Telenor

Introduction:

Telenor, the second largest telecom company in Pakistan is a Pakistani GSM

cellular service provider and is a subsidiary of Telenor, Norway. It has a subscriber
base of 19.98 million as of March 2010.Telenor Pakistan is owned by Telenor
ASA and adds on to its operations in Asia together with Thailand, Malaysia and
Bangladesh. Telenor ASA is an international provider of high quality
telecommunications, data and media communication services. It ranks as worlds 7 th
largest mobile operator with total of 164million subscribers in its mobile
operations.

Telenor Pakistan launched its operations in March 2005 as the single largest direct
European investment in Pakistan; setting precedence for further foreign
investments 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 is the fastest growing mobile network in the
country, with coverage reaching 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 is keeping ahead by investing heavily in
infrastructure expansion. With USD 2billion already invested, Telenor have
extended agreements with vendors for network expansion and services until 2009.
The agreements, with a potential to result in USD 750 million worth of orders from
Telenor Pakistan, are some of the biggest of their kind in the industry .Telenor is
spreading across Pakistan, creating 2,500 direct and 25,000-plusindirect
employment opportunities. Telenor is a network of 23 company-owned sales and
service centers, more than 200 franchisees and some 100,000 retail outlets.

Brief Introduction of Company

Telenor Pakistan launched its operations in March 2005 as the

s i n g l e l a r g e s t d i r e c t European investment in Pakistan, setting
precedence for further foreign investments in the telecom sector. The
company has covered several milestones over the past twenty eight
months and grown in a number of directions, we have grown to
become a leading telecom operator in the country. In fiscal year 2006, we
achieved nearly 200% growth in our subscriber base – the highest in the industry
by a wide margin .We are the fastest growing mobile network in the country, with
coverage reaching 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 we are the only operator
connecting the previously un connected. W e a r e k e e p i n g a h e a d b y
investing heavily in infrastructure expansion. With
U S D 1 billion already invested, we have extended agreements with our
vendors for network expansion and services until 2009. The agreements, with a
potential to result in USD750million worth of orders from Telenor
Pakistan, are some of the biggest of their kind in the industry. We  are
spread  across  Pakistan,  creating  2,500  direct  and  25,000-plus  indirect
employment opportunities.  We have a network of 23 company-owned
sales and service centers, more than 200 franchisees and some 100,000 retail
outlets.

Our vision is simple:

“We're here to help”

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

their daily lives. 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 respectful of differences, inspiring people to find new ways.

 Mission Statement

“Our aim is to be the trusted mobile service provider for the Pakistani
customer”

Telenor Pakistan today is the fastest growing network in the country with a rich
portfolio of products and services. We have edge of introducing products which are
industry firs t and provided consumers with more and more convenient options of
communication. Our brand is truly customer centric. We believe in understanding
our customer’s needs which have changed and are changing constantly therefore
continuously driving us to innovate in terms of our products and services.

 Goals
The goals of Telenor are to become Pakistan’s number one mobile service
company and to generate maximum revenue. To reach these goals Telenor has four
core values which are as follows;

Make it Easy:
We're practical. We don't complicate things. Everything we produce should be
easy to understand 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
We are creative. We strive to bring energy to the things we do .Everything we
produce should 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 has to be earned.

SWOT Analysis:

. Strengths

Telenor has creative and innovative advertisements.

Telenor bills per second so the lesser you talk the lesser you are charged.
E.g. if you talk for 10sec then you will be billed for 10sec not for a min which
usually happens.

 Weaknesses

The weakness of our company is that we have not been able to grasp the business
class of Pakistan due to which we are at second place and mobilink is at the first
place.
Telenor is also at second position because we failed to attract customers for
our postpaid connection which is "Persona".

Opportunities

Telenor was the first one to start easy load in the industry.

Telenor has introduced a new offer in which you message at the number 50004,by
doing so all your data is safe meaning if you lost your cell they can retrieve all
your information.

Telenor is also providing a facility which is Auto Location.

 Threats

Telenor faces a lot of companies as a threat like Mobilink, Ufone, and Warid
andZong. Mobilink and Ufone are very well established in the telecom industry.
On the other hand, as Warid and Zong are developing companies in this industry
that's why we have a threat from them.

Business strategy.

Telenor crystallizes their customer focus as the cornerstone of everything they do.
Their
values describe what behaviors are necessary to realize that vision. Their corporate
responsibility mindset ensures that their vision and values nurture social concern
and help
them create shared value.Telenor Pakistan considers good business strategy to be
an essential tool for achieving our vision, value creation and strategic goals, and
for maintaining a healthy corporate culture.

Furthermore, good corporate governance is imperative for credibility and for

access to capital.Telenor Pakistan’s activities should serve to illustrate that
business success in demanding
markets can be achieved without compromising ethical principles or international
norms.
Their Codes of Conduct have been adopted by the Telenor Board and are a key
management
tool for influencing all their activities.
Telenor’s vision in Pakistan is simple: “We're here to help”
They say that they exist to help their customers to get the full benefit of
communications
services in their daily lives.
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 their promises.
Being respectful of
differences. Inspiring people to find new ways (www.telenor.com.pk, 2008).
  All the operation to take place and providing the best quality to its subscribers
would not have possible without competent and committed employees.
Telenor is offering exciting and challenging jobs with competitive pay,
excellent benefits and exceptional advancement opportunities. They
consider their employees as the assets of the company, and are
providing them with relaxed and enriching work
environment.T h e y   a r e   n o t   h i r i n g   c o m p e t e n t   w o r k f o r c e   b u t  
t h e y   a r e   a l s o   d e v e l o p i n g   t h e employees through training and further
educational programs, which ensure a high professional standard amongst
their employees. Telenor believes that a talented and loyal workforce
plays a crucial role in the organization’s ongoing business success. And
Telenor ensures the candidates that by being inducted in Telenor they will become
an enthusiastic and valuable member of TELENOR FAMILY.
Components of a HRM System TELENOR PAKISTAN RECRUITMENT
Recruitment is the one of the Human Resource Functions, which is having a
perspective of marketing in its operations.

