Hr Practices of Mobilink

8/8/2019 Hr Practices of Mobilink

http://slidepdf.com/reader/full/hr-practices-of-mobilink 1/20

1

Chapter 1: INTRODUCTION........................................................................................2Introduction:.............................................................................................. . . . . . . . . . . . . . . . .2

HUMAN RESOURCE DEPARTMENT AT MOBILINK.........................................4

STRATEGIC HUMAN RESOURCE MANAGEMENT AT MOBILINK:...............5

Chapter 2: HR POLICIES IN GENERAL (MOBILINK):.............................................6

Policies in General:....................................................................................................61.WORKING HOURS:..........................................................................................6

2.PROTECTION OF COMPANY ASSETS & PEOPLE POLICY:......................7

3.DRESS CODE POLICY:....................................................................................74.SECURITY AND SAFETY POLICY:................................................................9

5.COMPANY PUBLICATIONS POLICY:............................................................9

6.ATTENDANCE POLICY.................................................................................10

Practices against the Policies in General:.................................................................11

Critical Review on HR policies of Mobilink in General:.........................................12

Chapter 4: RECRUITMENT AND SELECTION PROCESS:....................................13

Mobilink Policies for Recruitment and Selection:.............................. . . . . . . . . . . . . . . . . . . . .13

Recruitment policy...............................................................................................13

Policy guidelines:.................................................................................................13

Application:..........................................................................................................15

Practices at Mobilink regarding Recruitment and Selection:...................................17

Critical Review on Recruitment and selection process:...........................................17

Chapter 5: TRAINING.................................................................................................18

Training needs assessment Policy at Mobilink:.......................................................18

Foreign training policy:............................................................................................19

Training: Practices at Mobilink................................................................................20

Types of Training in Mobilink:............................................... . . . . . . . . . . . . . . . . . . . . . . . . . . . .21

Mobilinks Training programmes:.............................................................. . . . . . . . . .22

Critical Review on Training at Mobilink:................................................................24

Chapter 6: PERFORMANCE APPRAISAL SYSTEM:..............................................24

Policies at Mobilink for Performance Appraisal:.....................................................24

Practices at Mobilink for Performance Appraisal System:.......... . . . . . . . . . . . . . . . . . . . . . . . . . . .26

Critical Review on Performance Appraisal:.................................................. . . . . . . . . . .27

Chapter 7: CAREER PLANNING & DEVELOPMENT:................. . . . . . . . . . . . . . . . . . . . . . . . . .27

Critical Review:.................................................................................................... . . .28

Chapter 8: Rewards System:........................................................................................28

Policies on Reward system at Mobilink:..................................................................28

SALARY..............................................................................................................28 Practices on Reward systems at

Mobilink:.............................. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .31 Critical

Review:........................................................................................................31 Chapter 8: OCCUPATIONAL HEALTH AND

SAFETY MEASURES:.................32HOW WELL THESE POLICIES AND PRACTICES ARE ACHIEVING THE



2

ORGANIZATIONAL GOALS?...................................................................................32

CONCLUSION:.......................................................................................... . . . . . . . . . . . . . . . .33

RECOMMENDATIONS:......................................................................................... . . .331

Introduction: Orascom Telecom Holding S.A.E. ("Orascom Telecom") or

("OTH") was established in1998 and has grown to become a major player in the telecommunication

market in the world. OTH is considered among the largest and most diversified network operator in the

Middle East, Africa and Pakistan.Mobilink GSM (PMCL), a subsidiary of Orascom

Telecom, was awarded a license in July, 1992 and started its operations in 1994, and has become the

market leader both in terms of growth as well ashaving the largest customer subscriber base in, Pakistan - a base of over 24 million and growing.Mobilink provides the most extensive network coverage footprint across

Pakistan through an integrated technology infrastructure in more than 5,000cities, towns, villages, and countless remote destinations, including

International Roaming in 110 countries through 300 partner operators.There are about 5000 employees currently working in Mobilink of which4500

are working on permanent basisand 500 on temporary basis, with averageof more than 800 employees hired every month. Among them approximately5% are managersand operatives are 40%, rest are either contractual or notdirectly related to core business.2

In April 2001, when the OTH (Orascom Telecom Holding) took over management control of the

company, the market share was only40% but as of March, 2006; Mobilink servedover

14 millionsubscribers,

representingamarketshare

of approximately56.2% of total mobile subscribers

in Pakistan. However, during the past two years the market share of Mobilink has gone down to 41%

(As of March, 2007). The head office of Mobilink is located at KULSUM Plaza, blue area,Islamabad. Its branch offices are located in Lahore, Karachi, Faisalabad,Rahim Yar Khan, Sukkur, Peshwar, Quetta, Swat, and Kohat. Moblink has

three main contact centers in three regions of Pakistan. As for the customerscenters there are about2000-2500 customers service centers all over Pakistan.Principal area in which Mobilink Telecommunication is working is that it



