Recruitment Procedure of Grameenphone Ltd-libre

8/10/2019 Recruitment Procedure of Grameenphone Ltd-libre

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RECRUITMENT PROCEDURE OF GRAMEENPHONE LTD.

by

Marzia Karim Priya

ID: 0920155

Has been approved September, 2013

--------------------------------------------

MD. Shoaib Ahmed

Senior Lecturer School of Business

Independent University, Bangladesh


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5th

September, 2013

MD. Shoaib Ahmed

Senior Lecturer School of Business

Independent University, Bangladesh

Dear Sir,

It is a great pleasure for me to submit the report on the Recruitment Procedure of

Grameenphone Ltd. I am submitting this research paper as a part of my internship program.

This report will provide a well-compiled view to the people who are interested in recruitment

sector and for the recruitment department it will be easy for them to point out if they feel

change some procedures for betterment.

This is the first time I have attempted and successfully completed a complete co relational

study. I have tried my best to conduct the study as flawlessly as possible. However, this has

been a great source of learning experience for me to conduct similar research studies in the

future.

I would like to express my sincere gratitude for your guidance and suggestions in preparing

the report.

Yours truly,

Marzia Karim Priya

ID # 0920155


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Acknowledgement

All praises are due to Almighty Allah who enabled me to complete this research paper. This

paper entitled the recruitment procedure of Grameenphone Ltd.

First and foremost I am very grateful to my internship supervisor, MD. Shoaib Ahmed Sir for

his invaluable guidance, encouragement and suggestions throughout this three months without

which it would have not been possible to complete and submit this paper.

I am indebted to my Grameenphone supervisor Mr. Sohel Rana (Manager, Commercial

Division, Inbound Contact Center). He supported me greatly all through the period. He also

makes it possible for me to sit with the interview panel to observe interviews. I am also very

thankful to Mr. Sabbir Md. Hossain (Senior Executive, People and Organization) and to Mr.

Tarikul Islam (Specialist, People and Organization) who had provided me with invaluable

insights about GP Customer Service (CS) system and made the interview sessions very

informative and instructive.

Their invaluable suggestion and information have taught me much and as a result my

experience has been many folds better than it might have been.

Equally I would also like to express my sincere gratitude and indebtedness to the authority of

Independent University, Bangladesh for their kind co-operation.


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Table of Contents

Executive Summary

1.0 Introduction 1

1.1 Recruiting and Training the Labor: 1

1.2 Purpose of Study 2

1.3 Limitations of Study 2

1.4 Significance of the Study 3

2.0 Literature Review 3

2.1 Strategic Workforce Planning (SWP) 3

2.2 Need of Manpower 3

2.3 Job Analysis 3

2.4 Job Descriptions 3

2.5 Job Advertisement 4

2.6 Interview 4

2.7 Employee Transition 4

2.8 Learning Governance 5

3.0 Conceptual Framework 5

4.0 Hypothesis 6

5.0 Methodology 6

5.1 Research Design 6

5.2 Data Collection 6

6.0 Findings 7

6.1 Employment in Grameenphone 7

6.1.1. Guiding Principles 7

6.1.2. Employment Type 8


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6.1.3. Hiring of Internal Employees 8

6.1.4. Employment of Relatives 9

6.1.5. Re-employment 9

6.1.6. Confidentiality 9

6.1.7. Documentation 9

6.2 Recruitment Procedure 9

6.2.1. Strategic Workforce Planning 10

6.2.2. Resource Requirement and Requisition 11

6.2.3. Job Description and Job Specification 11

6.2.4. Resourcing Platform 11

6.2.5. Job Advertisement 11

6.2.6. Applying to Grameenphone 12

6.2.7. CV Screening/ Short listing 12

6.2.7.1. Screening Interview 12

6.2.8. Written Exam 13

6.2.9. Assessment Center 13

6.2.9.1. Structured Interview 13

6.2.9.2. Performance Feedback Rating 13

6.2.9.3. Reference Check 13

6.2.9.4. Final Review and Selection 14

6.2.9.5. Direct Appointment into a Vacant Position (new/replacement) 14

6.2.9.6. Direct Advancement in Specialist Career Path 14

6.2.9.7. Supporting Guidelines 15

6.3. Salary Fixation and Employment Offer 15

6.3.1. Appointment Letter/ Employment Agreement 15

6.3.2. Employee Joining 15


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6.3.2.1. Employee Induction 16

6.4. Internship 16

6.5 Employee Transition: 17

6.6 Learning Governance: 18

6.6.1. Governing Principles 18

6.6.1.1. Eligibility 18

6.6.1.2. Learning Needs Identification & Prioritization 18

6.6.1.3. Preparation & Actualization of Strategic & Prioritized

Competence Development Plans

19

6.6.1.4. Selection of Learning Resources 20

6.6.1.5. Selection/Nomination of Participants 20

6.6.1.6. Course Creation/Enrollment 20

6.6.1.7. Learning Cost Planning and Allocation 21

6.6.1.8. Evaluation 21

6.6.1.9. Learning Catalogue 21

6.6.1.10. Annual Prioritized Learning Calendar 21

6.6.1.11. Follow-up Progress & Status Update of High-prioritized

Learning Programs

22

6.6.1.12. Review and Adjustment of Strategic & Prioritized

Competence Development Plan

22

6.6.2. Surety Bond for Training Programs 22

7.0 Conclusion 24

References 25

Appendices 26

Interview Panels Questions 26

Approach to Executing Learning Programs 27


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1.0 Introduction

The main purpose of this research paper is to highlight the total recruitment procedure of

Grameenphone Ltd. It will consider the extensive recruitment and training regimes in

workplaces. This paper focuses on recruitment and training of call center of GrameenphoneLtd. This paper is divided into five main sections. The first of these sections will consider

some pertinent issues that relate to recruitment and training. An important issue to rise

throughout this section is the notion of the call centre employee being one who faces

considerable aspects of emotional labor in their tasks. The second and third sections include a

brief methodology. The fourth section of this paper analyses the total process of the

recruitment and training processes. Finally, there is a general discussion and conclusions are

drawn from the case study in an attempt to determine why a call centre with known high

levels of turnover invests substantial resources into recruitment and training procedures.

