) 4) 5) Setting good examples. Acting upon safety records. Reviewing safety programs. Holding personal interviews or group conferences. Starting activities that will stimulate and maintain employees interests.

No phase of operation of administration is of greater importance than accident prevention. It is the policy of the Company to provide and maintain safe and healthy working conditions and to follow operating practices that safeguard all employees and result in safe working conditions and efficient operations. Proper First Aid Kit will be available at all Mobilink Offices including remote locations. There is no need for such measures at Mobilink as maximum jobs do not expose you to the health hazards and are not such that require safety measures. However, there is a tendency of being safe in every human and that shows when you visit some Mobilink officer to meet someone of a high designation level. You need to fulfil various safety measures.

18 | P a g e

11. Career and Development


People are the source of all productive efforts in an organization. Organization effectiveness depends upon the peoples who are working in the organization. As a part of HRM every organization should acquire and retain skilled competent and motivated employees. So for the purpose of retaining skilled employees, management should assist individuals to plan their career.

11.1 Career Planning and Development in Mobilink:


Mobilink faces much competition in the telecom industry so now they are focusing on career Management of their employees in which they enable the employees to better understand and develop their career skills and interests and to use these skills and interests most effectively both within the company and after they leave the firm. Career planning is the deliberate process through which someone becomes aware of personal skills, interests knowledge, motivation, and other characteristics; acquires information about other opportunities and choices; identifies career related goals and establishes action plans to attain specific goals. Career development is the lifelong series of activities (such as workshops) that contributes to a person career exploration, establishment, and success ad fulfilment. Mobilink gives promotion to their employees on the performance basis. The Mobilink HR department develops the employees career development plans in which the HR department predicts the next logical step for their employees within five years. Importance of Career planning in todays competitive world is as important as any other HR function. Retaining your valuable Human resource today is one of the biggest challenges that organizations are facing. So, HR needs to come up with new strategies. Career planning and development is one of the basic tool and strategy organizations are using for retaining their employees. This function actually makes employees feel that they are important to the organization and Mobilink wants them to be at the top in their careers. However, at Mobilink this function is not fully performed or we should say this function is not performed satisfactorily. There are some policies on these but those are not recognized that well. One point of policy is found along with the compensation other with the recruitment. There should have been separate head for these policies. As far as the practices are concerned, all the employees were reluctant to talk about this during our interview. However, what we analyzed is that career development is practiced but not that openly. Specially, in case if some employee is considering of joining the competitors firm. If such is a case then organization has discipline policies for that even.

11.2 Promotion Policies


The new company structure is in five layers, comprising associates, specialists, managers, directors and chief officers in that order starting from the bottom and working towards the top rung of the ladder. Until approved otherwise, it would be mandatory for the employees to spend the following maximum period at each level before a promotion to the next level depending upon availability of a slot:

19 | P a g e Associate Specialist Manager Director Chiefs 3-4 years 3-4 years 2-3 years According to the president decision According to the president decision

However, employees who may not get a chance of promotion due to the non availability of an existing slot, will be compensated by being moved over within the new salary range specified by the company

11.3 Reward System:


MOBILINK considers its employees not just as a cost but also as a resource in which the company has invested from which it expects valuable returns. Pay policies and programs are one of the most important human resource tools for encouraging desired employee behaviors. The advantage of paying above the market average is the ability to attract and retain the top talent available, which can translate into highly effective and productive work force. The incentive schemes and incentive objective have been clearly communicated to all individuals and weekly progress report is also communicated to all concerned.

12. Performance Management


Performance management is a process used within organization to establish and evaluate an individuals job performance to achieve goals and objectives. It is a process of systematically evaluating performance and providing feedback upon which performance adjustments can be made. Performance appraisal should be based on job analysis, job description, and job specifications.

12.1 Types of Performance Appraisal


12.1.1 Informal Performance Appraisal
The process of continually feeding back to subordinates information regarding their work performance

12.1.2 Formal Performance Appraisal


It is a formalized appraisal process for rating work performance, identifying deserving raises or promotions, and identifying those in need of further training.

