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Telenor Pakistan

Telenor Pakistan is a Pakistani GSM cellular service provider, and is a subsidiary


of Telenor, Norway. It has a subscriber base of 19.98 million as of March
2009.Telenor Pakistan is owned by Telenor ASA and adds on to its operations in
Asia together with Thailand, Malaysia and Bangladesh. Telenor ASA is an
international provider of high quality telecommunications, data and media
communication services. It ranks as world’s 7th largest mobile operator with a
total of 164 million subscribers in its mobile operations. Telenor Pakistan launched
its operations in March 2005 as the single largest direct European investment in
Pakistan, setting precedence for further foreign investments in the telecom sector.
The company has crossed many milestones and grown in a number of directions,
making Telenor Pakistan a leading telecom operator of the country. Telenor is the
fastest growing mobile network in the country, with coverage reaching deep into
many of the remotest areas of Pakistan. In the most difficult terrains of the country,
from the hilly northern areas to the sprawling deserts in the south, at times

Telenor is the only operator connecting the previously unconnected. Telenor is


keeping ahead by investing heavily in infrastructure expansion. With USD 2
billion already invested, Telenor have extended agreements with vendors for
network expansion and services until 2009. The agreements, with a potential to
result in USD 750 million worth of orders from Telenor Pakistan, are some of the
biggest of their kind in the industry.

Telenor is spreading across Pakistan, creating 2,500 direct and 25,000-plus


indirect employment opportunities. Telenor is a network of 23 company-owned
sales and service centers, more than 200 franchisees and some 100,000 retail
outlets.

HIERARCHICAL LEVELS
There are seven hierarchical levels as the size of the organization approaches 2500
to 3000 employees. Roles and responsibilities are clearly defined at the time of
joining the organization; employees are selected against defined criteria. Roles can
be added later but employees have a fair idea about their job responsibilities from
the beginning.

HIERARCHICAL LEVELS AT TELENOR PAKISTAN

Seven layers do not create communication or motivation problems due to the open
culture. There are no instances of de-motivation though in certain areas like
Customer Relationship Department or Customer Service Centre different customer
queries and complaints can raise frustration levels. Managers in these departments
intervene to solve problems. Whenever an employee has a new idea, he/she is
encouraged to approach the management and share it with them. Idea drop boxes
are also placed at various locations where employees leave their suggestions.

The Communications Department works out if the ideas can be implemented and
then discusses them with the employees. There is also a formal platform at the
group level known as SEED where innovation is encouraged and new ideas about
revenue concepts and cost efficiency can be discussed.

Employees are welcome to participate and submit their ideas. If the ideas handed
in are feasible then they are implemented in the organization country level or
global level, depending on the nature of the proposal).

Employees are then rewarded financially for their helpful contributions.

SOURCES OF CULTURE AT TELENOR PAKISTAN

PEOPLE
Telenor Pakistan consists of energetic, youthful and dedicated employees
aged 27 to 28 on average. An appropriate match is required between the culture
and employees at recruitment and hiring. If People Excellence (Human Resource
Department) feels that a person will not be unable to adjust into the organization’s
environment, even if he/she is performing functionally well, the person is rejected.
Primarily the culture comes from the top management. CEO of Telenor Pakistan is
humble and cooperative. The employees get the message that if the top
management is so accommodating then the employees should behave similarly.
What is important to the CEO becomes important for employees to identify
completely with the organization. There are four foreigners in the top management
but this does not create communication barriers. They are extra humble to others
while individuals of a local origin are extra sensitive to them so no one feels
alienated. The values of humbleness and free interaction in putting forth ideas lead
to a harmonious culture and efficient communication. The management is easily
accessible to discuss various issues. It is difficult to distinguish between them as
the culture is so homogeneous that it keeps every one at par with others (no formal
protocol is given).

ORGANIZATIONAL ETHICS
While making any decision, Telenor
Pakistan has been ethically conscious. Since Telenor (the parent company) has is
origins in Norway, a society with a soft-oriented and feminine culture, Telenor
Pakistan acknowledges its moral and ethical duty towards its stakeholders and
society. Telenor Pakistan will not resort to bribery or illegal offers to accept any
decision; values will not be compromised to get licensed. If the organization
believes it is not ethically right, it will never take that decision. In most of
advertisements they project themselves as the care taker of the values of Pakistani
people, so they claim to cherish the core cultural norms and values of the Pakistani
people. When the cartoon controversy arose, Telenor condemned such actions
mocking religious beliefs and portrayed this on their building.

Introduction to HRM 0

2 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 relationship

TELENOR PAKISTAN HUMAN RESOURES


All the operations to
take place and providing the best quality to its subscribers would not have possible
without competent and committed employees. Telenor is offering exciting and
challenging jobs with competitive pay, excellent benefits and exceptional
advancement opportunities. They consider their employees as the assets of the
company, and are providing them with relaxed and enriching work environment.
They are not hiring competent workforce but they are also developing the
employees through training and further educational programs, which ensure a high
professional standard amongst their employees. Telenor believes that a talented
and loyal workforce plays a crucial role in the organization’s ongoing business
success. And Telenor ensures the candidates that by being inducted in Telenor they
will become an enthusiastic and valuable member of TELENOR FAMILY.

Components of a HRM System

TELENOR PAKISTAN RECRUITMENT


Recruitment is the one of the Human Resource Functions, which is having a
perspective
of marketing in its operations. Teleport Recruitment Manager, Faraz Shahid
said,
“Telenor is Great Place to work for”. For Telenor, their Human Resource is a
Brand. To
advertise the equity of their brand, they adopt number of ways according to the
Hiring.
Telenor HR makes a use of several Marketing strategies to attract the potential
group of
candidates.

Recruitment:
“The process of seeking and attracting a pool of qualified applicants from which,
candidates for job vacancies can b selected”
Recruitment policy:
The recruitment policy of TELENOR PAKISTAN IS

Experience:
HR needs the experience of 3 TO 5 years for managerial positions. They
also hired fresh graduates for their customer service department.

IQ test/Written test:
If they got the experience of 5 years then there is no IQ test or written test.

EEO:
TELENOR PAKISTAN follows EEO. They maintain a policy of
nondiscrimination
towards all employees and applicants for employment. TELENOR
PAKISTAN have no discrimination in sectioning whether candidates are women,
minority or disable. They only focus on skills, experience and qualification.

CV Submission:
Interested applicants should submit their CV to their official site and
followings channels
hctelenor.com.pk
Telenor Pakistan - Moaiz Center, 13-K, F-7, Islamabad

Assessment:
The selection criteria may involve different steps with respect to the
position you are applying for. There can be one to one interview with concerned
Division head, Recruitment Manager and/ or a panel interview, or there can be
series of interviews. Special process of a preliminary test might be carried out,
depending upon nature of the job.

