Company Telenor

8/3/2019 Company Telenor

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Principal of Management

Department:

Software Engineering

Session:

2009-2013

Group Members:

Hira Waseem

Iram Abdullah

Zahra Kazi

Farah Fatimah

Momna NaeemBeena Bushra

Roha Zulqurnain

Submitted To:

Miss Nadia Jamil


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Table of Content

Serial Number Title Page Number

01 Introduction 03

02 Vision and Core Values 03-04

03 Policies 04

04 Mission 04

05 Goals 05

06 Objective 05

07 Strategies 05-06

08 SWOT Analysis 06-07

09 BCG Matrix 07-08

10 Corporate Social Responsibility 09

11 Organization Environment 10-1512 Organization Structure 15-18

13 Corporate Culture 18-19

14 HR Policies and Packages 20-23

Telenor PakistanWe have taken the telecom industry of Pakistan. In which five of all cellular companies

are already providing the product and services one of them is Telenor.

Introduction:

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Telenor Pakistan launched its operations in March 2005 as the single largest

direct European investment in Pakistan, setting precedence for further foreigninvestments in the telecom sector. The company has crossed many milestones and grown

in a number of directions, making Telenor Pakistan a leading telecom operator of the

country.

Telenor Pakistan, a wholly owned subsidiary of Telenor ASA. One of the leadingtelecom operators providing prepaid, postpaid and value-added services to seven million

customers, it is spread across the country with a network of 15 company-owned sales andservice centers, more than 200 franchisees and some 100,000 retail outlets selling

subscriptions and refills. Differentiated packages include TalkShawk, Telenor Persona and

Djuice.

Telenor the fastest growing mobile network in the country, with coveragereaching deep into many of the remotest areas of Pakistan. In the most difficult terrains of

the country, from the hilly northern areas to the sprawling deserts in the south, at times

Telenor is the only operator connecting the previously unconnected.Telenor believes:

What matters most is the right strategy, at the right time and precision in

execution.

Vision:

The vision of the Telenor is;

We're here to help

We exist to help our customers get the full benefit of communications services in theirdaily lives.

They say;

The key to achieving this vision is a mindset where every one of us works together:

Making it easy to buy and use our services. Delivering on our promises. Being respectfulof differences. Inspiring people to find new ways.

Core Values:

Telenor believe in four core values:

Make it Easy

We're practical. We don't complicate things. Everything we produce should be easy tounderstand and use. Because we never forget we're trying to make customers' lives easier.

Keep Promises

Everything we set out to do should work, or if it doesn't, we're here to help. We're about

delivery, not over promising, actions not words.

Be Inspiring

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We are creative. We strive to bring energy to the things we do. Everything we produceshould look good, modern and fresh. We are passionate about our business and customers.

Be Respectful

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 hasto be earned.

Policies:

Telenor has only one set of business conduct policies that apply globally. These universal

standards provide a framework for conducting business with safe and positive workingenvironment, encouraging environmental awareness, promoting sound business ethics

through out the organization. Environmental and health related effects of our services.

Telenor has only one set of business conduct policies that apply globally. The frameworkfor Telenor legal and ethical compliance program is build TWO policies:

Compliance Policy

It describes the goal that corporations aspire to in their efforts to ensure that

personnel are aware of and take steps to comply with relevant laws and

regulations.

Ethical Business Conduct guidelines

It applies to all aspects of business conduct and is relevant to the conduct of

individuals and business organizations as a whole.

Mission:

The Mission of Telenor Pakistan is

"We shall enable our customers to communicate and interact with ease, and always

perceive our services and customer handling to be of the highest quality. Our

customers, partners and employees shall view us as a trusted and honest company

that always delivers on its promises".

Goals: Telenor main goal is to create value for share holders through the serving of

customers, employees and partners and the general interest.

In a long perspective, a strong market and customer focus on well as strongcommitment to their employees and to society well provide the best platform

for creating incremental value.

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Value shall be created through profitable and robust growth. Such growth

shall be based on the development of solution that simplifies the use to

strengthen the usefulness of advanced communication technology. Telenorshall contribute to give customer greater freedom of choice and more options.

