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Project Report |HR Concept and Setup in Telenor | December 2009| Team work Assig

nment
Recourse Person
Cdre Shahid Nawaz S.I (M) Subject: Human Resource Management Project Report HR Con
cept and Setup in Telenor
Team Members
Adnan Sajid Rana Aamir Saleem Muhammad Waqar Akram Gujar Muhammad Rizwan Virk
University Of Management & Technology.Lhr
1
Acknowledgement
Thanks to almighty Allah for enabling us to fulfill all the requirements for the
completion of our project report. It would not be a justice in presenting this
report without mentioning the people around us who have been inextricably relate
d with the completion of this report. For assisting us in all respect and regard
s to complete this report our heartfelt thanks to our teacher Cdre Shahid Nawaz S
I (M), who enriched us knowledge with wealth led ideas to pursue and power of wr
iting this report. It could not have been possible to accomplish this report wit
hout his thoughtful guidance and expertise. It is also a great pleasure to recor
d honorable regards to all those who helped us lot in learning and enhancing our
knowledge and ability during the project especially to Miss Aliza (HR operation
s), Mr.Abid naveed dogar along with them we are very obliged to Mr. Monam Tareen
, who also helped us. Finally for all possible errors, omissions and shortcoming
s in writing of this report only we are responsible for which we hope that all c
oncerning regards of this report will forgive us.
2
Contents
Executive Summary ..............................................................
.......................................... 5 COMPANY PROFILE ...................
................................................................................
. 7 HISTORY OF TELENOR .........................................................
..................................... 8 DEPARTMENTS & FUNCTIONS ................
............................................................... 11 Marketing Dep
artment ........................................................................
...................... 12 Sales department .....................................
.................................................................. 12 IT /Billin
g Department ...................................................................
........................... 13 Internal Audit Department .......................
.................................................................. 13 Technical
Department .....................................................................
.......................... 13 Human resources department........................
............................................................. 14 Administration
Department .....................................................................
.................. 14 Human resource Department ................................
......................................................... 15 Functions of Human
Resource Department ............................................................
....... 16 JOB ANALYSIS AND PREPARATION OF JOB DISCRIPTION .....................
.......... 19 Recruitment and Selection ........................................
..................................................... 21 Equal opportunities ...
................................................................................
.................... 25 Training Methods and Employee Development ..............
............................................... 26 Human resource information sy
stem ...........................................................................
.. 29 Managing Performance .....................................................
............................................ 30 Performance Appraisal ..........
................................................................................
........ 34 Performance Measurement System......................................
.......................................... 36 Motivation .......................
................................................................................
............. 37 Career Planning ...............................................
.............................................................. 39 Career Managem
ent ............................................................................
.......................... 39 Organizations Roles ...............................
...................................................................... 39 Employ
ees Roles........................................................................
.............................. 39 Managers Roles ................................
........................................................................... 39 C
areer Management ...............................................................
....................................... 43 Wages, incentives and benefits ......
................................................................................
47 Health, Environment and Security ...........................................
...................................... 48 3
Discipline Procedure ...........................................................
.......................................... 50 Recommendations ..................
................................................................................
....... 52 Annexure ............................................................
.......................................................... 54 References .......
................................................................................
............................. 55
4
Executive Summary
The todays world moves at neck breaking speed & it calls for a decisive action
Quantum Leap thinking
The culture is one in which every employee is treated as if he or she is the mos
t significant person in the company regardless of his position. Excellence is de
manded from everyone at the company from assembly line workers to the CEO. There
is a saying that the only constant thing in life is the change. It is a natural
phenomenon that every individually responds negatively to the changes in the no
rmal settings. Normally the changes in the strategies encourage developing new c
onflicts among the employees and with the management this is the actual problem
we studied in our report.
5
ABOUT TELENOR PAKISTAN
6
COMPANY PROFILE
Telenor Group Telenor ASA is an international provider of high quality telecommu
nications, data and media communication services. It ranks as worlds 7th largest
mobile operator with a total of 164 million subscribers in its mobile operations
. Telenor Pakistan Telenor Pakistan is 100% owned by Telenor ASA and adds on to
its operations in Asia together with Thailand, Malaysia and Bangladesh. Telenor
Pakistan launched its operations in March 2005 as the single largest direct Euro
pean investment in Pakistan, setting precedence for further foreign investments
in the telecom sector. The company has crossed many milestones and grown in a nu
mber of directions, making Telenor Pakistan a leading telecom operator of the co
untry. Telenor is the fastest growing mobile network in the country, with covera
ge reaching deep into many of the remotest areas of Pakistan. In the most diffic
ult terrains of the country, from the hilly northern areas to the sprawling dese
rts in the south, at times Telenor is the only operator connecting the previousl
y unconnected. It is keeping ahead by investing heavily in infrastructure expans
ion. With USD2 billion already invested, it has extended agreements with its ven
dors for network expansion and services until 2009. The agreements, with a poten
tial to result in USD750 million worth of orders from Telenor Pakistan, are some
of the biggest of their kind in the industry. Telenor is spread across Pakistan
, creating 2,500 direct and 25,000-plus indirect employment opportunities. It ha
s a network of 23 company-owned sales and service centers, more than 200 franchi
sees and some 100,000 retail outlets.