Keeping details on file:


If there is no specific job in the area of an individual's application, or an
applied for position has already been filled, they will hold all details in there
Careers database for up to one year, with the consent of the applicant. Within
this period, should any vacancy arise to which they feel the applicant would be
suited, he/she will automatically be considered.

Record Verification:
All the information provided is checked and verified by the related areas
and any false or fake information provided can lead to the strict disciplinary
action.
Recruitment procedures:
Within the organization - Internal Recruitment
Outside the organization – External Recruitment

INTERNAL RECRUITMENT
Telenor Recruitment Manager Faraz Shahid said,”it’s not the policy of the
Telenor
that they are bound to hire employees from within the organization according to
the
rules, but we call it as our Preference”.
They prefer the employee to be recruited from within the company, otherwise they
opt the alternative method for hiring. Internal recruitment is based of hiring people
from within the organization for the position to bevacant.

Telenor Portals
The portal mentions the vacancy for the position, in order to alert those employees
who fulfill the criteria for the particular job duties. With the help of portals, in
which Vacancy is displayed, it becomes easy for the employees to evaluate their
specifications for the higher posts.

Flyers and Broachers


Reinforcing the equity of brand is done for the existing employees, in order to
make them connected towards the company. Flyers and broachers are being
printed in a colorful manner about the allowances they are getting from Telenor, it
includes health care programs, medical allowances, mobile connection financing
and others. All these activities are done for the existing employees to make
attracted towards the organization.

Telenor Pakistan’s CEO Tore Johnson said,


"We are succeeding because of the faith the Telenor Pakistan team members
have put in one another and the strong sense of purpose they continue to
display. We genuinely believe that mobile telephony is the best way of breaking
socio-economic barriers, and trickling down wealth and information to the
bottom of the pyramid. It helps businesses, communities, and the country.”

EXTERNAL RECRUITMENT

Telenor is providing opportunities to their target market i.e. candidates to benefit


Telenor
with their capabilities and skills. There is recruitment process of Telenor, through
which
they hire their employees. But before recruitment process, there is a lot more.
Attracting
competent employees towards Telenor is one of the key objectives. Advertising the
equity
of brand for the external block of candidates requires various steps to market their
Human
Resources.

Telenor Recruitment Manager Faraz Shahid said, “Attracting the


candidates is one of interesting and challenging tasks for the recruitment team.”

Telenor attract the employees externally through


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慬⁳0123456789ABCDEF0 Job Ads
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慬⁳0123456789ABCDEF1 Job Fairs
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慬⁳0123456789ABCDEF2 Welcome Ads
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慬⁳0123456789ABCDEF3 Online Recruitment
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慬⁳0123456789ABCDEF4 University Visits
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慬⁳0123456789ABCDEF5 Sponsoring Talent Shows
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慬⁳0123456789ABCDEF6 Dishing Out Souvenirs

Job Advertisements
Telenor offers employment opportunities for those who are seeking great place to
work. Telenor make their target market of candidates to be attentive, by providing
job
advertisements through print media. This is the first method Telenor select to
create
an opportunistic market. The company’s Advertisements get printed in two English
newspapers, Dawn and The News and in one Urdu newspaper, Jang. These job ads
provide opening alert for the vacancy at the Telenor. The ads always includes
requires
Job specification and Job description for the candidates, so that they can recognize
the
required person of field.

Job Fairs
Telenor participates in job fairs very actively in order to advertise the HR brand.
Participation is not restricted to professional Job fairs, which are conducted for the
Pakistan’s candidates at large, but also in the university’s job fares conducted at
their
own schedules.

Rozee Job Fair


Telenor participates in Rozee Job Fair very actively. Recently Telenor
participated at Rozee Job fair conducted in Lahore on March 2 at Pearl Continental
Hotel, then Islamabad on March 9 at the Convention Center, and Karachi on March
30 at the Expo Center.

Telenor Pakistan’s VP Human Capital Division, Nayab Baig said, Telenor


Pakistan, in particular, aims to engage and develop young talent in order to
drive the fastest growing network in one of the fastest growing mobile
markets in the world. The ROZEE.PK Job Fair provides us a platform to
connect with the brightest and the most talented in the lot.”

Telenor Pakistan is aware of its young Pakistani talent, so special arrangements


were made to welcome young jobseekers at the stall during the Job Fair. Telenor
Pakistan management welcomed jobseekers at the company’s stall and updated
jobseekers about its upcoming career
opportunities, exciting working environment and culture, competitive salary
packages, and attractive benefits. Interested candidates used Wi-Fi –connected
terminals at the stall to apply for jobs at Telenor Pakistan. Visitors at the Telenor
stall also rewarded with free SIM vouchers through lucky draws.

Telenor active participation through the stall got media coverage through 8 TV
channels as well as event coverage on 2 radio stations.

These activities are undertaken mostly for influencing jobseekers through


stimulating and beneficial working procedures at Telenor. They do not hire a large
sum of candidates from the fairs but a little percentage is hired because their main
objective in participating at job fair is to update employees about their HR brand
and make them fascinated.

University Job Fairs
Telenor Pakistan welcomes the fresh graduates with immensely unique and new
talent. Innovation and distinctiveness is created mostly by the newly graduated job
seekers. Telenor energetically participate in University’s Fairs as well. Telenor
Stall at university job fairs, provides and opportunity for the students to interact
with the HR personnel. The stall is made attractive for the students in order to grab
their attention. Standees, umbrellas, flyers, broachers and banners are displayed.
Students may provide their Resume/ CVs to the recruitment team present there or
students can also fill up the given form for applying at Telenor. Spontaneous
interviews are also been taken from the students to analyze their confidence for
their competencies. Telenor advertise the HR brand into the graduates by
explaining the Recruitment processes, employee’s career opportunities, workplace
environment and training programs.

Welcome Advertisements
Telenor Pakistan’s VP Human Capital Division, Nayab Baig said, “The mobile
industry has a significant role to play in improving Pakistan’s competitiveness in
the international market, not just by improving technology readiness but also
through human resource development.”

Telenor is keen about its employees, as their employees are one of their sources to
create competitive edge in the market. Employees join Telenor in Every quarter of
the year, names of those employees who have passed the time duration of one
quarter in Telenor are being printed in the newspaper in respect to provide them a
Welcome in a company. This increases the motivational level of employees to be
given importance and having name in newspaper. Moreover it’s an appealing
factor for the other jobseekers as well. Employment opportunities increase by each
step taken by the Telenor.

Online Recruitment
E-recruitment is based on online application system, it can be retrieved by using
the
Career tab in Telenor Pakistan website. An online application system requires the
job
seekers to create their profile in which they are required to mention different fields
regarding professional and personal details. Uploading of CV/resume is also one of
the options for the seekers. . A notification concerning profile setup of the
candidate is
done by sending e-mail to the person created profile. They can apply for the
displayed
vacancies once they have created their profiles with logins.

The recruitment manager then evaluates these profiles of candidates who have
applied for the particular vacancies in order to call the relevant employees suitable
for
the job. The evaluation of the employees is based on fair and on merit basis.

