Tel Scribd.2

Muhammad Mahmood Aslam COMSATS Institute of Information Technology, Lahore
http://pakistanihr.blogspot.com
TABLE OF CONTENTS
Introduction .................................................................................................................
.......................................
2 Vision and
Values...........................................................................................................................
.............. 3 Telenor Group
Strategy........................................................................................................................
4 Human Resource Development

Department ........................................................................................
6 Human Resource Development

Functions ........................................................................................ 6 Types of
Training .......................................................................................................................
....................... 7 Organizational Culture and its supportiveness for
Training .......................................................... 8 Framework for the HRD
Process................................................................................................................ 9 1-
Training Need Assessment
Phase .................................................................................................... 9 Who
Conducts Needs Analysis &
Why? .......................................................................................11
Who is the
Trainee? .......................................................................................................................
..11 Techniques for Determining Specific Training
Needs ...........................................................11 2-Design
Phase ...........................................................................................................................
.................12 Training Design
Model ........................................................................................................................1
2 3-Training
Implementation ...........................................................................................................
........14 4-Evaluation
Phase............................................................................................................................
........16 Purposes of Training
Evaluation ....................................................................................................16
Process of Training
Evaluation .......................................................................................................17
Techniques of
Evaluation ..................................................................................................................1
8 Responsibility for the evaluation of
training .............................................................................18
Conclusion ...................................................................................................................
......................................20
Recommendations........................................................................................................
..................................21
Appendices ..................................................................................................................
......................................23
References ...................................................................................................................
......................................28
This document is for reference purpose only, copying/reproducing of this document

is strictly prohibited.
INTRODUCTION
Telenor Pakistan is a Pakistani GSM cellular service provider, and is a subsidiary of

Telenor, Norway. It has a subscriber base of 19.98 million as of March 2009.Telenor
Pakistan is owned by Telenor ASA and adds on to its operations in Asia together
with Thailand, Malaysia and Bangladesh. Telenor ASA is an international provider of
high quality telecommunications, data and media communication services. It ranks
as world’s 7th largest mobile operator with a total of 164 million subscribers in its
mobile operations. Telenor Pakistan launched its operations in March 2005 as the
single largest direct European investment in Pakistan, setting precedence for
further foreign investments in the telecom sector. The company has crossed many
milestones and grown in a number of directions, making Telenor Pakistan a leading
telecom operator of the country. Telenor is the fastest growing mobile network in
the country, with coverage reaching deep into many of the remotest areas of
Pakistan. In the most difficult terrains of the country, from the hilly northern areas
to the sprawling deserts in the south, at times Telenor is the only operator
connecting the previously unconnected. Telenor is keeping ahead by investing
heavily in infrastructure expansion. With USD 2 billion already invested, Telenor
have extended agreements with vendors for network expansion and services until
2009. The agreements, with a potential to result in USD 750 million worth of orders
from Telenor Pakistan, are some of the biggest of their kind in the industry. Telenor
is spreading across Pakistan, creating 2,500 direct and 25,000-plus indirect
employment opportunities. Telenor is a network of 23 company-owned sales and
service centers, more than 200 franchisees and some 100,000 retail outlets.
VISION AND VALUES
Telenor vision is simple: “Telenor exists to help customers get the full benefit of
communications services in their daily lives. We're here to help. Make it easy. Keep
promises. Be inspiring and be respectful.” Telenor vision and values define a
common approach for all their employees setting out how they do business at
Telenor. They provide a fundamental guide for taking care of our customers.
Together they set the standard for how Telenor work in order to create sustainable
value for our shareholders, customers, employees and partners.
Values
The values at Telenor are a constant reminder to Employees of how Telenor should
serve all our customers around the world. They inspire us to be a driving force in
modern communications and customer satisfaction.
Values in practice
According to an official at Telenor “We want to make it easy for our customers to
get what they want, when they want it. We will keep promises and do what we say
we will do. We will innovate to deliver fresh ideas. And, as an international
company, we will respect our customers and their local cultures.”
For getting the information regarding the HRD functioning in Telenor, we have
visited Telenor several times, and we come to know that the written values are in
real practice which might be a reason for the success of Telenor.
TELENOR GROUP STRATEGY
The Telenor Group has a strong track record of delivering on ambitious goals. By
2011, we aim to be one of the fastest growing mobile operators in the world, with a
strong broadband position in all markets, successfully developing new services and
adopting new and responsible business models. The Telenor Group has defined six
strategic ambitions which it aims to achieve by 2011. These are:
1. To deliver increased profitable growth
The Telenor Group aims to achieve a substantial revenue increase in the years to
come. This growth will mainly come from existing businesses. We will seek to
increase our core mobile and fixed voice revenues and explore broadband
opportunities in our emerging markets. The Telenor Group is also investing in
adjacent markets, such as basic financial services and machine-to-machine (M2M)
communication worldwide.
2. To strengthen our performance culture across the Group
In all our operating companies, we will continue the successful practice of

