70
HUMAN RESOURCE DEVELOPMENT FINAL PROJECT PRESENTED TO: Prof. Sadaf Ashraf PRESENTED BY: Amna Asghar Faiza Ahmad Faryal Majeed Furyal Awais Humaira Liaqqat Mahwish Afzal
HUMAN RESOURCE
DEVELOPMENT
FINAL PROJECT
PRESENTED TO:
Prof. Sadaf Ashraf
PRESENTED BY:Amna Asghar
Faiza Ahmad
Faryal Majeed
Furyal Awais
Humaira Liaqqat
Mahwish Afzal
Tayyabah Aziz
ACKNOWLEDGEMENT
We are thankful to ALLAH who blessed and helped us to carry out this report and our
parents, friends who cooperated and supported us.
We are grateful to our teacher Ms. Sadaf Ashraf, whose assistance all through the
course of Human Resource Development is incredible and without her support this
project would never been accomplished.
We would like to extend our special thanks to Asif Ifttikhar (CS Operations Mobilink)
for lending us his support and providing us with all the valuable information in due
course of time. We would also like to thank the other staff of Mobilink for being so
cooperative and for guiding us in every step of our project.
2
INTRODUCTION
Orascom Telecom Holding S.A.E. ("Orascom Telecom") or
("OTH") was established in 1998 and has grown to become a
major player in the telecommunication market in the world. OTH
is considered among the largest and most diversified network operator in the Middle
East, Africa and Pakistan.
Mobilink GSM (PMCL), a subsidiary of Orascom
Telecom, was awarded a license in July, 1992 and
started its operations in 1994, and has become the
market leader both in terms of growth as well as having the largest customer
subscriber base in, Pakistan - a base of over 24 million and growing.
Mobilink provides the most extensive network coverage footprint across Pakistan
through an integrated technology infrastructure in more than 5,000 cities, towns,
villages, and countless remote destinations, including International Roaming in
110 countries through 300 partner operators.
There are about 5000 employees currently working in Mobilink of which 4500 are
working on permanent basis and 500 on temporary basis, with average of more
than 800 employees hired every month. Among them approximately 5% are
managers and operatives are 40%, rest are either contractual or not directly related
to core business.
In April 2001, when the OTH (Orascom Telecom Holding) took over management
control of the company, the market share was only 40% but as of March, 2006;
Mobilink served over 14 million subscribers, representing a market share of
approximately 56.2% of total mobile subscribers in Pakistan. However, during the
past two years the market share of Mobilink has gone down to 41% (As of March,
2007).
3
The head office of Mobilink is located at KULSUM Plaza, blue area, Islamabad. Its
branch offices are located in Lahore, Karachi, Faisalabad, Rahim Yar Khan,
Sukkur, Peshwar, Quetta, Swat, and Kohat. Moblink has three main contact
centers in three regions of Pakistan. As for the customers centers there are about
2000-2500 customers service centers all over Pakistan.
Principal area in which Mobilink Telecommunication is working is that it provides
its customers, a wide range of postpaid (Indigo) and prepaid (Jazz) solutions. Keeping
in the mind their customer convenience they have also bundled mobile handsets, sold
either independently or bundled in Set so Go Get Pack.
Competition faced by the company is from al the operators in telecom that includes
all the face SGM (Global System of mobile) operators, CDMA operators and LDI
operators and land line operators. All these telecom companies Human Resource
Departments are in constant need of new employees. So there is stiff competition in
the telecom market for Mobilink.
Mobilink is using high IT based technology for operations. Mobilink uses
Motorola’s infrastructure mostly at radio based stations, but now it has been
exceedingly using Alchatel equipment too. Switching equipment is of Siemens and
Alchatel, billing system from Telesens KSCL and Ericsson, Intelligent network
from Siemens, Microwave equipement DMC. The GSM (Global System of Mobile
communication) band that is used by Mobilink is in 900/1800 MHz.
The number of subscribes of Mobilink has been fast increasing since year 2000,the
number of subscribes of Mobilink has almost doubled in the last one year from 5
million approx to 10 million approx this figure has almost increased by 50 times as
it was in year 2000. This in fact is a milestone for Mobilink. Currently the company
has a customer base of over 24 million and its growing.
4
MISSION STATEMENT
“To be the unmatchable mobile system of
communications in Pakistan this provides the
best value to its customers, employees,
business partners and shareholders.”
MOBILINK'S VISION
“To be the leading telecommunication
services provider in Pakistan by offering
innovative communication solutions of our
customers while exceeding shareholder value
and employee expectations”
5
MOBILINK'S VALUES
TOTAL CUSTOMER SATISFACTION
Customers are at the heart of our success. They have placed their trust and confidence
in us. In return, we strive to anticipate their needs and deliver service, quality and
value beyond their expectations.
BUSINESS EXCELLENCE
We strive for excellence in all that we do. We aspire to the highest standards and raise
the bar for ourselves everyday. This commitment to delivering world-class quality
translates into unmatched service and value for our customers and all stakeholders.
TRUST & INTEGRITY
At Mobilink, we take pride in practicing the highest ethical standards in an open and
honest environment, and by honoring our commitments. We take personal
responsibility for our actions, and treat everyone fairly, and with trust and respect.
RESPECT FOR PEOPLE
Our relationships drive our business. We respect and esteem our employees and all
stakeholders. We believe in teamwork, empowerment and honor.
CORPORATE SOCIAL RESPONSIBILITY
As the market leader, we recognize and fulfill our responsibility towards our country
and the environment we operate in. We contribute to worthy causes and are
dedicated to the development and progress of the society.
6
PRINCIPAL AREA OF BUSINESS
Mobilink have two products
Jazz
Indigo
SERVICES OFFERED
MOBILINK GSM has always been the market leader when it comes to introducing
state-of-the-art communication solutions for its customers. They are continuously
adding up to the range of their Value Added Services, all for your convenience.
The Value Added Services (VAS) Section will familiarize you with the new services
you can now benefit from, which will give you all the freedom you need, making
mobile communications more exciting, convenient and enjoyable. This section will
walk you through services, which are not only useful but also cost-effective for both
7
your business as well as personal use. These include the very basic yet indispensable
services like Voice Mail to the more innovative and sophisticated ones like G-Mail.