TELENOR PAKISTAN HUMAN RESOURES

 
“Telenor is Great Place to work for” 
.
For Telenor, their Human Resource is a Brand. To advertise the equity of their
brand, they adopt number of ways according to the Hiring. Telenor HR makes a
use of several Marketing strategies to attract the potential group of candidates.

Recruitment:
“The process of seeking and attracting a pool of qualified applicants from which,
candidates for job vacancies can b selected”.

Recruitment policy 
 
The recruitment policy of TELENOR PAKISTAN IS 

Experience:
HR needs the experience of 3 TO 5 years for managerial positions. They also hired
fresh graduates for their customer service department.

IQ test/Written test:

If they got the experience of 5 years then there is no IQ test or written test.

EEO:
TELENOR PAKISTAN follows EEO. They maintain a policy of non
discrimination towards all employees and applicants for employment.
TELENOR PAKISTAN have no discrimination in sectioning whether candidates
are women, minority or disable. They only focus on skills, experience and
qualification.

CV Submission:
Interested applicants should submit their CV to their official site.

Assessment:
The selection criteria may involve different steps with respect to the position you
are applying for. There can be one to one interview with concerned Division head,
Recruitment Manager and/ or a panel interview, or there can be series of
interviews. Special process of a preliminary test might be carried out,

 
depending upon nature of the job.
Keeping details on file:
If there is no specific job in the area of an individual's application, or an applied for
position has already been filled, they will hold all details in there Careers database
for up to one year, with the consent of the applicant. Within this period, should any
vacancy arise to which they feel the applicant would be suited, he/she will
automatically be considered.
Record Verification:
All the information provided is checked and verified by the related area sand any
false or fake information provided can lead to the strict disciplinary action.

Recruitment procedures:
 Within the organization –
 Internal Recruitment Outside the organization –
 External Recruitment

 INTERNAL RECRUITMENT
Telenor Recruitment Manager Faraz Shahid said,” it’s not the policy of the
Telenor that they are bound to hire employees from within the organization
according to the rules, but we call it as our Preference”.
They prefer the employee to be recruited from within the company, otherwise they
opt the alternative method for hiring. Internal recruitment is based of hiring people
from within the organization for the position to be vacant.

Telenor Portals
The portal mentions the vacancy for the position, in order to alert those employees
who fulfill the criteria for the particular job duties. With the help of portals, in
which Vacancy is displayed, it becomes easy for the employees to evaluate
their specifications for the higher posts.

Flyers and Broachers

Reinforcing the equity of brand is done for the existing employees, in order to
make them connected towards the company.
Flyers and broachers are being printed in a colorful manner about the allowances
they are getting from Telenor, it includes health care programs, medical
allowances, mobile connection financing and others. All these activities are done
for the existing employees to make attracted towards the organization.
Telenor Pakistan’s CEO Tore Johnson said, "We are succeeding because of the faith the Telenor
Pakistan team members have put in one another and the strong sense of purpose they
continue to display. We genuinely believe that mobile telephony is the best way of
breaking socio-economic barriers, and trickling down wealth and information to
the bottom of the pyramid. It helps businesses, communities, and the country.
 EXTERNAL RECRUITMENT
Telenor is providing opportunities to their target market i.e. candidates to benefit
Telenor with their capabilities and skills. There is recruitment process of Telenor,
through which they hire their employees. But before recruitment process, there is a
lot more. Attracting competent employees towards Telenor is one of the key
objectives. Advertising the equity of brand for the external block of candidates
requires various steps to market their Human Resource.

Job Advertisements
Telenor offers employment opportunities for those who are seeking great place to
work. Telenor make their target market of candidates to be attentive, by providing
job advertisements through print media. This is the first method Telenor select to
create an opportunistic market. The company’s Advertisements get printed in
two English newspapers, Dawn and The News and in one Urdu newspaper, Jang.
These job ads provide opening alert for the vacancy at the Telenor. The ads always
includes requires Job specification and Job description for the candidates, so that
they can recognize there required person of field.

Job Fairs
Telenor participates in job fairs very actively in order to advertise the HR brand.
Participation is not restricted to professional Job fairs, which are conducted for the
Pakistan’s candidates at large, but also in the university’s job fares conducted at
their own schedules.