7
HISTORY OF TELENOR
T
elenor acquired the license for providing GSM services in Pakistan in April 2004
, and has launched its services commercially in Islamabad, Rawalpindi and Karach
i on March 15, 2005. The official opening was held in Islamabad with the Preside
nt of Pakistan General Pervez Musharraf as the guest of honor and
a Telenor delegation headed by CEO Telenor Jon Fredrik Baksaas. On March 23, 200
5 Telenor started its services in Lahore, Faisalabad and Hyderabad. Telenor will
be launching its services in other cities as per the roll out plan. Telenor has
its corporate headquarters in Islamabad, with regional offices in Karachi and L
ahore. The license terms stipulate that by year 4, Telenor will cover 70% of Pak
istan's 297 administrative Tehsil headquarters. Telenor will fulfill the license
requirements and provide superior quality coverage. Telenor is proud to build m
obile communication infrastructure in Pakistan and looks forward to combining it
s experience in mobile technology with the local Pakistani high level of compete
nce. Telenors primary aim is to offer top quality mobile services and promote hea
lthy competition in the mobile market. The company has covered several milestone
s over the past eleven months and grown in a number of directions. Telenor has s
uccessfully signed interconnect agreements with all four incumbents during Decem
ber 2004, allowing its subscribers to exchange voice and data with subscribers o
n all active mobile networks including Paktel, Instaphone, Ufone, Mobilink and W
arid. Upon the successful set up of our LDI unit, Tore Johnsen CEO and President
of Telenor Pakistan, and Kjell Nordbo, CTO, made the first official TP internat
ional call to Norway on January 27. Now Telenor is operating world wide in 13 co
untries with more than million people in their services
8
VISION OF TELENOR Telenors vision is simple: We're here to help It exists to help i
ts customers get the full benefit of communications services in their daily live
s. CORE VALUES OF TELENOR
Make it easy We are practical. We don't complicate things. Everything we produce
should be easy to understand and use. Because we never forget we're trying to m
ake customers' lives easier.
Keep Promises Everything we set out to do should work, or if it doesn't, we're h
ere to help. We're about delivery, not over promising, actions not words.
Be Inspiring We are creative. We strive to bring energy to the things we do. Eve
rything we produce should look good, modern and fresh. We are passionate about o
ur business and customers.
Be Respectful We acknowledge and respect local cultures. We do not impose one fo
rmula worldwide. We want to be a part of local communities wherever we operate.
We believe loyalty has to be earned.
GOALS
Telenor's main goal is to create value for shareholders through the serving of c
ustomers, employees, partners and the general public interest.
9
In a long-term perspective, a strong market and customer focus, as well as a str
ong commitment to our employees and to society, will provide the best platform f
or creating incremental value. Values shall be created through profitable and ro
bust growth. Such growth shall be based on the development of solutions that sim
plify the use of, and strengthen the usefulness of, advanced communications tech
nology. Telenor shall contribute to give customers greater freedom of choice and
more options. Telenor's solutions shall simplify people's workday, make busines
ses and activities more efficient, and increase their competitive powers.
10
DEPARTMENTS & FUNCTIONS
Major departments in Telenor & functions
Finance Customer Services Commercial Technical I.T Human Resources Administratio
n Legal Affairs
Finance Department
Operations Corporate accounts Bank reconciliation Treasury Budgeting and corpora
te affairs Credit and collection Procurement and contracts Payables Reporting an
d commissions
Customer services Department Operations
To facilitate and guide the customer To resolve customers queries, requests and p
rovide optimal solution in minimum turnaround time, keeping both companies and c
ustomer interest in focus. To inform and update customers about upcoming promos,
AS and products. 11
To minimize cost and increase revenue.
System
The call center employees help solve the problems of customers on telephone. Ide
ntify and resolve root causes of chum and strive to minimize churn.
Marketing Department
Develop and execute regular promotions Brand management Ensure successful new ci
ty / product campaign launches Public relations International roaming Value adde
d services Strategic planning and pricing Monitor competitor pricing and other a
ctivity and report back Market research Sales analysis
Sales department
Indirect sales Manage the franchise network Ensure achievement of sales target o
f franchise Coordinate with other departments for development programs Training
of franchise staff
12
Direct sales Meet assigned sales targets throughout the year Maximize customer s
atisfaction and minimize churn Generate new accounts and manage old ones Strong
follow-up
IT /Billing Department
Networking Operating systems Software development Resource applications Network
security Billing
Internal Audit Department
Audit internal systems and processes Fraud prevention Introduce control mechanis
ms Revenue assurance
Technical Department
Maintain and operate the GSM cellular network consisting of 900 base transceiver
sites and 9 mobile switching centers Plan and roll out network expansion as per
the commercial target (e.g. 1.5 million subscribers in 2004 translates into 650
new sites and expansion into 50 new cities) Work closely with commercial and IT
department to launch new services and cities.
13
Human resources department
Employee services
Payroll information Leave and medical record Final settlements and provident fun
d Policies and procedures Employees record and recreation OD and effectiveness T
raining plan Talent management Performance management Employees retentation Orie
ntation employee communication
Staffing and compensation
Staffing plan and HR budgeting Management trainee and internship program Intervi
ewing and selection Headhunters Compensation, benefits and incentive
Administration Department
Stationary requirements Courier services vehicle maintenance Janitorial services
Event management Cafeteria arrangements 14
Human resource Department
"Telenor A multinational Telecom provider where people make the future"
15
1
Regardless of the size or type of the business, any organizations most important
asset is its Human Resources. Human Resources management strives to achieve orga
nizational goals and goals of the employees through effective personnel programs
, policies and
procedures. Personnel management program varies from organization to organizatio
n. If there is good performance of personnel department, then the employees of t
he company will be motivated and satisfied. The department manages and mobilized
the human resources.
Functions of Human Resource Department
Commonly for the human resource department the main functions are performed only
the selection. Recruitment and employees training. No doubt these practices are a
lso
1
Project report Study of human recourse management In telecommunication www.slidesh
are.com
16
performed by the human resource department, this is not end of the game, these f
unctions are the part of the activities performed by the human resource departme
nt. In Telenor human resource department also performs various functions on its
side. The main functions of the human resource department is to play with,
Recruitment of the employees Selection of the employees Placement of the employe
es. Proper job planning for the employees Career planning for the employees Prop
er guidance for the current employees Making relationship within the organizatio
n among different department
and out side the organization
Performance evaluation of the employees.
These are few listed functions/activities performed by the human resource depart
ment in Telenor Pakistan. The further elaboration of these points will be in nex
t section.
HUMAN RESOURCE PLANNING
Like other organizations Telenor Pakistan also has a skilled human resource plan
ning department. As we know that each human resource department in any organizat
ion play key role and operate like an eye of an organization, like wise in Telen
or Pakistan they are performing their functions and fulfilling their requirement
of the organization by matching the organizational needs with the employees skil
l, knowledge and ability whether these needs are identified or being demanded by
any department of the Telenor Pakistan. Human resource planning in the Telenor
is basically performing different kind of functions which are as follows, 17
1. 2.