The recruitment process is to finding and hiring the best-qualified candidate (from within or

outside of an organization) for a job opening, in a timely and cost effective manner.

Recruitment process includes analyzing the requirements of a job, attracting employees to that

job, screening and selecting applicants, hiring, and integrating the new employee to the

organization.

1.1 Recruiting and training the labor:

It has been seen in maximum service organizations follows two dilemmas: cost minimization

and customer-focused service quality. Furthermore, as the call centre sector expands and

matures, it is likely that more distinct, discreet styles of call centers will be more apparent.

Customer Service Representatives (CSRs) or Customer Managers (CMs) involved invoice-to-

voice interactions may not be required to display observable facial and bodily displays, they

are required to empathize with their customer, manage the tone of their voice and control their

emotions while servicing potentially difficult customers. However, it is expected that the

outcomes of emotional laboring may be different depending on whether these skills are

recruited or trained into technically competent recruits.

Organizations usually seek to match an applicants adaptability, teamwork skills, self-

confidence, and degree of optimism to the existing organizational culture. However, call

centers represent a middle ground. Certainly, finding a person with the attitude and values to

match the organizationsculture is considered important.


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Equally as important though, is finding a person with the skills required to perform (at least)

adequately in the call centre environment. These skills include general keyboard and computer

skills, communication skills, and importantly, the ability to deal with pressure and perform

emotional labor. However, it is equally important to recruiting employees who demonstrate

the potential capacity to perform emotional labor, primarily through managing the interactions

with customers.

Once employed, the training methods that employees face in call centers have many

similarities. The most common methods of training include basic contextual knowledge of

company products, computer systems and company policies. In many call centers, managers

monitor employee/customer transactions and provide feedback to the employees.

Furthermore, training for job proficiency and meeting standards of customer service takes

precedence over training for career development.

1.2 Purpose of Study

In this research paper the total procedure of recruitment, selection, training of new employees

of the call center of Grameenphone Ltd. will be shown. The objective of this topic is to

highlight the recruitment procedure of an international level call center. This research paper

will give a clear view of how an ideal call center job holder gets recruited and how the newly

recruited employee is given trainings to make him/her ready for the job.

The reason why I have chosen Grameenphone Ltd. is, it is the first 24seven call center of

Bangladesh to support its subscribers and most of the methods of serving customers starting

from using equipments and software to job responsibilities of works are similar to any

international call center. This paper is an observational about the recruitment process of call

center of Grameenphone Ltd.

1.3 Limitations of Study

Although this research was carefully prepared, I am still aware of its limitations and

shortcomings.

First of all, the research was conducted within months. Three months were not enough for the

researcher to observe all the total procedure intently. It would be better if it was done in a

longer time.

Second, the interview observations could have been more often and more time consuming.

For the limitations from company I only observed 20 interviews.

Third, due to companysconfidentiality I could not collect sufficient information.


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In addition, due to limited access to the related literature review of journals could not provide

adequate references.

1.4 Significance of the Study

The findings of this research may give practical ideas about a complete recruitment procedureas the every step works are actually happening in a corporate organization like Grameenphone

Ltd. The study will provide a well-compiled view to the people who are interested in

recruitment sector and for the recruitment department it will be easy for them to point out if

they feel change some procedures for betterment. This research may encourage further study

and provide useful guidelines for these types of researches.

2.0 Literature Review:

At Grammenphone Ltd., the employment policy aims to provide clear guidance to managers

in relation to the selection of staff.

2.1 Strategic Workforce Planning (SWP):

The recruitment process starts with the Strategic Workforce Planning (SWP). According to

Author Mary B. Young, D.B.A.; Strategic Workforce Planning connects HR strategy and practices

to business strategy to ensure the company has the right people in the right place at the right time and

at the right cost. SWP is a very elaborative procedure which will contain:

2.2 Need of manpower:

The need of manpower creates requirements of resources and the requisition.

Job analysis is the next step of the recruitment procedure. The general recruitment and

selection process is been emphasized by job analysis.

2.3 Job analysis:

Job analysis is the cornerstone of the major HR activities; it provides valid and solid

foundation for the effective recruitment and selection practices (Nelson 1997, pp.42).Job

description and job specification are the two parts of job analysis.

2.4 Job descriptions:

Job descriptions are to be uploaded by individual departments in the system.

According to Author Susan M. Heathfield; Job descriptions are written statements that describe the

duties, responsibilities, most important contributions and outcomes needed from a position, required

qualifications of candidates, and reporting relationship and coworkers of a particular job . Beforeraising requisition job responsibilities need to be vetted by compensation and benefits


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department to confirm job band and title. Resourcing platform is about the sources of talent

hunting program.

2.5 Job advertisement:

The job description and specification provide the background information for

posting job advertisements. Job advertisements are the part of sources of recruitment.

According to the Author Jim Riley; the objectives of recruitment advertising are to: (1) Attract

suitable candidates, and (2) Deter unsuitable candidates.

The total processes of applying are noted under the section of applying to Grameenphone Ltd.

The process of collection and compilation of applications are under the part of CV Screening/

Short listing. Screening CVs is the process of sorting resumes to disqualify candidates using

successively more detailed examinations of the resumes. It also contains Screening Interview.

After the short listing process those who are been short listed are been called for Voice test as

it is a job for call center.

2.6 Interview:

Those who got short listed after voice test are been called for interview with a professional

interview panel. According to McDaniel, Michael A. (1994); a job interview is a process in

which a potential employee is evaluated by an employer for prospective employment in their company,

organization, or firm. During this process, the employer hopes to determine whether or not the

applicant is suitable for the role. So the recruitment process is thoroughly incomplete without

a proper interview.

Written exam is the next part for those who got past the interview level.

Candidates whos been selected after written exam goes to the Assessment Center for one

whole day where it contains many parts (group discussions, power point presentation,

structured interview, performance feedback rating, reference check, final review and

selection, direct appointment into a vacant position, Direct advancement in specialist career

path, Supporting Guidelines etc).

