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Dynamics of Professional Management(SPRING 2010)

Submitted to:

MAJOR GENRAL(R) KHALID MUSHTAQ

By:

KAMRAN ARSHAD HAFIZ MUBASSHIR ZAMAN

F-09-204 (SP-08-208)

MIAN FAHEEM KHUBAIB RAZA JAWAD HASHMI

SP-10-210 SP-10-201 F-09-202

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Table of Contents:

Table of Contents: ................................................................................................................2

INTRODUCTION ............................................................................................................... 4OBJECTIVE .................................................................................................................... 4METHODOLOGY .......................................................................................................... 4SCOPE ............................................................................................................................. 4LIMITATIONS ................................................................................................................ 5

HRD STRUCTURE IN TELENOR .................................................................................... 5TELENOR INTRODUCTION ........................................................................................ 5TELENOR VISION &VALUES .....................................................................................8

Vision ...........................................................................................................................8Core Values: .................................................................................................................8

TELENOR’S HUMAN RESOURCE DEPARTMENT STRUCTURE ........................ 9

People Excellence (P.E) .............................................................................................11Recruitment ................................................................................................................11HR Operations ........................................................................................................... 12Organizational Development .....................................................................................13Health Care Services ..................................................................................................13Business Process Improvement ..................................................................................14Organizational Support Services ................................................................................17Safety and Security .................................................................................................... 17

HRM STRATEGY & PRACTICES IN TELENOR .........................................................18HUMAN RESOURCE MANAGEMENT STRATEGY ...............................................18

Strategic Planning ...................................................................................................... 18

Strategic Direction ....................................................................................................19Strategic Initiatives ...................................................................................................19Improving Their Customer Proposition ....................................................................19Implementing Data Strategy. ....................................................................................20

HUMAN RESOURCE MANAGEMENT PRACTICES ..............................................21Recruitment and Selection ......................................................................................... 211.1.1.1.What Telenor Looks For? .............................................................................. 221.1.1.2.Skills Require Joining Telenor .......................................................................221.1.1.3.Qualification .................................................................................................. 231.1.1.4.Application Process ....................................................................................... 241.1.1.5.Work Experience ........................................................................................... 30

1.1.1.6.Commercial ....................................................................................................311.1.1.7.Marketing ....................................................................................................... 311.1.1.8.Finance ........................................................................................................... 321.1.1.9.Sales ...............................................................................................................331.1.1.10.Recruitment Sources .................................................................................... 33Training and Professional Development ....................................................................34Phases of the Training Process .................................................................................. 34Types of Training Programs ......................................................................................35

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Code of Conduct ............................................................................................................ 39Performance Appraisal ....................................................................................39

Telenor Development Process (Web competence) ....................................................41IVC - Employee Survey .............................................................................................42

General Policies .............................................................................................................42

Further Education ......................................................................................................43Gratuity ...................................................................................................................... 43Internship ...................................................................................................................43Laptop ....................................................................................................................... 44Leave Fare Assistance ...............................................................................................44Leave ..........................................................................................................................44Life Insurance ............................................................................................................45Long Service Awards .................................................................................................45Maternity Leave .........................................................................................................45

Medical & Hospitalization .....................................................................................45Mobile Connection and Handset Allowance ......................................................... 46

Mobile Connection for Family and Friends ...........................................................46Pick and Drop Service for Females ...................................................................... 46Provident Fund ......................................................................................................46Relocation ............................................................................................................ 47Retirement Age ..................................................................................................... 47Salary Increments and Salary Adjustments ........................................................... 47Travel ..................................................................................................................... 48

Working Hours ...........................................................................................................48Working on Holidays and Late Sittings ....................................................................48

End note ............................................................................................................................. 50References ..........................................................................................................................51

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INTRODUCTION

OBJECTIVE

The objective of this research is to analyze Human Resource Management (HRM)

practices in Telenor, Pakistan. This research project is a requirement of Dynamics of

Professional Management Course.

METHODOLOGY

The methodology followed for collecting information is as follows:

• Interaction with concerned HR people of Telenor, Pakistan and other employees.

• Internet.

• E-mails.

• Consulting Human Resource Management Text Book.

• Telenor, Pakistan Website.

• Telenor Annual Reports.

• Various Business Magazines

We held several meetings with Telenor’s HR Manager, Assistant Managers and other

concerned employees. We tried to access the policy documents but due to company

policy we were not able to access them. However, people at Telenor helped us a lot to

collect the information for this research.

SCOPE

Scope of this research is limited to Telenor Pakistan HR Department which is knownas Human Capital Division within Telenor.

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the country, from the hilly northern areas to the sprawling deserts in the south, at times

they are the only operator connecting the previously unconnected.

Telenor is keeping ahead by investing heavily in infrastructure expansion. With $ 1

billion already invested, they have extended agreements with their vendors for network

expansion and services until. The agreements, with a potential to result in $750 million

worth of orders from Telenor Pakistan, are some of the biggest of their kind in the

industry.

They are spread across Pakistan, creating 2,500 to 3,000 direct and 20,000-plus

indirect employment opportunities. Have a network of 32 company-owned sales and

service centers, more than 350 franchisees and some 120,000 retail outlets.

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(Organization Structure of Telenor Pakistan)

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TELENOR VISION &VALUES

Telenor vision crystallizes customer focus as the cornerstone of everything they

do. Their values describe what behaviors are necessary to realize that vision. “Our

corporate responsibility mindset ensures that our vision and values nurture social concern

and help us create shared value”.

Vision

Telenor vision is simple: “We're here to help”

“We exist to help our customers get the full benefit of communications services in

their daily live. The key to achieving this vision is a mindset where every one of us works

together: Making it easy to buy and use our services. Delivering on promises. Being

respectful of differences. Inspiring people to find new ways”.

Core Values:

Make it Easy

“We're 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”.

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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”.

TELENOR’S HUMAN RESOURCE DEPARTMENT STRUCTURE

Telenor Pakistan HR Department which is known as Human Capital Division within

Telenor. The philosophy at Human Capital Division (HCD) is simple - "Creating

Passion, Making a Difference".

