Human Resources practices in Grameen Phone Limited
Executive Summary
It is the leading telecommunications service provider in the country with more than 16 million subscribers as of December 2007.
Grameenphone has been recognized for building a quality network with the widest coverage across the country while offering innovative products and services and committed after-sales service.
Grameenphone has always been a pioneer in introducing new products and services in the local market. GP was the first company to introduce GSM technology in Bangladesh when it launch edits services in March 1997.The technological know-how and managerial expertise of Telenor has been instrumental in setting up such an international standard mobile phone operation in Bangladesh. Being one of the pioneers in developing the GSM service in Europe, Telenor has also helped to transfer this knowledge to the local employees over the years.
It also looks into the possible shortcomings in the way human resource policies are conducted at Grameenphone Ltd and appropriate recommendations are provided for improvement.
Chapter: 1
1.1GrameenPhone Profile :
GrameenPhone is a dynamic and leading countrywide GSM communication solutions provider. It is a joint venture company between Telenor and Grameen. Grameenphone Ltd., the largest telecommunications service provider in Bangladesh, received its operating license in November 1996 and started its service from March 26, 1997. Now, after 13years of successful operations, Grameenphone is the largest mobile phone service provider in Bangladesh, with more than 28 million subscribers as of November 2008.
In this research, we want to know the customer perception, satisfaction of the service quality of Grameenphone.
1.2 Scope of the Study:
The study will be conducted on’ The Practice and Administration of Human Resource Management in Grameenphone Ltd. to construct a critical analysis on Recruitment and Selection. It also includes the Training, Compensation and Awards for employment perspective from a holistic point of view. This Project report covers:
1. Literature Review – A brief review on the theories and principles of Grameen phone Ltd. operating in Bangladesh.
2..Description of Grameenphone Ltd. as a company – A description of the establishment of Grameenphone Ltd. its mission, vision, goals, objectives, approaches, activities, areacoverage, administrative structure, legal entity and other information.
3. Various Employment Sectors and Services of Grameenphone Ltd. – The different types of products and services offered by Grameenphone Ltd.
4.Human Resource planning of the organization – Overall description of HR planningsystem of the company Grameenphone Ltd.
5. Process of Recruitment and Selection in the organization – By identifying a specific job the total recruitment and selection process has been discussed with various issues.
6. Training and Development process of the organization – a brief discussion of the HR training and development process and practices of the organization.
7. Performance Appraisals and promotions of the organization – A brief description of theorganization’s current practice in the sectors of performance appraisals and promotions.
8. A Summery of the Findings and Evaluation – A brief description of the findings and evaluation of my study from a holistic point of view.
This is merely a descriptive report. Most of the data’s and information’s are collected through informal interviews with the respective executives.
1.3 Objective of the Study:
The main purpose of the study is to compare the theoretical knowledge with practical scenario and at the same time get an in-depth knowledge about Human Resource planning and personnel policies. In order to serve this purpose the following
Objectives have been satisfied:
•To learn about the important environmental influences effecting Grameenphone Ltd.
•To learn about the HR practices of Grameenphone Ltd.
•To learn about the Organizational Culture of Grameenphone Ltd.
•To develop and recommend some implemental suggestive measures. After successful completion of the course works, this report is prepared and presented by the group members to the Project Supervisor for the evaluation of their practical perspective. The Project Report is prepared on a real life study with the text perspective in a practical way.
1.4 Sources of Data
All the required information were gathered at the source through informal interviews, careful observation, consultation of books, Grameenphone Ltd’s internal circulars, Grameenphone Ltd’s HR manual and office records. For this purpose the General Manager and some Executives (Admin) has been interviewed. The major sources of information for study are as follows:
1. Secondary Data:
a)Reports and Documents of the Grameenphone Ltd. i.e. Annual Reports, Brochures etc.
b)Internet.
c)Business and Trade Journals.
d)Newspapers and Magazines.
e) Others.
2. Primary Data:
a) Interview with the Grameenphone Ltd’s Employees and Personnel.
B) Observation.
1.5 Methodology used for the Data Collection:
1. Literature review– A wide range of literature will reviewed to gather necessary information about the subject matters of this study. These literatures include the texts, profile, annual reports, documentation, different Manuals etc.
2.Observation– A thorough and insightful observation will be conducted on the variousAdministrative, Interventional and Marketing philosophies, approaches and practices tocollect benchmark information.
3.Interview– Study and information gathering through interviewing employees and personnelinvolved in the ACI’s interventions, administration and other activities.
4.Field visits– Visit to the field level activities to generated vital information and enhanced thestudy.
5. Discussion– Discussion with the staffs and other related persons to generated benchmark information for the study as a comprising tool and also important instructions from the project supervisor.
1.6 Limitations of the Study:
The major limitation of this report is that no previous study is done before on GrameenphoneLtd.’s overall HR practices. So no secondary study material was available. The study is heavily relied on observational and informational method which has its own disadvantages and not a very effective method. There is a particular department for HRM but they don’t share all things for their law. Although the MD and the administrative officers’ & HR officer’s give someinformation about HR practices. Employees were reluctant to give information, as they are afraidthat their corporations’ information might get licked outside. Some other limitations of the study are mentioned below –
1. Competitors’ information could not be gathered due to their privacy policy. That’s why competitive analysis could not be made.