In the level of Salary fixation and Employment Offer, the selected candidate is offered

employment with Grameenphone Ltd. It will contain: Appointment letter/ Employment

Agreement, Employee Joining, Employee Induction. Grameenphone Ltd. offers internship

program by facilitating learning opportunities to the graduating students in a specific field by

means of engaging them in a project/ function.


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2.7 Employee transition:

According to Management and Corporate Operations article; employee transition

planning is getting a new employee trained and in their new spots in a company. They may be existing

employees who are moving over into a different area of the company. A plan is needed to make this a

seamless transition. Employee transition may result due to the expansion of Company business,

re-structuring and separation of employees.

2.8 Learning Governance:

According to author Margaret Rouse; Learning Governance is a term that refers broadly to

the rules, processes, or laws by which businesses are operated, regulated, and controlled. The term can

refer to internal factors defined by the officers, stockholders or constitution of a corporation, as well as

to external forces such as consumer groups, clients, and government regulations . It focuses on the

necessary training and knowledge sessions for the present employees in order to make them

up-to-date with the changes. The learning governance phase focuses on Approach to

executing Learning Programs.

3.0 Conceptual Framework

The following diagram will clearly describe the relationship among all the variables.

Independent Dependent

Variables Variable

Need of manpower

Job advertisement

Job analysis

Interview

Recruitment Procedure


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4.0 Hypothesis

There is relation between Need of manpower and Recruitment Procedure.

There is relation between Sources of recruitment (job analysis)and Recruitment

Procedure.

There is relation between Job advertisement and Recruitment Procedure.

There is relation between Interview and Recruitment Procedure.

5.0 Methodology:

Due to the shortage of time many things could not be included. Nevertheless, the information

which has been collected through the observational sessions is internal and accurate and

reliable.

5.1 Research Design

Before this study, there were no researches formed on Recruitment Procedure about call

center of Grameenphone Ltd. From this logical point of view, I have followed exploratory

research study. This research is all about qualitative information. So that for I figure it out that

qualitative technique is more suitable. I chose observational studies as the research design and

through this I started collect information. As observational studies includes the full range of

monitoring behavioral and non-behavioral activities and conditions; (Donald R.

Cooper/Pamela S. Schindler in Business Research Methods) my research follows under the

behavioral observation.

5.2 Data Collection

When I considered the scope of qualitative research, I have used observational studies to

gather information or data. The ways through which I have collected information are stated

below:

Grameenphone Ltd. wow portal ( which is been given access only to employees)

I got the permission from my supervisor to observe interviews directly with the

interview panel and observed total 20 interviews of 20 candidates.

Primarily structured interview observations occurred over a three-month period. These

visits were, on average, one hour each and occurred twice in a month. The

observations included all aspects of call centre employment. This includes the


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recruitment and selection processes, the daily work processes, team meetings and

training processes.

In addition, there were many discussions conducted with relevant management

personnel including contact centre managers, the call centre manager, training and

development team leader, roster and planning officer and human resource

representatives.

Finally, organizational documents that related to recruitment and selection, training,

roster planning and turnover were obtained and analyzed.

6.0 Findings:

The Recruitment Procedure:

6.1 Employment in Grameenphone Ltd.:

The Employment Policy aims to provide clear guidance to managers in relation to the

selection of staff. This policy promotes and supports good practice for those with recruitment

responsibility. The recruitment and selection process is of paramount importance in order to

recruit people with the necessary skills and attributes to fulfill the companys aims and

objectives.

This policy aims at achieving the following objectives:

Recruit people with the appropriate skills, both technical and behavioral, in order to

meet the companys current and future needs.

To ensure that people appointed to posts involving responsibilities are qualified to

carry out such duties or are working towards an appropriate qualification.

Work to a fair and effective recruitment procedure, which is consistent with

employment legislation and the companys equality and diversity policies and

practices.

Develop and enhance the public image of the company as an employer.

Internal candidates or others personally known to the interview panel must be treated

in exactly the same way as all other candidates.

6.1.1. Guiding Principles

The company employment policy is based on the following guiding principles:

The Company shall not discriminate against any job seeker and employee on the basis

of race, color, religion, gender, age, or any other factor that does not relate to the

individual's ability to do the job. Each potential employee is entitled to fair salary. The

Company applies each employment policy in a fair, uniform and consistent manner.


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The company employment policy does not allow any favor, nepotism or preferential

treatment to anyone. Any explicit/ implicit influence during the implementation of any

step of the hiring process by any quarter is seriously dealt with according to the

Company policy.

The Company shall ensure best match of skills to recruit competent people in the right

positions and at the right time. Individuals between the ages of 18-57 years can be

hired as regular employee of Grameenphone Ltd. Minimum qualification must be a

bachelor degree for regular position. All the selection steps and procedures during the

course of recruitment, selection and placement should conform to the standards of the

Company.

All appointments in the company shall conform to its job grade and salary structure.

P&O and the concerned line manager will maintain absolute confidentiality of any part of the

hiring process. No query will be responded or no information will be provided regarding the

status of any recruitment until the entire process is completed.

All interfaces during the hiring process must support the organizational values.

The Personnel File is treated as confidential. The access is limited to authorize person(s) only.

6.1.2. Employment Type

The company hires employees through the different avenues based on business need and

organizational structure. Different employment types are highlighted below.

Permanent

Probationer

Temporary

Part-time

Consultants

6.1.3. Hiring of Internal Employees

Grameenphone Ltd. encourages both vertical and horizontal growth for its employees and

hence, the company encourages internal employees to apply for suitable position across the

organization. It is the responsibility of the candidate to apply for the right position. However

employees those who are on probation period and those who have joined in new position

within six month are not eligible to apply. Selected candidates are required to join the new

job/position after getting clearance from supervisor.


