FINAL REPORT

TRAINING AND DEVELOPING EMPLOYEES

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WHAT TELENOR HAS TO SAY!!!

Human Capital Division at Telenor believes in continuous improvement and is taking the standards of service to the utmost levels of excellence. From providing the best administrative support to facilitate employee work life to creating benchmark security solutions, we are a team of enthusiastic, energetic young people who are geared to perform the best always! From being the best in providing benefits to our employee to the best in providing development opportunities, we have managed to create a culture of passion for business, operational excellence and constant renewal. We are committed to assisting employee in exploring, developing and maximizing their full potential, encouraging continuing education through internal and external training and development opportunities.

Together with your commitment, we will deliver positive results and create opportunities that will benefit the Telenor family.

WHY TELENOR!!!

Telenor offers exciting and challenging careers with competitive pay, excellent benefits and exceptional advancement opportunities. We care about our employee and provide them with a relaxed and enriching working environment. Our training and further education programs ensure a high professional standard amongst our employee. We believe that a talented and loyal workforce plays a crucial role in the organization’s ongoing business success. We strongly hope that after joining Telenor you will become an enthusiastic and valuable member of our family.

Telenor maintains a policy of non-discrimination towards all employee and applicants for employment. All aspects of employment with Telenor are governed by merit, competence, suitability and qualifications, and will not be influenced in any manner by gender, age, race, color, religion, national origin or disability. Today, our workforce proves that; with 18% women working at all levels in the organization, both foreign and local educational backgrounds.


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TELENOR’S EMPLOYEE FEELINGS

We think that we joined one of the best companies in PAKISTAN, we can see our prolonged career in Telenor.

Orientation Process:

Orientation process range from 10-minute discussions to week-long programs. Human resource specialist usually performs this. Company policies and background information is shared with new employee.

Orientation Process in Telenor:

It’s been quite interesting to know that Telenor doesn’t follow any structural orientation process, they just hand over code of conduct to its new employee.

Training Process:


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It’s the process of teaching some basic skills to the new employee, the skills that will be needed to perform their jobs.

Training Process in Telenor :

Telenor follows quite a good process regarding training of their employee, they are sent to their various departments for their training.

Training and Development Process :

Needs Analysis step:

Identifies the specific job performance skills needed, assess the deficiencies in the client.

Instructional Design:

In this training program content is produced what to teach to employee during training is decided.

Validation step:

In this step bugs are worked out of the training program after evaluating them.

Implementation Programs:

Actually training the selected employee group.

Evaluation Step:

Test the employee to check success or failure of the program.

Training and Development Process in Telenor:

The training and development process of Telenor differs from above mentioned data. The first step remains same where they assess the skills needed and any shortcoming in the client. The second step also differs,


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Telenor doesn’t produced any specific content ,instead the seniors shadow the junior persons, and teach them the basic skills .Once the employee is hired they don’t let go employee unless there is some disciplinary action is against him or her. Telenor give pretty expensive training programs to its employee so they don’t work out the employee after training. The training program is evaluated by testing the trained employee to check the success or failure of the training program.

Motivation Principles for Trainers

1) People learn best by doing.

2) Learn best when the trainers immediately reinforce correct responses.

3) Trainees learn best at their own pace.

4) Create perceived training needs.

Motivation Principles by Telenor:

Telenor doesn’t seem to motivate their employee during training, they don’t let employee to work on their own pace, instead they just force them to work and learn quickly. Instead they connect their motive principles with some rewards.

Task Analysis:

The analysis which determine what kind of skills are required on job.

TELENOR TASK ANALYSIS

Telenor gives a guide book to its employee stating the skills that are required on the job to its employee during training. So that employee could build up on that issues.

Performance analysis:


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It’s the process of verifying that there is a deficiency in performance and whether the employee can correct this through training or other things.

Performance Analysis in Telenor:

Telenor uses test methods to check if employee has deficiency in performance etc. These tests are conducted by regional office Lahore.

Training methods:

On the job training:

Person learns a job by actually doing it. The most familiar type of on the job training is the coaching or under study method.

Steps to insure OJT success:

1. Prepare the learner

2. Present the operation

3. Do a try out

4. Follow up

Training Methods Used In Telenor

Employee is send to various departments for training purposes where they include every type of training regarding the concern department in Telenor. The candidate is not prepared before the training starts instead they are straight forward put into training and then they are evaluated on the job after the training.


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Prepare the learner:

Tell employee why he is being trained help create employee interest.

Telenor

Telenor do not aware employee that why they are being trained. It is understood for employee that this part of their training and necessary for any type of promotion in the future.

Present the operation:

Go through the job at a slow pace tell where the problems could occur or where errors could be committed.

Telenor

The process of training does not allow the employee to go slowly at a slow pace instead he is been trained to always be on his foot.

