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
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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:
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.
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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.
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Mobilink
Information Technology Human Resource & Administration Strategy Management Corporate Affairs Business Analysis & Planning
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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.
1. 2. 3. 4.
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.
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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
Selection
HRM
Performance Management
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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.
Mission
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
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At Mobilink, following methods are used for job analysis: 1) 2) 3) 4) Observation Method Individual Interview Method Group Interview Method Structured Interview Method
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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.
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
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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:
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.
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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.
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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.
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
9.8.2 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.
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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.
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
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.
10.2.2 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.
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10.2.3 Bonuses
The employee may receive 1 to 3 month bonus subject to evaluation of accomplished objectives.
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.
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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
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.
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.
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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.