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Term Paper on HRM practices in Grameen Phone Limited

Submitte To Sadia Tangem Lecturer of School of Business U.I.T.S

Submitted By Abul Asad Saimon "d.Al #asan Shohag "d.%a&ib #asan "d.%ea( "orshed %uby Begum 083101 ! 0$!103$! 0$'100 0 0$'100)! 0$'101)3

Uni*ersity of Information Technology + Sciences

,ate of Submission- 10.08. 011 L/TT/% 01 T%A2S"ITTAL

10August 011 Sadia Tangem Lecturer ,e3artment of Business Administration Uni*ersity of Information Technology + Sciences4 Submission of a %e3ort on- #%" 3ractices in 5rameen 6hone Limited ,ear "adam4 This is our 3leasure to accom3lish the 6ro7ect 8or& 9"5T3'1: and submit the re3ort 0n ;5rameen3hone limited<. 8e 3re3ared the re3ort on the basis of the Study on #uman %esource 3lanning and 3ersonnel 3olicies of 5rameen 3hone limited a leading telecommunication com3any in Bangladesh. This re3ort is 3re3ared on the basis of both 3rimary and secondary data. 6rimary data =as collected by >uestioning the concerned 3eo3le of the com3any during the 3eriod of the =or&ing hour? =hile secondary data =as collected from *arious 3rinted documents li&e annual re3ort etc.of the com3any. Although? the main 3ur3ose of the re3ort is to 3ro*ide an insight to #uman %esource 3lanning and 3ersonnel 3olicies of 5rameen3hone limited4 a leading telecommunication com3any in Bangladesh. 8e =ould li&e to e@3ress our gratitude to you for your tiresome effort for us =hich 3ro*ided the o33ortunity to com3lete this 3ro7ect. Than& you for your &ind consideration. Aours Sincerely4 Abul Asad Saimon "d.Al #asan Shohag "d.%ea( "orshed "d.%a&ib #asan %uby Begum

Ac&no=ledgement 8e than& our honorable course teacher4 Sadia Tangem4 Lecturer of the U.I.T.S 9Uni*ersity of information technology + Sciences: in 9Business Administration ,e3artment:4 for allo=ing =or& on this 3ro7ect. 6riceless suggestion4 constant guidance4 ad*ice and *ery feasible hel3 throughout the 3ro7ect =or& =hich smooth the com3letion of this 3ro7ect. To entire staff =ithout =hose interest and coBo3eration =e could not ha*e 3roduced this study. A s3ecial than& to the 5rameen3honeCs em3loyee4 for these guidance4 insight and encouragement in the =riting and com3ilation of this re3ort. #is in*aluable su33ort and 3atience throughout this 7ourney has been unreal and is a33reciated from the bottom of our heart. .At last once again =e li&e to 3raise those 3ersons =hoe*er com3rehends this 3ro3osal4 =ith the name of Almighty. /@ecuti*e Summary It is the leading telecommunications ser*ice 3ro*ider in the country =ith more than 1D million subscribers as of ,ecember 00). 5rameen3hone has been recogni(ed for building a >uality net=or& =ith the =idest co*erage across the country =hile offering inno*ati*e 3roducts and ser*ices and committed afterBsales ser*ice. 5rameen3hone has al=ays been a 3ioneer in introducing ne= 3roducts and ser*ices in the local mar&et. 56 =as the first com3any to introduce 5S" technology in Bangladesh =hen it launch edits ser*ices in "arch 1$$).The technological &no=Bho= and managerial e@3ertise of Telenor has been instrumental in setting u3 such an international standard mobile 3hone o3eration in Bangladesh. Being one of the 3ioneers in de*elo3ing the 5S" ser*ice in /uro3e4 Telenor has also hel3ed to transfer this &no=ledge to the local em3loyees o*er the years. It also loo&s into the 3ossible shortcomings in the =ay human resource 3olicies are conducted at 5rameen3hone Ltd and a33ro3riate recommendations are 3ro*ided for im3ro*ement.

E02T/2TS E#A6T/% 1 Introduction 1.1. 5rameen6hone 3rofile 1. . Sco3e of study. 1.3. 0b7ecti*e of the study 1.'. Sources of data 1.!. "ethodology used for data collection 1.D Limitations of the study E#A6T/% 0rgani(ational 6rofile .1. Eom3any information . . #istorical Bac&ground .3. Shareholder 6rofiles .'. "anagement 6rofile .!. 0=nershi3 Structure .D. Fision .). "ission statement .8 56 6roduct and ser*ices .$ 0rgani(ational 0*er*ie=

E#A6T/% 3 #%" As3ects of the 0rgani(ation 3.1. Gob Analysis 3. . #uman %esource 6lanning 3.3. %ecruitment + Selection 3..' Training + ,e*elo3ment 3.!. Eom3ensation 3.D. /m3loyee %elation 3.). 6erformance a33raisal 3.8. /m3loyee Safety + health 3.$. /m3loyee "oti*ation

E#A6T/% ' %ecruitment + Selection '..1 The 7ob '.. %ecruitment + Selection 3rocess of the 7ob '. .1. 1inding Facant 6ositions '. . . Attracting the 1ield '. .3. Short Listing '. .'. Selection Test '. .!. /m3loyment Inter*ie= '. .D Selection ,ecision '. .) Gob 0ffer '. .8 /*aluation + /m3loyment Eontract E#A6T/% ! 1indings and Analysis !.1. 1indings and Analysis E#A6T/% D Eonclusion4 %ecommendation and Bibliogra3hy D.1 %ecommendations D. Eonclusion D.3 %eference

Chapter: 1 1.1GrameenPhone Profile : 5rameen6hone is a dynamic and leading country=ide 5S" communication solutions 3ro*ider. It is a 7oint *enture com3any bet=een Telenor and 5rameen. 5rameen3hone Ltd.4 the largest telecommunications ser*ice 3ro*ider in Bangladesh4 recei*ed its o3erating license in 2o*ember 1$$D and started its ser*ice from "arch D4 1$$). 2o=4 after 13years of successful o3erations4 5rameen3hone is the largest mobile 3hone ser*ice 3ro*ider in Bangladesh4 =ith more than 8 million subscribers as of 2o*ember 008. In this research4 =e =ant to &no= the customer 3erce3tion4 satisfaction of the ser*ice >uality of 5rameen3hone. 1.2 Scope of the Study: The study =ill be conducted onC The 6ractice and Administration of #uman %esource "anagement in 5rameen3hone Ltd. to construct a critical analysis on %ecruitment and Selection. It also includes the Training4 Eom3ensation and A=ards for em3loyment 3ers3ecti*e from a holistic 3oint of *ie=. This 6ro7ect re3ort co*ers1. Literature %e*ie= H A brief re*ie= on the theories and 3rinci3les of 5rameen 3hone Ltd. o3erating in Bangladesh. ..,escri3tion of 5rameen3hone Ltd. as a com3any H A descri3tion of the establishment of 5rameen3hone Ltd. its mission4 *ision4 goals4 ob7ecti*es4 a33roaches4 acti*ities4 areaco*erage4 administrati*e structure4 legal entity and other information. 3. Farious /m3loyment Sectors and Ser*ices of 5rameen3hone Ltd. H The different ty3es of 3roducts and ser*ices offered by 5rameen3hone Ltd. '.#uman %esource 3lanning of the organi(a tion H 0*erall descri3tion of #% 3lanningsystem of the com3any 5rameen3hone Ltd. !. 6rocess of %ecruitment and Selection in the organi(ation H By identifying a s3ecific 7ob the total recruitment and selection 3rocess has been discussed =ith *arious issues. D. Training and ,e*elo3ment 3rocess of the organi(ation H a brief discussion of the #% training and de*elo3ment 3rocess and 3ractices of the organi(ation.

