Final_Mobilink.doc

SZABIST Management at Mobilink

TABLE OF CONTENTS

INTRODUCTION OF MOBILINK......................................................................................3

MOBILE TELECOM INDUSTRY IN PAKISTAN...............................................................4

COMPETITION FOR MOBILINK.....................................................................................5

THE DECISION MAKING PROCESS...............................................................................8

PLANNING AND STRATEGIC MANAGEMENT..............................................................10MOBILINK VISION................................................................................................................................10SHORT TERM PLANNING......................................................................................................................10LONG TERM PLANNING.......................................................................................................................11

‘Reshaping lives’ - revolutionizing the rural areas..............................................................11 Mobilink PCO – breaking new ground.................................................................................12 Mobilink’s $250 million bond offering — the first of its kind..............................................12 Pay Your Bills on the Go......................................................................................................13 Destination Pakistan 2007....................................................................................................13 Pakistan Launches Parental Control Phones in Pakistan....................................................14 International Roaming Coverage:........................................................................................14 GPRS Roaming Service:.......................................................................................................15

FUTURE PLANS....................................................................................................................................15 Going forward......................................................................................................................15

HUMAN RESOURCE MANAGEMENT...........................................................................16RECRUITMENT OF EMPLOYEES............................................................................................................17TRAINING PROGRAMS FOR EMPLOYEES..............................................................................................17

In House Training.................................................................................................................18 External Training..................................................................................................................18

LEADERSHIP STYLE.....................................................................................................19

MOTIVATIONAL TOOLS..............................................................................................21

CORPORATE CULTURE................................................................................................23 Social Responsibility as part of Mobilinks’ Culture.............................................................24

CHANGE MANAGEMENT.............................................................................................26

THE PERFORMANCE MANAGEMENT..........................................................................27

REWARD SYSTEM........................................................................................................28

CONTROLLING AND EVALUATION METHOD.............................................................31CONTROLLING.....................................................................................................................................31EVALUATION METHODS......................................................................................................................32

Comparative Standards........................................................................................................32 Group rank ordering.............................................................................................................32 Individual ranking................................................................................................................32 Critical Incidents..................................................................................................................32 360 Degree Feedback...........................................................................................................32

APPENDIX 1 : LOGOS..................................................................................................33

APPENDIX 2 : MANAGEMENT.....................................................................................34

APPENDIX 3: QAST ORGANOGRAM..........................................................................36

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(QUALITY ASSURANCE STANDARDIZATION AND TRAINING)....................................36

APPENDIX 4: NEWS BITS.............................................................................................37

APPENDIX 5: MOBILINK CUSTOMER MILESTONE....................................................38

APPENDIX 6: QUESTIONNAIRE....................................................................................40

APPENDIX 7: PHOTO GALLERY..................................................................................42

Referencing..................................................................................................................46

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INTRODUCTION OF MOBILINK

Mobilink was introduced in Pakistan through Orascom Telecom. Orascom Telecom

was established in 1998 in Egypt and has grown to become a major player in the

telecommunication market around the world. Orascom is considered among the

largest and most diversified network operator in the Middle East, Africa and Pakistan.

Orascom Telecom started its operation in Pakistan with “Mobilink” in 1994. Mobilink

was the first GSM Cellular mobile service in Pakistan. As of June 2005, Mobilink

served more than 7 million subscribers. It reached over 24 million customers by the

end of March 2007. Mobilink is led by Zouhair A. Khaliq, who has been the President

and the CEO since June 2003.

Mobilink offers exclusively designed tariff plans that cater to the communication

needs of a diverse group of people, from individuals to businessmen to corporates and

multinationals. To achieve this objective, they offer both postpaid and prepaid

solutions to there customers. Both the postpaid (Indigo) and prepaid (Jazz) brands are

the largest brands of their kind in the Pakistan cellular industry.

Mobilink is providing a wide variety of Value Added Services to its customers.

Constant product innovation is the key success factor of Mobilink’s marketing

department. A few of Mobilink’s key services are “Mobitunes”, “Mobilink Fun”,

“Info Services” and “GPRS”.

“Mobilink Fun” includes services like “Fun Services”, “Messaging Services”, “chat

services”, “ dedication services”, “content services”, “WAP Portal” etc. A key service

of Mobilink in the music category is “Mobitunes”. “Mobilink Info Services” provide

users with various services over SMS and IVR. It includes “Mobile Banking”, “Info-

line Services”, “Holy Sayings”, “BBC Urdu News”, “Mobilink Business Solutions”,

“Mobilink Blackberry™” etc. “Mobilink GPRS” enables its users to enjoy internet

browsing, check their email and download exciting content on their mobile phones or

even through their PCs.

Mobilink is by far the largest cellular service provider in Pakistan.

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MOBILE TELECOM INDUSTRY IN PAKISTAN

The mobile telecom sector has made a tremendous impact on Pakistan’s economy.