Telenors solution shell simplifies peoples workday, make business and

activities more efficient and increase power.

Objective:

Telenors more precise statement of goals. Telenor is committed to begin both an industry

leaders in the management and implementation of corporate social responsibility and tomake this and integral part of our business development.

The three primary objectives for Telenors social responsibility programs are

Telenors customers shall be confident that the group runs its operations in an

ethically responsible manner.

Investors expecting higher standards of social commitment shell prefer Telenor.

Telenors employees shall be proud of the way in which the group handles its

social responsibility.

External Strategy:

The main strategies based on the Telenors core values and on the basis of which Telenorwill be dynamic and innovative in the way it assumes its responsibilities and they also

responsible in innovation and the way they conduct their business. Reaching these above

objectives is a complex process demanding a broad approach through out the corporation.

Develop closerworking relationship between their R&D, Engineering and

Technical and Marketing Employees.

Design and develop product and services and processes that have minimal

impact and which meet the need of the market.

Develop internal awareness of our environmental policies, targets andprograms and build environment responsibilities in to all aspects of or

operations.

Work with suppliers and contractors to ensure they provide services that do

not transmit environmental problems to Telenor and our customers.

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Internal Strategy:

Telenor has developed its position as a mobile operate with substantial operations in 12

countries.

Telenor consider its mobile operations to be the most important channel forinternational growth.

Telenor continues to create synergies in its international mobile activities both

commercially and operationally.

Strategy formulation is offer referred to as strategic planning and is concerned with

developing corporations like Telenor mission, objectives, strategies and policies.

Strategic decision-making process concerned with find out the resources gap and updated

weaknesses. To make Telenor strength as entry barriers and build up strengths up to gain

opportunities and also consider weaknesses to fight against threats SWOT can be used totake a broader view of strategies.

SWOT Analysis:

Strengths:

International expansion

Strong position in satellite communication

One of the leading suppliers of satellite communication for many years Successfully defended its strong position

Telenor mobile (Leading provider for mobile services)

Strong customer relationship

Strong marketing strategies

Low price

Provide best quality

Global positioning

Easy load and crystal clear voice

Weaknesses:

Poor infrastructure in some cities of Pakistan

Limited base area

Few customer oriented features

Weak service

Technical problem in Pakistan

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Opportunities:

Continued profitable growth and development

Formal/ networking system

Lot of space of expansion

THREATS:

Number of competitors like (Mobilink, Insta, Paktel, U-Fone, Al- Warid)

BCG Matrix:

Boston Consulting Group is used to help corporations with analyzing their business unitsor product lines. This helps the company allocate resources and is used as an analytical

tool in brand marketing, product management, strategic management, and portfolio

analysis.Telenor divided its customers according to the market niche. They use to give its

packages to facilitate the people in every walk of life. Telenor sermonizes its

products/packages according to the following table:

Segmentation:

Market Segment Today Feature Year

Estimate

Existing Product Profitability

Youth/ Students 25% 27% Djuice, TalkShawk 29%

Women 10% 20% TalkShawk 21%

Financially

Constraint

40% 23% TalkShawk, Telenor

Azadi

20%

Corporate/ SME 25% 30% Postpaid Packages 30%

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The Financially constraint market segment/share is on the highest rate that is

40% but the output is totally opposite the profit from this market segment isonly 20% that show that market growth is very low so we put the packages of

financially constraint in the category ofCash Cows.

The Women market segment/share is 10% and the profits gain from this

segment is 21% that show that market growth is very low as well as the marketshare so packages of women we put in the category ofDogs.

The Corporate market segment/share is 25% and the profits gain from thissegment is 30% that show that market growth is high and market share is also

so we put these packages in the category ofStars.

The Youth market segment/share is 25% and the profits gain from this

segment is 29% that show that market growth is very high as well as themarket share so packages of youth we put in the category ofStars.

Corporate Social Responsibility:

Telenor Pakistan acts responsibly and respectfully towards the people and

authorities in different societies and aims to contribute to social and economic

development in the local market. This is the essence of Telenors commitment toCorporate Responsibility.