combining a local approach with global expertise. This means that the local
management teams will build a unique performance culture based on their own
initiatives and in line with the Telenor governance model, Codes of Conduct, vision
and values, our people policy and the way we work across borders. In terms of
Health, Safety and Environment (HSE), our objective is to improve working
conditions and environmental management by having clearly defined standards
across our operating companies and supply chains.
3. To make responsible business a competitive advantage
Corporate responsibility at Telenor will be part of managing risk and linked to our
core business. For example, the measures we have taken to fight climate change
are motivated both by our commitment to corporate responsibility and by an
enlightened view of associated business benefits and opportunities: what is good for
the environment is also good for business. Telenor now has clearly defined targets
on CO2 emissions from its operations - not just to help save our planet, but to save
energy and money. Telenor has a strong track record when it comes to sustainable
business: it was ranked top performer by the Dow Jones Sustainability Indexes (DJSI)
in 2007 and 2008.
4. To provide a superior customer experience
Faced with an increasingly competitive environment, Telenor needs to differentiate

itself by providing a superior customer experience. In our vision – we’re here to help
– and core values (make it easy, keep promises, be inspiring, be respectful),
We put customer experience at the top of the agenda throughout the Telenor
Group. One of our ambitions is to reach a situation where end-users’ brand
preference is higher than the Telenor market share for all operating companies.
5. To ensure best practice benchmarking across the Group
Telenor will undertake benchmarking and best practice sharing across the Group. A
global objective is to achieve a higher reduction in the average operational cost per
minute than the expected decline in average price per minute. The Telenor Group
aims to achieve considerable continued growth in operating cash flow from all of its
operations.
6. To drive change and constant renewal
To secure a strong industry position, we need to innovate in everything we do. To

get the most out of our efforts, we have prioritized five group-wide innovation
areas: Broadband outside the Nordic countries. Our long-term ambition is to achieve
the same position in broadband (mobile and fixed) as we have in mobile voice
today. Connected objects / M2M. The “Internet of things.” The Telenor Group is
working to establish itself as a global player within this rapidly growing and
potentially huge market. Financial services. The Telenor Group aims to establish
itself as a significant player in parts of the financial services industry in select
under-serviced markets, establishing a platform for long-term growth. Partner
innovation. The Telenor Group controls many valuable assets that can be further
developed together with partners. Partner-driven innovation is a cost-effective way
to create many new revenue-generating services. Climate change. Our number one
priority is to reduce CO2 emissions. The Telenor Group aims to be part of the
climate solution by de-carbonising business processes and reducing physical travel
and transport.
HUMAN RESOURCE DEVELOPMENT DEPARTMENT
Human Resource Department engage to perform a set of systematic and planned

activities designed by an organization to provide its members with the opportunities
to learn necessary skills to meet current and future job demands. HRD department
in Telenor plays very active role. The head office of HRD department is situated in
Islamabad however it has its four zonal offices, these are
Central I
Central II
North
South
Working of HRD department is cross functional, there is great coordination is among

the departments of the company. And HRD department play an important role in
providing strategic support.
HUMAN RESOURCE DEVELOPMENT FUNCTIONS
The functions of HRD in Telenor is to developing the required skills in employees as

by perceiving the future needs and demands of the company as well as the
requirement of the competitive environment. The major functions which they have
to perform are
Training and development (T&D)
Organization development
Career development
The “new learning and performance wheel”
Strategic management and HRD
The supervisor’s role in HRD
Organizational structure of the HRD function
As Telenor is one of the growing company of the country so, it is also facing a lot of
challenges in order to make its human resource as its competitive advantages, the
major challenges which are being faced by the Human Resource Development
department in Telenor are
Increasing workforce diversity
Competing in a global economy
Eliminating the skills gap
The need for lifelong learning
Facilitating organizational learning