All aspects of employment with Telenor are administered by merit, competence,


suitability and qualifications, and will not be influenced in any manner by gender,
age, race, color, religion, national origin or disability. There are no influences by
the
higher authorities on the recruiter to induct particular candidate. If a candidate fails
to
impress the recruiter with his/her knowledge, skills and abilities that are required
for
the certain job, then no top managers can influence the decision of recruiter. It is a
fair
evaluation, which is making Telenor to create a competitive edge.

University Visits
Telenor Recritment Team visits different universities, in order to aware students
about
the induction process and explaning the importance of the Telenor as start of
carreer
for students. The team setup a TalkShawk Lounge in the premisis of university. All
the students are welcome for the lounge discussion. Attractive presenattation about
Human Resource Systems are given to the employees. Queries from the students
are
always apprecitaed by providing them with satisfactory answers to remove their
confusions. Students are an important entity for the Telenor, company forcast these
students to be upcoming member of Telenor family. University visits and creating
alounge sessions also helps Telenor to analyze brand positioning in the minds of
students. These visits plays and important role in explaining the Human Resources
actively as a Brand.

Sponsoring Talent Shows


Telenor is actively participating in sponsorship of various events taking place in
Pakistan. The company is sponsoring concerts, funfairs, kid’s activities and many
more. Telenor is also
sponsoring the talent competition taking place at national level by universities.
Recently a drama festival organized at Ghazi Ishaq Khan Institute in December
2007 was sponsored by Telenor.
In this festival, various universities participated in order to unleash the student’s
talent and capabilities. The objective of sponsoring talent completions at
University level is again reminding students about the Telenor. The morale of the
participants gets increased and they become
Opportunistic about the particular company considering students’ capabilities
shows.

Outsourcing:
They have outsourced their most of the recruitment functions, the lower level
or operatives are completely selected by consultancies. They often use
THE RESOURCE GROUP (TRG) for head hunting and to beat there
competitors.

Selection:
“The linking of selection activities to the organization strategic business
objectives”

Selection policy:
The selection policy of TELENOR PAKISTAN is:
EEO:
TELENOR PAKISTAN have policy that out door marketing job they only
hire male not female. Because they cannot do market field work, they only hire
female for indoor jobs.
For first line managers and operative’s job they prefer fresh blood age restriction
is up to 26.According to the HR Senior Ex they want youth in these post because
they are more energetic.

Quality of people:
TELENOR PAKISTAN have policy for quality of people for the middle
and first line managers they must be highly qualified and must be from
graduated or post graduated from HEC recognized Universities. For job
qualification, skills and experience very much count.

Selection technique:
TELENOR PAKISAN don’t conduct the test for the top managers
middle managers post candidates with the experience more the 5 years
.According to them its insult for the candidate to have test for the job. They use
to have interviews for them.

Management role:
The Interviews are conducted by line manager and floor managers and
HR manager. The final authority to select the candidates is owned by the GM of
the particular department.

Legal issues:
They provide health and safety to their employees in the kind of any
emergency.

Steps in selection procedure:

Steps in selection process for middle manager:

STEP1: Recruitment process


STEP 2: Collecting CV’s
STEP 3: Short listing of applicants as per job description
STEP 4: First interview on telephone
STEP 5: Short listing of applicants in first interview
STEP 6: Second interview with supervisor
STEP 7: Final interview with the head of HR department
STEP 8: Formal offer made to the selected candidates
STEP 9: Reference check
STEP 10: Orientation
STEP 11: Candidate handed over to immediate supervisor

Steps in selection process for top managers:

STEP 1: Recruitment process


STEP 2: Collecting CV’s
STEP 3: Short listing of candidates as per job description
STEP 4: First interview on telephone by supervisor
STEP 5: Second interview with the head of HR department
STEP 6: Final interview by CEO
STEP 7: Formal offer made to selected candidate
STEP 8: Reference check
STEP 9: Orientation

Compensatory or successive hurdle approach:


They are using successive hurdle approach for selection because it’s very
easy
and one way method. The reason to not to use the compensatory approach is
that it takes so much time of organization and the candidates. Candidates have
no extra time to come again and again for every step but in successive hurdle
approach there is the need of short listed and required candidates.

Orientation at TELENOR

Preparation for First Day

Send new hire a letter with needed paperwork. Include Organizational chart, dress code,
employee handbook, benefits, pay explanation, glossary of company acronyms,etc. OR lead
them to website where all these resources are located.

- Call new employee to confirm start date, time, location

- Prepare new employee’s work area, including phone, computer, email, and any other access
that may be necessary to make the productive from the start

- Meet with current team members about the new employee’s role and responsibilities, talk
about who will do what to welcome the new employee

- Appoint and orient a buddy


- Create lunch plans for the new employee’s first few days

- Send an email, post an announcement about the new employee’s arrival

- Make sure the employee is scheduled to have time with HR for any benefits, paperwork
questions

- Order business cards, office name plate, etc.

- Make any arrangements for necessary on-the-job training or support, including

software training or program manuals

First Day

- Personally welcome the new employee

- Review the orientation plan for the day, and the week, include any paperwork or exercises
they may have completed prior to arriving.

- Introduce new employee to higher-level executives where possible. Allow executives to


impart a company message.

- Explain the levels of supervision within the department

- Provide information needed for a successful introduction. Include

o Company history

o Mission & Vision statements

o Disciplinary procedures

o Complaint, discrimination and grievance procedures

o Proprietary information agreement

o Ethics statement, including solicitation and conflict of interest policies

o Security information

o Company Newsletter, brochures, marketing materials


- Should also include:

o Time sheet/card information

o Payroll procedures

o Normal work hours, break policies

o Insurance program

o Pension plan

o Educational assistance

o Credit union

o Stock purchase

o Savings bond plan

o Performance Evaluations

o Promotions

o Transfers

o Vacation

o Holidays

o Attendance policy regarding absences/tardiness

o Jury duty

o Leaves of absence

- Maternity leave/FMLA leave

- Complete introductions to team members and “buddy.” Be sure to include the job each
person does and how it relates to the new employee’s job

- Show the new employee their new work area, review all components of phone,

internet, email
- Give a tour, including restrooms, break room, emergency exits, conference rooms, etc.

- Escort the employee to get any parking passes, security badge, keys, company credit cards,
other necessary equipment

- Make sure the employee has time to learn about benefits that are available to them

- Review any specific workplace security measures that are in place, as well as severe weather
plans that are in place.

- Introduce the employee to additional staff members and departments where

appropriate.

- Describe any regular meetings

- Demonstrate where company resources are and how they can access useful

information such as staff directories, etc.

- Review office organization, where to find files, supplies, etc.

