Training Program & its Effectiveness in Customer Service of Grameenphone

Project Report
On
‘‘Training Program & its Effectiveness in Customer Service of
GrameenPhone’’
Prepared For
MD. Shakib Hossain Shuvo
Senior Lecturer
Department of Business Administration
East West University
Prepared By
Shaiful Islam
ID: 2012-1-10-240
Submission Date: 20th
April, 2016

Letter of Transmittal
April 20, 2016
MD. Shakib Hossain Shuvo
Senior Lecturer
Bachelor of Business Studies
EastWest University
Subject: Submission of Project Report On ‘Training Program & its
Effectiveness in Customer Service of GrameenPhone’.
Dear Sir,
I would like to thank you for supervising and helping me throughout the
semester. With due respect, I am submitting a copy of Project report for your
appreciation.
I have given my best effort to prepare the report with relevant information that I
have collected from a Grameenphone Ltd. I have the immense pleasure to have
the opportunity to study on Training Program of Grameenphone. There is no
doubt that the knowledge I have gathered during the study will help me in real
life.
I am grateful to you for your guidance and kind cooperation at every step of my
endeavor on this report, I shall remain deeply grateful if you kindly take some
pen to go through the report and evaluate my performance.
Sincerely,
---------------------------
Shaiful Islam
ID: 2012-1-10-240

Acknowledgement
I would like to thank almighty Allah for giving me the opportunity to complete
my internship report. I also want to thank all the people who have given their
support and assistance and extremely grateful to all of them for the completion
of the report successfully. East West University and Grameenphone Ltd. both
provided me with enormous support and guidance for my report to be completed
successfully.
I would like to thank my Project Report supervisor Mr. Shakib Hossain, for his
kind concern, valuable time, advice and constant guideline in preparing the
report.
I would like to express my foremost gratitude to the Managers, Customer
Service Agents & officials of Grameenphone Ltd who helped me and gave me
their valuable time, provided me with the most relevant information on the basis
of which I have prepared this report.

Executive Summary
Grameenphone Limited is the leading Telecom operator in Bangladesh where a
strong & organized Human Resource Management internally called as ‘People &
Organization’ is always working for the formulation of HR strategies for the
betterment of the employees as well as to achieve the ultimate organizational
goal. Grameenphone Ltd. takes its employees as human capital. Here our
objective of study is to learn about the Training Program of Grameenphone Ltd,
to learn about the effectiveness of training program, to discuss about Training
and Development procedures, what the internal customers think about
Grameenphone’s training, to develop and recommend some implemental
suggestive measures.
The quality of employees and their development through training and education
are major factors in determining long-term profitability of telecom business as
Grameenphone. Training often is held for new employees and existing
employees in this company cause the technology of telecom business changes
frequently. The long term objectives are increased productivity, reduced
employee turnover, and increased efficiency resulting financial gains, decreased
needs for supervision, to adapt with the organizational culture. Employee
training is the planned effort of Grameenphone to help employees learn the job
related behaviours and skills they will need to do their job properly. It is a set of
planned activities of Grameenphone that will have their employees complete in
order to increase their job knowledge and skills and to have them get
accustomed to the attitudes and social atmosphere of the company. It will help
the employee to be familiar with the goals of the organization and the job
requirements. There are typical steps that go into a training program.
Training programs can help workers to increase their efficiency levels, improve
quality and thereby increase sales for a company. Training program results in-
reduced supervision, reduction in wastage, less turnover of labour, helps new
employees, union management relations, better career opportunities, high
rewards, increased motivation, group efforts, promotions etc.

TABLE OF CONTENT
CHAPTER ONE
TOPICS COVERED IN CHAPTER ONE Page No.
1.01 ORIGIN OF THE REPORT
1.02 OBJECTIVES OF THE REPORT
1.02.01 Broad Objective
1.02.02 Specific Objectives
1.03 SCOPE OF THE REPORT
1.04 METHODOLOGY
1.04.01 Primary Data Source
1.04.02 Secondary Data Source
1.05 LIMITATION OF THE REPORT
1
1
1
1
2
2
2
2
3
CHAPTER TWO
TOPICS COVERED IN CHAPTER SEVEN Page No.
2.01 Different Training Program for Customer service
2.02 Objective of Training Program
2.03 Literature Review
4
11
16
CHAPTER THREE
3.01 COMPANY OVERVIEW
3.02 History and Milestones
3.03 Major Products and Services
3.04 Organogram of GPCS
3.05 Vision Statement
3.06 Mission Statement
3.07 Values
18
19
21
22
22
22
23
CHAPTER FOUR
4.01 Training Program and procedures in GrameenPhone
4.01.01 Training of Induction Batch
4.01.02 Orientation
4.01.03 Code of Conduct (COC) Training
4.01.04 Soft skill Training
4.01.04.01 About soft skills
4.01.04.01 Types of Soft Skills
4.01.05 Simulation Program
4.01.06 KBS
4.01.07 HLR
4.01.08 Training on Corporate Culture
4.01.09 Product and Service Training
24
24
25
26
26
26
27
31
31
32
32
33

4.01.10 Training on Different Application
4.01.11 Miscellaneous Training
4.01.11.01 Attachments
4.01.11.02 Password Test / Post Evaluation:
4.01.11.03 Mentorship Program
4.01.11.04 Workshop
4.01.12 Training on Guideline: New Inbound Checklist
4.01.12 .01 Standard Greeting
4.01.12.02 Service Skills
4.01.12.03 Accuracy End-User Critical Error,
Business Critical Error,
Compliance Error
4.01.12.04 Closing
4.01.13 Training on Basic Applications
4.01.14 LOV (Living Our Values) Session
4.02 Training Need determination
4.02.01Checklist for SQI (Service Quality Indicator)
4.02.02 Input of Training Need
4.03 Effectiveness of Training Program
33
33
34
34
35
35
35
35
36
42
43
44
45
46
46
47
48
CHAPTER FIVE
5.01 FINDINGS AND ANALYSIS AND RECOMMENDATION
5.01.01 Findings And Analysis of the Questionnaire
5.01.01 SUMMARY OF THE FINDINGS
5.01.02 Recommendations for the Institutions
52
72
73
CHAPTER SIX
6.01 CONCLUSION AND REFERENCES
6.01.01 CONCLUSION
6.01.01 REFERENCES
74
76

1 | P a g e
CHAPTER ONE
1.01 ORIGIN OF THE REPORT
This project paper has been prepared to make a study on the “Training program
and its Effectiveness in customer service of Grameenphone” as a part of the
fulfilment of thesis required for the completion of the BBA program of the HRM &
Finance major, Faculty of Business Administration, East West University. The report
was prepared under the supervision of Mr. Shakib Hossain, Senior Lecturer,
Department of Business Administration, EastWest University. My responsibility is to
collect the information about training programs and how it is used effectively in
Gramenphone ltd. So, I got the opportunity to explore on this sector.
1.02 OBJECTIVES OF THE REPORT
The main purpose for this project is to know the depth information about the
training program of Grameenphone phone customer service and its effectiveness.
There are several objectives for this project. And they are:
1.02.01 Broad Objective
 To know the Training programs followed in all over the world.
 To know the Training programs followed in Grameenphone.
1.02.02 Specific Objectives
 To learn about the total training system of Grameenphone customer service.
 To learn about the procedure of conducting training programs.
 How effective the training programs are for the employees and ultimate
improvement in performance of customer service.

2 | P a g e
 How the employees are decided for the training program.
1.03 SCOPE OF THE REPORT
This project paper covers all the aspects of Training programs. This report also
gives an overview of different methods, applications used, checklist, Training
Duration etc.
This report has been prepared through extensive discussion with the many
employees and supervisors as well as trainers. While preparing this report, I had a
great opportunity to have an in depth knowledge of training procedures of
Grameenphone ltd. It helps me to know many things which will help me to the near
future in my job place.
1.04 METHODOLOGY
There are two ways the data has been collected. From the Primary sources and the
Secondary sources.
1.04.01 Primary Data Source
Primary data has been collected through unstructured personal interviews and
discussions with trainees, managers, trainers.
1.04.02 Secondary Data Source:
The secondary data have been collected through following ways:
 Indirect sources of information include review of research reports, relevant
published documents including books, project documents, and different websites.
 The information was obtained from the survey of 50 employees and experts with a
set of questions.
 Articles of different writers.

3 | P a g e
1.05 LIMITATION OF THE REPORT
While preparing the Project paper, I have faced some obstacles. This are-
 Project paper is one kind of research work. Research work requires enormous time
and effort. The time span was not sufficient.
 As my working on Accounting standards and accounting based professional
institution in Bangladesh, it is prohibited to disclose some information. So this
affects the quality of the report.
 As I was assigned to only Accounting standards and accounting based professional
institutions in Bangladesh, so information cannot be gathered enough.
 Lack of experience of this type project is one of the main constraints of the study.

4 | P a g e
CHAPTER TWO
2.01 Different Training program for Customer Service
BSS and OSS Crash Course
BSS/OSS Training course introduces the fundamentals of Business Support Systems
(BSS) and Operation Support Systems (OSS), the information technology
infrastructure that gives carriers and service providers the ability to create, deploy,
manage, and maintain network-based services and applications. This course covers
the details of BSS/OSS for current and next generation applications, services and
networks.
Recent developments on fiber optics, OTN, telecom engineering, operations, IPv6,
IPTV, cloud computing, LTE, IMS, VoLTE, CAMEL, PCRF, Diameter protocol, are
discussed to help the attendees to improve their technology knowledge.
BSS/OSS course is designed to provide a general overview for strategic or technical
managers, consultants, communications professionals, software engineers, system
engineers, network professionals, marketing and sales professional, IT
professionals, and others who plan on using, evaluating or working with OSS
(Operations Support Systems) and BSS (Business Support Systems).
This course provides attendees with a comprehensive business and technical
foundation in BSS and OSS. Upon completion of this course, the participants will:
 Understand what OSS and BSS are
 Explore OSS/BSS requirements for service providers and products
 Understand what different solutions can be used to enable service providers to
maximize their profit, minimizing their costs and creating and managing their
services and networks smoothly, and the benefits and limitations of each solution.
 Understand what automated and optimized end-to-end Telco processes look like
and how they could be implemented.