Rozee Job Fair

Telenor participates in Rozee Job Fair very actively. Recently Telenor participated
at Rozee Job fair conducted in Lahore on March 2 at Pearl Continental hotel, then
Islamabad on March 9 at the Convention Center, and Karachi on March30 at the
Expo Center.
Telenor Pakistan’s VP Human Capital Division, Nayab Baig said,
Telenor Pakistan, in particular, aims to engage and develop young talent in order to
drive the fastest growing network in one of the fastest growing mobile markets in
the world. The ROZEE.PK Job Fair provides us a platform to connect with the
brightest and the most talented in the lot.” 
Telenor Pakistan is aware of its young Pakistani talent, so special arrangements
were made to welcome young jobseekers at the stall during the Job Fair. Telenor 
 
Pakistan management welcomed jobseekers at the company’s stall and updated
jobseekers about its upcoming career opportunities, exciting working environment
and culture, competitive salary packages, and attractive benefits. Interested
candidates used Wi-Fi –connected terminals at the stall to apply for jobs at Telenor
Pakistan. Visitors at the Telenor stall also rewarded with free SIM vouchers
through lucky draws .Telenor active participation through the stall got media
coverage through 8 TV channels as well as event coverage on 2 radio stations.
These activities are undertaken mostly for influencing jobseekers through
stimulating and beneficial working procedures at Telenor. They do not hire a large
sum of candidates from the fairs but a little percentage is hired because their main
objective in participating at job fair is to update employees about their HR brand
and make them fascinated.

University Job Fairs

Telenor Pakistan welcomes the fresh graduates with immensely unique and new
talent. Innovation and distinctiveness is created mostly by the newly graduated
jobseekers. Telenor energetically participate in University’s Fairs as
well. Telenor Stall at university job fairs, provides and opportunity for the students
to interact with the HR personnel. The stall is made attractive for the students
in order to grab their attention. Standees, umbrellas, flyers, broachers and banners
are displayed. Students may provide their Resume/ CVs to the recruitment team
present there or students can also fill up the given form for applying at Telenor.
Spontaneous interviews are also been taken from the students to analyze their
confidence for their competencies. Telenor advertise the HR brand into
the graduates by explaining the Recruitment processes, employee’s career
opportunities, workplace environment and training programs.

Welcome Advertisements
Telenor Pakistan’s VP Human Capital Division, Nayab Baig said, “The mobile
industry has a significant role to play in improving Pakistan’s competitiveness in
the international market, not just by improving technology readiness but also
through human resource development.” 
Telenor is keen about its employees, as their employees are one of their sources to
create competitive edge in the market. Employees join Telenor in Every quarter
of the year, names of those employees who have passed the time duration of one
quarter in Telenor are being printed in the newspaper in respect to provide them a
Welcome in a company. This increases the  motivational level of employees to be
given importance and having name in newspaper. Moreover it’s an appealing
factor for the other jobseekers as well. Employment opportunities increase by each
step taken by the Telenor.

Online Recruitment
E-recruitment is based on online application system, it can be retrieved by using
the Career tab in Telenor Pakistan website. An online application system requires
the jobseekers to create their profile in which they are required to mention different
fields regarding professional and personal details. Uploading of CV/resume is
also one of the options for the seekers. . A notification concerning profile setup of
the candidate is done by sending e-mail to the person created profile. They can
apply for the display deviancies once they have created their profiles with logins
.The recruitment manager then evaluates these profiles of candidates who have
applied for the particular vacancies in order to call the relevant employees suitable
for the job. The evaluation of the employees is based on fair and on merit basis .All
aspects of employment with Telenor are administered by merit, competence,
suitability and qualifications, and will not be influenced in any manner by gender,
age, race, color, religion, national origin or disability. There are no influences by
he higher authorities on the recruiter to induct particular candidate. If a candidate
fails to impress the recruiter with his/her knowledge, skills and abilities that are
required for the certain job, then no top managers can influence the decision of
recruiter. It is a fair evaluation, which is making Telenor to create a competitive
edge.

University Visits
Telenor Recruitment Team visits different universities, in order to aware students
about the induction process and explaining the importance of the Telenor as start
of career .

Outsourcing:

They have outsourced their most of the recruitment functions, the lower level or
operatives are completely selected by consultancies. They often use
 
THE RESOURCE GROUP (TRG)
 
for head hunting and to beat there competitors.
Selection:

“The linking of selection activities to the organization strategic business

objectives”

Selection policy:
The selection policy of TELENOR PAKISTAN is:
EEO:
TELENOR PAKISTAN have policy that outdoor marketing job they only hire
male not female. Because they cannot do market field work, they only hire
female for indoor jobs .For first line managers and operative’s job they prefer fresh
blood age restriction is up to 26.According to the HR Senior Ex they want youth in
these post because they are more energetic.

Quality of people:
TELENOR PAKISTAN have policy for quality of people for the middle and first
line managers they must be highly qualified and must be from graduated or post
graduated from HEC recognized Universities. For job qualification, skills and
experience very much count.
Selection technique:

TELENOR PAKISAN doesn’t conduct the test for the top managers middle
managers post candidates with the experience more the 5 years. According to them
its insult for the candidate to have test for the job. They use to have interviews for
them.
Management role:
The Interviews are conducted by line manager and floor managers and HR
manager. The final authority to select the candidates is owned by the GM of the
particular department.

Legal issues:
They provide health and safety to their employees in the kind of any emergency.