2. The volume and magnitude of information collection is another limitation of this project. The amount of information needed to conduct such type of assessment is vast, but that could not be gathered. That’s why; the project might lack sufficient clarity and credibility. Rather, it recommends further and larger study on the matter.
3.The study area will be the non-government organization so the collection of information’s quite hard.
4. The organization is rigid to reveal the data associated with the employment policy and labor relations.
Though I knew & had access to much information, but there are still some important things which I couldn’t get hold of & they don’t even prefer to disclose those in front of general people.
Chapter: 2
2.1 Company Introduction:
Grameenphone Ltd. has stepped into its 11th year of operation, having completed its tenth year on March 26, 2007.
It is the leading telecommunications service provider in the country with more than 16 million subscribers as of December 2007.
Grameenphone has been recognized for building a quality network with the widest coverageacross the country while offering innovative products and services and committed after-salesservice.Grameenphone has always been a pioneer in introducing new products and services in the localmarket. GP was the first company to introduce GSM technology in Bangladesh when it launchedits services in March 1997.The technological know-how and managerial expertise of Telenor has been instrumental in setting up such an international standard mobile phone operation inBangladesh. Being one of the pioneers in developing the GSM service in Europe, Telenor hasalso helped to transfer this knowledge to the local employees over the years.
2.2 Historical Background:
November 28, 1996
Grameenphone was offered a cellular license in Bangladesh by the Ministry of Posts and Telecommunications
March 26, 1997
Grameenphone launched its service on the Independence Day of Bangladesh
November 5, 2006
After almost 10 years of operation, Grameenphone has over 10 million subscribers
September 20, 2007
Grameenphone announces 15 million subscribers.
Grameenphone is now the leading telecommunications service provider in the country with more than 20 million subscribers as of June 2008.Presently, there are about 30 million telephone users in the country, of which, a little over one million are fixed-phone users and the rest mobile phone subscribers. Starting its operations on March 26, 1997, the Independence Day of Bangladesh, Grameenphone has come a long way. It is a joint venture enterprise between Telenor (62%), the largest telecommunications service provider in Norway with mobile phone operations in 12 other countries, and Grameen Telecom Corporation (38%), a non-profit sister concern of the internationally acclaimed micro-credit pioneer Grameen Bank.Over the years, the company has so far invested more than BDT 10,700 crore (USD 1.6 billion)to build the network infrastructure since its inception in 1997. It has invested over BDT 3,100crore (USD 450 million) during the first three quarters of 2007 while BDT 2,100 crore (USD 310million) was invested in 2006 alone. Grameenphone is also one the largest taxpayers in thecountry, having contributed nearly BDT 7000 crore in direct and indirect taxes to the
Government Exchequer over the years. Of this amount, over BDT 2000 crore was paid in 2006 alone.Since its inception in March 1997, Grameenphone has built the largest cellular network in thecountry with over 10,000 base stations in more than 5700 locations. Presently, nearly 98 percentof the country’s population is within the coverage area of the Grameenphone network.Grameenphone was also the first operator to introduce the pre-paid service in September 1999. It established the first 24-hour Call Center, introduced value-added services such as VMS, SMS,fax and data transmission services, international roaming service, WAP, SMS-based push-pullservices, EDGE, personal ring back tone and many other products and services. The entire Grameenphone network is also EDGE/GPRS enabled, allowing access to high-speedInternet and data services from anywhere within the coverage area. There are currently nearly 3million EDGE/GPRS users in the Grameenphone network.Grameenphone nearly doubled its subscriber base during the initial years while the growth wasmuch faster during the later years. It ended the inaugural year with 18,000 customers, 30,000 bythe end of 1998, 60,000 in 1999, 193,000 in 2000, 471,000 in 2001, 775,000 in 2002, 1.16 millionin 2003, 2.4 million in 2004, 5.5 million in 2005, 11.3 million in 2006, and it ended 2007 with16.5 million customers. From the very beginning, Grameenphone placed emphasis on providing good after-sales services. In recent years, the focus has been to provide after-sales within a short distance from where the customers live. There are now more than 600 GP Service Desks across the country covering nearly all upazilas of 61 districts. In addition, there are 81 Grameenphone Centers in all the divisional cities and they remain open from 8am-8pm every day including all holidays.
GP has generated direct and indirect employment for a large number of people over the years.The company presently has more than 5,000 full, part-time and contractual employees. Another 100,000 people are directly dependent on Grameenphone for their livelihood, working for the Grameenphone dealers, retailers, scratch card outlets, suppliers, vendors, contractors and others.In addition, the Village Phone Program, also started in 1997, provides a good income-earningopportunity to more than 280,000 mostly women Village Phone operators living in rural areas.The Village Phone Program is a unique initiative to provide universal access to telecommunications service in remote, rural areas. Administered by Grameen TelecomCorporation, it enables rural people who normally cannot afford to own a telephone to avail the service while providing the VP operators an opportunity to earn a living.The Village Phone initiative was given the “GSM in the Community” award at the global GSMCongress held in Cannes, France in February 2000. Grameenphone was also adjudged the BestJoint Venture Enterprise of the Year at the Bangladesh Business Awards in 2002. Grameenphonewas presented with the GSM Association’s Global Mobile Award for ‘Best use of Mobile for Social and Economic Development’ at the 3GSM World Congress held in Singapore, in October 2006, for its Community Information Center (CIC) project, and for its HealthLine Service projectat the 3GSM World Congress held in Barcelona, Spain, in February 2007.Grameenphone considers its employees to be one of its most important assets. GP has anextensive employee benefit scheme in place including Gratuity, Provident Fund, GroupInsurance, Family Health Insurance, Transportation Facility, Day Care Centre, Children’sEducation Support, and Higher Education Support for employees, in-house medical support andother initiatives.
