Final Project

Human Resource Management

Group Members:
Muhammad Furqan Zeb
Rao Sabir Vaquar
Uzair Bin Zafar
Muhammad Abdullah
Ibrahim Sohail Dar
 Table of contents
 Telecom Industry of Pakistan
 Recruitment Process
 Types of recruitment
 Selection Process
 Interviews
 Diagram of recruitment & selection process
 Ufone
 Zong
 Telenor
 Conclusion
 Bibliography
RECRUITMENT & SELECTION IN TELECOM
INDUSTRY OF PAKISTAN
 Telecom Industry of Pakistan
Telecommunication is the assisted transmission of signals over a distance for the purpose of
communication. In earlier times, this may have involved the use of smoke signals, drums,
semaphore, flags or heliograph. In modern times, telecommunication typically involves the use
of electronic transmitters such as the telephone, television, radio or computer.
Telecommunication plays a vital role in development of a country. It provides the prime services
that an economy needs for rapid growth, development and modernization. Economy grows,
demand for telecom services increases to conduct the increased number of economic transactions
in the expanded economy. PTA successfully liberalized the telecom sector of Pakistan in an
efficient, transparent and fastest deregulation of telecom in the region. The Government of
Pakistan gave the status of Industry to Pakistan Telecommunication Sector with de-regulation of
telecom sector. Since the inception of Pakistan, basic telecom services were being provided by a
monopolist, previously called as Telephone and Telegraph department (T&T). In 1947, Pakistan
had only 14,000 operational telephone lines. In 1962 the Telegraph & Telephone services were
separated from the Postal Department. In the mid-1980s heavy capital investment was made to
develop the telecom sector. The Telegraph and Telephone (T&T) Department was converted into
Pakistan Telecommunication Corporation on 15th December 1990. Cellular mobile services in
Pakistan commenced in 90s when two cellular mobile telephone licenses were awarded to Paktel
and PakCom (Instaphone) for provision of cellular mobile telephony in Pakistan. Despite a
difficult time for Pakistan economy, generally the telecom sector exhibited positive but slow
growth in terms of revenue, subscribers and teledensity. Teledensity of the country jumped from
44.06% in 2006-07 to 58.8% in 2007-08. in 1HFY09 it reached to 60% Highest in the Region.

PTA has issued 3 licenses for basic telephony to PTCL, NTC & SCO to provide fixed line
services in designated areas along with 5 mobile phone licenses. Wireless local loop (WLL)
technology was introduced in Pakistan in 2004. Till now, PTA has issued 92 WLL licenses to 17
telecom companies for operations in different telecom regions. WLL services are available in
more than 1,894 cities of Pakistan. Similarly, a total of 84 licenses have been issued for the
provision of Fixed Local Loop services to 38 telecom companies. So far 6 companies have
launched their services, with limited network coverage in few cities of Punjab and Sindh. PTA
has issued 14 licenses to 14 telecom companies for the provision of Long Distance &
International (LDI) Services in the country, out of which 13 companies are operational. Internet
services are now available in more than 2,339 cities/villages of Pakistan. The broadband services
are also expanding in the country and currently there are more than 30,000 cable broadband
connections with an estimate of 32,282 registered DSL subscribers in Pakistan.

Telecom sector is an important sector of Pakistan’s economy contributing reasonably in the

national GDP. During the last year, its contribution in terms of taxes was more than Rs. 101
billion, which has risen to Rs. 111.6 billion in 200 7-08.
 Recruitment & Selection
Recruitment: Recruitment refers to the process of attracting, screening, and selecting
qualified people for a job at an organization or firm. For some components of the recruitment
process, mid- and large-size organizations often retain professional recruiters or outsource some
of the process to recruitment agencies.

The recruitment industry has five main types of agencies: employment agencies, recruitment
websites and job search engines, "headhunters" for executive and professional recruitment, niche
agencies which specialize in a particular area of staffing and in-house recruitment. The stages in
recruitment include sourcing candidates by advertising or other methods, and screening and
selecting potential candidates using tests or interviews.

Basically there are some steps for the recruitment process:

First of all identify, whether there is a vacant job or not. Then attract qualified people for that
job, after that collect their CV’s. Then short list people from that recruitment pool & call these
short listed people for the interviews.

Process:

Job analysis: The proper start to a recruitment effort is to perform a job analysis, to document
the actual or intended requirement of the job to be performed. This information is captured in a
job description and provides the recruitment effort with the boundaries and objectives of the
search. Oftentimes a company will have job descriptions that represent a historical collection of
tasks performed in the past. These job descriptions need to be reviewed or updated prior to a
recruitment effort to reflect present day requirements. Starting a recruitment with an accurate job
analysis and job description insures the recruitment effort starts off on a proper track for success.