3

provides its customers, a wide range of postpaid (Indigo) and prepaid (Jazz) solutions. Keeping in the

mind their customer convenience they have also bundled mobile handsets, sold either independently or

bundled in Set so Go Get Pack.Competition faced by the company is

from al the operators in telecom that includes all the faceSGM (Global System of mobile)

operators,CDMA operators and LDI operators andland line operators. All these telecom

companies

Human

Resource Departments are in constant need of new employees. So

there is stiff competition in the telecom market for Mobilink. Comparison with competitors in the market is shown as in thetable.Mobilink is using high IT based technology for operations. Mobilink usesMotorola¶s infrastructure mostly at radio based stations, but now it has been

exceedingly usingAlchatel equipment too. Switching equipment is of

Siemens and Alchatel, billing system from Telesens KSCLand Ericsson,Intelligent network from Siemens, Microwave equipementDMC. The GSM (Global System of Mobile

communication) band that is used by Mobilink is in 900/1800 MHz.

Shift work :Employees working in shifts will follow the shift roasters prepared by the line

management.Exceptions: Employees may be requested to work on any of the holidays or regularly scheduled day of rest including Saturday/Sunday, if the Company¶s

business so requires.

Breach: Any employee not abiding by the working hours Policy will initially

be counselled by his /her immediate supervisor / office manager. Any repeated act will be reported to

the Human Resources in writing who will refer the discipline policy for further proceedings.

2.PROTECTION OF COMPANY ASSETS & PEOPLE POLICY: Purpose: Mobilink¶s continued success depends on the protection as well as

the development of technology. Each employee is responsible for preventing the unauthorized use or

disclosure of the Company·s sensitive and proprietary information.

By following security policies and procedures, employees will protect themselves as well as the

physical, proprietary and intellectual assets of the Company.Procedure: Employees to identify themselves to the security guards byshowing Company issued Identity Cards.

Employees will sign confidentiality and proprietary agreement at the time of leaving the Companystating that no information will be passed on to any other person / organization. Human Resources is

responsible for signing of the agreement by the employee leaving the Company before handing over a

full and final settlement cheque to the concerned employee.

3.DRESS CODE POLICY: Purpose: Following are the main purposes for this policy.7



4

A)To provide all employees with the reasons for suitable attire,

acceptability of appearance and enforcement procedures.

B)

For the benefit of the employee and all other employees in the working area. The employeesclothing, hairstyle and jewelry shall not be of the type, which may interfere with the appropriate

performance of his/her duties.C)

Employees whose duties involve Customer contact must maintain a suitable appearance, as

customers judge the Company not only by the quality of product and services the Company provides,

but also by the appearance of the people with whom they deal.D)

Employees who deal with the general public must maintain a suitable appearance as their dress

and actions reflect upon Company Corporate image.Procedure:

All female employees shall observe the following dress code:

Shalwar Kameez

Sari / Blouse

Dress Pants / Blouse or Shirt with Jacket or Waist Coat

Skirts / Blouse or Shirt with Jacket or Waist Coat (No minis / long slits)

Light makeup

Light jewelry

No Low Necks

All male employees shall follow the following dress code:

Dress shirt / pants / Tie with Jacket or Coat or Sweater

Dress shoes and socks

Well trimmed moustache, hair and beard / ´shaved faceµ

Hair length should not go below the shirt collar

Employees who work on Saturdays, where they have customer contact willwear Business casual. Business casual is defined as follows:

Dress shirt / pants

Dress shirt / pants /coat

Dress shirt / pants / sweater

Dress shoes and socks8

No joggers No jeans

Dress code for female employees will remain unchanged on Saturdays.All Officers / Department Heads shall be responsible for the implementationof the dress code for their employees.



5

Any employee not abiding by the Dress Code under this Policy will initially be counseled by his /her

immediate supervisor / office manager. Any repeated act will be reported to the Human Resources

Department in writing.

4.SECURITY AND SAFETY POLICY: Purpose: The safety of employees is everyone¶s responsibility. Accidents,

precaution and efficient work go hand in hand. All levels of employees havea primary responsibility for the safety and well being of all of us.Therefore, interest in practicing safety prevention must be encouraged by:

a) Setting good examples.

b) Acting upon safety records.

c) Reviewing safety programs.

d) Holding personal interviews or group conferences.e) Starting activities that will stimulate and maintain employee¶s

interests.

No phase of operation of administration is of greater importance than accident prevention. It is the

policy of the Company to provide and maintain safe and healthy working conditions and to follow

operating practices that safeguard all employees and result in safe working conditions and efficientoperations. Proper First Aid Kit will be available at all Mobilink Offices including remote locations.

