1. Dynamics of Professional Management
(SPRING 2010)
Submitted to:
MAJOR GENRAL(R) KHALID MUSHTAQ
By:
KAMRAN ARSHAD HAFIZ MUBASSHIR ZAMAN
F-09-204 (SP-08-208)
MIAN FAHEEM KHUBAIB RAZA JAWAD HASHMI
SP-10-210 SP-10-201 F-09-202
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2. Table of Contents:
Table of Contents:................................................................................................................2
1.INTRODUCTION............................................................................................................4
1.1.OBJECTIVE..............................................................................................................4
1.2.METHODOLOGY....................................................................................................4
1.3.SCOPE.......................................................................................................................4
1.4.LIMITATIONS..........................................................................................................5
2.HRD STRUCTURE IN TELENOR.................................................................................5
2.1.TELENOR INTRODUCTION..................................................................................5
2.2.TELENOR VISION &VALUES...............................................................................8
2.2.1.Vision..................................................................................................................8
2.2.2.Core Values:........................................................................................................8
2.3. TELENOR’S HUMAN RESOURCE DEPARTMENT STRUCTURE..................9
2.3.1.People Excellence (P.E)....................................................................................11
2.3.1.1.Recruitment....................................................................................................11
2.3.1.2.HR Operations...............................................................................................12
2.3.1.3.Organizational Development.........................................................................13
2.3.1.4.Health Care Services......................................................................................13
2.3.2.Business Process Improvement.........................................................................14
2.3.3.Organizational Support Services.......................................................................17
2.3.4.Safety and Security...........................................................................................17
3.HRM STRATEGY & PRACTICES IN TELENOR......................................................18
3.1.HUMAN RESOURCE MANAGEMENT STRATEGY.........................................18
3.1.1.Strategic Planning.............................................................................................18
3.1.2.Strategic Direction ...........................................................................................19
3.1.3.Strategic Initiatives ..........................................................................................19
3.1.3.1.Improving Their Customer Proposition ........................................................19
3.1.3.2.Implementing Data Strategy. ........................................................................20
3.2.HUMAN RESOURCE MANAGEMENT PRACTICES........................................21
3.2.1.Recruitment and Selection................................................................................21
3.2.1.1.What Telenor Looks For?..............................................................................22
3.2.1.2.Skills Require Joining Telenor.......................................................................22
3.2.1.3.Qualification..................................................................................................23
3.2.1.4.Application Process.......................................................................................24
3.2.1.5.Work Experience...........................................................................................29
3.2.1.6.Commercial....................................................................................................30
3.2.1.7.Marketing.......................................................................................................30
3.2.1.8.Finance...........................................................................................................30
3.2.1.9.Sales...............................................................................................................31
3.2.1.10.Recruitment Sources....................................................................................32
3.2.2.Training and Professional Development...........................................................32
3.2.2.1.Phases of the Training Process......................................................................33
3.2.2.2.Types of Training Programs..........................................................................34
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3. 3.3.Code of Conduct......................................................................................................37
3.4.Performance Appraisal ..............................................................................38
3.4.2.1.Telenor Development Process (Web competence)........................................39
3.2.1IVC - Employee Survey.....................................................................................40
3.5.General Policies.......................................................................................................41
3.5.1.Further Education .............................................................................................41
3.5.2.Gratuity.............................................................................................................41
3.5.3.Internship..........................................................................................................41
3.5.4.Laptop ..............................................................................................................42
3.5.5.Leave Fare Assistance ......................................................................................42
3.5.6.Leave.................................................................................................................43
3.5.7.Life Insurance...................................................................................................43
3.5.8.Long Service Awards........................................................................................43
3.5.9.Maternity Leave................................................................................................43
3.5.10. Medical & Hospitalization..........................................................................44
3.5.11. Mobile Connection and Handset Allowance..............................................44
3.5.12. Mobile Connection for Family and Friends................................................44
3.5.13. Pick and Drop Service for Females ...........................................................45
3.5.14. Provident Fund ...........................................................................................45
3.5.16. Relocation .................................................................................................45
3.5.17. Retirement Age ..........................................................................................46
3.5.18. Salary Increments and Salary Adjustments................................................46
3.5.19. Travel..........................................................................................................46
3.5.20.Working Hours................................................................................................46
3.5.21.Working on Holidays and Late Sittings .........................................................47
4.End note..........................................................................................................................48
5.References.......................................................................................................................49
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4. 1. INTRODUCTION
1.1.OBJECTIVE
The objective of this research is to analyze Human Resource Management (HRM)
practices in Telenor, Pakistan. This research project is a requirement of Dynamics of
Professional Management Course.
1.2.METHODOLOGY
The methodology followed for collecting information is as follows:
• Interaction with concerned HR people of Telenor, Pakistan and other employees.
• Internet.
• E-mails.
• Consulting Human Resource Management Text Book.
• Telenor, Pakistan Website.
• Telenor Annual Reports.
• Various Business Magazines
We held several meetings with Telenor’s HR Manager, Assistant Managers and other
concerned employees. We tried to access the policy documents but due to company
policy we were not able to access them. However, people at Telenor helped us a lot to
collect the information for this research.
1.3.SCOPE
Scope of this research is limited to Telenor Pakistan HR Department which is known
as Human Capital Division within Telenor.
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5. 1.4.LIMITATIONS
Due to Telenor confidentiality policy, exact policy documents couldn’t be shared but
the managers conveyed the information required by us via verbal communication in
meetings and e-mails.
2. HRD STRUCTURE IN TELENOR
2.1.TELENOR INTRODUCTION
Telenor is the largest mobile telecommunications operator in Norway and a
significant international mobile operator, with a number of operations outside
Norway.
Telenor Pakistan is 100% owned by Telenor ASA and adds on to its operations in
Asia together with Thailand, Malaysia and Bangladesh.
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. In two years, they have grown to become a leading telecom operator
in the country. In fiscal year 2006, they achieved nearly 200% growth in subscriber base
the highest in the industry by a wide margin.