This industry has really boomed over the last 4 – 5 years. Some of the interesting

points about the mobile telecom sector of Pakistan for the year 2006 are:

The sector contributed a total of PKR312 billion to the economy, over 5% of

GDP

Mobile sector employed 210,000 Pakistanis

Gain in productivity. PKR94 billion of value add to domestic economy

Consumer surplus increased by PRKR42 billion between 2003-06

Pakistan has one of the highest tax burdens on mobile services in Asia Pacific.

Recently Business Monitor International (BMI) ranked Pakistan as a key destination

for telecom growth. The BMI rankings take into account a number of factors

including industry situation, growth potential, competitive landscape and economy

and political risks etc.

Even after a huge growth in this sector, there is still a long way to go for Pakistan’s

telecom industry. It is said that Pakistan needs to increase telecom research and

development work within the country. China and India are in the process of becoming

world’s major R&D centers for technology and telecommunication. Similarly, two top

Chinese telecom equipment firms have announced their plans to collaborate with

Pakistan: Huawei is working with UET Lahore and ZTE will setup R&D center in

Islamabad.

With so much development going on and the kind of international interest being

shown in this sector, the mobile telecom industry is Pakistan is sure to go a long way.

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COMPETITION FOR MOBILINK

Altogether there are six mobile service providers in Pakistan. Mobilink has the largest

market share. The other five are:

- Ufone

- Warid Telecom

- Telenor

- Instaphone

- Paktel

The chart below shows the market share of each mobile company of Pakistan.

The closest competition for Mobilink is Ufone followed by Warid and Telenor.

Ufone started its operations in 2001. It was a subsidiary of PTCL but after

privatization of PTCL it is now owned by Etisalat (UAE). Ufone has a subscriber base

of 15.33 million as of August 2007 and has network coverage in more than 2800

cities.

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Warid was founded in Pakistan in 2004 by Warid Telecom International, a UAE

based mobile telecommunication firm. Warid launched its services in May 2005. Now

with 5.9 million subscribers it controls 14% market of subscribers.

Telenor Pakistan is a subsidiary of Telenor Norway. Telenor acquired the license for

providing GSM services in Pakistan in April 2004, and launched its services

commercially in March 2005. It now has about 4.6 million subscribers or 11% of the

market.

Instaphone and Paktel are present in the mobile telecom sector but are not considered

as a competition for Mobilink.

Here’s the month-to-month change analysis.

From its initial operations in Pakistan to the present, even after facing such high

competition, Mobilink still has by far the fastest growing user rate.

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THE DECISION MAKING PROCESS

The decision making process in Mobilink takes place at different levels. Before

discussing about the process, we should first know about different levels of

management which are involved in this process. The company has the Chairman who

is in Egypt, after him Chief Executive Officer/ President Zouhair Khaliq heads the

company in Pakistan and is in the head office which is located in Islamabad. Then

there are Vice Presidents for different departments which include Marketing, Sales,

Customer Services, Finance, etc. Under VP’s there are Directors which are distributed

regional wise, then come the senior managers and then managers, then specialists and

then associates.

These are the managerial levels which are mainly involved in the decision making

process. The level at which the decision is make depends on the complexity of the

decision. While discussing about the decision making process of Mobilink, we came

to know that when Senior Managers want to implement any changes, they have to

report to the Regional Director who further takes approval from the Vice Presidents.

On approval the Specialists and Associates execute it.

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The decision making process in Mobilink is both programmed and non-programmed

depending on the situations. When they are faced with technical complications which

have to be solved immediately then the decisions are mostly taken by the Senior

Managers or Managers by consulting the technical teams so that the problem can be

solved in 3 to 4 hours. For example, when by mistake a wrong bill is charged to any

customer then the Senior Manager of Customer Service Department has the authority

to issue the credit notes up to the amount of 1 to 10 lacs. But if the amount exceeds 10

lacs then the Directors and Vice Presidents are also involved in resolving the issue.

Other then that, the credit notes up to one lac can be issued by Managers but is has to

be communicated it to the higher authorities.

One more situation which we discussed with Mr. Adnan is about the discount

packages which they offer to different companies. In that situation all the regional

directors and managers are involved so that they can charge the same to all the

branches of that company in different cities.

Most of the decisions are handled by the Managers, Senior Managers and in some

cases by the Vice Presidents but if the problem is such that it is effecting the revenue

of the company than the CEO and Chairman are also involved in the decision making

process. For example, recently Mobilink has introduced a “Ladies First” package in

which the call rates after 12:00 am reduces to 5 Rs/ hour. This package will no doubt

affect the revenue of the company but at the same time attract more customers which

are switched to other services. So here they involve the higher management level.

Another example is that if Mobilink is introducing the international roaming discounts

or incorporating a new company as there partner than they have to involve the higher

management level also.

So in short what we got from the discussions with the Account Manager of Mobilink

is that, mostly all decisions are handled by the Middle Management and if the crucial

changes are taking place in the organization then the top management levels are

involved. This way, every management level knows about their authority and can take

the decisions promptly according to the requirement so the company does not have to

suffer.