). 6erformance A33raisals and 3romotions of the organi(ation H A brief descri3tion of theorgani(ationCs current 3ractice in the sectors of 3erformance a33raisals and 3romotions.

8. A Summery of the 1indings and /*aluation H A brief descri3tion of the findings and e*aluation of my study from a holistic 3oint of *ie=. This is merely a descri3ti*e re3ort. "ost of the dataCs and informationCs are collected through informal inter*ie=s =ith the res3ecti*e e@ecuti*es. 1. !"#ecti$e of the Study: The main 3ur3ose of the study is to com3are the theoretical &no=ledge =ith 3ractical scenario and at the same time get an inBde3th &no=ledge about #uman %esource 3lanning and 3ersonnel 3olicies. In order to ser*e this 3ur3ose the follo=ing 0b7ecti*es ha*e been satisfiedITo learn about the im3ortant en*ironmental influences effecting 5rameen3hone Ltd. ITo learn about the #% 3ractices of 5rameen3hone Ltd. ITo learn about the 0rgani(ational Eulture of 5rameen3hone Ltd. ITo de*elo3 and recommend some im3lemental suggesti*e measures. After successful com3letion of the course =or&s4 this re3ort is 3re3ared and 3resented by the grou3 members to the 6ro7ect Su3er*isor for the e*aluation of their 3ractical 3ers3ecti*e. The 6ro7ect %e3ort is 3re3ared on a real life study =ith the te@t 3ers3ecti*e in a 3ractical =ay. 1.% Sources of &ata All the re>uired information =ere gathered at the source through informal inter*ie=s4 careful obser*ation4 consultation of boo&s4 5rameen3hone LtdCs internal circulars4 5rameen3hone LtdCs #% manual and office records. 1or this 3ur3ose the 5eneral "anager and some /@ecuti*es 9Admin: has been inter*ie=ed. The ma7or sources of information for study are as follo=s1. Secondary ,ataa:%e3orts and ,ocuments of the 5rameen3hone Ltd. i.e. Annual %e3orts4 Brochures etc. b:Internet. c:Business and Trade Gournals. d:2e=s3a3ers and "aga(ines. e: 0thers. . 6rimary ,ataa: Inter*ie= =ith the 5rameen3hone LtdCs /m3loyees and 6ersonnel. B: 0bser*ation.

1.' Methodolo(y used for the &ata Collection: 1. Literature re*ie=H A =ide range of literature =ill re*ie=ed to gather necessary information about the sub7ect matters of this study. These literatures include the te@ts4 3rofile4 annual re3orts4 documentation4 different "anuals etc. .0bser*ationH A thorough and insightful obser*ation =ill be conducted on the *ariousAdministrati*e4 Inter*entional and "ar&eting 3hiloso3hies4 a33roaches and 3ractices tocollect benchmar& information. 3.Inter*ie=H Study and information gathering through inter*ie=ing em3loyees and 3ersonnelin*ol*ed in the AEICs inter*entions4 administration and other acti*ities. '.1ield *isitsH Fisit to the field le*el acti*ities to generated *ital information and enhanced thestudy. !. ,iscussionH ,iscussion =ith the staffs and other related 3ersons to generated benchmar& information for the study as a com3rising tool and also im3ortant instructions from the 3ro7ect su3er*isor. 1.) Limitations of the Study: The ma7or limitation of this re3ort is that no 3re*ious study is done before on 5rameen3honeLtd.Cs o*erall #% 3ractices. So no secondary study material =as a*ailable. The study is hea*ily relied on obser*ational and informational method =hich has its o=n disad*antages and not a *ery effecti*e method. There is a 3articular de3artment for #%" but they donCt share all things for their la=. Although the ", and the administrati*e officersC + #% officerCs gi*e someinformation about #% 3ractices. /m3loyees =ere reluctant to gi*e information4 as they are afraidthat their cor3orationsC information might get lic&ed outside. Some other limitations of the study are mentioned belo= H 1.Eom3etitorsC information could not be gathered due to their 3ri* acy 3olicy. ThatCs =hy com3etiti*e analysis could not be made. . The *olume and magnitude of information collection is another limitation of this 3ro7ect. The amount of information needed to conduct such ty3e of assessment is *ast4 but that c o u l d n o t b e g a t h e r e d . T h a t C s = h y? t h e 3 r o 7 e c t m i g h t l a c & s u f f i c i e n t c l a r i t y a n d credibility. %ather4 it recommends further and larger study on the matter. 3.The study area =ill be the nonBgo*ernment organi(ation so the collection of informationCs >uite hard.

'. The organi(ation is rigid to re*eal the data associated =ith the em3loyment 3olicy and labor relations. Though I &ne= + had access to much information4 but there are still some im3ortant things =hich I couldnCt get hold of + they donCt e*en 3refer to disclose those in front of general 3eo3le.

Chapter: 2 2.1 Company *ntroduction: 5rameen3hone Ltd. has ste33ed into its 11th year of o3eration4 ha*ing com3leted its tenth year on "arch D4 00). It is the leading telecommunications ser*ice 3ro*ider in the country =ith more than 1D million subscribers as of ,ecember 00). 5rameen3hone has been recogni(ed for building a >uality net=or& =ith the =idest co*erageacross the country =hile offering inno*ati*e 3roducts and ser*ices and committed afterBsalesser*ice.5rameen3hone has al=ays been a 3ioneer in introducing ne= 3roducts and ser*ices in the localmar&et. 56 =as the first com3any to introduce 5S" technology in Bangladesh =hen it launchedits ser*ices in "arch 1$$).The technological &no=Bho= and managerial e@3ertise of Telenor has been instrumental in setting u3 such an international standard mobile 3hone o3eration inBangladesh. Being one of the 3ioneers in de*elo3ing the 5S" ser*ice in /uro3e4 Telenor hasalso hel3ed to transfer this &no=ledge to the local em3loyees o*er the years. 2.2 Historical +ac,(round: 2o*ember 84 1$$D 5rameen3hone =as offered a cellular license in Bangladesh by the "inistry of 6osts and Telecommunications "arch D4 1$$) 5rameen3hone launched its ser*ice on the Inde3endence ,ay of Bangladesh 2o*ember !4 00D After almost 10 years of o3eration4 5rameen3hone has o*er 10 million subscribers Se3tember 04 00) 5rameen3hone announces 1! million subscribers. 5rameen3hone is no= the leading telecommunications ser*ice 3ro*ider in the country =ith more than 0 million subscribers as of Gune 008.6resently4 there are about 30 million tele3hone users in the country4 of =hich4 a little o*er one million are fi@edB3hone users and the rest mobile 3hone subscribers. Starting its o3erations on "arch D4 1$$)4 the Inde3endence ,ay of Bangladesh4 5rameen3hone has come a long =ay. It is a 7oint *enture enter3rise bet=een Telenor 9D J:4 the largest telecommunications ser*ice 3ro*ider in 2or=ay =ith mobile 3hone o3erations in 1 other countries4 and 5rameen Telecom Eor3oration 938J:4 a nonB3rofit sister concern of the internationally acclaimed microBcredit 3ioneer 5rameen Ban&.0*er the years4 the com3any has so far in*ested more than B,T 104)00 crore 9US, 1.D billion:to build the net=or& infrastructure since its ince3tion in 1$$). It has in*ested o*er B,T 34100crore 9US, '!0 million: during the first three >uarters of 00) =hile B,T 4100 crore 9US, 310million: =as in*ested in

