MISSION STATEMENT “To “To be the unmatchable mobile system sy stem of communications in Pakistan this provides the best value to its customers, employees, business partners and shareholders.”
Mobilink's Vision “To be the leading telecommunication services provider in Pakistan by offering innovative communication solutions of our customers while exceeding shareholder value and employee expectations”
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Mobilink's Values: Total Customer Satisfaction: Customers are at the heart of our success. They have placed their trust and confide confidence nce in us. In return, return, we strive strive to anticip anticipate ate their needs needs and deliver deliver service, quality and value beyond their expectations.
Business Excellence We strive for excellence in all that we do. We aspire to the highest standards and raise the bar for ourselves everyday. everyday. This commitment commitment to delivering delivering worldclass quality translates into unmatched service and value for our customers and all stakeholders.
Trust & Integrity: Integrity : At Mobilink, we take pride in practicing the highest ethical standards in an open and honest environment, and by honoring honoring our commitments. commitments. We take personal personal respons responsibil ibility ity for our actions, actions, and treat treat everyo everyone ne fairly fairly,, and with trust and respect.
Respect for People: Our relationships drive our business. We respect and esteem our employees and all stakeholders. We believe in teamwork, empowerment and honor.
Corporate Social Responsibility: As the market leader, we recognize and fulfill our responsibility towards our country and the environment environment we operate in. We contribut contribute e to worthy worthy causes causes and are dedicated to the development and progress of the society.
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ORGATIONAL MANAGEMENT:
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Management The names of the Top Management
President and CEO Zouhair Abdul Khaliq
Executive Vice President Hamid Farooq
Chief Information Officer Tariq Rashid
Chief Commercial Officer Rashid khan
Vice President Quality Assurance, Securities and Environment Dr. Riffat Naheed
Vice President Administration & Human Resources Ali Raza Mehdi
Chief Technical Officer Marwan Hayek
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Total Strength of Employees: Emplo yees:
Over all: (Total (Total 4500) 4 500)
Top Managers
75
Middle Managers
750
Line Managers
3675
Human Resource Department: (Total 47) Director
01
Vise President
04
Middle Managers
16
Line Managers
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Head Office Location: The head office of Mobilink is located at KULSUM Plaza, blue area, Islamabad.
Branch Offices: Its branch offices are located in Lahore, Karachi, Faisalabad, Rahim Yar Khan, Sukkur, Peshwar, Quetta, Swat, and Kohat. Moblink has three main contact centers in three regions of Pakistan. As for the customers centers there are about 2000-2500 customers service centers all over Pakistan.
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Principal area of Business: Mobilink have two products
Jazz
Indigo
Services offered: MOBI MOBILI LINK NK GSM GSM has has alwa alway ys been been the the mark market et lead leader er when when it come comes s to introducing introducing state-of-the-art state-of-the-art communication communication solutions for its customers. customers. they are continuously adding up to the range of their Value Added Services, all for your convenience. The Value Value Added Services Services (VAS) (VAS) Section Section will familiarize familiarize you with the new services you can now benefit from, which will give you all the freedom you need, making mobile communications more exciting, convenient and enjoyable. This section will walk you through services, which are not only useful but also cost-effective for both your business as well as personal use. These include the very basic yet indispensable services like Voice Mail to the more innovative and sophisticated ones like G-Mail. They are confident that their innovative and exciting new services will bring about a revolution in the way you look at mobile communications. 6
Following are the major services • • • • • • • • • • • •
Caller time identification Call waiting Call holding Call forwarding Short messaging services Fax and data services International rooming News information services Mobilink(GSM)G mail Superior security in billing Mobile TV Entertainment & many more
Major Clients/Customers: Mobilink has about 53% market share.
Number of customers: Total numbers of subscribers are about 12 Million. Million . The major customers are from jazz package.
Type of customers cust omers
Major part of corporate sectors
Armed forces
Business community
Govt. organizations
Teen agars using JAZZ
Students
Shopkeepers
Bankers
Customer services centers: Mobilink currently has 10 CS centers all over the Pakistan. 7
Competition: Company is facing competition from all the operators in telecom that includes all the face SGM (Global System of mobile) operators, CDMA operators and LDI operators and land line operators. operators. All these these teleco telecom m compani companies es Human Human Resourc Resource e Depart Department ments s are in constant need of new employees. So there is stiff competition in the telecom market for Mobilink.