They strive to enthuse their people with a passion to contribute to the growth of

Telenor Pakistan through their culture and environment which empower! This allows

them to make a difference at every level.

Their customers are people who consistently add value to the organization and are

loyal, sensitive and respectful of their colleagues. They take their responsibility towards

these people very seriously and pledge the following:

- Aspire to make a difference within division, company and within the community in

which they live.

- Build a culture which infuses passion for achievement and contribution and instills

pride for the Company.

- Make Telenor Pakistan the best and the safest place for their people to work in.

- Embrace change & constant renewal and will always be available for their people.

HCD Four pillars

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HCD division stands on four pillars:

Operational Excellence

Telenor strive to meet the highest standards in all its operations. Operational

Excellence means having the most efficient and the most effective processes. It means

ensuring that their customers get the best possible service. Telenor’s mission is to provide

its customers with service delivery that is consistent and reliable.

People Excellence

Telenor strive to provide opportunities to grow and shine. People Excellence

means having a framework that helps Telenor’s workforce rank high on productivity and

performance. Telenor’s aim to give each and every one a platform from which people can

hone their talents, develop leadership capabilities, expand their horizons and add value to

all that their set out to do.

Cultural Excellence

Telenor strive to provide the most challenging and satisfying environment to work

in. Cultural Excellence means ensuring that the culture employees see around them is

steeped in the vision and values that are unique to Telenor. This means having processes

and policies designed to develop and enhance a high-performance culture.

Social Excellence

Telenor strive to give something back to the society. Social Excellence means

reaching out to the community through various outreach programs and events, ensuring

that those around us also enjoy a higher standard of living.

The Human Capital Division, named to reflect their commitment to Telenor

Pakistan's most important asset, comprises of the following areas: People Excellence,

Business Process Improvement, Organizational Support Services and Safety &

Security.

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People Excellence (P.E)

The PE Team works in the following major areas:

- Recruitment.

- HR Operations.

- Organizational Development.

- Health Care Services.

-Compensation and Benefits.

The first area focuses on the most effective ways to attract and recruit high-

performance candidates to the business. The second area is responsible for human capital

retention, compensation & benefits, and HR administration. The third works towards

ongoing development of all employees. The fourth works towards providing all types of

health related services to Telenor Pakistan employees as well as promoting employee

well-being and safe work practices. The fifth handles all salary and benefits related

issues.

The PE team is responsible for delivering cost effective, value-added humanresource management practices to all Telenor’s internal clients.

Recruitment

Recruitment is responsible for personnel selection for all of Telenor Pakistan.

Personnel selection is the methodical placement of individuals into jobs during which

applications are evaluated against available vacancies and assessed as per applicants'

skills and experience in compliance with TP selection process as specified in the

recruitment policy.

Main processes include:

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-Coordination with all departments on sourcing and recruitment of qualified candidates in

accordance with the approved hiring plan.

- Job advertisements (website and newspaper).

- Screening, short-listing of CVs, conducting interviews, assessment centers and tests.

- Maintenance of the TP Online application system at www.telenor.com.pk/careers

- Communication and feedback to all applicants through the HC link : [email protected]

- Cooperation with recruitment agencies on sourcing suitable candidates.

- Coordination with selected universities for graduate placements, internships and alumni

network (including job fairs and Telenor Pakistan presentations).

HR Operations

PE Operations is responsible for nationwide human resource related operations

activities. PE Operations effectively contributes to the growth of the organization and all

its units according to the company's strategy and plans.

Main processes include:

- Employment contracts.

- Maintenance & update of employee database & keeping track of employee personal

files and HR documents.

- Administration of PE and payroll systems.

- Compensation and benefit policies and administration. Making and applying reasonable

policies and rules to create an effective and efficient work environment.

- PE intranet/info sharing and update.

- Manage employee provident fund & EOBI record.

- Manage and process annual performance appraisals and salary reviews.

- Ensure understanding and adherence to HCD policies across the organization.

- Health insurance of employees.

- Management of employee leaves records.

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http://www.telenor.com.pk/careers


mailto:[email protected]






- Coordinate with departments/divisions in the processes of employee confirmations,

transfers, resignations, promotions, salary changes, cost & benefit analysis, final

settlement, audit, etc.

Organizational Development

OD is responsible for implementing the organizational development strategy

across the organization, and to involve all teams/departments to ensure that the HCD

Vision is cascaded down to every level. Some of the focus areas for OD are to:

Main processes include

- Create, lead and nurture a culture within the organization which is based on

performance, teamwork, and continuous learning.

- Introduce Telenor Vision & Values and start initiatives that will enable employees to

practices these.

- Create and implement behavioral competencies of leadership and management

development processes in the company, which enable and facilitate professional and

personal growth of employees.

- Introduce the latest training and development concepts, and work for management

development.

- Identify, manage, and develop talent within the organization which can take up higher

levels of responsibility in leadership positions at any given time.

Health Care Services

In line with the h2h (Here to Help) initiative, HCD started a new service in

December 2006 - The Health Care Service - housed at CRD Bahria, Lahore. Initially the

purpose was to provide basic in house health cover to CRD employees, identify

workplace hazards, manage absenteeism, create a healthy, well-designed and safe place

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to work in, in order to revive a "culture" that supports employee well-being and effective

work practices.

Later on, the role of Health Care Service was extended and currently they are

offering comprehensive in house primary health care services, first aid, home visits,

online health care email service available to all TP, health education, counseling, referral

services, medical coverage for different outdoor activities, medical certificates and

insurance claim verifications, identification of physical and psychosocial hazards,

lectures and presentations, health screening of new employees, vaccination advice, travel

advice, preventive medicine, and health wire & medical alerts.

Currently the service is being run by two experienced postgraduate doctors

providing cover seven days a week except for public holidays.

So we can conclude that, the first area of PE focuses on the most effective ways to

attract and recruit high-performance candidates to the business. The second area is

responsible for human capital retention, compensation & benefits, and HR

administration. The third works towards ongoing development of all employees. The

fourth works towards providing all types of health related services to TP employees as

well as promoting employee well-being and safe work practices. The fifth handles all

salary and benefits related issues.

The PE team is responsible for delivering cost effective, value-added human

resource management practices to all internal clients.