5 | P a g e
Network Management and Operations Training
Network management refers to the activities, methods, procedures, and tools that
pertain to the operation, administration, maintenance, and provisioning (OAM&P) of
networked systems. In network management, functions such as security,
monitoring, control, allocation, deployment, coordination and planning are
executed. Network management is governed by a large number of protocols that
exist for its support, including SNMP, CMIP, WBEM, Common Information Model,
Java Management Extensions, Transaction Language 1, and Netconf.
Network management products can help enterprises and service providers to:
 Increase business and network resources
 Save network administrators time
 Improve business productivity
 Increase user satisfaction
This course introduces the fundamentals of network management and operations It
details the technology fundamentals of network OAM&P and network management
architecture and protocols such as SNMP, WBEM and others. It explains what’s
behind this family of popular networking standards and procedures.
Telecommunications Certification
Telecommunications Certification, Technology, Engineering and Management, a 6-
week program, addresses the requirement of the communications industry for
technical and management expertise and business skills.
Telecommunications Certification provides telecom technical knowledge along with
telecom management skills: telecom planning, implementation, management of
physical systems for voice, video, and data communications.
Telecommunications Certification Objective:

6 | P a g e
 Provide a strong foundation in the technical aspects of
telecommunications technologies
 Learn about Information and Communication Technology (ICTs) Industry
Structures and Concepts
 Assess current and emerging telecommunications technologies including
wire line, wireless, mobile and broadband
 Establish an understanding of telecommunications management
 Become proficient in the technical specifications of telecommunications
technologies
 Evaluate alternative technologies for the fulfilment of communications
needs
 Understand telecommunications trends for voice, data transfer,
video and digital entertainment converge
Software-Defined Networking (SDN) Training
Software-Defined Networking (SDN) is an emerging architecture that is dynamic,
manageable, cost-effective, and adaptable used in high-bandwidth and dynamic
nature of today’s applications. SDN architecture decouples the network control and
forwarding functions enabling the network control to become directly programmable
and the underlying infrastructure to be abstracted for applications and network
services. The Open Flow™ protocol is a foundational element for building SDN
solutions. Open Flow is a communications protocol giving access to the forwarding
plane of a network switch or router over the network.
SDN Open Flow training also covers Network Functions Virtualization (NFV) which is
used for service providers. NFV will eventually transform the way the network
operators architect their networks. NFV will be evolved as a standard IT
virtualization technology to consolidate many network equipment into high
performance, high volume servers, switches and storage, which could be located in
Data Centers, Network Nodes and in the end user premises.
SDN Open Flow training course covers Software-defined networking (SDN) as an
approach to networking where the control is decoupled from hardware and given to

7 | P a g e
a software application called a controller supporting a switching fabric across multi-
vendor hardware and application-specific integrated circuits (ASICs).
Open Flow as the most popular specification for creating a software-defined
network is an open standard allows network administrators remotely control routing
tables and added as a feature to commercial Ethernet switches, routers and
wireless access points.
Course Objectives
Upon completing SDN OpenFlow training course, the attendees are able to:
 Describe Software Defined Networking and Open Flow concepts,
motivation, benefits and applications
 Describe concepts behind Network Functions Virtualization (NFV)
 Compare and contrast SDN and NFV
 List principles behind cloud computing
 Understand target environments for SDN/Open Flow
 Describe SDN and Open Flow building blocks, components, architectures
and reference standards
 Describe how SDN/Open Flow work
 Discuss network functions virtualization
 Discuss SDN deployment models
 Discuss Infrastructure as a service
 List SDN Device Implementations
 Compare Open Flow, Open Stack and other related protocols and
architectures
Billing Mediation Fundamentals
In a telecommunications network environment, various Network Elements like
telephone switches encode and store accounting data, known as Call Detail Records
(CDRs), in different formats. The mediation Platforms collect this data, converts it
into a normalized output format, and then distributes it to third-party applications

8 | P a g e
such as billing, traffic analysis, fraud management systems etc. These platforms
enable service providers to tie in multiple types of network elements into a
homogenous architecture. It can handle multiple switches with wide variety of
network interface options. It is scalable, open, flexible and highly manageable and
is available as a simple low-cost platform to high-end high-availability clustering
platform. This course is the guide to telecommunications billing mediation. The
outline encompasses the entire billing mediation processes end-to-end, with major
focus on the interfaces with OSSs, BSS, network management, and CRM.
Telecommunications fraud
Telecommunications fraud is one of the largest causes of revenue loss for service
providers. With the advent of new services such as 2.5G, 3G and VoIP, and as
telecom fraud becomes increasingly sophisticated, this problem will only become
compounded. To combat this, service providers will need advanced systems that
can detect all types of fraud. Failure to do so may result in substantial revenue loss,
and no operator can afford that today.
Telecom Tariff
Telecom Tariff and Rate Training workshop to provide participants with the basic
concepts, methodologies and tools to gain an all-around understanding of telecom
regulations, costs, tariffs and tasks and to ensure a fair, equitable telecom
environment.
Objectives
 Gain a sound understanding of the global and competitive
telecommunications environment and its impact on the activities of a
regulator
 Understand regulation and roles and responsibilities of the regulator
 Perform an in-depth review of competition policy and licensing concepts
 Present the role and responsibilities of the regulator related to
interconnection and tariffs

9 | P a g e
 Understand numbering and spectrum management and the challenges it
represents for the regulator
 Present the regulatory challenges and issues of Wireless, High-Speed
Internet, Video, Multimedia, VoIP and Local Loop Unbundling
 Present the different dispute resolution mechanisms and the role of the
regulator in settling disputes
Telecommunication Regulation Fundamentals
As in many other industries, regulators of the telecommunications industry have
aimed to bring affordable products and services to the general public, while at the
same time allowing participating companies to make adequate profits.
Over the last few years, there has been a step change in digital communications,
which have had a dramatic effect on the way people live their lives and conduct
business. Broadband technologies are becoming the base upon which people and IT
systems are enabled to communicate electronically ubiquitously, rapidly and
cheaply, resulting in a high level of innovation and a wide range of economic and
social benefits.
Regulation is fundamental to the realization of the networked economy, as it plays
a central role in setting a vision for the evolution of the telecoms market including,
crucially, the types of market structure that will emerge. This is particularly the
case with broadband telecoms, as first, in these early stages of deployment, the
market needs structures that encourage the widest availability of cheap broadband
as rapidly as possible, and second, market structures determine the extent of
innovation within the telecoms industry itself, for example in applications and
services, a key ingredient in achieving the networked economy.
As the EU and USA consider new regulatory approaches to electronic
communications, this course explains what the new legislation means for the
evolution of the telecoms industry, both now and in the future. The course aims to
question some aspects of conventional regulatory approaches, on the grounds that

10 | P a g e
they risk losing some of the full benefits of the networked economy, and considers
the big regulatory challenges that lie ahead.
Telecommunications Deregulation Fundamentals
This course provides a typology that maps social goals concerning marketplace
activities to the regulatory interventions, if any, necessary to accomplish those
goals, focusing on universal service policies. There is general agreement that, at a
minimum, the fundamental goal of universal service in the United States is access
for all Americans to basic analog voice-grade service at affordable rates.
Objectives
 Global telecom markets - Exploring new opportunities
 Recognize the importance of telecom deregulation in different part of the world
 How do service providers compete? What are the factors?
 Liberating the Internet
 Overview of Telecommunications Act of 1996
 Understand the role and globalization in the telecom domain
 Merger and Acquisitions (M&A) in telecom
VPN Training – Virtual Private Networks Training
VPN Training has been a high-quality program since 1999.
Virtual private networks extend private networks by moving information across a
public domain, such as the internet. With the developing nature of these networks,
VPN training courses are beneficial to employees in the VPN industry. This field has
changed dramatically since it was first created, as early data networks relied on
VPN connectivity through dial-up modems and leased line connections.
Today’s virtual private networks can be either remote access or site to site. With
remote access, the computer user is connected to a network, and in site-to-site,
two networks are connected together. In order to keep on top of these

11 | P a g e
advancements in technology, virtual private network training programs are
available.
2.02 Objective of Training Program
Business Writing for Employees
The ability to write effectively is a skill every employee should possess. Even if they
are called on to write only the occasional e-mail message, being able to express
ideas clearly, accurately, and professionally in writing is an important job skill. More
important, if employees communicate with customers in writing, what they write—
and how they write—is a reflection not only of their own professionalism but also of
the employer and its products or services.
Coaching for Superior Employee Performance: Techniques for Supervisors
Coaches play a very important role in the success of a sports team. They develop
and motivate players. They work hard to bring out the best in each player and to
unify their players into a winning team. Coaching in the workplace has basically the
same purpose and involves similar techniques. This course on coaching for superior
employee performance addresses effective techniques you can use every day to
coach your employees.
Conflict Resolution for Employees
Conflict is a normal part of life. Whether it’s at work, at home, with friends or
neighbours, disagreements between people happen. When they do, you need to be
able to manage and resolve conflicts successfully to achieve the best outcome for
you and for those caught up in the conflict. This online conflict resolution training
course teaches conflict management and conflict resolution skills and techniques
that can be used to manage workplace conflicts more effectively.
Connect With Customers Training Online
To work effectively with customers and provide the kind of service that builds long-
lasting relationships, customer service representatives need to connect with their
customers. The objective of this online customer service training course is to focus