Major competitors of Mobilink include
Telenor
Ufone
Warid
Zong & others
Level of Technology Used: Mobili Mobilink nk is using using high high IT based based technol technology ogy for operati operations ons.. Mobi Mobili link nk uses uses Moto Motorol rola’ a’s s infr infras astr truc uctu ture re mostly mostly at radio radio based based stations, stations, but now it has been exceedingly exceedingly using Alchatel Alchatel equipment equipment too. Switching equipment is of Siemens and Alchatel, billing system from from Teles elesen ens s KSCL KSCL and and Eric Ericss sson on,, Inte Intell llig igen entt netw networ ork k from from Siemens, Microwave equipement DMC. The GSM (Global System of Mobi Mobile le comm commun unic icat atio ion) n) band band that that is used used by Mobi Mobili link nk is in 900/1800 MHz.
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Major Departments 1. Finan Finance ce Depa Departm rtmen entt o
Credit and collection
o
Procurement imports
o
Revenue assurance
2. Customer Services Department o
Customer services operations
o
Customer services system
3. Commercial Department o
Marketing
o
Direct sales
o
Indirect sales
4. Technical Department o
Switching
o
Operations / operation support
o
Logistics
o
Infrastructure
o
Systems planning
5. Information Technology Department o
Billing
o
IT
6. Human resources 7. Administration and legal affairs & government relation department 8. Internal audit department 9. Customer services 9
HRM DEPARTMENT: HR Mission Statement “To lead the organization in enhancing its human capital and creating a winning environment where everyone enjoys contributing to the best of one’s ability.”
Mobilink will achieve this by:
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Inspiring and motivating its people.
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Developing its people to strive for higher standards.
•
Driving an open minded and enterprising corporate culture where people through leadership at all levels dare to dream, dare to try, dare to fail and dare to succeed.
•
Attracting and recruiting the best talent
Mobilink has a very defined and well structured department and its various policie policies s of keeping keeping each each employe employee e product productive ive part part of the organiza organization tion are intoned with the corporate world’s requirement. Employees in the company are largely committed to their organization and have shown progress in the company. Employees are satisfied with the HR department of Mobilink GSM Company. Humans are the basic tool for having competitive edge in the market for most of the organizations and Mobilink is one of these. Mobilink has one of the best HR systems in Pakistan that gives it an edge over its competitors.
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HR DEPARTMENT SECTIONS: HR department of Mobilink has three sections.
o o o o o
Payroll information Leave and medical record Final settlements and provident fund Policies and procedures Employees record and recreation
o o o o o
o o o o
OD and Effectiveness
Training plan Talent management Performance management Employees retentation Orientation employee communication
o
Employee services
Staffing and compensation
Staffing plan and HR budgeting Management trainee and internship program Interviewing and selection Headhunters Compensation, benefits and incentive
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HR Strategies: Human resource department is putting its efforts towards nurturing a winning corporate culture and building organizational capabilities by ensuring that its peop people le at all all leve levels ls are are both both able able and and will willin ing g to perf perfor orm m at cons consis iste tent ntly ly exceptional levels. At MOBILINK the people have been empowered to a large degree by minimizing out dated rules /regulations and plan to further eliminate the bureaucratic barriers to capitalize on their ingenuity and talent.
HR strategy strategy refers to the specifi specific c human human resourc resource e manage management ment course of actions that a company pursues to achieve its objectives.
But But
how how
thes these e
stra strate tegi gies es/p /pol olic icie ies/ s/pr prac acti tice ces s
are are
form formul ulat ated ed
and and
implemented at Mobilink. There is a whole process behind this.
The top team continues to play its role in providing the guidance and support to peop people le at all levels levels.. The The HR (peo (people ple’s ’s)) functi function on ensur ensures es that that it leads leads the the transformational transformational change by nurturing a climate, climate, which would help in converting converting the huge potential at disposal of the company into world-class performance.
The active and effective role played by HR in people development at differe different nt levels levels organiza organization tional, al, departm departmenta entall and individu individual al is conside considered red in MOBILINK to be one of the most critical factors leading to the development of a winn winnin ing g corp corpor orat ate e cult cultur ure. e. The The effo effort rt cont contin inue ues s to be dire direct cted ed towa toward rds s developing the skills of the shop floor employees, improving competencies of Business Support Officers (BSOs), and enhancing the leadership qualities of managers.
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Like most big organizations, the development of HR Strategies is also done in accordance with company’s mission. First, Strategic planners analyze what what actu actual ally ly is the the prev preval alen entt cult cultur ure e of the the orga organi niza zati tion on,, what what are are the the strengths, weaknesses, opportunities, threats (SWOT analysis) of business and its market, and on the basis of all the above analysis, company’s company’s strategic plan is established. In the end HR strategies are formulated in accordance with this overall business’/companies’ strategic plans. Based on these HR strategies, HR policies and practices are also formed and implemented. Any abrupt change in the market requires the organization to foll follow ow this this analy analysi sis s in orde orderr to be succ succes essf sful ul.. That That why why orga organi niza zati tion ons s continuously keeps on updating their strategies and policies. Whole system for development of HR strategies/policies/practices is as below:
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Mobilink’s Competitive Environment Economic, Political, Demographic, Competitive and Technological Trends
Company’s Strategic Situation
Company’s Strategic Plan
Company’s Internal Strengths and Weaknesses
Company’s HR strategies
Organizational Performance
Formulation of HR policies
Formulation of HR practices
HR Practices at Mobilink: These are few of the HR practices that I have learned from my resource person.
