HR Planning & Development Process of Grameenphone

5/22/2018 HR Planning & Development Process of Grameenphone

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HRM Planning & Development Practices In

Grameenphone


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Introductory Statement

Human resource planning and development in a very important issue for any well organized

organization. As a part or our academic study we got a chance to get the knowledge in practical

by studying an organizations Human Resource Planning and development. We chose P as our

study organization about this matter.

!he term paper was a big opportunity to get in such a big organization and get to know about the

issues of Human Resource Planning and "evelopment. We are indebted #d. #azharul $slam%

Asst. eneral #anager% &outh Asia ' #iddle (ast and &.# Ati)ur Rahman% (*ecutive% HR.

Without whom it was kind of unfeasible to get the information to prepare this report.

"uring preparing this report we faced so many problems because of the policy of P. +ut apart

from this we got so any practical knowledge about Human Resource Planning and "evelopment

that actually implement in an organization.

,ur special gratitude goes to our course instructor -eaz Ahmed% who actually made it possible to

us to get the real scenario of an organizations HR planning and development site.


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Overview of GP

+efore rameenphones inception% the phone was for a selected urbanized few. !he cell phone

was a lu*ury a flouting accessory for the select elite.!he mass could not contemplate mobiletelephony as being part of their lives.

rameenphone started its /ourney with the 0illage Phone program a pioneering initiative to

empower rural women of +angladesh. !he name rameenphone translates to 1Rural phone2.

&tarting its operations on #arch 34% 5667% the $ndependence "ay of +angladesh% rameenphonehas come a long way. rameenphone pioneered the then breakthrough initiative of mobile to

mobile telephony and became the first and only operator to cover 689 of the countrys people

with network

&ince its inception rameenphone has built the largest cellular network in the country with over8:;; base stations . Presently% nearly 66 percent of the country=hour ?all ?enter% introduced value=

added services such as 0#&% &% fa* and data transmission services% international roamingservice% WAP% &=based push=pull services% ("(% personal ring back tone and many other

products and services. $n ,ctober 3;5@ the company launched @ services commercially. !he

entire rameenphone network is @("(PR& enabled% allowing access to high=speed$nternet and data services from anywhere within the coverage area. !here are currently over 7

million @("(PR& users in the rameenphone network.

!oday% rameenphone is the leading and largest telecommunications service provider in

+angladesh with more than >8.48 million subscribers as of #arch 3;5>

rameenphone has so far invested more than BDT 24,600 crore to build the network

infrastructure

rameenphone is one of the largest ta*payers in the country% having contributed more

than +"! @4%:;; crore in direct and indirect ta*es to the overnment (*che)uer over the

years.

!here are now more than 3;;; P &ervice "esks across the country covering nearly all

upazilas of all districts and 6> rameenphone ?enters in all the divisional cities

rameenphone has about >:;; full and temporary employees.


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@;;%;;; people are directly dependent on rameenphone for their livelihood% working for

the rameenphone dealers% retailers% scratch card outlets% suppliers% vendors% contractors

and others.


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Grameenphone has about 4500 full and temporary employees


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HRD must be a very ecient department, as it performs the functions of stang in

which always has to gather and store current and eact data and information

regarding the employees and the organi!ation" Di#erent sub$departments have

been identi%ed and assigned according to the nature of the functions of HR

Department, but the &ob is accomplished co$operatively"

DGMHealth Safety&

Environment

AGMHR Operations

DMR & S

DMHR Development

Director

Human Resources Division

OfficerR & S

OfficerR & S

DMHR Operations

OfficerHSE

DMR & S

Officer, CoordinationHR

DGMRecruitment&

Selection

DGMHR Development

OfficerHR Development

DMER

ManaerHR Operations

OfficerHR Operations

OfficerHR Operations

OfficerHSE

OfficerR & S

Officer

HR Operations

OfficerHR Development

DMHR Operations

CSRManaer

E!patriate Affairsand "ravels

Officer"ravels

OfficerHSE

ManaerHR Development

OfficerE!patriate Affairs

and "ravels

Internal


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Detail Description of HR planning activities