00D alone. 5rameen3hone is also one the largest ta@3ayers in thecountry4 ha*ing contributed nearly B,T )000 crore in direct and indirect ta@es to the 5o*ernment /@che>uer o*er the years. 0f this amount4 o*er B,T 000 crore =as 3aid in 00D alone.Since its ince3tion in "arch 1$$)4 5rameen3hone has built the largest cellular net=or& in thecountry =ith o*er 104000 base stations in more than !)00 locations. 6resently4 nearly $8 3ercentof the countryKs 3o3ulation is =ithin the co*erage area of the 5rameen3hone net=or&.5rameen3hone =as also the first o3erator to introduce the 3reB3aid ser*ice in Se3tember 1$$$. It established the first 'Bhour Eall Eenter4 introduced *alueBadded ser*ices such as F"S4 S"S4fa@ and data transmission ser*ices4 international roaming ser*ice4 8A64 S"SBbased 3ushB3ullser*ices4 /,5/4 3ersonal ring bac& tone and many other 3roducts and ser*ices. The entire 5rameen3hone net=or& is also /,5/.56%S enabled4 allo=ing access to highBs3eedInternet and data ser*ices from any=here =ithin the co*erage area. There are currently nearly 3million /,5/.56%S users in the 5rameen3hone net=or&.5rameen3hone nearly doubled its subscriber base during the initial years =hile the gro=th =asmuch faster during the later years. It ended the inaugural year =ith 184000 customers4 304000 bythe end of 1$$84 D04000 in 1$$$4 1$34000 in 0004 ')14000 in 0014 ))!4000 in 00 4 1.1D millionin 0034 .' million in 00'4 !.! million in 00!4 11.3 million in 00D4 and it ended 00) =ith1D.! million customers. 1rom the *ery beginning4 5rameen3hone 3laced em3hasis on 3ro*iding good afterBsales ser*ices. In recent years4 the focus has been to 3ro*ide afterB sales =ithin a short distance from =here the customers li*e. There are no= more than D00 56 Ser*ice ,es&s across the country co*ering nearly all u3a(ilas of D1 districts. In addition4 there are 81 5rameen3hone Eenters in all the di*isional cities and they remain o3en from 8amB83m e*ery day including all holidays. 56 has generated direct and indirect em3loyment for a large number of 3eo3le o*er the years.The com3any 3resently has more than !4000 full4 3artBtime and contractual em3loyees. Another 1004000 3eo3le are directly de3endent on 5rameen3hone for their li*elihood4 =or&ing for the 5rameen3hone dealers4 retailers4 scratch card outlets4 su33liers4 *endors4 contractors and others.In addition4 the Fillage 6hone 6rogram4 also started in 1$$)4 3ro*ides a good incomeBearningo33ortunity to more than 804000 mostly =omen Fillage 6hone o3erators li*ing in rural areas.The Fillage 6hone 6rogram is a uni>ue initiati*e to 3ro*ide uni*ersal access to telecommunications ser*ice in remote4 rural areas. Administered by 5rameen TelecomEor3oration4 it enables rural 3eo3le =ho normally cannot afford to o=n a tele3hone to a*ail the ser*ice =hile 3ro*iding the F6 o3erators an o33ortunity to earn a li*ing.The Fillage 6hone initiati*e =as gi*en the L5S" in the EommunityL a=ard at the global 5S"Eongress held in Eannes4 1rance in 1ebruary 000. 5rameen3hone =as also ad7udged the BestGoint Fenture /nter3rise of the Aear at the Bangladesh Business A=ards in 00 . 5rameen3hone=as 3resented =ith the 5S" AssociationKs 5lobal "obile A=ard for MBest use of "obile for Social and /conomic ,e*elo3mentK at the 35S" 8orld Eongress held in Singa3ore4 in 0ctober 00D4 for its Eommunity Information Eenter 9EIE: 3ro7ect4 and for its #ealthLine Ser*ice 3ro7ectat the 35S" 8orld Eongress held in Barcelona4 S3ain4 in 1ebruary 00).5rameen3hone considers its em3loyees to be one of its most im3ortant assets. 56 has ane@tensi*e em3loyee benefit scheme in 3lace including 5ratuity4 6ro*ident 1und4 5rou3Insurance4 1amily #ealth Insurance4 Trans3ortation 1acility4 ,ay

Eare Eentre4 EhildrenKs/ducation Su33ort4 and #igher /ducation Su33ort for em3loyees4 inBhouse medical su33ort andother initiati*es. 2. Shareholder Profiles: TelenorB0=nershi3- !!.80Jmillion mobile subscribers =orld=ide.8orldKs se*enth largest mobile ser*ice 3ro*ider in terms of subscribers.#a*e o3erations in 13 countries.Strong subscri3tion gro=th4 3articularly in Asian o3erations.2amed the sector leader in mobile telecommunications by the ,o= Gones Sustainability Inde@es 9in =hich year:.%e*enues 00$- US, 1).1! bn 8or&force 00$- '0000Listed on the 0slo Stoc& /@change and head>uartered in 2or=ay Telenor as is the leading telecommunications com3any of 2or=ay listed on the 0slo Stoc& /@change =ith a mar&et ca3itali(ation of US, $.0 bn as of 2o*ember 1 4 008.In addition to 2or=ay and Bangladesh4 Telenor has interests in mobile tele3hony com3anies in S=eden4 ,enmar&4 #ungary %ussia4 U&raine4"ontenegro4 Thailand4 "alaysia. 6a&istan and Serbia =ith more than 1!0 million mobile subscribers =orld=ide as of Se3tember 304 008 5rameen TelecomB0=nershi3- 3'. J 5rameen Telecom is a non3rofit com3any affiliated =ith 2oble a=ard =inning 5rameen Ban& 03erates LFillage 6honeL 3rogram to o*er $)40)$ 9N . 010: rural. #ead >uartered in 0ha&a4 Bangladesh. 5rameen Telecom 9L5TEK: is a notBforB3rofit com3any in Bangladesh4 =or&ing in collaboration =ith 5rameen Ban&4 =inner of the 2oble 6eace 6ri(e in 00D4 along =ith 6rofessor "uhammad Aunus. 5/Ks mandate is to 3ro*ide4 easy access to 5S" cellular ser*ices in rural Bangladesh and create ne= o33ortunities for income generation through selfBem3loyment by 3ro*iding *illagers4 mostly 3oor4 rural =omen4 =ith access to modern information and communicationBbased technologies

2.% Mana(ement Profile:

Arild Oaale E"0 Goining ,ateSe3tember 104 00$

Arnfinn 5ro*en E60 Goining ,ateGanuary 1$4 00$

Oa(i "onirul Oabir EE0 Goining ,ateSe3tember 14 00$

"ahmud #ossain EEA0 Goining ,ate"arch 84 010

%aihan Shamsi ,e3uty E/0 and E10 Goining ,ate"arch $4 010

Tan*eer "ohammad ET0 Goining ,ateGuly 14 010

Tore Gohnsen E/0 Goining ,ate"arch 14 011

2.' !-nership Structure: The shareholders of 5rameen3hone contribute their uni>ue4 inBde3th e@3erience in both telecommunications and de*elo3ment. It is a 7oint *enture enter3rise bet=een Telenor 9!!.8J:4 the largest telecommunications ser*ice 3ro*ider in 2or=ay =ith mobile 3hone o3erations in 1 other countries4 and 5rameen Telecom Eor3oration 93'. J :4 a nonB3rofit sister concern of the internationally acclaimed microBcredit 3ioneer 5rameen Ban&. The other 10J shares belong to general retail and institutional in*estors. The technological &no=Bho= and managerial e@3ertise of Telenor has been instrumental in setting u3 such an international standard mobile 3hone o3eration in Bangladesh. Being one of the 3ioneers in de*elo3ing the 5S" ser*ice in /uro3e4 Telenor has also hel3ed to transfer this &no=ledge to the local em3loyees o*er the year.