- Provide a list and brief explanation of all current department projects

- Give the initial work assignment (make sure its meaningful, not just busy work), provide
any needed support up to and including step-by-step instruction

- Take the new employee to lunch

- Determine how supervisor is to reach employee during non-working hours if

necessary

- Meet with new employee at end of day to find out how the day went and answer any
questions, review the importance of the position and its accountability within the
organization.

Second Day

- Review the online org charts, define the department’s function and interrelationships with
other departments. Review protocols and reporting structures

- Review job description and performance standards: expected outcomes, success metrics,
probationary period, etc,

- Impart the company’s customer service philosophies

- Review work schedule, lunch breaks, timekeeping systems as appropriate

- Describe who and how to notify of sick or vacation leave

- Discuss overtime needs and how assignments are given

- Review appearance and professionalism – mention online interactive exercises that


demonstrate dress code, reiterate what is too casual. Review workspace neatness, decorating
limits

- Review communications policy, including personal phone calls, appropriate email content,
use of pagers, etc.

- Review policy on visitors and personal conduct

- Review policy on after-hours and weekend access

- Review procedures for security, privacy & handling of confidential information

- Review potential safety issues they may encounter

- Review Ethical guidelines concerning meals, gifts, travel, and entertainment as necessary.

First Week

- Begin the performance planning process

- Review the employee’s work area to make sure they have everything they need to do their
job

- Meet with the new employee (and possibly their buddy) at the end of each day to review,
answer questions

- If needed, review travel policies and procedures

- Explain safety policy, reporting of all accidents and injuries (when, to whom, and how), first
aid facilities, emergency medical attention
- Explain the company’s unique selling proposition

- Explain the company’s products and services

- Explain the company’s customers, clients, vendors, and competitors

Within the First Month

- Check to make sure employee has signed up for benefits

- Review teamwork expectations

- Establish performance goals and schedule first performance appraisal meeting (at 6 weeks or
per requirements)

- Make sure the employee understands the relationship between his/her job and the company’s
success

- Insure technical competence, make sure any questions asked have been thoroughly
answered.

- Review current departmental goals (if they exist) for the next 90 days, 6 months and 1 year

- Review any community involvement projects or volunteer opportunities available for the
new employee

90 Days and Ongoing

- Celebrate the completion of probationary period

- Schedule periodic progress reviews. Discuss orientation items, ask for feedback on the
process. Allow them to ask any and all questions they may have, either in person or
anonymously.

- Review departmental goals and success benchmarks

- Review performance expectations

- Meet regularly with new employees to answer questions and confirm that the new employee
is becoming acclimated to the department and position responsibilities

- Schedule training as necessary


HUMAN RESOURCE DEVELOPMENT DEPARTMENT
Human Resource Department engage to perform a set of systematic and
planned activities designed by an organization to provide its members with the
opportunities to learn necessary skills to meet current and future job demands.
HRD department in Telenor plays very active role. The head office of HRD
department is situated in Islamabad however it has its four zonal offices, these are
Central I
Central II
North
South

Working of HRD department is cross functional, there is great coordination is


among the departments of the company. And HRD department play an important
role in providing strategic support.

HUMAN RESOURCE DEVELOPMENT FUNCTIONS


The functions of HRD in Telenor is to developing the required skills in
employees as by perceiving the future needs and demands of the company as well
as the requirement of the competitive environment. The major functions which
they have to perform are
Training and development (T&D)
Organization development
Career development
The “new learning and performance wheel”
Strategic management and HRD
The supervisor’s role in HRD
Organizational structure of the HRD function
As Telenor is one of the growing company of the country so, it is also facing a lot
of challenges in order to make its human resource as its competitive advantages,
the major challenges which are being faced by the Human Resource Development
department in Telenor are

1. Increasing workforce diversity


2. Competing in a global economy
3. Eliminating the skills gap
4. The need for lifelong learning
5. Facilitating organizational learning.

However in Telenor, the HRD department is doing great job in order to cope with
all these challenges, HRD department has developed a complete framework which
the management is currently practicing.

TYPES OF TRAINING

There are varieties of training types are available at Telenor which varies from
need of the employees as well as the company. Broadly speaking there are two
main sources of Training.

In house Training
Outsource Training

In House Training In house training the company offers the training in its
different zones by means of seminars, conferences and workshops. In house
training which are given on the job is
 System related training
 Product related training
 Technical Training
 Front End Desk Training
 Operational wise training

These are the most common types of training which company gives to its
employees. Outsource Training Telenor go for the outsourcing when the in house
training is not available. The topic cover under outsource training are those which
are more general in nature so company by evaluating cost and benefit go for
outsourcing. While go for outsourcing, Telenor is using the services of Novatious
Institute which holds a good name regarding the training. The common types of
training are

Moral Building
Attitude Building

A FRAMEWORK FOR THE HRD PROCESS

HRD department follow a frame work which consists of four major steps, HRD
department is primarily responsible for Learning and development of employees.
The whole activities of HRD department in Telenor revolve around these steps.
1. Training Need Assessment Phase
2. Training Design Phase
3. Implementation phase
4. Evaluation phase

1- TRAINING NEED ASSESSMENT PHASE

Training needs analysis process is a series of activities conducted to identify


problems or other issues in the workplace, and to determine whether training is an
appropriate response. An analysis of training need is an essential requirement to
the design of effective training. The purpose of training need analysis is to
determine whether there is a gap between what is required for effective
performance and present level of performance. The needs analysis is usually the
first step taken to cause a change. This is mainly because a needs analysis
specifically defines the gap between the current and the desired individual and
organizational performances. In Telenor, the TNA phase has given a primarily
importance, it is conducted to determine whether resources required are available
or not. It helps to plan the budget of the company, areas where training is required,
and also highlights the occasions where training might not be appropriate but
requires alternate action. Training Need arises at three levels.

0 Organization Level

1 Individual Level
2 Operational Level Corporate need and training need are interdependent
because the organization performance ultimately depends on the performance of its
individual employee and its sub group. Organizational Level In Telenor, Training
needs analysis at organizational level focuses on strategic planning, business need,
and goals. It starts with the assessment of internal environment of the organization
such as, procedures, structures, policies, strengths, and weaknesses and external
environment such as opportunities and threats. After doing the SWOT analysis,
weaknesses can be dealt with the training interventions, while strengths can further
be strengthened with continued training. Threats can be reduced by identifying the
areas where training is required. And, opportunities can be exploited by balancing
it against costs. For this approach to be successful, the HRD department of Telenor
gets involved in strategic planning. In this planning, HR develops strategies to be
sure that the employees in the organization have the required Knowledge, Skills,
and Attributes (KSAs) based on the future KSAs requirements at each level.
Individual Level HRD department of Telenor focuses on each and every
individual in the organization. At this level, the HRD department checks whether
an employee is performing at desired level or the performance is below
expectation. If the difference between the expected performance and actual
performance comes out to be positive, then certainly there is a need of training.
However, individual competence can also be linked to individual need. The
methods which are most commonly used by the HRD department of Telenor to
analyze the individual need are:
Appraisal and performance review
Competency assessments
Customer feedback
Self-assessment or self-appraisal

Operational Level

Operational level focuses on the work that is being assigned to the employees. The
job analyst at Telenor gathers the information on whether the job is clearly
understood by an employee or not. Training officers gathers this information
through technical interview, observation, psychological test; questionnaires asking
the closed ended as well as open ended questions, etc. Today, jobs are dynamic and
keep changing over the time. Employees need to prepare for these changes. The
job analyst also gathers information on the tasks needs to be done plus the tasks
that will be required in the future.
WHO CONDUCTS NEEDS ANALYSIS & WHY?