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PLANNING AND STRATEGIC MANAGEMENT

Mobilink Vision To be the leading Telecommunication Services Provider in Pakistan by offering

innovative Communication solutions for our Customers while exceeding Shareholder

value & Employee Expectations.

Mr. Babar informed us that Mobilink is currently focusing on strategies for:

• Quality of subscribers & network.

• Managing costs.

• New revenue streams

• Protecting On-Net advantage

• Introduced lower denominations to stimulate ARPU of lower income segments.

Short Term Planning

In Mobilink, daily, weekly and monthly planning takes place within the organization

for their employees. Planning on yearly basis also takes place in the organization.

Long Term Planning

It is due to Mobilinks’ long term planning that it is able to achieve such honorable

goals. Example, Mobilinks’ milestone of reaching 20 million customers exemplifies

the telecom sector’s status as one of Pakistan’s most formidable growth engines. The

exponential growth of this sector signifies a trend throughout the developing world.

According to World Bank estimates, between 1993 and 2003 the private sector

invested a staggering $230 billion in telecommunications infrastructure in the

developing world. In this regard, Mobilink has invested over $2 billion in developing

its network across Pakistan, generating employment for thousands.

“We have grown from 1 million subscribers at the end of 2002 to 24 million

currently.” stated Zouhair Khaliq, president and CEO of Mobilink.

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‘Reshaping lives’ - revolutionizing the rural areas

Mobilink announced the renewal of its corporate vision from ‘reshaping communication’ to the aptly timed ‘reshaping lives’ as the company ushers in a new era of ‘giving back’ to its customers. Having touched the lives of millions of people from the shores of the Arabian Sea to the rugged terrains of northern Pakistan, Mobilink stands at the threshold of a new and dynamic future.

The impact of Pakistan’s telecom revolution on the economic and social life of the

Pakistani populace is immense, as mobile phones do not depend on a permanent

electricity source — a major benefit particularly in the rural areas where

electricity supplies are unreliable. Mobilink’s network extends across more than

6,000 villages located in the interiors of Sindh and the Punjab and the Northern

Areas. As a result, trade networks have broadened and the need for traveling long

distances has been reduced.

So in a nut shell, Mobilink has changed the life style of millions of people not

only in urban but also in rural areas. As Zouhair Khaliq, CEO of Mobilink

Pakistan said, “People who never had the ability to make a phone call or own

phones are now able to do so. This change the way they do business, it changes

the way they lead their lives, it changes the way they relate to their business

partners and their loved ones.”

Mobilink PCO – breaking new ground

In an effort to find innovative ways to serve low-income groups in semi-urban and

rural areas, Mobilink has launched the PCO self employment scheme. Under this

scheme, an individual can buy a fixed wireless phone with a prepaid connection

equipped with tariff posters, a pen, a calculator, a notepad and Rs. 600 scratch

card and then generate an income by charging for calls. “Its business on the go,”

explains Zouhair. Anyone can buy it for as little as $100 and start business within

the hour literally. There is nothing more to do when he or she has filled out all the

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regulatory requirements of getting a connection. He can start this up outside his

tea shop, or perhaps a window can set up outside her home.

Mobilink’s $250 million bond offering — the first of its kind

Mobilink’s international bond offering in November 2006 was the first unsecured

borrowing ever by a Pakistani corporate. Attracting rapturous and unqualified

praise at home and abroad, its unprecedented success has effectively burnished

Pakistan’s credentials as a rewarding investment destination. Asia Money

Magazine hailed it as the ‘best high-yield deal of the year’ while Euro Week

described it as ‘one of the most popular Asian issues of the year.’ Arranged by

ABN AMRO and Deutsche Bank, Mobilink’s bond issue was oversubscribed by

15 times. The success of this pioneering transaction will pave the way for other

corporate to follow suit, infusing the Pakistan market with a fresh competitive

zeal.

A rigorous road show spanning from Singapore to Los Angeles was arranged but

due to the overwhelming investor response, the deal was accelerated and priced

before the Los Angeles road show. The Notes which mature on November 13 th,

2013 and bear interest at the rate of 8.625% per annum will be callable at the

beginning of November 2010 and include typical high yield bond covenants. The

international bond will contribute towards the financing of Mobilink’s continuing

investment program, which is estimated at around $1 billion for 2006 to 2007.

Pay Your Bills on the Go

Mobilink introduces Mobilink Genie – Pakistan’s first service to offer the comfort

and ease of paying bills and make purchases, while on the move. Mobilink Genie

securely ties your Citibank credit card and KASB Bank account to your Mobilink

connection, so you could optimize your time for doing things that really matter.

Now you can stay out of long queues and pay for services on time, and reclaim

your free time with Mobilink Genie – at anytime, from anywhere.