Whether there is need for recruitment in the organization. If there is demand fr
om any department, they (HR department) identifies. the need of the that departm
ent.
3. 4. 5. 6. 7.
Placement of their employees. Convenience to their employees. Work for employees
motivation. check on employees performance Developing career plans for their empl
oyees.
Telenor is newly born baby in Pakistan market, they have had strong competitors
in their fields, and they entered in the market of telecom where already the pri
ce war (price competition) had been initiated among three pioneer companies of P
akistan, including UFONE, MOBILINK and PAKTEL. So the human resource department
has to play very important role in the Telenor Pakistan in making itself a stron
g brand. Human resource department will continue its effort towards nurturing a
winning corporate culture and building organizational capabilities by ensuring t
hat its people will be able and willing to perform at consistently exceptional l
evels. Human resource department performs different kind of functions/practices
in this regard to make its effort more and more effective, are as follow, y y y
y y Recruitment & Selection process Performance appraisal Training & Development
Reward Management Employee Discipline
* we are discussing only few functions because of Telenor Pakistan established n
ewly or recently so most of practices still they did not perform as well but we
will like to cover each aspect according to our gathered information and resourc
es from Telenor Pakistan.
18
JOB ANALYSIS AND PREPARATION OF JOB DISCRIPTION
JOB ANALYSIS
When hr department is asked or demand for more employees in any other department
, the activity HR department performs that first they compile the whole job duti
es, responsibility grade, work unit and placement and afterwards they prepares t
he job description.
Job description
A single job description is prepared for two purpose, first they use it to publi
sh it in the local newspaper which have a nationwide network and secondly they u
se the same job description for the website where the online application facilit
y for the new employment. Job description they prepare for the newspaper has a s
light difference from the job description they have on their website. Job descri
ption they prepare for the newpaper is very simple but the components they have
in this job description are as follows,
Job title: Includes the job title for which it is being advertised Department: F
or which department the job is required Responsibilities: Includes the key areas
to perform, autonomy and power.
Specification: Includes the basic skills, knowledge, ability, experience and edu
cational background Gender: 19
They specify the gender for the particular Working location: Sites where he/she
has to place for job At the end the HR department specify the address of their p
articular regional head office and main head offices for these advertisement whe
re the candidates send their resumes.
20
Recruitment and Selection
Group/organization always formed with two or more than two people. For this reas
on hiring of the people from different sources is very necessary and important o
n its side. Because its (recruitment/selection procedure) performance further le
ads the organization to success or failure that how they are recruiting people w
hether it from within the organization or outside the organization. Every organi
zation uses different kind of methods and techniques for hiring the people. In h
uman resource language we can say that, People are most valuable assets for any
organization Telenor Pakistan as it is said that they are new here in Pakistan m
arket and they are facing too many challenges, in which the hiring of the people
is very important still the activity of hiring the people after its establishme
nt of 6 months is going on, the most acceptable reason for this, it is on the gr
owth stage of its product development, we know that with the establishment of th
e its network they have to hire more and more workers/ executives and managers o
n their side, Different methods they are using for hiring their employees are as
follows,
Internal recruitments
Internal recruitment stands for the recruitment within the organization, as they
are newly established business they do not have any kind of internal recruitmen
t still they are focusing on hiring the people from outside.
External recruitment
External recruitment stands for the recruitment of the employees from other sour
ce/externally. They perform different kind of steps in this category, For the ex
ternal recruitment first the need for the new employment is created or if it is
being demanded by any department. Human resource department first identifies the
need of that job, particular its expenses in hiring that employee(s), time requ
ired for its training 21
and orientation in Telenor Pakistan. After the approval of the manager of human
resource department, different methods they adopt for the external recruitment a
re as follows advertisement through news paper advertisement through net (offici
al web site of Telenor Pakistan)
1. Advertisement through news paper:
Telenor Pakistan also has jobs advertisements through newspaper. In news paper t
hey mention proper job title, job descriptions, placement, experience required,
educational requirement are also mentioned there and time and date for leaving t
he required documents and place to where these documents are to leave.
2.
Advertisement through official website of Telenor Pakistan:
Telenor also gets the job applications from net through its official
web site of organization. There is formal network or database has been formed fo
r online applications and people can leave their resumes their on net and they a
re assigned with specific resume number and they have facility of being edited i
t afterwards and beside it there is also option of currently offering jobs anywh
ere in Telenor is also presented there and people are given option to apply for
their particular job at the time when they required to.
22
SELECTION PROCEDURES
After a substantial amount of applications have been received, the HR managers a
gain work together to shortlist the applications. This is done by carefully goin
g through all the application and by giving different weightage to the following
criteria Quality of early schooling Grade obtained Extra Curricular activities
Overseas travel and education Age Target University Relevant experience The HR D
epartment then issue call letters to the short listed candidates along with blan
k application forms by Date, time and venue for the preliminary interview is adv
ised and candidates are asked to bring along completed application forms. Panel
of HR and line management carries out competency-based interviews focusing on fu
nctional skills and managerial and supervisory skills. After the preliminary int
erview is cleared people applying for different jobs are tested in different way
s. The following management competencies are assessed by a panel of cross functi
onal assessors In the case of management selection: Communication skills Resourc
e management Rational decision making Influencing Creative thinking Business dev
elopment The HR department is responsible for overall administration of the asse
ssment centre including training of the assessors. The HR department provides de
tails of remuneration package and terms and conditions of service. The HR depart
ment also prepares appointment letter, service agreement and finalizes other doc
umentation for service record. 23
Socialization & orientation
After the recruitment and selection of the employees socialization and orientati
on of the employees has started firstly the new comers or new employees have to
report to the line manager of their particular department and he is then introdu
ced with the current values, beliefs and code of the conduct of the organization
,
Code of conduct in Telenor
Telenor has a professional and positive workplace with an inclusive working envi
ronment. People have to behave with respect and integrity towards anyone comes i
nto contact with through your work. They have to create an environment free from
any discrimination, be it based on religion, skin color, gender, sexual orienta
tion, age, nationality, race or disability. They also have to create a working e
nvironment free from bullying, harassment or similar. We do not tolerate any beh
avior that can be perceived as degrading or threatening. Human resource departme
nt also believe that most of the things employees learn with the passage of the
time, main reason for that is there is always problem in the adjustment at new p
lace of employment.