In Telenor, an in-house trainer or a consultant performs a needs analysis to collect


and document information concerning any of the following three issues:
Performance problems
Anticipated introduction of new system, task or technology
A desire by the organization to benefit from a perceived opportunity

In all three situations, the starting point is a desire to effect a change. Given this,
one must know how the people who will experience change perceive it. With out
the proper TNA, Trainer may be unable to transfer their newly acquired skills to
their jobs because of the organizational constraints. Process of conducting a
training needs analysis is a systematic one based on specific information-gathering
techniques. Training need analysis process proceeds in stages, with the findings of
one stage affecting and helping to shape the next one. There is no easy or short-cut
formula for carrying out this process. Each particular situation requires its own mix
of observing, probing, analyzing and deducting. In Telenor Pakistan, a needs
analysis is not a one-time event. Telenor administer needs analysis at regular
intervals, usually biannually or every year or two.

WHO IS THE TRAINEE?


Training needs will differ with the backgrounds of the employees to be
trained, and their present status in the organization. Basically, a candidate for
training may come from any one of three groups:

New hires
Veteran employees
Trainees currently in the training pipeline (currently in the training program)

Consideration of the varying needs of these groups provides a frame of


reference for discussing and suggesting the methods of identifying training needs:

TECHNIQUES FOR DETERMINING SPECIFIC TRAINING NEEDS


There are a number of methods which Telenor Pakistan is using to gather
data about employees’ performance. Each works well in given circumstances;
therefore, Telenor adopted the most suitable method for determine specific needs.
Management of Telenor believes that none of these methods can stand alone; they
always use at least two, if for no other reason to validate their findings. These
Methods are
Observation
Interviews
Questionnaires
Job description
Performance Appraisal
Analysis of Organizational Policies

DESIGN PHASE
As the information provided by the Telenor was insufficient so, we have just
draw a model of our own. The design of the training program can be undertaken
only when a clear training objective has been produced. The training objective
clears what goal has to be achieved by the end of training program i.e. what the
trainees are expected to be able to do at the end of their training. Training
objectives assist trainers to design the training program.

TRAINING DESIGN MODEL

In context with the Appendix-c, we have developed a training design model which
can be an effective one for the Telenor to train its employees. The necessary
components of Training design are
The Trainer:
Before starting a training program, a trainer analyzes his technical,
interpersonal, judgmental skills in order to deliver quality content to trainers.

The Trainees:
In training design there should be a close scrutiny of the trainees and their
profiles. Age, experience, needs and expectations of the trainees are some of the
important factors that affect training design.
Training Climate:
There should be a good training climate, a good training climate comprises
of ambience, tone, feelings, and positive perception for training program, etc is one
of the necessary conditions of training design. Therefore, when the climate is
favorable nothing goes wrong but when the climate is unfavorable, almost
everything goes wrong.
Trainees’ Learning Style:
The learning style, age, experience, educational background of trainees must
be kept in mind in order to get the right pitch to the design of the program.
Training Strategies:
Once the training objective has been identified, the trainer translates it into
specific training areas and modules. The trainer prepares the priority list of about
what must be included, what could be included
Training Topics:
After formulating a strategy, trainer decides upon the content to be
delivered. Trainers break the content into headings, topics, ad modules. These
topics and modules are then classified into information, knowledge, skills, and
attitudes. Sequence the contents – Contents are then sequenced in a following
manner:
From simple to complex
Topics are arranged in terms of their relative importance
From known to unknown
From specific to general

TRAINING IMPLEMENTATION
To put training program into effect according to definite plan or procedure is
called training implementation. Training implementation is the hardest part of the
system because one wrong step can lead to the failure of whole training program.
Even the best training program will fail due to one wrong action. Training
implementation can be segregated into:
Practical administrative arrangements
Carrying out of the training

Implementing Training:
Once the staff, course, content, equipments, topics are ready, the training is
implemented. Completing training design does not mean that the work is done
because implementation phase requires continual adjusting, redesigning, and
refining. Preparation is the most important factor to taste the success. Therefore,
following are the factors that are kept in mind while implementing training
program:

The trainer:
The trainer needs to be prepared mentally before the delivery of content.
Trainer prepares materials and activities well in advance. The trainer also set
grounds before meeting with participants by making sure that he is comfortable
with course content and is flexible in his approach.
Physical set-up: Good physical set up is pre-requisite for effective and
successful training program because it makes the first impression on participants.
Classrooms should not be very small or big but as nearly square as possible. This
will bring people together both physically and psychologically. Also, right amount
of space should be allocated to every participant.

Establishing rapport with participants: There are various ways by which a


trainer can establish good rapport with trainees by:
Greeting participants – simple way to ease those initial tense moments
Encouraging informal conversation
Remembering their first name
Pairing up the learners and have them familiarized with one another
Listening carefully to trainees’ comments and opinions
Getting to class before the arrival of learners
Starting the class promptly at the scheduled time
Using familiar examples
Varying his instructional techniques
Using the alternate approach if one seems to bog down

Reviewing the agenda


At the beginning of the training program it is very important to review the
program objective. The trainer must tell the participants the goal of the program,
what is expected out of trainers to do at the end of the program, and how the
program will run. The following information needs to be included:

Kinds of training activities


Schedule
Setting group norms
Housekeeping arrangements
Flow of the program
Handling problematic situations

EVALUATION PHASE
The process of examining a training program is called training evaluation. Training
evaluation checks whether training has had the desired effect. Training evaluation
ensures that whether candidates are able to implement their learning in their
respective workplaces, or to the regular work routines.
PURPOSES OF TRAINING EVALUATION
The five main purposes of training evaluation are
Feedback: It helps in giving feedback to the candidates by defining the
objectives and linking it to learning outcomes.
Research: It helps in ascertaining the relationship between acquired knowledge,
transfer of knowledge at the work place, and training.
Intervention: It helps in introducing some interventions in the organization,
through evaluation we come to know where the gap exists, so we can cover the gap
by interventions.
Power: It also helps to reduce the power distance between the employees.
Control: control is shared between the employees by reducing the power
distances.
PROCESS OF TRAINING EVALUATION
Before Training In Telenor the learner’s skills and knowledge are assessed
before the training program. Generally in organizations, during the start of training,
candidates generally perceive it as a waste of resources because at most of the
times candidates are unaware of the objectives and learning outcomes of the
program. Once aware, they are asked to give their opinions on the methods used
and whether those methods confirm to the candidates preferences and learning
style.