Destination Pakistan 2007

Mobilink on February 6, 2007 announced its joint venture with the Ministry of

Tourism to promote Destination Pakistan 2007. The government of Pakistan has

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officially declared 2007 as “Visit Pakistan Year”. Mobilink association with the

Ministry of Tourism will be to support features like cultural and social events,

from time to time throughout the year. They are also in the process of facilitating

tourists, who will be visiting our Country's attractions to get instant updated

information about the sights on their Mobilink phones via an integrated program

in collaboration with the Ministry.

Pakistan Launches Parental Control Phones in Pakistan

Mobilink, the country’s leading cellular phone service and Disney announced the

launch of a parental-controlled mobile phone for children today. This is the first

time a cellular company in Pakistan has launched a mobile phone that will meet

the communication and security needs of parents. The features of the new

Mobilink-Disney D100 allow complete parental control on all outgoing and

incoming calls and text messages. The handset does feature embedded Disney ring

tones, animated screensavers and wallpapers. The D100 will come with both four

and twelve button keypads that are interchangeable to adapt the handset to the

capability of the child. The handsets will be available featuring popular Disney

characters, including Mickey Mouse, Donald Duck, Winnie the Pooh and Tinker

Bell. So this phone gives parents the complete control over the child’s phone

expenditure.

International Roaming Coverage:

Mobilink has its international roaming coverage in the following cities:

UK Switzerland Mozambique Senegal Panama

Ivory Coast Oman Brunei Portugal Uzbekistan

Argentina Jordan Uruguay Belgium Srilanka

Elsalvador Armenia Saudi Arabia Italy Germany

South

Africa

Tajikistan

GPRS Roaming Service:

Mobilink has GPRS Roaming in the following cities:

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Turkey USA France Thailand GermanyKuwait Spain Italy Indonesia Saudi ArabiaBelgium Russia Malaysia Singapore UK

Future Plans

Going forward

“We would like to continue to grow and become the vision that we set ourselves

about four years ago which is to be the total telecom provider to the people of

Pakistan and to be the most loved brand in Pakistan,” says Zouhair.

Acutely aware of Pakistan’s ever-changing and highly competitive telecom

market, Zouhair is optimistic about the Pakistan’s favorable investment

environment. “Now obviously these are tremendous goals; they are very

ambitious but I think we have very supportive shareholders. We have an extremely

conducive corporate climate in Pakistan.”

The Mobilink has successfully transformed an initially slow-paced industry, into a booming industry through aggressive investment and expansion of coverage present in more than 5000 cities, towns and villages of Pakistan.

Zouhair Khaliq, CEO of Mobilink Pakistan said: “Our main aim is to continue to

be the dominant cellular and telecoms player in Pakistan, offering services

beyond the cellular space.”

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HUMAN RESOURCE MANAGEMENT

Mobilink invests heavily in the training of its employee base and is currently working

with several leading business institutions to provide world-class development

opportunities to its workforce.

Recruitment of Employees

The Human Resource Department gives ads in the print media for the vacancy of the

job in the specific department required. There is no initial test, just the interview

which is conducted first by the HR Manager and then by the Head of the department

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for which the job is available. If the candidate is suitable then he is appointed for the

required job.

The process of recruitment is some what different in Customer Service Department,

as in this department they hire a group of people as CSRs and then for a month they

are given training for their job. Continuous tests are taken in between training in

which entrants have to score 80% or above in each test. If the candidate doesn’t clear

the test then he has to again appear for the training till he does not clear the test. Some

times even they fire the employees on the test basis if he/she does not meet the

required criteria.

In Customer Service Department, it is mandatory for all the employees to first work

as a Customer Service Representative and then they are promoted for the next job

keeping in view their education, work experience and on-floor performance.

Training Programs for Employees

Mobilink with its large workforce invests aggressively in developing its human

capital through international and local trainings as well as a structured employee

‘well-being’ programs, making it one of the most sought after companies to work for

in Pakistan. There is a separate department for training of employees and there are

two ways for training:

In House TrainingIn this form of training, different training programs are arranged for the

employees within the organization, conducted by the internal as well as

external speakers. Mostly in internal training programs daily trainings also

takes place mainly for the new employees so that it helps them in their job.

External TrainingIn external training programs, employees are sent outside the organization to

attend different seminars, conferences and lectures. Mobilink highly works on

these training programs for their employees in order to enhance their

capabilities. One of the conferences which we come across while searching is

about the PSHRM Conference. Below is the news piece which was published

in Pakistan Times Magazine.

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Mobilink Sponsored PSHRM Conference

Mobilink, the country’s market leader in cellular communication sponsored Pakistan

Society of Human Resource Management (PSHRM) for organizing the human

resource management and leadership conference and the Training Network

International (TNI) were the event managers for the program.

The session was conducted by Dave Ulrich who discussed current HR practices,

opportunities and challenges. . Dave is globally recognized as the leading authority of

Human Resources studies and strategies and his visit to Pakistan was an opportunity

for the participants to share and enrich ideas and concepts that were relevant to their

careers.