Sourcing: Sourcing involves 1) advertising, a common part of the recruiting process, often
encompassing multiple media, such as the Internet, general newspapers, job ad newspapers,
professional publications, window advertisements, job centers, and campus graduate recruitment
programs; and 2) recruiting research, which is the proactive identification of relevant talent who
may not respond to job postings and other recruitment advertising methods done in #1. This
initial research for so-called passive prospects, also called name-generation, results in a list of
prospects who can then be contacted to solicit interest, obtain a resume/CV, and be screened

Screening and selection: Suitability for a job is typically assessed by looking for skills, e.g.
communication, typing, and computer skills. Qualifications may be shown through CV’s, job
applications, interviews, educational or professional experience, the testimony of references, or
in-house testing, such as for software knowledge, typing skills, numeracy, and literacy, through
psychological tests or employment testing. Other resume screening criteria may include length of
service, job titles and length of time at a job. In some countries, employers are legally mandated
to provide equal opportunity in hiring. Business management software is used by many
recruitment agencies to automate the testing process. Many recruiters and agencies are using an
applicant tracking system to perform many of the filtering tasks, along with software tools for
psychometric testing.

Onboarding: "Onboarding" is a term which describes the introduction or "induction" process.

A well-planned introduction helps new employees become fully operational quickly and is often
integrated with a new company and environment. Onboarding is included in the recruitment
process for retention purposes. Many companies have onboarding campaigns in hopes to retain
top talent that is new to the company, campaigns may last anywhere from 1 week to 6 months.

Types of Recruitment and Selection: In most organizations, recruitment and selection

utilizes several outlets: internally, externally or an internal promotional selection. In most cases,
a company will allow current employees to apply for the position before posting the position
externally.

Internal Recruitment: When a position opens in an organization, it is typically posted on

the company's intranet and in common areas, such as cafeterias, break rooms and departmental
information boards. If an employee is interested in the position, she is normally required to go
through a similar process as an external candidate. The employee will submit her resume and
cover letter to human resources, and if she is qualified, the employee will be scheduled for an
interview with human resources and the hiring manager.

External Recruitment: If no internal candidates are selected for an open position, the
company will post the position externally on Internet job boards, local newspapers and ask its
employees for referrals. In most cases, employee referral programs are established and if an
employee refers an outside candidate that is hired, the employee will receive a cash bonus.
Human resources will screen resumes of candidates that applied, and select resumes that are
qualified for the position.

Selection: In simple terms, selection is a process in employment function which starts

immediately upon receipt of resumes and application letters, the major concern being reviewing
resumes for basic qualifications. A job seeker who does not meet the required qualifications is
not an applicant & should not be considered. It is a process which should be based on job related
qualifications, education, experience, skills & abilities as described in job description. Selection
is the process of matching the qualifications of applicants with the job requirements. Once you
have a pool of applicants, the next step is to select the best candidates for the job. This usually
means whittling down the applicant pool by using the screening tools like tests, assessment
centers, and background and reference checks. Then the prospective supervisor can interview
likely candidates and decide who to hire. After the candidates are shortlisted for, then the
selection process starts. Selection process includes interviews & other written tests, that
candidate should have to pass. There are different types of interviews. After those interviews the
final candidate is selected for the job. Then another interview is conducted in which offer has
been given to him about the job salary. Then it depends on the candidate whether to join the
organization or not.

Interviews: A job interview is a process in which a potential employee is evaluated by an

employer for prospective employment in their company, organization, or firm. During this
process, the employer hopes to determine whether or not the applicant is suitable for the job.

There may be formal or informal:

Informal Interviews: Many employers invite applicants for informal interviews prior to the
main selection procedure. These interviews are useful for information exchange, particularly in
the case of professionals. They provide an opportunity to discuss the full nature of the job, the
working environment, prospects for further development and promotion. There seems to be some
ambiguity as to whether informal interviews should be used as part of the pre-selection process
by the employer rather than self-selection by the candidate. The crux of the issue depends on
what interviewees have been told. If they have been led to believe that it is a truly informal
information session they will not consider the process to be fair if they are subsequently told that
they have not been shortlisted as a result.

Formal Interviews: Despite the existence of alternative methods of selection most

employers regard the formal selection interview as the most important source of evidence in
making the final decision. A selection interview can be neatly defined as a conversation with a
purpose, but not infrequently the purpose is obscure to the point of invisibility. More often than
not, pointless chat would be nearer the mark. The interview has attracted severe criticism for a
very long time - being attacked on the grounds of its subjective nature, questionable validity and
unreliability.