Business Process Improvement

The fourth focuses on continuously improving business processes

throughout the organization using the six sigma methodology.

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Introduction to Business Process Improvement (BPI)

Business Process improvement (BPI) is a Department within Human Capital

Division and is striving to help improve the quality of business Processes.

So why improve Business Processes continuously?

In the recent years, a new management truth has emerged; Companies pursuing

quality as a competitive strategy have found that improved quality, increased

productivity, reduced cost and enhanced customer satisfaction go hand in hand. At the

same time they have found external customer satisfaction is to satisfy every internal

customer at each step of the "process". This condition is true for manufacturing andservice operations / industries.

In service industry "improvement" takes the form of increasing the effectiveness

and efficiency of the "Business" processes that provide output to internal and external

customers. Barriers that interrupt the flow of work must be removed, and the processes

are streamlined to reduce waste and lower cost. The best way to do this is through the

concept called "Business Process Improvement" (BPI).

BPI Methodology

In Telenor Pakistan BPI uses "Six Sigma" as the body of knowledge to bring

improvement in business processes.

Six Sigma - What is Six Sigma

Six Sigma at many organizations simply means a measure of quality that strives

for near perfection. Six Sigma is a disciplined, data-driven approach and methodology for

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eliminating defects (driving towards six standard deviations between the mean and the

nearest specification limit) in any process from product to service.

The statistical representation of Six Sigma describes quantitatively how a process

is performing. To achieve Six Sigma, a process must not produce more than 3 to4 defects

per million opportunities. A Six Sigma defect is defined as anything outside of customer

specifications. A Six Sigma opportunity is then the total quantity of chances for a defect.

The fundamental objective of the Six Sigma methodology is the implementation

of a measurement-based strategy that focuses on process improvement and variation

reduction through the application of Six Sigma improvement projects. This is

accomplished through the use of two Six Sigma sub-methodologies: DMAIC and

DMADV. The Six Sigma DMAIC process (define, measure, analyze, improve, control) is

an improvement system for existing processes falling below specification and looking for

incremental improvement. The Six Sigma DMADV process (define, measure, analyze,

design, verify) is an improvement system used to develop new processes or products at

Six Sigma quality levels. It can also be employed if a current process requires more than

just incremental improvement. Both Six Sigma processes are executed by Six Sigma

Green Belts and Six Sigma Black Belts, and are overseen by Six Sigma Master Black

Belts.

Six Sigma at Telenor Pakistan

Telenor believes that it is essential to continuously improve business processes.

They should constantly be looking for opportunities to improve or re-engineer business

processes in order to:

- Continuously manage costs effectively & efficiently. This does not necessarily translate

into cost cutting initiatives which are more often one-time endeavors with limited scope.

- Enhance employee productivity.

- Improve quality of services & products for its customers.

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- Design new products/processes with significantly reduced error rates and faster time to

market.

- And to simply move ahead of its competitors.

Organizational Support Services

Organizational Support Services' (OSS) core function is to provide support related

solutions from a single window operation for internal customers. Keeping the four

fundamentals of quality, speed, cost, and innovation at the forefront, OSS provides

services including event management, fleet management, travel related services, PABX

management, mail courier management, office upkeep, consumable management, café

management as well as business cards and stationary management.

Safety and Security

The main function of the Safety & Security department is to provide a safe and

healthy work environment for employees as well as to safeguard all Telenor Pakistan

assets. The department not only looks after the physical security of all Telenor premises

but also manages the risks and threats faced by the business.

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HRM STRATEGY & PRACTICES IN TELENOR

HUMAN RESOURCE MANAGEMENT STRATEGY

Some of the very salient features of the strategic planning are highlighted as under

HR Planning Process:

Strategic Planning

The company does not use any statistical technique or method for the determination

of labor shortage or surplus. The company however, relies on subjective judgmental

methods. The judgmental methods are based on the expert judgment that ascertains the

supply and demand of labor. Whenever the company feels the need of a required person,

the company conducts interviews of the aspiring applicants.

• DETERMINING LABOR DEMAND

Labor demand at Telenor is forecasted, through the demand of the product in the

market, through the introduction of new technology or service and through the

present availability of labor in the organization. If the demand for Telenor’s

connections in the market increases or a new technology is adopted, this may result in

an increased demand for employees within the organization. Similarly, the present

state of labor force within the organization may suggest future demand. Demand

forecast of labor is developed around specific job categories or skill areas relevant to

the organization’s current and future state. The ‘job description’ helps examine the

need of the person according to his/ her skills and abilities.

• DETERMINING LABOR SUPPLY

The labor supply, at Telenor, is determined by the analysis as to how many people

are currently in the job with specific skills within the company. The analysis reflects

the changes in the near future due to promotions, demotions, and retirement or

through transfers etc. The HR department has the responsibility of helping other

departments overcome the problems of labor shortages and labor surpluses. The

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company usually realizes the labor shortage whenever there is an introduction of the

new technology within the organization or whenever the company is offering a new

service. The excess of qualified people in the labor market, struggling to get jobs in

help conquer the problem of labor shortages. Telenor gives a short-term contract

usually of two to three months to such qualified unemployed people to avoid the

possible labor shortage. In case of labor surplus, the company decreases the number

of employees by downsizing. Retirements and internal transfers are traditional

procedures for reducing the number of employees. But the company does not

emphasize more on downsizing.

Strategic DirectionTelenor’s current strategy is based on building a closer relationship with its

customers by taking advantage of their position as a global market leader. The strategy is

focused on winning and retaining a growing market share in all customer groups.

Strategic Initiatives

Improving Their Customer Proposition

Telenor customers, mobility means immediacy, convenience, ubiquity and

personalization. These attributes give them many opportunities to interact with their

customers in ways that will enrich their lives. Local execution remains essential, but they

believe that they can build on their global advantage by adopting more consistent

marketing approaches, based on best practices gathered from across the Group. They

have begun a “usage crusade”, the aim of which is to significantly increase the average

number of minutes their customers use their services each day. As part of this, Telenor is

launching a range of marketing initiatives to highlight the functional and emotional

benefits they bring to their customers. These initiatives promote the number and type of

occasions their customers can use their services. At the same time, they are enhancing the

convenience and usability of the products themselves. They are also increasing their

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efforts for business customers, particularly because their global scale gives them

competitive advantages in the business market.