Telenor Pakistan 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
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6. the country, from the hilly northern areas to the sprawling deserts in the south, at times
they are the only operator connecting the previously unconnected.
Telenor is keeping ahead by investing heavily in infrastructure expansion. With $ 1
billion already invested, they have extended agreements with their vendors for network
expansion and services until. The agreements, with a potential to result in $750 million
worth of orders from Telenor Pakistan, are some of the biggest of their kind in the
industry.
They are spread across Pakistan, creating 2,500 to 3,000 direct and 20,000-plus
indirect employment opportunities. Have a network of 32 company-owned sales and
service centers, more than 350 franchisees and some 120,000 retail outlets.
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7. (Organization Structure of Telenor Pakistan)
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8. 2.2.TELENOR VISION &VALUES
Telenor vision crystallizes customer focus as the cornerstone of everything they
do. Their values describe what behaviors are necessary to realize that vision. “Our
corporate responsibility mindset ensures that our vision and values nurture social concern
and help us create shared value”.
2.2.1.Vision
Telenor vision is simple: “We're here to help”
“We exist to help our customers get the full benefit of communications services in
their daily live. The key to achieving this vision is a mindset where every one of us works
together: Making it easy to buy and use our services. Delivering on promises. Being
respectful of differences. Inspiring people to find new ways”.
2.2.2.Core Values:
Make it Easy
“We're practical. We don't complicate things. Everything we produce should be
easy to understand and use. Because we never forget we're trying to make customers'
lives easier”.
Keep Promises
“Everything we set out to do should work, or if it doesn't, we're here to help.
We're about delivery, not over promising, actions not words”.
Be Inspiring
“We are creative. We strive to bring energy to the things we do. Everything we
produce should look good, modern and fresh. We are passionate about our business and
customers”.
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9. Be Respectful
“We acknowledge and respect local cultures. We do not impose one formula
worldwide. We want to be a part of local communities wherever we operate. We believe
loyalty has to be earned”.
2.3. TELENOR’S HUMAN RESOURCE DEPARTMENT
STRUCTURE
Telenor Pakistan HR Department which is known as Human Capital Division within
Telenor. The philosophy at Human Capital Division (HCD) is simple - "Creating
Passion, Making a Difference".
They strive to enthuse their people with a passion to contribute to the growth of
Telenor Pakistan through their culture and environment which empower! This allows
them to make a difference at every level.
Their customers are people who consistently add value to the organization and are
loyal, sensitive and respectful of their colleagues. They take their responsibility towards
these people very seriously and pledge the following:
- Aspire to make a difference within division, company and within the community in
which they live.
- Build a culture which infuses passion for achievement and contribution and instills
pride for the Company.
- Make Telenor Pakistan the best and the safest place for their people to work in.
- Embrace change & constant renewal and will always be available for their people.
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10. HCD Four pillars
HCD division stands on four pillars:
Operational Excellence
Telenor strive to meet the highest standards in all its operations. Operational
Excellence means having the most efficient and the most effective processes. It means
ensuring that their customers get the best possible service. Telenor’s mission is to provide
its customers with service delivery that is consistent and reliable.
People Excellence
Telenor strive to provide opportunities to grow and shine. People Excellence
means having a framework that helps Telenor’s workforce rank high on productivity and
performance. Telenor’s aim to give each and every one a platform from which people can
hone their talents, develop leadership capabilities, expand their horizons and add value to
all that their set out to do.
Cultural Excellence
Telenor strive to provide the most challenging and satisfying environment to work
in. Cultural Excellence means ensuring that the culture employees see around them is
steeped in the vision and values that are unique to Telenor. This means having processes
and policies designed to develop and enhance a high-performance culture.
Social Excellence
Telenor strive to give something back to the society. Social Excellence means
reaching out to the community through various outreach programs and events, ensuring
that those around us also enjoy a higher standard of living.
The Human Capital Division, named to reflect their commitment to Telenor
Pakistan's most important asset, comprises of the following areas: People Excellence,
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11. Business Process Improvement, Organizational Support Services and Safety &
Security.
2.3.1.People Excellence (P.E)
The PE Team works in the following major areas:
- Recruitment.
- HR Operations.
- Organizational Development.
- Health Care Services.
-Compensation and Benefits.
The first area focuses on the most effective ways to attract and recruit high-
performance candidates to the business. The second area is responsible for human capital
retention, compensation & benefits, and HR administration. The third works towards
ongoing development of all employees. The fourth works towards providing all types of
health related services to Telenor Pakistan employees as well as promoting employee
well-being and safe work practices. The fifth handles all salary and benefits related
issues.
The PE team is responsible for delivering cost effective, value-added human
resource management practices to all Telenor’s internal clients.
2.3.1.1.Recruitment
Recruitment is responsible for personnel selection for all of Telenor Pakistan.
Personnel selection is the methodical placement of individuals into jobs during which
applications are evaluated against available vacancies and assessed as per applicants'
skills and experience in compliance with TP selection process as specified in the
recruitment policy.
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12. Main processes include:
-Coordination with all departments on sourcing and recruitment of qualified candidates in
accordance with the approved hiring plan.
- Job advertisements (website and newspaper).
- Screening, short-listing of CVs, conducting interviews, assessment centers and tests.
- Maintenance of the TP Online application system at www.telenor.com.pk/careers
- Communication and feedback to all applicants through the HC link: hc@telenor.com.pk
- Cooperation with recruitment agencies on sourcing suitable candidates.
- Coordination with selected universities for graduate placements, internships and alumni
network (including job fairs and Telenor Pakistan presentations).
2.3.1.2.HR Operations
PE Operations is responsible for nationwide human resource related operations
activities. PE Operations effectively contributes to the growth of the organization and all
its units according to the company's strategy and plans.
Main processes include:
- Employment contracts.
- Maintenance & update of employee database & keeping track of employee personal
files and HR documents.
- Administration of PE and payroll systems.
- Compensation and benefit policies and administration. Making and applying reasonable
policies and rules to create an effective and efficient work environment.
- PE intranet/info sharing and update.
- Manage employee provident fund & EOBI record.
- Manage and process annual performance appraisals and salary reviews.
