The Strategic Human Resource Management program prepares senior line and HR executives to maximize their impact on the most vital resource of GrameenPhone—its human resources. Senior executives, in partnership with talented human resource (HR) executives, have an enormous influence on the success of the organization. Together, they can build one of the most critical sources of sustainable competitive advantage—an organization whose design, culture, and people are aligned with strategy and values.
This study examines the impact of strategy, core competence, and involvement of HR executives in strategic decision making on the organization managers’ evaluation of the effectiveness of HR and its performance. Survey (IVC-Internal Value Creation) results indicate that higher involvement of HR effectiveness, and that the relationship was strongest to the extent that GrameenPhone pursued a product innovation strategy and viewed skilled employees as their core competence.
IVC survey conducted in cooperation with Research International, and the questionnaires contain questions about the experiences regarding matters such as motivation, responsibility and influence, leadership, competence and opportunities for professional development and relating to pre-requisites of innovation and renewal, efficiency in work processes, routines and support systems and so forth.
GrameenPhone, the largest telecommunications service provider in the country, is playing a crucial role in increasing the country’s telephone penetration rate, which is still one of the lowest in the world with less than four telephones per 100 people. As of October 2005, more than 4.4 million users in Bangladesh now prefer GrameenPhone.
GrameenPhone has a dual purpose: to receive an economic return on its investments and to contribute to the economic development of Bangladesh where telecommunications can play a critical role.
GrameenPhone’s basic strategy is coverage of both rural and urban areas. GrameenPhone builds continuous coverage, cell after cell. While the intensity of coverage may vary from area to area depending on market conditions, the basic strategy of cell-to-cell coverage is applied throughout GrameenPhone’s network.
GrameenPhone’s Global System for Mobile or GSM technology is the most widely accepted digital system in the world, currently used by 1.5 billion people in some 150 countries. GSM brings the most advanced developments in cellular technology at a reasonable cost by spurring severe competition among manufacturers and driving down the cost of equipment. Thus, consumers get the best for the least.
The people who are making it happen at GrameenPhone – the employees – are young, dedicated and energetic. All of them are well-educated at home or abroad, with both sexes (genders) and minority groups in Bangladesh being well represented. They know in their hearts that GrameenPhone is more than just about phones. This sense of purpose gives them the dedication and the drive, producing – more than 8 and half years – the widest coverage and largest subscriber – base industry. GrameenPhone knows that the talents and energy of its employees are critical to its operation and treats them accordingly.
GrameenPhone believes in service, a service that leads to good business and good development. Telephony helps people work together, raising their productivity. This gain in productivity is development, which in turn enables them to afford a telephone service, generating a good business. Thus, development and business go together.
The most important part of preparing this report is business development throughout finding out the following objectives.
- To find out the strengths of the company.
- To identify the areas on which company needs to focus for improvement.
- To specify the way of improvement on identified areas.
The description stated in the introduction and objective of this report provides the seeds for delineating the scope of the proposed work. The scope of the study is expected to be limited to those described below.
- Collection, compilation and analysis of information relating to the specific objectives of the study.
- Preparation of Inception report incorporating detailed work plan and methodology of the study.
- Undertake processing and analysis of data and information collected.
- Prepare the draft final report incorporating analysis and recommendation.
- Transmittal of draft report for feedback and comments.
- Finalization of the draft in the light of the feedback.
- Transmittal of the final report.
This assignment has been prepared on the basis of information extracted from the results of IVC survey 2004 which has been conducted in cooperation with Research International, a reputed research institute from Sweden where near about 800 employees of GrameenPhone participated through online.
The data were analyzed and the report was prepared in a very short form but comprehensive. Descriptive approaches are mainly used in the expression for understanding of this report.
The assignment was conducted in a considerably short period of time. Extension of time was not any way possible as it was fixed earlier by the course coordinator. Some statistical data were not possible to incorporate due to confidential issues and code of conduct of the company, moreover, as the assignment was prepared in a limited time; various fields of this topic couldn’t be covered in a wider context.