Human Resource Planning:

Grameenphone 'td provides ample opportunities growth" (romotion is based both

on seniority and performance" )he performance of each employee is reviewed every

* months and the employee+s worth in the company depends on that" )he

employee+s designation in the %rst two years is completely time dependant"

However, the employees at the same level can be paid more or less depending on

his performance" fter the initial two years, the growth of the employee in the

company is mostly dependant on his performance" Grameenphone 'td believes in

performance rather than age" (eople with potential should be at the top rather than

being stuc- at the bottom because of the lac- of seniority" Grameenphone 'td

thin-s it is both fair and good for the company as a whole"

Grameenphone 'td arranges various training programs in &ob related sub&ects for

the development of its employees" )his is usually arranged when the employee is

not involved in any active pro&ect" )his helps to utilise the free time and also comes

in the best interest of the company and the employee" Grameenphone 'td also

encourages its employees to appear in various professional certi%cation eams,

which the company also pays for"

)he talent sourcing activities begin with e#ective human resource planning" )his

planning is aligned with the business need forecast, overall organi!ational growth

matri, structure and direction and is done in yearly basis"


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R. / 1)he Resourcing . employee branding2 department coordinates and

evaluates people planning process that eventually approved by board considering

the factors3$

(otential epected wor-load and epertise reuirements" 6ptimum and e#ective utili!ation of the HR7 for the entire company, both

current and future reuirements"

(ossibilities for grater eciency through reorgani!ation and automation 1use

of tools . facilities2 and ma-ing necessary ad&ustment"

/mployee turnoveremployee mobility"

8ew business initiatives and pro&ect s that reuire new competence and

additional resources"

Government legislation

Human resources planning, budgeting and necessary approvals should be ta-en in

the beginning of the year to ensure timely co$ordination and implementation"

Demand and Supply

While re)uesting for filling the replacement of e*isting vacant position or new position% the

concerned office will fill up a Recruitment Re)uisition Borm and send the same to HR.

(*isting Position Respective "epartment will inform the HR of any vacant position so that HR

can co=ordinate notify the other offices of the vacant position. Whenever needed% the Head of

HR will review the available records and database if there is any )ualified and suitable candidateavailable from rameen Phones internal sources or prospective e*ternal candidates already

identified earlier. !he "irector HR should be informed in the event his her approval is re)uired.

$n special circumstances and to make a )uick decision the Head of HR may propose any suitable

staff within the rameen Phone for the position to the respective department Head.

-ew position Bor a new position each "epartment shall follow the following procedures

-ew employ position should be discussed with "irector HR will in advance. $n case a new

position needs to be created% then the "epartment Head will submit a re)uest to "irector HR for

approval with proper /ustification attaching with a detailed /ob description.


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Cpon the approval of "irector% HR recruitment process will begin or wherever possible internal

transfer or promotion will be made to fill up the vacant position.

All new appointments must be in accordance with the approved department budget and must beapproved by Head of HR and the #anaging "irector of rameenPhone.

$t is the function of HR to ensure consistency throughout the company in regard to the creation

of any new position. HR will review and ensure that a position with similar responsibility is

placed in the same grade level.

Professional Supply

9n an eisting organi!ation, &obs which fall vacant may be %lled up by

promoting r transferring employees already serving the organi!ation"

)his is -nown as

Internal source of recruitment"

)he vacancies may also be %lled up by inviting outsiders to apply forthe &ob

)his is the external source of recruitment"

)hus the sources of recruitment are two3 internal and external"

1i2 Internal source: 9n any business, eisting employees epect that

they will have chances of promotion and will be considered for higher

positions before outsiders are considered" 7anagers, therefore,

promote and transfer eisting employees to %ll the vacant positions")he advantage of internal

Recruitment is that it is easier for managers to %ll vacancies from

within the organi!ation"