Do a try out:

Run the job at normal pace let employee do the job. Have learner to through the job several times.

Telenor

Telenor let their employee to go throw the job at normal pace they are evaluated on their jobs

Follow up:

Designate who the worker should go for help ,appreciate good work and point out mistakes if any time to time before they become a habit.


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Telenor:

Telenor appoints a senior employee to shadow junior employee so that he or she can appraise his performance and guide him about the job

Apprenticeship training:

Process by which people become skilled through a combination of formal learning and on the job training.

Apprenticeship training in Telenor

Telenor follows very efficient process what we called is apprenticeship. The senior Telenor employee is trained by foreigner through video conferencing which is held from Norway and then they apply their learned training on their job.


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Job instruction training (JIT):

Listening each job task along with key points in order to provide step by step learning for employee.

TELENOR

Telenor follows this step with their employee selected for senior posts, but for low level hierarchy as we discussed earlier that new employee is being shadow by seniors.

Programmed learning

It’s a self-learning method consists of

1. Presenting questions, facts or problems to the learners.

2. Allowing the person to respond.

3. Providing feedback on the accuracy of answers.


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Advantages:

Reduce time Trainees learn at their own pace Immigrate feed back Reduces learners risk of errors

Programmed learning in TELENOR:

Telenor position in programmed learning is that they have prepared set of problems which are based upon facts which could happen on their job, these are presented to the employee and then the accuracy of the answers are evaluated by comparing it with a standard.

Simulated Training:

Also called vestibule training . It’s a method in which trainees learn on actual equipment which they will use on job but are actually trained of the job. Simulated training is necessary when it’s too costly or dangerous to train employee on the job.

Simulated Training in TELENOR:

Telenor doesn’t need simulated training because they don’t have dangerous equipment which employee is to operation during the job. They use equipment only when they on their job.


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Computer Based Training:

In this training employee are shown DVDs like McDonalds uses this technique to train their employee.

Computer Based Training in TELENOR:

Telenor don’t do computer based training for their employee.

Job Aid:

Set of instructions available at job site to guide the worker.

Job Aid in TELENOR:

Telenor don’t have any type of instructions which are available at job site, if any difficulty arises during his or her job, he or she has to consult his seniors to go through the problem.

Tele training:

A trainer in a central location teaches groups of employee at remote locations via television hook ups.

Tele Training In TELENOR:

Telenor set their central location In Islamabad from where they teach their employee in various cities.


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Video conferencing:

It allows people in one location to communicate live via a combination of audio video equipment with people in other places.

Video Conferencing in TELENOR:

Now the process of teaching higher hierarchy is that videoconferencing which is being done from NORWAY where all Telenor senior members are trained, then they pass on their training to junior employee .

Virtual Classrooms:

A learning environment that uses collaborative software’s to link various learners pcs or laptops to participate in audio and visual communications.

Virtual Class rooms in TELENOR:

Telenor have made meeting and discussion rooms for this purpose, the employee learn through projectors etc.


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Mp3/instant Messaging:

It’s the process in which employee are teaches through MP3 our some kind of communication device

For example Capital one recently purchases 300 iPods for their trainees.

Mp3/Instant Messaging in TELENOR:

Telenor use to give blackberry mobiles to their employee working in senior positions so that without moving from their desk they can check their mails our any other news which organization is delivering.


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Learning portals:

Many firms use business portals to store information etc.

Learning Portals in TELENOR:

Telenor have given access to its employee to portals where each employee has their own password and username, and portal can only by assessed within the organization, their portals contain the code of conduct, their duties and news about organization .If any vacancy is available, these types of information are also available.

Literacy training techniques :

Functional illiteracy is the inability to handle reading, writing and arithmetic tasks.

Literacy Training Techniques in TELENOR:

Telenor don’t hire employee who lacks in reading, writing and arithmetic skills, they only hire those people which have good reading writing skills, then in the organization these skills are further polished.

Management Development:

It’s an attempt to improve managerial performance by imparting knowledge, changing attitudes or increasing skills.

1. Assessing the company strategic needs.

2. Appraising manager’s current performers.

3. Developing the managers

Management Development in TELENOR:


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Telenor focuses lot harder on training their senior managers, and they are being sent to Islamabad to get training from abroad through video conferencing and this usually starts by carefully inspecting the company’s strategic needs, managers ongoing performance is evaluated and then it is decided that whether the manager can handle the coming situation, if not then they are sent to learn.

Succession Planning:

It is a process of planning and filling senior level positions.

Succession Planning In TELENOR:

Telenor fill their senior positions mainly from their organization, usually through job promotion. If they are unable to fill positions within the organization then they hire people from outside the organization.

Anticipate Management Needs:

The need to train management comes from strategic factors like planned expansion.

Anticipate Management Needs in TELENOR:

Telenor have separate department for assessing the management needs, through which they know when and which department the employee should be trained.