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Khuddar Pakistan is Telenor Pakistan's flagship corporate responsibility initiative. With

Khuddar Pakistan, Telenor want to make a difference in the lives of our fellow personswith disabilities by addressing the challenges they face.

They want to change the public mindset by creating awareness about their abilities. They

want to help develop technologies that will give them the opportunity to activelyparticipate in our society. Currently, Telenor is the only company in Pakistan to have a

formal disability advisor and a disability advisory panel. Telenor says:

Join us in our drive. You too can make a difference.

Corporate Volunteerism:

Telenor Pakistan believes that corporate volunteering has arrived as a major focus in the

way business and community form and view their relationships. It is an initiative in which

the corporation supports and encourages employees, partners, and/or franchise members

to volunteer their time to support local community organizations and causes.

Currently, Telenor is also operating a Zakat Fund through which employees can donate

part of their monthly salaries for the earthquake-affected children in SOS Shelters.

Whether Dua, Telecom Futures, apnaPCO, Naya Qadam, emergencies and others, thesupport and hard work of Telenor employees has helped position Telenor Pakistan as a

leader in corporate responsibility.

Environment Excellence Award 2008:

Telenor Pakistan received the Environment Excellence Award for 2008 at the 5th

Annual Environment Excellence Awards (AEEA) distribution ceremony which wasrecently held to honor the 36 most environment friendly companies of Pakistan. The

award has been instituted to recognize and promote organizations, which make an

outstanding contribution toward sustainable development. This is the first environmentaward ever won by a mobile operator.

Organizational Environment:

General Environment:

Political and Legal Forces:

Tax rates

Government Regulations

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Pakistan Telecommunication Authority

Tariff

Economic Forces:

Price fluctuation

Income difference by customers

Demand shifts for goods or services Consumption Pattern

Social Forces:

Ethical Concern

Average level of education

Attitude towards product quality

Attitude towards customer services

Social responsibility

Buying habit

Technological Forces:

Power cuts(Load Shedding)

Fiber and optics

Competitive Forces:

Low market share

Active competitor like u-fone

Task Environment:

Supplier:

Two vendor strategy Nokia and Siemens

In this regards two companies are providing or supplying Telenor with logistics and

support with regards to their infrastructure. These are namely:

Averox and

Planet Beyond.

Production:

Production here is referred to the different packages provided by the company.

Telenor clearly leads the industry in an overall scenario. It excels in providing most

innovative (mobile TV, EDGE/ GPRS, Auto location etc) and on the other hand,conventional packages (A1 package, Har second etc) to its customers. Following is the

list of the packages;

Telenor TalkShawk A1 package

Telenor TalkShawk Har Second

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Telenor TalkShawk 30 second

Telenor's TalkShawk Har Minute

Following are the Services Provided by Telenor;

Aik Paisa SMS

Basic Services

Bubble Message

Bollywood Downloads

Content Gifting & Download Service

Contact Backup

Cricket Companion

Careline

Content Download

Content Download IVR - 1704

Cell Info Display

Dynamic Sim Menu

d-calendar

Ezetop

Easyload

EDGE

GPRS / WAP Portal

Handset Settings

International SMS

Djuice Tool Box

IIFA Awards

International MMS

IVR Music Mantra

International Direct Dialing

Islamic Portal

Info Junction

Missed Call Alerts

MIG33

MMS

PicShare

Poll

Smart Share

SMS Timer

Smart Tunes

Song Dedication Service

Sports Portal

Telenor Web Self Service

Telenor Info Services

Telenor Mobile TV

Telenor Friends

Tele Kissan 700

Voice Mail

Web 2 SMS

7775 Akhbaar Service

Distributors:

Telenor can be purchased through any of the following means;

1. Sales and Service Centers

2. Franchise

3. Other Outlets

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4. Mobile Vans

Sales and Service Centers:

These outlets not only cater in providing the Sims or connections but also deal

with addressing all the queries and providing the additional services. For e.g. for the

activation of EDGE/ GPRS on the SIM, Sales and Service centers are the right place to go

to. These are responsible for all sorts of technical and non technical queries regarding the

SIM or the network. The staff at these centers is also a lot more knowledgeable than at a

franchise due to the complexity of certain inquiries. Due to this they are lesser in number

than franchises because a majority of the people are just interested in buying the Sims and

package activation. The rest, they manage themselves or place a phone inquiry. More over

these centers have to have a huge setup of telephone lines and sufficient customer service

representatives as well. This adds to the cost. So they are mainly present in major cities.