Orientation of the employees
Orientation of employees at Telenor Pakistan includes with the introduction with
the organization, a brief introduction about organization and as well their pla
cement, policies, rules, regulations, safety, health and some other basic issues
in the organization. During the orientation of the employees they are introduce
d with the supervisors, coordinator and other employees working with him/her. th
ey are introduced with their job and working conditions and other initial inform
ation is delivered to them during orientation.
24
Equal opportunities
Telenor has traditionally had a gender-divided labor market. This has gradually
changed as a result of the changing organizational structure, specific equality
initiatives by the company and, not least, as the basis for recruitment has chan
ged. Occupational groups with technological backgrounds (chartered engineers, en
gineers and technicians) have been dominant and there was a major predominance o
f men with this education and these skills. At the same time, units such as the
directory enquiries services and customer services had a clear dominance of wome
n. During recent years, this has evened out, due to increased awareness in recru
iting personnel in the various disciplines and due to changes in the basis for r
ecruitment. Telenor's efforts to strengthen the Groups position as an attractive
employer have resulted in an increased recruitment of highly skilled women. Cus
tomer Services, which was originally dominated by female employees, now has almo
st the same number of men as women. The average salary for women has increased,
and this unit now employs male and female personnel on equal pay conditions. The
average annual salary in the whole organization for women is lower than for men
. This is mainly due to the number of men in senior positions outweighing the nu
mber of women.
25
Training Methods and Employee Development
The principles relating to the development of the working environment are made a
vailable on the learning portal Learn at Telenor in the form of separate e-learn
ing programmes for both employees and managers. Telenor believes that each indiv
idual is attributed with potentials, which can be maximized by enabling conditio
ns favorable to their growth. It is recommended that staff gets an opportunity t
o engage and learn through active involvement in HRD interventions, which could
include trainings, workshops, learning exposures, conferences, exchange visits e
tc. The staff training needs will be identified through performance development
program plans in consultation with respective line managers and individual staff
. Line managers will be fully responsible for ensuring their staff receives acce
ss to training and development events in areas that have been identified for the
m. The national HRD budget will be located. The employee upon return form local
HRD event will submit detail report outlining key learnings and use of training r
eceived in the organizational work set. Telenor Pakistan is providing the traini
ng to its employees at level where the organization feels about the performance
gaps especially in engineering department and IT division and level of technolog
y does matter too. Telenor at present providing the training to its employees wh
en they introduce any kind of new technology and further more they also provide
training to their employees in the call center division. Most important thing to
note that Telenor Pakistan is still employing the experienced people for jobs a
nd at start they dont have any kind of formal training.
26
Planned process for training & development
Training needs analysis:
Telenor Pakistan identifies the training needs at different levels and provides
them to their employees in sense to enhance their skills, the training needs are
provided at various levels like whenever they introduced the new technology and
when they entered in the new place, they provide training to them.
A. Training to new comers:
Telenor provide the training not only to its employees but also to its new offic
ers working outside the organization like franchise workers, sales officers etc.
B. Training development phase
Method of training
1. On job training:
Telenor provide the on job training during the duty hours, which is totally abou
t the job instructions. 2. Coaching:
Telenor provide the coaching facility to its employees for their training like t
raining in the call center and in other official matters.
C. Training implementation:
During the training they are provided with the specific environment in which lea
rning aspects are there. Before providing them training one important element is
considered 27
that how much information these people already have, whether the further informa
tion which will be given will be fruitful or not for employees. They are first i
ntroduced with the training purpose and introduced more with the specific enviro
nment they are being provided for the training mode. In this regard the training
room arrangement is very important and this helps in the learning aspects and i
mproves the leaning skill and ability of the employees. The training rooms for t
he employees are located in the respective department and each training room is
U-shaped and equipped with the white board and
multimedia. Sitting arrangement is very proper.
D. Training evaluation phase:
After providing the sufficient training to employees they are evaluated on the b
asis of the different criteria, first they are assessed through their behavior w
hether after providing the training they have any kind of change in their behavi
or and along with the leaning purpose that whether they get the sufficient infor
mation from their training and they also have to take tests through these traini
ng programmes to confirm, there must no any kind of performance gap after having
the training particularly in their field. And afterwards the employees are also
evaluated through their output level.
28
Human resource information system
HRIS is fundamental need of all growth seeking organizations. Telenor is also ha
ving a very comprehensive computer based information system. As telenors HR depar
tment is very active and connected with all their employees regarding their matt
ers about organization, for their departmental work needs and convenience. Telen
or is coming up with the strategy of going better and better. To cope with that
they built their information system like other organizations (Mobilink, Ufone) a
lready working with. Telenor developed a network within whole organization throu
gh which all their employees are linked, by their own specifically developed sof
tware. Through this software data base of all employees and their record is kept
up to date. This software oriented information system specifically builds for o
rganizational development. All the employees are provided the facility of connec
ting each other by mailing through this software. This is working on their intra
net. This HRIS is not only working within the organization but also this system
is working for the franchise officers and other people working out side the orga
nization even if they are located anywhere in the country. Human resource inform
ation system in Telenor also possess the attendance records of her employees, th
rough which they evaluate the employees performance of attendance and keep updat
e with the employees leave, attendance, holidays etc. they have issued electroni
c cards to each employees by swapping these cards through electronic devices and
so through this way the data for employees are maintained. Strategically the ma
in advantage of this database is that there is no fear of any kind of leakage of
information. along with this customers services department also have a deep lin
k with the human resource information system.