Review your firm management skills:

It’s a process to access current talent of the employee.

TELENOR:

Telenor usually access the current talent by taking some quizzes about the job and some computerized tests.

Replacement charts:


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That summarizes potential candidates and each person’s development needs.

TELENOR:

In Telenor replacement charts are being posted on notice board in HRM department.

Managerial on the job training:

Job rotation:

Management trainees from department to department to broaden the skills and understanding of all parts of the business and to test their abilities.

Job Rotation in TELENOR:

Job rotation is being frequently used in Telenor, where the senior persons are transferred from one department to other department.

Coaching /understudy Approach:

In this approach the trainee works directly with senior manager or the person he or she is to replace.

Coaching/understudy Approach in TELENOR:

The senior member usually perform this step by working with junior employee so that he can learn the skills which are required, but in Telenor the person which is leaving or transferring to other department do not train employee for his position ,instead other person from same post is used to guide new employee.

Action learning:

A training techniques by which management trainees are allowed to work full time analyzing and solving problems in other departments.


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Action Learning In TELENOR:

Telenor doesn’t have action learning, the employee work in their own department solve their own department problems.

Off the job management and development techniques:

Case Study Method:

A development method in which manager is given organizational problems to diagnose and solve.

Case Study Method in TELENOR:

Telenor don not use case studies technique to evaluate their employee.

Management game:

A development technique in which teams of manager compete by making computerized decisions regarding realistic but simulated situations.

Management Game in TELENOR:

In Telenor they do not play management games, managers do not compete.

Outside seminars:

Many companies also offer web based and traditional classroom management development seminars and conferences.

Outside Seminars In TELENOR:

They usually conduct outside seminars to train and develop their employee in some kind of hotels etc where senior employee also participates.


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Role playing:

It’s a technique in which trainees in assumed to work in a real like situation or to assume the role of specific persons in situations.

Role Playing In TELENOR:

Role playing does not take place in Telenor.

Behavior Modeling:

A training technique in which trainees are first shown good management techniques in the film and then asked to play roles in simulated situations and then given feedback and praise by the supervisor.

Behavior Modeling in TELENOR:

Telenor does not use much of visual media to train their employee.

In House Development Centre:

A computer based method for exposing prospective managers to realistic exercises to develop improved management skills.

In House Development Centre In TELENOR:

Telenor uses special software to expose their managers to some problems mainly with in the job to improve not only their management skills but also there communication skills.


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Executive coach:

Outsiders who examine the executives associate to order to identify their strengths and weakness so that they can capitalize on their weakness to overcome it.

Executive Coach in TELENOR:

A foreigner usually comes from Norway to check the executive’s performance in Pakistan.

Managing organizational change and development

What to change:

Companies can change five aspects of their companies:

Their strategy, culture, structure, technologies or the attitude and skills of the employee.


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TELENOR:

Telenor usually changes their culture, structure etc by the changing external environment. Telenor is very quick to respond to changing nature of the job etc and then they change their structure, policies according to the change to keep up with other companies.

Overcoming resistance to change: lewin’s change process:

Change process consists of three steps:

1. Unfreezing:

It means reducing the forces that are striving to maintain the status quo, usually by presenting a provocative problem or event to get people to recognize the need for change and to search for new future.

2. Moving:

Its mean developing new behavior, values and attitude, sometimes through structure change and sometime through the sorts of HR based organizational change and development techniques. The aim is to alter people’s behavior.

3. Refreezing

Organization tends to revert to their formal ways to doing things unless we reinforce the change. For this purpose, institute new systems and procedures (such as compensation plans and appraisal processes) to support and maintain the changes.

TELENOR:


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Telenor follows the same procedure as discussed above, this usually happens when some manager is not taking a step to improve his skills ,abilities he or she then realized about the change ,that what importance this change is carrying, and process is usually done by :

i) Creating a sense of urgency

ii) Mobilize commitment through joint diagnosis of programs having established a sense of urgency

iii) A new shared vision is created that Organizational renewal requires a new leadership vision. A general statement of the organization’s intended direction that evokes emotional feelings in organization members.

iv) Then finally new ways of doing things are reinforced with changes to the companies system and procedure.

Using organizational development:

It is an approach to organizational change in which employee themselves formulate the change that required and implement it.

Organizational Development In TELENOR:

Employee is welcome to adopt the change which they think that it’s better for organization.

Training effect to measure:

We can measure four basic categories of training outcomes:

1. Reaction

2. Learning

3. Behavior

4. Results


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TELENOR:

Telenor don’t have specific structure to measure training, they just evaluate the employee, check their behavior to realize the change and then results are evaluated on this evaluation.