During Training It is the phase at which instruction is started. This phase usually
consist of short tests at regular intervals.

After Training It is the phase when learner’s skills and knowledge are assessed
again to measure the effectiveness of the training. This phase is designed to
determine whether training has had the desired effect at individual department and
organizational levels. There are various evaluation techniques for this phase.
Muhammad Mahmood Aslam COMSATS Institute of Information Technology,
Lahore http://pakistanihr.blogspot.com 18 TECHNIQUES OF EVALUATION
The various methods of training evaluation are being used by the Telenor which is
different for in house Training and outsource training. In House Training In house
Training, the different methods being used for the purpose of evaluation are
Observation
Questionnaire
Interview
Quizzes

Outsource Training If he training is being provided by some outsource firm then


the evaluation is being done by
Execution on the job after Training
During Execution at the job

So, in this way, in different ways evaluation is being done differently for in house
and outsources training.

RESPONSIBILITY FOR THE EVALUATION OF TRAINING

Depending on the type of training, and the management level for which the
training is being prepared and delivered, a number of stake holders are involved in
training and its results which evaluate the training, these evaluators are
Senior Management
The Trainer
Line Management
The Training Manager
The Trainee

Each has their own responsibilities, which are detailed next.

What Telenor Require from Employees

Employee Responsibilities
The following sections are intended to serve as summary of a variety of
important employment information. For more information please see the Human
Resource Manual or contact your HR representative for assistance.

ABC’S FOR SUCCESS


Attendance

Being Flexible

Communication

Office Hours and Attendance Work Hours


Department Managers establish normal working hours. A typical schedule is 8
working hours per day with a 1 hours lunch break, totaling 40 working hours per
week.

Attendance and Punctuality

If you are going to be absent or late, you must contact your Manager
immediately or at least before your scheduled work shift. If you have to leave
early, you must obtain approval from your Manager. Employees may use accrued
paid time off in order to be paid for any time not worked.
Lunch
Your department manager will discuss specific times for lunch. Lunch is
typically a 1 hour unpaid break and is no less than a 30 minute unpaid break.

Inclement Weather Policy


Extreme weather conditions make it difficult for employees to report to
work. The decision for setting the work hours under these conditions rests with
Senior Management. In case of inclement weather contact the Emergency Hotline
or website: 111-345-700 or www.telenor.com/pk

Meetings and Trainings


All employees are expected to attend training and staff meetings as required.
These meetings are designed for educational and policy purposes and attendance is
required unless excused in advance by your Manager.
Office Procedure and Etiquette

Employee Badges
Security badges allow employees to enter the office suites and should be
worn at all times on the premises.

Smoking Policy
Telenor Pakistan is a smoke free work environment. Smoking is not
permitted in any area of the building. The courtyard area between 1300 and 1301 is
the only designated area for smoking. Place cigarette butts in the ash urns
provided.

Alcohol and Drug-Free Workplace


Telnor Pakistan follows the rules and regulations of Government of
Pakistan. Government rules and regulations say that drug testing is a condition of
holding your job. Coming to work drunk is bad judgment. If you use alcohol or
drugs and fail to perform the duties required by your job acceptably, you are likely
to be terminated.

CONFLICTS OF INTEREST

You should know that you have a duty to be loyal to your team. This means
not intentionally taking actions that might hurt your team and not helping someone
who is competing with your team.

It’s fine to collaborate with competitors to improve our industry or to serve our
communities. It is not fine to help our competitors increase their performance or
their revenue in any way that might hurt ours.

Being loyal also means that you protect the company’s assets, including our
intellectual property.dealings that make it difficult to do your job objectively. If
you aren’t sure whether something you or a close family member is involved in
causes a problem, you should let company
Telephone Usage
Cell phones should be entitled as per designation. Employee should use the
cell phone for official correspondence during work hours.

E-mail Usage
E-mail should be used for business purposes only. Do not send, accept or
create jokes, chain letters, or emails containing unknown links or attachments.
Every employee will be assigned as email address as he will become the part of
Telenor Pakistan. For Example mshahidt@telenor.com.pk

Internet Usage
Internet should be used for business purposes only. Do not listen to, watch
or download music or videos. Do not play games, access adult entertainment, or
gambling sites. No usage of websites that ‘cloak’ identity and/or allow you to
circumvent the company’s security system.
Official Dress Code, Employee Perk and Discounts

Dress Code
Our dress code at Telenor Pakistan allows for business casual attire on a
daily basis. Jeans and shalwar kameez may be worn on Fridays only. Here are
some business casual guidelines:
Acceptable for Women Acceptable for Men Unacceptable
Dresses Trousers Tank Tops
Suits Collared Shirts T-Shirts
Slacks Khakis Shorts
Skirts Sweatshirts
Sweaters Sweat Pants
Blouses Jogging Suits
Khakis Halter Tops
Overalls
Flip-Flops
Hats
Employee Perks and Discounts
A. Local Discounts

KFC
PIZZA HUT
HANG TEN
B. Employee Activities
Annual Holiday Party
0 Take Away Party
1 Birthday Parties
2 Boat Trip
Many others!

Time Off and Pay


Time Off

Sick Days :Illness of self, child or spouse Eligible after 3 months of employment

2. Vacation Accrues with each pay period Available to full time employees after 6
months of employment Time allowed:
Annual Leaves 20
Sick Leaves 8
Casual Leaves 7

Pay
Employee will be paid as per the designation. Your pay will be set at one of
the steps within the grade for the class to which you are appointed.

OVERTIME:

In general, paid only to non-exempt employees at 1.5 times the normal


hourly rate for every hour beyond 40 hours worked during a work week, or as
otherwise required by your business unit’s policies or local or state law.

Paid holidays, vacation days, and sick days do NOT count in calculation of
overtime hours.You are required to obtain specific advance approval from your
supervisor before working overtime.
Official Holidays
Holidays
Although most offices must remain open from 8:00 a.m. to 5:00 p.m.
Monday through Friday, many employees work other than the conventional 8 to 5
schedule. Holiday time is eligible upon hire. Dates are provided at the beginning of
each year. 2009 Telenor Pakistan’s holidays:

Islamic
Georgian Date English Arabic/Urdu Date

Variable The Tenth Day Ashura


10 Muharram

Day of the
Variable Eid ul-Adha
Sacrifice 10 Dhu al-Hijjah

Prophet
Youm-e-viladat-e-
Variable Muhammad's 12 Rabi' al-awwal
Nabi (SAW)
Birthday

Variable End of Ramadan Eid ul-Fitr


01 Shawwal

Ra's as-Sana al-


January 1 New Year's Day
meladiah Variable

March 23 Pakistan Day Yom-e-Pakistan


Variable

May 1 Labor Day Yom-e-Karigar


Variable

August 14 National Day Yum-e-Istiqlal


Variable

Birthday of
November 9 Yum-e-Iqbal
Muhammad Iqbal Variable

Birthday of
Yom-e-Viladat-e-
December 25 Muhammad Ali Variable
Quaid-e-Azam
Jinnah

Benefits for Employees


Benefits
Eligibility for benefits starts the first of the month following ninety days of
employment. There will be a comprehensive package and overview of these
benefits the month before enrollment. This guide is designed to introduce you to
the benefits you will be receiving at Telenor Pakistan

Health Insurance
Telenor Pakistan offers medical, dental, and vision coverage. All deductions
are pre-taxed and premiums are company subsidized.