12 | P a g e
on how to connect with customers. At the end of the training session trainees will
be able to understand the importance of connecting with customers, identify
effective methods for making good connections, and communicate well to ensure
successful
Customer Service - How to Promote Among Staff Training
To exist, every business needs customers. To thrive, businesses need repeat and
loyal customers. This means that all supervisors and employees must be able to
provide excellent customer care to external customers and to the people within the
organization who provide service to customers. The objective of this online
customer service training course is to prepare supervisors to train and encourage
their employees to provide the highest level of service to all customers.
Customer Service Skills- How We Can All Improve
Without our customers, we wouldn’t be in business, and none of us would have
jobs. That’s why it is important for every employee in every department of every
workplace to develop a customer-oriented focus and always provide excellent
service. The main objective of this online customer service training course is to
teach employees ways to improve the service they provide to customers.
Effective Communication for Employees Training
Effective workplace communication is the foundation of positive and cooperative
working relationships. The objective of this online employee communication training
course is to teach employees the basics of effective workplace communication. At
the end of the course, trainees will be able to understand the benefits of effective
workplace communication, recognize obstacles to effective communication, enhance
communication skills, and communicate more effectively on the job.
Email Best Practices for All Employees
E-mail is an essential and influential component of business communication. It is
used to conduct all kinds of business, from communicating with co-workers and
colleagues to providing customer service to negotiating contracts and dealing with

13 | P a g e
government regulators. The objective of this online e-mail best practices training
course is to help trainees make the most efficient use of electronic correspondence.
Trainees will learn how to write effective emails in the workplace.
Handling Customer Complaints Training
Effective customer complaint handling is one of the most important aspects of
providing excellent customer service. Customers who complain are offering the
organization a chance to identify and resolve problems, demonstrate excellent
service, and keep loyal customers. The objective of this online customer service
training course is to help employees handle customer complaints and difficult
customers successfully. At the end of this training course trainees will be able to
view customer complaint
How to Maintain Customer Loyalty
To be successful and profitable, any business must keep satisfying their customers
so that they keep coming back to do business. Loyal customers are the core of
every business. The objective of this online customer loyalty and retention training
course is to help customer service representatives understand the importance of
customer loyalty and discover ways that they can promote it.
How to Manage Time Wisely- A Guide for Employees
This online time management training course teaches employees how to gain
control over their time so that they can work more efficiently and productively.
Identifying Customer Needs
Providing superior customer service means meeting customers’ needs by providing
them with the products and services they want or by providing effective solutions to
their problems. In order to do that, customer service, customer care, and call
canter representatives must be able to accurately and completely identify
customers’ needs. The objective of this online customer service training course is

14 | P a g e
help trainees identify and meet customers’ needs, an important step in creating
loyal customers. At
Maintaining a Positive Attitude
Successful customer service representatives are knowledgeable, efficient, and
professional. But there’s another essential ingredient, and that’s a positive attitude.
The main objective of this online customer service training course is to offer ways
customer service representatives can maintain a positive attitude to improve
customers’ experience. At the end of this online customer service training course
trainees will be able to recognize the value of a positive attitude, understand how to
maintain.
Making Customers Feel Special
Everyone likes to feel special. People like to feel that others value them and think
they are important. But making customers feel special involves more than just
professional, courteous service. As important as that is, it's just not enough to
really connect with customers and make them feel like we make that extra effort
just for them, because they really are very important to us. When customers get
that feeling from doing business with us, they want to come back and deal with us
again so that
Motivating Employees: Tips and Tactics for Supervisors
This course helps trainees with a better understanding of the concept of motivation
- this means more than just knowing a definition. It also entails knowing some of
the qualities of motivation and thinking about how motivation relates to the health
of your workplace.
Phone Skills
Telephone skills are among the most important competencies customer service
representatives need to be effective in their jobs and satisfy customers. The main
objective of this online customer service training course is to cover the basic phone
skills needed to be a successful customer service or call center representative. At

15 | P a g e
the end of this course, trainees will be able to answer the phone professionally and
effectively, handle transfers and holds successfully, make the most of opportunities.
Problem Solving for Employees
This session teaches employees problem-solving techniques. It goes without saying
that problem solving is part of any job. Problems can’t be avoided. ”Problems” are
better looked at as opportunities for improvement. The problem-solving methods
covered in this session can help trainees identify and resolve work problems more
quickly and effectively, change employee behaviours and attitudes toward
problems, and, consequently, be more empowered and successful at work.
Stress Management
This online stress management training course helps employees better manage
stress. Too much stress is one of the most common causes of health problems. It
can also cause mental distress that leads to serious illness and to distractions that
can jeopardize safety on and off the job. This course helps trainees identify the
causes of stress, recognize the different types of stress, understand how stress
affects them, and manage stress effectively both on and off the job.
Teambuilding for All Employees
Teams can be an extremely effective way to get important work done. They make
use of the diverse skills, knowledge, and experience of team members to produce
results that a single person working alone would be unable to achieve. The main
objective of this online teambuilding training course is to explain how to build
strong, effective teams in your workplace. This course will teach employees to
recognize the value of teamwork and identify the characteristics of an effective
team.
The Power of Listening
Listening effectively to customers plays a powerful role in successful customer
service and customer retention. The objective of this online customer service
training course is to give customer service and call center representatives the basic
skills they need to become good listeners.

16 | P a g e
2.03 Literature Review
Customer Services are vital part of any business because businesses are built
around customers and customers want to communicate. They want to tell about
their service experiences, issues, complaints and they also want to know about new
products, offers and packages that are being launched by businesses. Therefore,
organizations while developing their marketing and customer care strategies,
consider Call Centres as crucial pillar (Gilson & Khandelwal, 2005). In Call centre,
customer service representatives need to be efficient to serve well.
“Give a person a fish and you feed him for a day. Teach a person to fish and you
feed him for a lifetime (McClelland, 2002)”. Training is the process to build up
confidence of employees at workplace in terms of better performance. So training is
so much important. And the training should be well organized also.
“There are some contact canter managers out there who find it hard to measure the
effectiveness of training programs, and the overall effectiveness of the trainers
themselves. Since trainers know their methods and practices best, we asked them
how they measure their effectiveness”. - Cihan Besir, Training Specialist, Fortis
Bank, Turkey. Trainers know the better way to train effectively.
Today Different organization used and also introduced many training program for
the better result. Due to the changing business climate and growth in technology it
is ensured that organization has to respond to provide different kind of training
program (Anderson, 1993). Employee Training program can help Increase
productivity and quality of work life.
Training should not only implement but on regular basis, the training program
should be evaluated to check the track. Training evaluation is a systematic process
of collecting data in an effort to determine the effectiveness and/or efficiency of
training programs and to make decisions about training (Brown & Gerhardt, 2002;
Brown & Sitzman, 2011).
There is several ways to evaluate the training program. Kirkpatrick introduced that
training program can be evaluated successfully at 4 different levels. Every

17 | P a g e
Level is very important and has an impact on the next level.
Figure 4 shows how the evaluation process fits together.
The 4 levels are:
Level 1 Reaction: How well did the participants’ reactor like the program?
Level 2 Learning: What knowledge (principles, facts and techniques) did
participants learn from the program?
Level 3 Behaviour / performance: What positive changes in participants’ job
behaviour stemmed from the training program?
Level 4 Results / impact: Is the application of learning achieving results?
So, if the training program is arranged in a organized way and evaluated the
process and output on regular basis, The training program will be successful and
effective.

18 | P a g e
CHAPTER THREE
3.01 COMPANY OVERVIEW
Grameenphone widely abbreviated as GP, is the leading telecommunications service
provider in Bangladesh founded by Mr. Iqbal Quadir & Dr. Muhammad Yunus,
started its operations in 1997. With more than 56 million subscribers (as of January
2016), Grameenphone is the largest mobile phone operator in the country provides
voice, data and other value- added services on prepaid and contract bases.
Grameenphone has been a pioneer in bringing innovative mobile-based solutions to
Bangladesh. Notable among these are the Health line, a 24- hour medical call
centre manned by licensed physicians, Mobicash, for electronic purchase of train
and lottery tickets, and Billpay for paying utility bills through mobile phones,
Mobicash also allows mobile-to-mobile funds transfers with certain handsets. Other
initiatives include Online Schools, which uses video conferencing technology to
impart high quality education in remote areas, the provision of internet facilities for
250 rural schools and the establishment of over 330 community information centres
across Bangladesh. These centres bring affordable internet access and other
information-based services to people in rural areas. It is a joint venture between
Telenor and Grameen Telecom Corporation, a non-profit sister concern of the
microfinance organization and community development bank, Grameen Bank.
Telenor, the largest telecommunications company in Norway, owns a 55.8% share
of Grameenphone, Grameen Telecom owns 34.2% and the remaining 10% is
publicly held.
Grameenphone was the first company to introduce GSM technology in Bangladesh,
and built the first cellular network to cover 99% of the country.