Another determinant of the ease of reach of these outlets is the density of

population and thus target market. For e.g. Karachi has a total of 5 SSCs, Lahore 3,

Islamabad 1 etc. other than these the presence is also there in Rawalpindi, Multan,

Hyderabad, Quetta, Faisalabad, Gujranwala, Jhelum and a few others to name.

Franchise:

Franchises are present in a number of cities in the country, where ever Telenor

promises to provide its network. They also provide the sim like the service and sales

centers and cater to general queries of the customers. However if somebody has a query

of technical nature, then it might go unanswered if the staff doesnt possess IT know how.

Other Outlets

Telenor has partnered with oil marketing companies such as PSO, Caltex and Total Parco

to make Telenor prepaid products & services available at the convenience stores located

at their filling stations.

In addition to these partnerships, Telenor is also operating Telenor branded shops housed

within large retail outlets which will also sell selected Telenor Products & Services.

Both these type of outlets offer the following products & services:

Telenor Prepaid connections

Scratch Cards

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Easy load

These are currently present in only major cities however like, Faisalabad, Islamabad,

Karachi, Lahore, Multan, Peshawar, Rawalpindi.

Mobile Vans:

Mobile vans have proved to be quite an effective tool not only from distribution and sales

point of view but from markeitng perspective aswell. Even people who are brand loyal of

competitors cannot ignore the presence of the compnay, so its coming up as a good tool

for promotion. Following products and services are available in mobile vans;

Telenor Prepaid connections

Scratch Cards

Easy load

Customer:

Customer is the main stakeholder for any for-profit organization. All the efforts are made

to essentially attract, cater, care and serve the customer. The customer perspective for

Telenor is as follows:

Price:

Price is one of the prime driving factors to attract the customer towards any product.

Given the tough competition in the telecom market scenario currently prevailing in

country the companies are extensively relying on their pricing to compete amongst thecompetitors.

Now shifting our focus to TalkShawk about how they have played with their pricing

strategy and pricing to gain market share and attract customers here are the main points:

TalkShawk is a prepaid connection service being offered by Telenor. It gained rapid

popularity amongst the people due to its low call rates offering and exciting. In fact it was

amongst the pioneer services to offer such a vast range of packages based on different

prices.

Quality:

Quality is imperative for any product to succeed. No matter how well it is marketed or

priced, if it lacks quality there are few chances of it to be successful in the long run.

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The signals are coming in almost all of the urban areas and they are still expanding in the

northern and rural areas for better coverage and signals. They also have an efficient

customer service.

Availability:

They have many outlets, sales and service centers and franchises from where the SIMs

can be purchased, apart from that many other stores and shops are authorized to sell the

SIMs and new connections, but due to the current strictness of PTA the selling of new

connections has been strictly checked upon. They also have mobile vans hat were initially

used to sell connections and answer queries.

Functionality:

The prepaid connection has a lot of features that add to the functionality of the

connection. It makes it something more useful rather than being just a connection that

enables the consumer to call and sms. It provides internet services, WAP Portal, MMS,

GPRS and downloading services. All these additional functionalities of the connection

make the cell phone like a handheld, which of course attracts the customers.

Relationship:

The success of a brand depends on how strong and deep relation it is able to develop with

the customers. The relationship is primarily based on two things, the service and the

partnership. TalkShawk has been active in developing a relationship with their customers.

Service:Service is the basic benefit they will derive from using the connection; it includes both the

customer service and the coverage and signals in the first place. If the customers are

happy and satisfied with the basic need met, they would become loyal and a positive

relation would develop. Their customer service and increasing coverage provides

evidence for their concern in giving their customers unmatched service.