Steps in selection procedure:

Steps in selection process for middle manager:

STEP1: Recruitment process

STEP 2: Collecting CV’s
STEP 3: Short listing of applicants as per job description
STEP 4: First interview on telephone
STEP 5: Short listing of applicants in first interview
STEP 6: Second interview with supervisor 
STEP 7: Final interview with the head of HR department
STEP 8: Formal offer made to the selected candidates
STEP 9: Reference check
STEP 10: Orientation 
STEP 11: Candidate handed over to immediate supervisor 

Steps in selection process for top managers:

STEP 1: Recruitment process

STEP 2: Collecting CV’s
STEP 3: Short listing of candidates as per job description
STEP 4: First interview on telephone by supervisor 
STEP 5: Second interview with the head of HR department
STEP 6: Final interview by CEO
STEP 7: Formal offer made to selected candidates
STEP 8: Reference check 
STEP 9: Orientation

Compensatory or successive hurdle approach:

They are using successive hurdle approach for selection because it’s very easy and
one way method. The reason to not to use the compensatory approach is that it
takes so much time of organization and the candidates. Candidates have no extra
time to come again and again for every step but in successive hurdle approach
there is the need of short listed and required candidates.

Orientation at TELENOR :

Preparation for First Day

Send new hire a letter with needed paperwork. Include Organizational chart, dress
code, employee handbook, benefits, pay explanation, glossary of company
acronyms, etc. OR lead them to website where all these resources are located.- Call
new employee to confirm start date, time, location- Prepare new employee’s work
area, including phone, computer, email, and any other access that may be
necessary to make the productive from the start- Meet with current team members
about the new employee’s role and responsibilities, talk about who will do what to
welcome the new employee.
Create lunch plans for the new employee’s first few days- Send an email, post an
announcement about the new employee’s arrival- Make sure the employee is
scheduled to have time with HR for any benefits, paperwork questions- Order
business cards, office name plate, etc.- Make any arrangements for necessary on-
the-job training or support, including software training or program manuals

First Day
- Personally welcome the new employee- Review the orientation plan for the day,
and the week, include any paperwork or exercises they may have completed prior
to arriving.- Introduce new employee to higher-level executives where possible.
Allow executives to impart a company message.- Explain the levels of supervision
within the department- Provide information needed for a successful introduction.
Include o Company history Mission & Vision statements Disciplinary procedures
Complaint, discrimination and grievance procedures Proprietary information
agreement Ethics statement, including solicitation and conflict of interest policies
Security information Company Newsletter, brochures, marketing materials. 
- Should also include Time sheet/card information Payroll procedures Normal
work hours, break policies Insurance program Pension plan Educational assistance
Credit union Stock purchase Savings bond plan Performance Evaluation so
Promotion so Transfers Vacation Holidays Attendance policy regarding
absences/tardiness Jury duty Leaves of absence- Maternity leave/FMLA leave-
Complete introductions to team members and “buddy.” Be sure to include the job
each person does and how it relates to the new employee’s job- Show the new
employee their new work area, review all components of phone, internet, email

 
- Give a tour, including restrooms, break room, emergency exits, conference
rooms, etc.- Escort the employee to get any parking passes, security badge, keys,
company credit cards ,other necessary equipment- Make sure the employee has
time to learn about benefits that are available to them- Review any specific
workplace security measures that are in place, as well as severe weather plans that
are in place.- Introduce the employee to additional staff members and departments
where appropriate.- Describe any regular meetings- Demonstrate where company
resources are and how they can access useful information such as staff directories,
etc.- Review office organization, where to find files, supplies, etc.- Provide a
list and brief explanation of all current department projects- Give the initial work
assignment (make sure its meaningful, not just busy work), provide any needed
support up to and including step-by-step instruction- Take the new employee
to lunch- Determine how supervisor is to reach employee during non-working
hours if necessary- Meet with new employee at end of day to find out how the day
went and answer any questions, review the importance of the position and
its accountability within the organization.
Second Day
 Review the online org charts, 
 Define the department’s function and interrelationships with other
departments. Review protocols and reporting structures-
 Review job description and performance standards:
 expected outcomes,
 success metrics
 probationary period, etc
 Impart the company’s customer service philosophies-
 Review work schedule
 lunch breaks
 timekeeping systems as appropriate-
 Describe who and how to notify of sick or vacation leave-
 Discuss overtime needs and how assignments are given-
 Review appearance and professionalism.
 – mention online interactive exercises that demonstrate dress code,
 reiterate what is too casual
 . Review workspace neatness
 decorating limits-
 Review communications policy
 including personal phone calls,
 Appropriate email content ,use of pagers, etc.
 Review policy on visitors and personal conduct-
 Review policy on after-hours and weekend access-
 Review procedures for security, privacy & handling of confidential
information-
 Review potential safety issues they may encounter.
 Review Ethical guidelines concerning meals, gifts, travel, and entertainment
as necessary.

First Week 
- Begin the performance planning process
 Review the employee’s work area to make sure they have everything they
need to do their job-
  Meet with the new employee (and possibly their buddy) at the end of each
day to review ,answer questions
- If needed, review travel policies and procedures-
 Explain safety policy, reporting of all accidents and injuries (when, to
whom, and how), first aid facilities, emergency medical attention.
 
HUMAN RESOURCE DEVELOPMENT DEPARTMENT
Human Resource Department engage to perform a set of systematic and planned
activities designed by an organization to provide its members with the
opportunities to learn necessary skills to meet current and future job demands.HRD
department in Telenor plays very active role. The head office of HRD department
is situated in Islamabad however it has its four zonal offices, these are Central I
Central I North South Working of HRD department is cross functional, there is
great coordination is among the departments of the company. And HRD
department play an important role in providing strategic support.