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7anagers -now the abilities and s-ills of their subordinates and have

records of heir performance" /mployees also feel happy as their wor-

performance is recogni!ed by management through promotion":

1ii2 External source: ll vacancies cannot be %lled up from within the

6rgani!ation" ;or-ers and oce employees at the lower level are

always

Recruited from outside the organi!ation"


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1a2 Advertising vacancies in newspapers and journals:

dvertising vacancies in newspapers and &ournals is the most popular

method f inviting applications" 9f you are in search of a &ob, you may

loo- up various ob vacancies advertised in >/mployment ;ee-ly? or

>Ro&gar


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-ewspaper covers all sorts of information about grameenphones product. $t mainly covers

the informative and reminder advertising.

!arget audience #essage characteristics "uration ?ost

Diterate people. Ble*ibility% high believability &hort life Dower

o Television

!elevision is an effective media for good mass=market coverage. !elevision telecasts

messages about new product and it is mostly used for persuasive advertisement.


All types of peoplebut teenagers

influences more

High attention% high reach% high clutter Dong life High

o %adio

Within a lower cost% grameenphone broadcast their massage through radio. $t is a better way

for persuasive advertisement.


All types of people

but teenagers

influences more.

Audio presentation only but usage

mass and cover high geographical area.

Relatively

short life

Dower

o &a"a'ines


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An effective media that grameenphone uses as a promotional tool to achieve the customers

awareness about grameenphone and its product. $t is an effective media for informative and

persuasive advertisement.


#iddle and Cpper=

income audience.

High=)uality reproduction% credibility

and prestige.

long life #edium

o $ewsle!!ers

Grameenphone publishes newsletter regularly to inform eisting customer as

well as potential customer about company+s recent activities and o#er"


Doyal consumers

and interest

persons

0ery high selectivity% full control. &hort life Relatively

low cost

o (n!erne!

$nternet performs effective promotional tools grameenphone advertising. $t gathers all sort of

information about grameenphone.


$nternet browser High selectivity% interactive possibilities. Dong time

still update

Relatively

low cost

Trainin" ) Developmen!

G( believes in Atraining people for careers, not &ust for &obs+" 9n -eeping with the

belief, the company provides multi-level training courses as well as

management training and on$the$&ob$training to help its employees attain their full


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potential" G( encourages open communications, wor-s to improve and leadership

philosophy and behavior of its employees ma-ing the wor-place a learning

organi!ation for each and every G(+s employees" )hese e#orts enable the

individuals who wor- for G( becomes better professionals and members of the G(

family" =or the top management or senior 7anagers there is provision for overseeing

training arranged by the parent company" =or the mid$level manager or other

managerial level there is provision for regional training courses" esides, for non$

management level there are training programs arranged in di#erent institution and

also within the organi!ation"

Grameen(hone training policy is to support employee training which is directly

lin-ed to the individual+s speci%c &obs and his or her future development" )he

training program is epected to enhance &ob$related -nowledge as well as developtechnical andor managerial s-ills" 9n addition to training program, employees are

encouraged to search and utili!e personal developmental opportunities for hisher

career progression"

Grameen(hone organi!es in$housing training programs for its employees"


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9n Grameen(hone, there are two types of training" 6ne type of training is A&ob$

speci%c training program+ and the other is AGeneral management program+" Bob$

speci%c training program is given to the employees within their separate

department" ccording to the need of that speci%c &ob of speci%c department, each

department specially organi!e training program for their employees"

nd General management training program is mainly for the eisting employees" 9n

this training, employees are given more advanced training" ecause they are more

senior and the main supervisor of the new employees, they need to have more

-nowledge in the management sector rather than simple product -nowledge and

mar-et condition" )hough the two training programs are provided by di#erent

departments, the overall supervision is upon the HR department" )hey loo- after the

overall process and do some routine functions, they are as follows3

(repare, maintain and update training related database

(repare career development plan

(repare induction training manualmodules

/valuate training program

7a-e agreement between G( and employees for overseas training

)o communicate with di#erent local training institutions

Training

"o#

speci$c

training

%eneral

managem

ent

training


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)o communicate with trainersinstructors

raining program o#jectives3

primary ob&ective of many training programs is to teach the sales force how to be

more productive" Csually, a sales person+s productivity will increase with

eperience"