2.) .ision: 8eCre here to hel3 9This *ision crystalli(es customer focus as the cornerstone of e*erything they do- hel3ing customers get the full benefit of communications in their daily life. Its official slogan ;Stay EloseP<

2./ Mission Statement: The *ision =ill be achie*ed by QEonnecting Bangladesh =ith ease and care QBeing userBfriendly

Q6ro*iding *alue for money Q6ro*iding sim3le and timely connections Q#a*ing a right and understandable 3rocess. .alues: "a&e it /asy? Oee3 6romises4 Be Ins3iring4 and Be %es3ectful

8eKre 3ractical. 8e donKt o*er com3licate things. /*erything =e 3roduce should be easy to understand and use. 2o =aste. 2o 7argon. Because =e ne*er forget =eKre trying to ma&e customersK li*es easier.

1or our customers4 ma&ing it easy =ill be addressing some *ery fundamental customer needs. They need sim3licity. Solutions and ser*ices that are easy to buy4 easy to use and are built to meet their needs. Solutions and ser*ices that =or& =ell. /*erything =e set out to do should =or&4 or if you donKt get it4 =eKre here to hel3. 8eKre about deli*ery4 not o*er 3romising B actions not =ords. 1or our customers4 this =ill mean they can build trust in us. The solution or ser*ice =or&s B if not4 =e are there to ma&e it =or&. They need us to deli*er on time4 to e@3ected le*els of >uality4 and at a fair 3rice. They need us to be strong on action4 not on fine =ordsR 1or em3loyees e*ery=here4 this means... 8e follo= through. 8e ne*er launch something ne= before it =or&s as it should =or&. 8e arri*e on time and =e deli*er on time. 8e commit to concrete4 realistic 3romises to our customers B and deli*er on our 3romises

8e are creati*e. 8e stri*e to bring energy into the things =e do. /*erything =e 3roduce should loo& good4 modern and fresh. 8e are 3assionate about our business and customers. 1or our customers4 this =ill mean they =ill =ant to engage =ith us4 =ill a33reciate our inno*ati*e and modern a33roach4 =ill a33reciate our future 3roofed solutions and ser*ices4 and =ill ac&no=ledge our category leadershi3. 1or Telenor em3loyees e*ery=here4 this means... that =e li*e u3 to the challenge and ins3ire our

colleagues and customers K =al& the tal&R 8e must call for creati*ity at e*ery le*el4 sho= care4 energy and 3assion. Be fresh and direct4 and demonstrate a canBdo attitude.

8e ac&no=ledge and res3ect local cultures. 8e do not im3ose one formula =orld=ide. 8e =ant to be a 3art of local communities =here*er =e o3erate. 8e belie*e loyalty has to be earned. 1or our customers4 this =ill mean each of them can e@3ect to be treated li&e an indi*idual. /ach of them =ill feel *alued4 understood and listened to4 and their needs acted u3on. 0ur Brand-

A connection e@ists bet=een e*ery 3erson regardless of the distance that se3arates. And each 3erson is designed to see& out those connections4 to stay in touch. 5rameen3hone ser*es as that correlating string that connects thousands of 3eo3le across the country4 across the =orld. It ma&es the daunting 3hysicality of distance and time tri*ial. And thus it bring 3eo3le together4 holding their dreams and ho3es4 7oys and sorro=s4 hel3ing them stay close. This 3o=er to connect all4 eliminating all differences4 is the 3o=er of 5rameen3hone B the 3o=er to create magic for e*ery common man4 the magic of lo*e4 the magic of closeness.

Smile

The 5rameen3hone Smile 3re3aid connection no= gi*es you more freedom4 more o33ortunities and more reasons to smileRR Tal& to all your 5rameen3hone friends at only T&. 0.'$.min in the s3ecial hour and only at T&. 1.!0.min at other 3ea& and offB 3ea&hours. Aou can also call other o3erator numbers at only T&. .00.min. There is also the su3er off H 3ea& hour =hich allo=s you to ma&e 56B56 calls at T&. 0.'$.min4 and other o3erators at T&. 1.00.min. S"S rates are B,T 0.!0 3er S"S to 1n1 numbers and B,T 1.00 to other 56B56 and other o3erator numbers S3lore

S3lore is a 3ost3aid connection and is a*ailable =ith "obile to "obile =ith BTEL connecti*ity. BTEL incoming is absolutely free in S3lore. IS, facility =ill be a*ailable if your security de3osit is B,T 3000 or you ha*e Ban& 5uarantee from UEB. Shoho#

5rameen3hone 3re3aid connection comes =ith this 3reBacti*ated 3ac&age =here you =ill be able to tal& to any o3erator number at a lo=4 flat rate of T& 0.)$. +andhu

This 3ac&age =ith the highest number of 1+1s allo=s you to tal& to your near and dear ones at the lo=est rate. This 3ac&age gi*es you the 3ri*ilege of calling ) 1n1 numbers at T& 0.'$.min. Aou can calls to all other numbers 90ther than the se*en 1n1s: are B,T 0.$$ 3er minute. S"S rates are B,T 0.!0 3er S"S to 1n1 numbers and B,T 1 to other 56B56 and other o3erator number 0apon :

Aou can tal& to o*er 31 million 5rameen3hone numbers at a *ery lo= rate of '$ 6aisa 3er minute. It offers attracti*e rates at different times of the day to call 56 numbers

+aadon :

5rameen3hone has al=ays stri*ed to hel3 the 3eo3le to Stay Elose by 3ro*iding them =ith the 3roducts and ser*ices that match their needs. This time it has came for=ard =ith a s3ecial 3ac&age named LBaadhonL =hich =ill be *ery suitable for the rural 3o3ulation "obile Ser*ices

Balance Transfer 1riends + 1amily "issed Eall Alert "obile Bac&u3 ""S Foice "ail Ser*ice 6ay for "e 1le@iload /bill Eall Bloc& Fehicle Trac&ing 8elcome Tune Balance Transfer Fehicle Trac&ing Foice S"S International S"S International ""S 1aceboo& S"S

2.1 !r(ani2ational !$er$ie-: 5rameen3hone Ltd. is a 7oint *enture of t=o different com3anies of t=o different countries. 5rameen3hone is the largest cellular 3hone o3erator in the industry in Bangladesh. The com3any holds the ma7ority mar&et share and largest subscriber base in the industry. The details of the com3any are discussed in the later 3arts !r(ani2ational Structure:

The com3any has so far in*ested more than B,T 104)00 crore 9US, 1.D billion: to build the net=or& infrastructure since its ince3tion in 1$$). It has in*ested o*er B,T 34100 crore 9US, '!0 million: during the first three >uarters of 00) =hile B,T 4100 crore 9US, 310 million: =as in*ested in 00D alone. 5rameen3hone is also one the largest ta@3ayers in the country4 ha*ing contributed nearly B,T )000 crore in direct and indirect ta@es to the 5o*ernment /@che>uer o*er the years. 0f this amount4 o*er B,T 000 crore =as 3aid in 00D alone. Since its ince3tion in "arch 1$$)4 5rameen3hone has built the largest cellular net=or& in the country =ith o*er 104000 base stations in more than !)00 locations. 6resently4 nearly $8 3ercent of the countryKs 3o3ulation is =ithin the co*erage area of the 5rameen3hone net=or&. 5rameen3hone =as also the first o3erator to introduce the 3reB3aid ser*ice in Se3tember 1$$$. It established the first 'Bhour Eall Eenter4 introduced *alueBadded ser*ices such as F"S4 S"S4 fa@ and data transmission ser*ices4 international roaming ser*ice4 8A64

S"SBbased 3ushB3ull ser*ices4 /,5/4 3ersonal ring bac& tone and many other 3roducts and 5rameen3hone net=or&.