However in Telenor, the HRD department is doing great job in order to cope with all
these challenges, HRD department has developed a complete framework which the
management is currently practicing.
TYPES OF TRAINING
There are varieties of training types are available at Telenor which varies from need
of the employees as well as the company. Broadly speaking there are two main
sources of Training.
In house Training
Outsource Training
In House Training
In house training the company offers the training in its different zones by means of
seminars, conferences and workshops. In house training which are given on the job
is
System related training
Product related training
Technical Training
Front End Desk Training
Operational wise training
These are the most common types of training which company gives to its
employees.
Outsource Training
Telenor go for the outsourcing when the in house training is not available. The topic
cover under outsource training are those which are more general in nature so
company by evaluating cost and benefit go for outsourcing. While go for
outsourcing, Telenor is using the services of Novatious Institute which holds a good
name regarding the training. The common types of training are
Moral Building
Attitude Building
Executives Training
ORGANIZATIONAL CULTURE AND ITS SUPPORTIVENESS FOR TRAINING

As far as Telenor internal culture is considered the employees are really very
satisfied with the Telenor’s norms and values. It is one of the major reasons that the
turn over rate of this organization is very low. By conducting the survey of the sales
employees in Telenor, we come to know that 90% of the employees of Telenor took
the Training most effective. The major aspects of Telenor’s culture which supports
the its objectives are
It owned a flat structure so the communication among employees is very good.
Hierarchy of the organization is well managed and there exist no fear between
subordinate and boss which give rise to the confidence in employees.
There is a vertical communication as well as horizontal communication exist among

the employees of Telenor which supports its objectives of being EEO organization.
Training is the necessary components for all the employees from CSR (customer
services representative) to CEO (chief Executive officer)
A FRAMEWORK FOR THE HRD PROCESS
HRD department follow a frame work which consists of four major steps, HRD
department is primarily responsible for Learning and development of employees.
The whole activities of HRD department in Telenor revolve around these steps.
Training Need Assessment Phase
Training Design Phase
Implementation phase
Evaluation phase
1- TRAINING NEED ASSESSMENT PHASE
Training needs analysis process is a series of activities conducted to identify

problems or other issues in the workplace, and to determine whether training is an
appropriate response. An analysis of training need is an essential requirement to
the design of effective training. The purpose of training need analysis is to
determine whether there is a gap between what is required for effective
performance and present level of performance. The needs analysis is usually the
first step taken to cause a change. This is mainly because a needs analysis
specifically defines the gap between the current and the desired individual and
organizational performances. In Telenor, the TNA phase has given a primarily
importance, it is conducted to determine whether resources required are available
or not. It helps to plan the budget of the company, areas where training is required,
and also highlights the occasions where training might not be appropriate but
requires alternate action. Training Need arises at three levels:
Trianing Need
Organizational Level
Individual Level
Operational Level
Corporate need and training need are interdependent because the organization
performance ultimately depends on the performance of its individual employee and
its sub group.
Organizational Level
In Telenor, Training needs analysis at organizational level focuses on strategic

planning, business need, and goals. It starts with the assessment of internal
environment of the organization such as, procedures, structures, policies, strengths,
and weaknesses and external environment such as opportunities and threats.
After doing the SWOT analysis, weaknesses can be dealt with the training
interventions, while strengths can further be strengthened with continued training.
Threats can be reduced by identifying the areas where training is required. And,
opportunities can be exploited by balancing it against costs.
For this approach to be successful, the HRD department of Telenor gets involved in
strategic planning. In this planning, HR develops strategies to be sure that the
employees in the organization have the required Knowledge, Skills, and Attributes
(KSAs) based on the future KSAs requirements at each level.
Individual Level
HRD department of Telenor focuses on each and every individual in the

organization. At this level, the HRD department checks whether an employee is
performing at desired level or the performance is below expectation. If the
difference between the expected performance and actual performance comes out
to be positive, then certainly there is a need of training.
However, individual competence can also be linked to individual need. The