Implementing Data Strategy.

Their data strategy rests on four pillars;

• Developing the Right Service They are developing a portfolio of easy-to-use,

branded data services. Key applications include new text, picture and video

messaging services, easy access to e-mail, remote access to business applications,

and provision via a Telenor user interface to information and entertainment

provided by business partners. They would continue to work with many third

parties to create and deliver the range of services that their customers want. Bycombining their distinct capabilities with those of their partners, Telenor believes

they can turn substantial business segments into early adopters of mobile data.

• Inter-operate Technically, Differentiate Commercially. It is important for them

to remain very active in industry standardization to ensure full inter-operability of

our services with those from other mobile operators and fixed-Internet companies.

Their strategy is to offer the whole world to their customers, ensuring they can

communicate with anyone they wish. They will then create a differentiated

service and customer proposition on top of these inter-operable technology

platforms.

• Promoting Appropriate Pricing Models They promote a pricing model that

allows them to match their pricing most closely and transparently to their

customers' understanding and perception of value.

• Competitive Environment Customers' needs are expanding to include access to

information, data and multimedia services over mobile devices. They are uniquely

placed to meet these needs, using their scale and talent to create the most

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compelling services and to develop partnerships helps them exceed their

customers' expectations. With the saturation in market and the introduction of

new 3G technologies, they can expect to go through a period of market

turbulence, which will probably lead to some consolidation in the industry.

Indeed, they are already seeing evidence of this happening in some of their

markets. Throughout this process, Telenor’s prime interest will be in ensuring the

development of a vibrant, competitive mobile sector in order to bring maximum

benefit to their customers and remove the need for regulatory interventions. 3G

can be expected to bring substantial long-term business advantages, both in terms

of providing additional functionality for future data services and in providing

much-needed capacity enhancements for usage increases in voice as well as data.

At the same time, maintaining the lowest-cost position in the industry remains a

basic premise for their success and so they will continue to build on their existing

programs to drive productivity and efficiency improvements across their business.

HUMAN RESOURCE MANAGEMENT PRACTICES

Recruitment and Selection

In this particular section, an endeavor has been made to discuss the salient aspects

of recruitment selection and placement at Telenor. As we know that Telenor is the

world’s leading mobile telecom company. They were the first to introduce GSM

technology. Telenor sees it as a constant adventure to create unprecedented capabilities in

the mobile arena. If you feel a similar urge to challenge the old and realize the new, talk

to Telenor. If you want more than just a job and the chance to be part of a large and

ambitious company, to innovate, influence and drive, then you should consider joiningTelenor. Joining Telenor will give you the chance to influence the daily lives of people

throughout the world.

Telenor Pakistan consists of energetic, youthful and dedicated employees aged 27

to 28 on average. An appropriate match is required between the culture and employees at

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recruitment and hiring. If People Excellence Division feels that a person will not be able

to adjust into the organization’s environment, even if he/she is performing functionally

well, the person is rejected. The dynamic group of people, sharing similar mind-sets, love

being with each other and meet on other occasions if unable to meet during work-hours.

They even stay back late, employees can be seen roaming around till 9 at night.

1.1.1.1. What Telenor Looks For?

Telenor is looking for people who share its vision and values and are looking for

more than just a job. You must be enthusiastic about change and keen to grow with

Telenor and share in its success. You should be ready to take on new responsibilities anddevelop new ways of working. At Telenor, it will integrate your development with the

development of the business. This means that, at whatever level you work at, you will

have a keen awareness of the overall objectives of the organization, and a clear

understanding of how and where your contribution makes a difference. Telenor offers an

ideal learning environment. The fast-changing nature of industry means that they are

focused on continuous learning, always looking for new ways to support, coach and

develop their people. Ultimately, there's the chance to study a huge range of subject

areas, from developing customer products and services to marketing and governmental

work.

1.1.1.2. Skills Require Joining Telenor

In Telenor each role requires specialist abilities, dealing with change at this rate call

for certain core skills. And throughout the selection process, Telenor looks for evidence

that applicants can demonstrate the under mentioned critical skills.

a. Communication. The flexibility to communicate when moving through

different environments is paramount. Success hinges on the ability to tailor style,

tone and content to suit specific audiences.

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b. Customer Focus. It's vital that employees constantly strive to provide world-

class customer service, establishing and responding flexibly to exceed customer

expectations.

c. Drive for Results. Clear objectives and knowledge to achieve, depends on

clarity of thought. It's important to care passionately about realizing their goals,

understanding what this requires and acting on it.

d. Developing Self and Others. At Telenor employees will need to take

responsibility for their own development, learn from experiences, seek and act on

constructive feedback.

e. Innovation and Change. This is an industry, and a company, which thriveson change. Employees will need to be the same, embracing positive developments

and adapting quickly to ever-changing circumstances and situations, as well as

generating innovative ideas and solutions.

f. Working with Others. As a global business, Telenor cannot function on an

individualistic basis. To be successful with Telenor employees will need to build

and develop positive working relationships based on mutual trust, taking full

advantage of the networking opportunities available.

1.1.1.3. Qualification

In addition to demonstrating the right mixes of skills and personal qualities, applicant will

need the right kind of qualifications. The same are discussed as under;

a. Technology. In any of the following;

• Computer Science

• Computer Systems

• Computing

• Construction

• E-business

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Any person can make his resume by using Telenor online CV building tools.

Telenor does not accept resumes except this online CV system. When an applicant builds

his CV he is allotted a CV tracking number against his e-mail address and NIC number.

An applicant can change his password at any time and can update / edit his CV.

When an applicant applies for a specific post his CV is scanned through an

automatic system, his qualification, skills, experience and any other criteria specified for

the job are compared, and only those CVs are accepted which fulfill the criteria.

Then the selected CVs are examined by concerned HR people and only the short

listed candidates are contacted for interview.