- Ensure understanding and adherence to HCD policies across the organization.
- Health insurance of employees.
- Management of employee leaves records.
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13. - Coordinate with departments/divisions in the processes of employee confirmations,
transfers, resignations, promotions, salary changes, cost & benefit analysis, final
settlement, audit, etc.
2.3.1.3.Organizational Development
OD is responsible for implementing the organizational development strategy
across the organization, and to involve all teams/departments to ensure that the HCD
Vision is cascaded down to every level. Some of the focus areas for OD are to:
Main processes include
- Create, lead and nurture a culture within the organization which is based on
performance, teamwork, and continuous learning.
- Introduce Telenor Vision & Values and start initiatives that will enable employees to
practices these.
- Create and implement behavioral competencies of leadership and management
development processes in the company, which enable and facilitate professional and
personal growth of employees.
- Introduce the latest training and development concepts, and work for management
development.
- Identify, manage, and develop talent within the organization which can take up higher
levels of responsibility in leadership positions at any given time.
2.3.1.4.Health Care Services
In line with the h2h (Here to Help) initiative, HCD started a new service in
December 2006 - The Health Care Service - housed at CRD Bahria, Lahore. Initially the
purpose was to provide basic in house health cover to CRD employees, identify
workplace hazards, manage absenteeism, create a healthy, well-designed and safe place
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14. to work in, in order to revive a "culture" that supports employee well-being and effective
work practices.
Later on, the role of Health Care Service was extended and currently they are
offering comprehensive in house primary health care services, first aid, home visits,
online health care email service available to all TP, health education, counseling, referral
services, medical coverage for different outdoor activities, medical certificates and
insurance claim verifications, identification of physical and psychosocial hazards,
lectures and presentations, health screening of new employees, vaccination advice, travel
advice, preventive medicine, and health wire & medical alerts.
Currently the service is being run by two experienced postgraduate doctors
providing cover seven days a week except for public holidays.
So we can conclude that, the first area of PE focuses on the most effective ways to
attract and recruit high-performance candidates to the business. The second area is
responsible for human capital retention, compensation & benefits, and HR
administration. The third works towards ongoing development of all employees. The
fourth works towards providing all types of health related services to TP employees as
well as promoting employee well-being and safe work practices. The fifth handles all
salary and benefits related issues.
The PE team is responsible for delivering cost effective, value-added human
resource management practices to all internal clients.
2.3.2.Business Process Improvement
The fourth focuses on continuously improving business processes
throughout the organization using the six sigma methodology.
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15. Introduction to Business Process Improvement (BPI)
Business Process improvement (BPI) is a Department within Human Capital
Division and is striving to help improve the quality of business Processes.
So why improve Business Processes continuously?
In the recent years, a new management truth has emerged; Companies pursuing
quality as a competitive strategy have found that improved quality, increased
productivity, reduced cost and enhanced customer satisfaction go hand in hand. At the
same time they have found external customer satisfaction is to satisfy every internal
customer at each step of the "process". This condition is true for manufacturing and
service operations / industries.
In service industry "improvement" takes the form of increasing the effectiveness
and efficiency of the "Business" processes that provide output to internal and external
customers. Barriers that interrupt the flow of work must be removed, and the processes
are streamlined to reduce waste and lower cost. The best way to do this is through the
concept called "Business Process Improvement" (BPI).
BPI Methodology
In Telenor Pakistan BPI uses "Six Sigma" as the body of knowledge to bring
improvement in business processes.
Six Sigma - What is Six Sigma
Six Sigma at many organizations simply means a measure of quality that strives
for near perfection. Six Sigma is a disciplined, data-driven approach and methodology for
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16. eliminating defects (driving towards six standard deviations between the mean and the
nearest specification limit) in any process from product to service.
The statistical representation of Six Sigma describes quantitatively how a process
is performing. To achieve Six Sigma, a process must not produce more than 3 to4 defects
per million opportunities. A Six Sigma defect is defined as anything outside of customer
specifications. A Six Sigma opportunity is then the total quantity of chances for a defect.
The fundamental objective of the Six Sigma methodology is the implementation
of a measurement-based strategy that focuses on process improvement and variation
reduction through the application of Six Sigma improvement projects. This is
accomplished through the use of two Six Sigma sub-methodologies: DMAIC and
DMADV. The Six Sigma DMAIC process (define, measure, analyze, improve, control) is
an improvement system for existing processes falling below specification and looking for
incremental improvement. The Six Sigma DMADV process (define, measure, analyze,
design, verify) is an improvement system used to develop new processes or products at
Six Sigma quality levels. It can also be employed if a current process requires more than
just incremental improvement. Both Six Sigma processes are executed by Six Sigma
Green Belts and Six Sigma Black Belts, and are overseen by Six Sigma Master Black
Belts.
Six Sigma at Telenor Pakistan
Telenor believes that it is essential to continuously improve business processes.
They should constantly be looking for opportunities to improve or re-engineer business
processes in order to:
- Continuously manage costs effectively & efficiently. This does not necessarily translate
into cost cutting initiatives which are more often one-time endeavors with limited scope.
- Enhance employee productivity.
- Improve quality of services & products for its customers.
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17. - Design new products/processes with significantly reduced error rates and faster time to
market.
- And to simply move ahead of its competitors.
2.3.3.Organizational Support Services
Organizational Support Services' (OSS) core function is to provide support related
solutions from a single window operation for internal customers. Keeping the four
fundamentals of quality, speed, cost, and innovation at the forefront, OSS provides
services including event management, fleet management, travel related services, PABX
management, mail courier management, office upkeep, consumable management, café
management as well as business cards and stationary management.
2.3.4.Safety and Security
The main function of the Safety & Security department is to provide a safe and
healthy work environment for employees as well as to safeguard all Telenor Pakistan
assets. The department not only looks after the physical security of all Telenor premises
but also manages the risks and threats faced by the business.