2.3 Shareholder Profiles:
Telenor-Ownership: 55.80%million mobile subscribers worldwide.World’s seventh largest mobile service provider in terms of subscribers.Have operations in 13 countries.Strong subscription growth, particularly in Asian operations.Named the sector leader in mobile telecommunications by the Dow Jones Sustainability Indexes (in which year).Revenues 2009: USD 17.15 bn Workforce 2009: 40000Listed on the Oslo Stock Exchange and headquartered in Norway Telenor as is the leading telecommunications company of Norway listed on the Oslo Stock Exchange with a market capitalization of USD 9.0 bn as of November 12, 2008.In addition to Norway and Bangladesh, Telenor has interests in mobile telephony companies in Sweden, Denmark, Hungary Russia, Ukraine,Montenegro, Thailand, Malaysia. Pakistan and Serbia with more than 150 million mobile subscribers worldwide as of September 30, 2008
Grameen Telecom-Ownership: 34.2%
Grameen Telecom is a nonprofit company affiliated with Noble award winning Grameen Bank Operates “Village Phone” program to over 297,079 (Q2. 2010) rural.
Head quartered in Ohaka, Bangladesh. Grameen Telecom (“GTC’) is a not-for-profit company in Bangladesh, working in collaboration with Grameen Bank, winner of the Noble Peace Prize in 2006, along with Professor Muhammad Yunus.
GE’s mandate is to provide, easy access to GSM cellular services in rural Bangladesh and create new opportunities for income generation through self-employment by providing villagers, mostly poor, rural women, with access to modern information and communication-based technologies
2.5 Ownership Structure:
The shareholders of Grameenphone contribute their unique, in-depth experience in both telecommunications and development.
It is a joint venture enterprise between Telenor (55.8%), the largest telecommunications service provider in Norway with mobile phone operations in 12 other countries, and Grameen Telecom Corporation (34.2% ), a non-profit sister concern of the internationally acclaimed micro-credit pioneer Grameen Bank. The other 10% shares belong to general retail and institutional investors.
The technological know-how and managerial expertise of Telenor has been instrumental in setting up such an international standard mobile phone operation in Bangladesh. Being one of the pioneers in developing the GSM service in Europe, Telenor has also helped to transfer this knowledge to the local employees over the year.
2.6 Vision:
We’re here to help (This vision crystallizes customer focus as the cornerstone of everything they do: helping customers get the full benefit of communications in their daily life.
Its official slogan
2.7 Mission Statement:
The vision will be achieved by
*Connecting Bangladesh with ease and care
*Being user-friendly
*Providing value for money
*Providing simple and timely connections
*Having a right and understandable process.
Values:
Make it Easy; Keep Promises, Be Inspiring, and Be Respectful
We’re practical. We don’t over complicate things. Everything we produce should be easy to understand and use. No waste. No jargon. Because we never forget we’re trying to make customers’ lives easier.
For our customers, making it easy will be addressing some very fundamental customer needs. They need simplicity. Solutions and services that are easy to buy, easy to use and are built to meet their needs. Solutions and services that work well. Everything we set out to do should work, or if you don’t get it, we’re here to help. We’re about delivery, not over promising – actions not words. For our customers, this will mean they can build trust in us. The solution or service works – if not, we are there to make it work. They need us to deliver on time, to expected levels of quality, and at a fair price. They need us to be strong on action, not on fine words! For employees everywhere, this means… We follow through. We never launch something new before it works as it should work. We arrive on time and we deliver on time. We commit to concrete, realistic promises to our customers – and deliver on our promises
We are creative. We strive to bring energy into the things we do. Everything we produce should look good, modern and fresh. We are passionate about our business and customers. For our customers, this will mean they will want to engage with us, will appreciate our innovative and modern approach, will appreciate our future proofed solutions and services, and will acknowledge our category leadership. For Telenor employees everywhere, this means… that we live up to the challenge and inspire our colleagues and customers ‘ walk the talk! We must call for creativity at every level, show care, energy and passion. Be fresh and direct, and demonstrate a can-do attitude.
We acknowledge and respect local cultures. We do not impose one formula worldwide. We want to be a part of local communities wherever we operate. We believe loyalty has to be earned. For our customers, this will mean each of them can expect to be treated like an individual. Each of them will feel valued, understood and listened to, and their needs acted upon.
Our Brand:
A connection exists between every person regardless of the distance that separates. And each person is designed to seek out those connections, to stay in touch.
Grameenphone serves as that correlating string that connects thousands of people across the country, across the world. It makes the daunting physicality of distance and time trivial. And thus it bring people together, holding their dreams and hopes, joys and sorrows, helping them stay close.