29
Managing Performance
Performance management has three parts: Defining the performance Measuring or ap
praising performance Feedback of the performance. Performance Management System
The Performance Management system of any company is to check whether the employe
e performance is aligned with strategic goals. Telenor claims to be value leader
s in the Mobile Phone industry and future goal is to transform Telenor to perfor
m with speed flexibility and enterprising spirit of being an innovative, consume
r focused company. Furthermore, the employees who perform well are given opportu
nities to further develop themselves. Normally the weak points are pin pointed s
o that the employees can improve themselves.
Process of Performance Management
At Telenor, the process of performance management starts by defining performance
. Performance cannot be defined without a clear knowledge of the job that is to
be performed by the employees. At the managerial level, it is very difficult to
define performance of the employees keeping in view their quantitative aspects.
Due to large variety of managerial jobs at Telenor, the performance of managers
is analyzed on a qualitative measure. At Telenor, jobs are analyzed after partic
ular time or when ever there is a need of job analysis and performance is define
d. After that, this definition of performance is communicated to all the employe
es and it is made sure that they work on these measures as they are also apprais
ed on the same measures.
30
After performance has been defined, all the required behaviors for the managers
are studied in detail and some indicators are developed which are necessary to j
udge whether the employee is performing good or bad. The indicators that are in
favor of the required performance are called Positive Indicators and the indicator
s against it are called Contra Indicators. Given below are the behaviors with thei
r required performance for managers Telenor:
1. Managing work:
Manages own work in the most efficient and effective way plans and prioritizes o
wn work, breaking down the task. Uses available resources effectively (own time,
systems, finances, people, information) Prepares well and has everything at han
d.Has an organized approach to work. At a supervisory level: Delegates tasks eff
ectively Coaches subordinate(s) to achieve tasks
2. Analyzing and understanding:
Understands own role, responsibilities, and tasks and solves problems. Seeks cla
rification by probing, questioning and challenging Anticipates and thinks around
problems / issues Recognizes own limitations and other resources - knows when h
elp is needed. Considers and evaluates all options - is able to weigh things up
Makes sound judgments and decisions. Is able to be discreet and maintain confide
ntiality.
3. Processing work:
Processes and produces work to meet all the deadlines. Follows appropriate proce
dures in a methodical and systematic way. Seeks appropriate approvals and author
ity 31
Maintains routine tasks and systems - filing, info systems, diaries, etc... Moni
tors and reviews own tasks, makes appropriate checks Is accurate and pays attent
ion to detail.
4. Adaptability:
Is flexible and responds positively to changes. Accepts changes enthusiastically
Is willing to learn/change Is open to new / other ideas Is able to perform unde
r pressure
5. Initiative:
Uses initiative and seeks improvement Is curious and inquisitive Generates ideas
Develops and makes improvements Learns from experience Is able to work with min
imum supervision / direction
6. Relationships:
Has a good working relationship with others, both within and outside the organiz
ation. Builds informal working relationships Co-operates with others, is a team
player Understands and is sensitive to the needs of other people Persuades and n
egotiates - is able to gain commitment Confronts problems and is assertive when
necessary
32
7. Communication:
Communicates confidently and clearly with others Is clear and concise in communi
cation Effectively communicates own needs Liaises and consults with others Is ab
le to communicate effectively in writing
8. Commitment:
Displays commitment and self-motivation Completes and finishes tasks, not giving
up Is conscientious and takes pride in their work Works to high standards Is re
liable and consistent - not letting others down
33
Performance Appraisal
Reviewing performance and taking positive steps to develop employees further is
a key function of management and is a major component in ensuring the success of
the company through effective employee performance. A review is about ensuring
people know what levels of performance are expected of them and then taking acti
on to ensure they are trained and developed to perform effectively.
Objectives of Performance Appraisals
To measure the work performance To motivate and assist employees in improving th
eir performance And achieving their professional goals To identify employess wit
h high potentials for advancements To identify employees training and developmen
t needs To provide a solid path for career planning for each individual
Appraisal Policy:
The intent of these appraisals is to review current job performance and responsi
bilities, set goals and discuss further opportunities with reference to past per
formance at Telenor.
Performance Review:
At TELENOR a review is intended to be an open and frank discussion between an em
ployee and their Team Leader/Manager. Generally there are two elements: first is
the element in which discussion takes place over the strengths and areas which
need to be developed as displayed by the job holder over specific time period. T
he performance is of course judged comparing the performance against the core in
dicators of Job. The second element is concerned with discussing the training ne
eds/inputs activities that are considered to be appropriate to help the jobholde
r overcome some of development areas discussed in the review and also those acti
vities that are deemed appropriate to build upon their current strengths.
34
Sources of Performance Appraisal:
At TELENOR the primary sources of performance appraisal are the managers and sec
ondary sources are employees themselves. Though the peers also give their opinio
n but it usually does not have any weightage unless a conflict arises between th
e manager and the employee.
Feedback:
Workers at Telenor are informed of their performance and given the opportunity t
o express their opinion over their own level of performance against each compete
nce. This serves the following two main purposes: It enables the reviewer to red
efine whether the initial assessment was correct, as circumstances may exist tha
t the reviewer is unaware of. By asking the worker what he sees to be his own st
rengths and development areas often help to reduce negative responses and makes
planning training needs/inputs activities easier if the person is able to expres
s for himself the areas in which he feels he can improve. Following the review t
he final grades are allocated and the issues/points that were discussed at the r
eview are included in the sheet. When the sheet is complete, at the first instan
ce it is sent to the immediate manager who if required adds his comments, and th
en it is sent to Employee Relations Department. All job holders are entitled to
have a copy of their sheets if they so wish and this is encouraged to ensure tha
t the system is perceived as being Open and Fair.
35
Performance Measurement System
Strengths: Though the management claims that their Performance Measures are cong
ruent to strategies, reliable and acceptable but they emphasized that the main s
trengths of their systems are the validity and specificity.
Validity: The performance measurement systems used at Telenor are valid. As stat
ed by the management, the core job areas extensively. They are not only aligned
with the companys strategic objectives but are also free from deficiency. Contami
nation is acceptable as a few things extra from the actual job requirements are
expected.
Specificity: The performance measure used at TELENOR has a very high specificity
because it guides the employees as to where they lack and how can they improve.