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6.2.1. Strategic Workforce Planning

The talent sourcing activities begin with Strategic Workforce Planning (SWP). SWP is a

process to identify the workforce needs for the future, to identify the resource and competence

gaps and address those gaps. It is a critical part of risk management and business planning and

a key driver for Recruitment Strategy. SWP is done on a yearly basis with provision for

review before each quarter.

Before starting the SWP exercise, the following things need to be ensured:

Complete formulation of GP Strategy, Division strategy and Department strategy

Collect current employee data

Review existing resource

Plan for addition, turnover, replacement based on trends and scenarios

The SWP exercise will start at the beginning of each year. The SWP template will be

distributed to divisional representatives by Recruitment team who will run the exercise with

Department/ Section/ Unit Manager (as appropriate) and send the compiled workbook back to

the Recruitment team by the given deadline. While conducting the exercise, the Line

Managers will need to follow the steps given below:

Step 1: Strategic Analysis Role cluster

Competence Need profile Criticality of Role Cluster

identified

Step 2: Demand Forecasting

(How many and what sort of people will

be needed)

Competence planning

Current and Future CompetenceNeed captured

People Planning

Future Resource Need in numbers

captured and validated

Step 3: Supply Analysis

(How many and what sort of people will

be available)

Workforce Analysis

Internal Supply forecast

Step 4: Gap Analysis and Strategy

Development

Gap analysis

Gap Identified, Prioritized and

validated

Yearly plan finalized

Quarterly plan finalized


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On completion and submission of the Divisional SWP workbook, the inputs will be verified

and locked by the Recruitment Team based on which the Recruitment strategy will be

developed in cooperation with the Line Manager.

6.2.2. Resource Requirement and RequisitionOnce the requirements are approved, Line Managers / User departments raise their requests

online through ERP which will then be processed for recruitment.

6.2.3. Job description and job specification

Job descriptions are to be uploaded by individual departments in the system. These need to be

updated against business requirements and changes and will be extracted with the vacancy

requisition through ERP for posting advertisements. Before raising requisition Job

responsibilities need to be vetted by Compensation and Benefits department to confirm Job

Band and Title.

6.2.4. Resourcing Platform

Grameenphone Ltd. career website allows customized and specific search. The company does

not accept hardcopy of applications, with few exceptions. The talent sources are as follows:

GP career web site

Telenor global career site (Go)

Newspaper advertisements

Head-hunting agencies

References from internal employees

On-campus hiring

Professional networks

6.2.5. Job Advertisement

The job description and specification provide the background information for posting Jobadvertisements.

Different media are used for posting or publishing a job advertisement as well as sourcing in

accordance to company policy and communication guidelines.

Communication Division is responsible for designing and finalizing the advertisement layouts

for newspaper publication. For posting on the Telenor Go site, advertisements are sent to a

central team that posts the ads for different Telenor affiliated companies.


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6.2.6. Applying to Grameenphone Ltd.

Candidates are required to create a user account at http://career.grameenphone.com and fill up

the necessary profile information within a prescribed format. Candidates also have the option

to upload their softcopy CVs.

Candidates are usually given seven days to apply after a job is posted. This can be extended if

suitable candidates are not found.

For internal employees, supervisors will get a notification of his application against any

advertisement through ERP. If any supervisor has any observation regarding this, he/she

should raise the concern immediately, not after the selection.

P&O may receive referrals from internal and external sources for recruitment in

Grameenphone Ltd. Referrals are encouraged and can serve as a good source for candidates as

long as the candidate fits the job requirements. Referrals can also be kept in pools for future

reference.

However, potential candidates are encouraged to apply through the career site to facilitate the

recruitment process.

6.2.7. CV Screening/ Short listing

After closing of a job advertisement, Recruitment and Development (R&D) collects and

compiles applications. The applications are profiled against the given job advertisement and

sent to the user department for further screening. Short listing criteria include:

Education

Required academic qualification

Reputation of academic institution

Relevant courses

Number of years and relevance of job experience (where applicable)

Skills and qualifications

Other factors (extra-curricular activities)

6.2.7.1. Screening Interview

The screening interview may be considered as a part of the assessment process by using

limited competency criteria as agreed by Recruitment and the user department. This may

precede or follow the written exam, and can be used to facilitate assessment where the

candidate pool is very large or to identify candidates for more in-depth assessment in latter

stages.


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6.2.8. Written Exam

The Written Exam may be taken to judge functional competency only or as a part of screening

process.

Once the CVs are evaluated and forwarded to R&D, they are checked against the profile and

set for assessment.

6.2.9. Assessment Center

An assessment center may be used at different levels of Recruitment where the user

department and P&O agree that more depth evaluation is required for assessment. After

agreement from both parties, P&O and the user department will decide on the modules to be

used for a particular session and prepare accordingly.

6.2.9.1. Structured interview

The assessors board comprising of representatives of line management and R&D team

members is responsible for the holistic and objective evaluation of the candidates for a

particular position against given requirements. All interviews must confirm to company

standard and guidelines to select the best fit.

6.2.9.2. Performance feedback rating

As part of the holistic assessment process and applicable only to internal candidates, a

performance feedback is sought from the current supervisor of the candidate. This feedback is

directly extracted from Performance Management Process (PMP).

For those employees with no PMP ratings, a separate feedback form is sent to the current

supervisor to be filled out and sent back to R&D. This form gives opportunity to the

supervisor to rate the employee in terms of behavior and work performance with specific

ratings.

6.2.9.3. Reference check

Selected candidate will be asked to provide the name of the referee, while the form will be

sent after the initial selection decision is made. It is the candidates responsibility to inform

the referee of this process and ensure that the feedback reaches Recruitment and Development

Team.

Both these feedbacks will be handled in strict confidentiality. Also in both cases, supervisors

comments should be conclusive and decisive and must support the rating provided.


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6.2.9.4. Final review and selection

A compiled report is sent to all assessors and concerned personnel after the completion of all

assessments. This report contains all ratings and related comments from assessment and

feedback.

In case of disagreement or unavailability of the first choice candidate, the board shall again

review the report and go for the next best candidate, and so forth.

The selection decision should be finalized by the assessment board within a day after the final

compilation.

Informing the supervisor and supervisor feedback.