Telenor online CV building and applying for a job process is given below as an

example:

Online Job Application System

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to upload your CV to our database.a unique CV Tracking Number & Password by email. Please

apply to all applicable future openings.

request you to update/edit your earlier submitted cv.

will be considered for vacancies in Telenor Pakistan.

u are short listed.

em or for any queries regarding Recruitment at Telenor

pk or

For details on Telenor's Career Management Workshop, Please click her

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http://www.telenor.com.pk/careers/profile.php

http://www.telenor.com.pk/careers/careerManagement.php

http://www.telenor.com.pk/careers/profile.php

http://www.telenor.com.pk/careers/careerManagement.php



.

CV Tracking Number:

Password:

Sign In

Forgot password? click here

Apply For Internship

Please login to apply

Available Jobs:

Assistant Manager RF Traffic And Re-Design View Job Details please login/relogin to apply

. . .

Executive Assistant View Job Details please login/relogin to apply

. . .

GPRS O and M Engineer View Job Details please login/relogin to apply

. . .

IT Contact Center Development Executive View Job Details please login/relogin to apply

. . .

IT Contact Center Officer (OSP) View Job Details please login/relogin to apply

. . .

Manager Franchise and Distribution Planning View Job Details please login/relogin to apply

. . .

Manager New Business Planning (Banking

Experience Preferred)View Job Details please login/relogin to apply

. . .

Manager Sales and Distribution (Faisalabad) View Job Details please login/relogin to apply

. . .

Postpaid Executive View Job Details please login/relogin to apply

. . .

Technical Officer BSS Operations And Maintenance View Job Details please login/relogin to apply

. . .

Qualified Female Candidates Are Strongly Encouraged To Apply Only Short-Listed Candidates Will Be Contacted

Assistant Manager RF Traffic And Re-Design

OverviewTo perform RF network Optimization activities to achieve requiredGrade of Service and Quality of Service in the region

Reports To Regional Manager RF Planning & Optimization;

Work Location South

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Careers

http://www.telenor.com.pk/careers/PassRecovery.php

http://www.telenor.com.pk/careers/postedJobs.php?JobID=1284










http://www.telenor.com.pk/careers/PassRecovery.php













Experience Required 6 years and above

Key Responsibilities

•Coordination with planning & optimization groups for RF re-designing task implementation•Management of available resources to execute the re-designingtask•Weekly Work order creation of SDCCH re-dimensioning/ BSC wise.Analyze the effect & report submission•Weekly Work order creation of HR activation/deactivation. Analyzethe effect & report submission•Work order creation for TRX expansion (band, complex & soft).Analyze the effect & report submission•Coordinate with “Site integration department” to prioritize the sitewith high blocking plus take necessary actions for traffic sharingright after the new site integration

•Traffic sharing between different layers/cells/sites•Abis expansions recommendation with concern department•Re-homing coordination & recommendation with concerndepartment•Ater expansion recommendation with concern department•BSC offloading/ traffic balancing w.r.t to TRX expansion + newsites integration•Freeze the cluster /site during re-designing activities keeping allstake holders in loop•Analyze and benchmark the results of re-designing, take all stakes

holder in lope/ specially respective BSC personnel to participate inacceptance phase•Network RF design update/ audit•Minimizing the over utilized and underutilized cells

Education/Professional Qualification1.BE Electronics2.Electrical3.Telecom

Skills required

1.Negotiation & analytical skills2.Interpersonal & Presentation skills3.Good communication skills in English (both verbal & written)4.Excellent computer knowledge in general and specifically inMicrosoft Office products5.Sound Knowledge of GSM/GPRS/EDGE architecture6.Project management skills7.GSM enhanced capacity & coverage features8.Planning & optimization tools hands on experience

Job Dead Line 2010-05-12

OTHER CRITERIA

•Should be enthusiastic, hardworking and passionate leader•Leads by example, according to best professional practices•Decision making keeping in view both short term as well as longterm company interests in mind

•Aptitude towards meeting the deadlines under extreme conditions

Careers

Qualified Female Candidates Are Strongly Encouraged To Apply

Only Short-Listed Candidates Will Be Contacted

Manager New Business Planning (Banking ExperiencePreferred)

OverviewTo carry out sales planning for financial services products andsecure execution of financial services sales strategy.

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Reports To Manager S&D Strategy & Planning;

Work Location Islamabad

Experience RequiredMinimum 5 years with 2-3 years experience in banking industry in a

team management role

Key Responsibilities

- Develop channel penetration strategy and put into execution forfinancial services products.- Develop launch plans and prioritize key strategic steps for

distribution channel.- Secure system development to support financial services sales.- Coordinate with regional resources and secure execution of plans.- Work closely with financial services segment, Marcom and P&P tosupport financial services business.- Develop reporting requirements for financial services productsand monitor progress.- Develop tactical and strategic moves to increase financial servicessales.- Develop strategy for alternate distribution for financial servicessales – weigh pros and cons .

- Implement and secure execution of banking regulations in thechannel and work in close coordination with Tameer Bank (acquiredby Telenor).

Education/Professional Qualification MBA

Skills required

1. Decision Making & Problem Solving2. Communication & Analytical Skills3. Team Management

Job Dead Line 2010-05-17

OTHER CRITERIA

Some of the key performance requirements are:

• Get the things done on t ime through efficient process compliance• Show results strategically & operationally.• Accountable to Manager, S&D Strategy & Planning for execution

of tasks in time, within budget, and with predefined level of quality.

Application processes for various positions are discussed in succeeding

paragraphs;

a. Technology. For technology positions if the individuals meet the criteria they

will have to go through the psychometric tests. If successful, they will receive

a letter inviting them to a first round telephone interview. Successful

applicants will then be invited to an assessment center in near by. The

assessment center is made up of a range of assessment methods. The

individuals will be invited down the evening before the assessment centre to

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join graduates and managers from their chosen function for dinner. This event

does not form part of the assessment center. Telenor will then tell the

individuals whether they have been successful in a matter of days.

b. Commercial Positions The individuals will be asked some basic qualifying

questions to assess whether they meet their specified criteria. The individuals

will be asked some basic qualifying questions to assess whether they meet

their specified criteria. Once Telenor has received completed form, they

would review application. Should the application meet their requirements,

they will receive an email inviting the individuals to complete two on-line

psychometric tests. If successful, the individuals will receive a letter inviting

them to a first round telephone interview. Successful applicants are then

invited to the assessment center. Assessment center is made up of a range of

assessment methods. The individuals will be invited down the evening before

the assessment center to join graduates and managers from their chosen

function for dinner. This event does not form part of the assessment center.