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18. 3. HRM STRATEGY & PRACTICES IN TELENOR
3.1.HUMAN RESOURCE MANAGEMENT STRATEGY
Some of the very salient features of the strategic planning are highlighted as under
HR Planning Process:
3.1.1.Strategic Planning
The company does not use any statistical technique or method for the determination
of labor shortage or surplus. The company however, relies on subjective judgmental
methods. The judgmental methods are based on the expert judgment that ascertains the
supply and demand of labor. Whenever the company feels the need of a required person,
the company conducts interviews of the aspiring applicants.
• DETERMINING LABOR DEMAND
Labor demand at Telenor is forecasted, through the demand of the product in the
market, through the introduction of new technology or service and through the
present availability of labor in the organization. If the demand for Telenor’s
connections in the market increases or a new technology is adopted, this may result in
an increased demand for employees within the organization. Similarly, the present
state of labor force within the organization may suggest future demand. Demand
forecast of labor is developed around specific job categories or skill areas relevant to
the organization’s current and future state. The ‘job description’ helps examine the
need of the person according to his/ her skills and abilities.
• DETERMINING LABOR SUPPLY
The labor supply, at Telenor, is determined by the analysis as to how many people
are currently in the job with specific skills within the company. The analysis reflects
the changes in the near future due to promotions, demotions, and retirement or
through transfers etc. The HR department has the responsibility of helping other
departments overcome the problems of labor shortages and labor surpluses. The
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19. company usually realizes the labor shortage whenever there is an introduction of the
new technology within the organization or whenever the company is offering a new
service. The excess of qualified people in the labor market, struggling to get jobs in
help conquer the problem of labor shortages. Telenor gives a short-term contract
usually of two to three months to such qualified unemployed people to avoid the
possible labor shortage. In case of labor surplus, the company decreases the number
of employees by downsizing. Retirements and internal transfers are traditional
procedures for reducing the number of employees. But the company does not
emphasize more on downsizing.
3.1.2.Strategic Direction
Telenor’s current strategy is based on building a closer relationship with its
customers by taking advantage of their position as a global market leader. The strategy is
focused on winning and retaining a growing market share in all customer groups.
3.1.3.Strategic Initiatives
3.1.3.1.Improving Their Customer Proposition
Telenor customers, mobility means immediacy, convenience, ubiquity and
personalization. These attributes give them many opportunities to interact with their
customers in ways that will enrich their lives. Local execution remains essential, but they
believe that they can build on their global advantage by adopting more consistent
marketing approaches, based on best practices gathered from across the Group. They
have begun a “usage crusade”, the aim of which is to significantly increase the average
number of minutes their customers use their services each day. As part of this, Telenor is
launching a range of marketing initiatives to highlight the functional and emotional
benefits they bring to their customers. These initiatives promote the number and type of
occasions their customers can use their services. At the same time, they are enhancing the
convenience and usability of the products themselves. They are also increasing their
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20. efforts for business customers, particularly because their global scale gives them
competitive advantages in the business market.
3.1.3.2.Implementing Data Strategy.
Their data strategy rests on four pillars;
• Developing the Right Service They are developing a portfolio of easy-to-use,
branded data services. Key applications include new text, picture and video
messaging services, easy access to e-mail, remote access to business applications,
and provision via a Telenor user interface to information and entertainment
provided by business partners. They would continue to work with many third
parties to create and deliver the range of services that their customers want. By
combining their distinct capabilities with those of their partners, Telenor believes
they can turn substantial business segments into early adopters of mobile data.
• Inter-operate Technically, Differentiate Commercially. It is important for them
to remain very active in industry standardization to ensure full inter-operability of
our services with those from other mobile operators and fixed-Internet companies.
Their strategy is to offer the whole world to their customers, ensuring they can
communicate with anyone they wish. They will then create a differentiated
service and customer proposition on top of these inter-operable technology
platforms.
• Promoting Appropriate Pricing Models They promote a pricing model that
allows them to match their pricing most closely and transparently to their
customers' understanding and perception of value.
• Competitive Environment Customers' needs are expanding to include access to
information, data and multimedia services over mobile devices. They are uniquely
placed to meet these needs, using their scale and talent to create the most
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21. compelling services and to develop partnerships helps them exceed their
customers' expectations. With the saturation in market and the introduction of
new 3G technologies, they can expect to go through a period of market
turbulence, which will probably lead to some consolidation in the industry.
Indeed, they are already seeing evidence of this happening in some of their
markets. Throughout this process, Telenor’s prime interest will be in ensuring the
development of a vibrant, competitive mobile sector in order to bring maximum
benefit to their customers and remove the need for regulatory interventions. 3G
can be expected to bring substantial long-term business advantages, both in terms
of providing additional functionality for future data services and in providing
much-needed capacity enhancements for usage increases in voice as well as data.
At the same time, maintaining the lowest-cost position in the industry remains a
basic premise for their success and so they will continue to build on their existing
programs to drive productivity and efficiency improvements across their business.
3.2.HUMAN RESOURCE MANAGEMENT PRACTICES
3.2.1.Recruitment and Selection
In this particular section, an endeavor has been made to discuss the salient aspects
of recruitment selection and placement at Telenor. As we know that Telenor is the
world’s leading mobile telecom company. They were the first to introduce GSM
technology. Telenor sees it as a constant adventure to create unprecedented capabilities in
the mobile arena. If you feel a similar urge to challenge the old and realize the new, talk
to Telenor. If you want more than just a job and the chance to be part of a large and
ambitious company, to innovate, influence and drive, then you should consider joining
Telenor. Joining Telenor will give you the chance to influence the daily lives of people
throughout the world.
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
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22. recruitment and hiring. If People Excellence Division feels that a person will not be able
to adjust into the organization’s environment, even if he/she is performing functionally
well, the person is rejected. The dynamic group of people, sharing similar mind-sets, love
being with each other and meet on other occasions if unable to meet during work-hours.
They even stay back late, employees can be seen roaming around till 9 at night.
3.2.1.1.What Telenor Looks For?