They are confident that their innovative and exciting new services will bring about a
revolution in the way you look at mobile communications.
Following are the major services
Caller time identification
Call waiting
Call holding
Call forwarding
Short messaging services
Fax and data services
International rooming
News information services
Mobilink(GSM)G mail
Superior security in billing
Mobile TV
Entertainment & many more
MAJOR CLIENTS/CUSTOMERS
Mobilink has about 53% market share.
NUMBER OF CUSTOMERS
Total numbers of subscribers are about 12 Million. The major customers are
from jazz package.
TYPE OF CUSTOMERS
Major part of corporate sectors
Armed forces
8
Business community
Govt. organizations
Teen agars using JAZZ
Students
Shopkeepers
Bankers
COMPETITION
Company is facing competition from all the operators in telecom that includes all the
face SGM (Global System of mobile) operators, CDMA operators and LDI
operators and land line operators. All these telecom companies Human Resource
Departments are in constant need of new employees. So there is stiff competition in
the telecom market for Mobilink.
Major competitors of Mobilink include
Telenor
Ufone
Warid
Zong & others
LEVEL OF TECHNOLOGY
Mobilink is using high IT based technology for operations. Mobilink uses Motorola’s
infrastructure mostly at radio based stations, but now it has been exceedingly using
Alchatel equipment too. Switching equipment is of Siemens and Alchatel, billing
system from Telesens KSCL and Ericsson, Intelligent network from Siemens,
Microwave equipement DMC. The GSM (Global System of Mobile communication)
band that is used by Mobilink is in 900/1800 MHz.
9
MAJOR DEPARTMENTS
1. Finance Department
o Credit and collection
o Procurement imports
o Revenue assurance
2. Customer Services Department
o Customer services operations
o Customer services system
3. Commercial Department
o Marketing
o Direct sales
o Indirect sales
4. Technical Department
o Switching
o Operations / operation support
o Logistics
o Infrastructure
o Systems planning
5. Information Technology Department
o Billing
o IT
10
6. Human resources
7. Administration and legal affairs & government relation department
8. Internal audit department
9. Customer services
HUMAN RESOURCE DEPARTMENT AT
MOBILINK
HR MISSION STATEMENT
“To lead the organization in enhancing its human capital and creating a winning
environment where everyone enjoys contributing to the best of one’s ability.”
There are about 44 HR professionals currently working at Mobilink of which 10 are
managers. Mobilink has a very well defined and structured department and its various
policies of keeping each employee productive part of the organization are intoned
with the corporate worlds requirement.
Employees in the company are largely committed to their organization and have
shown progress in the company. Employees are satisfied with the HR department of
Mobilink GSM Company.
HR DEPARTMENT SECTION
HR department of Mobilink has three sections.
EMPLOYEE SERVICES
o Payroll information
11
o Leave and medical record
o Final settlements and provident fund
o Policies and procedures
o Employees record and recreation
OD AND EFFECTIVENESS
o Training plan
o Talent management
o Performance management
o Employees retentation
o Orientation employee communication
STAFFING AND COMPENSATION
o Staffing plan and HR budgeting
o Management trainee and internship program
o Interviewing and selection
o Headhunters
o Compensation, benefits and incentive
HR STRATEGIES
Human resource department is putting its efforts towards nurturing a winning
corporate culture and building organizational capabilities by ensuring that its
people at all levels are both able and willing to perform at consistently exceptional
levels. At MOBILINK the people have been empowered to a large degree by
minimizing out dated rules /regulations and plan to further eliminate the
bureaucratic barriers to capitalize on their ingenuity and talent.
HR strategy refers to the specific human resource management course of actions
that a company pursues to achieve its objectives. But how these
strategies/policies/practices are formulated and implemented at Mobilink. There is
a whole process behind this.
12
The top team continues to play its role in providing the guidance and support to
people at all levels. The HR (people’s) function ensures that it leads the
transformational change by nurturing a climate, which would help in converting
the huge potential at disposal of the company into world-class performance.
The active and effective role played by HR in people development at different
levels organizational, departmental and individual is considered in MOBILINK to
be one of the most critical factors leading to the development of a winning
corporate culture. The effort continues to be directed towards developing the skills
of the shop floor employees, improving competencies of Business Support
Officers (BSOs), and enhancing the leadership qualities of managers.
Like most big organizations, the development of HR Strategies is also done in
accordance with company’s mission. First, Strategic planners analyze what
actually is the prevalent culture of the organization, what are the strengths,
weaknesses, opportunities, threats (SWOT analysis) of business and its market,
and on the basis of all the above analysis, company’s strategic plan is established.
In the end HR strategies are formulated in accordance with this overall
business’/companies’ strategic plans.
Based on these HR strategies, HR policies and practices are also formed and
implemented. Any abrupt change in the market requires the organization to follow
this analysis in order to be successful. That why organizations continuously keeps
on updating their strategies and policies.
Whole system for development of HR strategies/policies/practices is as below:
13
HR PRACTICES AT MOBILINK
There are several functions performed by HR department which are given below:
1. Planning
2. Recruitment
3. Selection
a. Formal Interview
b. Intelligence tests
4. Research and Development
5. Training
6. Compensation
7. Occupational Health and Safety measures
8. Career Planning and Development
9. Performance Appraisal System
14
Mobilink’s Competitive Environment
Economic, Political, Demographic, Competitive and
Technological Trends
Company’s Strategic Situation
Company’s Internal Strengths and Weaknesses
Organizational Performance
Company’s Strategic Plan
Company’s HR strategies
Formulation of HR policies Formulation of HR practices
In order to make its human resource productive and efficient, Mobilink aggressively
work in developing its human resource capital through international and local
trainings as well as structured employee ‘well-being’ programs, making it one of the
most sought after companies to work in Pakistan. Mobilink conducts several training
program in order to improve the competencies and skills of employees.
PLANNING
After the emergence of new telecom companies, market has become much more
competitive and employees are less loyal to the company. Whenever they get any
opportunity better than the existing job, they just opt for that. Which is there right,
however Mobilink is aware of this fact and that’s why they do not have any formal
strategy for succession planning. They do consider the people from inside but proper
succession planning is not practiced in Mobilink these days. When they entered into
the market they used to have strategy regarding this matter.