19 | P a g e
3.02 History and Milestones
History & Milestones of GrameenPhone
November 28, 1996: Grameenphone received a license for cellular phone
operation in Bangladesh from the Ministry of Posts and Telecommunications.
March 26, 1997: Started operations on Independence Day in Bangladesh.
1998: Launched mobile to mobile Service (without PSTN Access)
1999: Launched first Prepaid service in the Country
2001: Launched WAP Service
2002: Achieved BD Business Award for ‘Best Joint Venture Enterprise’
2003: Launched Prepaid Product with PSTN Connectivity; Reached 1 million
subscribers.
2004: Reached 2 million subscribers.
2005: Launched Electronic Recharge System, djuice Brand Targeting Youth
Segment, EDGE & Voice SMS for the first time in Bangladesh; Reached 4 million
subscribers
2006: Launched HealthLine, Smile Prepaid & Xplore Postpaid, Cellbazaar, Business
Solutions for Business Class & Community; Introduced new GP Logo Following
Maiden Decade of Operation; Reached 10 million subscribers.
2007: Converted to a Public Limited Company; Re-launched Business Solutions;
Launched New VAS, Bull Stock Information, Missed Call Alert & PayForMe Service;
Re-branded djuice; Reached 16 million subscribers.
2008: Introduced BlackBerry Service; Commissioned Brand Positioning & launched
Stay Close & Customer Care Campaign; Reached 20 million subscribers.
2009: Listed on Dhaka Stock Exchange Ltd. and Chittagong Stock Exchange Ltd.;
Launched Internet Modem, Special Olympic Regional Talent Hunt, Stay Green

20 | P a g e
Campaign, Internet Package P5 & P6, Grameenphone Branded Handset &
Studyline; Reached 21 million subscribers.
2010: Launched New Tariff Plan, ‘MobiCash’ Financial Service Brand, Ekota for
SME, Baadhon Package, Mobile Application Development Contest & Network
Campaign; Reached 29.97 million subscribers.
2011: Grameenphone holds a 2G mobile cellular licence with both GSM 900 MHz
and GSM 1800 MHz spectrum which was renewed on 7 August 2012, along with
three other mobile operators’ licences, effective from 11 November 2011 for a 15
year period. Launched ‘My zone’- location based discount on usage, Micro SIM cards
for iPhone, Spondon Package with 1-sec pulse; Grameenphone Branded Handset
(C200, QWERTY handset ‘Q100’ and Android Handset ‘Crystal’), Customer
Experience Lab, eCare solution; Completed swapping of 7,272 nos of BTS; Reached
36.5 million subscribers.
2012: Awarded license for 2G operation for 15 years effective from November
2011; two new affordable packages ‘Amontron’ and ‘Nishchinto’ were launched, 10-
second pulse was introduced for all products including help lines; A GP App was
launched to facilitate mobile self service; Reached 40.02 million subscribers.
2013: Awarded 3G license and related 10 Mhz of spectrum for 15 years effective
from September 2013; Introduced different 3G packages & services; Launched life
insurance coverage ‘Nirvoy Life Insurance’, mobile content store, self service
recharge kiosk, first ever virtual agent ‘Neel’,coordinated WiMax service known as
‘Go Broadband’ etc.; Reached 47.1 million subscribers.
2014: GP Invested over BDT 15 billion in 2014 alone to build the network
infrastructure. Reached 47.7 million subscribers.
2015: Launched easy net and Grameenphone Krishisheba. Reached 52 million
subscribers. As at 31 March 2015, Grameenphone had a SIM market share of 42%.
In addition to Grameenphone, there are five other mobile operators in Bangladesh.
These operators and their market shares are: Banglalink (25.8%), Robi (21.3%),
Airtel Bangladesh (6.6%), Citycell (1%) and Teletalk (3.3%).

21 | P a g e
2016: Started Biometric registration system according to BTRC’s instructions to sell
the sim to the valid customers. Reached 56 millions.
3.03 Major Products and Services

22 | P a g e
2.04 Organogram of GPCS
3.05 Vision Statement
‘Empower societies’
We provide the power of digital communication, enabling everyone to
improve their lives, build societies and secure a better future for all.
3.06 Mission Statement
‘We are here to help our customers’
We exist to help our customers get the full benefit of being connected. Our
success is measured by how passionately they promote us.
Head of Customer Service
SssService
Business Partner
Co-Ordination
Strategy and
Planning
Inbound Contact
Center
New Business
Contact Center
Voice of Customer
Management
Resourche
Management
People & Quality
Management

23 | P a g e
3.07 Values
Make it Easy
Everything we produce should be easy to understand and use. We should
always remember that we try to make customers’ lives easier.
Keep Promises
Everything we do should work perfectly. If it doesn’t, we’re there to put
things right. We’re about delivery, not over-promising. We’re about actions,
not words.
Be Inspiring
We’re creative. We bring energy and imagination to our work. Everything we
produce should look fresh and modern.
Be Respectful
We acknowledge and respect local cultures. We want to be a part of local
communities wherever we operate. We want to help customers with their
specific needs in a way that suits way of their life best.

24 | P a g e
CHAPTER FOUR
4.01 Training Program and procedures in GrameenPhone
Various types of training program have been arranged in Grameenphone from
Induction to Production. They are:
4.01.01 Training of Induction Batch:
Basically the training of induction batch are planned to complete in 21 days. But
sometimes it takes 23-25 days if there is lack of training resources or unavailability
of trainer or any other unavoidable circumstances occur.
Days Training Topic
Day 1 Orientation Program:
About GP, Culture, Expectations, Code of Conduct.
About training and Duration.
Training types: 1.Functional Importance 2. Soft skill training 3.
Operational Attachment 4. Simulation program, 5. Lab test & 6. Live
call handling.
Day 2
&
Day 3
KBS (Knowledge Based System) Server and its Accessibility.
Information about all product & Features, FAQ, Procedures, Tools link
etc.
Day 4 Lab class, IPCC,GP products, CDR( Charging Data Ratio), Priority level
of service(Complain/Request/Query)
Day 5 GSM, Phone, SIM, IMEI, BTS, HLR, VLR, Core Network.
Day 6 CSP( Communication Service Provider),
Day 7 GSM Features, Roaming, HLR Parameters (In detail)
Day 8
Quiz -1
HLR Execution
Day 9 EDGE & Blackberry Services, GPRS features, 3G service, Internet
basic, Workshop
Day 10 Product Details (Voice, Data)

25 | P a g e
Prepaid/Post-paid, Data service in detail
Day 11 CSP, Service Modality & International Roaming
Day 12 Blackberry/Java/Android/ Windows based handset , Workshop
Day 13 Over-charging Issue, checkpoint, CIT(Charging enquiry tool), CBIO
Day 14 Value added Service: Video call, Welcome tune, Miss call Alert (MCA),
Call Block service (CB)
Day 15
Quiz-2
Recharge (Scratch Card, Flexi-load, smart load, recharge from online,
Recharge from third-party.
ERS tool and Balance Transfer execution(P2P)
Day 16 All Procedures, workshop
Day 17 Business Solution Pre-paid & Post-paid
CBIO( Charging & Billing in One) all parts and Execution
Day 18 ECMS (Ericson Customer Management System) , Workshop
Day 19 RTC(Reason to Call)
Day 20 Pre-test & Review of whole program
Day 21 Post-Evaluation / Password test
4.01.02 Orientation:
When a new trainee has joined the company, s/he needs to be introduced to
his/her job as well as to the company. The objectives of the orientation is to
welcome him/her, orient him/her about the company’s vision, purpose, values,
shareholders, service rules, divisional activities, cultures, code of conducts etc. This
makes a new recruit feel s/he is part of the Company. Orientation program includes
brief ideas about the company, its vision, mission and goal which is very important
for the employees to understand because the goal of different department and
ultimately the goal or target of the employees are set according to the goal of the
organization. They are also introduced with the Customer Service (CS) department
and given a brief idea about the department. Basically the Co-ordinator of training

26 | P a g e
team or Head of training team takes the orientation program.
4.01.03 Code of Conduct (COC) Training:
A Code of Conduct is clearly defined regulations adapted by the company and are
approved by the board of directors for securing good business ethics and conduct
all aspects of company’s activities. The code of conduct are properly communicated
to all the employees, the very day they join in the organization who are strictly
required to abide by it. Codes of Conduct are informed to the employees frequently
by push mail of internal communication. Sometimes they are requested to perform
a test on code of conduct so that the management can be assured that, the
employees are aware about the code of conduct.
4.01.04 Soft Skill Training
4.01.04.01 about soft skills
Soft skills are a synonym for "people skills." The term describes those personal
attributes that indicate a high level of emotional intelligence.
Unlike hard skills, which describe a person's technical skill set and ability to perform
specific tasks, soft skills are broadly applicable across job titles and industries. It's
often said that hard skills will get you an interview but you need soft skills to get-
and keep-the job.
Good manners, optimism, common sense, a sense of humour, empathy and the
ability to collaborate and negotiate are all important soft skills. Other soft skills
include situational awareness and the ability to read a situation as it unfolds to
decide upon a response that yields the best result for all involved.
Another important soft skill is adaptability. An employee with this attribute has the
ability to work in various situations equally well and move from one situation to
another with ease and grace. The ability to be diplomatic and respectful even when
there are disagreements is also a key soft skill. This skill requires the employee to
maintain a professional tone even when frustrated.

27 | P a g e
An employee with a high level of emotional intelligence has good communication
skills. He can clearly articulate goals and can work in a team. He knows when to
take a leadership role and when to sit back. He knows when to speak, when to
listen and when to suggest a compromise.
Business leaders value technologists who have soft skills because they have
empathy and the ability to adjust their communication to the audience at hand.
Although many individuals inherently possess these abilities, others must work to
develop them. Asking family and trusted colleagues for feedback can also help
employees identify which soft skills require improvement as can simply observing
and emulating how others successfully interact with others and handle difficult
interpersonal situations. A professional coach, self-help books and articles on
leadership can assist in this process, as can self-assessment tools like the Myers-
Briggs personality profile test.
4.01.04.02 Types of Soft Skills:
Soft Skills List – Self Management Skills:
Growth mindset – Looking at any situation, especially difficult situations, as an
opportunity for you to learn, grow, and change for the better. Focusing your
attention on improving yourself instead of changing others or blaming anyone.
Self-awareness – Knowing and understanding what drives, angers,
motivates, embarrasses, frustrates, and inspires you. Being able to observe
yourself objectively in a difficult situation and understand how your perceptions of
yourself, others, and the situation are driving your actions.
Emotion regulation – Being able to manage your emotions, especially negative
ones, at work (e.g. anger, frustration, embarrassment) so you can think clearly and
objectively, and act accordingly.
Self-confidence - Believing in yourself and your ability to accomplish
anything. Knowing that all you need is within you now. “Those who believe in
themselves have access to unlimited power” – wisdom from Kung Fu Panda