HUMAN RESOURCE DEVELOPMENT FUNCTIONS

The functions of HRD in Telenor is to developing the required skills in employees
as by perceiving the future needs and demands of the company as well as the
requirement of the competitive environment. The major functions which they have
to perform are
Training and development (T&D) Organization development Career development
The “new learning and performance wheel ”Strategic management and HRD The
supervisor’s role in HRD Organizational structure of the HRD function
 
As Telenor is one of the growing company of the country so, it is also facing a lot
of challenges in order to make its human resource as its competitive advantages,
the major challenges which are being faced by the Human Resource Development
department in Telenor are

1. Increasing workforce diversity

2. Competing in a global economy
3. Eliminating the skills gap
4. The need for lifelong learning
5. Facilitating organizational learning.

However in Telenor, the HRD department is doing great job in order to cope with
all these challenges, HRD department has developed a complete framework which
the management is currently practicing.
TYPES OF TRAINING
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
In house training the company offers the training in its different zones by means
of seminars, conferences and workshops. In housetraining 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 housetraining is not available. The
topic cover under 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 Notations Institute which holds a good
name regarding the training.
A FRAMEWORK FOR THE HRD PROCESS

HRD department follow a frame work which consists of four major steps, HRD
department is primarily responsible for Learning and development of employees .
The whole activities of HRD department in Telenor revolve around these phases.

Phase 1: Training Need Assessment

Phase 2:Training Design
Phase3. Implementation
Phase4. Evaluation phase

1- TRAINING NEED ASSESSMENT PHASE

Training needs analysis process is a series of activities conducted to identify
problems or other issues in the workplace, and to determine whether training is an
appropriate response. An analysis of training need is an essential requirement to
the design of effective training. The purpose of training need analysis is to
determine whether there is a gap between what is required for effective
performance and present level of performance. The needs analysis is usually the
first step taken to cause a change. This is mainly because a needs analysis
specifically defines the gap between the current and the desired individual and
organizational performances. In Telenor, the TNA phase has given a primarily
importance, it is conducted to determine whether resources required are available
or not. It helps to plan the budget of the company, areas where training is required,
and also highlights the occasions where training might not be appropriate but
requires alternate action.

Training Need arises at three levels.

operational Level

Corporate need and training need are interdependent because the organization
performance ultimately depends on the performance of its individual employee and
its sub group.
Organizational Level
In Telenor, Training needs analysis at organizational level focuses on strategic
planning, business need, and goals. It starts with the assessment of internal
environment of the organization such as, procedures, structures, policies, strengths,
and weaknesses and external environment such as opportunities and threats. After
doing the SWOT analysis ,weaknesses can be dealt with the training interventions,
while strengths can further be strengthened with continued training. Threats can be
reduced by identifying the areas where training is required. And, opportunities can
be exploited by balancing it against costs. For this approach to be successful, the
HRD department of Telenor gets involved in strategic planning. In this planning,
HR develops strategies to be sure that the employees in the organization have
the required Knowledge, Skill s ,and Attributes (KSAs) based on the future KSAs
requirements at each level.
Individual Level
HRD department of Telenor focuses on each and every individual in the
organization. At this level, the HRD department checks whether an employee is
performing at desired level or the performance is below expectation. If the
difference between the expected performance and actual performance comes out to
be positive, then certainly there is a need of training .However, individual
competence can also be linked to individual need. The methods which are most
commonly used by the HRD department of Telenor to analyze the individual need
are: Appraisal and performance review Competency assessments Customer
feedback Self-assessment or self-appraisal
Operational Level 
Operational level focuses on the work that is being assigned to the employees. The
job analyst at Telenor gathers the information on whether the job is clearly
understood by an employee or not. Training officers gathers this information
through technical interview, observation, psychological test; questionnaires asking
the closed ended as well as open ended questions, etc. Today, jobs are dynamic and
keep changing over the time. Employees need to prepare for these changes. The
job analyst also gathers information on the tasks needs to be done plus the tasks
that will be required in the future.

WHO CONDUCTS NEEDS ANALYSIS & WHY?

In Telenor, an in-house trainer or a consultant performs a needs analysis to collect

and document information concerning any of the following three issues:
Performance problems anticipated introduction of new system, task or technology
A desire by the organization to benefit from a perceived opportunity In all three
situations, the starting point is a desire to effect a change. Given this, one must
know how the people who will experience change perceive it. With out the proper
TNA, Trainer may be unable to transfer their newly acquired skills to their jobs
because of the organizational constraints. Process of conducting a training needs
analysis is a systematic one based on specific information-gathering techniques.
Training need analysis process proceeds in stages, with the findings of one stage
affecting and helping to shape the next one. There is no easy or short-cut formula
for carrying out this process. Each particular situation requires its own mix of
observing, probing, analyzing and deducting. In Telenor Pakistan, a needs analysis
is not a one-time event. Telenor administer needs analysis at regular intervals,
usually biannually or every year or two.
WHO IS THE TRAINEE?
Training needs will differ with the backgrounds of the employees to be trained, and
their present status in the organization. Basically, a candidate for training may
come from any one of three groups: New hires Veteran employees Trainees
currently in the training pipeline (currently in the training program)Consideration
of the varying needs of these groups provides a frame of reference for discussing
and suggesting the methods of identifying training needs:
TECHNIQUES FOR DETERMINING SPECIFIC TRAINING NEEDS

There are a number of methods which Telenor Pakistan is using to gather data

about employees’ performance. Each works well in given circumstances ;therefore,
Telenor adopted the most suitable method for determine specific needs
.Management of Telenor believes that none of these methods can stand alone; they
always use at least two, if for no other reason to validate their findings. These
Methods are!