But now due to market trends they have transformed there new strategies. According
to the management it’s not useful to invest a lot in the employee at a larger extent.
15
They do develop employees for there career planning but no formal succession
planning is practiced.
RECRUITMENT AND SELECTION
In MOBILINK, the activity to fill a vacancy or a new job starts with the
requirement communicated by the respective managers to the HR department. The
HR department then looks for the possibilities of internal and external recruitment.
Policies for Recruitment and Selection as experienced at Mobilink are:
RECRUITMENT POLICY
Objectives: The policy is meant to ensure an effective and efficient method of
recruitment and selection. It is aimed at hiring without any discrimination based on
race, colour, sex, nationality, ancestry, religion or disability.
16
Policy guidelines:
The recruitment policy must comply with regulations set out by the Government of
Pakistan.
PRACTICES AT MOBILINK REGARDING
RECRUITMENT AND SELECTION
Practices regarding the recruitment and selection are in accordance with the policies
formulated by the HR department. According to employees following were the
recruitment practices. Two types of Recruitments: Internal and External.
Sources of Internal Recruitment Sources of External Recruitment
Employee referrals
Internal advertising
Job fairs
University Hunts
Advertising
Emplacement Agencies
Walk in candidates
All recruitment and selection process is handled by the Human resource department.
Applications for jobs are mostly made via internet.
Selection criteria are totally based on merit. A series of interviews are conducted
followed by a panel interview and a group discussion. Only deserving from a lot of
applicants are considered
TYPES OF RECRUITMENTS
a) EXTERNAL RECRUITMENT
I. No candidate under the age of eighteen will be considered.
17
II. To avoid conflict of interest, hiring of close relations (brothers, sisters,
spouses, first cousins, brothers/sisters in law) will not be encouraged.
However candidates falling in this category who have exceptionally good
credentials may be considered. Hiring supervisors will need to explain in
their assessment of the candidate their qualities that justify hiring. A final
decision will rest with the concerned Divisional Head who will need to
ensure that there is no conflict of interest.
III. Human Resources will advise Department Heads on salary ranges to be
offered to the applicant keeping internal and external equity in
perspective.
IV. Minimum qualifications must be a Bachelor degree or equivalent. A-
Level or equivalent may be considered for call centre/support staff
however will require approval of the VP Human Resources &
Administration. This criteria does not apply to technicians/riggers and
ancillary staff.
b) INTERNAL RECRUITMENT
I. Internal candidates must be confirmed employees of Mobilink who
have completed one year of service. However exceptionally good
candidates may be considered.
II. Selected candidates will join the new job/position after getting
clearance from existing line manager.
III. Spouse of an existing employee will not work for direct competition
and either one will have to resign from service. Prospective candidates
whose spouses work for competition will not be considered for hiring.
18
IV. Hiring from vendors, franchises, and clients is not encouraged.
Exceptionally where offers are made to employees of these entities
their prior consent must be obtained.
GENERAL CONDITIONS FOR RECRUITMENT
All recruitment will be done through the Human Resources Department in
consultation with the Officers and Heads of the concerned Department.
An applicant’s knowledge, skill and aptitude related to the position shall be
judged according to a range of factors including:
a) Education (Academic / Professional).
b) Experience.
c) Profile and Psychometric Tests
d) Interviews.
e) References.
APPLICATION
Applicants may apply online by registering with the web based recruitment
portal. However, when considered for a specific position, they will be required to
fill the standard application form of the Company.
All applications will be kept on HR database for a period of 6 months only.
CONDITIONS FOR SELECTION
Departments must submit Hiring Request and / or Transfer Request Form to the
HR Department and duly signed. Information regarding qualifications and job
description should be forwarded for identification of suitable candidates. Lead-
time of at least ten working days should be given for selection of candidates.
The Human Resources Department would place internal advertisements and / or
shortlist suitable candidates from the databank. If no suitable candidate is found,
advertisements will be placed in media.
The Human Resources Department shall, upon the department’s request, provide
screened CVs. The department will do another sift if necessary and conduct
interviews with the immediate Supervisor / Department / Divisional Head or his /
19
her nominee and any job related selection tests. Short Listed Candidates will be
invited for a final interview with the HR department.
The Human Resources Department may conduct Profile and Psychometric Tests
for the selected candidate in order to evaluate the suitability of the candidate.
Two Reference checks will be completed for the selected candidate either before
hiring or during the probationary period. Appointment will be subject to
satisfactory references being received.
On Selection the following information will be forwarded to HR to be kept in the
Employees Personal File:
a. Interview Evaluation form
b. Passport size Photos.
c. Any other special clause.
d. References.
e. Copy of N.I.C.
f. Copies of degree(s): Bachelors and above only and copies of experience
certificates.
g. Duly filled application form
In the Case of Consultants the Company will sign a contract with the Consultant for a
duration ranging from 3 months to 1 year.
The Human Resources Department shall prepare and deliver the Employment Letter
to the Employee and obtain signatures on a copy. These were the practices but what
actually are the practices for Recruitment and selection at Mobilink.
CRITICAL REVIEW ON RECRUITMENT AND SELECTION
PROCESS
It goes without saying that reference for job works. So it’s surely a flaw in the
recruitment and selection process of Mobilink. We know a number of people who get
job in Mobilink on reference basis. However, saying all that, getting a job at Mobilink
and retaining that job at Mobilink for a time are two different things.
20
One thing was interesting studying the Mobilink Recruitment and Selection process.
Company entertains online applications more than mailed ones. To us, reason is
twofold. First, it reduces burden during the recruitment process. Secondly, by using
online system, company can keep its image as innovative and latest the eyes of its
consumers.
ORIENTATION & TRAINING
ORIENTATION
Mobilink has a very well organized and well established HR department that practices
all the HR strategies which are beneficial for the organization. As other departments
are well established and operational for there matters, HR department is empowered
to develop and plan what so ever is required for the company.
Orientation and induction is required for employee familiarization with the
organization and Mobilink is well aware of this fact. Affiliation with organization is
only possible if the employees are informed about each and everything. When the
employee is hired he get proper orientation and that orientation may exceed to few
months until he get the feeling of affiliation and get to know the organization well.