This power to connect all, eliminating all differences, is the power of Grameenphone – the power to create magic for every common man, the magic of love, the magic of closeness.
Smile
The Grameenphone Smile prepaid connection now gives you more freedom, more opportunities and more reasons to smile!! Talk to all your Grameenphone friends at only Tk. 0.49/min in the special hour and only at Tk. 1.50/min at other peak and off- peakhours. You can also call other operator numbers at only Tk. 2.00/min. There is also the super off – peak hour which allows you to make GP-GP calls at Tk. 0.49/min, and other operators at Tk. 1.00/min.
SMS rates are BDT 0.50 per SMS to FnF numbers and BDT 1.00 to other GP-GP and other operator numbers
Xplore
Xplore is a postpaid connection and is available with Mobile to Mobile with BTCL connectivity. BTCL incoming is absolutely free in Xplore. ISD facility will be available if your security deposit is BDT 3000 or you have Bank Guarantee from UCB.
Shohoj
Grameenphone prepaid connection comes with this pre-activated package where you will be able to talk to any operator number at a low, flat rate of Tk 0.79.
Bandhu
This package with the highest number of F&Fs allows you to talk to your near and dear ones at the lowest rate. This package gives you the privilege of calling 7 FnF numbers at Tk 0.49/min. You can calls to all other numbers (Other than the seven FnFs) are BDT 0.99 per minute. SMS rates are BDT 0.50 per SMS to FnF numbers and BDT 1 to other GP-GP and other operator number
Aapon :
You can talk to over 31 million Grameenphone numbers at a very low rate of 49 Paisa per minute. It offers attractive rates at different times of the day to call GP numbers
Baadon :
Grameenphone has always strived to help the people to Stay Close by providing them with the products and services that match their needs. This time it has came forward with a special package named “Baadhon” which will be very suitable for the rural population
Mobile Services
2.9 Organizational Overview:
Grameenphone Ltd. is a joint venture of two different companies of two different countries. Grameenphone is the largest cellular phone operator in the industry in Bangladesh. The company holds the majority market share and largest subscriber base in the industry. The details of the company are discussed in the later parts
Organizational Structure:
The company has so far invested more than BDT 10,700 crore (USD 1.6 billion) to build the network infrastructure since its inception in 1997. It has invested over BDT 3,100 crore (USD 450 million) during the first three quarters of 2007 while BDT 2,100 crore (USD 310 million) was invested in 2006 alone. Grameenphone is also one the largest taxpayers in the country, having contributed nearly BDT 7000 crore in direct and indirect taxes to the Government Exchequer over the years. Of this amount, over BDT 2000 crore was paid in 2006 alone. Since its inception in March 1997, Grameenphone has built the largest cellular network in the country with over 10,000 base stations in more than 5700 locations. Presently, nearly 98 percent of the country’s population is within the coverage area of the Grameenphone network.
Grameenphone was also the first operator to introduce the pre-paid service in September 1999. It established the first 24-hour Call Center, introduced value-added services such as VMS, SMS, fax and data transmission services, international roaming service, WAP, SMS-based push-pull services, EDGE, personal ring back tone and many other products and Grameenphone network.
Grameenphone nearly doubled its subscriber base during the initial years while the
growth was much faster during the later years. It ended the inaugural year with 18,000 customers, 30,000 by the end of 1998, 60,000 in 1999, 193,000 in 2000, 471,000 in 2001, 775,000 in 2002, 1.16 million in 2003, 2.4 million in 2004, 5.5 million in 2005, 11.3 million in 2006, 16.5 million in 2007 and 20 million customers in 2008.
From the very beginning, Grameenphone placed emphasis on providing good after-sales services. In recent years, the focus has been to provide after-sales within a short distance from where the customers live. There are now more than 600 GP Service Desks across the country covering nearly all upazilas of 61 districts. In addition, there are 72 Grameenphone Centers in all the divisional cities and they remain open from 8am-7pm every day including all holidays.
GP has generated direct and indirect employment for a large number of people over the years. The company presently has more than 5,000 full and temporary employees. Another 100,000 people are directly dependent on Grameenphone for their livelihood, working for the Grameenphone dealers, retailers, scratch card outlets, suppliers, vendors, contractors and others.In addition, the Village Phone Program, also started in 1997, provides a good income-earning opportunity to more than 210,000 mostly women Village Phone operators living in rural areas.
The Village Phone initiative was given the “GSM in the Community” award at the global GSM Congress held in Cannes, France in February 2000. Grameenphone was also adjudged the Best Joint Venture Enterprise of the Year at the Bangladesh Business Awards in 2002..
Grameenphone considers its employees to be one of its most important assets. GP has an extensive employee benefit scheme in place including Gratuity, Provident Fund, Group Insurance, Family Health Insurance, Transportation Facility, Day Care Centre, Children’s Education Support, Higher Education Support for employees, in-house medical support and other initiatives.
Customer Satisfaction of GP:
The Customers are in the mainstream of sales oriented services. The success of such companies largely depends on the satisfaction of the customers .The buyers are happy if the product and/or the services meet their expectations. If their requirements do not meet the expectations the buyers become discontented, they are delighted when the performance fulfils their requirements.