Role of HR & Operational managers in selection: In most organizations both

operating managers and personnel specialists are involved in selections decisions. Generally,
more effective employee evaluation and selection decisions are made when more than one
person is involved in the decision making process. The operating manager should have more to
say about the evaluation and selection decision than their HR specialist. The following chart will
illustrate the thing easily:
Diagram illustrates a formal recruitment & selection process:
 Ufone
Ufone GSM is a Pakistani GSM cellular service provider. It is one of five GSM Mobile
companies in Pakistan and is a subsidiary of Pakistan Telecommunication Company. It has a
subscriber base of 20.05 million as of July 2009. It is currently owned by United Arab Emirates
based Etisalat. The company commenced its operations under the brand name of Ufone from
Islamabad on January 29 2001. Ufone expanded its coverage and has added new cities and
highways to its coverage network. PTML is a wholly owned subsidiary of PTCL. established to
operate cellular telephony. The company commenced its operations, under the brand name of
Ufone from Islamabad on January 29 2001.

During the year, as a consequence of PTCL’s privatization, 26% of its shares were acquired by
Emirates Telecommunication Corporation (Etisalat). Being part of PTCL, the management of
Ufone has also been handed over to Etisalat. During the year July 2005 to June 2006, further
expanded its coverage and has added new cities and highways. Ufone has network coverage in
more than 750 cities, towns and across all major highways of the country.

During the year Ufone completed the network expansion of Phase 4 in existing as well as in new
cities and towns which amounted to more than US Dollar 170 million. As a result the asset base
of the Company has increased from Rs. 20 billion to Rs. 27 billion.

During the year Ufone adopted the policy of simplified tariffs with no hidden charges, which
resulted in positive impacts on the usage trends of subscribers as well as total subscriber base,
which has increased from 2,579k in June 2005 to 7,487k in June 2006. Ufone currently caters for
international roaming to more than 195 live operators across 119 countries and introduced
International roaming facility for Prepaid subscribers in Saudi Arabia, United Kingdom, United
Arab Emirates, Singapore, Portugal and Kuwait with lowest rates, featuring no security deposit
and activation charges. GPRS Roaming facility is available with more than 75 Live Operators
across 59 countries.

The company has also been awarded a new License for providing cellular services in Azad
Jammu & Kashmir and the Northern Areas.

Career at Ufone: Ufone is a place where you can live your dreams and pursue a career that
reflects your skills and passions. We give you flexibility for change, the opportunity to learn, and
providing career options with endless possibilities.

Their People make Ufone a great company and an exciting place to work with a shared desire to
learn leading edge skills and stretch beyond their limits. Ufone is an equal opportunity employer.

Ufone provides an equal opportunity for qualified people to apply. Many of the graduates start
their career from Ufone & they got a lot of experience from the organization. Ufone provides
their employees great opportunities to train & develop their career. Ufone send their employees
to different cities & sometimes countries for training. These training increases the confidence
level of employees, in return they’ll work harder for the organization.
Culture:
Ufone is a dynamic organization with an equally empowering culture that allows people to make
the most of their skills, personality and career. As a company we deliver solutions that drive
business value, create social value and improve the lives of every customer.

Values:
The stimulating corporate culture of success comes from what we value as a company and how
we live those values as individuals.

Integrity & Mutual Respect: We do the right thing.

Teamwork: We work together to get the job done.
Creativity: We seek creativity and “outside the box” thinking
Empowerment: We enable our people to make decisions with responsibility which increases
loyalty and fosters ownership.

People:
Ufone is a special place to work. Employees at Ufone gain help in developing their capabilities
and are recognized and competitively rewarded for their performance.

We believe that all employees at Ufone have a right to offer input and be involved in helping
their team grow. Creating a work environment in which employees can improve their minds,
continuously learn, gain professional growth and feel inspired by similarly motivated individuals
is fundamental at Ufone. In turn, we expect that employees share Ufone’s vision for company,
team and individual growth and that employees will strive to make a difference every day. This
exemplifies Ufone’s commitment to people.

U & Us Internship Program

About U & Us Internship Program

Internships are a great way to learn about an occupation and get work experience at the same
time.

Ufone offers paid 6-8 weeks internship programs to fresh graduates, college students from
various disciplines in all the major departments.
This program is designed in such a way that it ensures maximum learning in your chosen career
area and provides you an insight into our company, work and people.

Internship Benefits:
 You will receive valuable on-the-job training, opportunities to learn, coupled with
challenging projects and assignments.

 You will have the opportunity to meet and work along side management and contribute to
company's growth through professional participation
  The internship at Ufone is objective/assignment based. These are reviewed and evaluated
at the end of internship. In addition, interns are paired with a mentor for further guidance. A
project summary is required to be submitted to the supervisor and HR at the end of your
internship.

 Ufone offers an empowering culture that allows people to make the most of their skills,
personality and career.

HR department of Ufone
Ufone’s human resource department is in the head office, which is in Jinnah Super, Islamabad.
The HR department of Ufone is functioning very efficiently.

HR department in any organization is very significant, no one can deny from its importance.
Because human beings working in an organization are the most precious asset of that
organization. Ufone also knows that the secret of success of there business lies in their human
resources. The basic and core function of HR Department is to select and keep the right person
for the right job, because there is a man behind machine.