36
Motivation
As we know Telenor is highly aware of how to motivate its employees in the best
way. This can be judged by the enthusiasm and good spirit that people show in pe
rforming their jobs. There is a well-devised system that Telenor follows for the
purpose of motivation. It includes both financial and non-financial rewards alo
ng with the major Motivators and Dissatisfies. The company recognizes the import
ance of making people drive towards their goals and the basic step towards this
is made through recognizing the value of importance that the company gives to it
s employees. Telenor has a set of financial rewards, medical, dental, vision and
life insurance, retirement plan, paid vacation days, family and work life balan
ce benefits and profit sharing plan, Annual bonus opportunities, company cars et
c. other ways in which employees are motivated are:
Employee Consultation for:
y y y y y y y y Everyday residence issues (remodeling, repairs, house-sitting, e
tc.). Legal matters. Financial issues Education and schooling. Parent and child
care. Resources for seniors and eldercare issues Emergency dependent-care reimbu
rsement. Adoption assistance.
Employees are safe in knowing that they will be rewarded for any exceptional wor
k. This reward is not only monetary. It is accompanied by the employee being giv
en recognition and greater empowerment. Employees are given a very beautiful and
healthy work environment. Special attention is given to make the physical enviro
nment most productive. This is why Telenor offices are considered to be the most
well decorated and organized. As we know Telenor has a desire to promote the hi
gh
achievers from with in the company. Positions are given on merit and are transpa
rent and 37
fair in nature. There is no special treatment. Therefore each employee knows tha
t he can aim for the top and actually get there. This has proved to be a great s
ource of motivation for the employees of Telenor.
38
Career Planning
Process by which an individual formulates career goals and develops a plan for r
eaching those goals.
Career Management
The ability to keep up with the changes that occur within the organization and i
ndustry and to prepare for the future.
Organizations Roles
Providing job information Implementing effective placement process Supporting hu
man resources system Offering education and training Employees Roles Self assessm
ent Gathering data Setting goals Working with supervisor Developing plan Checkin
g telephone bulletin board Applying for openings
Managers Roles
Appraising performance Coaching and supporting Guiding and counseling Providing
feedback Supplying information Maintaining integrity of system 39
Career Planning
Personnel activities like screening, training, and appraising serve two basic ro
les in organizations. First, their traditional role has been to staff the organi
zation-to fill its positions with employees who have the requisite interests, ab
ilities, and skills. Increasingly, however, these activities are taking on a sec
ond role of ensuring that the long-run interests of the employees are protected
by the organization and that, in particular, the employee is encouraged to grow
and realize his or her full potential. Activities like personnel planning, scree
ning, and training play a big role in the career development process. Personnel
planning for example can be used not just to forecast open jobs but to identify
potential internal candidates and the training they would need to fill these job
s. Similarly, an organization can use its periodic employee appraisals not just
for salary decisions but for identifying the development needs of individual emp
loyees and ensuring that these needs are met. All the staffing activities, in ot
her words, can be used to satisfy the needs of both the organization and the ind
ividual in such a way that they both gain: from improved performance, from a mor
e committed work force and the employee from a richer, a more challenging career
.
Roles in Career Development:
The individual, the manager, and the organization all have roles in the individu
als career development. Ultimately it is the
(1) Individual who must accept responsibility for his or her own career, assess
interests,
skills, and values; seek out career information and resources; and generally tak
e those steps that must be taken to ensure a happy and fulfilling career. Within
the organization the
(2) Individuals manager plays a role, too. The manger should provide timely and
objective performance feedback, offer development discussions, for instance. The
manager acts as a coach, appraiser, advisor, and referral agent, for instance,
listening to 40
and clarifying the individuals career plans, giving feedback, generating career o
ptions, and linking the employee to organizational resources and career options.
(3) The employer plays a career development role. For example, it should provide
career-oriented training and development opportunities, offer career information
and career programs, and give employees a variety of career options. Ultimately
, as well see, employers need not and should not provide such career-oriented act
ivities purely out of altruism. Most employees will ultimately grade their emplo
yers on the extent to which the organization allowed them to become the people t
hey believed they had the potential to become. And that will help determine thei
r commitment to their employers and their overall job satisfaction.
Here are a few tips on how to go about developing a career management program
Career management services are designed to help both organizations and retained
employees effectively handle career challenges.
Factors that affect career choices
Career Management - responsibilities of the individual himself Steps in planning
a career for us:
y
(1)
The first step in planning a career for yourself or someone else is to learn as
much as possible about the persons interests, aptitudes, and skills.
(2) Identify the persons career stage
Each persons career goes though stages, and the stage you are in will influence y
our knowledge of and preference for various occupations.
(3) Identify occupational orientation
Career-counseling expert John Holland says that a persons personality (including
values, motives, and needs) is another important determinant of career choices.
For example, a 41
person with a strong social orientation might be attracted to careers that entai
l interpersonal rather than intellectual or physical activities and to occupatio
ns such as social work.
(4) Identify skills
Successful performance depends not just on motivation but on ability too. You ma
y have a conventional orientation, but whether you have the skills to be an acco
untant, banker, or credit manager will largely determine which specific occupati
on you ultimately choose. Therefore, you have to identify your/employee skills.
(5) What Do You Want to Do ?
We have explained occupational orientations, skills, and the role these play in
choosing a career. But there is at least one more exercise you should try that c
an prove enlightening. Answer the question: If you could have any kind of job, wh
at would it be ? Invent your own job if need be, and dont worry about what you can
do-just what you want to do.
(6) Identify High-Potential Occupations
Learning about yourself is only half the job of choosing an occupation. You also
have to identify those occupations that are right (given your occupational orie
ntations, skills, career anchors, and occupational preferences) as well as those
that will be in high demand in the years to come.
42
Career Management
Responsibilities of the manager and employer Career management guidelines:
Along with the employee, the persons manager and employer both have career manage
ment responsibilities.