TRAINING AT MOBILINK
21
Training is a planned effort by a company to facilitate employees learning of job-
related competencies. These competencies include knowledge, skills or behaviors that
are critical for the successful job performance.
At MOBILINK, there is a continuous assessment of the technical and managerial
skills. For the further enhancement of these skills formal training programmes offered
at all levels. The employees are provided with opportunities to put these skills into
practice, in preparation for the move to a managerial role.
Training is viewed at MOBILINK as a way of creating intellectual capital. Employees
are expected to acquire new skills and knowledge, apply them on job and share this
information with other employees. The training is cross-functional for sharing of
skills.
The employee are trained periodically either locally or abroad according to
preplanned schedules. The objective of such training is to upgrade the capabilities of
employees.
If an employee attends an overseas training then he/she has to serve the company for a
certain period after the date of completion of training subject to the cost and duration
of training itself. In case an employee leaves the company during this period he/she
will have to pay the amount specified at that point in time.
TRAINING NEEDS ASSESSMENT POLICY AT MOBILINK
Objective: Identifying the most appropriate solutions to performance problems
Procedures: All Company Heads should differentiate between problems that require
training and problems that require coaching or other solutions. Usually, only about
20% of performance problems require “training” solutions. The other 80% are best
dealt with by looking at the quality of supervision or by factors in the work
environment (rewarding good performance, punishing poor performance, and
removing obstacles to good performance).
DEVELOPING A COMPANY – WIDE MANAGEMENT
TRAINING PLAN
22
Objective: Select/identify the needs, by management level, for the total Company.
The Company wills also Facilitate Employees with Short Management Courses from
time to time.
Procedures: The HR Department will develop the TNA according to the
recommendations made by their Supervisors in the performance appraisal form.
The HR Department shall coordinate all the tasks until a total Company-training plan
is finalized, then follow-up with Department Heads on its implementation. The plan is
the result of focusing on the individual discipline needs into one schedule designed to
meet the training needs of the total Company. The trainer should be under the
headcount of HR so that adequate training sessions can be planned and conducted
nationwide. The training requirements of the employees will be picked from the
recommendations made by their supervisors in the appraisal forms. The training
requirement could also be forwarded by the supervisor if it is not mentioned in the
performance appraisal.
FOREIGN TRAINING POLICY
Objective: The purpose of this policy is to enhance skills and knowledge of Mobilink
employees and build their capacities to enable them to perform their jobs more
effectively and to develop them for future growth.
Policy Guidelines: The Company shall pay all Training Expenses, Round Trip
Airfare, living Allowance, and Local Transportation in accordance with Company
regulations in this regard.
Conditions for Overseas Training: Employees who are nominated for enrolment in
an overseas training program should meet the following conditions:
Should meet the prerequisites of the intended training. Being knowledgeable of the
language in which the training program will be conducted.
In case an expatriate / contract employee needs to attend a foreign training, he/ she
has to be on a one year and above contract, with a duration of 6 months of service to
perform at PMCL – Mobilink from the date of starting the training. If the expatriate /
contract employee being sent on the training does not meet the above conditions, a
waiver could be made on the recommendation of the concerned Chief/ VP and the
approval of the president/ CEO.
Surety for Mutual Benefit: To ensure that both, PMCL – Mobilink and the
employees mutually benefit from overseas professional training provided to
23
employees. The employees returning from training should continue to be in the
employment of the Company for following minimum periods as mentioned in Para
(4.2) depending on the training days. Failing of which employees will be liable to pay
the PMCL - MOBILINK expenses incurred by the PMCL - MOBILINK on their
training including travel and accommodation expenses.
In the event of an employee wishing to leave the employment of the Company he/she
will reimburse the Company the expenses incurred by the PMCL- Mobilink on
providing the training. PMCL- Mobilink will make appropriate deductions from the
employee final settlement including Provident fund. And remaining amount will be
deposited by the employee in the Company account.
In case an employee doesn’t pay back the due amount to the company, HR will issue
notice to the concerned employee mentioning that he/she has to pay back the amount
to the company, otherwise, company reserve the right to take legal action. If the
employee is terminated for cause he will be absolved from any deductions/ recovery
of Training cost.
Employee Surety Period and Cost
Number of Days of
Overseas Training
Duration of Surety Cost to be recovered
Up to 6 Days 6 Months Full
Between 7 and 10 Days 1 Year Full
Between 11 and 15 Days 1 ½ Year Prorated after One Year
More than 15 Days 2 Years Prorated after One Year
Cost of Training will be determined by finance in consultation with Technical for
Technical Training and Human Resources.
Training: Practices at Mobilink
On contacting personnel in the Mobilink office it was found out that Mobilink
mostly trains its employees by On Job Training which means that the employees
are trained as they perform their jobs and along with their duties. The manager or
24
supervisor guides them how to perform their jobs and guides them to efficiency in
the work.
Internees are trained in various departments and then mostly hired by Mobilink
itself and their training is basically teaching them the ropes and the basics of
everything.
TYPES OF TRAINING IN MOBILINK
On a general basis the training done in Mobilink can be divided into two
categories:
• Soft skill training
• Technical Training
SOFT SKILL TRAINING
Helping your employees develop a stronger base of knowledge on topics that
affect their personal lives can make them more productive and less distracted in
their jobs. Soft skill development courses in areas like personal finance and
childcare can help your team better manage the most important areas in their
personal lives.
This may include the following things for e.g.
• Conflict management training
• People management training
• Communication skills
• Anger management
• Time management training
• Teamwork training etc
25
TECHNICAL TRAINING
This type of training has direct effect on the job of the employee. Specific skills
are focused and developed accordingly. The engineering trainings of Mobilink are
also included with this along with
• Customer Services training
• Sales related training
• Marketing and technology training etc.
All these types of training are done to enhance the employees job skills at the
level he is at.
MOBILINKS TRAINING PROGRAMMES
Mobilink with its large workforce invests aggressively in developing its human
capital through international and local trainings as well as a structured employee
‘well-being’ programs, making it one of the most sought after companies to work
for in Pakistan.
