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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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