Planning
Recruitment
Selection
Training & Development
Compensation
Performance Appraisal System
Occupational Health and Safety measures
Career Planning and Development Development
Research and Development Development
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Reward Management
Employee Relations
Planning: After the emergence of new telecom companies, market has become much more competitive and employees are less loyal to the company. Whenever they get any opportunity better than the existing job, they just opt for that. Which is there right, however Mobilink is aware of this fact and that’s why they do not have any formal strategy for succession planning. They do consider the people from inside but proper succession planning is not practiced in Mobilink these days. When they entered into the market they used to have strategy regarding this matter. But now due to market trends they have transformed there new strategies. According to the management it’s not useful to invest a lot in the employee employee at a larger larger extent. extent. They do develop develop employe employees es for there career career planning but no formal succession planning is practiced.
Recruitment and Selection: In MOBI MOBILI LINK NK,, the the acti activi vity ty to fill fill a vaca vacanc ncy y or a new new job job star starts ts with with the the requirement communicated by the respective managers to the HR department. The HR department then looks for the possibilities of internal and external recruitment.
Internal Recruitment:
In MOBILINK, internal recruitment is done for the managers of the higher grade and directors. When a position is vacant, the HR department views the past performance performance of the people working at lower levels than the vacant position and chooses the right person who is promoted to that position. At the manager and director level, the internal recruitment process is mostly carried out but when managerial managerial position is vacant and a suitable person is not availa available ble for the desir desired ed post post from from with with in the organ organiza izatio tion n then then extern external al recruitment is carried out.
External Recruitment:
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For external recruitment recruitment in MOBILINK, MOBILINK, the line managers managers are required to make a requisition form for the job in which they have to mention their need taking in acco accoun untt the the budg budget et for for esta establ blis ishm hmen entt and and sala salari ries es for for the the posi positi tion on of Managem Management, ent, Busines Business s Support Support Office Officers rs and Worke Workers. rs. Role profile profile for the specified job is also prepared matching up the requirement and the grade of the job. Training period is also specified on the requisition form. The requisition form along with the role profile is sent by the line manager to the functional director for his approval and then forwarded to HR Manager. The HR manager confirms the availability of budgets required for establishment, salaries and cost of advertisement advertisement for the job. After all this, the requisition form along with the job profile and the budget forecast is sent to the HR Director for his final approval. After approval from the HR director the HR manager and the line manager work hand in hand to prepare job and person specifications for advertising or giving to the head hunters.
The sources that MOBILINK uses to attract applicants are: Inviting applications through advertisement Recommendations from the head hunters Applications obtained from the data bank of MOBILINK where direct applications are received from time to time. • • •
After a substantial amount of applications have been received, the line and the HR managers again work together to shortlist the applications. This is done by carefully going through all the application and by giving different weightage to the following criteria: Quality of early schooling Grade obtained Extra Curricular activities Overseas travel and education Age Target University Relevant experience • • • • • • •
The HR Department then issue call letters to the short listed candidates along with with blank blank appli applica catio tion n forms forms by Date, Date, time time and and venue venue for for the the prelim prelimina inary ry interv interview iew is advise advised d and and cand candida idate tes s are are asked asked to bring bring alon along g comp complet leted ed application forms. A two-member panel of HR and line management carries out
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competency-base competency-based d interviews interviews focusing focusing on functional skills and managerial and supervisory skills. After the preliminary interview is cleared people applying for different jobs are test tested ed in diff differ eren entt ways ways.. The The foll follow owin ing g mana manage geme ment nt comp compet eten enci cies es are are assessed assessed by a panel of cross functional functional assessors In the case of management management selection: Communication skills Resource management Rational decision making Influencing Creative thinking Business development • • • • • •
The HR department department is responsible responsible for overall administration administration of the assessment centre including training of the assessors. . The HR department provides details of remuneration package and terms and conditions of service. The HR department also prepares appointment letter, service agreement and finalizes other documentation for service record.
Measures to improve employee Skills:
competences
an d
In orde orderr to make make its huma human n resou resourc rce e produ producti ctive ve and and effic efficien ient, t, Mobili Mobilink nk aggr aggres essi sive vely ly work work in deve develo lop ping ing its its huma human n res resourc ource e capi capita tall thro throug ugh h internat internation ional al and local local trainin trainings gs as well as structur structured ed employee employee ‘well-being ‘well-being’’ programs, making it one of the most sought after companies to work for in Pakistan. Mobilink conducts several training program in order to improve the competencies and skills of employees.