methods which are most commonly used by the HRD department of Telenor to
analyze the individual need are:
Appraisal and performance review
Competency assessments
Customer feedback
Self-assessment or self-appraisal
Operational Level
Operational level focuses on the work that is being assigned to the employees. The
job analyst at Telenor gathers the information on whether the job is clearly
understood by an employee or not. Training officers gathers this information
through technical interview, observation, psychological test; questionnaires asking
the closed ended as well as open ended questions, etc. Today, jobs are dynamic
and keep changing over the time. Employees need to prepare for these changes.
The job analyst also gathers information on the tasks needs to be done plus the
tasks that will be required in the future.
WHO CONDUCTS NEEDS ANALYSIS & WHY?
In Telenor, an in-house trainer or a consultant performs a needs analysis to collect

and document information concerning any of the following three issues:
1. Performance problems
2. Anticipated introduction of new system, task or technology
3. A desire by the organization to benefit from a perceived opportunity
In all three situations, the starting point is a desire to effect a change. Given this,
one must know how the people who will experience change perceive it. With out the
proper TNA, Trainer may be unable to transfer their newly acquired skills to their
jobs because of the organizational constraints.
Process of conducting a training needs analysis is a systematic one based on

specific information-gathering techniques. Training need analysis process proceeds
in stages, with the findings of one stage affecting and helping to shape the next
one. There is no easy or short-cut formula for carrying out this process. Each
particular situation requires its own mix of observing, probing, analyzing and
deducting. In Telenor Pakistan, a needs analysis is not a one-time event. Telenor
administer needs analysis at regular intervals, usually biannually or every year or
two.
WHO IS THE TRAINEE?
Training needs will differ with the backgrounds of the employees to be trained, and
their present status in the organization. Basically, a candidate for training may
come from any one of three groups:
1. New hires
2. Veteran employees
3. Trainees currently in the training pipeline (currently in the training program)
Consideration of the varying needs of these groups provides a frame of reference

for discussing and suggesting the methods of identifying training needs:
TECHNIQUES FOR DETERMINING SPECIFIC TRAINING NEEDS
There are a number of methods which Telenor Pakistan is using to gather data
about employees’ performance. Each works well in given circumstances; therefore,
Telenor adopted the most suitable method for determine specific needs.
Management of Telenor believes that none of these methods can stand alone; they
always use at least two, if for no other reason to validate their findings. These
Methods are
Observation
Interviews
Questionnaires
Job description
Performance Appraisal
Analysis of Organizational Policies

2-DESIGN PHASE
As the information provided by the Telenor was insufficient so, we have just draw a
model of our own. The design of the training program can be undertaken only when
a clear training objective has been produced. The training objective clears what goal
has to be achieved by the end of training program i.e. what the trainees are
expected to be able to do at the end of their training. Training objectives assist
trainers to design the training program.
TRAINING DESIGN MODEL
In context with the Appendix-c, we have developed a training design model which
can be an effective one for the Telenor to train its employees. The necessary
components of Training design are
The Trainer
Before starting a training program, a trainer analyzes his technical, interpersonal,

judgmental skills in order to deliver quality content to trainers.
The Trainees
In training design there should be a close scrutiny of the trainees and their profiles.
Age, experience, needs and expectations of the trainees are some of the important
factors that affect training design. Training Climate
There should be a good training climate, a good training climate comprises of

ambience, tone, feelings, and positive perception for training program, etc is one of
the necessary conditions of training design. Therefore, when the climate is
favorable nothing goes wrong but when the climate is unfavorable, almost
everything goes wrong.
Trainees’ Learning Style
The learning style, age, experience, educational background of trainees must be

kept in mind in order to get the right pitch to the design of the program.
Training Strategies
Once the training objective has been identified, the trainer translates it into specific
training areas and modules. The trainer prepares the priority list of about what must
be included, what could be included.
Training Topics
After formulating a strategy, trainer decides upon the content to be delivered.