Graham Burke, the President PMCL Mobilink, said
“Mobilink will provide proper training programmes to its employees in order to
make them more aware of their responsibilities”
Mobilink, the Pakistan based subsidiary of the global telecommunication giant,
Orascom Group, in a strategic move, has outsourced its leadership training and
development of about 100, of its senior and fast track managers and supervisors,
to the region's well established consultancy firm, Global Management
Consultants, who will be responsible for the design and delivery of over 5 months
training initiative.
26
Their training methods maintain interest throughout; put emphasis on the practical
aspects; and ensure that delegates understand the knowledge gained so that they
can immediately and effectively apply it within their own organizations.
All training sessions are delivered in a highly participative style, introducing
topics in a challenging and thought-provoking way.
Practical examples, exercises and case studies are used to illustrate the topics
covered and show delegates how they can relate the techniques introduced during
the course to their own work situation.
Programmes can be tailored to meet the required goal. The various training
programmes of mobilink focus on specific skills for e.g. the annual or monthly
reports of performance are evaluated by the manager and the weak areas are
considered and the respective training is taken up.
Mobilink trains its employees in the following fields’ aswell:
1. Customer service training: The employees are trained in
communication skills, negotiating skills in order to serve the customers
whether in the call centre or customers services centre. They are taught on
how to talk appropriately to the customers, how to recognize their problems,
solve their problems and how to deal with them.
2. Supervisors training: Leading a department or an organization is a very
difficult job and the person at this level must be properly skilled. The
supervisor training programme helps those people who are at this post to
develop the right skills required and asked for at this job.
3. Leadership workshop: Becoming a Leader Good leaders are made, not
necessarily born. You can become an effective leader by developing yourself
through a never-ending process of self-study, education, training &
experience. To inspire your people to higher levels of teamwork there are
certain things you must be, know & do. Leadership makes people want to
achieve challenging goals & objectives. This workshop is for managers who
have the desire to ‘make things happen’ & have a team who need to be
inspired into action! Mobilink offers this workshop for is specific employees.
27
4. Conflict management training: We are living in times where chaos and
conflict are on the rise. Lack of conflict can be as damaging for any
organization, as having conflicts that go out of hand. In fact conflict is the very
source of creativity, without which innovation is not possible. Usually these
conflicts are resolved, but occasionally they grow to hinder one's job
performance. This program is designed to increase a supervisor's ability to
prevent conflicts from reaching a crisis stage and how to resolve it when a
necessary conflict occurs. A framework for tackling conflict is also provided
that helps managers who find dealing with conflict an unpleasant experience.
5. Development of oratory skills: With fit, healthy and active minds
perform faster and more accurately with minimal stress. How people speak
indicates their state of mind. Nervousness in making public appearance is
often the result of not knowing WHAT to do and HOW to do it! Learn to
control your nervousness and feel the confident - professional image many
seek! This workshop will provide hands-on approach to polish oratory skills,
use projected media, and present like a "pro."
6. Motivating, Coaching & Delegating Any approach to develop management
skills must involve a heavy dose of practical application. At the same time,
practice without the necessary conceptual knowledge is sterile and ignores the
need for flexibility and adaptation to different situations. They will also
discover ways to manage performance of individuals and teams in order to
achieve departmental/ organizational goals and objectives. All these
programmes are aiming at developing specific skills in specific people for
specified purposes.
7. It is believed that leadership skills and business goals are achieved through the
training and development of the employees. To make it more motivating the
participants of the training programme are awarded a course completion
certificate at a graduation ceremony which is held after the completion of the
training programme.
CRITICAL REVIEW ON TRAINING AT MOBILINK
A lot of effort is put by Mobilink in Training its human resource. Organization has
clear policies regarding training needs assessment and procedure for each type of
28
training offered. Training is compulsory for some people in the organization;
however, it is on offer for everyone working at Mobilink. A person in the finance
department is always welcomed by HR department for Customer service training.
A number of training methods are practiced at Mobilink like conflict management
training, supervisory skills training etc. with the help of best in the business.
Saying all that training basically seems to be for the managers and supervisors but
not for the lower level employees. There seems to be a need to increase training
efforts focused to this group.
PERFORMANCE APPRAISAL SYSTEM
Reviewing performance and taking positive steps to develop employees further is a
key function of management and is a major component in ensuring the success of the
company through effective employee performance. A review is about ensuring people
know what levels of performance are expected of them and then taking action to
ensure they are trained and developed to perform effectively.
PRACTICES AT MOBILINK FOR PERFORMANCE APPRAISAL
SYSTEM
Mobilink conducts performance appraisal in order to evaluate their employee’s
current performance or past performance relative to company’s performance
standards. Mobilink try to adapt the performance appraisal in which their employees
understood what his or her performance standards were and that the supervisor also
29
provides the employee with feed back, development, and incentives required to help
the person eliminate performance deficiencies or to continue to perform above par.
There are many performance appraisal methods. Mobilink uses the computerized
performance appraisal method.
In Mobilink the performance appraisal of employees is conducted in December. The
Mobilink HR department has developed a performance appraisal sheet and has
downloaded it on the intranet of Mobilink so that the supervisor performs the
evaluation of the employees. When the supervisor completes the evaluation, he will
send the performance appraisal sheet to the employee for the affirmation with the
ideas of the supervisor if the employee does not agree with the supervisor he will not
sign the PA sheet. When the last date of submission of PA sheet is passed then the HR
department asks the supervisor and the employee about the problem and resolves the
problem.
POLICIES AT MOBILINK FOR PERFORMANCE APPRAISAL
Objectives: The purpose of this policy is to provide a formal review program to
evaluate work performance and to promote communication and discussion of job
performance. The intent of these discussions should be to review current job
performance and responsibilities, set goals, and discuss future opportunities with
reference to past performance at Mobilink.
The Objectives of the Performance Review Program are:
o To measure work performance
o To motivate and assist employees in improving their performance and achieving
their personal/professional career goals
o To identify employees with high potential for advancement
o To provide objective information for making decisions on salary increases,
promotions, bonus and transfers.
o To identify employees training and development
o To provide a solid path for career planning for each individual
30
Frequency of the Performance Review: Informal performance discussions
should be conducted frequently as and when the need arises. These discussions will
provide the basis for an objective summarization of performance during formal
Performance Reviews and allow more time for discussing future plans and
organizational as well as personal objectives. The supervisor is encouraged to make
notes on pertinent points discussed and to place those notes in the employee’s
personnel file.