Currently there are over 1500 permanent employees working in Ufone nationwide. On the entry
level the HR Department is mostly taking MBA graduates. According to Ufone their belief is
that "Their people are their greatest asset”. The HR team takes great pride in acknowledging the
contribution of each employee. Ufone focuses a lot on HR Developmennt and for that the HR
team ensures:

•Staff of Ufone consists of world class Professionals and Ufone ensures that the right systems are
in place to encourage people to develop to their full potential

•Collaborative and mutually supportive work environment is created that encourages people to
grow

•Team of professionals is built which delivers expertise by participating in business decisions

•Performance Management and Reward Systems are developed which underlies the Business
strategy of Ufone

•A clearly defined Recruitment & Selection policy is defined

•The need for Training & Development of employees is assessed

•Compensation & Benefit plan is developed which ensures that employees are motivated

Ufone is basically equal employment opportunity organization. Almost 70% of its employees are
male and 30% are female. The job description of each and every employee is predefined.
Performance appraisal is done on annual basis. Average age of Ufone employee is 32 years. This
shows that they prefer young and energetic people for their middle and lower level management.
High profile well experienced persons are considered for top level management. Average Salary
is 12000 for a Ufone employee.

At Ufone profiles of all the employees containing data relating their payroll, leaves, benefits etc
is saved in a database known as HRIS. Ufone uses a locally procured HRIS which is to be
upgraded using Enterprise Resource Planning (ERP).

Modes of Recruitment at Ufone

Online Application Form: There is an online application form on the website of Ufone, on
which any person who thinks is qualified can fill that form & upload his CV. This is an easy way
to collect CV’s, but because thousands of CV’s are collected on the website, so then it is difficult
for them to select the most suitable CV’s. For this purpose they use a HRIS, in which the
standards have been written. CV’s which meet the standards automatically have been selected. It
is also a cheaper way of recruitment because it does not requires too many resources.

Ufone also provides information about any vacancy on the job search websites; like rozee.pk.

Advertisement: Advertisement is also used for attracting the qualified people. Advertisement
is mostly done in the newspaper in Job’s section. Television is not used for recruitment. In
newspaper they provide much information about the job & the criteria for the job. Mostly Ufone
do not advertise for jobs.

Recruitment Pool: From time to time employers approach the HRM program staff to help
them find suitable applicants for positions within their organization. The majority of approaches
is for new or near graduates. Many people drop their CV’s to the company. Then a recruitment
pool is made of that CV’s & then HR department chose the right person for the right job.

ESS (Executive Surgeon Selection): This is also one of the modes of recruitment. It is
only used for senior posts in the organization. For e.g. post of senior manager.
 Selection Process in Ufone
Qualified candidates are shortlisted for the specific job, mostly the final short list is of 2 or 3
candidates for the post of management trainee, but it depends on the post. When short listing is
completed then candidates have been asked to come for the first interview with all their original
documents. The person should come along with all the original documents in which educational
& personal documents like ID cards are included. HR Department of Ufone selects the best
person who can do the job. This is also make sure that the selected person can handle the tasks
under pressure. The person which is selected for the job can adjust himself according to the
culture of organization. Person selected on the job should have such behavior that he can work
individually as well as he can work with the team. Every person selected on the job, whether for
a senior post, junior post or a technician. He must have ability to communicate with others. It is
also called as cultural communication. Age also matters in hiring people on job.

Interviews in Ufone
Mostly three interviews are taken by the new employee. In Ufone they do formal interview with
the candidates; the interview is structured & planned. First interview is taken by the senior
manager of that specific department, in which the candidate is applying. In the first interview the
senior manager take some technical tests of the person. It is only done if a person is applying on
some technical post like IT, but now days this process is done for all vacancies. If the candidate
is passed by the senior manager then he will be called for the second interview. The second
interview is taken by the HR department, in which questions are asked to judge the personality
and confidence of the employee. Some ability tests, IQ or EQ tests have also been taken. HR
department will take their decision in the 2nd interview. In the third interview that candidate has
been called which the company wants to give him/her an opportunity. In third interviews
questions are asked like how much pay is he/she expected & for how much span of time he/she is
willing to work with the company. How much people in the family are dependent on him. In that
last interview the company then place an offer to the candidate, then it depends on him whether
to join the organization or not. The last interview is the panel interview, in which there are two
HR managers & one is the senior manager of that specific department.

Recruitment Problems in Ufone

Looking at the Ufone recruitment process mostly they are using internal recruiting source as
their main source. I have found some discrepancies in ufone system, which is worth mentioning.