Trainers break the content into headings, topics, ad modules. These topics and
modules are then classified into information, knowledge, skills, and attitudes.
Sequence the contents – Contents are then sequenced in a following manner:
From simple to complex
Topics are arranged in terms of their relative importance
From known to unknown
From specific to general
Dependent relationship
Training Tactics
Once the objectives and the strategy of the training program becomes clear,
trainer comes in the position to select most appropriate tactics or methods or
techniques. The method selection depends on the following factors:
Trainees’ background
Time allocated
Style preference of trainer
Level of competence of trainer Availability of facilities and resources, etc
Support Facilities
It can be segregated into printed and audio visual. The various requirements in a
training program are white boards, flip charts, markers, etc.
Constraints
The various constraints that lay in the trainers mind are:

Time Accommodation,
facilities and their availability
Furnishings and equipments
Budget
Design of the training, etc

3-TRAINING IMPLEMENTATION
To put training program into effect according to definite plan or procedure is called
training implementation. Training implementation is the hardest part of the system
because one wrong step can lead to the failure of whole training program. Even the
best training program will fail due to one wrong action. Training implementation can
be segregated into:
Practical administrative arrangements
Carrying out of the training
Implementing Training
Once the staff, course, content, equipments, topics are ready, the training is
implemented. Completing training design does not mean that the work is done
because implementation phase requires continual adjusting, redesigning, and
refining. Preparation is the most important factor to taste the success. Therefore,
following are the factors that are kept in mind while implementing training program:
The trainer
The trainer needs to be prepared mentally before the delivery of content. Trainer
prepares materials and activities well in advance. The trainer also set grounds
before meeting with participants by making sure that he is comfortable with course
content and is flexible in his approach.
Physical set-up
Good physical set up is pre-requisite for effective and successful training program
because it makes the first impression on participants. Classrooms should not be
very small or big but as nearly square as possible. This will bring people together
both physically and psychologically. Also, right amount of space should be allocated
to every participant.
Establishing rapport with participants
There are various ways by which a trainer can establish good rapport with trainees
by:
Greeting participants – simple way to ease those initial tense moments
Encouraging informal conversation
Remembering their first name
Pairing up the learners and have them familiarized with one another
Listening carefully to trainees’ comments and opinions
Getting to class before the arrival of learners
Starting the class promptly at the scheduled time
Using familiar examples
Varying his instructional techniques
Using the alternate approach if one seems to bog down
Reviewing the agenda
At the beginning of the training program it is very important to review the program
objective. The trainer must tell the participants the goal of the program, what is
expected out of trainers to do at the end of the program, and how the program will
run. The following information needs to be included: Kinds of training activities
Schedule
Setting group norms
Housekeeping arrangements
Flow of the program
Handling problematic situations
15
4-EVALUATION PHASE
The process of examining a training program is called training evaluation. Training

evaluation checks whether training has had the desired effect. Training evaluation
ensures that whether candidates are able to implement their learning in their
respective workplaces, or to the regular work routines.
PURPOSES OF TRAINING EVALUATION
The five main purposes of training evaluation are
Feedback: It helps in giving feedback to the candidates by defining the objectives

and linking it to learning outcomes.
Research: It helps in ascertaining the relationship between acquired knowledge,

transfer of knowledge at the work place, and training.
Intervention: It helps in introducing some interventions in the organization,

through evaluation we come to know where the gap exists, so we can cover the gap
by interventions.
Power: It also helps to reduce the power distance between the employees.
Control: control is shared between the employees by reducing the power

distances.
16
PROCESS OF TRAINING EVALUATION
Before Training In Telenor the learner’s skills and knowledge are assessed before
the training program. Generally in organizations, during the start of training,
candidates generally perceive it as a waste of resources because at most of the
times candidates are unaware of the objectives and learning outcomes of the
program. Once aware, they are asked to give their opinions on the methods used
and whether those methods confirm to the candidates preferences and learning
style.
During Training
It is the phase at which instruction is started. This phase usually consist of short
tests at regular intervals.
After Training
It is the phase when learner’s skills and knowledge are assessed again to measure
the effectiveness of the training. This phase is designed to determine whether
training has had the desired effect at individual department and organizational
levels. There are various evaluation techniques for this phase.
17
TECHNIQUES OF EVALUATION
The various methods of training evaluation are being used by the Telenor which is
different for in house Training and outsource training.
In House Training
In house Training, the different methods being used for the purpose of evaluation
are
Observation
Questionnaire
Interview
Quizzes
Outsource Training
If he training is being provided by some outsource firm then the evaluation is being
done by
Execution on the job after Training
During Execution at the job
So, in this way, in different ways evaluation is being done differently for in house
and outsources training.
RESPONSIBILITY FOR THE EVALUATION OF TRAINING
Depending on the type of training, and the management level for which the training
is being prepared and delivered, a number of stake holders are involved in training
and its results which evaluate the training, these evaluators are
Senior Management
The Trainer
Line Management
The Training Manager
The Trainee
Each has their own responsibilities, which are detailed next.
Senior management - training evaluation responsibilities
Awareness of the need and value of training to the organization.
The necessity of involving the Training Manager (or equivalent) in senior