Students from leading institutes of Karachi and representatives of various

multinational companies participated in this event to learn about current trends in

building human capacity and sharing of innovative thought. Ali Raza Mehdi, Vice

President Human Resources and Administration, Mobilink stated, “As one of the

largest corporate entities in Pakistan, Mobilink exercises human resource best

practices through training and developing its workforce and actively participates in

events that contribute to developing talent and leadership in Pakistan.”

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LEADERSHIP STYLE

The leadership style observed in Mobilink is democratic. Mobilink, while recruiting

its leaders looks for the following abilities:

- Managing, training, motivating and leading people to achieve the best results.

- Proficient in working with all levels of business users to successfully extract,

analyze and document business requirements.

- Able to successfully influence peers and subordinates.

- Listening to other people's ideas and developing them further.

- Making decisions quickly and decisively while maintaining high standards.

- Able to display a highly motivational style of management and possess a

collegiate style, which operates a collaborative working environment.

- Sensible and able to focus operationally and relate to and develop the strategic

plans of the organization.

Mobilink, the Pakistan based subsidiary of the global telecommuncation giant,

Orascom Group, in a strategic move, has outsourced its leadership training and

development of about 100 of its senior and fast track managers and supervisors, to the

region's well established consultancy firm, Global Management Consultants, who will

be responsible for the design and delivery of over 5 months training initiative.

Mobilink, being a huge organization has to follow the democratic style of leadership

as this style of leadership quickly builds flexibility. Also, a lot of people can not be

involved in decision making as it will complex situations and will take much more

time in decision making. Also, the upper management best understands the working

of the whole organization and can be the best decision maker and planner.

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MOTIVATIONAL TOOLS

Mobilink uses quite a number of tools in order to motivate their employees and keep

them motivated. Some of the major ways by which Mobilink encourages its

employees are discussed below.

Employee Incentives

- Medical for parents, spouse and kids (different allowance at different levels)

- Mobilink SIMs with free air minutes

- The corporate level people are given BlackBerry, car maintenance and fuel

fund.

Commission

- The people in the Sales Department are given commissions on the amount of

sales they make. For example; if any sales person has made more than targeted

Black Berry sales, then he will be given commission on the extra sales made.

Awards

- Award ceremonies are held every year in order to honor the deserving

employees.

- In every department an “employee of the month” certificate along with extra

benefits in given to a deserving employee.

- In the call center one outstanding team in given the “team of the month award”

Organizational Gatherings

- The employees at Mobilink go on frequent outings which always keep them

looking forward to something fun and relaxing.

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Employee Recognition

- The employees who have worked with Mobilink for 5 or more years are given an

“Employee recognition” award in the award ceremony along with bonuses.

On-spot Recognition

- Those employees who have done something outstanding (came up with a

unique idea, made remarkable sales) are rewarded the very same day. They are

given “On-spot recognition” certificates in front of the whole department.

Performance Appraisal

- The performance of the employees is evaluated on quarterly basis. Those

employees who have performed extremely well are given certificates and

dinner vouchers.

International Trips

- This motivational tool is particularly for the Sales department. The employee who

has made the highest number of sales is sent on an all expense paid international trip.

The trip may last from 3 to 10 days.

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CORPORATE CULTURE

Mobilink’s corporate culture is professional and friendly. During our visit we saw

separate spacious cubicles for employees. Apart from interacting for work employees

are expected to work and perform in their own cubicle. People are responsible and are

motivated to administer themselves and some times, like any other organization,

informality prevails.

The management of Mobilink makes sure that they are giving their employees time to

relax and mingle amongst themselves without work tension. For example, department

wise Mobilink arranges a trip for employees every month. This month it has arranged

a movie “Khuda kay Liay” for its employees. Such trips keep the employees

energetic, friendly and productive.

It also held Jazz Indus Music Awards which honors Pakistani artists and the Rafi Peer

Theatre Puppet Show and will also be sponsoring this year’s Kara Film Festival.

Mobilink also supports the community employee involvement. In addition to

sponsorships, Mobilink encourages its employees to be engaged in community

welfare work and to support relevant causes. On average, employees work over 170

dedicated hours of community service in the span of six months. Voluntary donations

are also regularly collected and directed towards the deserving.

Social Responsibility as part of Mobilinks’ Culture

Mobilink contributes corporate social awareness and is undoubtedly one of Pakistan’s

most visible supporters of charitable causes and cultural events. Over the years,

Mobilink has done a great deal of work with charities and NGOs focused on health

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and education including The Shaukat Khanum Memorial Hospital, The Kidney

Centre, the LRBT, The Citizens Foundation (TCF), Umeed-e-Noor and CARE.

Mobilink partnered with TCF and funded the rebuilding of an entire village followed

by an earth quake. Since then, Mobilink has funded two TCF schools located in low

income areas on the outskirts of Karachi and Lahore and has committed Rs 20 million

to TCF for children’s education. Mobilink has also provided the Aga Khan University

Hospital, Karachi and the Pakistan Institute of Medical Sciences, Islamabad with

equipment to help in diagnostic treatment.