Telenor will tell the individuals whether they have been successful in a matter

of days.

The selection process isn’t just about finding out whether it is right for Telenor;

it’s also about whether Telenor is right for them. So before the individual applies, it’s

worth thinking about how their preferences fit with Telenor’s culture. Telenor has put

together a short quiz that will put the individual in the shoes of a Telenor graduate. After

each question the company would tell the individual how well the individual actions

compare to the Telenor way, and at the end the individual would have a clearer picture of

how well they might work together.

1.1.1.5. Work Experience

Telenor does not offer industrial placements or internships; however there are

plenty of other ways to get an insight into what working at Telenor is really like. In the

first place, view of the profiles from existing graduates can be seen. These are all people

who've been there, and done it. The individuals can expect to be part of a small team and,

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1.1.1.8. Finance

Telenor offers a first class opportunity for exceptional graduates to launch their

financial careers in one of the world’s most exciting companies. The individual will need

to be hard working, energetic and thrive on a challenge. The individual will consider

himself to be an outstanding communicator with the sharpest of business minds. The

company looks for graduates who can see solutions where others can’t. In return the

company offers the chance to work as part of a young, professional team supporting a

rapidly evolving business. Working in the Telenor finance team gives individual a unique

viewpoint to study all aspects of the telecommunications business. The finance team is

critical to Telenor’s success - whether it’s monitoring the success of a marketing

campaign, the sales through their High Street stores or the costs of building their 3rdgeneration network. Telenor sponsors the individual for their Chartered Institute of

Management Accountants (CIMA) qualification. The company covers the costs of

courses, materials and exams as well as providing study leave to give the individual the

best chance of success. During the three-year scheme the individual works in different

areas of the business. Each placement provides the individual with the relevant finance

experience to pass his CIMA exams. Telenor believes in giving its finance graduates a

wide variety of challenges, exposing them to work in the following areas:

Financial Planning

Commercial Support

Financial Analysis

Financial Accounting

Management Accounting

Tax

Internal Audit

On completion of the scheme finance graduates are well placed well to take

advantage of the enormous opportunities that derive from Telenor's position as the global

mobile telecommunications leader.

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1.1.1.9. Sales

Whether the individual’s aspirations lie in sales, account management, customer

relationship manager (CRM), project leadership or running a store the individual could

join Telenor with anything up to three years' post graduate experience on a two-year

program that will equip the individual for a post as a regional manager; or senior

management in three to four years' time. And until then, the individual can look forward

to a salary review every six months for the first two years. Problem-solving skills and

ability to anticipate customers' needs whether they are customers in Telenor’s retail

outlets, small to medium sized businesses; large national business or international

business clients equip the individual to establish long-term relationships. And the

individual’s creative approach prepares him for the development of innovative strategiesto create demand for exciting new launches in the years to come. Right from the

beginning the individual would be responsible for managing and meeting the

expectations of customers. Therefore it is essential that the individual’s sales technique is

honed to deal with not only the public but when negotiating with organizations. In an

industry that evolves on a daily basis, it's important that product and service knowledge

are up-to-date to provide Telenor’s customers with the most appropriate solution,

whatever their requirements may be. The training provided covers all technical aspects of

the relevant products and services, as well as sales and other non-technical skills. This is

in addition to the Unlock Your Potential soft skills program, which is available to all

graduates. Within the first two years completing four, six-month placements within

different areas of Telenor’s Sales and Distribution function. At least one of which is

within one of their retail stores, where the company can be accommodating with location,

however the company requires the individual to be flexible to support the store, which

may mean working weekends.

1.1.1.10. Recruitment Sources

Telenor recruits both internally and externally, by giving advertisements in the

newspapers, by employee’s referrals, by notifying the Job centers of the potential

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vacancy, through private employment agencies like Job pilots and also through online

recruiting.

Training and Professional Development

The Group, encourage young employees to develop their confidence and

important skills such as communication, planning and working in teams. A program of

business related the Group also sponsors further education and programs exist to help

employees meet the training and qualification requirements of their chosen professional

institution, thereby continuing to raise the existing professionalism of the Group.

Create, lead and nurture a culture within the organization which is based on

performance, teamwork, and continuous learning. Introduce Telenor Vision & Values

and start initiatives that will enable employees to practices these. Create and implement

behavioral competencies of leadership and management development processes in the

company, which enable and facilitate professional and personal growth of employees.

Introduce the latest training and development concepts, and work for management

development. Identify, manage, and develop talent within the organization which can

take up higher levels of responsibility in leadership positions at any given time.

Phases of the Training Process

Training process generally encompass as three main phases. The training process

begins with the Assessment phase. This phase involves identifying training needs, setting

training objectives, and developing criteria against which to evaluate the results of the

training program. Training requirements are determined by conducting a need analysis.

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A Need Analysis is an assessment of an organization’s training a need that is

developed by considering overall organizational requirements, tasks associated with a job

for which training is needed, and the degree to which individuals are able to perform

those tasks effectively.

The next part of the process is the Training Design and Implementation phase.

This involves determining training methods, developing training materials, and actually

conducting the training. A considerable amount of training is conducted using On-the-

Job Training methods. With such methods, trainee learns while actually performing the

job, usually with the help of knowledgeable trainer.

The final part of training process is the Evaluation phase. This entails evaluating

the result of the training in terms of the criteria developed during the assessment phase.

Types of Training Programs

The most common type of training programs are Orientation Training, technical

skill training, and management development training. Orientation Training is usually a

formal program designed to provide new employees with information about the company

and their jobs. Technical Training is oriented towards providing specialized knowledge

and developing facility in the use of methods, processes, and techniques associated with a

particular discipline or trade. Management Development Program focuses on developing

managerial skills for use at the supervisory, managerial, and executive levels. Overall

training has positive impact on both productivity and employee morale.

Telenor offered three main categories in which offered programs are: Leadership,

Culture, and Competency.