Lack to follow due process policy. Due to this they are losing their ace employees. Due to lack of
proper advertisement they are unable to grab the best employees for their organization. They are
not following the lead the market pay strategies due to which they are suffering from high
turnover.
 Zong
Paktel is a mobile telecommunication company in Pakistan. It was the first ever company
granted license to carry out cellular phone services in Pakistan, set up by cable & wireless. It
carried out AMPS services until 2004, when the company launched GSM services as well. Its
main competitor emerged in late 1990s as Instaphone and soon began to dominate the market.
However after the launch and rapid success of Mobilink in 1998, both services lost market share.
In 2003, Millicom Corporation, who at that time were majority owners of Instaphone, bought
Paktel for a sum rumoured to be $1 from Cable & Wireless. Millicom installed a new
management team headed by John Tumelty, former CEO of Instaphone, and Chief Financial
Officer David Ordman. In January 2007 Millicom sold Paktel for $284 million to China Mobile.

China Mobile's first overseas subsidiary, China Mobile Pakistan has the license to offer and
operate voice, data and all value added services in the entire country. One of the fastest growing
cellular markets in the world, Pakistan is a key region that is likely to offer expansion
opportunities as well the chance to make a difference in the lives of a growing clientele that is
demanding and understands and appreciates better quality and service standards.

Zong is China Mobile's brand in Pakistan. China Mobile Pakistan (CMPak) is a 100% subsidiary
of China Mobile. China Mobile's first overseas operation came about when it acquired a licence
from Millicom to operate a GSM network in Pakistan. CMPak markets its products under the
brand name "ZoNG". CMPak has invested more than US$ 700 million in the telecom sector in
Pakistan and an additional US$ 800 million will be invested till the end of year 2008. PTA
(Pakistan Telecommunication Authority) has announced that it may resolve the frequency issue
with China Mobile, as it was one of the main reasons for pullout by Millicom International
Cellular S.A.

Millicom International Cellular S.A. on Sunday, 22 January 2007, said it will sell its 88.86
percent stake in Paktel Ltd. to China Mobile for $284 million, which includes the repayment of
intercompany debt. The sale implies an enterprise value for Paktel of $460 million, Millicom
said in its press release.Merrill Lynch advised China Mobile on the transaction.On 4 May 2007,
Paktel was renamed to CMPak. And then, on 16 May 2007, China Mobile announced that it had
upped its stake in CMPak to 100%. Moreover, PTA (Pakistan Telecommunication Authority) has
announced that it may resolve the frequency issue with China Mobile, as it was one of the main
reason for pullout by Millicom International Cellular S.A. China for first time with investing in
PakTel will try to rock the telecom sector of Pakistan by introducing its cellular service named
Zong, which offers the most popular and most subscribers in universe. China Mobile is the
world's largest telecom operator. Having a customer base of over 300 million customers, its
network routes 700 million text messages every day and handles 250 million calls every
hour.China Mobile is perhaps the only cellular network that provides uninterrupted, reliable
coverage through tunnels, on highways, inside sky scrapper elevators as well on top of Mount
Everest.One of the unique features of China Mobile servicing excellence is to customize its
products, services and tariffs to suit the individual needs of its huge subscriber base. There are
hundreds of payment/tariff options to choose from according to one's usage pattern, budgetary
limitations and nature of use.China Mobile's first overseas subsidiary, China Mobile. Pakistan
has the license to offer and operate voice, data and all value added services in the entire country.
One of the fastest growing cellular markets in the world, Pakistan is a key region that is likely to
offer expansion opportunities as well the chance to make a difference in the lives of a growing
clientele that is demanding and understands and appreciates better quality and service standards
CMPak has now rebranded Paktel to Zong.

Zong’s Mission
“To be the leading mobile operator of Pakistan by continuously innovating and offering
exceptional quality services to be good corporate citizen and envoy of friendship between china
and Pakistan core value .responsibility makes perfection”

Zong’s HR Department
The HR department of zong very strong because all their employees are motivated towars their
work and organization.

Main functions of HRM in ZONG

 Recruitment
 T&D
 Compensation and benefit operation department

Changes have been brought in ZONG due to HRM

 Employee development
 Employee appraisals

Issue arisen from management perspective of ZONG due to HRM

 Employee satisfaction

Sources for selection and recruitment

 Online selection
 Adds
 Interviews
 Personal references
 Assessment test for call center
Selection Criteria ZONG

 Jobs are planned

 ZONG focus on internal selection as well as external selection

Orientation criteria of ZONG

 Orientation is given to every employee who is new in ZONG

Training criteria of ZONG

They give training to employees both internally and externally but 50% focus is on internal
training and 50% on external training. The training methods ZONG used are

 On the job training

 International training(china)

Performance measurement/appraisal in ZONG

Performance is measured on the basis of

 Annual appraisal
 6 -MONTH appraisal

Process of performance appraisal in ZONG

Online appraisal system, managers and employees mutually understand appraisal then HR
review it and give final approval