For internal candidates, Recruitment and Development team will inform the Supervisor about

candidate's selection right after the final decision has been made. The Supervisor should

respond within two working days of receiving "Recommendation" notification from

Recruitment and Development team.

Informing the candidate:

Final selection decision will be communicated immediately after it has been made from the

board.

Once candidate selection is finalized, the information is handed over to Compensation &

Benefits for further processing.

6.2.9.5. Direct Appointment into a vacant position (new/replacement)

Respective Function will Identify talents for the vacant position (new or replacement) through

bottom-up Talent Management practices. P&O will provide information / support to validate

the direct appointment.

Departmental MT and/ Divisional MT and/GP MT will Provide necessary approval/Conduct

assessment facilitated by P&O if required.

People & Organization will Place incumbent in the position through direct appointment.

6.2.9.6. Direct advancement in specialist career path

Respective Function will short-list candidates through bottom-up Talent Management

processes. P&O will provide information and support to validate the direct advancement.

Department, Division, and GP Management teams will provide necessary approval and

conduct assessment facilitated by P&O as required. People & Organization will place

incumbent in the position through direct advancement.


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6.2.9.7. Supporting Guidelines

Movement from band E to band D and band D to band C : Internal Recruitment

against a vacant position (job advertisement)

Movement within same band : Internal Recruitment against a vacant position (jobadvertisement)

Transfer into a vacant position (applicable as per organizational orientation)

Movement within and across band C & B : Internal Recruitment against a vacant

position (job advertisement),Direct appointment into a vacant position, Direct

advancement in specialist career path

The above guidelines are intended to provide ideal and transparent practices from a

developmental approach and considering the challenges within the organization. However,

flexibility in terms of making exceptions are there to support appropriate movements as per

business needs.

6.3. Salary fixation and Employment Offer

At this stage, the selected candidate is offered employment with Grameenphone.

The salary is fixed based on salary range in each job grade based on individuals knowledge,

special skills and work experience.

A recruitment decision for an internal employee may or may not have a direct impact on

employee Compensation and Benefits package. Changes, if any will be according to the

Compensation & Benefits Policies and Guidelines.

6.3.1. Appointment letter/ Employment Agreement

People Excellence & Rewards will issue an appointment letter & Employment agreement to

the selected candidate for regular or temporary job contracts.

All appointment endorsement for employment by the company is made by the People

Excellence & Rewards team.

6.3.2. Employee Joining

A Joining package is provided to the employee to collect employee personal information for

company records. The information provided in this package must be true and complete.

People Excellence & Rewards will ensure that the employee on joining furnishes all pertinent

documents.


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Clearance/ release letter must be submitted to P&O at the time of joining. This is to avoid

potential legal complications arising due to non-acceptance of resignation by the person's

previous employer.

Once Joining formalities are completed by People Excellence & Rewards, the candidate is

handed over to respective line function.

6.3.2.1. Employee Induction

It is important that new employees are welcomed into the company, helped to socialize and

get integrated with their role and position within the team, and hence become an integral part

of it as soon as possible. It is vital that new employees are given assistance in settling into the

company quickly and enthusiastically and are helped to gain knowledge and understanding of

the companys culture, work environment, driving values and leadership expectation.

The induction program strives to systematically assimilated information regarding Company

policy, Codes of Conduct, Values & Culture for conscious and effective awareness building.

Newly joined employees should go through this induction program at the earliest available

schedule.

6.4. Internship

Grameenphone Ltd. offers Internship Program by facilitating learning opportunities to the

graduating students in a specific field by means of engaging them in a project/ function.

Internships are temporary assignments (usually for three to six months) given to students

before completion of their graduation. Academic Institutions or individual students send

Internship requests which are kept in a pool and placed after assessment. Internship

placements occur in three sessions a year starting in January, May and September. Before the

beginning of each session, intern requirement is collected from each Division and the Interns

are placed after assessment accordingly. A half-day joining program is organized each session

for the Intern batch joining that session. On the joining day, some corporate gifts are given,

policies and agreement stating the terms and conditions are signed, followed by a GP House

tour and lunch with a CXO.

Students in an Internship program are assessed by their Supervisor towards the end of the

program which will be later used for entry level vacancies in future. They are also required to

submit a report to the company and to their respective university within a specific deadline

after the completion of their program. R&D provides an internship completion letter after

submission of this report. The report/document prepared by the intern will be exclusive

property of Grameenphone Ltd. The contents of the report will not be shared with people/


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parties outside of the company other than the requesting institute. The intern must submit a

copy of the report/document to the supervisor.

The Internship program is unpaid but the intern will receive some benefits and facilities

offered by the company.

6.5 Employee Transition:

Employee transition may result due to the expansion of Company business, re-structuring and

separation of employees. It is the company policy to give maximum efforts for making the

transition process easy and fair.

All newly appointed regular employees of the company must have a probation period from the

date of employee's joining with the Company. The management of the company reserves the

right to reduce the probation period of an employee or even can hire an employee without any

probationary period.

The Company has the right to transfer an employee from one location to another at any time,

at any circumstances depending on the company need. A transfer order can be delivered at a

short notice. Supervisors/ Managers may exercise to improve the utilization of their human

resources by moving employees into jobs in the same grade. Transfer can also be beneficial as

the employee will achieve new skills and a different perspective from the new job role/

function/ position.

When a vacancy occurs, the management may decide to fill the position temporarily by

assigning an employee with the acting responsibilities in the higher grade. Such acting

assignment is viewed as staff development opportunity.

Promotion means a move to a higher grade with a larger scope of job. In general, Promotion is

based on the following situations:

Creation of new position, due to organizational re-structuring, or due to significant

increase in the scope of a particular job.

Vacancy at a higher grade position.

A secondment takes place when a company employee is temporarily assigned to work for a

Telenor affiliation for a specified period as per contract, which is mutually agreed (preferably

not exceeding 4 years). The secondment can be opted to:

Achieve individual aspiration to gain new skills, experience and career development.

Provide staff for short-term projects.