I. The Leadership Category.

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Within the Leadership category, several programs are offered which

include:

• Outdoor Leadership

With activities related to trust building, team building, and exploration

in the wilderness, the leaders are able to identify their true leadership

styles, their managerial skills are put to test, making them better and

brining in more teamwork and transparency in the organization.

• LUMS/Telenor Post Graduate Certificate in Business

Management

To give managers holistic business understanding, and manage

succession planning for various cadres, this academic program focuses on

strategy, pricing, market segmentation etc within its various courses and

help employees to build the organization.

• Core Leadership

The program helps to build leaders in accordance with the Telenor Expectations so that employees can use their abilities within the

perimeters of the organization’s expectations. This is used for TMA to

develop the ‘Hi-pos’ for future positions.

• Leadership-The Care & Growth Model

This three day workshop for all those in command positions, teaches

managers and supervisors what they should be contributing to those whoreport to them.

II. The Culture Category

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Within the Culture category the following programs are being offered

which are open to all employees:

• Mastery of Self

To enable people to overcome obstacles and dysfunctions in their

behaviors, and therefore create new perceptions by exercising the power

of mind.

• Emotional Intelligence

Including the emotional quotient to employee’s intelligence

quotient enables one to be smarter in work, relationships and health. To bring emotional maturity, this training focuses on increasing energy and

effectiveness under pressure, dealing with turbulence, and developing

personal power.

• Change Management: Who Moved My Cheese?

Most people are fearful of change because they don't believe they

have any control over how or when it happens to them. Since changehappens either to the individual or by the individual, the course shows that

what matters most is the attitude about change. To complement our

inculcation of the new vision and values, this program will present change

as a natural and positive agent that leads employees to embrace change

and explore new opportunities.

FISH: Choosing Your Attitude

This training helps the organization become more vibrant,

energetic, positive and optimistic. This helps to improve morale in the

troops and reduce negativity.

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III. The Competency Category

Within the Competency category we Telenor is offering program

which is required as the basic skill builders in the organization.

These include:

• Creative Problem Solving

To ensure that people have the ability to think out of the box and are

not stuck with old thought patterns.

• Breaking Communication Barriers

To help employees come out of their inhibitions and improve

interpersonal communication and public speaking.

• Team Work

To enable employees to rise above the individual objectives and come

together as a team with one vision.

• Results Through Resources

To help employees manage their resources at work efficiently and

effectively.

• Facilitation Skills

To enable all line managers, supervisors, team leads etc, to lead and

facilitate IVC workshops on their own.

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Code of Conduct

In 2003, Telenor established a Code of Conduct, covering a broad set of ethical

issues. The Code of Conduct constitutes the basis upon which all our policies and

procedures are built.

Ethical Council: Based on Telenor's values and its Code of Conduct, the Ethical

Council helps to ensure a high level of ethical awareness at Telenor. Issues related to

ethics and the reputation of the company are discussed in the Council.

Performance Appraisal

Evaluating performance based on the judgments and opinions of subordinates,

peers, supervisors, other managers and even the employees themselves.

3.4.1 Factors that Influence Motivation & Translate Motivation into

Performance

Performance expectations and goals

Performance of interdependent others

Employee confidence and competencies

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Designing the systemDesigning the systemDesigning the systemDesigning the system

Performance measurementPerformance measurement

and feedbackand feedback

Performance measurementPerformance measurement

and feedbackand feedback

Employee developmentEmployee developmentEmployee developmentEmployee development

If no improvement,If no improvement,

make adjustmentsmake adjustments

If no improvement,If no improvement,

make adjustmentsmake adjustments

Provide rewardsProvide rewardsfor improvementfor improvement

Provide rewardsProvide rewards

for improvementfor improvement



Access to required resources

Ongoing feedback

3.4.2 Performance Appraisal Methods

Goal Setting, or Management by Objectives (MBO)

Multi-Rater Assessment (or 360-Degree Feedback)

Work Standards

Essay Appraisal

Critical-Incident Appraisal

Graphic Rating Scale

Checklist

Behaviorally Anchored Rating Scale (BARS)

Forced-Choice Rating

Ranking Methods

o Alteration Ranking

o Paired Comparison Ranking

o Forced Distribution

- 40 -



Telenor Appraisal System

Telenor Development Process (Web competence)

TDP, the Telenor Development Process, is Telenor’s global people and

organizational development process. The TDP aims to set direction and develop

individual, team and organizational capabilities to deliver business results. The TDP

obtains key input from inspired leaders, business-critical objectives and IVC-analyses.

Output from the TDP provides motivated employees with improved performance, a

competence development plan and talent and succession management strategy.

The Telenor Development process is supported by Atlas TDP, a web based

centralized IT system. The Atlas TDP replaces the Web Competence tool with enhanced

functionality covering the various process steps with many improved features. Web

Competence is the tool used in the Telenor Leadership Development Process (TLDP) for

registering the dialogues and Review Meeting. It is also used for Performance

Management in certain Business Units.

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IVC - Employee Survey

The Internal Value Creation (IVC) survey is an annual process that allows

employees to voice their opinion and managers to develop their organization and

leadership. The IVC survey measures people's perception of aspects within the

organization that has an effect on internal value creation and in turn the customers'

perception of the company. However, IVC is more than an Employee Satisfaction Survey

or a Climate Survey. IVC goes beyond measuring how satisfied or ‘happy’ the employees

are and identifies factors so that these satisfied employees can be converted into drivers

of business success.

General Policies

Telenor Pakistan Employee Policies are intended to create a productive work

environment, which will enable employees to maximize their contribution and

satisfaction in the Company.

These policies establish clarity and increase your understanding of the rights and

obligations of an employee working within the Company.

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Telenor Pakistan Employee Policies have been developed taking into account the

industrial norm in Pakistan. Therefore, they are based on the standards which exist in

outstanding companies operating in the country.

LIST OF POLICIES

Further Education

Telenor Pakistan actively encourages employees to pursue relevant further

education which enables you to learn new skills and acquire new knowledge, so that you

and TP can mutually benefit from the transformation that learning and knowledge brings.

