Final_Mobilink_Mba

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.

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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).

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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 20002500 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.

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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”

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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.

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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 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.

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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  Business community  Govt. organizations 8

 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.

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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

6. Human resources 7. Administration and legal affairs & government relation department 8. Internal audit department 9. Customer services

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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 o Leave and medical record o Final settlements and provident fund o Policies and procedures o Employees record and recreation



OD AND EFFECTIVENESS 11

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. 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 12

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:

Mobilink’s Competitive Environment Economic, Political, Demographic, Competitive and Technological Trends

Company’s Strategic Situation

Company’s Strategic Plan

Company’s Internal Strengths and Weaknesses

Company’s HR strategies

Organizational Performance

Formulation of HR policies

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Formulation of HR practices

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 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.

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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. They do develop employees for there career planning but no formal succession planning is practiced.

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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. 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 Employee referrals

Sources of External Recruitment Job fairs

Internal advertising

University Hunts Advertising

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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. 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. ALevel 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. 17

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.

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.

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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. Leadtime of at least ten working days should be given for selection of candidates. The Human Resources Department would place internal advertisements and / or shortlist suitable candidates from the databank. If no suitable candidate is found, advertisements will be placed in media. The Human Resources Department shall, upon the 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 / 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

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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. 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.

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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 Training is a planned effort by a company to facilitate employees learning of jobrelated 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.

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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 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. 22

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 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 Duration of Surety

Overseas Training 23

Cost to be recovered

Up to 6 Days Between 7 and 10 Days Between 11 and 15 Days More than 15 Days

6 Months 1 Year 1 ½ Year 2 Years

Full Full Prorated after One Year 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 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. 24

•

Conflict management training

•

People management training

•

Communication skills

•

Anger management

•

Time management training

•

Teamwork training etc

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

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“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. 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

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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. 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

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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 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

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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 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

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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

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 30

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. 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 31

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 % Of total numbers of Appraisal category

Definition of category

employees which can be

1.expert

Indicates exceptional

rated in this category 15%

2.very Good

performance Indicate performance that

10%

consistently meets the requirements of the position,” very good” indicates the individual is on track for 3. Good

advancements Indicated performance

8%

that requires improvement (i.e. meet requirements without initiative or 4. Basic

advancement) Performance to be

5%

improved (hardly meets requirements)

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.

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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.

•

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 33

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 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. 34

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. 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. 35

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

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. 36

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. 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 37



Vacations



Relocation



Credit advance policy provident policy/advance against provident fund and a capping of gratuity



Recreation



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.

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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.

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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 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 40

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. •

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: •

Stage 3 - Final written warning:

•

Stage 4 - Dismissal

06 months 12 months

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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.



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 42

Careless spoilage, destruction of company property or material.

•

ONE DAY ABSENTEEISM 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

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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.

•

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 44

motivate employees and that is how they keep up the good work.

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. 45

Following are some of the recommendations based on those discrepancies: 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

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REFRENCES: •

http://thefinancialdaily.com/tfd-weekly/telecom-review/mobilink-revenuesusers-towering-high-29988.aspx

•

http://telecompk.net/2007/10/01/mobile-market-2007-mobilink-at-top/

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