management meetings where decisions are made about future changes when
training will be essential.
Knowledge of and support of training plans.
Active participation in events.
Requirement for evaluation to be performed and require regular summary report.
18
The trainer - training evaluation responsibilities
Identification at the start of the program of the knowledge and skills level of the
trainees/learners. Provision of training and learning resources to enable the learners
to learn within the objectives of the program and the learners' own objectives.
Monitoring the learning as the program progresses.
At the end of the program, assessment of and receipt of reports from the learners of
the learning levels achieved.
Ensuring the production by the learners of an action plan to reinforce, practice and
implement learning. The line manager - training evaluation responsibilities
Work-needs and people identification.
Involvement in training programme and evaluation development.
Support of pre-event preparation and holding briefing meetings with the learner.
Giving ongoing, and practical, support to the training programme.
Reviewing the progress of learning implementation.
Final review of implementation success and assessment.
The training manager - training evaluation responsibilities
Management of the training department and agreeing the training needs and the
program application Maintenance of interest and support in the planning and
implementation of the program, including a practical involvement where required
The introduction and maintenance of evaluation systems, and production of regular

reports for senior management
Frequent, relevant contact with senior management
Liaison with the learners' line managers and arrangement of learning

implementation responsibility learning programmes for the managers
The trainee or learner - training evaluation responsibilities

Involvement in the planning and design of the training program where possible
Involvement in the planning and design of the evaluation process where possible
Obviously, to take interest and an active part in the training program or activity.
Take interest and support the evaluation processes.

CONCLUSION
Telenor is doing great job in order to develop the 'soft' skills of their staff. Training is
being delivered to the employees which is not only beneficent for the company but
for employees as well. Telenor has evolved a way of working with their Trainers
which produces truly effective training programs that take into account different
and changing needs all the way from the briefing process right through to the
delivery of the training itself, and beyond. There are three stages that go into the
creation and delivery of effective training: it has to be specific to the objective, the
group of people to whom the training is available and most importantly the group to
whom the training is delivered. In Pakistan, Telenor has cultivated a good image not
only in its employees but towards the customers as well. On the whole the policies
of the companies are employees friendly, that why people love to work here, beside
this life at Telenor is very dynamic that’s why people love to work there, one of the
important character of Telenor is to provide its employees the complete growth
opportunities which motivate and encourage the employees to be the part of this
prestigious organization. As far as our study is concerned we found its training
system much effective, but as the room for improvement is always there so, we
have recommended some of the important recommendations which will definitely
helpful for the Telenor training system.

RECOMMENDATIONS
We have described the Telenor’s training program with best of our knowledge, but
due to lack of availability of information we found certain problems in Telenor which
may not be in actual so we are recommended here generally about the effective
training program which should be adopted.
The trainer makes a difference.
The Trainer must be well trained and having required skills and knowledge which
he suppose to deliver to the Trainees.
Present training as part of a consistent message from the organization.
Training must be a continuous process, and results of the training must be

evaluate, so that the employees remain serious with the training.
Ask each individual’s manager, and the manager’s manager, to attend the
training session with their staff.
When three management levels of an organization attend training together,

participants may be more willing to try out the ideas learned in training. This is
especially effective if participants see their manager trying out new skills as well.
Provide training in “chunks” that are scheduled over a period of time.
People learn more in training sessions that provide chunks, small amounts of
content, based on a couple of well-defined objectives. Participants attend these
sessions, perhaps a couple of hours per week, until the subject is learned.
This allows the participants to practice the concepts in between the training
sessions. Both the content of the training and the application of the concepts are
reinforced at each subsequent session. This also allows people to discuss their
successes and difficulties in applying the training in their actual work session. The
instructor can help participants practice the training content by giving assignments
that are debriefed at the next meeting.
Train people in skills and information that are immediately applicable on