Gratuity

Gratuity is a long-term incentive designed to motivate and encourage committing

to a long-term career in Telenor Pakistan.

It is adopted to provide financial relief at the time of retirement or separation from the

company.

It is for permanent employees only.

Internship

To contribute towards the development of talented students by providing them the

opportunity for industrial exposure at Telenor Pakistan.

The process of internship is to assess and identify future employees.

Recruitment of Internees

Selection of internees is similar to any other recruitment activity in Telenor Pakistan.

Potential students are selected via the same merit based recruitment process which is

followed for permanent employees.

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http://portal.transitt.telenor.no/servlet/ShowResource?id=247198


http://portal.transitt.telenor.no/servlet/ShowResource?id=247110&view=view_resource






Laptop

Every employee of Telenor Pakistan, as per Job Description, will be allocated

maximum one laptop on his joining. Employees who use shared/individual desktops for

their daily job tasks are not given laptops e.g. employees of S&SC and CRO’s in call

centre.

Regular and confirmed employee, who has completed at least one year with the

company, will be entitled to the personal ownership of the laptop free of cost once it has

reached its useful life of three years.

Leave Fare Assistance To assist employees with their expenses when they take annual leave for rest,

recreation and holidays with their families.

Its equivalent to one gross salary paid once in the year and its paid along with the salary

once in a year.

Leave

Annual Leave: Policy is to enable employees to take annual leave to spend extended

time with their family and to ensure well-being, health and satisfaction. Telenor culture

encourages its employees to avail there annual leaves every year and there is no

appreciation to those who do not avail this facility. All the employees from Top

Management to the lower staff are equally eligible to this policy.

Casual Leave: To assist employees to take casual leave when they require leaves to

attend personal problems, obligations and emergency situations.

Sick Leave: To provide with sick leave when somebody is unwell. The number of sick

leave is undefined as per Telenor policy.

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Life Insurance

Provide employees with insurance coverage so that in the eventuality of death,

their family is cared for.

All permanent employees are covered for Life Insurance from the date of joining

Telenor Pakistan.

Long Service Awards

Telenor entitles awards upon completion of the number of years of service. it could be in

the form of shields or gifts depending upon the number of years of completion.

Maternity Leave

To allow female employees maternity leave and to encourage continuity of service.

All permanent married female employees are eligible. The said must be confirmed in

employment with at least one year of full time continuous service with Telenor Pakistan.

Medical & Hospitalization

To provide employees and their families with medical support and to help them

during their time of need.

Eligibility

If the said is a full time employee, then employee is covered along with his

spouse, children and dependent parents no matter what designation he or she have.

Telenor has one generalized health policy which applies to every one in Telenorfrom CEO to an engineer.

Employees are covered comprehensively for both OPD and Inpatient

Hospitalization expenses.

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Mobile Connection and Handset Allowance

A full time employee of Telenor Pakistan is provided with a mobile phone

connection upon joining Telenor Pakistan free of cost for official use.

Mobile Connection for Family and Friends

Policy is to provide an opportunity for Telenor employee’s family and friends to

enjoy a cost effective subscription of Telenor Services.

Employees are entitled for the some specific concessions on post paid connectionsfor family and/or friends for confirmed employees. Those special connections are issued

on non commercial tariffs.

In addition permanent employees are entitled for one pre paid connection free of

cost ever month.

Upon joining employees are also provided with a handset which is followed by an

annual handset allowance every year.

Pick and Drop Service for Females

Pick and Drop facility is only for female employees.

Provident Fund

All permanent employees are eligible for provident fund and deductions

/reimbursement is made as per standard provident fund procedures.

- 46 -











3.5.1. Recognize Heroes at Work and In Life

To identify, recognize and reward outstanding contributions made by employees

“At Work” and “In Life” in certain key categories during the year.

Each year, Telenor Pakistan identifies Heroes for outstanding contributions made

at work which go beyond the normal call of duty.

Relocation

This Policy is made to help employees if they are relocated at Telenor Pakistan’s

request within the country. While every effort is made to ensure that they are not

financially disadvantaged, the Company recognizes that it is not possible to financially

compensate for every disruption, which may be caused by relocation.

All full time employees are eligible if the decision to relocate has been made by

Telenor Pakistan. However, if Telenor Pakistan relocates to accommodate employee’s

desire for relocation, then the relocation policy is not applicable.

Retirement Age

All employees retire from the Company upon reaching their 60th birthday.

Salary Increments and Salary Adjustments

To ensure that employees receive an annual salary boost in relation to the

contribution he has made in Telenor Pakistan during the year and the company’s

performance in the market.

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To review and adjust salaries to ensure internal equity and to stay abreast of the

market norms.

Travel

To make employee’s travel and accommodation as comfortable as possible. To

communicate Telenor Pakistan’s guideline for business travel.

Air Travel

Telenor allows travel by air if the distance to destination town is considered too

far or unsafe by normal road travel. This refers to destinations where airlines operate.

There is a separate department which is totally responsible to make travelarrangements for the employees when requires and the whole process is quite comforting

and hassle free for the employees

Working Hours

Normal Working Hours

Week Days Office Timing Monday – Friday 0900 hours – 1800 hours

If somebody is required to work on weekends or on a national holiday, as a part of

his/her normal work timing, in order to keep the business operations functional 24 hours

a day, then a shift arrangement is applied.

Working on Holidays and Late Sittings

Objective: To compensate for your working beyond the normal office hours and

during holidays.

1. Reimbursement for Working on Weekend/Holidays

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1a. Eligibility:

An employee is entitled if he/she works for five or more consecutive hours on any given

holiday.

1b. Meal Reimbursement

An employee is eligible for the reimbursement of meal expenses

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End note

We tried our best to get the maximum information about Telenor’s Human

Resource Management systems but due to company’s confidentiality policy we could not

got the exact policy documents.

At the same time we are very thankful to our course instructor, who at every stage

of this research project guides us in a proper way.

We are sure that this report explains all the HRM activities in Telenor Pakistan.

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References

1. www.telenor.com.pk

2. www.telenor.com.pk/careers

3. Telenor’s Business Magazine

4. Telenor Portal

5. Telenor Human Capital Division

6. Telenor People Excellence Department

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