The Mobilink supports diverse causes ranging from health, education and local

heritage and culture. Mobilink has also contributed to the restoration of the ancient

forts located at Rohtas and Lahore. In fact, Mobilink’s spectacular 20 million

celebrations were held at the Lahore Fort, illuminating the Fort in a way which had

never been done before.

“We have a very rich and vibrant culture in Pakistan which is unfortunately

sometimes ignored or not supported in the way that it should be. As a successful

corporation, I think it is our duty to look at supporting local talent,” says Zouhair.

Mobilink has been the driving force behind some of the major national cultural

events.

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CHANGE MANAGEMENT

Change is a constant phenomenon and it takes place every minute. In organizations

change is also common but to adapt to the changes is the main consideration.

A recent change which took place in Mobilinks’ Call Centre Department was that

each CSR (Customer Service Representatives) team had males memberes as well as

female members. But due to some factors management has made a new rule that the

male team leader will have all the male members working under him and the female

team leader will have all the females working under her, and the females will not be

allowed to work more than 8:00 o’ clock. This caused a big havoc in the organization

in the beginning because the members were used to their leaders and team members

and had no issues with them, and a sudden change in their leaders had risen up a lot of

issues. CSR took their time but finally in the end they adjusted to the new leaders. The

main reason to implement this change was that the females working hours had been

reduced. No night shifts would be taking place for them. So if the males had a female

leader, then their leader would be gone by evening timings and hence the reporting

issues would become a problem. So they switched to this rule and implemented it.

Recently, another major change which took place in Mobilink was the merger of CNC

(Credit and Collection) and CS (Customer Services). Generally mergers of

departments are not taken as a positive change by employees, but in Mobilink it was

taken surprisingly well. This gave them an opportunity to discover new working areas

and skills and also gave them chance to interact in a constructive manner with other

staff members. The higher management of Mobilink, considered the loyalty of their

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employees and did not fire a single employee. The deserving employees got

promoted. This resulted in an encouraging attitude for the staff at Mobilink.

THE PERFORMANCE MANAGEMENT

According to Mr. Babar, Mobilink expects the very nest from all of its employees.

Mobilink keeps a check on its employees.

For example, in the Call Centre Department, the top management monitors the CSR

Calls randomly. They can tap anyone’s call at random and if they find anything

unusual, or any act that is violating the rules they give a warning letter to the

employees. Also, the average duration for one call should be 2-3 minutes. CSR’s are

expected not to cross that time. If the behavior persists then they fire the employees.

This is how they manage the performance of the employees working in that particular

department.

The external employees like the sales team are evaluated on the amount of sales that

they have made. For example, the sales member have a target to sell 30 Blackberry’s

sets in a month, their commission is based on the number of sets they sell. If they end

up selling more than 30, then they are rewarded. The reward might be a bonus from

the organization.

The employee’s appraisals are filled out considering the following elements:

Last years assignments

Discipline ( punctuality)

Personality (should have a professional attire and attitude)

Courtesy level

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Team performance( comments of the team leader)

REWARD SYSTEM

To have good reward systems for organizations is very important. The main objective

of any employee to work hard is the rewards which he/she will earn at the end. The

compensation and reward systems for the employees are developed in accordance

with their performance. When organizations carry out the plans in this way they will

tend to increase the productivity of the organization and achieve sustainable

advantage.

In Pakistani organizations, the reward systems for basically all the organizations has

been revised. The top management has realized that a positive win-win alignment

with rewards is very crucial because the employees join an organization with the

expectation that if their performance is good, they will be rewarded highly and during

their work career they will get good promotions.

Mobilink has mainly team based management systems, and in this organization the

implementation of team reward systems is on the rise. A team reward system is a

system in which a group members’ pay is at least partly conditional on the

performance of their group or team.

Each team has a team leader, and they have revised their policies for team leaders. All

the male employees have a male team leader and all the female employees have a

female team leader. At the end of every task, each group’s performance is evaluated,

and the best group is rewarded with bonuses or trips. Their evaluation policies are

very strict, if any team member is not performing well then the whole team’s

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performance goes down. So the team leaders have to be on high alert and make sure

that all the members under him are performing up to the mark.

Mobilink rewards employees with the best worker of the month certificates too. A

healthy competition exists in the organization and each member works hard to earn

the rewards of performing well in the organization. It has been observed in Mobilink

that a powerful influence has been created in the behavior of the individuals; all of

them strive to work hard in their goals.

As mentioned in the motivational tools section, the rewards for the employees are

similar. They use their rewards as their motivational tools. These are some of the

other rewards which Mobilink provides their employees with. For example:

Medical facilities

Annual Achievement bonus

Target Achievement bonus

Special achievement award

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CONTROLLING AND EVALUATION METHOD

Controlling

Controlling employees in organizations is very important. If the organization has a

high turn over rate then there is some problem in the management. In Mobilink the

turn over is not very high. The management as mentioned before has a tight control

over the employees. They can randomly check the calls of any employee.

