HRM Project on Worldcall Telecom Ltd

THE HIGHLANDERS

IMRAN KHAN

MUHAMMAD AZAM

ABDULLAH IJAZ KHAN

TELECOM (PVT)LTD.

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ABOUT WORLDCALL

• In 1995, Worldcall first began life.• In 1996, Worldcall installed first payphone . • In 1998, Worldcall launched “HELLO” calling card • In 1999, Worldcall started first overseas operation • In 2000, Worldcall became first multi-service operator in country providing cable T.V and internet• In 2005, Worldcall launched wireless service in Lahore which is now available in more than 40 cities• At the end of 2007,there will be more than 60000 payphones and wireless service in more than 45 cities

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DIFFERENT DIVISIONS OF WORLDCALL

Telecom Division

• Payphones & Calling Cards• Worldcall Telecom Ltd. • Karachi & Lahore HFC• LDI & WLL • Worldcall Telecom Lanka Ltd.Financial Division

• First Capital Securities Corp.Ltd.• First Capital Equities Ltd. • First Capital Investments Ltd. • First Capital Mutual Fund Ltd.• Shaheen Insurance Co Ltd.

• Lanka Securities Ltd.

Property Division

• Pace Pakistan Ltd.

• Gulberg Shopping Mall

• Model Town Shopping Mall

• M.M.Alam Road Shopping Mall

• Pace Towers

• Pace Super Mall Ltd.

• Pace Woodlands Ltd.

• Pace Barka Properties Ltd.

Media Division

• Total Media Ltd.

• Media Times Ltd.

• World Press Ltd.

PRODUCTS OFFERED BY WORLDCALL

Following products offered by WORLDCALL

ORGANIZATIONAL CHART

N om in a tion an d R em u n era tion C om m ittee A u d it C om m ittee

R is k M an ag em en t C om m itee

C h a irm an D ivis ion

B u s in ess P rod u c t & S ervice O p era tion S u p p ort an d A d m in is tra tion

P res id en t

E xecu tive C h arim an

B oard o f E xecu tive D irec to rs

B oard O f D irec to r

“Process consisting of acquisition, maintenance, motivation and development of human resources”

HR PLANNING

HUMAN RESOURCE

MANAGEMENT

JOB ANALYSIS

RECRUITMENT &

SE;ECTION

TRAINING&

DEVELOPMENT

PERFORMANCE APPRAISAL

COMPENSATION

NEGOTIATION

STRESS & CAREER

MANAGEMENT

One Question

Five Years

11 Companies

COMPANIES STUDIED

Abbott Circuit City Walt Disney Gillette Kimberly-Clark Kroger Wal-Mart Philip Morris Pitney Bowes Walgreen's Wells Fargo

-1

0

1

2

3

4

5

6

7

1 2 3 4 5 6 7 8Years from transition

Ratio

of s

tock

retu

rn

•Great•Good

CHARACTERISTICS OF LEVEL 5 LEADERS

A COMPELLING HUMILITY

LEVEL 5 LEADERS ARE EXTREMELY

MODEST

THEY DON’T TALK ABOUT THEMSELVES

THEY WOULD TALK ABOUT THE ORGANIZATION ,ABOUT THE CONTRIBUTION OF OTHERS AND INSTINCTIVELY DEFLECT DISCUSSION ABOUT THEIR OWN ROLE

AN UNWAVERING RESOLVE

BESIDES EXTREME HUMILITY, LEVEL 5

LEADERS ALSO DISPLAY TREMENDOUS

PROFESSIONAL WILL

THEY POSSESS INSPIRED STANDARDS,

CANNOT STAND MEDIOCRITY IN ANY

FORM, AND UTTERLY INTOLERANT OF

ANYONE WHO ACCEPTS THE IDEA THAT

GOOD IS GOOD ENOUGH

GEORGE CAIN

CEO OF ABBOTT LABORATORIES

INSPIRED STANDARDS

COMPANY PERFORMED 4.5 TIME THE GENERAL MARKET

SUCCESSION PLANNING

THEY WANT TO SEE THEIR ORGANIZATONS BECOME EVEN MORE SUCCESSFUL IN THE NEXT GENERATION

THEY ROUTINELY SELECT SUPERB SECCESSORS

WHAT BETTER WAY TO DEMONSTRATE YOUR PERSONAL GREATNESS THAN THAT THE PLACE FALLS APART AFTER YOU LEAVE

SUCCESSION PLANNING

Vs

Lee Iacocca Sam Walton

THE CONCEPTS OF LEVEL 5 LEADERSHIP

THE WINDOW AND THE MORROR

LEVEL 5 LEADERS LOOK OUTSIDE THE WINDOW TO APPORTION CREDIT OUTSIDE THEMSELVES WHEN THINGS GO WELL (and if they cannot find a specific person or event to give credit to, they credit good luck.)

AT THE SAME TIME THEY LOOK INTO THE MIRROR TO APPORTION THE RESPONSIBILITY, NEVER BLAMING BAD LUCK WHEN THINGS GO POORLY

•Non-Level 5 leaders do just the opposite. They’d look out the window for something or someone to blame. But stand in front of the mirror and credit themselves when things went well.