Partnership:This includes involving the customers in the brand through different mediums; this could

be achieved through marketing campaigns, events, proactive feedback. What it does for

the brand is that it creates a positive image in the mind of the consumer. They select

models which are popular at that particular time so people would consider talk shawk a

brand that cares for what the people like. Apart from that the offers and deals and concerts

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and events that they arrange are also evident of their consciousness towards building a

relationship with their customers.

Organizational Structure:

The organic structure of Telenor Pakistan promotes cultural values that result in

integration and coordination.

Type of Structure: Vertical Differentiation

Six Building Blocks of Organization Structure:

A) Work Specialization:

Telenor Pakistan is based upon both specialist people and multi skill people. It variesdepartment to department. Both specialist and multi skill people required at Telenor

Pakistan but its important to note that if a specialist person has some extra skill he will

preferable given job at Telenor Pakistan.

B) Departmentalization:

Telenor Pakistan has several departments in its organization. Each department has its own

importance. The names of the departments at Telenor are as follows.

Human Resource Department

Customer Relation Department

Marketing Department

Finance Department

Information Technology Department etc.

C) Chain of command:

By chain of command we mean a continuous line of authority extending from top to

Bottom. Or in more simple words we can say that rights to give order to the subordinates.Telenor Pakistan has clear chain of command. Clear chain of command helps a lot in

getting good results for Telenor.

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D) Span of control:

The number of employees a manger can efficiently and effectively manager. There are

two types of span of control

Narrow Span of control

Wide Span Control

Again the span of control like the other things varies department to department. It is alsoworthwhile to note that the lower departments in Telenor have the wider the span of

control is and as it goes up to the higher management is starts getting shorter.

For example the human resource department and finance department have narrow span ofcontrol but the marketing and customer relation department have a wide span of control.

E) Centralization or Decentralization:

We can say that decentralization exists there (to some extent), as the subordinates are

encouraged to take part in the decision-making.

F) Formalization:

There is no formalization at Telenor Pakistan. High level managers and loweradministration work together as a team at Telenor Pakistan. Sometime high-level

managers start his work on his laptop just sitting on a casual chair.

G) Free Flow of information:

Until or unless it is not private information Telenor Pakistan has a very liberated and free

flow of information.

Hierarchical Levels

There are seven hierarchical levels as the size of the organization approaches 2500 to

3000 employees. Roles and responsibilities are clearly defined at the time of joining the

organization; employees are selected against defined criteria.Communication or motivation problems do not occur due to the open culture. Whenever

an employee has a new idea, he/she is encouraged to approach the management and share

it with them. Idea drop boxes are also placed at various locations where employees leave

their suggestions. The Communications Department works out if the ideas can be

implemented and then discusses them with the employees. There is also a formal platformat the group level known as SEED where innovation is encouraged and new ideas about

revenue concepts and cost efficiency can be discussed. Employees are then rewardedfinancially for their helpful contributions.

Integrating Mechanisms:

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Cross-functional teams are a major integrating mechanism. Further there are temporary

project teams. No ad-hoc committees have been formed to date. Team-building isenhanced by Away Days when members of different divisions and departments take some

days away from work to meet other geographically spread employees of Telenor.

Sometimes the whole department goes away from work for 2-3 days to have fun.

Employees get to know those with whom they have communicated before but not met inperson. Formal team evaluation does not exist. Employees on teams, for instance finance

teams, are rewarded individually.

Standardization and Mutual Adjustment

At Telenor Pakistan, the level of standardization and mutual adjustment varies across

functions. Generally strict obedience to rules is not required as long as results are notaffected. As long as individual responsibilities and deadlines are met, there are flexible

hours of work. Work is important instead of the number of hours worked. Employees can

select their work timings, which can even, be from afternoon to evening. Instead of beingbound by office hours, a sense of responsibility is inculcated in them to achieve self-

assigned goals. This brings a sense of comfort in working in such organizational structure.