Customers’ past buying experiences, the opinion of friends, associates, marketer, competitor information and promises lead to the expectations. Marketer must be careful to set the right level of expectations. If they set expectations too low, they may satisfy those who buy but fail to attract enough buyers. In contrast, if they raise expectations too high, buyers are likely to be disappointed. Dissatisfaction can arise either from a decrease in product and service quality or from an increase in customer expectations. In either case, it presents an opportunity for companies that can deliver superior customer value and satisfaction.
To-day most successful companies have taken the strategy of are raising expectations and delivering performance to match. Such companies track their customers’ expectations, perceived company performance, and customer satisfaction. Highly satisfied customers produce several benefits for the company. Satisfied customers are fewer prices sensitive remain customers for a longer period and talk favorably to others about the company and its products and services.
Now, we have a very good idea regarding the importance of customer satisfaction. So, it is also important for the company to know about the satisfaction level of the customers. When any problem is identified, it becomes easier to solve the problem.
The next part of this paper has focused on the “Customer Satisfaction Factors of
GrameenPhone”. It is done through a research survey to find out the customer satisfaction level of GrameenPhone.
Promotions of GP’s packages:
Customer Satisfaction Factors of GP:
GrameenPhone is a fast growing mobile company. In mobile telecommunication industry, there are direct and indirect factors that influence customer satisfaction. Here focus on the most important factors that influence customer satisfaction at GrameenPhone which relates with after sales services.
Airtime:
Air time is the core offering of GrameenPhone, So, quality of communication network availability, etc, are the most important customer satisfaction factors, quality of airtime depends on the ratio of subscribers and transmission base station. It the numbers of subscribers are increased without developing the network, quality of airtime goes down
After Sales Services:
After sales services is very important in the mobile telecommunication industry. GrameenPhone has extensive after sales customer care tools. Here focus on these step by step.
1. Helpline:
GrameenPhone is the first company that introduced 24hours helpline in Bangladesh. In this part of my paper I tried to focus on the existing operations of the helpline service of GrameenPhone which will enable us to understand the importance of the helpline service.
2. Interactive Voice Responses (IVR):
This newly introduced service by GrameenPhone. This is automated helpline service. A GrameenPhone subscriber needs to dial 121 to reach this service. After that she/he can get information regarding the bill, usage, credit policy, bank name that receives GP’s bill and so on by choosing different options. It is free of charge for the first minute, from the second minute the subscriber needs to pay tk.2 per minute.
3. Information Centers:
Most of the problems of the subscribers are solved by the helpline service. But there are some problems that can not be solved there. Subscriber need to come physically to deal with those problems. GrameenPhone Phone has many customer relation centers which provide services all over the country.
These Customer Relation Centers are situated in the prime divisional head quarters like Dhaka, Chittagone, Sylhet, Rajshahi and Khulna and GrameenPhoneSDs situated all most everywhere in Bangladesh. In these information centers the subscribers can come directly with their problems like billing, address change, SIM change, handset problems, etc. These after sales services are very crucial to keep subscribers satisfied regarding GrameenPhon.
Chapter: 3
3.1 Job Analysis:
Every management job is to have a stated purpose and a list of major responsibilities. These should be clearly described and agreed between the incumbent and the superior. The job is to be graded according to its nature and the level of responsibility it carries. Whenever any significant change in the nature of responsibility takes places, the Job Description and specification should be amended accordingly. In December every year the Job Description and job specification of all management position in the Company is to be reviewed and updated at the time when Action Plan meeting is held. In case the job content of any position is found to have changed significantly, a job analysis exercise is to be undertaken with the help of HR Department, Head Office. It is important that the incumbent is given full opportunity to participate freely in the preparation and periodic revision of the Job Description. His/Her perception and understanding of what is expected of him/her as the incumbent is most crucial for his/her success in the job. The Job Analysis and Job design is prepared before the recruitment is done. The contract signed before joining states the job description of the post the employee is joining. By setting the job description clarifies the tasks he needs to carry on and benefits both the company and the employee himself.
3.2 Human Resource Planning:
Grameenphone Ltd provides ample opportunities growth. Promotion is based both on seniorityand performance. The performance of each employee is reviewed every 6 months and the employee’s worth in the company depends on that. The employee’s designation in the first two years is completely time dependant. However, the employees at the same level can be paid more or less depending on his performance. After the initial two years, the growth of the employee in the company is mostly dependant on his performance. Grameenphone Ltd believes in performance rather than age. People with potential should be at the top rather than being stuck at the bottom because of the lack of seniority. Grameenphone Ltd thinks it is both fair and good for the company as a whole.Grameenphone Ltd arranges various training programs in job related subjects for the development of its employees. This is usually arranged when the employee is not involved in any active project. This helps to utilise the free time and also comes in the best interest of the company and the employee. Grameenphone Ltd also encourages its employees to appear invidious professional certification exams, which the company also pays for. The talent sourcing activities begin with effective human resource planning. This planning is aligned with the business need forecast, overall organizational growth matrix, structure and direction and is done in yearly basis.R& EB (The Resourcing & employee branding) department coordinates and evaluates people planning process that eventually approved by board considering the factors:-
•Potential/ expected workload and expertise requirements.