Guidelines include: (1) Avoid reality shock
Reality shock refers to the results of a period that may occur at the initial ca
reer entry when the new employees high job expectations confront the reality of a
boring, unchanging job. Perhaps at no other stage in the persons career is it mo
re important for the employer to be career development-oriented than at the init
ial entry stage, when the person is recruited, hired, and given a first assignme
nt. For the employee this is a period during which he or she has to develop a se
nse of confidence, learn to get along with the first boss and with coworkers, le
arn how to accept responsibility, and most important, gain an insight into his o
r her talents, needs, and values as they relate to initial career goals. For the
new employee, in other words, this is (or should be) a period of reality testin
g during which his or her initial hopes and goals first confront the reality of
organizational life and of the persons talents and needs
(2) Provide challenging initial Jobs
Most experts agree that one of the most important things you can do is provide n
ew employees with challenging first jobs. In one study of young managers at AT&T
, for example, the researchers found that, more challenging a persons job was in
his or her first year with the company the more effective and successful the per
son was even five or six years later. Based on his own research, Hall contends t
hat challenging initial jobs provide one of the most powerful yet uncomplicated m
eans of aiding the career development of new employees. In most organizations, ho
wever, providing such jobs 43
seems more the exception than the rule. In one survey of research and developmen
t organizations, for example, only 1 of 22 companies had a formal policy of givi
ng challenging first assignments. This imbalance as one expert has pointed out,
is an example of glaring mismanagement when one considers the effort and money inv
ested in recruiting, hiring, and training new employees. Some firms front-load the
job challenge by giving new employees considerable responsibility.
(3) Provide realistic job previews in recruiting
Providing recruits with realistic previews of what to expect once they begin wor
king in the organization-ones that describe both the attractions and also possib
le pitfalls-can be an effective way of minimizing reality shock and improving th
eir long-term performance. Schein points out that one of the biggest problems re
cruits and employers encounter during the crucial entry stage is getting accurat
e information in a climate of mutual selling. The recruiter (anxious to hook good
candidates) and the candidate (anxious to present as favorable an impression as
possible) often give and receive unrealistic information during the interview. T
he result is that the interviewer may not form a clear picture of the candidates
career goals, while at the same time the candidate forms an unrealistically favo
rable image of the organization. Realistic job previews can boost the survival r
ate among employees who are hired for relatively complex jobs like management tr
ainee, salesperson, or life insurance agent.
(4) Be demanding
There is often a Pygmalion effect in the relationship between a new employee and h
is or her boss. In other words, the more you expect and the more confident and s
upportive you are of your new employees, the better they will perform. Therefore
, as two experts put it, Dont assign a new employee to a dead wood undemanding, or u
nsupportive supervisor. Instead choose specially trained, high-performing, suppo
rtive supervisors who can set high standards for new employees during their crit
ical first year.
44
(5) Provide periodic job rotation and job pathing
The best way new employees can test themselves and crystallize their career anch
ors is to try out a variety of challenging jobs. By rotating to jobs in various
specializations-from financial analysis to production to human resource, for exa
mple-the employee gets an opportunity to assess his or her aptitudes and prefere
nces. At the same time, the organization gets a manager with a broader multifunc
tional view of the organization. One extension of this is called job pathing, wh
ich means selecting carefully sequenced job assignments.
(6) Do career-oriented performance appraisals
Edgar Schein says that supervisors must understand that valid performance apprai
sal information is in the long run more important than protecting the short-term
interests of ones immediate subordinates. Therefore, he says, supervisors need c
oncrete information regarding the employees potential career path-information, in
other words, about the nature of the future work for which he or she is apprais
ing the subordinate, or which the subordinate desires.
(7) Provide career planning workshops and career planning workbooks
Employers also should take steps to increase their employees involvement and expe
rtise in planning and developing their own careers. One option here is to organi
ze periodic career planning workshops. A career planning workshop has been defin
ed as a planned learning event in which participants are expected to be actively
involved, completing career planning exercises and inventories and participating
in career skills practice sessions. It discusses what is career planning, self a
ssessments, environmental assessments, goal setting for self, and developing car
eer action planning.
A career planning workbook may be distributed to employees either as part of a w
orkshop or as an independent career planning aid. This career planning workbook
is a printed guide that directs its users through a series of assessment exercise
s, models, career directions, discussions, guidelines, actioning planning and ot
her information to 45
support career planning. It is usually self paced, so that the employees can com
plete the exercise at their own pace.
46
Wages, incentives and benefits
Telenor wants to reward the efforts of qualified employees through bonus schemes
, wages, options and shares programmes as well as other forms of benefits. The i
ncentive systems at Telenor are part of the effort to motivate employees to meet
Telenor's principal goal of optimising shareholder value. The system has both a
shortterm and long-term perspective, through introducing annual bonuses as well
as share and options programmes. In addition, the incentive systems also contri
bute by helping to retain and develop the strategic expertise in the Group and a
ttract new expertise. The incentive systems for managers and key personnel at Te
lenor are based on an overall compensation principle, where wages, bonuses, opti
ons and other benefits are comprehensively evaluated. Extra holidays are a benef
it of all employees at Telenor. Additional to the stipulated five weeks, employe
es of Telenor also have Christmas holidays, Eid holidays and two extra days off.
Telenor also offers benefits for maternity leave, additional to those stipulate
d.
47
Health, Environment and Security
Health, Environment and Security (HES) is here used synonymous with the concept
of working environment and comprises all factors affecting the working condition
s, be they physical or psychosocial. The working environment at Telenor shall be
distinguished by job-satisfaction, low sickness absence and few injuries. A joi
nt policy, containing relevant procedures and guidelines, has been drawn up to a
chieve this. Employment at Telenor shall promote good health. Employees shall no
t suffer any form of health damage or injuries resulting from their work. The ag
reement for a more inclusive working life was signed in 2003. The agreement supp
orts the basic efforts that were made in recent years in the form of follow-up a
nd rehabilitation of people who have been struck by injury or illness. As far as
possible, and provided that employees in question are willing, efforts will be
made to bring people back to working life as quickly as possible. For the purpos
e of preventing sickness absence and of providing follow-up and rehabilitation o
f employees, focus has been on ensuring good cooperation between managers and em
ployees. This has led to stable sickness absence figures of approximately 5% in
Telenor's Norwegian operations. This stability contrasts with the overall develo
pment in Norway, where a considerable increase in the sickness absence has taken
place in the last few years. Our efforts to maintain a good working environment
are an ongoing process pervading the whole Group. The work shall be organized,
implemented, documented and reported to support the principal goals. Managers at
all levels are responsible for planning and implementing initiatives that contr
ibute to a satisfactory physical and psychosocial working environment. Telenor's
employees are also responsible for contributing to the achievement of these goa
ls. Trained HES personnel support managers in systematic efforts in Health, Envi
ronment and Safety in their own units.