Recogniing training needs3

Grameen(hone mainly follows Aneed based training+" )hat is, whenever the

supervisor %nds that hisher subordinates need sucient training, they immediately

ta-e necessary steps and arrange training programs" )he supervisors use several

methods to assess training needs" )hey are as follows3

Improved

customer

relations

Improved

communication

Improved

self-management

Increased

sales

productivit! Improvedmorale

'ales

training

progra

m

o#jectiv

es


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Performance testing

Eob analysis

&ales force survey

?ustomer survey

,bservation

raining tec(ni)ues3

Grameen(hone uses di#erent training techniue depending on the training

content, purpose of the training program, participants of the program as well

as time reuired for the completion of the training"

*ectures3 lecture is the best way to present a basic outline of a sub&ect in a

shorter time to a larger number of trainees than any of the other techniues"

;hen information about Grameen(hone+s products, new services, and new

%ndings in the research and company information, mar-et condition is to be

given to the trainees then the training department adopts lectures"

)raining

techniues

*ecture

s

Discussion

+,ases

round ta#le

panels.

Demonstrati

ons

/ideo-en(anced

training

Role

pla!ing

0n t(e jo#

training

raining

tec(ni)

ues


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Discussion3 ;hen any new product is launched or when there is any need for

changing the techniue or policies, discussion is used as a training method

where both the trainer and the trainees can share their thoughts and opinions"

During the leadership training, induction training as training on advanced selling

s-ill the training department usually prefers discussion"


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0n t(e jo# training3 G( uses on the &ob training program for both the new and

eisting employees for the purpose of teaching selling s-ill, communication s-ill,

improved customer relations, improved self$management etc" During the training

program, trainees are placed in real life situations where they can learn from their

senior eecutives and representatives through on the &ob training because this is

the most e#ective way of learning from real life situations"

rainee Evaluation3

)he e#ectiveness of a training program is measured by evaluation of the trainees"

)his evaluation is necessary in terms of assessing the value of the training and in

terms of improving the design of future programs" )here are mainly four outcomes

based on which the organi!ation evaluates the success or failure of each training

program" )he four outcomes are$ reaction, learning, behavior and results.

Succession Planning

O*+ec!ives of our plannin" process a! GP

(nsure an internal supply of competent employees for key or 1critical2 positions at P

$dentify talent risk areas and develop contingency plans and succession plans

$ntroduce a structured and consistent focus to succession planning and identify and

prepare managers for future leadership roles within P

!o provide P with a !alent Pool and candidates for our various leadership programs.

$ncrease diversity within the leadership population

Retain key talent and e*pertise within our organization

"ecrease the high costs associated with e*ternal recruiting% onboarding and training new

employees% and reduce the time it takes to fill open positions

"evelop more cross=functional career movement and /ob e*periences

#ore accurately )uantify the knowledge% skills and attributes of our top performers

!alk to employees about their talents and development interests.

dvan!a"es of succession plannin" for GP

!he process assesses and plans for talent vacancy risks% /ust like we assess other business

risks

Provides a forum% a timeslot and a structure to discuss talent and performance as a

leadership team

$dentifies positions with missing successors% and plans for Ps future talent needs.


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dvan!a"es of succession plannin" for employees

(nables employees to communicate and showcase their work e*perience and

competencies

Provides confidence that senior leaders are discussing career interests with employees

and working with them to plan a potential career path Any development plans are designed to build on an employees strengths and to develop

areas that the leadership team collectively recommends for employees.

Succession plannin" !erms

-60 . De"ree feed*ac/ and assessmen!