Cover for short-term absences entailing special expertise.


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The company may terminate a permanent employee at any time without assigning any reason

whatsoever by serving one `hundred and twenty days noticeor pay in lieu of such notice. A

probationer can be terminated without any notice or pay.

A temporary employee may be terminated without assigning any reason whatsoever byserving notice as per employment agreement with the company or pay in lieu of such notice.

A permanent employee of the company can render resignation from his/her service by serving

one month notice or one months basic salary in lieu.

An employee may be discharged from the service of the company for reasons of physical or

mental incapacity or continued ill health certified by registered medical practitioner.

6.6 Learning Governance:

6.6.1. Governing principles

6.6.1.1. Eligibility

All employees are eligible, with their relevant line function's approval, to undertake any

functional, soft and general skills learning initiative (based on 3Es development approach)

applicable to their personal/professional competence development; based on

strategic/business, functional and individual requirements.

6.6.1.2. Learning Needs Identification & PrioritizationCompetence development needs come from strategic direction and business need. The

identification of learning needs for the entire organization thus occurs through the Strategic

Workshop Planning Process which is run by the Organizational Excellence & Recruitment

Team each year. Strategic Workforce Planning is a process where- in line with

organizational/business strategy, long-term critical competence gaps & specific initiatives and

action plans to mitigate those gaps are identified through a series of workshops organized for

individual functions. Based on the findings of these workshops, a compiled report is prepared

by the Learning & Development Team which contains a list of high- prioritized learning

programs for the entire organization along with specific deadlines to actualize the same.

The identification of Individual learning needs occurs through the Performance Management

Process and is based on input from the individual development plan which is prepared by the

individual in conjunction with his/her line manager. The development plan is used to record

the following:

Identified learning needs based on strategic, functional and individual requirements

Proposed initiatives to meet the identified learning needs,


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Proposed completion dates of the identified learning needs.

Based on the analysis of identified learning needs, Learning & Development Team will

compile all development plan data and prepare a competence development plan report for the

whole organization after the completion of Q1 PMP dialogue. This report contains the

accumulated figures and descriptions of individual development needs and the appropriate

suggested initiatives to address those specific development needs. This report will then be

circulated among Development Coordination Team (DCT) members who in conjunction with

their respective functions will validate and set priority for their identified needs for functional,

soft and general skills learning programs. While validating and prioritizing the identified

learning needs, the long-term competence gap mitigation strategy (outcome of Strategic

Workforce Planning workshops) will be considered. In addition, DCT members will use thisreport to follow-up progress of actualization of high-prioritized learning programs as

applicable for their respective functions.

6.6.1.3. Preparation & Actualization of strategic & prioritized competence development

plans

After identified learning needs have been validated and prioritized by individual functions,

Learning & Development Team will work in conjunction with DCT members to prepare

strategic & prioritized competence development plans for their respective functions to supportthe facilitation of high-prioritized cross-functional, soft and general skills learning programs.

In terms of facilitating high prioritized cross-functional, soft and general skills learning

programs, activities of Learning & Development Team may include any or all of the

following: provide support in finalizing content, internal/external resources, modality,

delivery methods, schedules etc. as per proposed completion timeline for high-prioritized

learning programs of individual functions.

Actualization of core-functional skills learning programs of their respective functions is

mainly DCT members responsibility. They will use the strategic & prioritized competence

development plan prepared for their respective function as a basis to facilitate core-functional

programs and follow-up the actualization of the same. Actualization of common high-

prioritized learning programs is a joint responsibility of Learning & Development Team and

DCT members of respective functions.


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6.6.1.4. Selection of Learning Resources

Learning & Development Team will identify a pool of internal and external learning resources

to conduct high-prioritized functional, soft and general skills learning programs of the entire

organization. A pool of external learning vendors/institutions will be selected and enlisted

based on internal need, extensive market survey and cost-benefit analysis through standard

Sourcing process. GP will establish open frame agreements with these enlisted learning

vendors/institutions enabling individual functions to obtain learning services as per their

strategic, functional and individual requirements. Learning & Development Team will

identify a pool of internal learning resources in conjunction with DCT members for

conducting common high-prioritized learning programs (subject to availability).

6.6.1.5. Selection/Nomination of participants

For all categories of learning programs, participants will be selected on the basis of identified

strategic, functional or individual development needs (Source: SWP Action Plan and

Development plan data derived from PMP), assuming candidates fulfill all criteria for

attending the program. Individuals may either:

Be requested to participate in any relevant learning program by the Learning &

Development Team or their respective DCT member

Pro-actively request to participate in any relevant learning program with the assistance

of the Learning and Development Team or their respective DCT member.

The Business Controller of the respective function must be informed of all learning programs

that are being organized for members of his/her relevant function. They must confirm the

availability of funds before any individual from their respective function attends any learning

program (where in costs are involved). All individual/group nomination requests for

participating in any learning program organized by the Learning & Development Team must

come through the DCT member of that respective function.

6.6.1.6. Course Creation/Enrollment

All employees who are applying for, or are requested to participate in a learning program

must complete the enrollment procedure in GPLife in consultation with their line managers.

Course creation and enrollment of core-functional learning programs will be respective DCT

members responsibility, while Learning & Development Team will support in course

creation and enrollment of participants for cross-functional, soft and general skills learning

programs. In case of new course creation, separate course requisition request in GPLife will

have to be duly approved by respective line function.


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6.6.1.7. Learning Cost Planning and Allocation

Expenditure for all categories of learning programs (functional, soft and general skills) except

GPWAY Leadership Academy programs will be allocated from respective divisional

allocation for training. Any general awareness session organized by the company for

employees will also be allocated from respective functional budget. DCT members will be

responsible for preparing and submitting a comprehensive report of high-prioritized learning

program requirements (in numbers and cost estimation) to their respective business manager

for Forecasting. Approval of training will be in line with the overall report with

recommendation from DCT team and Divisional Business Manager.

6.6.1.8. Evaluation

Evaluation of learning programs is essential to planning successful programs in the future.