28 | P a g e
Stress management- Being able to stay healthy, calm, and balanced in any
challenging situations. Knowing how to reduce your stress level will increase your
productivity, prepare you for new challenges and supports your physical and
emotional health, all of which you need for a fulfilling, successful career.
Resilience – Being able to bounce back after a disappointment or set back, big or
small, and continue to move onward and upward.
Skills to forgive and forget- Being able to forgive yourself for making a mistake,
forgive others that wronged you, and move on without “mental or emotional
baggage.” Freeing your mind from the past so you can focus 100% of your mental
energy on your near and long-term career goals.
Persistence and perseverance – Being able to maintain the same energy and
dedication in your effort to learn, do, and achieve in your career despite difficulties,
failures, and oppositions.
Patience – Being able to step back in a seemingly rushed or crisis situation, so you
can think clearly and take action that fulfills your long term goals.
Perceptiveness – Giving attention and understanding to the unspoken cues and
underlying nuance of other people’s communication and actions. Often times, we
are too busy thinking about ourselves and what we are saying, we leave little room
to watch and understand others’ action and intentions. If you misinterpret other’s
intention, you can easily encounter difficulties dealing with people and not even
know why.
Soft Skills List – People Skills:
People Skills address how to best interact and work with others so you can build
meaningful work relationships, influence others perception of you and your work,
and motivate their actions. I have split them into two sections – Conventional and
Tribal

29 | P a g e
Conventional – List of people skills you can find in most job descriptions and you
will be assessed on some or all of these in your performance reviews depending on
your level.
Communication skills – Being able to actively listen to others and articulate your
ideas in writing and verbally to any audience in a way where you are heard and you
achieve the goals you intended with that communication.
Teamwork skills – Being able to work effectively with anyone with different skill
sets, personalities, work styles, or motivation level to achieve a better team result.
Interpersonal relationship skills – Effectively at building trust, finding common
ground, having empathy, and ultimately building good relationships with people at
work and in your network. This skill is closely related to Communication Skills. As
Maya Angelou said “I have learned people will forget what you said. People will
forget what you did, but people will never forget how you make them feel.”
Presentation skills – Effectively presenting your work results and ideas formally
to an audience that captivates their attention, engage their input, and motivates
them to act in accordance to your desired outcome. While presentation skills is a
form of communication skills, I decided to list it separately given the ability to
present plays a huge role in any business profession especially as you move up in
your career.
Meeting management skills – Leading a meeting to efficiently and effectively
reach productive results. At least 50% of meetings today are a waste of time.
Facilitating skills – Being able to coordinate and solicit well represented opinions
and feedback from a group with diverse perspectives to reach a common, best
solution.
Selling skills - Building buy-in to an idea, a decision, an action, a product, or a
service. This is not just for people in sales.
Management skills – Creating and motivating a high performing team with people
of varied skills, personalities, motivations, and work styles.

30 | P a g e
Leadership skills – Defining and communicating vision and ideas that inspires
others to follow with commitment and dedication.
Mentoring / coaching skills - Providing constructive wisdom, guidance, and/or
feedback that can help others further their career development
Managing upwards – Proactively managing your relationship with your boss, his
expectations of your work, and his perception of your performance. Whether you
are challenged, given opportunities, or recognized at work heavily depends on your
ability to communicate, manage expectations, and build a good relationship with
your boss.
Self-promotion skills – Proactively and subtly promoting your skills and work
results to people of power or influence in your organization and network. It is not
enough that your boss knows you do great work. You need to subtly build your
reputation with all key people that can influence your performance review. This is
because hard work alone does not guarantee success.
Skills in dealing with difficult personalities – Being able to still achieve the
work result needed while working with someone whom you find difficult.
Skills in dealing with difficult/unexpected situations – Being able to stay
calm and still are effective when faced with an unexpected or difficult
situation. This includes being able to think on your feet and articulate thoughts in
an organized manner even when you are not prepared for the discussion or
situation you are in.
Savvy in handling office politics – Being able to understand and proactively deal
with the unspoken nuances of office and people dynamics so you can protect
yourself from unfairness as well as further your career. Office politics is a fact of
life. If you don’t choose to play, it can play you.
Influence / persuasion skills - Being able to influence perspectives or decision
making but still have the people you influence think they made up their own minds.

31 | P a g e
Negotiation skills - Being able to understand the other side’s motivations and
leverage and reach a win-win resolution that you find favourably, satisfies both
sides, and maintains relationships for future interactions.
Networking skills - Being able to be interesting and interested in business
conversations that motivate people to want to be in your network. The bigger and
stronger the network you have, the more easily you can get things done (e.g., find
a job, get advice, find business partners, find customers, etc.)
4.01.05 Simulation Program
Simulation is done during the training session. After teaching the basic information,
trainees are given a fake call handling tasks. Where every employee takes one or
more than one fake call as practicing services. Fake calls are done by the trainers
themselves. In this session, trainees are taught how to pick up the call,
understanding the problem, checking up the possible solution and providing
solution meeting up the etiquettes and finally closing the call. Here, one trainee can
watch the call of others so that they can improve their problem and find out the
weakness.
4.01.05 KBS – Knowledge Base System
A knowledge-based system (KBS) is a computer program that reasons and uses a
knowledge base to solve complex problems. A knowledge based system has two
types of sub-systems: a knowledge base and an inference engine. The inference
engine represents logical assertions and conditions about the world, usually
represented via IF-THEN rules.
Knowledge-Based systems were first developed by Artificial Intelligence
researchers. These early knowledge-based systems were primarily expert systems.
In fact the term is often used synonymously with expert systems. Expert system

32 | P a g e
refers to the type of task the system is trying to solve, to replace or aid a human
expert in a complex task. Knowledge-based system refers to the architecture of the
system, that it represents knowledge explicitly rather than as procedural code. I.e.,
virtually all expert systems are knowledge-based systems but many knowledge-
based systems are not expert systems.
In KBS of Grameenphone, it is taken as the most important application which is
accessed by CSP (Certified service provider). Here kbs consists of each and every
information and tool used in providing service to the subscribers.
4.01.07 HLR (Home Location Register)
A Home Location Register (HLR) is the definitive database of mobile subscriber
information for a wireless carrier's network. It is the real-time list that matches
phones, phone numbers, user accounts and service plan information. Through HLR
parameters, the condition of subscriber’s status can be understood. Whether
his/her number is active or not, is there any outgoing or incoming bar problem or
not and what is the reason. If there is any problem, through HLR execution,
problem can be solved. There several main HLR execution. They are:
 Incoming & Outgoing Bar of Voice call & SMS Execution
 Password unlock execution
4.01.08 Training on Corporate Culture:
In this segment of the training session, the trainees are given idea about the
corporate culture of Grameenphone. They are also notified about formal dress code
for males from Saturday to Thursday and ‘Smart Casual’ in Friday and for females
there is no fixed dress code but one thing they have to maintain is that the dress
must be ‘Modest’ according to our local values and customs. Sometimes Service
managers take 15-30 minutes training session for sharing the cultural practices.

33 | P a g e
4.01.09 Product and Service Training:
Since the newly recruited customer managers have to serve the valued customers
over the phone, answer various questions about products, services and their costs,
at first they need to have a very clear idea about the products and services the
company offers. This training is conducted throughout the whole training session.
4.01.10 Training on Different Application:
The trainees, when they will be on productions, will have to operate different types
of tools and software’s to execute the subscribers’ query and requests. So there is
computer training in between the two weeks. The CS Department uses various
types of tools and software’s to control or view the profile of the subscribers. For
example, ECMS for controlling prepaid subscribers, CBIO and FCCS for post-paid
subscribers. Moreover, they use CRM for keeping track of the subscribers query,
complain and request. So, software training is a crucial part of the whole training
session.
4.01.11 Miscellaneous Training:
The training session, taken by Customer Services Department also included some
miscellaneous issues, which are directly related with the health, safety, security and
environment of both the employees and the organization. For example –training
session on Fire Extinguishing is conducted where the employees are taught
particularly how to use fire extinguisher equipment. They are given training on how
to perform physical relaxation during work to minimize work stress. They are also
given training on first-aid related issues. Sometimes they arrange online
communication through internal mail to provide information about how to remain
safe in any problem like, in strike time, sudden sickness, in fire etc.

34 | P a g e
4.01.11.01 Attachments:
Attachments is done almost regular basis during the training session. In the
attachments, the trainees are usually sent to the different floors of the contact
centre for attachment with senior colleagues or mentors for practical experience.
This time they gain practical experience about the job. Most of the time, they sit
beside the senior colleagues and learn how use the applications, service etiquette
and how to deal with customers and to satisfy them. They also receive calls from
subscribers directly during this time and learn how to talk to them. This industrial
attachment is very helpful for the trainees because there is nothing like practical
experience and they come to know many different situations that are usually not
covered in the training period and not always possible to do.
4.01.11.02 Password Test / Post Evaluation:
After completion of the above mentioned training and Attachment session, a test
named ‘Password Test’ which is now popular with ‘Post Evaluation’ is taken by the
Line managers, where trainees are asked different questions about products,
processes, tools and problems etc. which they are already taught in the training
program. Trainees, who successfully pass the test, are given passwords for using
various tools that they use to provide service to customers when they are in
production. Employees who cannot pass the test need to go through another three
days training session, where they review all the things over again. After that, they
are given the password for various tools.
Floor Handover:
After passing the ‘Password Test’ or ‘Post Evaluation’, they are handed over to the
production floors, to respective teams and to their team leaders where they will be
in industrial attachment for some more days and finally included in the roster of
production.