 Observation Interviews
 Questionnaires
 Job description
 Performance Appraisal
 Analysis of Organizational Policies

DESIGN PHASE
As the information provided by the Telenor was insufficient so, we have just draw
a model of our own. The design of the training program can be undertaken only
when a clear training objective has been produced. The training objective clears
what goal has to be achieved by the end of training program i.e. what the trainees
are expected to be able to do at the end of their training. Training objectives assist
trainers to design the training program.

TRAINING DESIGN MODEL

In context with the Appendix-c, we have developed a training design model which
can be an effective one for the Telenor to train its employees. The necessary
components of Training design are 

The Trainer:
Before starting a training program, a trainer analyzes his technical ,interpersonal,
judgmental skills in order to deliver quality content to trainers. 

The Trainees:
In training design there should be a close scrutiny of the trainees and their profiles.
Age, experience, needs and expectations of the trainees are some of the important
factors that affect training design.
 
Training Climate: 
There should be a good training climate, a good training climate comprises of
ambience, tone, feelings, and positive perception for training program, etc is one of
the necessary conditions of training design. Therefore, when the climate is
favorable nothing goes wrong but when the climate is unfavorable, almost
everything goes wrong. 

Trainees’ Learning Style:

The learning style, age, experience, educational background of trainees must be
kept in mind in order to get the right pitch to the design of the program. 

 Training strategies.
Once the training objective has been identified, the trainer translates it into specific
training areas and modules. The trainer prepares the priority list of about what
must be included, what could be included 

Training Topics:
After formulating a strategy, trainer decides upon the content to be delivered.
Trainers break the content into headings, topics, ad modules. These topics and
modules are then classified into information, knowledge, skills, and attitudes.
Sequence the contents – Contents are then sequenced in a following manner: From
simple to complex Topics are arranged in terms of their relative importance from
known to unknown From specific to general

TRAINING IMPLEMENTATION
To put training program into effect according to definite plan or procedure is called
training implementation. Training implementation is the hardest part of the system
because one wrong step can lead to the failure of whole training program .Even the
best training program will fail due to one wrong action. Training implementation
can be segregated into: Practical administrative arrangements carrying out of the
training 

 Implementing Training.  
Once the staff, course, content, equipments, topics are ready, the training is
implemented. Completing training design does not mean that the work is done
because implementation phase requires continual adjusting, redesigning, and
refining. Preparation is the most important factor to taste the success. Therefore,
following are the factors that are kept in mind while implementing training
program:
The trainer:
The trainer needs to be prepared mentally before the delivery of content .Trainer
prepares materials and activities well in advance. The trainer also set grounds
before meeting with participants by making sure that he is comfortable with course
content and is flexible in his approach.

Physical set-up:
Good physical set up is pre-requisite for effective and successful training program
because it makes the first impression on participants .Classrooms should not be
very small or big but as nearly square as possible. This will bring people together
both physically and psychologically. Also, right amount of space should be
allocated to every participant.
 
Establishing rapport with participants:
There are various ways by which a trainer can establish good rapport with trainees
by :Greeting participants – simple way to ease those initial tense moments e
encouraging informal conversation Remembering their first name Pairing up the
learners and have them familiarized with one another Listening carefully to
trainees’ comments and opinions Getting to class before the arrival of learners
Starting the class promptly at the scheduled time Using familiar examples Varying
his instructional techniques Using the alternate approach if one seems to bog down
 
Reviewing the agenda
At the beginning of the training program it is very important to review the program
objective. The trainer must tell the participants the goal of the program ,what is
expected out of trainers to do at the end of the program, and how the program will
run. The following information needs to be included: Kinds of training activities
Schedule Setting group norms Kinds of training activities

 Schedule
 Setting group norms 
 Housekeeping arrangements
 Flow of the program
Handling problematic situation.

The process of examining a training program is called training evaluation. Training

evaluation checks whether training has had the desired effect. Training evaluation
ensures that whether candidates are able to implement their learning in
their respective workplaces, or to the regular work routines.
PURPOSES OF TRAINING EVALUATION

The five main purposes of training evaluation are

1. Feedback:
It helps in giving feedback to the candidates by defining the objectives and linking
it to learning outcomes.
2. Research:
It helps in ascertaining the relationship between acquired knowledge, transfer of
knowledge at the work place, and training.
3. Intervention:
It helps in introducing some interventions in the organization, through evaluation
we come to know where the gap exists, so we can cover the gap by interventions.
4. Power:
It also helps to reduce the power distance between the employees.
 
5. Control:
Control is shared between the employees by reducing the power distances

PROCESS OF TRAINING EVALUATION

 Before Training,
In Telenor the learner’s skills and knowledge are assessed before the training
program. Generally in organizations, during the start of training, candidates
generally perceive it as a waste of resources because at most of the times
candidates are unaware of the objectives and learning outcomes of the program.
Once aware, they are asked to give their opinions on the methods used and whether
those methods confirm to the candidates preferences and learning style.

 During Training
It is the phase at which instruction is started. This phase usually consist of short
tests at regular intervals.
  After Training
It is the phase when learner’s skills and knowledge are assessed again to measure
the effectiveness of the training. This phase is designed to determine whether
training has had the desired effect at individual department and organizational
levels. There are various evaluation techniques for this phase .

TECHNIQUES OF EVALUATION 

The various methods of training evaluation are being used by the Telenor which is
different for in house Training and outsource training.