An online survey and or personal interview process designed to obtain feedback from those who work

and interact with an employee on a regular basis. Beedback is gathered from the employees manager%

peers and direct reports.

Bloc/er

$ts a position within P in which the employee occupying the role lacks advancement ability or desire

and is also in the development path of a 1promotable2 employee.

areer De!ailers

$t refers to behaviors that might cause a person to be unsuccessful in a leadership role. (*amples include

lack of interpersonal skills% lack of integrity etc.

Developmen! needed

&ome typical terms we use

Developmen! move#Dateral move% row Across F this is where the employee could benefit most

from a lateral career move into a new functional area to e*pand knowledge% skills% and /ob

e*periences. Dateral moves are encouraged to build a stronger and wider breadth of e*pertise and

to enhance cross=functional knowledge and relationships.

on!inue in curren! roleGwith stretch development opportunities F this is for valued performers

or where the employee is still growing in hisher position% and the employee can benefit from

additional training and new /ob assignments. Developmen! moveGinternational F this is a move overseas for an employee either on a long or

short term basis.

Developmen! moveGdomestic = this is relocation within the home country either on a long or

short term basis.

1s!ima!ed dvancemen! Da!e


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!his is the date of the ne*t anticipated career development move for the individual% not

necessarily into the critical or key position on the succession summary chart.

u!ure role

$ts the key and critical positions that have been identified for the particular employee throughthe succession planning process.

3(P1% 3i"h Performer5

An employee who consistently demonstratessuperior work performance% but does not currently

demonstrate a strong ability or desire for rapid advancement% career challenges and risks% andorleadership roles.

3(PO 3i"h Po!en!ial5

-ormally a high performedemployee who consistently demonstrates high potential for careeradvancement into multiple growth positions and the ability & desirefor rapid advancement into

leadership roles.

(PDP . (ndividual Professional Developmen! Plan pronounced ipeedipee75

$ts a process to determine and recording the specific actions of development and support of an

employees leadership skill.

8eadership *ench s!ren"!h

$t refers to the competency and readiness levels of leaders to grow within P and to be prepared for new

leadership roles. When we have a strong leadership bench strength we have multiple successors actively

developing in the pipeline Gboth short and long term successors to fill current and future leadership roles%

as well as high potential employees with the desire and ability to move into multiple current positions and

into positions that may be created in the future.

8eadership compe!encies

!he knowledge% skills and abilities attributed to effective leaders% defined by P to reflect leadership

values% culture and business needs. !hese competencies can be used in performance management and

talent management initiatives to identify and develop leaders within the framework of Ps competencies.

&ee also &uccession at P G&A& below which incorporates Ps leadership competencies.

8earnin" "ili!y

Dearning agility is the term used to describe the ability to learn very )uickly and think creatively. Deaders

with high learning agility also seek out the ideas of others and feedback of others% and work towards

continuous improvement both for personal effectiveness and team effectiveness. "emonstrating high

learning agility includes the ability to be fle*ible% handle stress well% adapt to change% and to work

effectively in ambiguous situations.


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Pas! successes

!his is where leaders assess the achievements% performance strengths and special talents of the employee.

Bor e*ample% they may e*cel at reducing e*penses% leading pro/ects or generating revenue.

Posi!ion vacancy ris/

!his is a discussion in a !alent Review meeting about the likelihood that an individual will leave P

within a certain a time frame or not% typically in the ne*t 53 months. !here will also then be a discussion

as to the reason for the vacancy risk and the impact to P if the employee leaves. Bactors which may

impact this could be where there is competition in the market for e)uivalent roles% where it might take a

long time to fill the position or there is a risk to the business if the position is left vacant.