Telenor is looking for people who share its vision and values and are looking for
more than just a job. You must be enthusiastic about change and keen to grow with
Telenor and share in its success. You should be ready to take on new responsibilities and
develop new ways of working. At Telenor, it will integrate your development with the
development of the business. This means that, at whatever level you work at, you will
have a keen awareness of the overall objectives of the organization, and a clear
understanding of how and where your contribution makes a difference. Telenor offers an
ideal learning environment. The fast-changing nature of industry means that they are
focused on continuous learning, always looking for new ways to support, coach and
develop their people. Ultimately, there's the chance to study a huge range of subject
areas, from developing customer products and services to marketing and governmental
work.
3.2.1.2.Skills Require Joining Telenor
In Telenor each role requires specialist abilities, dealing with change at this rate call
for certain core skills. And throughout the selection process, Telenor looks for evidence
that applicants can demonstrate the under mentioned critical skills.
a. Communication. The flexibility to communicate when moving through different
environments is paramount. Success hinges on the ability to tailor style, tone and
content to suit specific audiences.
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23. b. Customer Focus. It's vital that employees constantly strive to provide world-
class customer service, establishing and responding flexibly to exceed customer
expectations.
c. Drive for Results. Clear objectives and knowledge to achieve, depends on clarity
of thought. It's important to care passionately about realizing their goals,
understanding what this requires and acting on it.
d. Developing Self and Others. At Telenor employees will need to take
responsibility for their own development, learn from experiences, seek and act on
constructive feedback.
e. Innovation and Change. This is an industry, and a company, which thrives on
change. Employees will need to be the same, embracing positive developments
and adapting quickly to ever-changing circumstances and situations, as well as
generating innovative ideas and solutions.
f. Working with Others. As a global business, Telenor cannot function on an
individualistic basis. To be successful with Telenor employees will need to build
and develop positive working relationships based on mutual trust, taking full
advantage of the networking opportunities available.
3.2.1.3.Qualification
In addition to demonstrating the right mixes of skills and personal qualities, applicant will
need the right kind of qualifications. The same are discussed as under;
a. Technology. In any of the following;
• Computer Science
• Computer Systems
• Computing
• Construction
• E-business
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24. • E-commerce
• Electronics
• Engineering
• Hardware
• IT
• Mathematics
• Opt electronics
• Physics
• Semiconductors
• Software Systems
• Technology
• Telecommunications
b. Commercial Position:
• Marketing. In a discipline which contained marketing modules.
• Finance. In any degree discipline. Prepared to work in both retail and
corporate divisions of Sales. Work experience in a customer facing
role.
In addition to the above program applicants should be graduating in the current
year or have graduated in the last three years. “If you're still studying, or awaiting your
degree results at the time of application, any offer made will be subject to the
achievement of the required grade”.
3.2.1.4.Application Process
Telenor aims to make the whole selection process as clear as possible so that
applicants know exactly what's happening and expected by you.
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25. Any person can make his resume by using Telenor online CV building tools.
Telenor does not accept resumes except this online CV system. When an applicant builds
his CV he is allotted a CV tracking number against his e-mail address and NIC number.
An applicant can change his password at any time and can update / edit his CV.
When an applicant applies for a specific post his CV is scanned through an
automatic system, his qualification, skills, experience and any other criteria specified for
the job are compared, and only those CVs are accepted which fulfill the criteria.
Then the selected CVs are examined by concerned HR people and only the short
listed candidates are contacted for interview.
Telenor online CV building and applying for a job process is given below as an
example:
Online Job Application System
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26. Forgot password? click here
Apply For Internship
Please login to apply
Available Jobs:
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27. Careers
Careers
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28. Application processes for various positions are discussed in succeeding
paragraphs;
a. Technology. For technology positions if the individuals meet the criteria they
will have to go through the psychometric tests. If successful, they will receive
a letter inviting them to a first round telephone interview. Successful
applicants will then be invited to an assessment center in near by. The
assessment center is made up of a range of assessment methods. The
individuals will be invited down the evening before the assessment centre to
join graduates and managers from their chosen function for dinner. This event
does not form part of the assessment center. Telenor will then tell the
individuals whether they have been successful in a matter of days.
b. Commercial Positions The individuals will be asked some basic qualifying
questions to assess whether they meet their specified criteria. The individuals
will be asked some basic qualifying questions to assess whether they meet
their specified criteria. Once Telenor has received completed form, they
would review application. Should the application meet their requirements,
they will receive an email inviting the individuals to complete two on-line
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29. psychometric tests. If successful, the individuals will receive a letter inviting
them to a first round telephone interview. Successful applicants are then
invited to the assessment center. Assessment center is made up of a range of
assessment methods. The individuals will be invited down the evening before
the assessment center to join graduates and managers from their chosen
function for dinner. This event does not form part of the assessment center.
Telenor will tell the individuals whether they have been successful in a matter
of days.
The selection process isn’t just about finding out whether it is right for Telenor;
it’s also about whether Telenor is right for them. So before the individual applies, it’s
worth thinking about how their preferences fit with Telenor’s culture. Telenor has put
together a short quiz that will put the individual in the shoes of a Telenor graduate. After
each question the company would tell the individual how well the individual actions
compare to the Telenor way, and at the end the individual would have a clearer picture of
how well they might work together.
3.2.1.5.Work Experience
Telenor does not offer industrial placements or internships; however there are
plenty of other ways to get an insight into what working at Telenor is really like. In the
first place, view of the profiles from existing graduates can be seen. These are all people
who've been there, and done it. The individuals can expect to be part of a small team and,
in an industry as fast moving as this, there's not much room for bureaucracy. The
individuals would find processes and procedures are a lot more flexible giving them
leeway to express their ideas and show just how much they are capable of. Telenor has
full time vacancies and an in store career path that means the individuals can quickly
progress to Senior Advisor or Assistant Manager positions.
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30. 3.2.1.6.Commercial
Telenor is widely recognized as one of the world’s top brands. Telenor challenges
now are to enhance their reputation for innovation and market leadership, to drive the
business through the development of their people, and to add value to the services that the
company provides through the implementation of ideas and strategies. As a Graduate on
one of their Commercial Programs, be it Marketing, Finance or more recent Sales
scheme, the issues the individual would tackle and the solutions, the individual would
deliver will be company-critical to say the least. Moving from one area to the next will
give the individual valuable business insights, allowing them to see the results of their
actions in the way the business develops, the services the company introduces and the
market share they gain.
