Contents

Executive Summary......................................................................................................2 COMPANY PROFILE......................................................................................................2 HISTORY OF TELENOR..................................................................................................3 DEPARTMENTS & FUNCTIONS.....................................................................................4 Marketing Department................................................................................................5 Sales department.........................................................................................................6 IT /Billing Department..................................................................................................6 Internal Audit Department...........................................................................................6 Human resources department......................................................................................6 Human resource Department.......................................................................................7 Functions of Human Resource Department..................................................................7 JOB ANALYSIS AND PREPARATION OF JOB DISCRIPTION..............................................9 Recruitment and Selection...........................................................................................10 Selection Procedure . .11 Socialization and Orientation........................................................................................12 Equal Opportunity........................................................................................................12 Managing Performance................................................................................................15 Performance Appraisal.................................................................................................15 Performance Measurement System.............................................................................16 Motivation...................................................................................................................17 Organization s Roles.....................................................................................................18 Employee s Roles..........................................................................................................18 Manager s Roles...........................................................................................................18 Wages, incentives and benefits.....................................................................................18 Health, Environment and Security.................................................................................19 Discipline Procedure......................................................................................................20 Recommendations.........................................................................................................21 Annexure.......................................................................................................................22 References.....................................................................................................................22

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Executive Summary
The today s 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 most significant person in the company regardless of his position. Excellence is demanded 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 normal settings. Normally the changes in the strategies encourage developing new conflicts among the employees and with the management this is the actual problem we studied in our report.

ABOUT TELENOR PAKISTAN

COMPANY PROFILE Telenor Group
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
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 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. It is keeping ahead by investing heavily in infrastructure expansion. With USD2 billion already invested, it has extended agreements with its vendors for network expansion and services until 2009. The agreements, with a potential 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
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employment opportunities. It has a network of 23 company-owned sales and service centers, more than 200 franchisees and some 100,000 retail outlets.

HISTORY
Telenor Pakistan is 100% owned by the Telenor Group, an international provider of high quality voice, data, content and communication services in 14 markets across Europe and Asia. Telenor Group is among the largest mobile operators in the world with over 195 million mobile subscriptions (Q3 2010) and a workforce of approximately 34,000. Telenor Pakistan is the country's single largest European investor, with investments in excess of US$2 billion. It acquired a GSM license in 2004 and began commercial operations on March 15, 2005. At the end of October 2010 it had a reported subscriber base of 24.12 million, and a market share of 24% making it the country's second largest mobile operator. Now Telenor is operating world wide in 13 countries with more than million people in their services

VISION OF TELENOR
Telenor s vision is simple: We're here to help It exists to help its customers get the full benefit of communications services in their daily lives.

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 make customers' lives easier. Keep Promises Everything we set out to do should work, or if it doesn't, we're here 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. Everything we produce should look good, modern and fresh. We are passionate about our business and customers. Be Respectful We acknowledge and respect local cultures. We do not impose one formula worldwide. We want to be a part of local communities wherever we operate. We believe loyalty has to be earned.
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GOALS
Telenor's main goal is to create value for shareholders through the serving of customers, employees, partners and the general public interest. In a long-term perspective, a strong market and customer focus, as well as a strong commitment to our employees and to society, will provide the best platform for creating incremental value. Values shall be created through profitable and robust growth. Such growth shall be based on the development of solutions that simplify the use of, and strengthen the usefulness of, advanced communications technology. Telenor shall contribute to give customers greater freedom of choice and more options. Telenor's solutions shall simplify people workday, make businesses and activities more efficient, and increase their competitive powers.

DEPARTMENTS & FUNCTIONS

Major departments in Telenor & functions y y y y y y y y Finance Customer Services Commercial Technical I.T Human Resources Administration Legal Affairs

Finance Department y y y y y y y y y Operations Corporate accounts Bank reconciliation Treasury Budgeting and corporate affairs Credit and collection Procurement and contracts Payables Reporting and commissions

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Customer services Department

Operations To facilitate and guide the customer To resolve customer s queries, requests and provide optimal solution in minimum turnaround time, keeping both companies and customer interest in focus. y To inform and update customers about upcoming promos, AS and products. y To minimize cost and increase revenue. System y y y y The call center employees help solve the problems of customers on telephone. Identify and resolve root causes of chum and strive to minimize churn.