5rameen3hone nearly doubled its subscriber base during the initial years =hile the gro=th =as much faster during the later years. It ended the inaugural year =ith 184000 customers4 304000 by the end of 1$$84 D04000 in 1$$$4 1$34000 in 0004 ')14000 in 0014 ))!4000 in 00 4 1.1D million in 0034 .' million in 00'4 !.! million in 00!4 11.3 million in 00D4 1D.! million in 00) and 0 million customers in 008. 1rom the *ery beginning4 5rameen3hone 3laced em3hasis on 3ro*iding good afterBsales ser*ices. In recent years4 the focus has been to 3ro*ide afterBsales =ithin a short distance from =here the customers li*e. There are no= more than D00 56 Ser*ice ,es&s across the country co*ering nearly all u3a(ilas of D1 districts. In addition4 there are ) 5rameen3hone Eenters in all the di*isional cities and they remain o3en from 8amB)3m e*ery day including all holidays.

56 has generated direct and indirect em3loyment for a large number of 3eo3le o*er the years. The com3any 3resently has more than !4000 full and tem3orary em3loyees.

Another 1004000 3eo3le are directly de3endent on 5rameen3hone for their li*elihood4 =or&ing for the 5rameen3hone dealers4 retailers4 scratch card outlets4 su33liers4 *endors4 contractors and others.In addition4 the Fillage 6hone 6rogram4 also started in 1$$)4 3ro*ides a good incomeBearning o33ortunity to more than 104000 mostly =omen Fillage 6hone o3erators li*ing in rural areas. The Fillage 6hone initiati*e =as gi*en the L5S" in the EommunityL a=ard at the global 5S" Eongress held in Eannes4 1rance in 1ebruary 000. 5rameen3hone =as also ad7udged the Best Goint Fenture /nter3rise of the Aear at the Bangladesh Business A=ards in 00 ..

5rameen3hone considers its em3loyees to be one of its most im3ortant assets. 56 has an e@tensi*e em3loyee benefit scheme in 3lace including 5ratuity4 6ro*ident 1und4 5rou3 Insurance4 1amily #ealth Insurance4 Trans3ortation 1acility4 ,ay Eare Eentre4 EhildrenKs /ducation Su33ort4 #igher /ducation Su33ort for em3loyees4 inBhouse medical su33ort and other initiati*es. Customer Satisfaction of GP: The Eustomers are in the mainstream of sales oriented ser*ices. The success of such com3anies largely de3ends on the satisfaction of the customers .The buyers are ha33y if the 3roduct and.or the ser*ices meet their e@3ectations. If their re>uirements do not meet the e@3ectations the buyers become discontented4 they are delighted =hen the 3erformance fulfils their re>uirements. EustomersC 3ast buying e@3eriences4 the o3inion of friends4 associates4 mar&eter4 com3etitor information and 3romises lead to the e@3ectations. "ar&eter must be careful to set the right le*el of e@3ectations. If they set e@3ectations too lo=4 they may satisfy those =ho buy but fail to attract enough buyers. In contrast4 if they raise e@3ectations too high4 buyers are li&ely to be disa33ointed. ,issatisfaction can arise either from a decrease in 3roduct and ser*ice >uality or from an increase in customer e@3ectations. In either case4 it 3resents an o33ortunity for com3anies that can deli*er su3erior customer *alue and satisfaction. ToBday most successful com3anies ha*e ta&en the strategy of are raising e@3ectations and deli*ering 3erformance to match. Such com3anies trac& their customersC e@3ectations4

3ercei*ed com3any 3erformance4 and customer satisfaction. #ighly satisfied customers 3roduce se*eral benefits for the com3any. Satisfied customers are fe=er 3rices sensiti*e remain customers for a longer 3eriod and tal& fa*orably to others about the com3any and its 3roducts and ser*ices. 2o=4 =e ha*e a *ery good idea regarding the im3ortance of customer satisfaction. So4 it is also im3ortant for the com3any to &no= about the satisfaction le*el of the customers. 8hen any 3roblem is identified4 it becomes easier to sol*e the 3roblem. The ne@t 3art of this 3a3er has focused on the ;Eustomer Satisfaction 1actors of 5rameen6hone<. It is done through a research sur*ey to find out the customer satisfaction le*el of 5rameen6hone. 6romotions of 56Cs 3ac&ages-

Eustomer Satisfaction 1actors of 565rameen6hone is a fast gro=ing mobile com3any. In mobile telecommunication industry4 there are direct and indirect factors that influence customer satisfaction. #ere focus on the most im3ortant factors that influence customer satisfaction at 5rameen6hone =hich relates =ith after sales ser*ices. AirtimeAir time is the core offering of 5rameen6hone4 So4 >uality of communication net=or& a*ailability4 etc4 are the most im3ortant customer satisfaction factors4 >uality of airtime de3ends on the ratio of subscribers and transmission base station. It the numbers of subscribers are increased =ithout de*elo3ing the net=or&4 >uality of airtime goes do=n After Sales Ser*icesAfter sales ser*ices is *ery im3ortant in the mobile telecommunication industry. 5rameen6hone has e@tensi*e after sales customer care tools. #ere focus on these ste3 by ste3.

1. #el3line5rameen6hone is the first com3any that introduced 'hours hel3line in Bangladesh. In this 3art of my 3a3er I tried to focus on the e@isting o3erations of the hel3line ser*ice of 5rameen6hone =hich =ill enable us to understand the im3ortance of the hel3line ser*ice. . Interacti*e Foice %es3onses 9IF%:This ne=ly introduced ser*ice by 5rameen6hone. This is automated hel3line ser*ice. A 5rameen6hone subscriber needs to dial 1 1 to reach this ser*ice. After that she.he can get information regarding the bill4 usage4 credit 3olicy4 ban& name that recei*es 56Cs bill and so on by choosing different o3tions. It is free of charge for the first minute4 from the second minute the subscriber needs to 3ay t&. 3er minute. 3. Information Eenters"ost of the 3roblems of the subscribers are sol*ed by the hel3line ser*ice. But there are some 3roblems that can not be sol*ed there. Subscriber need to come 3hysically to deal =ith those 3roblems. 5rameen6hone 6hone has many customer relation centers =hich 3ro*ide ser*ices all o*er the country. These Eustomer %elation Eenters are situated in the 3rime di*isional head >uarters li&e ,ha&a4 Ehittagone4 Sylhet4 %a7shahi and Ohulna and 5rameen6honeS,s situated all most e*ery=here in Bangladesh. In these information centers the subscribers can come directly =ith their 3roblems li&e billing4 address change4 SI" change4 handset 3roblems4 etc. These after sales ser*ices are *ery crucial to &ee3 subscribers satisfied regarding 5rameen6hon.