Development steps for emplo!ees:

1or2place Environment:

=ran- 'loyd once wrote, >


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corporate logo seen at a distance to the detailed information provided at the

entrance and the interior, they show what G( really is"

Emplo!ee 3otivation 4actors:

)he company was established in angladesh F* and in little over F years, the

company introduced a number of measures to bene%t the employees" )he

milestone employees$friendly steps between F* to I00 even for contractual

employees which is absent among other companies, (rovident fund, overtime,

Health facilities, /ight wor-ing hours, 7edical 9nsurance fund etc" )his positive trend

continued over the years" )oday, a &ob at G( has become attractive to many in

angladesh" )here are some facilities that the company provided for employee

motivation through Reward


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Grameen(hone wishes to design a compensation system that has strong positive

impact on employees and ultimately on the JompanyKs performance" Leeping

JompanyKs strategic ob&ectives and uniue characteristics and environment in

mind, Grameen(hone determines a number of criteria for designing a compensation

system" )he criteria are3

Internal and external E)uit!: 9nternal euity means that there should have

fairness of the pay structure within the Jompany i"e" similar &obs get similar pays"

/ternal euity assures that &obs are fairly compensated in comparison with similar

&obs in the &ob mar-et" )o achieve internal euity, periodic &ob evaluation that

assesses the relative worth of &obs throughout the Jompany should be conducted"

6n the other hand, to achieve eternal euity, periodic mar-et survey and cost of

living ad&ustment should be ta-en into account"

,ompetitiveness: )here are obvious a#ect of mar-et forces on compensation"

Jompensation must respond to the supply of and demand for employees in the

mar-et since employers compete for wor- force"

,as( and non cas( #ene$ts: Jash payment motivates employees through

monetary rewards such as salary and allowances" )he Jompany pays cash bene%ts

according to ability to pay" 8on cash bene%ts such as &ob security and ma-ing the

&ob interesting is also ta-en into account"

Performance #ased pa!:/mployee productivity, s-ills and performance are also

important determinants of the compensation system of the Jompany"

,onsistenc!: ll$out e#orts are made to ensure that compensation system is

consistent with HR policies and it is uniform and stable"


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Provident 4und

)he permanent employees of the Jompany are eligible to become members of the

(rovident =und" /mployee contributes F0M of their basic to the provident fund and

the Jompany ma-es eual contribution to the fund" )he JompanyKs contribution

starts once the employee has become permanent employee of the Jompany"

(rovident =und )rustee, with separate rules, is formed for managing the provident

fund"

)he (= maturity period is three years" /mployee has to serve minimum three years

for being eligible for both employee and company contribution"

5onus

ll employees are eligible for two bonus in a calendar year which is an amounteuivalent to their two months basic salary"

6ne bonus is paid during /id$ul$=itr at a Eat rate to all employees irrespective of the

religion" nother bonus is paid as per the following festival of di#erent religious

aliation3

7uslim 3 /id$ul$!ha

Hindu 3 Durga (u&a

uddhist 3 uddha (urnima


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Jhristian 3 7erry Jhristmas

)wo monthKs basic as bonus is paid in full for a calendar year or a pro$rata amount

for incomplete calendar year, whichever may be the case" )he bonus will be paid

according to the basic that is due on the festival day, not the basic on the payment

day"

'ic2 leave and related leave

'ic2 leave

)here will be no standard annual entitlement to sic- leave"


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pregnant employee should inform in writing to her supervisor con%rming her

delivery date along with a medical certi%cate"

female employee should not be dismissed during maternity leave without

sucient cause"

Annual *eave

n employee will be allowed to avail I5 days of annual leave per annum" 7aimum

F5 days annual leave will be carried forward to the succeeding year, if any, and

ecess of F5 days annual leave as of December Fst will be forfeited automatically"

Recreation *eave

/very employee must avail 5 annual leave at a time in a calendar year,

proportionate annual leave will apply in that case"

*eave form:

ll leave application shall be made by using a standard Registration of

leavebsence =orm" )he concerned Cnit


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HR Planning & Development Process of Grameenphone

Documents

inception rameenphone

organizations hr planning

heentire rameenphone

development site

data services

added services

data transmission services

big organization