the job.
“Use it or lose it,” is a common refrain about training. This is a true statement. Even
with strategic skills such as listening, providing performance feedback, and team
building, set up situations in which practice is immediate and frequent, to help
participants retain the training.
During the training session, practice active learning principles; honor a

variety of learning styles.
Recognize that a range of activities and information applications will appeal to

participants’ varied learning styles. Use real life examples, analogies, case studies,
small group discussion, presentation, and experiential exercises.
Provide visual support materials such as films and transparencies for people who
learn visually. Activities will appeal to your hands-on crowd. Ask participants to
provide examples of the concept you are training from their experience.
Make use of session pre-work during the actual training session.
Asking people if they “read the article” or “thought about” the concept is not
enough. Be preparing the trainee’s before going for the training.
Increase trainee investment in the session by engaging them in tasks

requiring action.
Provide easy ways for participants to take notes; periodically ask participants to jot
down application ideas. Ask them to share these ideas in a small group. Ask people
to underline the most important concept on a page; circle the ideas that most apply
to their circumstances.
Provide reference materials and job aids for review after the session.
Include participant input into the materials, making participants more likely to use
the documents.
During the session, discuss how to address real life scenarios, and barriers
participants believe they will encounter when they apply the training.
Too often, training professionals don't prepare participants for the real world in
which they will attempt to use what they learned in class. Trainers should work on
performance barriers in the domain they can control, their classrooms.
They can share data from the needs assessment on unearthing barriers and offer
ways to overcome them. Trainers can also discuss with participants their managers'
or co-workers' possible objections. The participants can practice their responses. In
other words, trainers can inoculate participants against the thoughts, words, and
deeds of resistance. They can share suggestions from participants who were able to
transfer what they learned in training and who came up with successful approaches
to get more computer resources, supervisory support, and so forth."
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APPENDICES
Appendix-A
T ELENOR P AKISTAN
TRAINING EVALUATION FORM
SECTION A: Introduction: 1. Trainee’s Name: 2. Trainee’s Designation: 3. Training

Institution: 4. Training Department: 5. Course Title: 6. Date & Duration: 7. Venue: 8.
Medium of instruction (language): 9. Nature of the training: Skills [ ] , Knowledge [ ],
Refresher [ ]
Training Objectives and Course Contents: a. Please check to what extent you agree
or disagree with the following statements as they relate to this training program:
Strongly agreed Objectives of this program adequately met. Subject matter was
appropriate for your background & experience. Training will greatly assist you in
your profession / area of work. Program duration was adequate to cover all material.
Training institution’s staff was helpful & supportive. Trainer has good presentation
skill/style, knowledge and grip over the subject. Agree
Disagree
Strongly disagree
23
b. How would you plan or in what way will you apply the benefits from the course
when you return to your work place: (in detail)
Overall Rating: Poor Average Satisfactory Very Good Excellent
General Comments, ( if any):
Note: After completion please return to HR / HOD to be filed with your Individual’s
Training Records. (Thank you for your time). SECTION B: (To be filled in by the HOD
one month after the training.)
Training Effectiveness: How has the individual’s performance changed after this
training?
24
http://pakistanihr.blogspot.com Appendix-B (THE TRAINING EFFECTIVENESS
QUESTIONNAIRE)
This questionnaire is intended to access the effectiveness of Training System of

your organization.
S. NO.
NOT A SOME TRUE VERY AT LTTLE WHAT TO A TRUE ALL TRUE TRUE GREAT TRUE
EXTENT
QUESTION
Induction training is given adequate importance in your organization. Induction

training is well-planned. Induction training is of sufficient duration. Induction
training provides an excellent opportunity for newcomers to learn comprehensively
about the organization. The norms and values of the company are clearly explained
to the new employees during induction. Senior management takes interest and
spends time with the new staff during induction training. The new recruits find
induction training very useful in your organization. The induction training is
periodically evaluated and improved. The employees are helped to acquire
technical knowledge and skills through training. There is adequate emphasis on
developing managerial capabilities of the managerial staff through training. Human
relations competencies are adequately developed in your organization through
training in human skills.
1.
2. 3.
4.
5.
6.
7.
8.
9.
10.
11.
25
12.
Training of workers is given adequate importance in your organization. Employees