Healthcare - Medical www.shifa.com


Employee Assistant Program
EAP is the Telenor Pakistan’s Employee Assistance program provider.
HMS is an integrated counseling and referral service specializing in Employee
Assistance Programs and work/life issues for employees and their dependants.
Employee Assistance Program (EAP) is available to assist State employees and
their dependents with any personal problems or workplace concerns.

0 All employees are eligible first day of employment


1 No active enrollment necessary
2 No cost
3 Confidential
4 24/7
5 Face-to-face assessment and confidential counseling
6 Referral and resource services in a variety of areas via phone and web
HMS Information:

111-EAP- www.telenor.com

Transfer, Demotion, Promotion

Transfer — You may be considered for a transfer from your branch to


another without loss of benefits, such as retirement, insurance, sick leave and
annual leave credit. If you are a probationary employee who transfers within the
same class, you must serve the remaining portion of your probationary period. A
probationary employee who transfers to a different class must serve a new
probationary period.

Demotion

An employee may be demoted to a position in a class with a lower grade


level if the employee meets the minimum qualifications and if theappointing
authority approves

Promotion

Promotion is advancement to a vacant position in a class that has a higher


grade than the class previously held. As an employee you may compete in
recruitments for promotional openings when you have served six months (full-time
equivalent) of continuous classified service. When you accept a promotion, you
will be required to serve a trial period of

either six months or one year. If you fail to attain permanent status in a vacant
position to which you were promoted, you shall be restored to your former position

Health Advocate
Health Advocate helps solve problems while assessing the healthcare
system.

1 Facilitates interactions with healthcare providers and insurers


2 Helps with claim issues
3 Helps find providers, schedules appointments and other services
4 Employee, spouse, dependent children, parents ,and parents-in-law are
eligible
5 No cost
6 All employees eligible first day of employment
7 No active enrollment necessary

Health Information:

Head Office: Shifa International Hospitals Ltd.


Sector: H-8/4, Islamabad - Pakistan
Tel: 051- 4603666
Fax: 051- 4863182
e-mail: info@shifa.com.pk
Company Paid Benefits

Group Insurance
Includes health insurance, dental insurance, vision, long-term disability, and
life insurance.

Life Insurance
Employees and their dependents are entitled to specific insurance and related
benefits. Although they are summarized below, additional benefit information can
be found in the Public Employees’ Benefits Program Master Plan Document. You
will be invited to attend a employee benefit orientation within the first 60 days of
employment and will receive the full benefits packet at that session. You may also
call the Public Employees’ Benefits Program for additional information.

Available to Full Time employees starting on the first of the month


following 60 days of employment.

All Full Time employees qualify for coverage of two times of his/her base
salary.

Max: Rs. 350,000 exempt; Rs. 100,000 non-exempt

Short Term Disability


Available to Full Time employees only. Payment depends on length of
service.

0 6 months up to 12 months service: 50% of base pay


1 12+ months service: 100% of base pay
Long Term Disability
1 Available to Full Time employees starting on the first of the month following
60 days of employment.
Voluntary Insurance

An EFU representative will present options to employee when eligibility starts.


Here are some policies EFU insurance offers as supplemental insurance:

1 Hospital Confinement Indemnity Policy


2 Personal Accident/Disability Policy
3 Supplemental Life Insurance
4 Short Term Disability
5 Long Term Care
6 Cancer
Savings Plan
0 Enrollment Eligibility: all employees 21 years and older are automatically
enrolled, unless you choose to opt out:
6 months: 8% of salary matched
1 18 months: 10% salary matched
0 Rollover from qualified plans
1 Allowable contributions of 10%-20% of total compensation, including any
commission, bonuses and overtime.
2 The company match is 20% of each employee’s annual contribution that is
up to 10% of the employee’s total income. The maximum amount the company
will match is 10% of the employee’s base pay.
3 Vesting period subject to length of service
Employee Referral Bonus Policy
In the interest of encouraging current employees to recommend future
employees, Telenor Pakistan has implemented an Employee Referral Bonus
Policy.

Rules:

1. The Candidate must be referred to Telenor Pakistan directly by the current


employee. They cannot have sent in their resume on their own or through an
agency.

2. Bonus is paid after the new employee completes their 180 day evaluation period.
3. The referral employee must still be employed at Telenor Pakistan to receive
payment.

4. The bonus is 1 month Basic Salary for officer and non-officer positions.

Tenets and Performance Evaluations


Company Tenets

Telenor Pakistan’s Tenets are the foundation of our culture. They are
guiding principles that all employees should deliver daily.

1. We are humble and we consistently demonstrate respect for our fellow


employees and clients. .

2. We strive to make our clients more successful, always putting forth our best
effort and taking personal responsibility for the quality of our work.

3. When we make mistakes, we admit them quickly.

4. We foresee change and adapt quickly. We innovate and take risks. We share
ideas to improve the Company.

5. We understand what is expected of us each day.

6. We recognize that every individual is unique with individual talents and we


strive to match every person’s responsibility with his or her talents.

7. We honor our commitments to external and internal clients.

8. A diverse workforce is a source of strength. We are committed to ensuring that


our employees are diverse in their cultures, beliefs and experiences.

9. We guard and conserve the Company’s and our client’s resources with the same
vigilance that we guard and conserve our own personal resources. We conduct
ourselves in a manner that never creates a conflict of interest between the
Company and ourselves.

10. We have fun at work and we are re-energized by fun outside of work.
11. We recognize the paramount importance of families and in meeting family
commitments.

12. We always communicate without fear and retribution.

Performance Evaluations
Your manager will evaluate your work at the end of your
probationary period and annually thereafter. For most positions the probationary
period is 180 days and for commissioned sales positions the probationary period is
120 days. If you are serving a six-month (full-time equivalent) probationary period,
your supervisor will evaluate your performance at the end of the second and fifth
months. Annual reviews are completed at year-end for non-sales positions and in
January for commissioned sales positions. Each evaluation will include a
discussion between you and your supervisor to review and clarify goals and
methods to achieve them. It will also include a written evaluation of your progress
in the job. Evaluations will be made with reference to established work
performance standards. If you disagree with the report on performance, you must
prepare a written response identifying specific points of disagreement within 10
days of receiving the report. A reviewing officer will respond to your concerns.
The reviewing officer is the supervisor of the person who prepared your report on
performance or another person designated by the appointing authority.