Marketing Department
y y y y y y y y y y Develop and execute regular promotions Brand management Ensure successful new city / product campaign launches Public relations International roaming Value added services Strategic planning and pricing Monitor competitor pricing and other activity and report back Market research Sales analysis

Sales department
Indirect sales y y y y Manage the franchise network Ensure achievement of sales target of franchise Coordinate with other departments for development programs Training of franchise staff

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Direct sales y y y y Meet assigned sales targets throughout the year Maximize customer satisfaction and minimize churn Generate new accounts and manage old ones Strong follow-up

IT /Billing Department y y y y y y Networking Operating systems Software development Resource applications Network security Billing

Internal Audit Department y y y y Audit internal systems and processes Fraud prevention Introduce control mechanisms Revenue assurance

Human resources department

Employee services y y y y y Payroll information Leave and medical record Final settlements and provident fund Policies and procedures Employees record and recreation

OD and effectiveness y y y y y Training plan Talent management Performance management Employees retentation Orientation employee communication

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Staffing and compensation y y y y y Staffing plan and HR budgeting Management trainee and internship program Interviewing and selection Headhunters Compensation, benefits and incentive

Human resource Department

"Telenor A multinational Telecom provider where people make the future" (Project report Study of human resource management www.slideshare.com) Regardless of the size or type of the business, any organization s most important asset is its Human Resources. Human Resources management strives to achieve organizational goals and goals of the employees through effective personnel programs, policies and procedures. Personnel management program varies from organization to organization. If there is good performance of personnel department, then the employees of the 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 employee s training. No doubt these practices are also performed by the human resource department, this is not end of the game, these functions are the part of the activities performed by the human resource department. In Telenor human resource department also performs various functions on its side. The main functions of the human resource department is to play with, y y y y y y y y Recruitment of the employees Selection of the employees Placement of the employees. Proper job planning for the employees Career planning for the employees Proper guidance for the current employees Making relationship within the organization among different department and outside the organization Performance evaluation of the employees. The further elaboration of these points will be in next section.

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HUMAN RESOURCE PLANNING Like other organizations Telenor Pakistan also has a skilled human resource planning department. As we know that each human resource department in any organization play key role and operate like an eye of an organization, like wise in Telenor Pakistan they are performing their functions and fulfilling their requirement of the organization by matching the organizational needs with the employee s skill, 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, 1. Whether there is need for recruitment in the organization. 2. If there is demand from any department, they (HR department) identifies. the need of the that department. 3. Placement of their employees. 4. Convenience to their employees. 5. Work for employee s motivation. 6. check on employee s performance 7. Developing career plans for their employees. 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 price war (price competition) had been initiated among three pioneer companies of Pakistan, including UFONE, MOBILINK and PAKTEL. So the human resource department has to play very important role in the Telenor Pakistan in making itself a strong brand. Human resource department will continue its effort towards nurturing a winning corporate culture and building organizational capabilities by ensuring that its people will be able and willin to perform at consistently exceptional levels. 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

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JOB ANALYSIS AND 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 duties, responsibility grade, work unit and placement and afterwards they prepares the job description.

JOB DISCRIPTION A single job description is prepared for two purpose, first they use it to publish it in the local newspaper which have a nationwide network and secondly they use the same job description for the website where the online application facility for the new employment. Job description they prepare for the newspaper has a slight difference from the job description they have on their website. Job description 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: For 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 educational background Gender: 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 particular regional head office and main head offices for these advertisement where the candidates send their resumes.