Rules and procedures are present to control the behavior of employees and to facilitate

smooth working of the organization. A level of standardization is required to be

maintained in certain vital functions such as Budget Control. SOPs are documented in thecase of the financial control or HR related policies.

Genuine requests from external customers are taken into account by the

CRO (Customer Relationship Officer) at Service Centers. The CRO does all he/she can oris possible within authority to process the request or complaint. If the customers request

is beyond the authority of the CRO, then managers are there to aid the customer or

provide some sort of no monetary compensation to appease him.

Conflict Resolution:

When different departments work together in an organization, their interests may differ

due to functional and structural differences. Due to these variations, conflicts among

departments are inevitable. The issues are not taken to the top management and there is no

coordination post in the organization, which can facilitate the departments to increasecoordination with each other. Whenever a conflict arises among functions, the heads or

managers from those functions sit together and discuss the source of conflict. They try to

resolve all their differences amicably. There are always conflicts between the technicaland commercial divisions, which they mostly solve between themselves. If, however, a

major issue arises which they are unable to resolve themselves then it is taken to a level

higher. The management then discusses the reason for the conflict, addresses the concernsof both the parties and then arrives at a conclusion which is in the interest of all

departments.

Culture at Telenor:

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Organization Symbol:

Organization Slogan:

Telenor The Smart Call

Brand Ambassador:

Amna Haq

Sonia Jehan

Amanat Ali

Annie

Sources of Culture at Telenor Pakistan:

People:

Telenor Pakistan consists of energetic, youthful and dedicated employee aged 27 to 28 on

average. An appropriate match is required between the culture and employees atrecruitment and hiring. If People Excellence (Human Resource Department) feels that a

person will not be unable to adjust into the organizations environment, even if he/she is

performing functionally well, the person is rejected.

Primarily the culture comes from the top management. CEO of Telenor

Pakistan is humble and cooperative. There are four foreigners in the top management butthis does not create communication barriers. They are extra humble to others while

individuals of a local origin are extra sensitive to them so no one feels alienated. The

values of humbleness and free interaction in putting forth ideas lead to a harmoniousculture and efficient communication. The management is easily accessible to discuss

various issues. It is difficult to distinguish between them as the culture is so homogeneous

that it keeps every one at par with others (no formal protocol is given).

Organizational Ethics:

While making any decision, Telenor Pakistan has been ethically conscious.Telenor Pakistan will not resort to bribery or illegal offers to accept any decision;

values will not be compromised to get licensed. If the organization believes it is

not ethically right, it will never take that decision.

In most of advertisements they project themselves as the care taker of the valuesof Pakistani people, so they claim to cherish the core cultural norms and values ofthe Pakistani people. When the cartoon controversy arose, Telenor condemned

such actions mocking religious beliefs and portrayed this on their building.

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At Telenor, People Excellence reinforces the culture through the concept of a

LEGEND for individuals who have performed outstandingly. These become

role models for other people and their examples are quoted on various occasions(forum or ceremonies), so every employee is internally motivated to work harder.

The new recruits are given orientation sessions where they are made to

familiarize with the values and norms of the organization and how they cancontribute to the organization even better. They are also provided with a Joining

Bookthat comprises of the code of conduct and complete structure of policies and

values.

Physical Setup:

The environment is extremely robust and has a pattern to it. It truly strengthens theworking charisma of people at Telenor.

There are so many things to share, let me highlight few of them for you:

In Telenor there is open seating culture. The seats are not fixed! You can actually

be sitting on first floor one day and the top floor on the next, without having theslightest of difficulties.

As long as your laptop is connected, you are in office. Nonetheless, it is

considered good to work while sitting with your team, to eliminate communication

delays and allow ready access. The company facilitates its employees with a

wireless network that also works in the buildings surroundings.

You will find plenty of meeting/conference rooms on every floor.

The board rooms are nicely equipped with latest techgadgets, including audio and

video teleconferencing solutions and a self service tea/coffee-station.

Each floor has a shared printer room. One only needs to give a print command on

their laptops and then walk over to the printer room to collect their printouts (thatapplies for the CEO too).