3.2.1.7.Marketing
The aim of the Commercial and Marketing division is to enhance the range of
services available and to continuously develop new and innovative products and services
for the company growing customer base. Their overall purpose is not only to attract new
customers, but more importantly, to retain and develop their existing customers from the
corporate, business and consumer markets. The Graduate Development Program consists
of four, six-month placements in a selection of departments, tailored to give the
individuals maximum exposure to different marketing activities. The individual would
basically be dealing in Brand and Channel, Core Products, Acquisition, Corporate
Marketing, Commercial planning and strategy, corporate marketing, customer
development
3.2.1.8.Finance
Telenor offers a first class opportunity for exceptional graduates to launch their
financial careers in one of the world’s most exciting companies. The individual will need
to be hard working, energetic and thrive on a challenge. The individual will consider
himself to be an outstanding communicator with the sharpest of business minds. The
company looks for graduates who can see solutions where others can’t. In return the
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31. company offers the chance to work as part of a young, professional team supporting a
rapidly evolving business. Working in the Telenor finance team gives individual a unique
viewpoint to study all aspects of the telecommunications business. The finance team is
critical to Telenor’s success - whether it’s monitoring the success of a marketing
campaign, the sales through their High Street stores or the costs of building their 3rd
generation network. Telenor sponsors the individual for their Chartered Institute of
Management Accountants (CIMA) qualification. The company covers the costs of
courses, materials and exams as well as providing study leave to give the individual the
best chance of success. During the three-year scheme the individual works in different
areas of the business. Each placement provides the individual with the relevant finance
experience to pass his CIMA exams. Telenor believes in giving its finance graduates a
wide variety of challenges, exposing them to work in the following areas:
 Financial Planning
 Commercial Support
 Financial Analysis
 Financial Accounting
 Management Accounting
 Tax
 Internal Audit
On completion of the scheme finance graduates are well placed well to take
advantage of the enormous opportunities that derive from Telenor's position as the global
mobile telecommunications leader.
3.2.1.9.Sales
Whether the individual’s aspirations lie in sales, account management, customer
relationship manager (CRM), project leadership or running a store the individual could
join Telenor with anything up to three years' post graduate experience on a two-year
program that will equip the individual for a post as a regional manager; or senior
management in three to four years' time. And until then, the individual can look forward
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32. to a salary review every six months for the first two years. Problem-solving skills and
ability to anticipate customers' needs whether they are customers in Telenor’s retail
outlets, small to medium sized businesses; large national business or international
business clients equip the individual to establish long-term relationships. And the
individual’s creative approach prepares him for the development of innovative strategies
to create demand for exciting new launches in the years to come. Right from the
beginning the individual would be responsible for managing and meeting the
expectations of customers. Therefore it is essential that the individual’s sales technique is
honed to deal with not only the public but when negotiating with organizations. In an
industry that evolves on a daily basis, it's important that product and service knowledge
are up-to-date to provide Telenor’s customers with the most appropriate solution,
whatever their requirements may be. The training provided covers all technical aspects of
the relevant products and services, as well as sales and other non-technical skills. This is
in addition to the Unlock Your Potential soft skills program, which is available to all
graduates. Within the first two years completing four, six-month placements within
different areas of Telenor’s Sales and Distribution function. At least one of which is
within one of their retail stores, where the company can be accommodating with location,
however the company requires the individual to be flexible to support the store, which
may mean working weekends.
3.2.1.10.Recruitment Sources
Telenor recruits both internally and externally, by giving advertisements in the
newspapers, by employee’s referrals, by notifying the Job centers of the potential
vacancy, through private employment agencies like Job pilots and also through online
recruiting.
3.2.2.Training and Professional Development
The Group, encourage young employees to develop their confidence and
important skills such as communication, planning and working in teams. A program of
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33. business related the Group also sponsors further education and programs exist to help
employees meet the training and qualification requirements of their chosen professional
institution, thereby continuing to raise the existing professionalism of the Group.
Create, lead and nurture a culture within the organization which is based on
performance, teamwork, and continuous learning. Introduce Telenor Vision & Values
and start initiatives that will enable employees to practices these. Create and implement
behavioral competencies of leadership and management development processes in the
company, which enable and facilitate professional and personal growth of employees.
Introduce the latest training and development concepts, and work for management
development. Identify, manage, and develop talent within the organization which can
take up higher levels of responsibility in leadership positions at any given time.
3.2.2.1.Phases of the Training Process
Training process generally encompass as three main phases. The training process
begins with the Assessment phase. This phase involves identifying training needs, setting
training objectives, and developing criteria against which to evaluate the results of the
training program. Training requirements are determined by conducting a need analysis.
A Need Analysis is an assessment of an organization’s training a need that is
developed by considering overall organizational requirements, tasks associated with a job
for which training is needed, and the degree to which individuals are able to perform
those tasks effectively.
The next part of the process is the Training Design and Implementation phase.
This involves determining training methods, developing training materials, and actually
conducting the training. A considerable amount of training is conducted using On-the-
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34. Job Training methods. With such methods, trainee learns while actually performing the
job, usually with the help of knowledgeable trainer.
The final part of training process is the Evaluation phase. This entails evaluating
the result of the training in terms of the criteria developed during the assessment phase.
3.2.2.2.Types of Training Programs
The most common type of training programs are Orientation Training, technical
skill training, and management development training. Orientation Training is usually a
formal program designed to provide new employees with information about the company
and their jobs. Technical Training is oriented towards providing specialized knowledge
and developing facility in the use of methods, processes, and techniques associated with a
particular discipline or trade. Management Development Program focuses on developing
managerial skills for use at the supervisory, managerial, and executive levels. Overall
training has positive impact on both productivity and employee morale.
Telenor offered three main categories in which offered programs are: Leadership,
Culture, and Competency.