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Recruitment and Selection

Group/organization always formed with two or more than two people. For this reason hiring of the people from different sources is very necessary and important on its side. Because its (recruitment/selection procedure) performance further leads the organization to success or failure that how they are recruiting people whether it from within the organization or outside the organization. Every organization uses different kind of methods and techniques for hiring the people. In human 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 market 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 establishment of 6 months is going on, the most acceptable reason for this, it is on the growth stage of its product development, we know that with the establishment of the its network they have to hire more and more workers/ executives and managers on 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 recruitment still they are focusing on hiring the people from outside. External recruitment External recruitment stands for the recruitment of the employees from other source/externally. They perform different kind of steps in this category, For the external 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 employees, time required for its training and orientation in Telenor Pakistan. After the approval of the manager of human resource department, different methods they adopt for the external recruitment are as follows y Advertisement through news paper y Advertisement through net (official web site of Telenor Pakistan)

SELECTION PROCEDURES
After a substantial amount of applications have been received, the HR managers again work together to shortlist the applications. This is done by carefully going through all the application and by giving different weightage to the following criteria
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y y y y y y y

Quality of early schooling Grade obtained Extra- Curricular activities Overseas travel and education Age Target University Relevant experience

The HR Department then issue call letters to the short listed candidates along with blank application forms by Date, time and venue for the preliminary interview is advised and candidates are asked to bring along completed application forms. Panel of HR and line management carries out competency-based interviews focusing on functional skills and managerial and supervisory skills. After the preliminary interview is cleared people applying for different jobs are tested in different ways. The following management competencies are assessed by a panel of cross functional assessors In the case of management selection: y y y y y y Communication skills Resource management Rational decision making Influencing Creative thinking Business development

The HR department is responsible for overall administration of the assessment centre including training of the assessors. The HR department provides details of remuneration package and terms and conditions of service. The HR department also prepares appointment letter, service agreement and finalizes other documentation for service record.

Socialization & orientation

After the recruitment and selection of the employees socialization and orientation 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 introduced with the current values, beliefs and code of the conduct of the organization, Code of conduct in Telenor y Telenor has a professional and positive workplace with an inclusive working environment. y People have to behave with respect and integrity towards anyone comes into
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y y

contact with through your work. They have to create an environment free from any discrimination, be it based on religion, skin color, gender, sexual orientation, age, nationality, race or disability. They also have to create a working environment free from bullying, harassment or similar. We do not tolerate any behavior that can be perceived as degrading or threatening.

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 placement, policies, rules, regulations, safety, health and some other basic issues in the organization. During the orientation of the employees they are introduced with the supervisors, coordinator and other employees working with him/her. they are introduced with their job and working conditions and other initial information is delivered to them during orientation. 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 changed. Occupational groups with technological backgrounds (chartered engineers, engineers and technicians) have been dominant and there was a major predominance of 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 women. During recent years, this has evened out, due to increased awareness in recruiting personnel in the various disciplines and due to changes in the basis for recruitment. Telenor's efforts to strengthen the Groups position as an attractive employer have resulted in an increased recruitment of highly skilled women. Customer Services, which was originally dominated by female employees, now has almost 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 number of women.

Training Methods and Employee Development

The principles relating to the development of the working environment are made available on the learning portal Learn at Telenor in the form of separate e-learning programmes for both employees and managers.
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Telenor believes that each individual is attributed with potentials, which can be maximized by enabling conditions favorable to their growth. It is recommended that staff gets an opportunity to engage and learn through active involvement in HRD interventions, which could include trainings, workshops, learning exposures, conferences, exchange visits etc. 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 access to training and development events in areas that have been identified for them. The national HRD budget will be located. The employee upon return form local HRD event will submit detail report outlining key learning s and use of training received in the organizational work set.

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 officers working outside the organization like franchise workers, sales officers etc. B. Training development phase 1. On job training: Telenor provide the on job training during the duty hours, which is totally about the job instructions. 2. Coaching : Telenor provide the coaching facility to its employees for their training like training in the call center and in other official matters.

C. Training implementation: During the training they are provided with the specific environment in which learning aspects are there. Before providing them training one important element is considered that how much information these people already have, whether the further information which will be given will be fruitful or not for employees. They are first introduced with
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the training purpose and introduced more with the specific environment 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 improves the leaning skill and ability of the employees.

D. Training evaluation phase: After providing the sufficient training to employees they are evaluated on the basis of the different criteria, first they are assessed through their behavior whether after providing the training they have any kind of change in their behavior and along with the leaning purpose that whether they get the sufficient information from their training.