Orientation: Mobilink has a very well organized and well established HR department that practices all the HR strategies which are beneficial for the organization. As other departments are well established and operational for there matters, HR department is empowered to develop and plan what so ever is required for the company.
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Orientat Orientation ion and inducti induction on is require required d for employe employee e familiar familiarizat ization ion with the organization and Mobilink is well aware of this fact. Affiliation with organization is only possible if the employees are informed about each and everything. When the employee is hired he get proper orientation and that orientation may exceed to few months until he get the feeling of affiliation and get to know the organization well.
Training: Training is a planned effort by a company to facilitate employees learning of job-rel job-related ated compete competencie ncies. s. These These compet competenci encies es include include knowledg knowledge, e, skills skills or behaviors that are critical for the successful job performance. At MOBI MOBILI LINK NK,, ther there e is managerial skills. For the prog progra ramm mmes es offe offere red d at opportunities to put these managerial role.
a cont contin inuo uous us asse assess ssme ment nt of the the tech techni nica call and and further enhancement of these skills formal training all all leve levels ls.. The The empl employ oyee ees s are are prov provid ided ed with with skills into practice, in preparation for the move to a
Traini raining ng is viewe viewed d at MOBIL MOBILIN INK K as a way of creat creating ing intel intellec lectu tual al capit capital. al. Employees are expected to acquire new skills and knowledge, apply them on job and share this information with other employees. The training is crossfunctional for sharing of skills. The employee are trained periodically either locally or abroad according to prepl preplann anned ed sche schedu dules les.. The The objec objectiv tive e of such such traini training ng is to upgr upgrade ade the the capabilities of employees. If an employee attends an overseas training then he/she has to serve the company for a certain period after the date of completion of training subject to the the cost cost and and durat duration ion of traini training ng itsel itself. f. In case case an emplo employee yee leaves leaves the the company during this period he/she will have to pay the amount specified at that point in time.
Training Methods M ethods •
On Job Training
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•
Special Training Sessions
•
Team Building
•
Problem Based
•
Refresher Courses
Types of Training in Mobilink: On a general basis the training done in Mobilink can be divided into two categories: •
Soft skill training
•
Technical Training
Soft Skill Training: Helping your employees develop a stronger base of knowledge on topics that affect their personal lives can make them more productive and less distracted in their jobs. Soft skill development courses in areas like personal finance and childcare can help your team better manage the most important areas in their personal lives. This may include the following things for e.g. •
Conflict management training
•
People management training
•
Communication skills
•
Anger management
•
Time management training
•
Teamwork training etc
Technical Training:
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This type of training has direct effect on the job of the employee. Specific skills are focused and developed accordingly. The engineering trainings of Mobilink are also included with this along with •
Customer Services training
•
Sales related training
•
Marketing and technology training etc.
All these types of training are done to enhance the employees job skills at the level he is at.
Training programs leads to: •
Leadership
•
Influencing
•
Creative Problem Solving
Performance Appraisal: Reviewing Reviewing performance and taking positive steps to develop employees further is a key function of management and is a major component in ensuring the success of the company through effective employee performance. A review review is abou aboutt ensu ensurin ring g peopl people e know know what what levels levels of perfo perform rmanc ance e are are expect expected ed of them them and and then then taking taking action action to ensur ensure e they they are are train trained ed and and developed to perform effectively. Objectives of Performance Appraisals
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•
To measure the work performance
•
To motivate and assist employees in improving their performance
•
And achieving there professional goals
•
To identify employees with high potentials for advancements
•
To identify employees training and development needs
•
To provide a solid path for career planning for each individual
Appraisal Policy: The The inten intentt of these these appra apprais isals als is to review review curre current nt job perfo perform rmanc ance e and and responsibilities, set goals and discuss further opportunities with reference to past performance at Mobilink. Performance Review: At MOBILINK a review is intended to be an open and frank discussion between an empl employe oyee e and and their their Team eam Lead Leader/ er/Man Manag ager er.. Gener Generall ally y there there are are two elements: first is the element in which discussion takes place over the strengths and areas which need to be developed as displayed by the job holder over the past past 12 mont months hs.. The The perf perfor orma manc nce e is of cour course se judg judged ed comp compar arin ing g the the perfo perform rmanc ance e again against st the the core core indic indicato ators rs of Job. Job. The The secon second d elem element ent is conc concer erne ned d with with disc discus ussi sing ng the the trai traini ning ng need needs/ s/in inpu puts ts acti activi viti ties es that that are are cons consid ider ered ed to be appr approp opri riat ate e to help help the the jobh jobhol olde derr over overco come me some some of development areas discussed in the review and also those activities that are deemed appropriate to build upon their current strengths.