5.COMPANY PUBLICATIONS POLICY: 9

The number of subscribes of Mobilink has been fast increasing since year

2000,the number of subscribes

of Mobilink has almost doubled in the last one year from million approx to 10 million approxthisfigurehas almost increased by 50 times as it was in year 2000. This in fact is a milestonefor Mobilink.Currently

the company has a customer base of over 24 million and its growing.

HUMAN RESOURCE DEPARTMENT AT MOBILINK There are about 44 HR professionals currently working at Mobilink of which10 are managers. Mobilink has a very well defined and structured departmentand its various policies of keeping each employee productive part of the

organization are intoned with the corporate worlds requirement.

Employees in the company are largely committed to their organization and have shown progress in the

company. Employees are satisfied with the HR department of Mobilink GSM Company.

There are several functions performed by HR department which are given below:

6. Planning

6. Recruitment

6. Selection

Formal Interview

Intelligence tests



6

6. Research and Development6. Training

6. Compensation

6. Occupational Health and Safety measures

6. Career Planning and Development

6. Performance Appraisal System

In order to make its human resource productive and efficient, Mobilink aggressively work in developing

its human resource capital through international and local trainings as well as structured employee

¶well-being· programs, making it one of the most sought after companies to work for in Pakistan.

Mobilink conducts several training program in order to improve the competencies and skills of

employees.

STRATEGIC HUMAN RESOURCE MANAGEMENT AT

MOBILINK:Humans are the basic tool for having competitive edge in the market for most of the organizations and

Mobilink is one of these. Mobilink has one of the best HR systems in Pakistan that gives it an edge over its competitors.HR strategy refers to the specific human resource management course of

actions that a company pursues to achieve its objectives.But how these strategies/policies/practices are formulated and implementedat Mobilink. There is a whole process behind this.

Like most big organizations, this process is also done in accordance with company·s mission. First,

Strategic planners analyze what actually is he prevalent culture of the organization, what are the

strengths, weaknesses, opportunities, threats (SWOT analysis) of business and its market, and on the

basis of all the above analysis, company·s strategic plan is established. In the end HR strategies are

formulated in accordance with this overall business·/companies· strategic plans.

Based on these HR strategies, HR policies and practices are also formed and implemented. Any abrupt

change in the market requires the organization to follow this analysis in order to be successful. That

why organizations continuously keeps on updating their strategies and policies.Whole system for development of HR strategies/policies/practices is as below:

company publication policies

Purpose: To provide a means of communicating Mobilink¶s policies,

objectives, plans programs and development of all employees.

To report on all Mobilink activities.

To provide an outlet for employees to express themselves in their literary and artistic talents.Policy Guidelines: The Company publishes booklets, news articles and



7

newsletters for the benefit of the employees.The Company maintains the rights to change, discontinue, reverse or edit the

content of any publication issued by the Company.Only brochures, pamphlets, newsletters, handbills or posters approved by theCompany may be issued or distributed on Company premises.

The President and the VP Human Resources & Administration must approve

all publications intended for all employees.

6. ATTENDANCE POLICYPurpose:

To prevent unauthorized absence of employees, this creates serious problems for normal and efficient

operations and could result in disciplinary action including termination.Guidelines:

In case of any absence continuing for more than 24 hours must be reported to concerned department, in

case of illness, a medical statement concerning the illness must be submitted to Mobilink within 24

hours from the time by which the employee was to be on duty. The Company may request an

examination by a doctor designated by the Company.10

Practices against the Policies in General:

Following are the main practices that we observed against the general Policiesas mentioned earlier.1)Working Hours:Mobilink is a big organization with quite a load of

work. So, though there are policies regarding working hours, we found most of people working more

than the limits defined in the policies. As for example, for most executives office timings are from 9:00

am to 6:00 pm but actually they work till 8:00 in most cases. However, with more burdens there are also

more rewards. So, if Mobilink takes much out of its employees then it also compensates them well.2)Protection of Company Assets: At Mobilink, policies regarding the

protection of company secrets, important information, assets etc. are followed strictly. We would like to

quote our own experience. When we approached Mobilinkers for Organization·s policies, their first

response was we need to ask our HR department and we were not able to have the policies that way.

Employees really do care for such policies and are pretty loyal to Organization.3)Dress Code: Dress code is strictly followed at Mobilink, especially by

men. Women also dress well but they do go against some policies which, I think, are unjust according

to them. For example use of light make-up, light-jewelry etc. As far as the dressing for meeting is

concerned, Mobilinkers are as good as George Colony.11

4)Security & Safety Policy: Security at Moilink is of utmost interest for

the management and everyone working at Mobilink. To accomplish theabove policy, a Safety Committee is set-up as follows:

1. VP HR/Admin2. Head of Security3. Member

4. Member



8

The functions of the Safety Committee are:

1. Development of policy recommendations.

2. Encouraging safety efforts.

3. Proper enforcement of safety needs.

4. Frank and constructive discussion on safety programs.

5. Cooperation with other Companies.6. Training regarding safety.5)Company Publications: Employee / Company related information for Newsletter and Notice Board is sent to the Local Human ResourcesDepartment.