Compensation & benefits criteria in ZONG

ZONG gives

 Medical
 Bonuses

Recruitment Policy of Zong

The proposed change in existing recruitment practice is to ensure that the HR move from
traditional administrative personnel function to more effective value-adding Human
Resources Management function. The objective of the proposed procedure is to ensure that
the HR unit drives and takes the ownership of the process from start to the end. This will
ensure prompt identification of top quality candidates and quick replacements of vacant
positions in the shortest possible time.
 Recruitment Procedure in Zong
The procedure is valid for vacant existing and new position. In order to fill a vacant or a new
position, HR needs to ensure that the Recruitment Approval Request (RAR) has been
submitted and approved by Millicom before the start of the process. RRF form should have
Job Description as its attachment. Once the above requirements are completed, HRS will
prepare the profile of the candidate using the RRF form. The profile will include all relevant
key competencies required for the said position. It is, therefore, important that the said form
is completed carefully.

The profile will first be circulated within the organization to give the opportunity to staff
members. This step will be conducted for all positions and the deadline for the response is
two days. If the management ascertains that there is no suitable candidate within the
organization, it will then skip this process and advertise the post externally. The concerned
unit is responsible for ensuring the availability of funds for external advertisement. Once the
CVs are received in the HRS, it will stamp date of receipt on each. After the deadline of the
application, HRS will sift through all applications as per the profile. All potential
applications will either be market “I (interview), “R” (reject) or “F” (future use). The HRS
assumes this responsibility to ensure that the sifting is done purely on competitive basis and
as per profile only. After screening the applications, marked “I”, and narrowing them down
to, say ten or fifteen; HRS will hold a session with the head of the concerned department to
further narrow down the applications to five or six candidates. After the above procedure,
interview panels will be formed as follows: For all positions at grade G5/O4/S4 and below –
Immediate supervisor and HRS representative. For all positions above grade G5/O4/S4 –
Immediate supervisor, senior HRS representative and a senior staff member, above the level
of the said position, from any other unit within the organization.

Selection & Interviews in Zong

The interview process is based on consensus recruitment methodology. Each member of the
interview panel will individually interview all short-listed candidates. Each member of the
interview panel will have a format containing dimensions highlighted in the candidate’s profile –
Dimension Scoring Matrix (DSM).

The interviewer should focus on the past behavioral examples and probe further to conclude
understanding of the focused areas and must ensure that he/she (interviewee) identifies as many
complete Situation Action Results (SARs) events as possible – matrix. Each interviewer will be
scoring, individually, the dimensions based on SARs identified during the interview.

After the conclusion of the interview process, the interviewers should get together to consolidate
notes, on the format Dimension Scoring Matrix Consolidation (DSMC) attached , for each
candidate and finalize their recommendation based on the Final Average Score – attached as. All
position above grade G5/O4/S4 would require management approval for the issuance of the offer
letter.

The appointment letter will be issued only after receiving clearance from the company doctor on
the medical fitness of the prospective candidate.

At any stage, the concerned unit will NOT indulge in any kind of discussion pertaining to
remuneration or any kind of implied commitment. Compensation and benefits are administered
solely by the HRS. The successful candidates after test and interview are required to fill a surety
bond.

Probation Period: Six months training period shall be treated as probation period, during the
probation period/after final test the Company shall assess the employee and fix his salary/place
of duty accordingly.
 Telenor
With over 90 million satisfied customers worldwide, Telenor is one of the pioneers of mobile
technology and has steadily grown to stand amongst some of the biggest cellular companies of
the world. With 150 years of cellular experience and network spreading over 13 countries,
Telenor is in Pakistan to offer quality of cellular communication never experienced before. They
have opened their services recently in India under the brand name Uninor.

The organization under coverage is Telenor, which is Norway's largest telecommunication

company and one of the fastest growing providers of mobile communications services
worldwide.

Telenor – Paksitan, one of the leading and yet the most innovative Telecommunication
Company’s in Pakistan, serving over 500 destinations in just over a year after its launch that took
place on 23rd March 2005. It acquired the license of GSM service provider in Pakistan in 2004.
Telenor has become the second largest cellular network in Pakistan. Telenor has its corporate
headquarters in Islamabad, with regional offices in Karachi and Lahore. Telenor has successfully
signed interconnect agreements with all four incumbents during December 2004, allowing its
subscribers to exchange voice and data with subscribers on all active mobile networks including
Paktel, Instaphone, Ufone, Mobilink and Warid.