Appraisal categories Appra ppraiisal category
Defini finiti tio on of of ca category gory
1.expert
Indicates exceptional performance Indicate performance that consistently meets the requirements of the position,” very good”
2.very Good
% Of total numbers of employees which can be rated in this category 15% 10%
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3. Good
4. Basic
indicates the individual is on track for advancements Indicated performance that requires improvement (i.e. meet requirements without initiative or advancement) Performance to be improved (hardly meets requirements)
8%
5%
Sources of Performance Appraisal: At MOBILINK the primary sources of performance appraisal are the managers and secondary sources are employees themselves. Though the peers also give their opinion but it usually does not have any weightage unless a conflict arises between the manager and the employee. Feedback: Work Worker ers s at MOBIL MOBILIN INK K are infor informe med d of their their perfo performa rmanc nce e and and given given the opportunity to express their opinion over their own level of performance against each competence. This serves the following two main purposes: It enables enables the reviewer reviewer to redefine redefine whether whether the initial initial assess assessmen mentt was correct, as circumstances may exist that the reviewer is unaware of. By aski asking ng the the worke orkerr what what he sees sees to be his own own stre streng ngth ths s and and development areas often help to reduce negative responses and makes plann planning ing traini training ng needs needs/in /inpu puts ts activi activitie ties s easie easierr if the perso person n is able able to express for himself the areas in which he feels he can improve. •
•
CAREER PLANNING & DEVELOPMENT: Mobilink faces much competition in the telecom industry so now they are focusing on career Management of their employees in which they enable the employees to better understand and develop their career skills and interests and to use these skills and interests most effectively both within the company and after they leave the firm. Career planning is the deliberate process through which which some someon one e beco become mes s aware aware of perso personal nal skill skills, s, inter interest ests s knowl knowled edge ge,, motiv motivati ation on,, and and othe otherr chara characte cteris ristic tics; s; acqui acquires res infor informa matio tion n abou aboutt other other
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opportunities and choices; identifies career related goals and establishes action plans plans to attain attain specifi specific c goals. goals. Career Career developmen developmentt is the lifelong lifelong series series of activities (such as workshops) that contributes to a person career exploration, establishment, and success ad fulfillment. Mobilink gives promotion to their employees on the performance basis. The Mobilink Mobilink HR departm department ent develops develops the employee employee’s ’s career career develop developmen mentt plans plans in whic which h the the HR depar departm tmen entt predi predicts cts the the next next logica logicall step step for their their employees within five years. Importance of Career planning in today’s competitive world is as important as any other HR function. Retaining your valuable Human resource today is one of the biggest challenges that organizations organizations are facing. So, HR needs to come up with new strategies. Career planning and development is one of the basic tool and and strate strategy gy organi organizat zation ions s are using using for retain retaining ing their their emplo employe yees es.. This This func functi tion on actu actual ally ly make makes s empl employ oyee ees s feel feel that that they they are are impo import rtan antt to the the organization and Mobilink wants them to be at the top in their careers. However, at Mobilink this function is not fully performed or we should say this function is not performed satisfactorily. There are some policies on these but those are not recognized that well. One point of policy is found along with the compensation other with the recruitment. There should have been separate head for these policies. As far as the practices are concerned, all the employees were reluctant to talk about about this during our interview interview.. However However,, what what we analyze analyzed d is that career deve develop lopme ment nt is prac practic ticed ed but but not that that openl openly y. Spec Special ially ly,, in case case if some some employee is considering of joining the competitor’s firm. If such is a case then organization has discipline policies for that even.
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Promotion Policies The new company company structure structure is in five layers, layers, compris comprising ing associat associates, es, specialists, managers, directors and chief officers------in that order starting from the bottom and working towards the top rung of the ladder. Until approved otherwise, it would be mandatory for the employees to spend the following maximum period at each level before a promotion to the next level depending upon availability of a slot: Associate
3-4 years
Specialist
3-4 years
Manager
2-3 years
Director
According to the president decision
Chiefs
According to the president decision
However, employees who may not get a chance of promotion due to the non availability of an existing slot, will be compensated by being “moved over” with in the new salary range specified by the company
Reward System: MOBILINK considers considers its employees not just as a cost but also as a resource in which the company has invested from which it expects valuable returns. Pay policies and programs are one of the most important human resource tools for encouraging desired employee behaviors. The advantage of paying above the market average is the ability to attract and retain the top talent available, available, which can translate into highly effective and productive work force. The The ince incent ntiv ive e sche scheme mes s and and ince incent ntiv ive e objec bjecti tive ve have have been been clea clearl rly y comm commun unic icat ated ed to all indi indivi vidu dual als s and weekl eekly y prog progre ress ss repo report rt is also lso communicated to all concerned.