OBSERVATIONS & ANALYSES
(Employees Survey 2004)
This survey contains a variety of questions, which ask for employee’s opinion about their job, and about GrameenPhone. The survey has been carried out on the basis of some Internal Value Creation Index. These are summarized as follows.
Index 01: Working Style – Way of Working
Consider making mistakes to be an opportunity for learning and improvement
Allowed to take risk within a certain limit
See change as an opportunity to evolve and improve
Participants are selected based on qualifications and competence for groups/projects
Those who succeed in GrameenPhone stand up for their views rather than make compromises.
Department/unit listens different points of view
Department/unit continually looks for new and better ways to simplify and improve our work.
Evaluate new ideas irrespective of who suggests them (employees, clients, competitors).
New ideas are strongly encouraged and supported
Index 02: Responsibility and Authority
Share responsibility when problems with work arise.
Have considerable freedom of action without consult with manager.
Have the authority to carry out responsibilities assigned.
Index 03: Influence and Participation
Can influence important decisions which affect work
Have access to all the information to do a good job.
Management within department/unit considers employees views before making important decisions
Index 04: Learning and Sharing of Information
Good at sharing knowledge and experiences with each other to complete tasks and meet challenges.
Uses continuous departmental feedback from external and internal customers to improve work processes/products/services.
Index 05: Competences – Professional and Personal Development
Competence in doing a good job.
Get to use skills and qualifications in job.
Have feelings towards development and growing through work
Awareness on satisfaction towards customers
Familiar with situation regarding competition and the market share
Familiar with customer’s perspective compared to competitors.
Familiar with company’s key products and services.
Awareness on company’s profit/efficiency.
Index 06: Goals of GP
Corporate executives communicate Telenor’s goals
Familiar with the overall goals.
See a clear connection between the overall goals of GrameenPhone and the goals of my department/unit.
Clearly defined goals for work
Follow up goals & results on a regular basis within the dept/unit
Index 07: Organizational Efficiency
Organized in a suitable way and everyone knows each job.
Way of working (i.e., organizing) contributes to efficiency in work.
Have sufficient working tools to do the job efficiently.
Index 08: Barriers of Efficiency
Controls of Details
Matters are not attended to on time
Guidelines are not clear
Decisions aren’t made quickly enough
Decisions are not implemented
Computer systems/support systems
Strategies/goals are not clear
People are protective of there are of responsibility
Poor work routines
People only think about themselves
Wrong organizational structure
Lack of feedback and support to carry out tasks
Don’t feel that any significant barriers exists to perform efficiently
Index 09: Efficient Decision Making
The Management at GrameePhone is very decisive.
Decisions are made efficiently within department/unit.
Once a decision is made department/unit is loyal to it and implements it according to plan.
Index 10: Cooperation
Rate cooperation within department/unit.
Rate cooperation within division.
Rate cooperation within one division with another.
Rate cooperation between GrameenPhone and the different business units in Telenor.
Index 11: Motivation
Frequency of satisfaction with the job.
Index 12: Personal Development (PD) Discussion
Receive constructive and valuable feedback regarding performance
Give managerial feedback on leadership
Follow up on the activities that we agreed upon in the previous discussion
Formulate concrete goals for the next year
Agreed on development needs and draw up an activity plan for the coming period
Index 13: Leadership – Confidence in Management
Towards Telenor’s Group Management
Towards Management of GrameenPhone
Towards Manager’s Manager
Towards Immediate Manager
Index 14: Leadership – Passion for Business (Immediate Manager)
Actively provide new insight into relevant market issues, regarding clients, competitors and other stakeholders groups.
Demonstrate in practice, what is required for GrameenPhone to succeed.
Creates enthusiasm and motivates us to make an extra effort.
Communicates clearly and comprehensively where company stays ahead.