35 | P a g e
4.01.11.03 Mentorship Program:
In Mentorship program every trainees are assigned under a mentor who is
responsible to help him practicing the services. Mentors are selected from the best
employees of the customer service and they are also given a training program
about their responsibilities and performance. Trainees take the most support of his
mentor. From picking up call to ending up the call mentors help the trainees to
learn and practice.
4.01.11.04 Workshop
In training program different workshops are arranged to give a practice session to
the trainees where they can judge them with each other and also can groom them.
At the time of Induction, after several classes trainees get the workshop session.
There includes:
 Ask & Answer session
 Group task
 Individual activities based on particular topics
Not only in induction, but also in production several workshops is arranged. One of
the popular workshops is LOV session.
4.01.12 Training on Guideline: New Inbound Checklist
4.01.12.01 Standard Greeting:
Objective: To ensure warm welcome and eagerness to help.
Subscriber must be warmly received which could be measured by the smile in the
tone during greeting. Pace, pitch and overall clarity must be maintained.
Proper Greeting:

36 | P a g e
 Use approved unique greeting from KBS
 Should respond right after the call lands
4.01.12.02 Service Skills:
a. Professional Tonality & Liveliness:
 A courteous, pleasant and respectful tone throughout the call must be maintained.
Address the subscriber with Sir/ Madam. The CM must be courteous in attitude and
word with the subscriber.
 The pitch of tone should be moderate. A high pitch is unpleasant to the caller and
low pitch is usually inaudible. Having a high pitch is also an indicator of annoyance
and frustration.
 Volume refers to the level of tone. Moderate volume is expected during subscriber
handling. High volume may be cause irritation and low volume may be inaudible to
the subscriber.
 The tone of the agent should convey eagerness and willingness to help. Sound
“alive” and “animated” rather than robotic and rehearsed. It is important to
maintain this throughout your call shift.
 Pace the conversation to match the subscriber’ ability to comprehend. Too fast
might lead to misunderstanding and too slow might make the subscriber feel
uncomfortable and lead to confusion or lead the subscriber to feel that CM in
disinterested.
b. Voice Skills:

Pronunciation to be clear, sharp, understandable, without having mumble,
colloquial wording, dialectical wording, and fumble.

37 | P a g e
c. Call Etiquette:
Maintaining telephony etiquette-
Must Do: Situation/Example
Recovery of subscriber
(using Sorry
Apologize for any wrong doing, mistake made,
inability to help
or Excuse Me
customer due to system or product limitation,
unintentional
Interruption or overlapping.
Polite and Professional
Thank you, please, excuse me, kindly, sorry - used
asking for
more information, providing instructions or
directions, if there is
a need to interrupt the caller, unable to understand
what
subscriber said
Showing proper courtesy, professionalism,
concentration,
attentiveness, respect throughout the call
Using proper hold etiquette.
Avoid side talk, taking foods and drinks, making
unnecessary
Noise.

38 | P a g e
Appropriate thanks or
relevant
Welcome, congratulations if appropriate, Walaikum-
as-
phrases for the call
Salam/Namashkar
Must Not Do: Situation/ Example
Prevent the usage of Jargon CRM, CCAPS, GPTTS, etc.
Offensive words or
expressions Don’t you know this simple thing
Negative Expressions
“You can’t do it”, “How could I say”, “Let me say
first”, etc.
“You have to do it”, “Listen to me first”, “Turn of the
loud
Dictating/Directive/Authoritat
ive speaker
Expressions first”, etc.

39 | P a g e
Confront or blame the
subscriber
“The problem took place due to your wrong
attempt/sms”, “You
are charged as you activated by yourself”

40 | P a g e
d. Helpful with Empathy:
Placing ourselves in the customers’ shoes.

Agent should demonstrate an understanding of the customer’s
query/complaint and should acknowledge customers’ feelings and
requirements before finding for a solution.

Verbal empathy and Sincerity needs to be expressed.

Showing proper empathy is a must while handling angry, frustrated,
dissatisfied customer. It is expected to be diligent in understanding the
customers’ concern.
Example: “I am sorry to hear the difficulty you are having with this number, I will
work on your issue now to rectify your situation”
e. Active Listening:
There are some major measures in this skill, of which some are given below-
Attentiveness:

Nod where applicable, and answer questions properly and in a timely
manner

Recap summery of what subscriber said if the agent is unsure about
customer’s query

Avoid repeating same questions multiple times, unless any
misunderstandings, unclear point, linguistic barrier take place
Interruption:

Avoid pushing own opinion, even that is the ultimate solution, if the
customer starts talking at the middle

Generally allow customer to finish first

Avoid audibly breathe/sigh

If required, agent can interrupt politely.

41 | P a g e
Immediate Response:

CM Should respond promptly to customer at any time in the interaction
f. Managed hold procedure

Utilize talk-time efficiently by managing intermission in a positive way

Avoid keeping subscriber on hold for more than 30 seconds; if required
more time-nod/seeking more time within the 30 second

42 | P a g e
4.01.12.03 Accuracy End-User Critical Error, Business Critical
Error, Compliance Error
Objective: To ensure accurate solution/ information after proper identification
of the customer’s problem/ issue and to keep proper insights by following the
standard service delivery procedures and service models.
3a. Rude or unprofessional behaviour/ lost temper/ Violation of COC/ Unethical
practice/ improper way of delivery/ false info

Maintain available and applicable guidelines, COC, etc.

Control and avoid temperament

Do not show anger or interrupt the customer

Do not provide any unauthorized or false, fake information

Do not humiliate the customer at any case
3b. Issue/ Problem Identified

Understanding and identifying the reason customer called for correctly.

Probing properly to understand the root cause of the problem subscriber
called for
3c. Correct & Complete Information

Ensure providing correct and relevant information

Intend to fulfil all the queries made by the subscriber from available
information

Information (shared/unshared) which is not leading customer to any
negative consequence
3d. Issue/ Problem Resolved

CM must give solution exactly on the customer query/ complaint/
request.

43 | P a g e
3e. Proper Service Request (SR)

SR must be accurate in terms of Type, Category, and Sub Category

Should be kept following SR guideline/ service models/ other
communication

Keep proper remarks
3f. Following Process

Follow applicable processes/ service models

Check necessary tools
4.01.12.04 Closing:
Closing caters the further helping attitude and maintaining approved closing
dialogue with clarity and understandable pace
Note:
End-user Critical Error:
Anything from the customer perspective that causes the transaction to be
defective, such as: Not solving the query (whether or not this necessitates a
repeat transaction); mistreating the customer; Failure to communicate clearly.
Business Critical Errors:
Anything from the business perspective that causes the transaction to be
defective such as: Unnecessary cost to the business; unnecessary loss of
revenue to the business.
Compliance Critical Errors:
Inaccuracies that cause an entire transaction to be deemed defective because it
is against prevailing regulations or laws and could cause personal or company
liability.

44 | P a g e
4.01.13 Training on Basic Applications
Customer Relationship Management (CRM)
A complete and integrated CRM solution that breaks down silos to deliver a
seamless customer experience across marketing, sales, commerce, service,
social, and quote. Whether deployed modularly to tackle specific business
challenges or deployed as a comprehensive solution, CRM approach enables the
company to:
 Provide cross-channel, consistent customer experiences using pre-built business
processes that span silos
 Integrate CRM with enterprise applications, providing connections throughout
the buyer's journey and making operations more efficient
 Leverage industry-specific best practices for competitive advantage and lower
TCO
In CRM training of Grameenphone, Trainees are trained how operate this
application, its 360 view of the subscribers, how to check subscribers
information as well as related code of conducts.
Certified Service Partner (CSP)
The Huawei Service Certification Program is a program that establishes service
relationships between Grameenphone and its customers. This program enables
CSPs to collaborate and grow together with Grameenphone, provide customers
with better services, and improve customer satisfaction. Grameenphone
integrate Collaborative Services solution and sell and deliver the solutions to
customers. CSP helps to integrate all the customer service in a single line. As a
result, providing service become easier.
Ericsson Customer Management System (ECMS)
Ericsson Customer Management System Basics is a web-based course designed
to give you a flexible and convenient way to learn about ECMS.Ericsson
Customer Management System (ECMS) is an end-to-end customer care system
for Ericsson Charging System (CS). ECMS enables simplification and ease-of-use
for CSRs and customer care administrative personnel through Web-based user

45 | P a g e
interfaces that provide a business view and workflows, rather than a highly-
technical view of the system. Additionally, EMCS facilitates easy system
operations and maintenance by providing GUI based monitoring tool.
Ericsson Charging & Billing in One (CBIO)
Ericsson Charging & Billing in One is Ericsson’s end-to-end real-time convergent
business support system that allows CSPs to support a full range of charging and
billing needs for all market segments: retail, wholesale, residential and corporate
subscribers in a streamlined, convergent process. It covers prepaid and post-
paid, voice and data, and fixed and mobile accounts, to support each CSP’s
specific objectives for convergence.Charging and Billing in One offers a flexible
evolution path to convergence enabling CSPs to move to fully convergent BSS
environment in a step wise fashion in-line with their specific business priorities
and starting point, in terms of their existing IT environment.
4.01.14 LOV (Living Our Values) Session:
Main reason of LOV session is to make employees know about the 4 values of
Grameenphone and to implement them in their regular and professional life.
Those values are:
1. Make it easy
2. Keep Promises
3. Be Respectful &
4. Be Inspiring
In this session, Employees are given a full day workshop which is taken by
trainers of People Quality Management and Managers. In this workshop
employees get full information about 4 values, they get practical examples of
using these values as well as they are given 4 tasks based on these 4 values as
group task to make the workshop hundred percent effective.
Communication Training
Employees are communicated about new updates through two ways. Recent
updates and changes are informed by these two medium. Employees who are

46 | P a g e
outside of workplace or in leave, they can be updated by listening free IVR
service 477 which only accessible for the employees and can check details in
mail after joining to the duty.
1. Knowledge IVR-477
2. Internal Mail communication
So, the Training team ensure to the employees in Induction and Production, they
know about this procedures.
4.02 Training Need determination
Needs of Training is determined by a formal process. Different evaluation tools
and checklists are used to check the needs of training of the employees. Some
are introduced below:
4.02.01Checklist for SQI (Service Quality Indicator)
New Inbound Checklist
Quality Assessment
Criteria
Points Scoring
Greeting
Proper Greeting Section Fail Y(0.00)/N(-5.00)/ NA(0)
Service Skills 40 points
Professional Tonality &
Liveliness
5 Y(5)/N(0)
Voice Skills 5 Y(5)/N(0)
Call Etiquette 10 Y(10)/N(0)
Helpful with Empathy 5 Y(5)/N(0)
Active Listening 5 Y(5)/N(0)
Managed Hold Procedures 10 Y(10)/N(0)
Accuracy - End-user Critical Error (EE), Business Critical Error (BE), Compliance Error
(CE) 60 points
Rude or unprofessional
behavior/ Lost temper/
Violation of CoC/ Unethical
Form Fail Y(-100)/N(0)