Formal written performance reviews will be conducted with all employees annually.
Notification along with Performance Evaluation Forms will be sent from the Human
Resources Department in advance with the scheduled performance evaluation date.
All employees will be reviewed at least once at confirmation. Therefore, Performance
Reviews will be held on an annual basis from the date of hiring or more often if
desirable to do so. The supervisor will receive notification of the scheduled review
period from the Human Resources Department.
Policy guidelines: The performance appraisal is done on an annual / basis (from
January 1st to December 31st).
Every employee should know what is expected from him / her through direct
supervisors. He / She should participate in & agree with the goals & objectives set by
himself / herself in accordance with the Company’s business plans & objective goals.
Everyone should have the opportunity to perform & develop according to the set
objectives & agreed upon duties. He / she should also expect self-assessment and
take actions to develop his / her competency level & increase his / her participation in
the achievement of the Company’s objectives.
To ensure openness, consistency & objectivity, the agreed competency framework
covering all aspects of the job should be used as the basis for performance planning
appraisals. Accordingly, it should be well known & clear for both the Employee and
the Manager covered.
Department Heads & Managers involved in performance appraisals should be well
trained & familiar with the applied performance appraisal system & the appraisal
interviewing techniques.
31
The performance evaluation program requires that an annual meeting be held with
each employee; however, Coaching, Counselling and Guidance must be an on-going
process for the desired improvement and development to be achieved.
To give a chance to Subordinates to evaluate their seniors a 360 Degree Evaluation
will be conducted at the time of the Performance Evaluation.
PERFORMANCE APPRAISAL FORMS
The performance appraisal forms will be filled once in a year to get a clear picture of
the employee performance.
APPRAISAL POLICY
The intent of these appraisals is to review current job performance and
responsibilities, set goals and discuss further opportunities with reference to past
performance at Mobilink.
PERFORMANCE REVIEW
At MOBILINK a review is intended to be an open and frank discussion between an
employee and their Team Leader/Manager. Generally there are two elements: first is
the element in which discussion takes place over the strengths and areas which need
to be developed as displayed by the job holder over the past 12 months. The
performance is of course judged comparing the performance against the core
indicators of Job. The second element is concerned with discussing the training
needs/inputs activities that are considered to be appropriate to help the jobholder
overcome some of development areas discussed in the review and also those activities
that are deemed appropriate to build upon their current strengths.
APPRAISAL CATEGORIES
Appraisal category Definition of category
% Of total numbers of
employees which can be
rated in this category
32
1.expert Indicates exceptional
performance
15%
2.very Good Indicate performance that
consistently meets the
requirements of the
position,” very good”
indicates the individual is
on track for
advancements
10%
3. Good Indicated performance
that requires
improvement (i.e. meet
requirements without
initiative or
advancement)
8%
4. Basic Performance to be
improved (hardly meets
requirements)
5%
SOURCES OF PERFORMANCE APPRAISAL
At MOBILINK the primary sources of performance appraisal are the managers and
secondary sources are employees themselves. Though the peers also give their
opinion but it usually does not have any weightage unless a conflict arises between
the manager and the employee.
FEEDBACK
Workers at MOBILINK are informed of their performance and given the opportunity
to express their opinion over their own level of performance against each competence.
This serves the following two main purposes:
It enables the reviewer to redefine whether the initial assessment was correct, as
circumstances may exist that the reviewer is unaware of.
33
By asking the worker what he sees to be his own strengths and development areas
often help to reduce negative responses and makes planning training needs/inputs
activities easier if the person is able to express for himself the areas in which he
feels he can improve.
CRITICAL REVIEW ON PERFORMANCE APPRAISAL
Online 360 degree approach of performance appraisal is adopted at Mobilink for
evaluating employee performance. In the past only 180 Degree approach for
performance appraisal was adopted but now 360 Degree is also in action. This is a
very supportive strategy by the organization because if an employee is not happy with
the evaluation by his supervisor then he has the authority to challenge.
There are a number of rewards that are tied to performance appraisals. So, tool
applied for performance appraisal justifies itself.
CAREER PLANNING & DEVELOPMENT
Mobilink faces much competition in the telecom industry so now they are focusing on
career Management of their employees in which they enable the employees to better
understand and develop their career skills and interests and to use these skills and
interests most effectively both within the company and after they leave the firm.
Career planning is the deliberate process through which someone becomes aware of
personal skills, interests knowledge, motivation, and other characteristics; acquires
information about other opportunities and choices; identifies career related goals and
establishes action plans to attain specific goals. Career development is the lifelong
series of activities (such as workshops) that contributes to a person career exploration,
establishment, and success ad fulfillment.
Mobilink gives promotion to their employees on the performance basis. The Mobilink
HR department develops the employee’s career development plans in which the HR
34
department predicts the next logical step for their employees within five years.
Importance of Career planning in today’s competitive world is as important as any
other HR function. Retaining your valuable Human resource today is one of the
biggest challenges that organizations are facing. So, HR needs to come up with new
strategies. Career planning and development is one of the basic tool and strategy
organizations are using for retaining their employees. This function actually makes
employees feel that they are important to the organization and Mobilink wants them
to be at the top in their careers.
However, at Mobilink this function is not fully performed or we should say this
function is not performed satisfactorily. There are some policies on these but those are
not recognized that well. One point of policy is found along with the compensation
other with the recruitment. There should have been separate head for these policies.
As far as the practices are concerned, all the employees were reluctant to talk about
this during our interview. However, what we analyzed is that career development is
practiced but not that openly. Specially, in case if some employee is considering of
joining the competitor’s firm. If such is a case then organization has discipline
policies for that even.
COMPENSATION AND BENEFIT PLANS
Mobilink has a separate department for compensation. That department deals in
staffing and compensation planning. First of all this department has all the
information regarding who is being employed and how it is performing. What so ever
promises are made to the employees, they know that. So it’s easy for them to design
compensation plans because they know every employee which is being hired.
Compensation and benefit plans are particularly based on performance. If
performance is up to the standards of Mobilink and the employee has good conducts
he is rewarded. After performance evaluation, results are rechecked and matched with
the standards. Based on that, proper compensation plans are designed.