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Compensation and benefit plans: Mobilink has a separate department for compensation. That department deals in staffing and compensation planning. First of all this department has all the information regarding who is being employed and how it is performing. What so ever promises are made to the employees, they know that. So it’s easy for them to design compensation compensation plans because they know every employee which is being hired. Comp Compen ensa sati tion on and and bene benefi fitt plan plans s are are part partic icul ular arly ly base based d on perfo perform rmanc ance. e. If perfo perform rmanc ance e is up to the the stand standard ards s of Mobili Mobilink nk and and the employee has good conducts he is rewarded. After performance evaluation, results are rechecked and matched with the standards. Based on that, proper compensation plans are designed. Salary policy The company will pay salaries of the employees as fallows o All new empl employe oyees es have have to open open bank bank acco account unts s in spec specifi ified ed bank banks s prescribed by the company so that their salary will be credited at the end of each month. After After openin opening g accoun accountt with the bank bank employe employees es should should forward forward his o account number to HR. o Upon termination of services the employee will receive his salary within 15 days up to the time of date of his last working day. Upon resignation the employee will be paid his dues during a maximum o period of 15 days from the date he left the job.
Promotions Promotions Promotions are also reward management technique to motivate employees. employees. In MOBILINK promotions are based on the merit and seniority (experience) basis. The one who performs well consistently over time gets reward in the form of promotion. Bonuses The employee may receive 1 to 3 month bonus subject to evaluation of accomplished objectives. In Mobilink the reward system is based on the individual performance and
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individual employee performance is judged for the reward. The manager of respecti respective ve depart departmen ments ts recomme recommends nds a candida candidate te from his section section for the reward purpose to HR.
Reward Categories at Mobilink Intrinsic and Extrinsic rewards include:
Smart/Quality work Exceptional performance in a project Targets achievements
Special assignments
Medical care Life insurance Vacations Relocation Credit advance policy provident policy/advance against provident fund and a capping of gratuity Recreation Club Policy Travel Education assistance policy Mobile phone Business mobile phone policy Official Blackberry Policy Life insurance Medical entitlement
Health & Safety Policies The safety of employees is everyone’s everyone’s responsibility responsibility.. Accidents, Accidents, precaution and efficie efficient nt work go hand in hand. hand. All levels levels of employee employees s have a primary primary responsibility for the safety and well being of all of us. Therefore, interest in practicing safety prevention must be encouraged by:
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a) Setti Setting ng goo good d exam example ples. s. b) Acting Acting upon safety safety reco records. rds. c) Revie Reviewin wing g safety safety prog progra rams ms.. d) Holding personal personal interviews interviews or group conferences. conferences. e) Starting activities that that will stimulate and maintain maintain employee’s employee’s interests. interests. No phase of operation of administration is of greater importance than accident prevention. prevention. It is the policy of the Company Company to provide provide and maintain maintain safe and healthy working conditions and to follow operating practices that safeguard all employee employees s and result result in safe working working conditi conditions ons and efficie efficient nt operatio operations. ns. Proper First Aid Kit will be available at all Mobilink Offices including remote locations. There is no need for such measures at Mobilink as maximum jobs do not expo expose se you you to the the heal health th haza hazard rds s and and are are not not such such that that requ requir ire e safe safety ty measures. However, there is a tendency of being safe in every human and that show shows s when when you you visit visit some some Mobili Mobilink nk offic officer er to meet meet some someon one e of a high high designation level. You need to fulfill various safety measures.
Employee Relations: It is the company policy to ensure that the required standards of performance and conduct are maintained. The disciplinary procedure is intended only as a statement of Company policy and management guidelines. It does not form part of the contract of employment or otherwise have contractual effect. Discipline Procedure:
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• Warning may be addressed to the employees verbally and in written through their immediate supervisor. The warning shall refer to the contraventions committed by the employee and will serve to remind the the empl employ oyee ees s the the he/s he/she he abid abide e by the the comp compan any y rule rules s and and regulations in performing his/her work, and that this contravention should not be repeated in future. •
A written letter may be addressed to the employee describing the contravention committed. The employee will also be notified that a high higher er pena penalty lty may may be infl inflic icte ted d on him him in the the cont contra rave vent ntio ion n is repea repeate ted d in future future.. The The warn warnin ing g letter letter may be regist registere ered d in the the empl employ oyee ees s pers person onal al file file .iss .issua uanc nce e of writ writte ten n warn warnin ing g can can be reco recomm mmen ended ded by the respec respectiv tive e supe supervi rvisor sor and and HOD. HOD. It will will be issued by the HR department after approval of VP HR.