Chapter: .1 3o" 0nalysis: /*ery management 7ob is to ha*e a stated 3ur3ose and a list of ma7or res3onsibilities. These should be clearly described and agreed bet=een the incumbent and the su3erior. The 7ob is to be graded according to its nature and the le*el of res3onsibility it carries. 8hene*er any significant change in the nature of res3onsibility ta&es 3laces4 the Gob ,escri3tion and s3ecification should be amended accordingly. In ,ecember e*ery year the Gob ,escri3tion and 7ob s3ecification of all management 3osition in the Eom3any is to be re*ie=ed and u3dated at the time =hen Action 6lan meeting is held. In case the 7ob content of any 3osition is found to ha*e changed significantly4 a 7ob analysis e@ercise is to be underta&en =ith the hel3 of #% ,e3artment4 #ead 0ffice. It is im3ortant that the incumbent is gi*en full o33ortunity to 3artici3ate freely in the 3re3aration and 3eriodic re*ision of the Gob ,escri3tion. #is.#er 3erce3tion and understanding of =hat is e@3ected of him.her as the incumbent is most crucial for his.her success in the 7ob. The Gob Analysis and Gob design is 3re3ared before the recruitment is done. The contract signed before 7oining states the 7ob descri3tion of the 3ost the em3loyee is 7oining. By setting the 7ob descri3tion clarifies the tas&s he needs to carry on and benefits both the com3any and the em3loyee himself. .2. Human Resource Plannin(: 5rameen3hone Ltd 3ro*ides am3le o33ortunities gro=th. 6romotion is based both on seniorityand 3erformance. The 3erformance of each em3loyee is re*ie=ed e*ery D months and the em3loyeeCs =orth in the com3any de3ends on that. The em3loyeeCs designation in the first t=o years is com3letely time de3endant. #o=e*er4 the em3loyees at the same le*el can be 3aid more or less de3ending on his 3erformance. After the initial t=o years4 the gro=th of the em3loyee in the com3any is mostly de3endant on his 3erformance. 5rameen3hone Ltd belie*es in 3erformance rather than age. 6eo3le =ith 3otential should be at the to3 rather than being stuc& at the bottom because of the lac& of seniority. 5rameen3hone Ltd thin&s it is both fair and good for the com3any as a =hole.5rameen3hone Ltd arranges *arious training 3rograms in 7ob related sub7ects for the de*elo3ment of its em3loyees. This is usually arranged =hen the em3loyee is not in*ol*ed in any acti*e 3ro7ect. This hel3s to utilise the free time and also comes in the best interest of the com3any and the em3loyee. 5rameen3hone Ltd also encourages its em3loyees to a33ear in*idious 3rofessional certification e@ams4 =hich the com3any also 3ays for. The talent sourcing acti*ities begin =ith effecti*e human resource 3lanning. This 3lanning is aligned =ith the business need forecast4 o*erall organi(ational gro=th matri@4 structure and direction and is done in yearly basis.%+ /B 9The %esourcing + em3loyee branding: de3artment coordinates and e*aluates 3eo3le 3lanning 3rocess that e*entually a33ro*ed by board considering the factors-B I6otential. e@3ected =or&load and e@3ertise re>uirements. I03timum and effecti*e utili(ation of the #%" for the entire com3any4 both current and future re>uirements.

I6ossibilities for grater efficiency through reorgani(ation and automation 9use of tools +facilities: and ma&ing necessary ad7ustment. I/m3loyee turno*er.em3loyee mobility. I 2e= business initiati*es and 3ro7ect s that re>uire ne= com3etence and additionalresources. I5o*ernment legislation#uman resources 3lanning4 budgeting and necessary a33ro*als should be ta&en in the beginningof the year to ensure timely coBordination and im3lementation. . . Recruitment 4 SelectionRecruitment: The recruitment 3ractice is done mainly on t=o standard 3rocedure of recruitment. They usually carry out inBhouse recruitment and.or 3ost online 7ob ad 3osting. They usually recruit fresh graduates and allo= them to gro= in the com3any. A33lications recei*ed are carefully filtered and usually call a handful of candidates for the 3ost. The Selection ProcessThe selection 3rocess has t=o ste3s H firstly there is a =ritten test. Eandidates are tested basically on 7ob related s&ills and their analytical ability along =ith some o3en ended >uestions relating to their 3sychological beha*ior. Selected candidates are called u3 for an inter*ie= =ithin a =ee&. The candidates must a33ear in front of an inter*ie= 3anel usually consisting of four members- from the #% de3artment as o*erseen by the ",4 Ehairman4 5eneral "anager and Admin"anagers. The candidates are tested for their basic &no=ledge about the sub7ect matter4 their inter3ersonal and communication s&ills4 and their abilities to =or& in a team en*ironment.Eandidates after final selection are offered 7obs along =ith the contract4 =hich they need to sign before 7oining the 7ob. .% .Trainin( 4 &e$elopment: Training.6robationary 6eriodUsually the first three months act as the 3robationary 3eriod for the fresh recruit. This also acts as the training 3eriod for the em3loyee. In these 3 months4 the em3loyee is usually not allo=ed to =or& in any real life 3ro7ects and based on the le*el of e@3ertise they are induced to the real life 3ro7ects. In these 3 months4 the em3loyee is tested indirectly and monitored and his.her caliber 7udged and hence the management ta&es the decision of =here to 3lace him.

.'. Compensation: A 7ob is classified according to the s&ills and e@3erience re>uired for satisfactory 3erformance in the 7ob4 the degree of 3roblemBsol*ing in*ol*ed and the magnitude of the im3act of a decision to be ta&en as an incumbent in the 7ob. The classification is then lin&ed to a salary grade through =hich a com3ensation 3ac&age is made a*ailable to the incumbent of a 7ob. /ach 7ob ma&es a contribution to the successful conduct of an acti*ity4 =hich in turn accrues certain benefit to the com3any. The com3ensation 3ac&age4 =hich is an e@3ense incurred by the com3any4 is lin&ed to the benefit deri*ed by the com3any from the 7ob. /ach grade has a minimum le*el of com3ensation and a ma@imum. The minimum is related to them mar&et *alue of the 7ob and is *erified through the a*ailability of suitable candidates =ho are 3re3ared to 7oin at that le*el of com3ensation. The ma@imum of the grade is the ma@imum cost the com3any is 3re3ared to incur for the contribution recei*ed from the 7ob .1.The em3loyeeKs 3erformance a33raisal =ill be made as usual. .Based on the a33raisal4 3erformance Bonus =ill be 3ayable as usual. 3.If the 3erformance of the em3loyee =ho has already reached the to3 of his grade is LFery 5oodL or abo*e he =ill get only one increment for the year. The year in =hich the 3erformance rating is belo= LFery 5oodL the em3loyee =ill not get any increment. In this manner the em3loyee =ill be able to go u3 to ' ste3s in Basic Salary beyond his grade ma@imum and thereafter the basic salary =ill not increase any further. The allo=ances that are lin&ed =ith basic salary =ill 3ro3ortionately increase. The allo=ances that are not calculated as a 3ercentage of the Basic Salary =ill be 3aid at the le*el of the grade ma@imum. '. If an em3loyee has not reached the to3 of his grade yet but his normal increment4 according to his 3erformance rating4 =ill ta&e him beyond his grade ma@imum4 he =ill be able to reach only one increment beyond his grade ma@imum that year. 1rom ne@t year clause 3 =ill a33ly. It is ho3ed that em3loyees =ho get stuc& at the to3 of their grades =ill see& ad*ice and guidance from 5eneral "anager4 Eor3orate Ser*ices about ho= to 3re3are themsel*es for higher grades. 5esti$al +onus: The com3any started 3ayment of 1esti*al Bonus to the "anagement Staff from the year 000.There =ill be disbursement of an amount e>ual to one monthCs Basic Salary of the em3loyee on t=o designated festi*als. "anagement Staffs those are in the em3loyment of the Eom3any for at least three months after their confirmation on the date of the festi*al =ill be eligible for the 1esti*al Bonus. The ma7or festi*als recogni(ed are the follo=ing1./idBulB1itr ./idBulBA(ha 3.,urga 6u7a '.Ehristmas !.Buddha 6urnima.