Managing Performance
Performance management has three parts: y Defining the performance y Measuring or appraising performance y Feedback of the performance. Performance Management System The Performance Management system of any company is to check whether the employee performance is aligned with strategic goals. Telenor claims to be value leaders in the Mobile Phone industry and future goal is to transform Telenor to perform with speed flexibility and enterprising spirit of being an innovative, consumer focused company. Furthermore, the employees who perform well are given opportunities to further develop themselves. Normally the weak points are pin pointed so 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 particular time or whenever there is a need of job analysis and performance is defined. After that, this definition of performance is communicated to all the employees and it is made sure that they work on these measures as they are also appraised on the same measures.
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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 action to ensure they are trained and developed to perform effectively. Objectives of Performance Appraisals y To measure the work performance y To motivate and assist employees in improving their performance y And achieving their professional goals y To identify employess with high potentials for advancements y To identify employees training and development needs y 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 responsibilities, set goals and discuss further opportunities with reference to past performance at Telenor. Performance Review: At TELENOR a review is intended to be an open and frank discussion between an employee and their Team Leader/Manager. Generally there are two elements: first is the element in which discussion takes place over the strengths and areas which need to be developed as displayed by the job holder over specific time period. The performance is of course judged comparing the performance against the core indicators of Job. The second element is concerned with discussing the training needs/inputs activities. Sources of Performance Appraisal: At TELENOR the primary sources of performance appraisal are the managers and secondary sources are employees themselves. Though the peers also give their opinion but it usually does not have any weightage unless a conflict arises between the manager and the employee. Feedback: Workers at Telenor are informed of their performance and given the opportunity to express their opinion over their own level of performance against each competence. This serves the following two main purposes: It enables the reviewer to redefine whether the initial assessment was correct, as circumstances may exist that the reviewer is unaware of. By asking the worker what he sees to be his own strengths and development areas often help to reduce negative responses and makes planning training needs/inputs activities.

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Performance Measurement System

Strengths Though the management claims that their Performance Measures are congruent to strategies, reliable and acceptable but they emphasized that the main strengths of their systems are the validity and specificity.

Validity The performance measurement systems used at Telenor are valid. As stated by the management, the core job areas extensively. They are not only aligned with the company s strategic objectives but are also free from deficiency. Contamination 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. 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 performing their jobs. There is a well-devised system that Telenor follows for the purpose of motivation. It includes both financial and non-financial rewards along with the major Motivators and Dissatisfies. The company recognizes the importance of making people drive towards their goals and the basic step towards this is made through recognizing the value of importance that the company gives to its employees. Telenor has a set of financial rewards, medical, dental, vision and life insurance, retirement plan, paid vacation days, family and work life balance benefits and profit sharing plan, Annual bonus opportunities, company cars etc. other ways in which employees are motivated are: Employee Consultation for y y y y y Everyday residence issues ( repairs, house-sitting, etc.). Legal matters. Financial issues Education and schooling. Parent and child care.
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y y y

Resources for seniors and eldercare issues Emergency dependent-care reimbursement. Adoption assistance.

Employees are safe in knowing that they will be rewarded for any exceptional work. This reward is not only monetary. It is accompanied by the employee being given recognition and greater empowerment. Employees are given a very beautiful and healthy work environment. Special attention is given to make the physical environment most productive. This is why Telenor offices are considered to be the most well decorated and organized. Career Planning Process by which an individual formulates career goals and develops a plan for reaching those goals. Career Management The ability to keep up with the changes that occur within the organization and industry and to prepare for the future. Organization s Roles y Providing job information y Implementing effective placement process y Supporting human resources system y Offering education and training Employee s Roles y Self-assessment y Gathering data y Setting goals y Working with supervisor y Developing plan y Checking telephone bulletin board y Applying for openings Manager s Roles y Appraising performance y Coaching and supporting y Guiding and counseling y Providing feedback y Supplying information

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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 incentive 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 contribute by helping to retain and develop the strategic expertise in the Group and attract new expertise. The incentive systems for managers and key personnel at Telenor are based on an overall compensation principle, where wages, bonuses, options and other benefits are comprehensively evaluated. Extra holidays are a benefit of all employees at Telenor. Additional to the stipulated five weeks, employees of Telenor also have Christmas holidays, Eid holidays and two extra days off.