BORN OR BREAD ?

TWO CATEGORIES OF PEOPLE:

THOSE WHO DON’T HAVE LEVEL 5 SEED

THOSE WHO DO HAVE LEVEL 5 SEED.

WHO DON’T HAVE LEVEL 5 SEED

WORK WILL ALWAYS BE FIRST AND FOREMOST ABOUT WHAT THEY GET THE FAME ,FORTUNE , POWER AND SO ON .

WE KEEP PUTTING PEOPLE IN POSITION OF POWER WHO LACK THE SEED TO BECOME LEVEL 5 LEADER, AND THAT IS ONE MAJOR REASON WHY THERE ARE SO FEW COMPANIES THAT MAKE A SUSTAINED AND VERIFIABLE SHIFT FROM GOOD TO GREAT.

THOSE WHO HAVE LEVEL 5 SEED

CONSIST OF PEOPLE WHO COULD EVOLVE TO LEVEL 5; THE CAPABILITIES RESIDE WITHIN THEM, PERHAPS BURRIED ,IGNORED OR SIMPLY NASCENT.

UNDER THE RIGHT CIRCUMSTANCES – WITH SELF REFLECTION , A MENTOR, LOVING PARENTS, A SIGNIFICANT LIFE EXPERIENCE OR OTHER FACTORS- THE SEED CAN BEGIN TO DEVELOP.

NOT BY LEVEL 5 ALONE

NOT BY LEVEL 5 ALONE

LEVEL 5 IMPORTANT BUT NOT ONLY FACTOR TO GET G2G STATUS

OTHER FACTORS COMBINED WITH LEVEL 5

FIRMS GET G2G STATUS

RELATIONSHIP BETWEEN LEVEL 5 AND OTHER FACTORS

A SYMBOIOTIC RELATIONSHIP BETWEEN LEVEL 5 AND OTHER FACTORS

LEVEL 5 ENABLES IMPLEMENTATION OF OTHER FACTORS

PARCTICING OTHER FACTORS MAY HELP A MANAGER TO POLISH LEVEL 5 QUALITIES

COMBINATION OF LEVEL 5 AND OTHER FACTORS

HR PLANNING

HUMAN RESOURCE

MANAGEMENT

JON ANALYSIS

RECRUITMENT &

SE;ECTION

TRAINING&

DEVELOPMENT

PERFORMANCE APPRAISAL

COMPENSATION

THE OTHER FACTORS

NEGOTIATION

STRESS & CAREER

MANAGEMENT

FIRST WHO

LEVEL 5 LEADERS START FIRST WITH VISION AND STRATEGY

GET THE RIGHT PEOPLE ON THE BUS MOVE THE WRONG PEOPLE OFF THE BUS GUIDE THE RIGHT PEOPLE TO THE RIGHT SEATS DRIVE THE BUS ACCORDING TO THE VISION AND

STRATEGY

Stockdale Paradox

COMPANIES SHOULD ADOPT PARADOXICAL APPROACH

BRUTAL FACTS SHOULD BE FACED WITH THE FAITH THAT THEY WILL SURVIVE

REMAIN OPTIMISTIC WHILE FACING THE BRUTAL FACTS

HELD BOTH DISCIPLINE-FAITH AND FACTS-AT THE SAME TIME ALL THE TIME

BUILD UP-BREAKTHROUGH FLYWHEEL

ACHIEVING BREAKTHROUGH IS A LONG TERM PROCESS

PROCESS RESEMBLES PUSHING A GIANT HEAVY FLYWHEEL IN ONE DIRECTION

PUSH THE WHEEL TILL IT HITS THE BREAKTHROUGH POINT.

MOST COMPANIIES DO NOT FOLLOW THIS PROCESS.

THE HEDGEHOG CONCEPT

ANCIENT GREEK PARABLE:– THE FOX KNOWS MANY THINGS– THE HEDGEHOG KNOWS ONE BIG THING

FOXES SEE THE WORLD IN ALL OF ITS COMPLEXITY

HEDGEHOGS SIMPLIFY THE WORLD INTO A BASIC PRINCIPLE, SEE WHAT’S ESSENTIAL, AND IGNORE THE REST

COMPANIES ADOPT HEDGEHOG APPROACH

TECHNOLOGY ACCELERATOR

G2G COMPANIES HAVE PARADOXICAL RELATIONSHIP WITH TECHNOLOGY.

THEY AVOID INVESTING MONEY ON TECHNOLOGY

BUT,THEY INVEST HEAVILY IN TECHNOLOGY THAT DIRECTLY LINKS TO THEIR HEDGEHOG CONCEPT

A CULTURE OF DISCIPLINE

G2G COMPANIES OFTEN PRACTICE THREE FORM OF DISCIPLINE:

DISCIPLINED PEOPLE

DISCIPLINED THOUGHT

DISCIPLINED ACTION

CONCLUSION

LEVEL 5 LEADERSHIP IS :

A SATRISFYING IDEA

A TRUTHFUL IDEA

A POWERFUL IDEA

AND TO MAKE THE MOVE FROM GOOD TO GREAT.

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