Approval of Information / Articles sent by employees is processed by

the Human Resources Department before its publication.The Company reserves the right to publish any articles in the Newsletter or any other publications.Any information regarding Company activities or Customer Related

information must be sent to the Marketing Department for approval.

Marketing must get approval from the President or his / her nomineeto place article in Newspaper or Customers Newsletter.Management has the right to change or withhold any information

pertaining to Company or other issues.

Critical Review on HR policies of Mobilink in General: Most of the General HR policies are well practices at Mobilink with a few discrepancies. This indicates

that the organization does have a strong HR system with an effective HR strategy. We may also see this

thing as the12

predictor of good Telecom level policies in Pakistan. The reason being that the general policies, as

mentioned above, are more or less the same for all telecom companies. Most of these policies are

formulated by the PTA (Pakistan Telecom Authority). So reviewing the success of these policies at

Mobilink shows good strategy formulation by PTA as well as Mobilink.

Moreover, these policies are not only practiced and observed in telecom sector only. We see such dress

code policy, asset protection policy and like in many other business organization. So these policies

have a general tendency of being followed.

Employees seem to have a stable type of approach towards these general HR policies. They do not

seem to show any disagreements over these policies and are pretty contented with what is imposed in

such policies.

Chapter 4: RECRUITMENT AND SELECTION

PROCESS: Mobilink Policies for Recruitment and Selection: Policies for Recruitment and Selection as experienced at Mobilink are:

Recruitment policyObjectives: The policy is meant to ensure an effective and efficient method

of recruitment and selection. It is aimed at hiring without any discrimination based on race, colour, sex,

nationality, ancestry, religion or disability.



9

Policy guidelines:The recruitment policy must comply with regulations set out by the

Government of Pakistan.TheSources of recruitment for different job vacancies in PMCL shallinclude:

Internal Advertisement.

Databank.

Advertising.

Head hunters/executive search organizations.Walk in candidates.Colleges and Universities

a) External Recruitment:i. No candidate under the age of eighteen will be considered.

ii.

To avoid conflict of interest, hiring of close relations (brothers, sisters, spouses, first cousins,

brothers/sisters in law) will not be encouraged. However candidates falling in this category who have

exceptionally good credentials may be considered. Hiring supervisors will need to explain in their

assessment of the candidate their qualities that justify hiring. A final decision will rest with the

concerned Divisional Head who will need to ensure that there is no conflict of interest.iii.

Human Resources will advise Department Heads on salary ranges to be offered to the applicant keeping

internal and external equity in perspective.iv.

Minimum qualifications must be a Bachelor degree or equivalent. A-Level or equivalent may be

considered for call centre/support staff however will require approval of the VP Human Resources &

Administration.

This criteria does not apply to technicians/riggers and ancillarystaff. b) Internal Recruitmenti.

Internal candidates must be confirmed employees of Mobilink who have completed one year of service.

However exceptionally good candidates may be considered.ii.Selected candidates will join the new job/position after gettingclearance from existing line manager.

iii.

Spouse of an existing employee will not work for direct competition and either one will have to resign

from service. Prospective candidates whose spouses work for competition will not be considered for hiring.iv.

Hiring from vendors, franchises, and clients is not encouraged. Exceptionally where offers are made to

employees of these entities their prior consent must be obtained.

General conditions for recruitment: All recruitment will be done through

the Human Resources Department in consultation with the Officers and



10

Heads of the concerned Department.An applicant¶s knowledge, skill and aptitude related to the position shall

be judged according to a range of factors including:

a)Education (Academic / Professional). b)Experience. c)Profile and Psychometric Tests

d)Interviews.

e)References. Application:

Applicants may apply online by registering with the web based recruitment portal. However, when

considered for a specific position, they will be required to fill the standard application form of the

Company.All applications will be kept on HR database for a period of 6 monthsonly.Conditions for selection: Departments must submit Hiring Request and

/ or Transfer Request Form to the HR Department and duly signed.

Information regarding qualifications and job description should be

forwarded for identification of suitable candidates.Lead-time of at least ten working days should be given for selection of

candidates.

The Human Resources Department would place internal advertisements and / or shortlist suitable

candidates from the databank. If no suitable candidate is found, advertisements will be placed in media.

The Human Resources Department shall, upon the department·s request, provide screened CVs. The

department will do another sift if necessary and conduct interviews with the immediate Supervisor /

Department / Divisional Head or his / her nominee and any job related selection tests. Short Listed

Candidates will be invited for a final interview with the HR department

The Human Resources Department may conduct Profile and Psychometric Tests for the selected

candidate in order to evaluate the suitability of the candidate.