History of Telenor
Telenor started off in 1855 as a state-operated monopoly, named Telegrafverket as a provider of
telegraph services. The first ideas for a telegraph were launched within the Royal Norwegian
Navy in 1848, but by 1852 the plans were public and the Parliament of Norway decided on a
plan for constructing the telegraph throughout the country. Televerket began by building from
Christiania (now Oslo) to Sweden (Norway was at that time in a union with Sweden) as well as
between Christiania and Drammen. By 1857 the telegraph had reached Bergen (west coast) via
Sorlandet (south coast) and by 1871 it had reached Kirkenes (north coast). Cable connections
were opened to Denmark in 1867 and to Great Britain in 1869. The telegraph was most
important for the merchant marine who now could use the electric telegraph to instantly
communicate between different locations, and get a whole new advantage within logistics.

Career at Telenor
Why Join Telenor:
Telenor offers exciting and challenging careers with competitive pay, excellent benefits and
exceptional advancement opportunities. They care about our employees and provide them with a
relaxed and enriching working environment. Their training and further education programs
ensure a high professional standard amongst our employees. They believe that a talented and
loyal workforce plays a crucial role in the organization’s ongoing business success.
Equal opportunities for all:
Telenor maintains a policy of non-discrimination towards all employees and applicants for
employment. All aspects of employment with Telenor are governed by merit, competence,
suitability and qualifications, and will not be influenced in any manner by gender, age, race,
color, religion, national origin or disability. Today, their workforce proves that; with 18%
women working at all levels in the organization, both foreign and local educational backgrounds.

Focus on management development

Telenor's management and organization is imbued with joint values. The Group Management has
devised five leadership requirements that apply to all managers in the Group, and all
management groups shall discuss what these requirements mean to them. The demands are:

 Passion for business

 Change and constant renewal
 Operational excellence
 Empower people
 Integrity

HC @ Telenor Pakistan
Human Capital Division at Telenor believes in continuous improvement and is taking the
standards of service to the utmost levels of excellence.

From providing the best administrative support to facilitate employees work life to creating
benchmark security solutions, we are a team of enthusiastic, energetic young people who are
geared to perform the best always!
From being the best in providing benefits to our employees to the best in providing development
opportunities, we have managed to create a culture of passion for business, operational
excellence and constant renewal.
We are committed to assisting employees in exploring, developing and maximizing their full
potential, encouraging continuing education through internal and external training and
development opportunities.

Career Development in Telenor

Telenor we are passionate about our business and our people. We believe that our employees
have the talent to constantly develop and challenge the way we work. To stay on top we reward
employees that take active charge of their own future. There is a number of supporting
opportunities that our employees can take advantage of:

 International job and project opportunities for development and knowledge sharing.
 Possibilities to work virtually and globally and use latest technical solutions.
  Best in class development programmes led by internationally recognized schools for
leaders and experts.

The Telenor Development Process:

Throughout the year you will have personal feedback and guidance through the Telenor
Development Process (TDP). You and your manager will discuss performance and
achievements, your ambitions and how you can continue to grow and influence change in
Telenor.

Along with the dialogues, TDP will support you in target setting and review of your talents by
the management team. Through the employee survey you will be voicing your opinion and be
part in developing Telenor’s unique performance culture.

Personal and professional growth:

We believe that Experience, Exposure and Education – our 3E formula, where work experience
is of most importance - are the key to your development. We reward fresh thinking and
encourage our employees to seek new experiences and challenges within the Telenor system.
Apart of inspiring job opportunities and projects, you can take advantage of one of our best in
class development programmes:

 Core
 Accelerate
 Expand

Recruitment Policy of Telenor

Experience: HR needs the experience of 3-5 years for managerial positions. They also hired
fresh graduates for their customer service department. They also provide opportunities to fresh &
qualified candidates in other departments too. For executive level job they require experience of
1-2 years.

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

EEO: Telenor Pakistan follows EEO. They maintain a policy of non-discrimination towards all
employees and applicants for employment. Telenor Pakistan has no discrimination in sectioning
whether candidates are women, minority or disable. They only focus on skills, experience and
qualification.

CV Submission: Interested applicants should submit their CV to their official site and
followings channels:

hctelenor.com.pk

Telenor Pakistan - Moaiz Center, 13-K, F-7, Islamabad

Approaching and Interviewing: Once they receive your CV, they will assess it according
to there recruitment policy. There recruitment methodology is based on looking at capabilities
i.e. sets of behavior, skills and knowledge that can be determinants of job success.

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

Keeping details on file: If there is no specific job in the area of an individual's application,
or an applied for position has already been filled, they will hold all details in there

Careers database for up to one year, with the consent of the applicant. Within this period, should
any vacancy arise to which they feel the applicant would be suited, he/she will automatically be
considered.

Record Verification: All the information provided is checked and verified by the related
areas and any false or fake information provided can lead to the strict disciplinary action.
 Recruitment Procedures in Telenor
Telenor Pakistan is using both internal and external methods for recruitment.

Internal Recruitment
Telenor Pakistan prefers internal recruitment. They use several methods for internal recruitment.

E-mail: When there is any vacancy in the organization they send mail to all of the employees.