SALARY POLICY
The company will pay salaries of the employees as fallows
o All new employees have to open bank accounts in specified banks prescribed
by the company so that their salary will be credited at the end of each month.
35
o After opening account with the bank employees should forward his account
number to HR.
o Upon termination of services the employee will receive his salary within 15
days up to the time of date of his last working day.
o Upon resignation the employee will be paid his dues during a maximum
period of 15 days from the date he left the job.
SALARY SCALE
Each job is assigned a minimum salary, established according to the salary survey
results, which specifies the minimum salary that may be paid to incumbents in each
job. Minimum through maximum scales is built on a system of mathematical
calculations to allow for overlapping between levels as a result of salary, merit or
promotional increase.
PROMOTIONS
Promotions are also reward management technique to motivate employees. In
MOBILINK promotions are based on the merit and seniority (experience) basis. The
one who performs well consistently over time gets reward in the form of promotion.
PROMOTION POLICIES
The new company structure is in five layers, comprising associates, specialists,
managers, directors and chief officers------in that order starting from the bottom and
working towards the top rung of the ladder.
Until approved otherwise, it would be mandatory for the employees to spend the
following maximum period at each level before a promotion to the next level
depending upon availability of a slot:
Associate 3-4 years
36
Specialist 3-4 years
Manager 2-3 years
Director According to the president decision
Chiefs According to the president decision
However, employees who may not get a chance of promotion due to the non
availability of an existing slot, will be compensated by being “moved over” with in
the new salary range specified by the company
BONUSES
The employee may receive 1 to 3 month bonus subject to evaluation of accomplished
objectives. In Mobilink the reward system is based on the individual performance and
individual employee performance is judged for the reward. The manager of respective
departments recommends a candidate from his section for the reward purpose to HR.
REWARD SYSTEM
MOBILINK considers its employees not just as a cost but also as a resource in which
the company has invested from which it expects valuable returns. Pay policies and
programs are one of the most important human resource tools for encouraging desired
employee behaviors. The advantage of paying above the market average is the ability
to attract and retain the top talent available, which can translate into highly effective
and productive work force.
The incentive schemes and incentive objective have been clearly communicated to all
individuals and weekly progress report is also communicated to all concerned.
Mobilink faces much competition in the telecom industry so now they are focusing on
career Management of their employees in which they enable the employees to better
understand and develop their career skills and interests and to use these skills and
interests most effectively both within the company and after they leave the firm.
37
Mobilink gives promotion of their employees on the performance basis. The Mobilink
HR department develops the employee’s career development plans in which the HR
department predicts the next logical step for their employees within five years.
PRACTICES ON REWARD SYSTEMS AT MOBILINK
Policies regarding the reward systems are practiced quite strictly at mobilink.
Employees are paid when they are supposed to pay. Other rewards are also fast but
they are mostly tenure based rather than performance based.
In policies it is mentioned that the rewards are totally performance based. However,
this policy is not that much followed strictly. Rewards are mostly determined by the
organizational membership and seniority rather then by performance. Promotion is
given on the basis of performance, as well as tenure.
REWARD CATEGORIES AT MOBILINK
Intrinsic and Extrinsic rewards include:
Smart/Quality work
Exceptional performance in a project
Targets achievements
Special assignments
Medical care
Life insurance
Vacations
Relocation
Credit advance policy provident policy/advance against provident fund and a
capping of gratuity
Recreation
38
Club Policy Travel
Education assistance policy
Mobile phone
Business mobile phone policy
Official Blackberry Policy
Life insurance
Medical entitlement
CRITICAL REVIEW
Reward system at Mobilink is quite complicate. The reason for this is that there are
many intrinsic and extrinsic, direct and indirect, compensating and non-compensating
rewards. There is even a department that looks after the motivational aspect of the
employees. How motivation level of employees can be kept to a level so that they can
be more productive. PMO (Project management office) introduces many club
memberships, game shows, lunch arrangement and many more for employee to be
motivated. Similarly, there are special achievement awards at each individual level.
Then there are even team awards, department awards and division awards.
One thing to mention is criteria for rewards. As mentioned earlier in policies, rewards
are performance based. But this is true only in case of achievement awards, group
awards etc. If we observe basic pays and increments then those are not performance
based. Those are more of tenure based. Mobilink does say that all rewards are
performance based. However, it is not the case in practice.
39
OCCUPATIONAL HEALTH AND SAFETY
MEASURES
There is no need for such measures at Mobilink as maximum jobs do not expose you
to the health hazards and are not such that require safety measures. However, there is
a tendency of being safe in every human and that shows when you visit some
Mobilink officer to meet someone of a high designation level. You need to fulfill
various safety measures.
HEALTH & SAFETY POLICIES
The safety of employees is everyone’s responsibility. Accidents, precaution and
efficient work go hand in hand. All levels of employees have a primary responsibility
40
for the safety and well being of all of us. Therefore, interest in practicing safety
prevention must be encouraged by:
a) Setting good examples.
b) Acting upon safety records.
c) Reviewing safety programs.
d) Holding personal interviews or group conferences.
e) Starting activities that will stimulate and maintain employee’s interests.
No phase of operation of administration is of greater importance than accident
prevention. It is the policy of the Company to provide and maintain safe and healthy
working conditions and to follow operating practices that safeguard all employees and
result in safe working conditions and efficient operations. Proper First Aid Kit will be
available at all Mobilink Offices including remote locations.
EMPLOYEE RELATIONS
It is the company policy to ensure that the required standards of performance and
conduct are maintained. The disciplinary procedure is intended only as a statement of
Company policy and management guidelines. It does not form part of the contract of
employment or otherwise have contractual effect.
Discipline Procedure
Warning may be addressed to the employees verbally and in written
through their immediate supervisor. The warning shall refer to the
contraventions committed by the employee and will serve to remind the
employees the he/she abide by the company rules and regulations in
performing his/her work, and that this contravention should not be
repeated in future.
41
A written letter may be addressed to the employee describing the
contravention committed. The employee will also be notified that a higher
penalty may be inflicted on him in the contravention is repeated in future.
The warning letter may be registered in the employees personal
file .issuance of written warning can be recommended by the respective
supervisor and HOD. It will be issued by the HR department after approval
of VP HR.