 In House Training
In house Training, the different methods being used for the purpose of evaluation
are Observation Questionnaire Interview Quizzes
 Outsource Training
If he training is being provided by some outsource firm then the evaluation is being
done by Execution on the job after Training During Execution at the job So, in this
way, in different ways evaluation is being done differently for in house and
outsources training.

RESPONSIBILITY FOR THE EVALUATION OF TRAINING

Depending on the type of training, and the management level for which the
training is being prepared and delivered, a number of stake holders are involved in
training and its results which evaluate the training, these evaluators are Senior
Management The Trainer Line Management each has their own responsibilities,
Employee Responsibilities

The following sections are intended to serve as summary of a variety of important

employment information. For more information please see the Human Resource
Manual or contact your HR representative for assistance.

ABC’S FOR SUCCESS.

 Attendance

 Being Flexible

 Communication
Office Hours and Attendance Work Hours

Department Managers establish normal working hours. A typical schedule is

8working hours per day with a 1 hours lunch break, totaling 40 working hours
per week.

Attendance and Punctuality

If you are going to be absent or late, you must contact your Manager immediately
or at least before your scheduled work shift. If you have to leave early, you must
obtain approval from your Manager. Employees may use accrued paid time off in
order to be paid for any time not worked.
What Telenor Require from Employees

 
Lunch
Your department manager will discuss specific times for lunch. Lunch is typically
a 1 hour unpaid broken and is no less than a 30 minute unpaid break.

Inclement Weather Policy 

Extreme weather conditions make it difficult for employees to report to work. The
decision for setting the work hours under these conditions rests with Senior
Management.

Meetings and Trainings

All employees are expected to attend training and staff meetings as required .These
meetings are designed for educational and policy purposes and attendance is
required unless excused in advance by your Manager.

Employee Badges
Security badges allow employees to enter the office suites and should be worn at
all times on the premises.

Smoking Policy
Telenor Pakistan is a smoke free work environment. Smoking is not permitted in
any area of the building. The courtyard area between 1300 and 1301 is the only
designated area for smoking. Place cigarette butts in the ash urns provided.

Alcohol and Drug-Free Workplace

Telenor Pakistan follows the rules and regulations of Government of Pakistan.
Government rules and regulations say that drug testing is a condition of holding
your job. Coming to work drunk is bad judgment. If you use alcohol or drugs and
fail to perform the duties required by your job acceptably, you are likely to be
terminated.

Conflict of interest

You should know that you have a duty to be loyal to your team. This means not
intentionally taking actions that might hurt your team and not helping someone
who is competing with your team .It’s fine to collaborate with competitors to
improve our industry or to serve our communities. It is not fine to help our
competitors increase their performance or their revenue in any way that might
hurt ours. Being loyal also means that you protect the company’s assets, including
our intellectual property .dealings that make it difficult to do your job objectively.
If you aren’t sure whether something you or a close family member is involved in
causes a problem, you should let company

 
Telephone Usage
Cell phones should be entitled as per designation. Employee should use the cell
phone for official correspondence during work hours.

E-mail Usage

E-mail should be used for business purposes only. Do not send, accept or create
jokes, chain letters, or emails containing unknown links or attachments,

Internet Usage
Internet should be used for business purposes only. Do not listen to, watch or
download music or videos. Do not play games, access adult entertainment,
or gambling sites. No usage of websites that ‘cloak’ identity and/or allow you to
circumvent the company’s security system.
Official Dress Code, Employee Perk and Discount

Employee Perks and Discounts

 Local Discounts
  KFC
 PIZZA HUT
 HANG TEN
 Employee Activities
 Annual Holiday Party
 T a k e   A w a y
 B i r t h d a y   P a r t i e
 B o a t   T r i p
Many others!

 Time Off and Pay Time Off

 Sick Days
 Illness of self, child or spouse  Eligible after 3 months of employment
 
Time allowed:
annual leaves, 20
casual leaves ,7
sick leaves 8

pay.
Employee will be paid as per the designation. Your pay will be set at one of the
steps within the grade for the class to which you are appointed.

OVERTIME:
In general, paid only to non-exempt employees at 1.5 times the normal hourly rate
for every hour beyond 40 hours worked during a work week, or as otherwise
required by your business unit’s policies or local or state law .Paid holidays,
vacation days, and sick days do NOT count in calculation of overtime hours .You
are required to obtain specific advance approval from your supervisor before
working overtime.

Benefits for Employees.

Eligibility for benefits starts the first of the month following ninety  days
of employment. There will be a comprehensive package and overview of these
benefits the month before enrollment. This guide is designed to introduce you to
the benefits you will be receiving at Telenor Pakistan.
 Healthcare – Medical
  Shifa
Telenor Pakistan offers medical, dental, and vision coverage. All deductions are
pre-taxed and premiums are company subsidized.

Employee Assistant Program

EAP is the Telenor Pakistan’s  Employee Assistance program provider.HMS
is an integrated counseling and referral service specializing in Employee
Assistance Programs and work/life issues for employees and their
dependants. Employee Assistance Program (EAP) is available to assist State
employees and their dependents with any personal problems or workplace
concerns.
 All employees are eligible first day of employment,
no cost,
no active enrollment necessary,
confidential,
24/7,
Face-t-face assessment and confidential counseling.
6 Referral and resource services in a variety of areas via phone a
nd web

HMS Information:
 
Transfer
You may be considered for a transfer from your branch to another without loss of
benefits, such as retirement, insurance, sick leave and annual leave credit. If you
are a probationary employee who transfers within the same class, you must serve
the remaining portion of your probationary period. A probationary employee who
transfers to a different class must serve a new probationary period.