Training

The Telenor Pakistan supports training programs and employee development to


improve the efficiency and productivity of all employees. It recognizes continued
training and development for career employees is essential in providing quality
services for Telenor Pakistan. Each Division is responsible for on-the-job training,
and any formal or specialized training in areas unique to their work environment
and required by the Telenor Pakistan. This training includes subjects such as
supervision, management, communication, customer service, effective writing, and
prevention of sexual harassment, including the supervisory training mandated

Equal Employment Opportunity and Affirmative Action

It is the policy of the Telenor Pakistan that employee recruitment, appointment,


assignment, training, compensation and promotion shall occur on the basis of merit
and without regard to race, gender, sexual orientation, religion, color, national
origin, age, pregnancy, political affiliation, or disability. Ensuring equal
employment opportunity is the responsibility of all Telenor Pakistan officials,
managers, supervisors, and employees.

Policy against Harassment and Discrimination


Company Diversity Statement

At Telenor Pakistan, our employees are provided with equal opportunity


regardless of race, color, gender, age, religion, sexual orientation, or physical
condition. We respect and value each other’s differences, and strive to create an
environment that is inclusive, encouraging communication, personal growth and
creativity.
Preventing Harassment

InterBay’s Harassment Policy

Telenor Pakistan’s policy to maintain a work environment that is safe and


free from harassing conduct from other employees, customers, vendors, and others
in the workplace.

Harassment includes verbal, physical, and visual conduct or written or electronic


material that creates an intimidating, offensive, or hostile work environment or that
interferes with an employee’s work performance.

Such conduct constitutes harassment when:

1. Submission to the conduct is made either an explicit or implicit condition of


employment.

2. Submission to or rejection of the conduct is used as the basis for an employment


decision.

3. The conduct unreasonably interferes with an employee’s work performance or


creates an intimidating, hostile, or offensive work environment.
Harassing conduct can take many forms: slurs, jokes, statements, gestures, threats,
assault, impeding or blocking another’s movement, pictures, drawings, e-mails,
articles, or cartoons based upon an employee’s race, religion, sex, national origin,
disability, veteran status, sexual orientation or any other basis protected by federal,
state, or local laws.

Sexually harassing conduct includes all of the prohibited “harassing conduct”


described above, as well as other unwelcome conduct, such as request for sexual
favors, sexual advances, flirtations or propositions, conversation containing sexual
comments or innuendo, and other unwelcome sexual advances or inappropriate
touching. Sexually harassing conduct can be by a person of either the same or
opposite sex.

Your Responsibility

If you have reason to believe that you have been a victim of or witness to
harassment, please notify your immediate supervisor and contact your HR
representive. The situation will be investigated and appropriate action determined.
Reporting such behavior will have no adverse impact on employment.
Miscellaneous Important Information

Office Locations

Telenor Pakistan

Islamabad Headquarter

13-k Moaiz Center, F-7 Markaz, Jinnah Super Islamabad

Email: hr@telenor.com.pk

Tele: 051-111-345-700

Fax 051-2651923

Technical Office

Manzoor Plaza, Blue Area


Islamabad
Support Office

I-9, Industrial Area


Islamabad

Marketing and Sales Office

Telenor Plaza, F-11 Markaz


Islamabad

Conclusion TELENOR

The results of our research suggest that Telenor’s Human Resource


Department is working towards aligning its functions with the ideal ones as
propagated by the Human Resource professionals around the world. Its current
practices are not flawless. There is a room for improvement. The recruitment
process can be made more compliant with the Equal Employment Opportunity
Laws by making a few improvements. Amendments are required in the
application form, type of interviewing and selection of outside sources of
candidates. The focus is too much on reference based hiring. The drawbacks
of this mode of hiring outweigh its advantages but Telenor strongly advocates
it.

Telenor has fairly good training methods. It has the capacity to introduce
newer modes of training. At Telenor the fault does not lie with the training
processes but with the selection of the most appropriate training method for a
particular job. Training serves no purpose if it does not nurture the required
skills for a job. Training evaluation also needs to be more strict and
quantified. The current processes do not assess the impact of the training
adequately.

Compensations policies currently focus on competency based pay. The problem


lies in the fact that skills for every job can not be clearly defined. Even when
they are identified, they are not always measurable. These policies increase
supervisor bias. It is labor intensive in its introduction and sustainability and
bring with it self substantial training cost.
Our research shows that the current appraisal system is subject to central
tendency, personal bias and results in a lot of paper work. This is because of
the 360 degrees feedback system. This system is not erroneous but while
using it the HR professionals should keep in mind that they are not free of
biases.

Telenor’s Benefit Program is an impressive one. These serve the purpose of


attracting a competent pool of employees. It contributes towards employee
satisfaction and retention. The only thing that lacks in this system is
personalization of benefit program. This is a new phenomenon and is gaining
appreciation due to its favorable effects on performance and contentment.
Secondary research and interview with the HR officer at Telenor helped us in
the critical analysis of their human resource functions. Based on this we came
up with the steps People’s Excellence at Telenor should take in order to have a
more efficient, productive Human Resource Management System. In addition
to improving performance it would also help in contributing towards achieving
the company’s strategic goals.

Recommendations

Dealing with challenges requires a coordinated effort so that the company is


able to sustain itself in the ever-changing competitive environment and
continues to provide superior value to the customers. The group
recommends the following:

There should be an effective employee exchange program even at the


level of middle management so the organization can share the level of
skill and expertise at all levels with the parent company

Introduction of employees stock options would further enhance the


motivation level because then the employees too would have a stake
in the organization.

In their workforce there should be a quota for the disabled people. This
is currently being practiced in the parent company. This would enhance
the image of the organization being socially responsible

Following can be the future plans of action that Telenor


can pursue in order to ensure sustainable growth:

Improve network quality to make it a sustainable competitive


advantage

Develop an employee exchange program for enhanced employee


motivation

Establish a coordination department/integrated IT system for effective


communication

Introduction of employee stock options

Quota for the disabled people for greater CSR and diversity
Building an organization with competency, capabilities and resource
strengths

Developing Technical Know How in Employees

Developing budgets to steer ample resources into critical value chain


activities

Creating strategy supportive policies and procedures

Instituting best practices and a commitment to continuous


improvement

Installing support systems and Value added Services


Summary

The report aims to analyze the human resource management system of a


leading telecom operator in Pakistan Telenor.
Among various parameters,
the personnel management and its characteristics will be discussed in detail
along with the culture of organization. Strategies resulting from these two
variables will determine the effectiveness of the organization.
The information collected will be critically analyzed to describe the strengths
and weaknesses of the organization. Possible recommendations will be
suggested in the end to manage the challenges faced by the different
hierarchical levels at Telenor Pakistan.
References