Deduction on from the salary salary will be an amount amount of employe employee e salary salary • Deducti depending on the type offence and decision taken accordingly. •
The employee may be suspended from performing his or her duties for a period of time as conveyed in written.
•
Unaut Unauthor horize ized d abse absence nce of more more then then two two times times in Six month month can can result in termination of employment.
•
An empl employ oyee ee who who is abse absent nt from from the the job job with with out out sati satisf sfac acto tory ry explanation is considered to be an unauthorized unpaid absence.
Discriminat ination, ion, intimida intimidation tion and harassm harassment ent based based on sex, race, race, • Discrim reli religi gion on,, age, age, colo colorr, disa disabi bili lity ty,, sexu sexual al orie orient ntat atio ion n and and cult cultur ural al background is prohibited at the workplace. 28
The The Head Head of Depa Departm rtment ent shoul should d main maintai tain n direc directt cont control rol of all disc discipl iplin inary ary records. A copy of all records must be placed on the employee's personal file in the Human Resources Department. All warnings will remain upon the employee's personal file indefinitely, but will normally be disregarded for disciplinary purposes after the following periods: •
Stage 1 - Verbal warning:
03 months
•
Stage 2 - Written warning:
06 months
•
Stage 3 - Final written warning:
12 months
•
Stage 4 - Dismissal
These time periods may however be extended in appropriate circumstances taking into account the nature of the offence. The The time time perio period d will will comm commen ence ce from from the the date date of the lette letter/ r/me memor moran andu dum m confirming the warning, even though any specified time for improvement has expired.
Penalties: Employee’s services may be terminated in following cases
Insubordination Willful failure to carry out reasonable orders including the performing of job assigned by supervisor.
Dishonesty Falsification of any official company records will subject to the termination without prior notice.
Violation of Safety Rule 29
Failure is refusal to conform to safety practices or the misuse of safety device.
Violence Causing a disturbance on company property resulting from fighting.
Profanity or Indecent Conduct The use of profane language or engaging in immoral conduct.
Intoxication Coming to work under the influence of drugs or bringing drugs into the facility.
Willful Damage to Property Careless spoilage, destruction of company property or material.
One Day Absenteeism Unauthorized absence from work for one day without notifying employer.
Misrepresentation Deliberate Deliberate misrepresentation of past history or other important matters.
Accepting Money or Gift Taking advantage of one’s positions to accept money or gift is against the rules of company.
Motivation: As we know MOBILINK is highly aware of how to motivate its employees in the best way. This can be judged by the enthusiasm and good spirit that people show in performing their jobs. There is a well-devised system that MOBILINK follows for the purpose of motivation. It includes both financial and non-financial rewards along with the major Motivators and Dissatisfies.
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The company recognizes the importance of making people drive towards their goals and the basic step towards this is made through recognizing recognizing the value of importance that the company gives to its employees. MOBILINK has a set of financial rewards, medical, dental, vision and life insurance, retirement plan, educational educational refund assistance, paid vacation days, family and work life balance benefits and profit sharing plan, Annual bonus opportunities, company cars etc. other ways in which employees are motivated are: •
•
•
Employees Employees are safe in knowing that they will be rewarded for any exceptional exceptional work. This reward is not only monetary. It is accompanied by the employee being given recognition and greater empowerment. Employees are given a very beautiful and healthy work environment. Special attention is given to make the physical environment most productive. This is why MOBILINK offices are considered to be the most well decorated and organized. As we know MOBILINK has a desire to promote the high achievers from with in the company. Positions are given on merit and are transparent and fair in nature. There is no special treatment. Therefore each employee knows that he can aim for the top and actually get there. This has proved to be a great source of motivation for the employees of MOBILINK.
Motivational factors:
Mobilink is a leading telecom company and all the employees working there feel pride in affiliating them with the organization. It’s the biggest intangible motivational factor. Affiliating with organization, employees are self motivated to work and loyalty comes from within. However they have other factors too. They believe in praising the good work done by employees and reward them on that. Reward may be tangible or intangible. They also arrange parties in which star performers are highlighted. Also they have informal meetings after performance evaluation and supervisors, subordinates, colleagues talk about there success and and are motiv motivate ated d throu through gh intri intrins nsic ic facto factors. rs. Dele Delegat gation ion of autho authorit rity y and and empowerment re the tools which they use to motivate employees and that is how they keep up the good work.
SWOT Analysis: Strengths: MOBILINK has been operating for a long period of time and has been able to adjust with the changing environment because of its effective Human Resource Management. The HR practices of MOBILINK have the following strengths: 31
1.