I. The Leadership Category.
Within the Leadership category, several programs are offered which
include:
• Outdoor Leadership
With activities related to trust building, team building, and exploration
in the wilderness, the leaders are able to identify their true leadership
styles, their managerial skills are put to test, making them better and
brining in more teamwork and transparency in the organization.
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35. • LUMS/Telenor Post Graduate Certificate in Business
Management
To give managers holistic business understanding, and manage
succession planning for various cadres, this academic program focuses on
strategy, pricing, market segmentation etc within its various courses and
help employees to build the organization.
• Core Leadership
The program helps to build leaders in accordance with the Telenor
Expectations so that employees can use their abilities within the
perimeters of the organization’s expectations. This is used for TMA to
develop the ‘Hi-pos’ for future positions.
• Leadership-The Care & Growth Model
This three day workshop for all those in command positions, teaches
managers and supervisors what they should be contributing to those who
report to them.
II. The Culture Category
Within the Culture category the following programs are being offered
which are open to all employees:
• Mastery of Self
To enable people to overcome obstacles and dysfunctions in their
behaviors, and therefore create new perceptions by exercising the power
of mind.
• Emotional Intelligence
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36. Including the emotional quotient to employee’s intelligence
quotient enables one to be smarter in work, relationships and health. To
bring emotional maturity, this training focuses on increasing energy and
effectiveness under pressure, dealing with turbulence, and developing
personal power.
• Change Management: Who Moved My Cheese?
Most people are fearful of change because they don't believe they
have any control over how or when it happens to them. Since change
happens either to the individual or by the individual, the course shows that
what matters most is the attitude about change. To complement our
inculcation of the new vision and values, this program will present change
as a natural and positive agent that leads employees to embrace change
and explore new opportunities.
FISH: Choosing Your Attitude
This training helps the organization become more vibrant,
energetic, positive and optimistic. This helps to improve morale in the
troops and reduce negativity.
III. The Competency Category
Within the Competency category we Telenor is offering
program which is required as the basic skill builders in the
organization. These include:
• Creative Problem Solving
To ensure that people have the ability to think out of the box and are
not stuck with old thought patterns.
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37. • Breaking Communication Barriers
To help employees come out of their inhibitions and improve
interpersonal communication and public speaking.
• Team Work
To enable employees to rise above the individual objectives and come
together as a team with one vision.
• Results Through Resources
To help employees manage their resources at work efficiently and
effectively.
• Facilitation Skills
To enable all line managers, supervisors, team leads etc, to lead and
facilitate IVC workshops on their own.
3.3.Code of Conduct
In 2003, Telenor established a Code of Conduct, covering a broad set of ethical
issues. The Code of Conduct constitutes the basis upon which all our policies and
procedures are built.
Ethical Council: Based on Telenor's values and its Code of Conduct, the Ethical
Council helps to ensure a high level of ethical awareness at Telenor. Issues related to
ethics and the reputation of the company are discussed in the Council.
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38. 3.4.Performance Appraisal
Evaluating performance based on the judgments and opinions of subordinates,
peers, supervisors, other managers and even the employees themselves.
Designing the system
Performance measurement
and feedback
Employee development
Provide rewards
for improvement If no improvement,
make adjustments
3.4.1 Factors that Influence Motivation & Translate Motivation into
Performance
 Performance expectations and goals
 Performance of interdependent others
 Employee confidence and competencies
 Access to required resources
 Ongoing feedback
3.4.2 Performance Appraisal Methods
 Goal Setting, or Management by Objectives (MBO)
 Multi-Rater Assessment (or 360-Degree Feedback)
 Work Standards
 Essay Appraisal
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39.  Critical-Incident Appraisal
 Graphic Rating Scale
 Checklist
 Behaviorally Anchored Rating Scale (BARS)
 Forced-Choice Rating
 Ranking Methods
o Alteration Ranking
o Paired Comparison Ranking
o Forced Distribution
Telenor Appraisal System
3.4.2.1. Telenor Development Process (Web competence)
TDP, the Telenor Development Process, is Telenor’s global people and
organizational development process. The TDP aims to set direction and develop
individual, team and organizational capabilities to deliver business results. The TDP
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40. obtains key input from inspired leaders, business-critical objectives and IVC-analyses.
Output from the TDP provides motivated employees with improved performance, a
competence development plan and talent and succession management strategy.
The Telenor Development process is supported by Atlas TDP, a web based
centralized IT system. The Atlas TDP replaces the Web Competence tool with enhanced
functionality covering the various process steps with many improved features. Web
Competence is the tool used in the Telenor Leadership Development Process (TLDP) for
registering the dialogues and Review Meeting. It is also used for Performance
Management in certain Business Units.
3.2.1 IVC - Employee Survey
The Internal Value Creation (IVC) survey is an annual process that allows
employees to voice their opinion and managers to develop their organization and
leadership. The IVC survey measures people's perception of aspects within the
organization that has an effect on internal value creation and in turn the customers'
perception of the company. However, IVC is more than an Employee Satisfaction Survey
or a Climate Survey. IVC goes beyond measuring how satisfied or ‘happy’ the employees
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41. are and identifies factors so that these satisfied employees can be converted into drivers
of business success.
3.5. General Policies
Telenor Pakistan Employee Policies are intended to create a productive work
environment, which will enable employees to maximize their contribution and
satisfaction in the Company.
These policies establish clarity and increase your understanding of the rights and
obligations of an employee working within the Company.
Telenor Pakistan Employee Policies have been developed taking into account the
industrial norm in Pakistan. Therefore, they are based on the standards which exist in
outstanding companies operating in the country.
LIST OF POLICIES
3.5.1. Further Education
Telenor Pakistan actively encourages employees to pursue relevant further
education which enables you to learn new skills and acquire new knowledge, so that you
and TP can mutually benefit from the transformation that learning and knowledge brings.
3.5.2. Gratuity
Gratuity is a long-term incentive designed to motivate and encourage committing
to a long-term career in Telenor Pakistan.
It is adopted to provide financial relief at the time of retirement or separation from the
company.
It is for permanent employees only.