There are no office/tea boys to serve you on your seats. Employees are encouraged

to fetch their own tea/coffee or water. By the way, these kitchens are available at

every floor too. Even the CEO makes his own coffee!

Everyone seemed friendly, cheerful, bright and most importantly focused on work.

The general atmosphere was one of corporation, with people helping each other

out, creating an air of exuberance that could actually be felt.

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The Casual dress code of Telenor appealed to me the most, as I personally believe

one can perform better in casuals rather than the stiff suit and tie.

They have this bright caf that has tasty food to offer, along with fresh juices, a

salad bar and a dessert station. This is self-service too.

Gym facilities are available for both males and females (separate timings)

throughout Telenor Pakistan offices. A recreation room is also available inbuildings.

A mosque is also available as a separate facility for both men and women.

Organizational Events:

Telenor us to conduct different events on corporate and retail level. The purpose of the

organization to promote its products and also give its employees a time to get relax. The

recent corporate events are

Corporate Events:

ITCN Karachi

Rafi peer world perforforming art festival

Telenor Sufi Festival Karachi

Shundur Festival 2009

Telenor golf event- Gjranwala

Pushtu cultural festival

Persona Events:

Persona Ball-Lahore Persona Golf tournament-Lahore

Persona Evening-Faislabad

Persona Musical Night Karachi

Retail Events:

Luky draw and Abrar

Sibbi Mela

Retailers convention

Mela Khuda Baksh-kherpur

Human Resource Management:

The HRM department of Telenor is responsible for optimization and rationalization of

resources. Its aim to ensure recruitment and retention of high quality professionals,providing opportunities to build their careers, evolving and implementing training and

development plans and undertaking assertive industrial and social policies.

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Telenor using sometime self managing team work in which a workers work together

when some times supervisor was not present. This process is held in NORWEGIANcountries.

Human Resource Development Policy:

The functions of HRD in Telenor is to developing the required skills in employees as byperceiving the future needs and demands of the company as well as the requirement of the

competitive environment. The policy of Telenor is to perform the following major

functions which are

Training and development (T&D)

Organization development

Career development

The new learning and performance wheel

Strategic management and HRD

The supervisors role in HRD Organizational structure of the HRD function

Human Resource Development Policy:

There are varieties of training types are available at Telenor which varies from need of the

employees as well as the company. Broadly speaking there are two main sources of

Training.

In house Training

Outsource Training

In House TrainingIn house training the company offers the training in its different zones by means of

seminars, conferences and workshops. In house training which are given on the job is

System related training

Product related training

Technical Training

Front End Desk Training

Operational wise training

These are the most common types of training which company gives to its employees.

Outsource Training

Telenor go for the outsourcing when the in house training is not available. The topic coverunder outsource training are those which are more general in nature so company by

evaluating cost and benefit go for outsourcing.

While go for outsourcing, Telenor is using the services of Novatious Institute which holdsa good name regarding the training. The common types of training are

Moral Building

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Attitude Building

Executives Training

Motivation Driver:

Empowerment:

The employees hired at Telenor are empowered enough that they can make decisions ofthe given projects or responsibility. If an employee is regularly able to contribute

thoughts, ideas and suggestions to problems at hand or regular work activities, that is a

feeling of accomplishment which goes a long way. It makes an employee feel as thoughhe or she is important and hence their motivation is elevated.

Compensation:

Telenor Pakistan offers employees with good salary and incentives packages in returns of

the performance the employees are providing. The employees are awarded with highquality income in relation with the high quality performance. The compensation and thebenefits are the motivating tools for some of the employees at Telenor that enhance the

efficiency and working ability of the employees.

Employee Motivation:

Under-performing managers are encouraged through coaching and counseling by their

respective directors or the director of People Excellence. The turnover is not high ascompared to that of the industry. There is no defined employee exchange program.

Employees performing exceptionally well are taken up to work in the Telenor Group.

Relocations are common in the organization: employees are transferred from People

Excellence to Finance or from Procurement to Customer Relations. Investment per

employee is placed at the higher end of the industry.