•Optimum and effective utilization of the HRM for the entire company, both current and future requirements.
•Possibilities for grater efficiency through reorganization and automation (use of tools &facilities) and making necessary adjustment.
•Employee turnover/employee mobility.
• New business initiatives and project s that require new competence and additionalresources.
•Government legislationHuman resources planning, budgeting and necessary approvals should be taken in the beginningof the year to ensure timely co-ordination and implementation.
3.3 Recruitment & Selection:
Recruitment:
The recruitment practice is done mainly on two standard procedure of recruitment. They usually carry out in-house recruitment and/or post online job ad posting. They usually recruit fresh graduates and allow them to grow in the company. Applications received are carefully filtered and usually call a handful of candidates for the post.
The Selection Process:
The selection process has two steps – firstly there is a written test. Candidates are tested basically on job related skills and their analytical ability along with some open ended questions relating to their psychological behavior. Selected candidates are called up for an interview within a week. The candidates must appear in front of an interview panel usually consisting of four members: from the HR department as overseen by the MD, Chairman, General Manager and AdminManagers. The candidates are tested for their basic knowledge about the subject matter, their interpersonal and communication skills, and their abilities to work in a team environment.Candidates after final selection are offered jobs along with the contract, which they need to sign before joining the job.
3.4 .Training & Development:
Training/Probationary Period:
Usually the first three months act as the probationary period for the fresh recruit. This also acts as the training period for the employee. In these 3 months, the employee is usually not allowed to work in any real life projects and based on the level of expertise they are induced to the real life projects. In these 3 months, the employee is tested indirectly and monitored and his/her caliber judged and hence the management takes the decision of where to place him.
3.5 Compensation:
A job is classified according to the skills and experience required for satisfactory performance in the job, the degree of problem-solving involved and the magnitude of the impact of a decision to be taken as an incumbent in the job. The classification is then linked to a salary grade through which a compensation package is made available to the incumbent of a job. Each job makes a contribution to the successful conduct of an activity, which in turn accrues certain benefit to the company. The compensation package, which is an expense incurred by the company, is linked to the benefit derived by the company from the job. Each grade has a minimum level of compensation and a maximum. The minimum is related to them market value of the job and is verified through the availability of suitable candidates who are prepared to join at that level of compensation. The maximum of the grade is the maximum cost the company is prepared to incur for the contribution received from the job
.1.The employee’s performance appraisal will be made as usual.
2. Based on the appraisal, performance Bonus will be payable as usual.
3. If the performance of the employee who has already reached the top of his grade is “Very Good” or above he will get only one increment for the year. The year in which the performance rating is below “Very Good” the employee will not get any increment. In this manner the employee will be able to go up to 4 steps in Basic Salary beyond his grade maximum and thereafter the basic salary will not increase any further. The allowances that are linked with basic salary will proportionately increase. The allowances that are not calculated as a percentage of the Basic Salary will be paid at the level of the grade maximum.
4. If an employee has not reached the top of his grade yet but his normal increment, according to his performance rating, will take him beyond his grade maximum, he will be able to reach only one increment beyond his grade maximum that year. From next year clause 3 will apply.
It is hoped that employees who get stuck at the top of their grades will seek advice and guidance from General Manager, Corporate Services about how to prepare themselves for higher grades.
Festival Bonus:
The company started payment of Festival Bonus to the Management Staff from the year 2000.There will be disbursement of an amount equal to one month’s Basic Salary of the employee on two designated festivals. Management Staffs those are in the employment of the Company for at least three months after their confirmation on the date of the festival will be eligible for the Festival Bonus. The major festivals recognized are the following:
1.Eid-ul-Fitr
2.Eid-ul-Azha
3.Durga Puja
4.Christmas
5.Buddha Purnima.
All employees of the Company, irrespective of their religion, will draw one Festival Bonus during the time of Eid-ul-Fitr.
The other Festival Bonus will be given to the Muslim employees during the time of Eid-ul-Azha. Employees other than Muslim will receive the other bonus according to their festival mentioned above.
Festival Bonus will be disbursed in cash and will be paid two weeks prior to the festival date.
3.6. Employee Relations:
The environment at Royal Homes Ltd is extremely friendly. This is very important for a property development firm because most of the work is done in teams. However, if some kind of conflict occurs among employees, the Line Manager usually solves the issue.