are sponsored for training programs on the basis of carefully identified
developmental needs. Those who are sponsored for the training programs take the
training seriously. Employees in the organization participate in determining the
training they need. Employees sponsored for training go with a clear understanding
of the skills and knowledge they are expected to acquire from the training. The HR
department conducts briefing and debriefing sessions for employees sponsored for
training. In-company programs are handled by competent faculty. The quality of in-
company programs in your organization is excellent. Senior line managers are
eager to help their juniors develop through training. Employees returning from
training are given adequate free time to reflect and plan improvements in the
organization. Line managers provide the right kind of climate to implement new
ideas and methods acquired by their juniors during training.
13.
14.
15.
16.
17.
18.
19.
20.
21
22
Thank you for your Time
26
Appendix-c (Adopted Training Design)
As the information for the training design was not available, so we have proposed
our own training design with its basis we get from the Garry Dessler Training
design.
27
REFERENCES
http://telenor.com.pk/careers/careerManagement.php retrieved on May 20, 2009

http://gantheed.com/design_doc.doc retrieved on May 17, 2009
http://en.wikipedia.org/w/index.php?title=Telenor_(Pakistan)&redirect=no on May
15, 2009 http://www.telenor.com.pk/pressCenter/press.php retrieved on May 12,
2009 retrieved
28

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Muhammad Mahmood Aslam COMSATS Institute of Information Technology, Lahore

4 Human Resource Development

6 Human Resource Development

This document is for reference purpose only, copying/reproducing of this document

Telenor Pakistan is a Pakistani GSM cellular service provider, and is a subsidiary of

TELENOR GROUP STRATEGY

1. To deliver increased profitable growth

2. To strengthen our performance culture across the Group

In all our operating companies, we will continue the successful practice of

3. To make responsible business a competitive advantage

4. To provide a superior customer experience

Faced with an increasingly competitive environment, Telenor needs to differentiate

5. To ensure best practice benchmarking across the Group

6. To drive change and constant renewal

To secure a strong industry position, we need to innovate in everything we do. To

HUMAN RESOURCE DEVELOPMENT DEPARTMENT

Human Resource Department engage to perform a set of systematic and planned

Working of HRD department is cross functional, there is great coordination is among

HUMAN RESOURCE DEVELOPMENT FUNCTIONS

The functions of HRD in Telenor is to developing the required skills in employees as

Training and development (T&D)

The “new learning and performance wheel”

Strategic management and HRD

The supervisor’s role in HRD

Organizational structure of the HRD function

Increasing workforce diversity

Competing in a global economy

Eliminating the skills gap

The need for lifelong learning

Facilitating organizational learning

System related training

Product related training

Front End Desk Training

Operational wise training

ORGANIZATIONAL CULTURE AND ITS SUPPORTIVENESS FOR TRAINING

It owned a flat structure so the communication among employees is very good.

There is a vertical communication as well as horizontal communication exist among

A FRAMEWORK FOR THE HRD PROCESS

Training Need Assessment Phase

Training Design Phase

1- TRAINING NEED ASSESSMENT PHASE

Training needs analysis process is a series of activities conducted to identify

In Telenor, Training needs analysis at organizational level focuses on strategic

HRD department of Telenor focuses on each and every individual in the

However, individual competence can also be linked to individual need. The

Appraisal and performance review

WHO CONDUCTS NEEDS ANALYSIS & WHY?

In Telenor, an in-house trainer or a consultant performs a needs analysis to collect

2. Anticipated introduction of new system, task or technology

3. A desire by the organization to benefit from a perceived opportunity

Process of conducting a training needs analysis is a systematic one based on

WHO IS THE TRAINEE?

3. Trainees currently in the training pipeline (currently in the training program)

Consideration of the varying needs of these groups provides a frame of reference

TECHNIQUES FOR DETERMINING SPECIFIC TRAINING NEEDS

Analysis of Organizational Policies

TRAINING DESIGN MODEL

Before starting a training program, a trainer analyzes his technical, interpersonal,

There should be a good training climate, a good training climate comprises of

Trainees’ Learning Style

The learning style, age, experience, educational background of trainees must be

After formulating a strategy, trainer decides upon the content to be delivered.

From simple to complex