STRENGHTS AND DEFECIENCES OF TELENOR:

Strengths:

Training methods: Apprenticeship training: Job instruction training(JIT): Programmed learning Tele training: Video conferencing: Virtual classrooms: Mp3/instant messaging: Learning portals: Management development: Succession planning: Anticipate management needs: Review your firm management skills: Replacement charts: Job rotation: Coaching /understudy approach:


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Outside seminars: In house development center: Executive coach: lewin’s change process: organizational development

Deficiencies:

• Computer based training


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• Job aid:

• Literacy training techniques:

• Coaching /understudy approach:

• Action learning:

• Case study method:

• Management game:

• Role playing:

• Behavior modeling

Recommendations for making the improvements in the process/procedures

Well first of all Telenor needs to reconsider their orientation process because they do not follow any structure procedure, they should arrange a session for new coming employee so that they can be aware of the company background, their policies etc They should improve their training methods should focus more on producing the training material more effective and also should work on instructional design. Telenor doesn’t motivate their employee during training phase, which is quite interesting. Suggestion for them is that they should define some motive principles for motivating employee so that they can learn best and give organization the best out of their abilities. When Telenor starts training they do not aware employee that why this training has been started, by awarding employee it will help employee to focus more on their training and then they would know what kind of effort they need to put in. Telenor don’t allow their employee to work slowly at their training so that they can learn more efficiently, instead they are ordered to go through their training quickly learning everything quickly, not all employee can adopt to this situation ,Telenor will have to be flexible in allowing employee to work\learn at their own pace during training. Computer based training is lacking in Telenor; they should use DVDS to aware employee of various situations, techniques to handle various situations. Job aid should be present at job site to guide the worker so that he can handle the problems quickly and efficiently. Case study method should be used more frequently to help improve managerial skills. To test the efficiency of managers they should compete with each other, Telenor should organize management games


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programmed which would help organization in increasing the skills of managers.


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INTERVIEW

We took interview from Miss. Fatima who is the HRM representative in LAHORE and his office is located in Regional office Lahore, Telenor.

Q: How would you go about training a new employee?

A: Well we have departments to train our employee, first of the entire employee skill is assessed then it is decided what training we will be giving

to the candidate.


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Q: What are the steps to take in identifying training requirements?

A: As I said before about knowing requirement for employee, steps we generally take is that we usually assess their basic reading, writing, communication skills through interviews, computerized tests etc.

Q: Aside from formal training, what other means may be used for developing employee?

A: In Telenor other than formal training no other training is used, as company management doesn’t allow this.

Q: What factors would you use in evaluating a trainee?

A: We have different tests in evaluating an employee, usually we conduct

quizzes to test employee.

Q: You have one slot available for a personal computer training class. There are two people who have asked to be scheduled. Which factors will you consider in deciding which one of the two people will be scheduled?

A: We will be assessing their performance where employee is working; if we think that performance of one is better than other we’ll put him in training class. So that one can also specialize in IT field.

Q: What are the four steps in Job Instruction Training?


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A: Telenor doesn’t follow specific JIT, actually when new employee joins

organization the senior member helps junior member.

Q: What is the impact on the organization of inadequate employee training? Did it ever happen?

A: Inadequate employee training leads to bad performance towards organization and organization suffers due to this. Well in my career it happened only one time, an employee did something wrong on his job which caused company is losing some of his image when investigation was carried, it came to know that that employee didn’t know how to handle costumer in certain circumstances then we improved our training program, according to new programmers we included such situational factors.

Q: Name the methods available for delivering training to employee.

A:

• Training methods:

• Apprenticeship training:

• Programmed learning

• Tele training:

• Video conferencing:

• Virtual classrooms:

• Mp3/instant messaging:

Q: In which situations would distance learning be preferable In Telenor?


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A: When some new innovation is coming then the foreigners connect to us through video conferencing, they used to tell us about new features which are innovating and also if there is change in some policies then they deliver

us.

Q: Have you performed a needs assessment? And, if so, what steps did you take?

A: Yes we do perform needs assessment frequently by giving some questionnaires, then assessing the results. We don’t follow any specific steps if we see that employee need to be trained for leaning certain skills then on basis on questionnaires and quizzes we evaluate this.

Q: What specific skills does Telenor bring during training of employee?

A: Well that depends upon the position he is being trained for; if he is training for telephone operator then we would trained him for his handling of different types of call, situations.

Q: Tell me about a recent training program that Telenor ran. How did you make sure that the skills were successfully transferred to the work situation?

A: Yeah recently some managers had training session which was held in Islamabad in I also participated to assess that either skills are transferred or not it usually depends on their work after their training and it takes time to judge whether skills transferred or not.


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Q: What training methods have proven the most effective in Telenor?

A: Well many methods have proven effective, but video conferencing have proven most effective.


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FINAL REPORT

Documents

training process

new employee

external training

trained employee

development process

training program content

telenor doesnt

telenor family