All em3loyees of the Eom3any4 irres3ecti*e of their religion4 =ill dra= one 1esti*al Bonus during the time of /idBulB1itr. The other 1esti*al Bonus =ill be gi*en to the "uslim em3loyees during the time of /idB ulBA(ha. /m3loyees other than "uslim =ill recei*e the other bonus according to their festi*al mentioned abo*e. 1esti*al Bonus =ill be disbursed in cash and =ill be 3aid t=o =ee&s 3rior to the festi*al date. .). 6mployee Relations: The en*ironment at %oyal #omes Ltd is e@tremely friendly. This is *ery im3ortant for a 3ro3erty de*elo3ment firm because most of the =or& is done in teams. #o=e*er4 if some &ind of conflict occurs among em3loyees4 the Line "anager usually sol*es the issue. ./. Performance 0ppraisal: The 3erformance of each em3loyee is closely monitored by their immediate managers. If the broad ob7ecti*es of the 7ob are clearly understood by the A33raiser and the A33raisee and the Action 6lan along =ith the criterion of assessment is clearly agreed bet=een them4 a33raisal should be a relati*ely easy tas&. If both 3arties are realistic4 3ragmatic4 fair and ob7ecti*e in their e*aluation of 3erformance4 there should be *ery little *ariation in their scoring and com3letion of the 6erformance A33raisal 1orm. The A33raise has to dis3assionately analy(e his.her 3erformance and fill in the form =ith an attitude of trust and fairness in the 7udgment of the su3erior. In rating the o*erall 3erformance4 the Action 6lan achie*ements =ill ha*e !0J =eight age. The >uality of 3erformance in accom3lishing the o*erall ob7ecti*es of the 7ob =ill ha*e the other !0J=eightage. The rating for o*erall 3erformance =ill therefore ha*e e>ual em3hasis bet=een s3ecific tas&s and the general ob7ecti*es of the 7ob. "anagement Staff 6erformance A33raisal 1orm =ill be 3ro*ided in du3licate by the A33raiser to the A33raise. The A33raise =ill fill in the re>uisite 3laces on the form and return one co3y to the A33raiser. The A33raiser =ill first com3lete his 3art of the form and then fi@ a date for A33raisal Inter*ie=. The inter*ie= should be held in a rela@ed and congenial atmos3here and the entries on the form should be gone through together item by item. There =ill no doubt be difference in 3erce3tion of achie*ement and of 3erformance on the 7ob but the differences should be discussed in constructi*e manner so that any misunderstanding is remo*ed and the ga3 in 3erce3tion is narro=ed do=n. The A33raiser =ill ha*e the right to modify his remar&s or to change his rating in the light of the A33raisal Inter*ie= but his original remar&s and rating must remain legible. The A33raiser =ill then 3ass on the form to his su3erior =ho4 if necessary4 =ill re*ert bac& or else send the form to the 5eneral "anager4 Eor3orate Ser*ices at #ead 0ffice for re*ie= by the "anaging ,irector and consolidation. It is to be borne in mind by the A33raise that the ability to 7udge his.her o=n 3erformance fairyland dis3assionately4 both =ith regard to the Action 6lan as =ell as the o*erall 3erformance4 =ill be considered as a good managerial >uality called ob7ecti*ity. #e A33raiser4 on the other hand4 must ma&e a realistic com3arison bet=een standards agreed and those achie*ed? and &ee3 in *ie= unantici3ated constraints =hich could not ha*e been o*ercome through other initiati*es or inno*ati*e actions. 2eedless to em3hasis that rating of o*erall 3erformance is not an e@ercise in numbers. The e@ternal and internal

en*ironment in =hich the 7ob =as 3erformed and the threats and o33ortunities that =ere encountered should be ta&en into account =hile determining the score. Abo*e all4 =hile 7udging the o*erall 3erformance both 3arties must &ee3 in *ie= the 3erformance during the =hole year and guard against the fact that recent issues and e*ents may unduly influence their 7udgment. The A33raisal %ating =ill determine the >uantum of 6erformance Bonus the A33raise =ill get and the le*el of Annual Increment of basic salary that =ill be a33licable at the time of salary re*ie= in the follo=ing Guly. .7. 6mployee Safety 4 health: 1or em3loyee safety and health the com3any gi*es medical Benefit for All 6ermanent Staff1. In case of hos3itali(ation of the staff4 s3ouse or any de3endant child4 in any recogni(ed hos3ital or clinic4 the Eom3any =ill reimburse !0J of the hos3itali(ation charges4 =hich =ill include bed.cabin rent4 doctorCs fees and laboratory tests + medicine re>uired during the 3eriod of hos3itali(ation. All other charges =ill be borne by the staff. . In case of surgery4 the Eom3any =ill reimburse )!J of the total o3eration charges com3rising of surgeons fee4 anesthetistCs fee + 0.T. charges and cost of medicine related to the surgery. 3.6rior a33ro*al from the #ead of the Business is necessary before hos3itali(ation or surgery. The name of the 3atient and the name of the hos3ital.clinic need to be stated =hile ta&ing the a33ro*al. '.,e3artment #eads =ill a33ro*e ad*ance against surgery for staff on a caseBtoBcase basis. !./@3enses for ,eli*ery under Eaesarean Section =ill be reimbursed as 3er clause .%eimbursement of more than t=o children =ill not be allo=ed. These rules =ill be sub7ect to modification from time to time at the discretion of the Eom3any. ..1. 6mployee Moti$ation: Profit Sharin(: The most significant em3loyee benefit offered by 5rameen3hone Ltd is 6rofit Sharing. The 3rofitsharing ta&es 3lace once a year- Guly. 0nly the senior em3loyees =ho are around t=o or more years get 0J share of the 3rofit earned. 0ut of this 0J 3rofit4 )!J is distributed in terms of seniority and designation and the rest !J is distributed on 3erformance in that 3eriod. Performance +onuses: 6erformance bonuses are gi*en on the basis of 3erformance in a gi*en year. This ha33ens after the yearly a33raisal. The re*ie=er 9usually the immediate boss: notes do=n the 3erformance of the em3loyee on a gi*en set of characteristics and sends it to the ",. The ", then ta&es the decision on the 3erformance bonus. #o=e*er4 all decisions regarding 3erformance bonuses by the", needs to be a33ro*ed by the Board of 5o*ernors.

Re-ard: This re=ard system does not ha*e any fi@ed criteria. This is basically an additional re=ard system4 =hich 3ro*ides financial incenti*es to em3loyees for e@traordinary 3erformance in any area of their 7ob. Ser$ices +enefits: Soft 03tion has a number of ser*ice benefits =hich is ty3ically not found in other com3anies. Among the benefits are fle@ible =or&ing hour- one can start their office on 8am in the morning and lea*e by '3m.B3ro*ide trans3ort or trans3ort bills =hile attending a client meeting B6ro*ide lunch from the office =hich is 3re3ared in the office.Bha*e 3ro*ision for the em3loyees to 3artici3ate in different training 3rogrammed as =ell fund any 3rofessional certification e@am from IB"4 Sun4 "icrosoft4 0racle4 etc at com3anyCs o=n cost. Aearly 6icnic.Tours5rameen3hone Ltd bears the e@3ense of one tour.3icnic 3er year for each em3loyee. The com3any co*ers all trans3ort4 hotel and food e@3enses. This usually refreshes the em3loyees a lot and ma&es room for them to interact and &no= each other better.

Chapter 8 % %.1 The 3o"The 7ob that is clarified is 0fficer 9%esearch + Analysis:.
O208L/,5/4 SOILLS4 A2, ABILITI/S %/NUI%/"/2TS-

I/@3erience in mar&et research tools and techni>ues I/@cellent command on /nglish s3ea&ing and =riting s&ills I/@cellent analytical and inde3endent 3roblem sol*ing s&ills I/@cellent communication s&ill and inter3ersonal sensiti*ity I5oal orientated4 energetic4 and team 3laying ability I#ighly ade3t in "SBoffice A33lications. %.2 Recruitment 4 Selection process of the #o" To recruit a ne= officer 9%esearch + Analysis:. the com3any follo=s the follo=ing ste3s-

'. .11inding out the *acant 3ositionThis is done by the 7ob analysis of that 3osition. "oreo*er as business is gro=ing and di*ersifying in different fields the com3any needs more 9%esearch + Analysis:. To handle the res3onsibilities of different fields. This has been identified through 7ob analysis. At the moment the Eom3any is ha*ing officers9%esearch + Analysis:.8ithin ne@t year they =ill need t=o officers 9%esearch + Analysis:. to handle the increased 3ressure of the 3ro7ect as =ell as from the customers.