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 conditions, be they physical or psychosocial. The working environment at Telenor shall be distinguished by job-satisfaction, low sickness absence and few injuries. A joint policy, containing relevant procedures and guidelines, has been drawn up to achieve this. Employment at Telenor shall promote good health. Employees shall not suffer any form of health damage or injuries resulting from their work. The agreement for a more inclusive working life was signed in 2003. The agreement supports the basic efforts that were made in recent years in the form of follow-up and 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 purpose of preventing sickness absence and of providing follow-up and rehabilitation of employees, focus has been on ensuring good cooperation between managers and employees. Trained HES personnel support managers in systematic efforts in Health,Environment and Safety in their own units. Health, Environment and Safety systems (HES systems) are quality systems implemented 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: y Implementation and documentation of systematic HES efforts in own areas y Ensuring sufficient expertise within the HES systems
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y y y y

Ensure implementation of risk analyses, handle aberrations and introduce corrective measures Reviewing HES status in individual areas of responsibility and planning of activities, 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 temporary or permanent disability

Discipline Procedure y Warning may be addressed to the employees verbally and in written through their immediate supervisor. y Deduction from the salary will be an amount of employee salary depending on the type offence and decision taken accordingly. y The employee may be suspended from performing his or her duties for a period of time as conveyed in written. y Unauthorized absence of more then two times in Six month can result in termination of employment. y An employee who is absent from the job with-out satisfactory explanation is considered to be an unauthorized unpaid absence. y Discrimination, intimidation and harassment based on sex, race, religion, age, color, disability, sexual orientation and cultural background is prohibited at the workplace. Harassment refers to: y Embarrassing remarks and jokes (Written/verbal) y Insults y Comments about appearance, facial or other physical impression y Unwanted physical contacts y Display of suggestive photographs y Racial segregation y Behavior that ridicules some one based on gender, religion, culture etc. The Head of Department should maintain direct control of all disciplinary records. A copy of all records must be placed on the employee's personal file in the Human Resources Department. All warnings will remain upon the employee's personal file indefinitely, but will normally be disregarded for disciplinary purposes after the following periods: Stage 1 - Verbal warning: 03 months Stage 2 - Written warning: 06 months Stage 3 - Final written warning: 12months Stage 4 - Dismissal
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These time periods may however be extended in appropriate circumstances taking into account the nature of the offence.

Recommendations
To establish core competence and to bring competitiveness Telenor should implement numerous effective plans to improve the performance of its various departments. Supervisors must manage employee performance well in order for Telenor to accomplish its mission and achieve its goals. Following are some recommendations for Telenor, which we personally feel can be useful for the organization, its employees and the customers.

Effective Performance Management Performance management is one of the most important parts of a Supervisor s or team leader s job. Developing skills in performance Management is wise investments that will help Telenor achieve its Goals. Managing employee performance includes: y Planning work and setting expectations y Monitoring and measuring performance y Developing the capacity to perform y Periodically rating performance in a summary fashion y Recognizing and rewarding good performance Communication Establishing and maintaining effective communications with each Employee not only requires good oral and written communications Skills, but it also includes the ability to establish good working Relationships. To communicate effectively with employees, Supervisors must establish an environment that promotes an open Door 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 goals and feel confident in achieving them. When goal setting is done poorly, work does not progress as desired. Knowing how to set goals effectively is an important part of Performance management. To do this well, supervisors need to be able to clarify expectations and to set realistic standards and targets.

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Measuring Employee Performance Credible measures of performance that employees understand and accept are critical for achieving high level performance. Measuring employee accomplishments, using both qualitative and quantitative measures, provides the information that supervisors and employees need in order to monitor performance. Giving Feed Back Feedback should inform, enlighten, and suggest improvements to employees regarding 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 necessary skills. Supervisors and employees create development plans that might include 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 strengthening employee s commitment to do their best. Supervisors should be skilled at using formal awards programs as well as using informal recognition techniques, including personal thank yours and voicing verbal appreciation.

Annexure
Telenor office in DHA LHR

References
www.slideshare.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/24651033/HR-REPORT-cultural-compatible-practices-inTELENOR

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