Two Reference checks will be completed for the selected candidate either before hiring or during the

probationary period. Appointment will be subject to satisfactory references being received.On Selection the following information will be forwarded to HR to bekept in the Employees Personal File:

a. Interview Evaluation form

b. Passport size Photos.

c. Any other special clause.d. References.e. Copy of N.I.C.f.Copies of degree(s): Bachelors and above only and copies of experience

certificates.g. Duly filled application formIn the Case of Consultants the Company will sign a contract with theConsultant for a duration ranging from 3 months to 1 year.

The Human Resources Department shall prepare and deliver the

Employment Letter to the Employee and obtain signatures on a copy.These were the practices but what actually are the practices for Recruitmentand selection at Mobilink. Let¶s explore.



11

Practices at Mobilink regarding Recruitment and Selection: Practices regarding the recruitment and selection are in accordance with the policies formulated by the

HR department. According to employees following were the recruitment practices. Two types of

Recruitments: Internal and External.Sources of Internal Recruitment

Sources of External RecruitmentEmployee referralsInternal advertising

Job fairs

University Hunts

Advertising

Emplacement Agencies

Walk in candidatesAll recruitment and selection process is handled by the Human resourcedepartment. Applications for jobs are mostly made via internet.

Selection criteria are totally based on merit. A series of interviews are conducted followed by a panel

interview and a group discussion. Only deserving from a lot of applicants are considered

Critical Review on Recruitment and selection process:

It goes without saying that reference for job works. So it·s surely a flaw in the recruitment and selection

process of Mobilink. We know a number of people who get job in Mobilink on reference basis. However,

saying all

The plan is the result of focusing on the individual discipline needs into oneschedule designed to meet the training needs of the total Company.The trainer should be under the headcount of HR so that adequate training

sessions can be planned and conducted nationwide.The training requirements of the employees will be picked from therecommendations made by their supervisors in the appraisal forms.The training requirement could also be forwarded by the supervisor if it is not

mentioned in the performance appraisal.

Foreign training policy:

Objective: The purpose of this policy is to enhance skills and knowledge of Mobilink employees and build their capacities to enable them to perform their jobs more effectively and to develop them for future growth.

Policy Guidelines: The Company shall pay all Training Expenses, Round Trip Airfare, living Allowance, and Local Transportation in accordance withCompany regulations in this regard.

Conditions for Overseas Training: Employees who are nominated for enrolment in an overseas training program should meet the following



12

conditions:Should meet the prerequisites of the intended training.

Being knowledgeable of the language in which the training program will beconducted.

In case an expatriate / contract employee needs to attend a foreign training, he/ she has to be on a one

year and above contract, with a duration of 6 months of service to perform at PMCL ² Mobilink from thedate of starting the training.

If the expatriate / contract employee being sent on the training does not meet the above conditions, a

waiver could be made on the recommendation of the concerned Chief/ VP and the approval of the

president/ CEO.

Surety for Mutual Benefit: To ensure that both, PMCL ± Mobilink and the

employees mutually benefit from overseas professional training provided to employees. The employees

returning from training should continue to be in the employment of the Company for following minimum

periods as mentioned in Para (4.2) depending on the training days. Failing of which

employees will be liable to pay the PMCL - MOBILINK expenses incurred by the PMCL - MOBILINK on

their training including travel and accommodation expenses.

In the event of an employee wishing to leave the employment of the Company he/she will reimburse the

Company the expenses incurred by the PMCL- Mobilink on providing the training. PMCL- Mobilink will

make appropriate deductions from the employee final

settlement including Provident fund. And remaining amount will be deposited by the employee in the

Company account.

In case an employee doesn·t pay back the due amount to the company, HR will issue notice to the

concerned employee mentioning that he/she has to pay back the amount to the company, otherwise,

company reserve the right to take legal action.

If the employee is terminated for cause he will be absolved from anydeductions/ recovery of Training cost.

Employee Surety Period and Cost Number of Days of

Overseas TrainingDuration of Surety Cost to be recoveredUp to 6 Days6 Months

FullBetween 7 and 10 Days 1 Year Full

Between 11 and 15 Days 1 ½ Year Prorated after One Year

More than 15 Days2 YearsProrated after One Year

Cost of Training will be determined by finance in consultation with Technicalfor Technical Training and Human Resources.

Training: Practices at Mobilink



13

On contacting personnel in the Mobilink office it was found out that Mobilink mostly trains its

employees by On Job Training which means that the employees are trained as they perform their jobs

and along with their duties. The manager or supervisor guides them how to perform their jobs and

guides them to efficiency in the work.

Internees are trained in various departments and then mostly hired by Mobilink itself and their training

is basically teaching them the ropes and the basics of everything.20

Types of Training in Mobilink:On a general basis the training done in Mobilink can be divided into two

categories:Soft skill training

Technical Training

Soft Skill Training: Helping your employees develop a stronger base of

knowledge on topics that affect their personal lives can make them more productive and less distracted

in their jobs. Soft skill development courses in areas like personal finance and childcare can help your

team better manage the most important areas in their personal lives.This may include the following things for e.g.Conflict management training

People management training

Communication skills

Anger managementTime management training

Teamwork training etcTechnical Training: This type of training has direct effect on the job of theemployee. Specific skills are focused and developed accordingly. The

engineering trainings of Mobilink are also included with this along with

Customer Services training

Sales related trainingMarketing and technology training etc.All these types of training are done to enhance the employees job skills atthe level he is at.