Motivation by Money:

Telenor Pakistan believes that money is one of the most important factors inMotivating there employees. They have a proper system to motivate there

Staff by money.

Categories:

They have made 3 categories.

Category A, Category B and Category C

The employ falling the category A will be given a bonus of 5000 plus his or her

salary

The employ falling in the category B will be a bonus of 3000 plus his or hersalary.

And In the category C 2000 plus salary.

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The method of selecting an employ that is which category he falls is set by Telenor

management. And for this purpose they have full time working monitoring teams.

Motivation Other than Money:

Arrangement of Motivational Seminars.

Appreciation for good Work Arrangement of Continuous Recreational Activities.

Annual Bonus

Medical Allowance

Overtime Bonus

Proper Vacations

Sick Days Leaveetc.

Diversity:

Telenor Pakistan is keen to promote diversity and has achieved good results in this area.

Telenor has developed requirements for diversity in both recruitment and ourmanagement development programs. There is an appropriate blend of less seasoned and

experienced employees. No quota has been assigned; the best-fit candidate (according to

the job requirements) is employed. At the office level or call centers, even fresh graduates

are apt but the director level requires a masters degree and preferably some workexperience.

Telenor Pakistan has a large proportion of females who are recruited for internalleadership development programs and executive positions on the basis of past

performance. The organization is working on Day Care Centers to help female employees

manage their responsibilities after settling down. Relocation issues are dealt cooperatively

when female individuals move out of the city after marriage and wish to continueworking. They are relocated and facilitated in the new city.

Conclusion:

Telenor Pakistan is a young and progressive organization, which has a multitude ofstrengths in its existing organizational design. There are still a few weaknesses, which can

affect the organization in the long run. Telenor Pakistan, which serve as a competitive

advantage for the company and many of them among them serve as a basis of its success

in Pakistan. Beginning with the strengths, there are no communication barriers.

Empowerment exists. Also these ideas can easily be communicated to their superiors.The span of control also suggests that not all powers rest with any particular individual.

Strong integration with in the organization has been a key success factor. All conflictsare managed by the concerning departments and if not they are taken one level above but

there have been no such cases which have been reported to the CEO.

Employees are evaluated on the basis of individual evaluation. This also increases themotivation level of the employees as they are not bound yet increases their level of

productivity as they are motivated. This results in effective evaluation. Similarly there is

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an effective hiring process. Only those people are hired which the HR department would

believe can easily blend into the culture of the organization. This ensures harmony withinthe whole culture effectively manages diversity.

All the point discussed above lead to a flexible culture which is most suitable for the

employees on the other hand ensuring all the targets is met.

However, Telenor Pakistan is faced with a few challenges. At this point of time there isno employee exchange program which creates a barrier in exchanging skills and

expertise with the parent company. Only the top level management comprises offoreigners and there are only few cases where the managers from Pakistan have been

taken abroad.

This can act as a double edged weapon as young employees are easy to mould and are

highly motivated on the other hand they might lack skills and expertise which are requiredto perform the task. In order to train them for performing their tasks efficiently, extra

resources have to be spent.

Moreover, the CEO being a foreigner would have difficulties in understanding thepsychology of domestic employees. Also his ability to comprehend the overall situation

of the domestic market would not be as strong compared to his competitors. Coming at

par with competitors would require utilization of extra resources.

Suggestions:

Dealing with challenges requires a coordinated effort so that the company is able to

sustain itself in the ever-changing competitive environment and continues to provide

superior value to the customers. The group recommends the following:

There should be an effective employee exchange program even at the level of

middle management so the organization can share the level of skill and expertise

at all levels with the parent company

Introduction of employees stock options would further enhance the motivationlevel because then the employees too would have a stake in the organization.

In their workforce there should be a quota for the disabled people. This iscurrently being practiced in the parent company. This would enhance the image of

the organization being socially responsible

In my opinion Telenor continue its struggle towards growth and expansion with

the help of meeting its social responsibilities and strategies and take further stepsto take suitable initiatives to meet its customer requirements and demands as well

as to retain their employees we can say that to keep its family happy.

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Documents

Company Telenor