Each function is encouraged to provide feedback and recommendations to the Learning &

Development team regarding the effectiveness and future improvement of employee learning

programs that have been offered in-house or externally.

Employees attending any learning program are required to complete an evaluation form on the

program attended. These forms are to be submitted to their respective DCT members for

comment and passed on to the Learning & Development team for review. Following review

by the Learning & Development team, data of all evaluation forms will be analyzed and acompiled report will be prepared for future reference.

6.6.1.9. Learning Catalogue

Learning & Development team will develop and maintain a Learning Catalogue for the entire

organization which will contain detailed information of high-prioritized learning programs i.e.

title of the program, brief content, methodology/tools used, duration, class size, resource

profile (internal/external), course fee (if external resource is used) etc.

6.6.1.10. Annual Prioritized Learning Calendar

Learning & Development Team will develop and maintain an annual prioritized Learning

Calendar for the entire organization based on identified requirement of common high-

prioritized learning programs. The actualization of the common high-prioritized learning

programs will be a joint responsibility of Learning & Development Team and DCT members

of relevant functions. Learning & Development Team will play an active role to actualize and

facilitate the programs as per the schedule mentioned in the Learning Calendar.


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6.6.1.11. Follow-up progress & Status update of high-prioritized learning programs

Monthly meeting to follow-up progress of the common high-prioritized learning programs

planned as per the annual prioritized Learning Calendar will be organized by Learning &

Development Team in conjunction with DCT members of respective functions. Quarterly

meeting to follow-up progress of the identified high-prioritized cross-functional, soft and

general skills learning programs will be organized by Learning & Development Team in

conjunction with DCT members of respective functions. Divisional MT will be updated about

the status of actualization of high-prioritized learning programs on a monthly/quarterly basis

by the DCT members of respective functions.

6.6.1.12. Review and adjustment of strategic & prioritized competence development plan

A mid-year review of the long-term strategic competence gaps will be conducted during

September/October before the Talent Management Process. Learning & Development Team

in conjunction with individual functions will review long-term strategic competence

development requirements with changes in organizational strategy (if any) and make

necessary adjustments to the strategic & prioritized competence development plans of

individual functions. The Learning Catalogue and annual prioritized Learning Calendar will

also be adjusted accordingly.

6.6.2. Surety Bond for Training ProgramsSurety Bond Data will be updated in GPLife by Learning & Development Team for an

employee attending any high-cost training program at overseas, local or in-house (sponsored

by Grameenphone Ltd. or Telenor Group).

The duration of the Surety Bond will vary depending on the service length of the employee

and the total cost of the relevant training program as follows:

Service Length Total Cost Duration of Surety Bond

0 -3 Years BDT 2,00,000 or more 2 Years

Above 3 Years BDT 2,50,000 or more 1 Year

In case the employee has served Grameenphone for more than 3 years and the total

cost of the training program is less than BDT 2, 50,000; no surety bond will be

required.

If an employee exceeds 3 years of service, and has remaining duration of his/her surety

bond of more than 1 year, it will be reduced to only 1 year. In case the remaining


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duration is less than 1 year, the actual duration shall remain effective. Accordingly,

surety bond data will be updated in GPLife.

In case the training program consists of more than one module, the Surety Bond

amount shall be calculated based on the estimated total cost of all modules. Surety

Bond Data will be updated in GPLife before the participant attends the first module

which will reflect the estimated total cost of all modules. If any employee resigns

before completion of the training program, s/he shall have to compensate the company

proportionately for the total cost incurred at actual till date.

For vendor provided training programs (procurement of equipments, accessories,

tools/ systems etc.) or for training programs where course fee is later adjusted by

business services cost with the Group (Expand, Accelerate, Strategic Marketing

Program etc), the actual (for most case it is approximate) training cost has to be

reflected during approval to verify the surety bond requirement. Business Controller of

the concerned division will be responsible for specifying such cost.

At the end of training program and after Travel/Training bill has been settled with

Finance, the employee shall report to Learning & Development Team in case the

actual training cost exceeds or is lower than the approximate cost reflected in the

original Surety Bond. Accordingly, the surety bond amount will be adjusted in

GPLife.

In case, the actual cost is below the projected cost i.e., >=BDT 2, 00,000 for 0-3 years

and >=BDT 2, 50,000 for above 3 years of service length, the Surety Bond will be

cancelled.

In case there is a difference between the actual cost incurred and the original Surety

Bond amount updated in GPLife, at the time of separation, the employee shall

compensate the company proportionately only for the actual cost incurred for the

training as the cost reflected in the surety bond is always approximate.

Surety Bond data will be updated in GPlife before the starting of the training program

and will be applicable from the day after the training program ends.

If the participant attends another high-cost training program during the valid period of

an existing surety bond, no additional surety bond will be required.

When the duration of 1 or 2 years surety bond ends and the employee participates in a

new high-cost training program, a new surety bond will be applicable according to

abovementioned schedule.


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When the duration of 1 or 2 years surety bond ends and the employee participates in a

new high-cost training program, new surety bond data will be updated in GPLife

according to abovementioned schedule.

Line Manager and DCT member (if applicable) of the concerned division shall have

access to the respective employees Surety Bond related information and her/his

approval is mandatory prior to cancellation/amendment of any existing surety bond.

7.0 Conclusion

On the reference of earlier discussion, the main objective of this study is to give a brief idea

about the recruitment process of the call center of Grameenphone Ltd.

In conclusion it can be said that the total recruitment procedure mentioned in the study is

systematic and long process. As it is the dependable variable, initially it depends on the need

of manpower. When the need of manpower is been acknowledged, the sources of recruitment

are being addressed to fulfill the need as the recruitment process is dependable onto this step

to move onto the next step. The recruitment process is wholly dependent onto the job analysis

as the job responsibilities and specifications are concentrating on this part and without which

any job position cannot be progressed. At the same time as we know that there could not be

any recruitment without interview which is the obligatory and foremost part of recruitment.