12.2 Performance Management at Mobilink


Mobilink believes that performance management is one of the most important parts of a Supervisors or team leaders job. Developing skills in performance management is wise investments that will help

20 | P a g e Mobilink achieve its Goals.

Managing employee performance includes 1) Planning work and setting expectations 2) Monitoring and measuring performance 3) Developing the capacity to perform 4) Periodically rating performance Mobilink conduct a formal review program to evaluate work performance and to promote communication and discussion of job performance with respect to past performance. Mobilink asses the employee on 1) 2) 3) 4) 5) 6) 7) Leadership. Communication skills. Team work and Co-operation. Problem solving & decision making. Initiative and drive. Flexibility. Customer focus.

12.3 Policies of giving Performance Appraisals


1) Performance appraisal is done on an annual basis (from January 1st to December 31st) 2) To give a chance to subordinates to evaluate their seniors a 360 degree evaluation is conducted at the time of the performance evaluation. 3) The immediate supervisor prepares an annual report in December of each year of each employee 4) Increments are also given at the end of the year, increments are percentage of salaries. 5) Promotions are given on good performance after completing two years in the current grade. 6) Bonuses are given but the employee must complete 6 months in the company service.

13. Orientation
Orientation is the process of Introduction of a new employee to his/her job and the organization. It is a program designed to help employees fit smoothly into an organization. It is also called socialization. Orientation or socialization is designed to provide new employees with the information needed to function comfortably and effectively in the organization. The first day of school for a little kid is bit frightening. He feels strange in lots of new people and a completely different environment. He is not quite sure how he would be accepted in the new area. New employees feel much the same way. They are coming into a new environment, meeting new people, and are not sure how they will be accepted. Employers can ease them and take advantage of the opportunity to start a good relationship with them. Therefore orientation is one of the most important parts of HR activities.

21 | P a g e

13.1 Orientation at Mobilink


Orientation and induction is required for employee familiarization with the organization and Mobilink is well aware of this fact. Affiliation with organization is only possible if the employees are informed about each and everything. When the employee is hired he gets proper orientation. In Mobilink orientation conveys three types of information:

1) General information about daily work routine. 2) Review of organizations history, purpose, operations, and products or services and contribution of employees job to the organizations needs. 3) Presentation of organizations policies, work rules and employee benefit.
Employees get Orientation CD regarding PMCL, Organizational charts. Within the first week of the employment employee go through Department orientation. With the first week of the employment employee go through Department orientation and get to know about daily work routine

1) 2) 3) 4) 5) 6) 7) 8) 9)

Introduction with the supervisor Getting familiar with the work place Working hours Attendance Policy Employee benefits for which they are or may become eligible: Medical insurance Sick leave Vacation Personal leave, holidays

Within 30 days of employment all new employees attend a formal orientation program which includes

1) 2) 3) 4) 5)

Nature of business History-philosophy and structure of company Structure chain command within the company Explaining the mission, vision and values of Mobilink Layout and facilities offered by the company.

14. Conclusion
We analyze every component of HR system in Mobilink and found that Hrm department in Mobilink is playing very important role without HRM department Mobilink cannot operate efficiently. Every component of has its own importance in the organization. But there are positive as well as negative aspects in Mobilink. As in Mobilink recruitment system is online that ultimately reduce the burden of HR department but the flaw is Mobilink selection process is that it gives priority to the employee referrals. In training and development they provide opportunities to each and every employee who is the part of organization but the flaw is that they only give training to the managerial level position not frontline employees. But the most appreciable point is that they have developed complete system of performance management and performance appraisal. They give great career opportunities to the employees also give benefits reward and promotions in order to makes employees motivated.

22 | P a g e We concluded that Mobilink have strong HR system due to which it is making progress day by day. Mobilink has the best HR system as compare to its competitors in telecommunication industry.