'. . Attracting the fieldTo attract the 3ros3ecti*e candidates for the 3osition com3any =ill ad*ertise through the follo=ing sources- 0nline 7ob ad*ertisement in different 7ob searching =ebsites li&e bd7obs4 3rothomalo 7obs4 7obsa14 including and com3anyCs o=n =ebsites. 2e=s3a3er add in leading national and local daily ne=s3a3ers li&e 3rothom alo.dailystar including sylheter da& etc.A notice =ill be hung in the com3any notice board in the com3any 3remises. Eom3any =ill bear the cost to attract the candidates thatCs =hy candidates donCt ha*e to 3ay any thing for ma&ing an a33lication. %.2. Short listin(: Eandidates are short listed by scrutini(ing the a33lication forms that are recei*edfrom the different candidates. There =ill be some basic criteriaCs to short list thecandidates. 1or instances- The candidate must be a mar&eting graduate and he must be com3uter literate and of course should match e@3erience criteria. If any candidatedoes not fulfill any of the abo*e criteria =ill not be short listed. Eandidates =ho areshort listed must 3ossess fulfill all three criteria. 0n the basis of best match !0J of the a33lied candidates =ill be short listed.

%.2.% Selection testThe short listed candidates =ill be called for a selection test. The test =ill contain !0mar&s. The selection test =ill di*ide into t=o 3arts. 1irst 3art is for testing basic mar&eting conce3ts and &no=ledge 9out of '0:? =hile another one =ill e*aluate candidatesC com3uter literacy 9out of 10:. 1or this test each candidate has to 3erform some tas&s 3ractically sitting using com3uter =ithin a time frame. At a ratio!-39attendees- 3assed: the to3 scorers =ill be as&ed for em3loyment inter*ie=. %.2.'6mployment inter$ie-: Eandidates =ho score highest in the selection test =ill be selected and called for a formal inter*ie=. /ach candidate =ill be gi*en a similar &ind of situation =here they ha*e to ma&e decision and 3ro*e their ability to handle the situation. ,uring that 3rocess the candidates =ill be tested for the follo=ing com3etencies1. Eustomers ser*ices . Team =or& 3. 1le@ibility '. Achie*ement !. Eommunication s&ill %.2.) Selection decision: 0n the basis of the 3erformance in =ritten test and inter*ie= ! candidates =ill be selected chronologically starting from the highest scorers. The com3any =ill ha*e 3ro*ision for another 3 candidates in case if any selected candidates do not acce3t offer. %.2./3o" !fferTo3 t=o candidates =ill get our formal a33ointment letter by currier. In the a33ointment letter the basic terms of the em3loyment4 3olicies4 com3ensation and their benefits =ill be briefly mentioned. %.2.7 6$aluation 4 6mployment Contract: Those =ho =ill acce3t our 7ob offer =ill be gi*en the final contract letter after successful com3letion of their si@ months 3robationary 3eriod. /ach em3loyee =ill ha*e a line manager to =hom they =ill re3ort. After si@ months e*ery line manager =ill sit =ith higher management to do the formal e*aluation of each candidate. Thenthe successful candidates =ill be gi*en the 3ermanent em3loyment contract letter.After signing this letter the em3loyee =ill become a full time 3ermanent staff member of the organi(ation.

Chapter 8 ' '.1 5indin(s and 0nalysis: 1. Comprehensi$eness of the HR Strate(ies and Policies: 1rom the study4 =e ha*e found out that4 the #% 3olicies and strategies are com3rehensi*e enough to manage the =or&force of the com3any. The 3olicies are =ell defined and =idely e@3lained to ensure an all encom3assing #% management. 2. 0ccess of the employees to HR Strate(ies and Policies: The #% 3olicies and strategies are disclosed to the full among the em3loyees and management body for better understanding and 3ractice. The em3loyees ha*e sufficient access to them in case of any need felt .HR Strate(ies and Policies in practice: "y =or&ing e@3erience =ith 5rameen3hone Ltd. sho=s that4 the #% manual of the com3any is 3racticed in full and =ithout any bias and de*iation. The 3olicies are also hel3ing the com3any to get a better managed =or&ing en*ironment. %.0cceptance amon( the employees The em3loyees of 5rameen3hone Ltd. are satisfied =ith the #% 3olicy as they are fully disclosed and neutrally 3racticed. The 3olicyCs com3rehensi*eness and im3lementation 3rocedure are =or&ing as a moral su33ort in this regard. '.HR Strate(ies and Policies and human ri(hts issues: 1rom our study4 =e ha*e found out that4 the #% 3olicies and strategies are conforming the IL0 standards for the em3loyees. The 3olicy also follo=s the rules and regulations of the "inistry of Labor and #uman %esource of the 5o*t. of Bangladesh.

Chapter 8 ) ).1 Recommendations: IIntroduction of an M/m3loyee 8elfare AssociationCIn many cases4 the need for an em3loyee =elfare association is felt. This association can ta&e different constructi*e efforts for the =elfare and benefits of the em3loyees in an organi(ed =ay. ,es3ite continuous criticism for the MLabor UnionsC for their misleader acti*ities4 the need of this &ind of association still remains indis3ensable. 9Creation of an :6mployee ;elfare 5und<An em3loyee =elfare fund can be created from the contribution of the em3loyees and donations from the o=ners and outside sources. This fund =ould be *ery handful in time of any emergency of the =or&ers. Such fund can be centrally managed for fair 3ractice. 9Trainin( and &e$elopment issue: "ore intensi*e training 3rogram should be introduced to increase the em3loyee 3erformance to the o3timum le*el. The #% 3olicy could include certain 3ro*isions regarding to a reutili(ed and modern training. 9HR counselin( cell: An #% counseling cell can be established by the #%, to 3ro*ide counseling and information to the em3loyees regarding to #% issues. This =ill certainly increase the moti*ation and confidence le*el of the em3loyees. =Continuous moderni2ation and re$ision: "oderni(ation and re*ision of the #% 3olicies and strategies are indis3ensable for any organi(ation as the =orld is getting more di*ersified day by day. The #%, of 5%A"//26#02/ limited. should continuously monitor the changes ha33ening around and ad7ust the 3olicies to mach the changed scenario. ).2 Conclusion: /nsuring management or 3ro3er utili(ation of resources is 3rere>uisite for achie*ing the organi(ational ob7ecti*es because resources are limited and the 3ro3er e@3loitation of the a*ailable resources can hel3 to achie*e the to3 3osition. In the com3etiti*e situation resources are *ery much *ital because that can 3ro*ide com3etiti*e edge to the com3anies. The s3ontaneous 3artici3ation of human resource is *ery essential for increasing the 3erformance. The o=ner4 authority4 and sta&eholders should remember that neglecting the human resources in the =or& 3lace a sustainable de*elo3ment is not 3ossible. They should not refute the significant roles of #uman %esources rather they ha*e to generate an idea among the human resources that they are im3ortant 3art of the organi(ation by 3ro*iding reasonable =ages.salary4 incenti*es4 com3ensation4 training and de*elo3ment 3rogram4 as =ell as creating morale and maintaining a good relationshi3 =ith them.

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References:

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