HRM practices at Telenor
Hajra Aamir
Anum Sheraz
Sara Abbasi
Hira Rahat
Haniya Noor
Introduction
An international provider of high quality data,
content, voice and communication services
Has a service 12 markets across Europe and Asia
Among the largest mobile operators in the world
Workforce of approximately 32,000 and 150million
mobile subscriptions.
In Pakistan
Telenor has invested over US $2.3 billion in local economy
acquired its GSM license in 2004
2nd largest mobile operator
Various Services
Mobile Financial Service: It launched “Easy paisa” and
became the first telecom operator with 51% partnership of
Tameer Microfinance Bank to offer mobile financial services
across Pakistan.
Contribution to Pakistan’s economy: created over 2,800
direct and more than 25,000 indirect jobs and has a network of
more than 200,000 retailers, franchises and sales and services
centers.
It has contributed more than PKR 121 billion Pakistan’s
economy since it began its operations in 2005.
Internet services provider: It has become one of the largest
(GPRS) data networks in Pakistan
Corporate Responsibility: contributions to society through
social investments to the areas like health, education,
disability, volunteerism and emergency response.
“Khuddar Pakistan” is Telenor Pakistan’s corporate
responsibility program that aims to provide opportunities for
disabled people.
Career opportunities
Commercial
Customer Care Division
Human Capital
Technology
Financial Mobile Services
Finance
Corporate Affairs
Organizational Structure
CEO
Vice Presidents
Directors
Managers
Assistant Managers
Executives
Officers
RECRUITMENT
Recruitment
Why Work At Telenor:
Anyone who is tired of their old boring jobs should
apply for a job at Telenor
If you want to be a part of a bigger and better change
then you want to work at Telenor.
If your notion is to innovate, to influence and to drive
every life around the globe , come work at Telenor.
Sources
Newspapers
Employee referrals
Job centers
Private employment agencies
Online recruitment
Business magazines
Skill Set
Dedicated, energetic, driven and young team of
individuals aged 27 on average.
Skill Set:
Communication
Customer focus
Self development
Innovation and change
Team spirit
Process
Qualification
Bachelors/masters in many disciplines
Fresh graduates
Transparent process of recruitment at Telenor
Submission of CV (Telenor CV building tool)
CV tracking id (changes can be made)
Sifting of CVs online
Performance
Evaluation
Performance Evaluation Objectives
Measuring the Work performance (Performance
expectation and goals).
Achieving the professional goals by the employee.
Identifying the employee’s developmental needs.
Making sure that the employee is satisfied by the
working environment (Access to required Resources).
Employees Confidence level and Competencies.
Ongoing feedback (Most 360 Degree level feedback).
Appraisal System
Telenor’s Appraisal System consists of the following
three processes:
Goal Discussion
Annual Evaluation
Rewards
Performance Evaluation Methods
Goal Setting / Management by Objectives (MBO)
Multi rater Assessment or the 360 degree feedback
method
Work Standards
Appraisals according to essays
Checklists
Ranking Methods
Performance Evaluation Levels
Done at 3 Levels:
Departmental Level
MBO (Management by objectives)
Benchmarking
The Annual Employee Evaluation
Performance Evaluation Form
This form is known as the People’s performance
evaluation form (PPE).
It is to be filled by the supervisor or the line manager
in co-ordination with the respective employee.
Information / Data from this evaluation form is
supposed to be kept very confidential.
The information obtained from these forms is used by
the Human manager to take the final decision
according the employees performance in the given
year.
COMPENSATION
TELENOR
Aggressive Marketing Strategies
HR strategies aligned
Job Evaluation
Analysis
Set salary range
General Salary
Basic
Allowances
Salary
BASIC SALARY
ALLOWANCES/ PERKS
Laptops
Personal ownership after 3 years
Telenor ensures workers ease
Efficiency is achieved.
Power Distance
Cabins Vs Open Hall
Call Centers, Sales men don’t
get one
Leave Fare Assistance
Additional Pay for Annual Leave
Life Insurance
Care of Employees families
Death & other scenarios
Security
Long Service Rewards
Recognition of hard work and commitment
Shields
Pay
Motivation for the workers
Retained
Mobile Connection & Handset
Mobile and limited credit
Family and friends
Subscriptions
Concessions
Transportation
For females only
Heroes at Telenor
Employee contribution
Incentives Individual
Incentives
Special Management
Incentives Incentives
Organisational Group
Incentives Incentives
Individual Group Organisational
incentives Incentives incentives
Individual Incentives
Bonus Payments
Employee Performance
Extra-ordinary & Special
Commission
Sales & Production
Department
o Production
o Commission
Bonus Mobile Credit for a month
Cash Rewards/Prizes
Over Time pays
Number of extra hours more pay
Group Wide Incentives
Project rewards
Completion of assignments on deadline
Working together as a team
Formation of teams
Group rewards
Less than project rewards
Sales, Technical and Production department
Group Trips
Financed by Telenor
National & International Level
Group annual bonus
Special meals
Five/ Seven Star Hotels
Organizational Incentives
Bonus Payments
Cash Rewards
Equally Distributed
No management level
Special Incentives
Golden Hellos
Attract competitor’s employees
Cream
Who to attract?
analysis
Golden Handcuffs
Retaining Best Employees
Attracted by Competitors
Lump sum Payments/ Cash Payments
They don’t leave the organization
Locking Company’s Assets
Management Incentives
Strategic
Tactical
Operational
Improvement of Management Styles
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Training
Training at Telenor
Training is basically about improving the skills,
abilities and knowledge of the employees.
Telenor provides training by keeping in view the
objectives and goals to be achieved, history and rules
of the organization.
Kind of Training
Two types of trainings
1. In house training
2. Outsource training
In house training
System related training
Product related training
Technical training
Front end desk training
Operational wise training
Outsource training
Moral building
Attitude building
Executive training
Values building
Level of Training Need
Organizational level
Individual level
Operational level
Types of Training Need Analysis (TNA) at Telenor
Surveys
Gap Analysis
Observation
Job description
Performance review
Interviews
Training design model at Telenor
Certain terminologies such as :
Trainer
Learning style for the trainees
Training Environment
Strategies used for training
Support facilities
Constraints
The Conclusion Phase for the training
The major purposes of the evaluation of the training
session are
Research
Feedback
Innovation
Intervention
Control
Power
Training Evaluation Phases
Post-training test: Post-training test is conducted to
know about the effectiveness of the training provided
to the individuals.
Post training survey: A survey is carried out to know
about the improvement in the performance of the
trainees. On the basis of this test the organization
designs its future training sessions. And the kind of
improvements needed in the future trainings.
Recommendations
Should cut its costs.
Install more signal boosters for good network coverage
Should introduce a 3g system
Should introduce employee stock options to make employees
feel the sense of authority
Should place Telenor phone booths on several places to
facilitate customers who lose their phones
Should have more organic organizational structure because of
unstable environment
should do timely surveys to gather customer responses
Should introduce Telenor apps on Facebook