48
Health, Environment and Safety systems (HES systems) are quality systems impleme
nted to ensure that Telenor abides by prevailing laws, regulations and internal
directives regulating the working environment. Telenor's HES system is based on
the following principles: Implementation and documentation of systematic HES eff
orts in own areas Ensuring sufficient expertise within the HES systems Ensure im
plementation of risk analyses, handle aberrations and introduce corrective measu
res Reviewing HES status in individual areas of responsibility and planning of a
ctivities, including HES revisions Organizing efforts to reduce the health risks
relating to the workplace Follow-up of, and cooperation with, employees during
sickness absence, including preparation for continued working life during tempor
ary or permanent disability Efforts to prevent injuries, reporting and analysis
of occupational injury and nearinjuries, as well as introduction of corrective m
easures Reporting of results and activities relating to the working environment
49
Discipline Procedure
Warning may be addressed to the employees verbally and in written through their
immediate supervisor. The warning shall refer to the contraventions committed by
the employee and will serve to remind the employees the he/she abide by the com
pany rules and regulations in performing his/her work, and that this contraventi
on should not be repeated in future. A written letter may be addressed to the em
ployee describing the contravention committed. The employee will also be notifie
d that a higher penalty may be inflicted on him in the contravention is repeated
in future. The warning letter may be registered in the employees personal file
.issuance of written warning can be recommended by the respective supervisor. It
will be issued by the HR department after approval of head of department. Deduc
tion from the salary will be an amount of employee salary depending on the type
offence and decision taken accordingly. The employee may be suspended from perfo
rming his or her duties for a period of time as conveyed in written. Unauthorize
d absence of more then two times in Six month can result in termination of emplo
yment. An employee who is absent from the job with out satisfactory explanation
is considered to be an unauthorized unpaid absence. Discrimination, intimidation
and harassment based on sex, race, religion, age, color, disability, sexual ori
entation and cultural background is prohibited at the workplace.
Harassment refers to:
Embarrassing remarks and jokes (Written/verbal) Insults Comments about appearanc
e, facial or other physical impression Unwanted physical contacts Display of sug
gestive photographs Racial segregation 50
Behavior that ridicules some one based on gender, religion, culture etc. The Hea
d of Department should maintain direct control of all disciplinary records. A co
py of all records must be placed on the employee's personal file in the Human Re
sources Department. All warnings will remain upon the employee's personal file i
ndefinitely, but will normally be disregarded for disciplinary purposes after th
e following periods: Stage 1 - Verbal warning: Stage 2 - Written warning: Stage
3 - Final written warning: Stage 4 - Dismissal These time periods may however be
extended in appropriate circumstances taking into account the nature of the off
ence. The time period will commence from the date of the letter/memorandum confi
rming the warning, even though any specified time for improvement has expired. 0
3 months 06 months 12months
51
Recommendations
To establish core competence and to bring competitiveness, Telenor should implem
ent numerous effective plans to improve the performance of its various departmen
ts. Supervisors must manage employee performance well in order for Telenor to ac
complish its mission and achieve its goals. Following are some recommendations f
or Telenor, which we personally feel can be useful for the organization, its emp
loyees and the customers.
Effective Performance Management
Performance management is one of the most important parts of a Supervisors or tea
m leaders job. Developing skills in performance Management is wise investments th
at will help Telenor achieve its Goals. Managing employee performance includes:
Planning work and setting expectations Monitoring and measuring performance Deve
loping the capacity to perform Periodically rating performance in a summary fash
ion Recognizing and rewarding good performance
Communication
Establishing and maintaining effective communications with each Employee not onl
y requires good oral and written communications Skills, but it also includes the
ability to establish good working Relationships. To communicate effectively wit
h employees, Supervisors must establish an environment that promotes an open Doo
r atmosphere, the sharing of ideas, and employee involvement in decision making
processes.
Setting Goals
Setting long and short-term goals with employees gives focus to Employee efforts
. When goal setting is done correctly, employees strive to accomplish those goal
s and feel 52
confident in achieving them. When goal setting is done poorly, work does not pro
gress as desired. Knowing how to set goals effectively is an important part of P
erformance management. To do this well, supervisors need to be able to clarify e
xpectations and to set realistic standards and targets.
Measuring Employee Performance
Credible measures of performance that employees understand and accept are critic
al for achieving high level performance. Measuring employee accomplishments, usi
ng both qualitative and quantitative measures, provides the information that sup
ervisors and employees need in order to monitor performance.
Giving Feed Back
Feedback should inform, enlighten, and suggest improvements to employees regardi
ng their performance. Supervisors should describe specific work related behavior
or results they observe as close to the event as possible.
Coaching & Developing
Using their coaching skills, supervisors evaluate and address the developmental
needs of their employees and help them select diverse experiences to gain necess
ary skills. Supervisors and employees create development plans that might includ
e training, new assignment, job enrichment, self study or work details.
Recognizing
Effectively recognizing employees is another performance management competency.
Being able to genuinely acknowledge a job well done is critical for strengthenin
g employees commitment to do their best. Supervisors should be skilled at using f
ormal awards programs as well as using informal recognition techniques, includin
g personal thank yours and voicing verbal appreciation.
53
Annexure
Telenor head office Islamabad
54
References
Project report Study of human resource management in telecommunication www.slidesh
are.com http://www.telenor.com.pk/ http://www.telenor.com.pk/careers/whyTelenor.
php http://en.wikipedia.org/wiki/Telenor_Pakistan http://www.scribd.com/doc/2465
1033/HR-REPORT-cultural-compatible-practices-inTELENOR
55

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