When the selection part is done the ongoing process of after employment starts, as it is also a

huge part of the recruitment procedure. Learning governance (which is also known as after

employment trainings) is being provided to the employees whenever someone needs proper

knowledge about any ongoing issue or any employee who was in long leave. The employee

transition is always a crucial part of corporate life as it is purely dependent on management

decisions. Sometimes the transition brought turnovers and whenever turnover takes place, the

recruitment procedure sets in motion by and large. So the total recruitment procedure is anenduring series and totally dependent on many components which are been mentioned.


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References

1.Keith Townsend. School of Management,

Queensland University of Technology,

Brisbane, Australia.

2.Nelson, J.B. 1997, The Boundaryless

organization: implications for job analysis,

recruitment, and selection, Human resource

planning, vol. 20, pp.39-48, viewed 1stOct

2007, The Questia Online Library

3.Susan M. Heathfield,

http://humanresources.about.com/od/jobdesc

riptions/g/job_description.htm[Accessed: July

9, 2013]

4.Jim Riley,

http://www.tutor2u.net/business/people/recru

itment_jobadvert.asp [Accessed: July 11,

2013]

5.McDaniel, Michael A. (1994). "The Validity

of Employment Interviews: A

Comprehensive Review and Meta-

Analysis". Journal of Applied Psychology

(American Psychological Association, Inc.)

79(4): 599616.

6.https://wow.telenor.com/grameenphone/en/P

ages/default.aspx [Accessed: July 2, 2013]

7.http://www.conference-

board.org/blog/post.cfm?post=27 [Accessed: July

15, 2013]

8.http://report-and-assignment-

mania.blogspot.com/2012/01/report-on-hr-

management-of-grameenphone.html [Accessed:

August 6, 2013]

9.http://www.assignmentpoint.com/business/huma

n-resource-management/human-resources-

practices-in-grameen-phone-limited.html

[Accessed: August 18, 2013]

10.Grameenphone Annual Report, 2010

http://grameenphone.com/about-

us/career[Accessed: August 1, 2013]

11.http://investorrelations.grameenphone.com/IR

Portal/Content/images/12_11_12_Annual_

Investor_Night_2012_Final.pdf [Accessed: July

29, 2013]

12.http://investorrelations.grameenphone.com/I

RPortal/Content/images/121016%20Investor

%20Presentation%20Q3%2712.pdf [Accessed:

July 22, 2013]

13.http://www.encyclopedia.com/doc/1O88-

emotionallabour.html [Accessed: August 15, 2013]
http://humanresources.about.com/od/jobdeschttp://humanresources.about.com/od/jobdeschttp://www.tutor2u.net/business/people/recruhttp://www.tutor2u.net/business/people/recruhttps://wow.telenor.com/grameenphone/en/Phttps://wow.telenor.com/grameenphone/en/Phttps://wow.telenor.com/grameenphone/en/Phttp://www.conference-/http://www.conference-/http://report-and-assignment-/http://report-and-assignment-/http://www.assignmentpoint.com/business/hhttp://www.assignmentpoint.com/business/hhttp://grameenphone.com/about-us/careerhttp://grameenphone.com/about-us/careerhttp://grameenphone.com/about-us/careerhttp://investorrelations.grameenphone.com/Ihttp://investorrelations.grameenphone.com/Ihttp://investorrelations.grameenphone.com/Ihttp://investorrelations.grameenphone.com/Ihttp://investorrelations.grameenphone.com/Ihttp://investorrelations.grameenphone.com/Ihttp://investorrelations.grameenphone.com/Ihttp://grameenphone.com/about-us/careerhttp://grameenphone.com/about-us/careerhttp://www.assignmentpoint.com/business/hhttp://report-and-assignment-/http://www.conference-/https://wow.telenor.com/grameenphone/en/Phttp://www.tutor2u.net/business/people/recruhttp://humanresources.about.com/od/jobdesc


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Appendices

Interview panels questions:

Previously it was mentioned that I have observed 20 structured interviews, the overall

questions that were being asked by the interview panel are stated below:

Q. 1. From what source you got to know about the job?

Q. 2. Tell us something about your institutional/educational background.

Q. 3. Tell us something about your family/cultural background.

Q. 4. Tell us something about yourself like your hobbies, habits etc.

Q. 5. Do you have any kind of experience of work?

Q. 6. What is your career objective?

Q. 7. Do have any idea about the job responsibilities you are going to have if you get the job?

Q. 8. As it is a part time job and you are a student do not you think that you will face problem

to manage your classes and office at the same time?

Q. 9. As you are a student what if this job hampers your studies?

Q. 10. Think about a situation, if we need you after 11pm what will you do? (For male

candidates)

Q. 11. What are your expectations about salary and other benefits?

Q. 12. Why do you want to work with us?


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Approach to executing Learning Programs

Type of

Programs

Needs

Identification &prioritization

Facilitate

relevantprograms

Evaluate/Follow-

up progress

Resource

(proposed)

Functional Skills

Core-functional Respective

functions, OER

Team and DCT

will support

(Source: SWP &

PMP)

DCT member

of respective

function

DCT member of

respective

function

TBD

Cross-functional Respective

functions, OER

Team & DCT will

support (Source:

SWP & PMP)

L&D Team,

DCT member

will support

L&D Team, DCT

member of

respective

function will

support

Internal (100%),

could be external

for specific

programs

Soft Skills

Leadership

Development

Respective

functions, OER

Team and DCTwill support

(Source: SWP &

PMP)

L&D Team L&D Team Internal (100%)

Behavioral Respective

functions, OER

Team and DCT

will support

(Source: SWP

&PMP)

DCT member of

respective

function, L&D

Team will

support

DCT member of

respective

function

Internal (40%),

External (60%)

General Skills

Fundamental Respective

functions, OER

Team and DCT will

support (Source:

SWP &PMP)

DCT member of

respective

function, L&D

Team will

support

DCT member of

respective

function

Internal (40%),

External (60%)

Awareness Respective

functions (based on

organization need),

DCT member will

support

DCT member of

respective

function

DCT member of

respective

function

Internal (100%),

could be external

for specific

programs

Recruitment Procedure of Grameenphone Ltd-libre

Documents