3.7. Performance Appraisal:
The performance of each employee is closely monitored by their immediate managers. If the broad objectives of the job are clearly understood by the Appraiser and the Appraisee and the Action Plan along with the criterion of assessment is clearly agreed between them, appraisal should be a relatively easy task. If both parties are realistic, pragmatic, fair and objective in their evaluation of performance, there should be very little variation in their scoring and completion of the Performance Appraisal Form. The Appraise has to dispassionately analyze his/her performance and fill in the form with an attitude of trust and fairness in the judgment of the superior. In rating the overall performance, the Action Plan achievements will have 50% weight age. The quality of performance in accomplishing the overall objectives of the job will have the other 50%weightage. The rating for overall performance will therefore have equal emphasis between specific tasks and the general objectives of the job. Management Staff Performance Appraisal Form will be provided in duplicate by the Appraiser to the Appraise. The Appraise will fill in the requisite places on the form and return one copy to the Appraiser. The Appraiser will first complete his part of the form and then fix a date for Appraisal Interview. The interview should be held in a relaxed and congenial atmosphere and the entries on the form should be gone through together item by item. There will no doubt be difference in perception of achievement and of performance on the job but the differences should be discussed in constructive manner so that any misunderstanding is removed and the gap in perception is narrowed down. The Appraiser will have the right to modify his remarks or to change his rating in the light of the Appraisal Interview but his original remarks and rating must remain legible. The Appraiser will then pass on the form to his superior who, if necessary, will revert back or else send the form to the General Manager, Corporate Services at Head Office for review by the Managing Director and consolidation. It is to be borne in mind by the Appraise that the ability to judge his/her own performance fairyland dispassionately, both with regard to the Action Plan as well as the overall performance, will be considered as a good managerial quality called objectivity.
He Appraiser, on the other hand, must make a realistic comparison between standards agreed and those achieved; and keep in view unanticipated constraints which could not have been overcome through other initiatives or innovative actions. Needless to emphasis that rating of overall performance is not an exercise in numbers. The external and internal environment in which the job was performed and the threats and opportunities that were encountered should be taken into account while determining the score. Above all, while judging the overall performance both parties must keep in view the performance during the whole year and guard against the fact that recent issues and events may unduly influence their judgment. The Appraisal Rating will determine the quantum of Performance Bonus the Appraise will get and the level of Annual Increment of basic salary that will be applicable at the time of salary review in the following July.
3.8. Employee Safety & health:
For employee safety and health the company gives medical Benefit for All Permanent Staff:
1. In case of hospitalization of the staff, spouse or any dependant child, in any recognized hospital or clinic, the Company will reimburse 50% of the hospitalization charges, which will include bed/cabin rent, doctor’s fees and laboratory tests & medicine required during the period of hospitalization. All other charges will be borne by the staff.
2. In case of surgery, the Company will reimburse 75% of the total operation charges comprising of surgeons fee, anesthetist’s fee & O.T. charges and cost of medicine related to the surgery.
3.Prior approval from the Head of the Business is necessary before hospitalization or surgery. The name of the patient and the name of the hospital/clinic need to be stated while taking the approval.
4.Department Heads will approve advance against surgery for staff on a case-to-case basis.
5.Expenses for Delivery under Caesarean Section will be reimbursed as per clause 2.Reimbursement of more than two children will not be allowed. These rules will be subject to modification from time to time at the discretion of the Company.
3..9. Employee Motivation:
Profit Sharing:
The most significant employee benefit offered by Grameenphone Ltd is Profit Sharing. The profitsharing takes place once a year: July. Only the senior employees who are around two or moreyears get 20% share of the profit earned. Out of this 20% profit, 75% is distributed in terms of seniority and designation and the rest 25% is distributed on performance in that period.
Performance Bonuses:
Performance bonuses are given on the basis of performance in a given year. This happens after the yearly appraisal. The reviewer (usually the immediate boss) notes down the performance of the employee on a given set of characteristics and sends it to the MD. The MD then takes thedecision on the performance bonus. However, all decisions regarding performance bonuses by theMD needs to be approved by the Board of Governors.
Reward:
This reward system does not have any fixed criteria. This is basically an additional reward system, which provides financial incentives to employees for extraordinary performance in any area of their job.
Services Benefits:
Soft Option has a number of service benefits which is typically not found in other companies. Among the benefits are flexible working hour: one can start their office on 8am in the morning and leave by 4pm.-provide transport or transport bills while attending a client meeting
-Provide lunch from the office which is prepared in the office.-have provision for the employees to participate in different training programmed as well fund any professional certification exam from IBM, Sun, Microsoft, Oracle, etc at company’s own cost.
Yearly Picnic/Tours:
Grameenphone Ltd bears the expense of one tour/picnic per year for each employee. The company covers all transport, hotel and food expenses. This usually refreshes the employees a lot and makes room for them to interact and know each other better.
Chapter – 4
4.1 The Job:
The job that is clarified is Officer (Research & Analysis).
KNOWLEDGE, SKILLS, AND ABILITIES REQUIREMENTS:
•Experience in market research tools and techniques
•Excellent command on English speaking and writing skills
•Excellent analytical and independent problem solving skills
•Excellent communication skill and interpersonal sensitivity
•Goal orientated, energetic, and team playing ability
•Highly adept in MS-office Applications.
4.2 Recruitment & Selection process of the job
To recruit a new officer (Research & Analysis).
the company follows the following steps:
4.2.1Finding out the vacant position:
This is done by the job analysis of that position. Moreover as business is growing and diversifying in different fields the company needs more (Research & Analysis). To handle the responsibilities of different fields. This has been identified through job analysis. At the moment the Company is having officers(Research & Analysis).Within next year they will need two officers (Research & Analysis). to handle the increased pressure of the project as well as from the customers.
4.2.2Attracting the field:
To attract the prospective candidates for the position company will advertise through the following sources: Online job advertisement in different job searching websites like bdjobs, prothomalo jobs, jobsa1, including and company’s own websites. Newspaper add in leading national and local daily newspapers like prothom alo/dailystar including sylheter dak etc.A notice will be hung in the company notice board in the company premises. Company will bear the cost to attract the candidates that’s why candidates don’t have to pay any thing for making an application.