Demotion
An employee may be demoted to a position in a class with a lower grade level if
the employee meets the minimum qualifications and if the appointing authority
approves

Promotion
Promotion is advancement to a vacant position in a class that has a higher grade
than the class previously held. As an employee you may compete in recruitments
for promotional openings when you have served six months (full-time equivalent)
of continuous classified service.
Performance Evaluations
Your manager will evaluate your work at the end of your probationary period and
annually thereafter. For most positions the probationary period is 180 days and
for commissioned sales positions the probationary period is120 days. If you
are serving a six-month (full-time equivalent) probationary period, your supervisor
will evaluate your performance at the end of the second and fifth months. Annual
reviews are completed at year-end for non-sales positions and in January for
commissioned sales positions. Each evaluation will include a discussion between
you and your supervisor to review and clarify goals and methods to achieve them.
It will also include a written evaluation of your progress in the job. Evaluations
will be made with reference to established work performance standards. If you
disagree with the report on performance, you must prepare a written response
identifying specific points of disagreement within 10days of receiving the report.
A reviewing officer will respond to your concerns .The reviewing officer is the
supervisor of the person who prepared your report on performance or another
person designated by the appointing authority.

Training
The Telenor Pakistan supports training programs and employee development to
improve the efficiency and productivity of all employees. It recognizes continued
training and development for career employees is essential in providing quality
services for Telenor Pakistan. Each Division is responsible for on-the-job training,
and any formal or specialized training in areas unique to their work environment
and required by the Telenor Pakistan. This training includes subjects such as
supervision, management, communication, customer service, effective writing, and
prevention of sexual harassment, including the supervisory training mandated.

Equal Employment Opportunity and Affirmative Action

It is the policy of the Telenor Pakistan that employee recruitment,
appointment,assignment, training, compensation and promotion shall occur on
the basis of merit and without regard to race, gender, sexual orientation,
religion, color, national origin,  age,  pregnancy,  political
affiliation,ordisability. Ensuring equale m p l o y m e n t   o p p o r t u n i t y   i s   t h e   r e s p
o n s i b i l i t y   o f   a l l   T e l e n o r   P a k i s t a n   of f i c i a l s , managers, supervisors, and
employees. 
Company Diversity Statement
At Telenor Pakistan, our employees are provided with equal opportunity regardless
of race, color, gender, age, religion, sexual orientation, or physical condition. We
respect and value each other’s differences, and strive to create an environment that
is inclusive, encouraging communication, personal growth and creativity.
Preventing HarassmentInter Bay’s Harassment Policy
Telenor Pakistan’s policy to maintain a work environment that is safe and free
from harassing conduct from other employees, customers, vendors, and others in
the workplace. Harassment includes verbal, physical, and visual conduct or written
or electronic material that creates an intimidating, offensive, or hostile
work environment or that interferes with an employee’s work performance. Such
conduct constitutes harassment when:

1. Submission to the conduct is made either an explicit or implicit condition

of employment.

2. Submission to or rejection of the conduct is used as the basis for an

employment decision.

3. The conduct unreasonably interferes with an employee’s work performance

or creates an intimidating, hostile, or offensive work environment.
 
Harassing conduct can take many forms: slurs, jokes, statements, gestures,
threats ,assault, impeding or blocking another’s movement, pictures, drawings, e-
mails, articles, or cartoons based upon an employee’s race, religion, sex, national
origin ,disability, veteran status, sexual orientation or any other basis protected by
federal ,state, or local laws. Sexually harassing conduct includes all of the
prohibited “harassing conduct” described above, as well as other unwelcome
conduct, such as request for sexual favors, sexual advances, flirtations or
propositions, conversation containing sexual comments or innuendo, and other
unwelcome sexual advances or inappropriate touching. Sexually harassing conduct
can be by a person of either the same or opposite sex.
Recommendations:

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:

Develop an employee exchange program for enhanced employee motivation.

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 motivation
level 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 is currently
being practiced in the parent company. This would enhance the image of the
organization being socially responsible.

Improve network quality to make it a sustainable competitive advantage.

Establish a coordination department/integrated IT system for effective
communication.
Developing budgets to steer ample resources into critical value chain activities.
Creating strategy supportive policies and procedures Instituting best practices
and a commitment to continuous improvement Installing support systems and
Value added Service.
Conclusion
The results of our research suggest that Telenor’s Human Resource Department
is working towards aligning its functions with the ideal ones as propagated by the
Human Resource professionals around the world. Its current practices are not
flawless. There is a room for improvement. The recruitment process can be made
more compliant with the Equal Employment Opportunity Laws by making a
few improvements. Amendments are required in the application form, type of
interviewing and selection of outside sources of candidates. The focus is too much
on reference based hiring. The draw backs of this mode of hiring outweigh its
advantages but Telenor strongly advocates it. Telenor has fairly good training
methods. It has the capacity to introduce newer modes of training. At Telenor
the fault does not lie with the training processes but with the selection of the most
appropriate training method for a particular job. Training serves no purpose if it
does not nurture the required deskills for a job. Training evaluation also needs to
be more strict and quantified. The current processes do not assess the impact of the
training adequately Compensations policies currently focus on competency based
pay. The problem lies in the fact that skills for every job cannot be clearly defined.
Even when they are identified, they are not always measurable.