47 | P a g e
practice/ Improper way of
delivery/ False info- (BE)/
(CE)
Issue/ Problem Identified (EE) Y(0)/N(-10)
Correct & Complete
Information (EE)
25 Y(25)/N(0)
Issue/ Problem Resolved
(EE)
Form Fail Y(0)/N(-100)
Proper SR (EE) 10 Y(10)/ N(0), N/A(10)
Followed Process (EE) 25 Y(25)/N(0)/NA(25)
Closing
Proper Closing Section Fail Y(0)/ N(-5)/ NA(0)
This check list is using recently, where Customer service representatives are
evaluated from his or given service. Here, they are evaluated within 100 marks.
Their marks can be varied from 0-100 where 0 is the critical error. If CS agents
get less than 90% to 100% marks, they usually solve their problem in Team
Discussion. But if there any critical error observed, training team take the step
to give him/her a formal training to clear their concept in their wrong service.
Critical error can be happen in different way. It can be happen,
 By providing wrong service
 Behavioural issue
 Compliance issue
Trainings are given based on availability of the employees and the Scenario of
that times total call pressure.
4.02.02 Input of Training Need Training team give the opportunity to the
employees to input their needs of training in a particular topic or in several
topics 2 to 3 times in a year. After the requisition, training are provided in slot
basis and based on priority.

48 | P a g e
4.03 Effectiveness of Training Program
Training Effectiveness:
The effectiveness of training is a measurement of learning. It is determined by
comparing post-test scores with pre-test scores and then measuring the net
change. There are several methods to measure this—on a per-student basis, on
a per-“skill point” base or. Let’s look at the skill-point base, which measures the
cost of raising a student’s skill by one unit."
Training effectiveness can be measured as:-
1. On the job observation
2. Interviewing with the participants
3. Taking the objective question test
4. Review or feedback by superior
5. Actual performance by participants
Advantages of Training Program
A training programme has the following advantages. They are:
ADVANTAGES TO THE COMPANY:
1. Increased efficiency of employees: An effective training programme can
make the employees of the company work in an effective manner. With training
people gain confidence and this confidence is seen in the output and results.
2. Reduced supervision: An employee needs to be supervised when he
works. When the employee has got sufficient training the amount of
supervision required is less as mistakes are less. This reduces the workload of
the supervisor.

49 | P a g e
3. Less amount of wastage: The amount of wastage by an employee is
reduced a lot due to training and therefore if we take an account of the amount
of wastage we find that the company has saved a lot of money.
4. Reduced turnover: Proper training improves chances of obtaining
promotions and employees are happy because they have better opportunities
Due to this their chances of leaving their current job reduces greatly thereby
reducing labour turnover in the company.
5. Helps new employees in the organization: Training always benefits
employees whether old or new. In case of new employees, training helps them
a lot . This is because new employees may not be aware of the functioning of the
organization and training helps them to gain knowledge and insight into the
working of the company.
6. Better labour –management relations: Labour – management relations are
very essential for any organization. When companies introduce training
programmes and prepare employees for future jobs and promotions they send
out a message to the unions that they are interested in employee welfare. Due
to this the unions also adopt a positive attitude and labour- management
relations improve.
ADVANTAGES TO THE EMPLOYEE:
1. Self-confidence: Training leads to increase in employee self-confidence.
The person is able to adjust to his work environment and doesn’t feel humiliated
in front of his seniors. This confidence leads to chances of better efforts in the
future from the employees.
2. Increased motivation levels: Training brings positive attitude among
employees and increases the motivation levels of the employees in the
organization, thereby improving the results of the organization.
3. High rewards: An effective training programme helps an employee to take
the benefit of the rewards systems and incentives available in the company.
Thus the employee is able to get these rewards, which in turn increases his
motivation levels.

50 | P a g e
4. Group efforts: An effective training programme not only teaches an
employee how to do his work but also trains him to work as a part of the
group. Thus training programmes improve group efforts
5. Promotion: Effective training programmes increase performance and
increase the chances of obtaining promotions. Many employees even opt for
certain programmes so that they can help the employee to improve his chances
of promotions and obtaining higher positions in the organization.
It is very much important for Grameenphone as a leading service provider in the
country to give the best services. And for that employees must be efficient and
for that their training has to be effective.
Effectiveness of training program is assessed in Monthly, Quarterly and Yearly
basis by checking up the Team performance report, total training taken by the
particular team and individual employees.
For instance, randomly a performance report of 3 months of a team was
collected to discuss as the training team does.
Performance Report of a Team
SQI
(90%)
AHT
(1:55sec)
Adherence
(90%)
RTC
(90%)
Sales
(100%)
Login-
logout
Accuracy
(90%)
December/2015 90.6 1:49 93.5 116% - 92.5
January/2016 90 2:01 92.3 91% - 95
February/ 2016 90.7 1:54 90.3 101% - 91
Here,
SQI = Service Quality Indicator. Here target for meeting performance is 90%. If
it is crosses 95% it will be exceed and if below 90% then it will be below
performance.

51 | P a g e
AHT = Average Handling time. Here target for meeting performance is 1:55
sec/call. If it is below 1:50sec/call it will be exceed and if more than
2:10sec/min, then it will be below performance.
Adherence = Here target for meeting performance is 90%.
RTC = Reason to Call. Here target for meeting performance is 90%. If it is
crosses 95% it will be exceed and if below 90% then it will be below
performance.
Sales = Sales refers here, Internet package sales. This kpi will be effective only
if CS representative take it.
Here, <100%= 85% incentive
100% = 100% incentive
>150% = 150% incentive
Login-Logout Accuracy = It refers to the on time login to the system and on
time log out from the system.
These all KPI will be meet up then =, when the training program will work
effectively.
From the Performance report given above, it shows that the RTC % reduces in
January then December is about 25%. This was happened because of RTC
system change. This also affected to AHT. But after proper training on AHT &
RTC, performance increased again.
In this way training team, keep track on performance which is much effective for
the employees as well as company.

52 | P a g e
CHAPTER FIVE
5.01.01 Findings on Survey
This survey report presents selected results from employees of Grameenphone
Ltd. The survey is based on two parts, Part A conducted with the employees’
satisfaction about the training program of Grameenphone and Part B conducted
with the employee performance and, Training and Development (T&D) of
induction & mentorship. Survey methods included telephone interviews, through
questionnaire and also direct approach to the employees’ to collect demographic
information about training program that was designed to measure the
effectiveness of the training program. The data will be used to evaluate all the
components of training. All data collection activities conformed to standard
procedures for conducting Grameenphone Ltd. surveys. The sampling, survey
design, and reporting methodologies are recognized by major research
organizations.
 The survey statistics:
Number of Surveyors 50
Organization Name Grameenphone Ltd.
Year of Survey 2016

53 | P a g e
Survey Data:
1. Quantity of our employees' work output has improved in last 3 months
Strongly
Agree
72% Agree 20% Neutral 8% Disagree 0%
Strongly
Disagree
0%
In our survey we asked surveyors about the increasing quantity of the
employees work output how much improved in last 3 months, and we found that
72% of them are strongly agreed & 20% agreed that the quantity of output of
the employees is increasing because of proper training and rest employees have
showed their mix impression.
72%
20%
8% 0%0%
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree

54 | P a g e
2. Most of the employees achieved organizational goals of last 3 months.
Strongly
Agree
Strongly
Disagree
0%
In our survey we asked surveyors that the most of the employees achieved
organizational goals of last 3 months, and we found that 60% of them are
strongly agreed, 12% agreed, 20% disagreed and rest are depends on other
parameters. But on a quick vision we can easily find out from the graph that the
statement is correct and a large number of employees agreed with that.
Employees can easily find out among them about the training effectiveness.
60%
12%
8%
20%
0%
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree

55 | P a g e
3. There are formal training programs to teach new employees the skills
they needed.
Strongly
Agree
Strongly
Disagree
0%
In our survey we asked surveyors about, formal training programs to teach new
employees, the skills they needed and we found that 80% of them are strongly
agreed, 20% agreed that they are provided the proper formal training and rest
are depends on other parameters. But on a quick vision we can easily find out
from the graph that the statement is correct and a large number of employees
agreed with that.
80%
20%
0%0%0%
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree

56 | P a g e
4. Employees feel happy to work in teams.
Strongly
Agree
Strongly
Disagree
0%
In our survey we asked surveyors about, are employees feels happy to work in
teams and we found that 80% of them are strongly agreed, 20% agreed and
rest are depends on other parameters. But on a quick vision we can easily find
out from the graph that the statement is correct and a large number of
employees agreed with that.
80%
20%
0%0%0%
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree

57 | P a g e
5. Majority of our employees can work independently and they give high
performance.
Strongly
Agree
Strongly
Disagree
0%
In our survey we asked surveyors about, majority of employees can work
independently and they give high performance and we found that 80% of them
are strongly agreed, 12% agreed, 8% strongly disagreed and rest are depends
on other parameters. But on a quick vision we can easily find out from the graph
that the statement is correct and a large number of employees agreed with that.
80%
12%
0%0%
8%
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree

58 | P a g e
6. Employees in our organization have been enabled to make decisions
well.
Strongly
Agree
Strongly
Disagree
0%
In our survey we asked surveyors about, are employees in the organization have
been enabled to make decisions well and we found that 72% of them are
strongly agreed, 20% agreed and rest 8% are depends on other parameters.
Their
72%
20%
8% 0%0%
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree

59 | P a g e
7. Employees' communication skills have been improved in this
organization
Strongly
Agree
Strongly
Disagree
0%
In our survey we asked surveyors about, are employees' communication skills
have been improved in this organization, and we found that 72% of them are
strongly agreed, 28% agreed and rest are depends on other parameters. But on
a quick vision we can easily find out from the graph that the statement is correct
and a large number of employees agreed with that. Employees can easily find
out among them about the training effectiveness.
72%
28%
0%0%0%
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree

60 | P a g e
8. Employees' competencies are in line with the organizational operational
and strategic goals
Strongly
Agree
Strongly
Disagree
0%
In our survey we asked surveyors about, are employees' competencies in line
with the organizational operational and strategic goals and we found that 72% of
them are strongly agreed, 8% agreed, 12% disagreed and rest are depends on
other parameters. But on a quick vision we can easily find out from the graph
72%
8%
8%
12% 0%
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree

61 | P a g e
9. Training needs are identified through a formal performance appraisal
mechanism.
Strongly
Agree
Strongly
Disagree
0%
In our survey we asked surveyors about, are training needs identified through a
formal performance appraisal mechanism and we found that 72% of them are
strongly agreed, 8% agreed, 12% disagreed and rest are depends on other
parameters. But on a quick vision we can easily find out from the graph that the
statement is correct and a large number of employees agreed with that.
72%
8%
8%
12% 0%
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree

62 | P a g e
10. There we formal training evaluation methods to assess the
effectiveness of the training.
Strongly
Agree
Strongly
Disagree
0%
In our survey we asked surveyors about, are there formal training evaluation
methods to assess the effectiveness of the training, and we found that 60% of
them are strongly agreed, 12% agreed, 20% disagreed and rest are depends on
other parameters. But on a quick vision we can easily find out from the graph
60%
12%
8%
20%
0%
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree

63 | P a g e
11. Attachments are effective for the new trainees
Strongly
Agree
Strongly
Disagree
0%
In our survey we asked surveyors about, are attachments effective for the new
trainees, and we found that 80% of them are strongly agreed, 12% agreed, 8%
neutral and rest are depends on other parameters. But on a quick vision we can
easily find out from the graph that the statement is correct and a large number
of employees agreed with that. Employees can easily find out among them about
the training effectiveness.
80%
12%
0%0%
8%
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree

64 | P a g e
12. Training for Induction batch done within 21-23 days
Strongly
Agree
Strongly
Disagree
0%
In our survey we asked surveyors about, does training for Induction batch done
within 21-23 days, and we found that 72% of them are strongly agreed, 20%
agreed and rest are depends on other parameters. But on a quick vision we can
easily find out from the graph that the statement is correct and a large number
of employees agreed with that.
72%
20%
4% 4%0%
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree

65 | P a g e
13. Orientation program is very helpful for new trainees.
Strongly
Agree
Strongly
Disagree
0%
In our survey we asked surveyors about, is orientation program very helpful for
new trainees and we found that 72% of them are strongly agreed, 8% agreed,
12% disagreed and rest are depends on other parameters. But on a quick vision
we can easily find out from the graph that the statement is correct and a large
number of employees agreed with that. Employees can easily find out among
them about the training effectiveness.
72%
8%
8%
12% 0%
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree

66 | P a g e
14. Product Information is informed clearly
Strongly
Agree
Strongly
Disagree
0%
In our survey we asked surveyors about, is product information informed clearly
and we found that 80% of them are strongly agreed, 20% agreed and rest are
depends on other parameters. But on a quick vision we can easily find out from
the graph that the statement is correct and a large number of employees agreed
with that. Employees can easily find out among them about the training
effectiveness.
80%
12%
0%0%
8%
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree

67 | P a g e
15. Tools & Application are learned practically.
Strongly
Agree
Strongly
Disagree
0%
In our survey we asked surveyors about, are tools & application learned
practically, and we found that 60% of them are strongly agreed, 12% agreed,
60%
12%
8%
20%
0%
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree

68 | P a g e
16. Evaluations are done frequently.
Strongly
Agree
Strongly
Disagree
0%
In our survey we asked surveyors about, are evaluations done frequently and
strategic goals and we found that 72% of them are strongly agreed, 8% agreed,
72%
8%
8%
12% 0%
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree

69 | P a g e
17. Mentorship program is done effectively.
Strongly
Agree
Strongly
Disagree
0%
In our survey we asked surveyors about, is mentorship program done effectively
and we found that 72% of them are strongly agreed, 20% agreed and rest are
depends on other parameters. But on a quick vision we can easily find out from
the graph that the statement is correct and a large number of employees agreed
with that. Employees can easily find out among them about the training
effectiveness.
72%
20%
8% 0%0%
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree

70 | P a g e
18. Re-evaluation for failing in post-evaluation is more effective.
Strongly
Agree
Strongly
Disagree
8%
In our survey we asked surveyors about, is re-evaluation for failing in post-
evaluation more effective and we found that 80% of them are strongly agreed,
12% agreed, 8% strongly disagreed and rest are depends on other parameters.
But on a quick vision we can easily find out from the graph that the statement is
correct and a large number of employees agreed with that. Employees can easily
find out among them about the training effectiveness.
80%
12%
0%0%
8%
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree

71 | P a g e
19. Training is given based on individual employees.
Strongly
Agree
Strongly
Disagree
0%
In our survey we asked surveyors about, is training given based on individual
employees and we found that 60% of them are strongly agreed, 12% agreed,
60%
12%
8%
20%
0%
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree

72 | P a g e
20. Supervisors are concern about evaluation of the induction
trainees
Strongly
Agree
Strongly
Disagree
0%
In our survey we asked surveyors about, are supervisors concern about
evaluation of the induction trainees and strategic goals and we found that 72%
of them are strongly agreed, 8% agreed, 8% showed their mix impression and
12% disagreed and rest are depends on other parameters. This result shows
that in term of evaluation, supervisors are concerned so that there may not any
discrepancy.
Summary of the findings:
From part A & B of the survey, we can summarise that Grameenphone. The
leading brand of communication sector in Bangladesh is providing the best way
formal training program which has made the employees happy, skilled, more
productive, good decision maker which result the ultimate productive
organization. Trainers are well arranged and they provide various types of
training to the employees. And not only this, they also check the output so that
their effort may not go in vain.
72%
8%
8%
12% 0%
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree

73 | P a g e
5.01.02 Recommendations for the Institutions
Training program on customer service of Grameenphone is a very significant
part for the inbound division of that company. According to the all above findings
of the report, the following recommendation can be given for the furtherance of
the training segment of Grameenphone. Although the following list of suggested
theme is by no means exhaustive, I can provide some tentative directions for
consideration:
Grameenphone Ltd.’s is providing training as a multinational company where
developing the performance objectives for the task, the support available to the
employee is also identified. Based on this information, some recommendations
on how to deliver the training can be made. For example, if a skill or knowledge
expert is available as a support resource to the employee, there may be less
time required in formal training and more time spent in on-the-job
training.When training objectives and recommendations are made, take into
account the degree of importance the associated task has within the job
function. Important or critical tasks should be highlighted in training
recommendations.
Finally, the above recommendations will be prolific if the company and obviously
the employees co-operate and being respectful to each other’s.

74 | P a g e
CHAPTER SIX
6.01 Conclusion & References
6.01.01Conclusion
As a corporate rule, in order to achieve the business objective of the company,
individual divisions should have their own objectives to support this. The
divisional objectives are far different compared to each other, according to their
nature of job and functional role. No doubt it is a great big teamwork which
makes the business objective happens. And considering Grameenphone Ltd.’s
success we can confidently say that they have such a good training program &
its effectiveness in customer service of Grameenphone can be identify easily.
From the survey we can measure that the level of satisfaction is very high
among the employees. In addition, the employees are getting adequate support
and facilities from the company.

75 | P a g e
6.01.02 References
 Anderson, A. H. (1993). Successful Training Practice. Oxford, UK: Blackwell
publishers.
 Brown, & Gerhardt. (2002). Formative evaluation: an integrative practice model
and case study. Personnel Psychology, 951-983.
 Cihan Besir, Training Specialist, Fortis Bank, Turkey,
https://www.contactcenterworld.com/view/contact-center article/measuring-
training-effectiveness.aspx
 Donald L. K. (2010). Kirkpatrick's learning and training evaluation theory.
Retrieved from
http://www.businessballs.com/kirkpatricklearningevaluationmodel.htm#HRD%2
0performance%20evaluati
 Gilson, K., & Khandelwal, D. (2005). Getting more from Call Centers. The
Mckinsey Quarterly, November 22, 1-8.
 McClelland, S. D. (2002). A Training Needs Assessment for the United Way of
Dunn County Wisconsin.Retrieved from
http://www.uwstout.edu/lib/thesis/2002/2002mcclellands.pdf
on%20survey%20questionnaire%20sample%20questions
 https://en.wikipedia.org/wiki/Grameenphone

76 | P a g e
 https://www.telenor.com/about-us/global-presence/bangladesh/
 http://www.grameenphone.com/sites/default/files/investor_relations/annual_rep
ort/History-Milestones.pdf
 Grameenphone Annual report/ 2015
 http://www.donnaearltraining.com/Articles/InternalCustomerService.htm
 http://smallbusiness.chron.com/effective-communication-customer-service-
4806.html
 http://www.bain.com/publications/articles/can-communications-service-
providers-earn-customers-love.aspx
 http://www.businessballs.com/trainingprogramevaluation.htm

Training Program & its Effectiveness in Customer Service of Grameenphone

Recommandé

Recommandé

Contenu connexe

Tendances

Tendances (20)

En vedette

En vedette (20)

Similaire à Training Program & its Effectiveness in Customer Service of Grameenphone

Similaire à Training Program & its Effectiveness in Customer Service of Grameenphone (20)

Dernier

Dernier (20)

Training Program & its Effectiveness in Customer Service of Grameenphone