Mobilinks Training programmes:



14

Mobilink with its large workforce invests aggressively in developing its human capital

throughinternational 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.Graham Burke, the President PMCL Mobilink, said³Mobilink will provide proper training programmes to its employees in order to

make them more aware of their responsibilities´Mobilink, the Pakistan based subsidiary of the global telecommunication 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.

Their training methods maintain interest throughout; put emphasis on the practical aspects; and ensure

that delegates understand the knowledge gained so that they can immediately and effectively apply it

within their own organizations.All training sessions are delivered in a highly participative style,introducing topics in a challenging and thought-provoking way.

Practical examples, exercises and case studies are used to illustrate the topics covered and showdelegates how they can relate the techniques introduced during the course to their own work situation.Programmes can be tailored to meet the required goal.

The various training programmes of mobilink focus on specific skills for e.g. the annual or monthly

reports of performance are evaluated by the manager and the weak areas are considered and the

respective training is taken up.Mobilink trains its employees in the following fields¶ aswell:

1.Customer service training: The employees are trained in

communication skills, negotiating skills in order to serve the customers whether in the call centre or

customers services centre. They are taught on how to talk appropriately to the customers, how to

recognize their problems, solve their problems and how to deal with them.2.Supervisors training: Leading a department or an organization is a

very difficult job and the person at this level must be properly skilled.

Critical Review on Training at Mobilink:

A lot of effort is put by Mobilink in Training its human resource. Organization has clear policies

regarding training needs assessment and procedure for each type of training offered. Training is

compulsory for some people in the organization; however, it is on offer for everyone working at

Mobilink. A person in the finance department is always welcomed by HR department for Customer

service training.

A number of training methods are practiced at Mobilink like conflict management training, supervisory

skills training etc. with the help of best in the business. Saying all that training basically seems to be for

the managers and supervisors but not for the lower level employees. There seems to be a need to

increase training efforts focused to this group.

Chapter 6: PERFORMANCE APPRAISAL SYSTEM: Policies at Mobilink for Performance Appraisal:

Objectives: The purpose of this policy is to provide a formal review program



15

to evaluate work performance and to promote communication and discussion of job performance. The

intent of these discussions should be to review current job performance and responsibilities, set goals,

and discuss future opportunities with reference to past performance at Mobilink.The Objectives of the Performance Review Program are:o

To measure work performanceo

To motivate and assist employees in improving their performance and

achieving their personal/professional career goalso

To identify employees with high potential for advancemento

To provide objective information for making decisions on salary increases, promotions, bonus and transfers.

o

To identify employees training and development24

o

To provide a solid path for career planning for each individual

Frequency of the Performance Review: Informal performance discussions

should be conducted frequently as and when the need arises. These discussions will provide the basis

for an objective summarization of performance during formal Performance Reviews and allow more time

for discussing future plans and organizational as well as personal objectives. The supervisor is

encouraged to make notes on pertinent points discussed and to place those notes in the employee·s

personnel file.

Formal written performance reviews will be conducted with all employees annually. Notification along

with Performance Evaluation Forms will be sent from the Human Resources Department in advance with

the scheduled performance evaluation date.

All employees will be reviewed at least once at confirmation. Therefore, Performance Reviews will be

held on an annual basis from the date of hiring or more often if desirable to do so. The supervisor willreceive notification of the scheduled review period from the Human Resources Department.

Policy guidelines: The performance appraisal is done on an annual / basis (from January 1st to December 31st).

Every employee should know what is expected from him / her through direct supervisors. He / She

should participate in & agree with the goals & objectives set by himself / herself in accordance with the

Company·s business plans & objective goals.

Everyone should have the opportunity to perform & develop according to the set objectives & agreed

upon duties. He / she should also expect self- assessment and take actions to develop his / her

competency level & increase his / her participation in the achievement of the Company·s objectives.

To ensure openness, consistency & objectivity, the agreed competency framework covering all aspectsof the job should be used as the basis for performance planning appraisals. Accordingly, it should be

well known & clear for both the Employee and the Manager covered.

Department Heads & Managers involved in performance appraisals should be well trained & familiar

with the applied performance appraisal system & the appraisal interviewing techniques.

The performance evaluation program requires that an annual meeting be held with each employee;

however, Coaching, Counselling and Guidance must be an on-going process for the desired

improvement and development to be achieved.



16

25

To give a chance to Subordinates to evaluate their seniors a 360 DegreeEvaluation will be conducted at the time of the Performance Evaluation.