3.5.3. Internship
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42. To contribute towards the development of talented students by providing them the
opportunity for industrial exposure at Telenor Pakistan.
The process of internship is to assess and identify future employees.
Recruitment of Internees
Selection of internees is similar to any other recruitment activity in Telenor Pakistan.
Potential students are selected via the same merit based recruitment process which is
followed for permanent employees.
3.5.4. Laptop
Every employee of Telenor Pakistan, as per Job Description, will be allocated
maximum one laptop on his joining. Employees who use shared/individual desktops for
their daily job tasks are not given laptops e.g. employees of S&SC and CRO’s in call
centre.
Regular and confirmed employee, who has completed at least one year with the
company, will be entitled to the personal ownership of the laptop free of cost once it has
reached its useful life of three years.
3.5.5. Leave Fare Assistance
To assist employees with their expenses when they take annual leave for rest,
recreation and holidays with their families.
Its equivalent to one gross salary paid once in the year and its paid along with the salary
once in a year.
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43. 3.5.6. Leave
Annual Leave: Policy is to enable employees to take annual leave to spend extended
time with their family and to ensure well-being, health and satisfaction. Telenor culture
encourages its employees to avail there annual leaves every year and there is no
appreciation to those who do not avail this facility. All the employees from Top
Management to the lower staff are equally eligible to this policy.
Casual Leave: To assist employees to take casual leave when they require leaves to
attend personal problems, obligations and emergency situations.
Sick Leave: To provide with sick leave when somebody is unwell. The number of sick
leave is undefined as per Telenor policy.
3.5.7. Life Insurance
Provide employees with insurance coverage so that in the eventuality of death,
their family is cared for.
All permanent employees are covered for Life Insurance from the date of joining
Telenor Pakistan.
3.5.8. Long Service Awards
Telenor entitles awards upon completion of the number of years of service. it could be in
the form of shields or gifts depending upon the number of years of completion.
3.5.9. Maternity Leave
To allow female employees maternity leave and to encourage continuity of service.
All permanent married female employees are eligible. The said must be confirmed in
employment with at least one year of full time continuous service with Telenor Pakistan.
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44. 3.5.10. Medical & Hospitalization
To provide employees and their families with medical support and to help them
during their time of need.
Eligibility
If the said is a full time employee, then employee is covered along with his
spouse, children and dependent parents no matter what designation he or she have.
Telenor has one generalized health policy which applies to every one in Telenor
from CEO to an engineer.
Employees are covered comprehensively for both OPD and Inpatient
Hospitalization expenses.
3.5.11. Mobile Connection and Handset Allowance
A full time employee of Telenor Pakistan is provided with a mobile phone
connection upon joining Telenor Pakistan free of cost for official use.
3.5.12. Mobile Connection for Family and Friends
Policy is to provide an opportunity for Telenor employee’s family and friends to
enjoy a cost effective subscription of Telenor Services.
Employees are entitled for the some specific concessions on post paid connections
for family and/or friends for confirmed employees. Those special connections are issued
on non commercial tariffs.
In addition permanent employees are entitled for one pre paid connection free of
cost ever month.
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45. Upon joining employees are also provided with a handset which is followed by an
annual handset allowance every year.
3.5.13. Pick and Drop Service for Females
Pick and Drop facility is only for female employees.
3.5.14. Provident Fund
All permanent employees are eligible for provident fund and deductions
/reimbursement is made as per standard provident fund procedures.
3.5.15. Recognize Heroes at Work and In Life
To identify, recognize and reward outstanding contributions made by employees
“At Work” and “In Life” in certain key categories during the year.
Each year, Telenor Pakistan identifies Heroes for outstanding contributions made
at work which go beyond the normal call of duty.
3.5.16. Relocation
This Policy is made to help employees if they are relocated at Telenor Pakistan’s
request within the country. While every effort is made to ensure that they are not
financially disadvantaged, the Company recognizes that it is not possible to financially
compensate for every disruption, which may be caused by relocation.
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46. All full time employees are eligible if the decision to relocate has been made by
Telenor Pakistan. However, if Telenor Pakistan relocates to accommodate employee’s
desire for relocation, then the relocation policy is not applicable.
3.5.17. Retirement Age
All employees retire from the Company upon reaching their 60th birthday.
3.5.18. Salary Increments and Salary Adjustments
To ensure that employees receive an annual salary boost in relation to the
contribution he has made in Telenor Pakistan during the year and the company’s
performance in the market.
To review and adjust salaries to ensure internal equity and to stay abreast of the
market norms.
3.5.19. Travel
To make employee’s travel and accommodation as comfortable as possible. To
communicate Telenor Pakistan’s guideline for business travel.
Air Travel
Telenor allows travel by air if the distance to destination town is considered too
far or unsafe by normal road travel. This refers to destinations where airlines operate.
There is a separate department which is totally responsible to make travel
arrangements for the employees when requires and the whole process is quite comforting
and hassle free for the employees
3.5.20.Working Hours
Normal Working Hours
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47. Week Days Office Timing Monday – Friday 0900 hours – 1800 hours
If somebody is required to work on weekends or on a national holiday, as a part of
his/her normal work timing, in order to keep the business operations functional 24 hours
a day, then a shift arrangement is applied.
3.5.21.Working on Holidays and Late Sittings
Objective: To compensate for your working beyond the normal office hours and
during holidays.
1. Reimbursement for Working on Weekend/Holidays
1a. Eligibility:
An employee is entitled if he/she works for five or more consecutive hours on any given
holiday.
1b. Meal Reimbursement
An employee is eligible for the reimbursement of meal expenses
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48. 4. End note
We tried our best to get the maximum information about Telenor’s Human
Resource Management systems but due to company’s confidentiality policy we could not
got the exact policy documents.
At the same time we are very thankful to our course instructor, who at every stage
of this research project guides us in a proper way.
We are sure that this report explains all the HRM activities in Telenor Pakistan.
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49. 5. References
1. www.telenor.com.pk
2. www.telenor.com.pk/careers
3. Telenor’s Business Magazine
4. Telenor Portal
5. Telenor Human Capital Division
6. Telenor People Excellence Department
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