The reason why the turn over in Mobilink is low is because firstly, they have a very

strong recruitment and selection criteria, they hire employees by carefully scrutinizing

the employee’s data. Secondly the central message of the organization is very clear to

all the employees. All the employees know what goals have to be achieved and how

they have to be achieved. Thirdly the climate and culture of Mobilink is very

professional and friendly. The performance objectives by the managers are monitored

on a regular basis. Each employee when enters the organization comes with a personal

vision and has a career path to be followed throughout the stay in the organization.

The physical work environment and resources of Mobilink are fully equipped. The

employees don’t have any problems while handling the equipments.

The management of Mobilink provides the employees a good environment to work in,

and the employees in return work hard to achieve the goals.

Evaluation Methods

Evaluation methods take many forms. The simplest method, is a written narrative

assessing an employee's strengths, weaknesses, past performance, potential, and

26


provides recommendations for improvement. Other types of evaluation methods

which Mobilink applies are:

Comparative StandardsIn this method the team leader compares one employee's performance with that of one

or more others. This enhances the competition within the team.

Group rank ordering

The supervisor ranks the employees in the order in which they are performing. Like if

there are 10 members in a team, then they are ranked as top 5 and second 5.

Individual rankingThe team leader lists employees from highest to lowest, in the order in which they

have performed throughout the task

Critical Incidents

The team leader’s attention is focused on specific or critical behaviors of the members

that separate effective from ineffective performance. Anyone found misbehaving with

any caller is penalized.

360 Degree FeedbackThe manger interacts with all the people with whom his employee works with and

asks about their colleague’s performance. Through this they identify the strengths and

weaknesses.

27


APPENDIX 1 : LOGOS

Orascom Telecom: Parent Company of Mobilink

Mobilink: Number One cellular company of Pakistan

Indigo: The “Post Paid” connection by Mobilink

28


Jazz: The “Pre Paid” connection by Mobilink

APPENDIX 2 : MANAGEMENT

Designation Names

Chairman Naguib Sawiris

President and CEO Zouhair Abdul Khaliq

Chief Finance Officer Ehab Rochdy

Chief Information Officer Tariq Rashid

Vice President Administration & HumanResources

Ali Raza Mehdi

Vice President Sales Irfan Akram

Vice President Marketing Bilal Munir Sheikh

Vice President Customer Services Mustafa Peracha

Vice President Strategic Planning, Business Development & PMO

Naeem Zamindar

Vice President Corporate Affairs Agha Qasim

29


APPENDIX 3: QAST ORGANOGRAM

(QUALITY ASSURANCE STANDARDIZATION AND TRAINING)

30


APPENDIX 4: NEWS BITS

News: Pakistan honored through Mobilink at WCA 2007

Karachi: Mobilink, the only South Asian cellular company to be represented at the

World Communications Award (WCA) 2007. Mobilink has been nominated for “The

Best Operator in a Developing Market” category in the WCA 2007 and the awards

will be announced on November 28, 2007 in London. The growth and progress made

in Pakistan in the telecommunication sector is one of the key reasons why the

international focus is on fast-moving economies of the developing world.

News: Maritime Roaming with OceanCell

Mobilink also expands its maritime roaming coverage further with OceanCell.

Passengers and crew onboard ferries and cruise ships can now use their own mobile

phones at sea, as if they were on shore. Mobile telephone users can call, be called,

send and receive SMS (Short Message Service) while sailing the seas and oceans,

exactly as if they were at home or traveling abroad, using the roaming capabilities of

GSM networks.

News: GPRS Roaming in Saudi Arabia

31


Mobilink adds yet another key destination, Saudi Arabia, to its GPRS Roaming

footprint. Now beside the basic call and messaging services, Mobilink postpaid

customers can also use data services at this destination.

Simply select Mobilink’s partner network Etihad Etisalat (Mobily) while in Saudi

Arabia in order to enjoy unmatched GPRS and Blackberry access.

APPENDIX 5: MOBILINK CUSTOMER MILESTONE

Pakistan’s cellular leader Mobilink achieves record digit of 20 Mln Customers

'Pakistan Times' National News Desk

ISLAMABAD: Mobilink, the country’s leader in cellular communications and part of

Orascom Telecom Group, today announced reaching its 20 million customers

milestone.

The achievement moves the company to a new dimension from its original vision of

‘reshaping communication’ towards a vision of ‘reshaping lives’.

Mobilink has the exclusive distinction of being the only cellular company in Pakistan

to have spearheaded the development of the telecommunication sector to

unprecedented heights since coming into operation a little over 12 years ago.

Mr. Naguib Sawiris, Chairman Orascom Telecom & Mobilink while speaking at the

20-million customer celebration said, “It seems only recently that I had the

opportunity to visit Pakistan on the occasion of Mobilink’s 10 million customers’

milestone; coming here again in such a short time to celebrate 20 million subscribers

is a remarkable achievement! First of all, I would like to thank and congratulate the

Government and people of Pakistan for their support, trust & confidence in our

technology and services and secondly, acknowledge the efforts of the management of

Mobilink in Pakistan for doing a splendid job”.