Performance Appraisal Forms: The performance appraisal forms will be

filled once in a year to get a clear picture of the employee performance.

Practices at Mobilink for Performance Appraisal System: Mobilink conducts performance appraisal in order to evaluate their employee·s current performance or

past performance relative to company·s performance standards. Mobilink try to adapt the performance

appraisal in which their employees understood what his or her performance standards were and that the

supervisor also provides the employee with feed back, development, and incentives required to help the

person eliminate performance deficiencies or to continue to perform above par.There are many performance appraisal methods. Mobilink uses the

computerized performance appraisal method.

In Mobilink the performance appraisal of employees is conducted in December. The Mobilink HR

department has developed a performance appraisal sheet and has downloaded it on the intranet of Mobilink so that the supervisor performs the evaluation of the employees. When the supervisor

completes the evaluation, he will send the performance appraisal sheet to the employee for the

affirmation with the ideas of the supervisor if the employee does not agree with the supervisor he will

not sign the PA sheet. When the last date of submission of PA sheet is passed then the HR department

asks the supervisor and the employee about the problem and resolves the problem.

Critical Review on Performance Appraisal:

Online 360 degree approach of performance appraisal is adopted at Mobilink for evaluating

employee performance. In the past only 180 Degree approach for performance appraisal was adopted

but now 360 Degree is also in action. This is a very supportive strategy by the organization because if

an employee is not happy with the evaluation by his supervisor then he has the authority to challenge.

There are a number of rewards that are tied to performance appraisals. So,tool applied for performance appraisal justifies itself.

Chapter 7: CAREER PLANNING & DEVELOPMENT:Mobilink faces much competition in the telecom industry so now they are focusing on career

Management of their employees in which they enable the employees to better understand and develop

their career skills and interests and to use these skills and interests most effectively both within the

company and after they leave the firm. Career planning is the deliberate process through which

someone becomes aware of personal skills, interests knowledge, motivation, and other characteristics;

acquires information about other opportunities and choices; identifies career related goals and

establishes action plans to attain specific goals. Career development is the lifelong series of activities

(such as workshops) that contributes to a person career exploration, establishment, and success adfulfillment.

Mobilink gives promotion of their employees on the performance basis. The Mobilink HR

department develops the employee·s career development plans in which the HR department predicts the

next logical step for their employees within five years.

All New Employees have to open bank accounts in specified banks prescribed by the Company so that their salary will be credited at the end of each month.



17

Upon termination of service (end of service), the employee will receive his / her salary within 15 working

days up to the time of date of his / her last working day.Upon resignation, the employee will be paid his / her dues during amaximum period of 15 working days from the date he / she left the job.Salary Administration Program:

Salary Objective: The salary administration program is designed to meet thefollowing objectives:1. Attract & retain the services of competent qualified employees.

2. Provide fair and equitable compensation to each employee and to ensure that the value of each job

relative to all other jobs within the Company is established and maintained on a fair and equitable basis.

3. Provide annual performance appraisal for employees to improve their job performance and to

encourage them to aspire for promotions to jobs with greater responsibilities i.e. fairly compensate

employees based on individual accomplishments and annual performance appraisals.

4.Ensure that salaries are competitive and in line with salary levels that

prevail in the industry.

5. Instill employee confidence in the Company¶s compensation policies and practices.Salary Outline: The ³Basics´ of the salary administration program can be

summarized in the following manner;o

The VP Human Resources & Administration and the concerned

Department Head will analyze each job classification.o

The HR Department determines an appropriate salary range in relation tosimilar jobs at other well respected companies (salary survey).o

The HR Department will analyze each job and assign a job code, hire rate,minimum, mid and maximum point rate. (Salary Structure)29

o

The HR Department will prepare the salary structure to be reviewed andapproved by the Director & VP HR.Salary Scale: Each job is assigned a minimum salary, established according to

the salary survey results, which specifies the minimum salary that may be

paid to incumbents in each job.

Minimum through maximum scales is built on a system of mathematical calculations to allow for

overlapping between levels as a result of salary, merit or promotional increase.Setting Starting Salaries:

Objective: To ensure that each employee is given the starting salary of the

title level in which his / her position and experience fall. Also to ensure that consideration is given to

past experience and qualifications when setting starting salariesFactors to be put into consideration for setting salaries within the range

determined by the departmental Head & the HR departmentThe starting salary offered to new candidates by Mobilink will be dependenton two factors:

The particular job level for which the job offer is being made.