4.2.3 Short listing:
Candidates are short listed by scrutinizing the application forms that are receivedfrom the different candidates. There will be some basic criteria’s to short list thecandidates. For instances: The candidate must be a marketing graduate and he must be computer literate and of course should match experience criteria. If any candidatedoes not fulfill any of the above criteria will not be short listed. Candidates who areshort listed must possess fulfill all three criteria. On the basis of best match 50% of the applied candidates will be short listed.
4.2.4 Selection test:
The short listed candidates will be called for a selection test. The test will contain 50marks. The selection test will divide into two parts. First part is for testing basic marketing concepts and knowledge (out of 40); while another one will evaluate candidates’ computer literacy (out of 10). For this test each candidate has to perform some tasks practically sitting using computer within a time frame. At a ratio5:3(attendees: passed) the top scorers will be asked for employment interview.
4.2.5Employment interview:
Candidates who score highest in the selection test will be selected and called for a formal interview. Each candidate will be given a similar kind of situation where they have to make decision and prove their ability to handle the situation. During that process the candidates will be tested for the following competencies:
1. Customers services
2. Team work
3. Flexibility
4. Achievement
5. Communication skill
4.2.6 Selection decision:
On the basis of the performance in written test and interview 5 candidates will be selected chronologically starting from the highest scorers. The company will have provision for another 3 candidates in case if any selected candidates do not accept offer.
4.2.7Job Offer:
Top two candidates will get our formal appointment letter by currier. In the appointment letter the basic terms of the employment, policies, compensation and their benefits will be briefly mentioned.
4.2.8 Evaluation & Employment Contract:
Those who will accept our job offer will be given the final contract letter after successful completion of their six months probationary period. Each employee will have a line manager to whom they will report. After six months every line manager will sit with higher management to do the formal evaluation of each candidate. Thenthe successful candidates will be given the permanent employment contract letter.After signing this letter the employee will become a full time permanent staff member of the organization.
Chapter – 5
5.1 Findings and Analysis:
1. Comprehensiveness of the HR Strategies and Policies:
From the study, we have found out that, the HR policies and strategies are comprehensive enough to manage the workforce of the company. The policies are well defined and widely explained to ensure an all encompassing HR management.
2. Access of the employees to HR Strategies and Policies:
The HR policies and strategies are disclosed to the full among the employees and management body for better understanding and practice. The employees have sufficient access to them in case of any need felt
3.HR Strategies and Policies in practice:
My working experience with Grameenphone Ltd. shows that, the HR manual of the company is practiced in full and without any bias and deviation. The policies are also helping the company to get a better managed working environment.
4.Acceptance among the employees
The employees of Grameenphone Ltd. are satisfied with the HR policy as they are fully disclosed and neutrally practiced. The policy’s comprehensiveness and implementation procedure are working as a moral support in this regard.
5.HR Strategies and Policies and human rights issues:
From our study, we have found out that, the HR policies and strategies are conforming the ILO standards for the employees. The policy also follows the rules and regulations of the Ministry of Labor and Human Resource of the Govt. of Bangladesh.
Chapter – 6
6.1 Recommendations:
•Introduction of an ‘Employee Welfare Association’:
In many cases, the need for an employee welfare association is felt. This association can take different constructive efforts for the welfare and benefits of the employees in an organized way. Despite continuous criticism for the ‘Labor Unions’ for their misleader activities, the need of this kind of association still remains indispensable.
•Creation of an ‘Employee Welfare Fund’:
An employee welfare fund can be created from the contribution of the employees and donations from the owners and outside sources. This fund would be very handful in time of any emergency of the workers. Such fund can be centrally managed for fair practice.
•Training and Development issue:
More intensive training program should be introduced to increase the employee performance to the optimum level. The HR policy could include certain provisions regarding to a reutilized and modern training.
•HR counseling cell:
An HR counseling cell can be established by the HRD to provide counseling and information to the employees regarding to HR issues. This will certainly increase the motivation and confidence level of the employees.
*Continuous modernization and revision:
Modernization and revision of the HR policies and strategies are indispensable for any organization as the world is getting more diversified day by day. The HRD of GRAMEENPHONE limited. should continuously monitor the changes happening around and adjust the policies to mach the changed scenario.
6.2 Conclusion:
Ensuring management or proper utilization of resources is prerequisite for achieving the organizational objectives because resources are limited and the proper exploitation of the available resources can help to achieve the top position. In the competitive situation resources are very much vital because that can provide competitive edge to the companies. The spontaneous participation of human resource is very essential for increasing the performance. The owner, authority, and stakeholders should remember that neglecting the human resources in the work place a sustainable development is not possible. They should not refute the significant roles of Human Resources rather they have to generate an idea among the human resources that they are important part of the organization by providing reasonable wages/salary, incentives, compensation, training and development program, as well as creating morale and maintaining a good relationship with them.
6.3 References:
Website
www.wikipedia.com
www.GrameenPhone.com
www.yahoo.com
www.ask.com
Annual Report, grameenphone Ltd