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Achieving the 20-million customers’ milestone, an addition of over 10 million

subscribers in a record 300 days, has been recognized internationally by Informa

Telecoms and Media UK as “one of the fastest growing networks in the Asia Pacific

region”.

This rapid increase of customers has positioned Pakistan third in the fastest growing

countries in this region following the heavily populated countries of China and India.

Mobilink’s parent company, Orascom Telecom, has grown to become a major player

in seven emerging markets in the Middle East, Africa, and South Asia with over 41

million subscribers as of June 2006. The growth witnessed has placed “Orascom as

the second fastest growing networks for 2006 with an annual change exceeding

140%” stated the Informer Telecoms and Media UK report.

The development of the telecommunication sector owes much to the contribution

made by the cellular companies, foremost amongst them being the pioneering role

played by Mobilink.

The company has successfully transformed an initially slow-paced industry, into a

booming industry through aggressive investment and expansion of coverage present

in more than 1200 cities towns and villages of Pakistan.

Mr. Zouhair A. Khaliq, President & CEO, Mobilink under whose leadership, the

company has achieved this significant milestone, said, “Mobilink has lived up to its

promise of reshaping communication in Pakistan, we have touched the lives of people

from all walks of life and are proud to have contributed profusely in the development

of the social sector in Pakistan.

We have firmly believed in the delivery of our commitments and steadfastly

embarked upon some of the most advanced services for our 20-million family

members.”

“I am grateful for the continuous support and belief in our services to Pakistan and

our customers and the times ahead in the telecommunication business promise to

33


remain exciting.” He added.

Mobilink also announced the renewal of its corporate vision from ‘reshaping

communication’ to the aptly-timed ‘reshaping lives’ as the company ushers in a new

era of ‘giving back’ to its customers.

Having touched the lives of millions of people from the shores of the Arabian Sea to

the rugged terrains of northern Pakistan, Mobilink stands at the threshold of a new

and dynamic future.

APPENDIX 6: QUESTIONNAIRE

These were some of the questions prepared before visiting the Mobilink Office.

Q1- What is the decision making process followed by your company?

Q2- How you do short term planning in your company?

Q3- Are there any long term plans you are working on?

Q4- What motivational tools are there for your employees?

Q5- What incentives you give to your employees?

Q6a- Are there any recent changes that took place in Mobilink?

Q6b- Do your employees willingly accept all the changes made in the organization?

Q6c- If employees are resistant then how do you motivate them?

Q6d- How do you create the environment for change?

Q7- How do you consider your environment as? Do you think there should be any changes?

Q8- What is the process for recruiting your staff?

Q9- How do you train your employees?

Q10- How frequently and on which basis do you promote your employees?

Q11- On which basis does you evaluates the performance of your employees? What are the tools you use for performance evaluation?

34


Q12- Being in such a huge organization, how do you monitor your employees?

Q13- If there any conflict in any department, then how you resolve it?

APPENDIX 7: PHOTO GALLERY

PAKISTAN'S TOP CELLULAR SERVICE MOBILINK RECEIVES RIM BLACKBERRY AWARD OF

EXCELLENCE

MOBILINK REACHES 10 MILLION CUSTOMERS

35


MOBILINK MANAGEMENT DEVELOPMENT WORKSHOP

A VIEW OF THE OF THE OFFICE OF MOBILINK AT SWABI

36


“Service Center of the Month” for the 2nd Quarter of 2007

PESHAWAR SERVICE CENTRE FOR APRIL 2007

37


RAHIM YAR KHAN SERVICE CENTRE FOR MAY 2007

GUJRANWALA SERVICE CENTRE FOR JUNE 2007

38


“Service Center of the Month” for the 3rd Quarter of 2007

MOBILINK HOUSE KARACHI SERVICE CENTRE FOR JULY 2007

REFERENCING

Websites- http://www.mobilinkgsm.com

- http://www.orascom.com

- http://www.bluechip.com

- dailytimes.com.pk/default.asp?page=2007\10\11\story_11-10-2007_pg5_14

- http://www.pakistanlink.com/Headlines/Nov05/20/11.htm

- http://pakistantimes.net/2007/06/12/business5.htm

Books- Robbins, P. Stephens, “Organizational Behavior”, 7th edition, Prentice Hall.

- Coffey, Robert E., Cook, Curtis W., Hunsaker, Phillip L., “Management and

Organizational Behavior” 1994 Irwin Publications.

39


Contacts- Mr. Adnan Jawaid (Regional Accounts Coordinator – South I)

Email: [email protected]

Cell: 0300-2010196

- Mr. Syed Babar Wasi (Regional Marketing Coordinator – South I)

Email: [email protected]

Cell: 0301-8252121

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