Enables to quickly adapt to changing conditions
Decisive and acts quickly when required
Ensures that the decisions which are made are also implemented
Works actively in improving the way of work
Ensures that decisions and schedules are followed up
Works purposefully towards making the best in business
Index 15: Leadership – Empower People
Communicates in a clear and comprehensive way as per expectation
Gives constructive feedback
Gives credit for achievements
Coaches and supports in career development
Ensures that everyone participate in planning, execution and follow up of department/units activities.
Put business ethics and values on the agenda
Lives up to what manager (he/she) says
Is honest and predictable.
Index 16: Project Work
Project Managers monitor costs and time schedules throughout the course of the project.
Project Managers get the necessary resources
Good at transferring the experience gained from one project to others.
Evaluate completed projects in order to improve the way projects are conducted.
The project owner and the management group support and follow up the project.
The line organization is well prepared to implement the results to the project.
Index 17: Reputation
Proud to ethical & social involvement
Competent and professional company
Innovative and forward thinking company
Make a positive contribution to society
Is known for its high ethical standard
Is a good company to work for
Is good at getting to know clients requirements and quickly adjusting to meet them
Has a very competent management
Index 18: Employer Loyalty
Want to continue my current job
Trying to find another job within Telenor Corporation
Trying to find another job within own Unit/Division
Trying to find another job within GrameenPhone
Looking for another employer
GP’s goal is to be an attractive workplace which is innovative, customer-oriented and effective and where employees have the possibility to develop their professional and personal skills.
The results from the Value Creation survey gave a base from which actions can be implemented and changes can be made in order to reach GP’s goal.
The Managers who run the department will execute all the actions involving all employees within their unit/department. This results will cover the way of work, the method should be followed and the way to carry IVC process forward or continuous improvements at all level of the organization.
Employees must be a part of this process as it is important to get their perspective and give them the possibility to influence changes and development in the organization.
Strength of the Organization
3 key areas have been identified as the strengths of the organization after the survey. These are,
3. Learning and Sharing
Weakness of the Organization
4 areas have been identified on which company needs to focus for 2005. These are,
2. Leadership Development
3. Cooperation & Sharing Information
4. Influence & Participation
Reason for Problem:
Lack of recognition and reward
Absence of proper distribution of work
Unequal perception about job nature
Introduce performance based award
Widen the job rotation
Divisional training plan on personal and professional development based on need basis
Implement fair and transparent promotion and salary fixation policy and communication
2. Leadership Development
Reason for Problem:
Lack of empowerment
Lack of enhancement of skill
Clear direction by management and realistic target setting
Training of mid level managers on leadership, negotiation & core values
Proper planning to achieve strategic targets.
Cooperation & Sharing Information
Reason for Problem:
Lack of communication
Lack of openness & trust
Lack of respect towards colleagues
Lack of clear understanding of cross functional activities
Fairness in decision making
Improve respect towards colleagues
Knowledge sharing through decision making
Improve interpersonal relationship
Influence & Participation
Reason for Problem:
Lack of willingness
Lack of information flow
Lack of encouragement for participation
Involvement of team members in decision making
Process Development of information flow
Building environment for participation
GrameenPhone believes that employees are the most important assets of the organization. Transparency of their goal and performance measurement plays an important role in achieving target of the organization. GrameenPhone has implemented TLDP (Telenor Leadership Development Process) and IVC (Internal Value Creation) each year developed by Telenor to maintain this asset to reach its goal. By comparing the result of the annual IVC survey with TLDP, a basis is achieved for the implementation of improvement measures with respect to employees in general and managers in particular.
GP also believes in transparency and accountability to society as a whole through establishment of efficient and effective corporate governance. This will be a continuous process and will be always developed to further strengthen GP’s corporate governance functions in the years to come.
- GrameenPhone’s Annual Report
- GP’s News Letter
- GrameenPhone’s web page: www.grameenphone.com
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