Job posting: Whenever a vacancy of a job is made HR department announces it in the

organization with the help of intranet by which employees apply for their own or can contact
their relatives.

Replacement charts: By the help of replacement charts HR department can easily fill up a
vacancy by giving promotions to the lower ones by this way they can fill the vacancies. This
promotion depends upon the performance of the employee.

External Recruitment
These are the methods of external recruitment in Telenor Pakistan

Advertisement: They are using advertisements for recruitment purpose. For this the way is
only newspapers and this way is used in very least cases.

Reference hiring: When ever a vacancy is made then the information is spread out all over
the organization by which employees can contact their relatives for the job.

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

E-recruitment: They also post there job application form on their web site so that by this way
employees can save their time and efforts.

Tool for external recruitment according to level: For top managers and middle
managers they are using the way of e-recruitment by which they can collect CV’s from
applicants very easily, after that the selection is in the hands of HR department. For operatives
they have totally outsourced their recruitment function to companies, these companies
automatically select those operatives and then send them to the organization. All these schemes
are used to save time and to divide efforts.
 Drawbacks
Their biggest weakness is that they have outsourced their most of the functions which is
consuming so much extra money. The conditions for contractual employment and internship
applicant are very strict by which applicants have to face problems. Another problem is that they
are not hiring employees from the same family which is a problem in coordination between
employees. They are not using advertisements through newspapers due to which recruitment is
not completed successfully.

Selection Policy of Telenor

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

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

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

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

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

Steps in Selection Procedure for middle manager

STEP1: Recruitment process

STEP 2: Collecting CV’s

STEP 3: Short listing of applicants as per job description

STEP 4: First interview on telephone

STEP 5: Short listing of applicants in first interview

STEP 6: Second interview with supervisor

STEP 7: Final interview with the head of HR department

STEP 8: Formal offer made to the selected candidates

STEP 9: Reference check

STEP 10: Orientation

STEP 11: Candidate handed over to immediate supervisor

Steps in Selection procedure for top manager

STEP 1: Recruitment process

STEP 2: Collecting CV’s

STEP 3: Short listing of candidates as per job description

STEP 4: First interview on telephone by supervisor

STEP 5: Second interview with the head of HR department

STEP 6: Final interview by CEO

STEP 7: Formal offer made to selected candidate

STEP 8: Reference check

STEP 9: Orientation

Drawback
The biggest weakness is the outsourcing of selection of first line managers and operatives, they
have completely outsourced the selection of operatives to the other companies, due to which best
operatives cannot be selected according to the needs of the organization. The selection procedure
for contractual employment and internship applicants is very difficult, the offers are very limited
and process is very strict so that they have to face so many problems to get the job.
 Analysis
Ufone, Zong & Telenor has same recruitment & selection process to some extent. There are
minor changes in the procedures of three organizations. They all are telecom companies so that’s
why similarities between the procedures are there.

One major difference which we identify while doing our project is that Telenor & Ufone mostly
use internal recruitment, but Zong mostly use external recruitment procedure. The reason is that
Zong want to hire new & qualified graduates so to capture the cream candidates of the market.
Ufone & Telenor are very large organizations with an old setup in Pakistan as compared to Zong.
So they provide opportunities to their existing employees.

Telenor is one of these three organizations that are following their policies very fairly. In Ufone
some of the policies are not being followed. Zong is also focusing on their policies, they are
actually in a developing stage, and they had to make an ethical organizational environment.

These three organizations are working for a same purpose i.e. telecommunication in Pakistan, so
that’s why some how their organizational structures are similar to each other.

All of these are centralized at higher authorities & decentralized at regional level.
 Conclusion
Telecom industry is most growing industry of Pakistan still huge investment required for
coverage. The market also has strong competition after the entrance of China Mobile Company
as player. Companies are hiring professionals to entertain the consumer which is resulting
technological implementation and value added services.

Ufone is a place where one can live his dreams and pursue a career that reflects his skills and
passions. People in Ufone give flexibility for change, the opportunity to learn, and providing
career options with endless possibilities. The managers at Ufone believes that all employees have
a right to offer input and be involved in helping their organization grow.

Telenor has the best HR department in the telecom industry. They have launched their services in
2005 & very quickly capture a large market. This is all because Telenor hire best employees &
give them training to make them capable to face the competitive world. Telenor is giving the best
pay packages to its employees in whole telecom industry. They are attracting the new generation
graduates by their highly professional work environment.

Zong is also focusing on the betterment of their HR department. They are giving full opportunity
to the fresh graduates. It is a good time to join Zong, because it is a continuously developing
company & it’s a better chance in it to develop a good career.

.
 References
www.google.com.pk

www.wikipedia.org

www.wikianswers.com

www.scribd.com

www.telenor.com.pk

www.ufone.com

www.zong.com

press.telenor.com

www.telecompk.net

www.ntcpk.com/ufone.htm