18

The candidate·s education, experience, qualifications as compared to the minimum qualifications

required by the job specification and prevailing industry rates.Salary Administration Procedures:

Human Resource Department: Prepare all documentations and their summary affecting salaries, and forward payroll section for processing

that includes:o

Recruits, transfereeso

Promotion and incrementso

Allowances, bonuses and incentiveso

Disciplineo

Review the all documents affecting salaries.o

Entry of all salaries based on Salary, allowances, deductions andcommissions.30

Besides there are other intrinsic and extrinsic awards that leads towards one objective only and

that is: To compensate employee sufficiently so that he may be motivated and constitutes an integral

part of Human resource of organization.Other intrinsic and extrinsic rewards include:

Medical care

Life insurance

Vacations

RelocationCredit advance policyprovident policy/advance against provident fund and

acapping of gratuityEOI

Recreation

Club Policy Travel

Education assistance policy

Mobile phone

Business mobile phone policy

Official Balckberry Poicy

Practices on Reward systems at Mobilink:

Policies regarding the reward systems are practiced quite strictly at mobilink. Employees are paid when

they are supposed to pay. Other rewards are also fast but they are mostly tenure based rather thanperformance based.

In policies it is mentioned that the rewards are totally performance based. However, this policy is not

that much followed strictly. Rewards are mostly determined by the organizational membership and

seniority rather then by performance. Promotion is given on the basis of performance, as well as tenure.

Critical Review:

Reward system at Mobilink is quite complicate. The reason for this is thatthere are many intrinsic and extrinsic, direct and indirect, compensating and



19

non-compensating rewards. There is even a department that looks after the motivational aspect of the

employees. How motivation level of employees can be kept to a level so that they can be more

productive. PMO (Project management office) introduces many club memberships, game shows, lunch

arrangement and many more for employee to be motivated. Similarly, there are special achievement

awards at each individual level. Then there are even team awards, department awards and division

awards.One thing to mention is criteria for rewards. As mentioned earlier in policies, rewards are performance

based. But this is true only in case of achievement awards, group awards etc. If we observe basic pays

and increments then those are not performance based. Those are more of tenure based. Mobilink does

say that all rewards are performance based. However, it is not the case in practice.

Chapter 8: OCCUPATIONAL HEALTH AND SAFETY

MEASURES:There is no need for such measures at Mobilink as maximum jobs do not expose you to the health

hazards and are not such that require safety measures. However, there is a tendency of being safe in

every human and that shows when you visit some Mobilink officer to meet someone of a high

designation level. You need to fulfill various safety measures.HOW WELL THESE POLICIES AND PRACTICES ARE

ACHIEVING THE ORGANIZATIONAL GOALS?

Well the answer is simple. Policies are going pretty well. Numerically, I can say more than 90%. How?

Well because these are being practices in the same manner as was expected during the policy

formulation time. Moreover, see the results. Mobilink is considered to have the best HR in Pakistan and

they

have retained this edge. So, it·s so obvious that all overall policies are good and they are also being

followed exactly the same way as required to achieve organizational goals.CONCLUSION:To conclude Mobilink has a strong HR system. That is the reason we didn·t found much discrepancies

in what management says, what policies state and what employees say. 90 % of the times they were

same. There are some minor discrepancies but they are adjustable with little effort.

RECOMMENDATIONS:Mobilink has a strong HR system. That is the reason we didn·t found much discrepancies in what

management says, what policies state and what employees say. 90 % of the times they were same.

However, there were some discrepancies that need attention and their adjustment can make this HR

system best in Pakistan.

Following are some of the recommendations based on those discrepancies:1.Human resource department is not fully authorized to take all the

decisions. Though HR department claims to have the overall management of the company but that

actually is not the case. There are many HR decisions that are taken by the other department. So, there

should be a clear delegation of authority regarding decision making for HR department.2.One thing we observed during our project was that employees were

not aware of the in depth policies. The main reason that we have33



understood for this is their lack of knowledge about policies formulation. Employees are not

encouraged to give suggestions in policy formulation. So, our suggestion is that employees should be

consulted while policy formulation stage.3.Benefits and rewards are too complicated for anyone to understand.

Though there are many of these but most of employees even have not information as to for what benefit

they can go for. So, Mobilink should simplify its reward system for its employees to understand well.4.The decision making is delegated to managers with goals set for each

term promotion, hiring and firing is virtually in the immediate boss·s hand. This practice can cause

disharmony among employees for power. Team based structure (like the one at PMO) should be

preferred in all departments5.Mobilink pursues Zero-tolerance policy for disciplinary actions. This is

good but not in all cases. Mobilink should look towards its discipline polices and try to be a bit more lenient.6.Mobilink HR lacks in terms of career planning and development. This

important function of HR does not have recognition in Policies¶statement. Mobilink should have a look at this.

7.Mobilink uses only policy specified sources for recruitment which are

only 5. In this way it can loose some potential applicants that can be asset to organizations, just

because they were not well communicated. So, Mobilink should increase its recruitment sources.

During an HR specialist interview, we posed the same question and the answer was ´that·s what policy

says; on ground level we do use as many sources as possibleµ. If this is the case then our

recommendation is that Mobilink should adjust its policy accordingly.

Hr Practices of Mobilink

Documents