Deduction from the salary will be an amount of employee salary
depending on the type offence and decision taken accordingly.
The employee may be suspended from performing his or her duties for a
period of time as conveyed in written.
Unauthorized absence of more then two times in Six month can result in
termination of employment.
An employee who is absent from the job with out satisfactory explanation
is considered to be an unauthorized unpaid absence.
Discrimination, intimidation and harassment based on sex, race, religion,
age, color, disability, sexual orientation and cultural background is
prohibited at the workplace.
The Head of Department should maintain direct control of all disciplinary records. A
copy of all records must be placed on the employee's personal file in the Human
Resources Department.
All warnings will remain upon the employee's personal file indefinitely, but will
normally be disregarded for disciplinary purposes after the following periods:
Stage 1 - Verbal warning: 03 months
Stage 2 - Written warning: 06 months
Stage 3 - Final written warning: 12 months
Stage 4 - Dismissal
These time periods may however be extended in appropriate circumstances taking
into account the nature of the offence. The time period will commence from the date
of the letter/memorandum confirming the warning, even though any specified time for
improvement has expired.
42
PENALTIES
Employee’s services may be terminated in following cases
INSUBORDINATION
Willful failure to carry out reasonable orders including the performing of job
assigned by supervisor.
DISHONESTY
Falsification of any official company records will subject to the termination
without prior notice.
VIOLATION OF SAFETY RULE
Failure is refusal to conform to safety practices or the misuse of safety device.
VIOLENCE
Causing a disturbance on company property resulting from fighting.
PROFANITY OR INDECENT CONDUCT
The use of profane language or engaging in immoral conduct.
INTOXICATION
Coming to work under the influence of drugs or bringing drugs into the
facility.
WILLFUL DAMAGE TO PROPERTY
Careless spoilage, destruction of company property or material.
ONE DAY ABSENTEEISM
43
Unauthorized absence from work for one day without notifying employer.
MISREPRESENTATION
Deliberate misrepresentation of past history or other important matters.
ACCEPTING MONEY OR GIFT
Taking advantage of one’s positions to accept money or gift is against the
rules of company.
MOTIVATION
As we know MOBILINK is highly aware of how to motivate its employees in the best
way. This can be judged by the enthusiasm and good spirit that people show in
performing their jobs. There is a well-devised system that MOBILINK follows for the
purpose of motivation. It includes both financial and non-financial rewards along with
the major Motivators and Dissatisfies.
The company recognizes the importance of making people drive towards their goals
and the basic step towards this is made through recognizing the value of importance
that the company gives to its employees. MOBILINK has a set of financial rewards,
medical, dental, vision and life insurance, retirement plan, educational refund
assistance, paid vacation days, family and work life balance benefits and profit
sharing plan, Annual bonus opportunities, company cars etc. other ways in which
employees are motivated are:
Employees are safe in knowing that they will be rewarded for any exceptional
work. This reward is not only monetary. It is accompanied by the employee being
given recognition and greater empowerment.
44
Employees are given a very beautiful and healthy work environment. Special
attention is given to make the physical environment most productive. This is why
MOBILINK offices are considered to be the most well decorated and organized.
As we know MOBILINK has a desire to promote the high achievers from with in
the company. Positions are given on merit and are transparent and fair in nature.
There is no special treatment. Therefore each employee knows that he can aim for
the top and actually get there. This has proved to be a great source of motivation
for the employees of MOBILINK.
MOTIVATIONAL FACTORS
Mobilink is a leading telecom company and all the employees working there feel
pride in affiliating them with the organization. It’s the biggest intangible motivational
factor. Affiliating with organization, employees are self motivated to work and loyalty
comes from within. However they have other factors too. They believe in praising the
good work done by employees and reward them on that. Reward may be tangible or
intangible. They also arrange parties in which star performers are highlighted. Also
they have informal meetings after performance evaluation and supervisors,
subordinates, colleagues talk about there success and are motivated through intrinsic
factors. Delegation of authority and empowerment re the tools which they use to
motivate employees and that is how they keep up the good work.
45
CONCLUSION
To conclude Mobilink has a strong HR system. That is the reason we didn’t found
much discrepancies in what management says, what policies state and what
employees say. 90 % of the times they were same. There are some minor
discrepancies but they are adjustable with little effort.
RECOMMENDATIONS
Mobilink has a strong HR system. That is the reason we didn’t found much
discrepancies in what management says, what policies state and what employees say.
90 % of the times they were same. However, there were some discrepancies that need
attention and their adjustment can make this HR system best in Pakistan.
Following are some of the recommendations based on those discrepancies:
46
1. Human resource department is not fully authorized to take all the decisions.
Though HR department claims to have the overall management of the
company but that actually is not the case. There are many HR decisions that
are taken by the other department. So, there should be a clear delegation of
authority regarding decision making for HR department.
2. One thing we observed during our project was that employees were not aware
of the in depth policies. The main reason that we have understood for this is
their lack of knowledge about policies formulation. Employees are not
encouraged to give suggestions in policy formulation. So, our suggestion is
that employees should be consulted while policy formulation stage.
3. Benefits and rewards are too complicated for anyone to understand. Though
there are many of these but most of employees even have not information as to
for what benefit they can go for. So, Mobilink should simplify its reward
system for its employees to understand well.
4. The decision making is delegated to managers with goals set for each term
promotion, hiring and firing is virtually in the immediate boss’s hand. This
practice can cause disharmony among employees for power. Team based
structure (like the one at PMO) should be preferred in all departments
5. Mobilink pursues Zero-tolerance policy for disciplinary actions. This is good
but not in all cases. Mobilink should look towards its discipline polices and try
to be a bit more lenient.
6. Mobilink HR lacks in terms of career planning and development. This
important function of HR does not have recognition in Policies’ statement.
Mobilink should have a look at this.
7. Mobilink uses only policy specified sources for recruitment which are only 5.
In this way it can loose some potential applicants that can be asset to
organizations, just because they were not well communicated. So, Mobilink
should increase its recruitment sources
47
REFRENCES:
http://thefinancialdaily.com/tfd-weekly/telecom-review/mobilink-revenues-
users-towering-high-29988.aspx
http://telecompk.net/2007/10/01/mobile-market-2007-mobilink-at-top/
48