MOBI MOBILI LINK NK has has the the late latest st empl employ oyee ee trai traini ning ng and and deve develo lopm pmen entt approaches. Therefore it can adapt to all sorts of change and bring immediate improvement in work practices whenever the need arises.
2.
MOBIL MOBILIN INK K hires hires only only the the most most highl highly y quali qualifie fied d and and excep exceptio tiona nally lly intelligent and energetic people. This result in lesser HR problems as people are willing to change, take constructive criticism and focus on personal and professional development by focusing solely on achieving their work.
3.
MOBILIN MOBILINK K believes believes in making making people people realize realize their full potential potential and capabilities which is why jobs are designed to be challenging and goals are made to be achievable achievable yet competitive. This results in a high level of motivati motivation on and job satisfac satisfaction tion for the employee employees s and automat automatical ically ly promotes a healthy work environment.
4. The company company has has a very well well balance balanced d and realistic realistic incenti incentive ve program. program. It also focuses on giving additional benefits to its employees apart from the basic remuneration. This results in employees giving their “Heart and Soul” in working for their employer. 5.
The HR practices of MOBILINK greatly enhance its image as a company that wants to contribute towards the society in every possible way. As the main focus is on developing better people not just better employees.
There may be various other strengths of the HR practices and management system of MOBILINK, only the most important have been discussed above.
Weaknesses: It is very difficult to find any weaknesses in the HR management of a comp compan any y that that has has deve develo lope ped d and and crea create ted d its its HR stra strate tegy gy with with near near perfection. However some weaknesses can be pointed out. 1.
MOBIL MOBILIN INK K has has a trend trend of main maintai tainin ning g long long worki working ng relat relation ions s with with employees and sticking sticking with the same people as long as it is productive. Most of these people are promoted from with in the company to form the middle and upper management. This results in loss of creativity that can be recog recogniz nized ed by exter external nal recru recruitm itmen entt for for these these core core mana manage geria riall positions.
2.
The employ employees ees are suppos supposed ed to work work at late night night without without being being paid additionally. This creates mental tension.
3.
CV’s are not properly entertained
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4. Certain Certain non financ financial ial rewards rewards such such as “employe “employee e of the year” which which is used as motivation tool are not properly communicated to the employees regarding their importance. 5. The The most most comm common on comp compla lain intt that that is hear heard d by the the empl employ oyee ees s is the biasness of immediate bosses. That creates a sense of concern with in the employees.
Opportunities: There are a number of opportunities that are available in areas of HR for MOBILINK during the course of its future activities. These are: 1.
The company can discover great potential through the future graduates as every generation is being taught in more effective manner that leads to better growth. Being a leading company in the employment rankings of Pakistan MOBILINK can recruit the “cream of graduates” every year and utilize their improved knowledge and abilities.
2. There There is an opportun opportunity ity to create create the best best image image of the company company in the the mind of customers by adding the value added services. 3. With With the the expa expans nsio ion n in the the comp compan any y busi busine ness ss in Paki Pakist stan an,, the the HR department can be expended in order to manage diversity of workforce.
Threats: 1.
Due to entering of new companies in cellular industry the competition has been enhanced. Like other areas HR departments is facing the threat of employees switching from Mobilink to other companies.
2. The The skille skilled d and and quali qualifie fied d worke workers rs are are being being attrac attracted ted by the the other other cellular phone & multinational companies.
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CONCLUSION: To conclude Mobilink has a strong HR system. That is the reason we didn’t didn’t found found much much discr discrep epanc ancies ies in what what mana managem gement ent says, says, what what policies state and what employees say. 90 % of the times they were same. There are some minor discrepancies discrepancies but they are adjustable adjustable with little effort.
Recommendations: To establish core competence and to bring competitiveness, Mobilink Mobilink should should impleme implement nt numero numerous us effectiv effective e plans plans to improve improve the perform performance ance of its various various departm departments ents.. Supervis Supervisors ors must must manage manage emplo employe yee e perf perform orman ance ce well well in order order for Mobili Mobilink nk to accom accompli plish sh its mission and achieve its goals. Following are some recommendations for Mobilink, which we Personally feel can be useful for the organization, its employees and the customers. Effective Performance Management Perfo Performa rmanc nce e mana managem gemen entt is one one of the most most impor importan tantt parts parts of a Supervi Supervisor’s sor’s or team leader’s job. Develop Developing ing skills skills in perform performance ance Manageme Management nt is wise wise investm investments ents that will will help Mobilink Mobilink achieve achieve its Goals. Managing employee performance includes: • • • • •
Planning work and setting expectations Monitoring and measuring performance Developing the capacity to perform Periodically rating performance in a summary fashion Recognizing and rewarding good performance
Practicing good performance management requires proficiency in certain competencies. Competencies are observable, measurable Patterns of skills, knowledge, abilities, behaviors and other Characteristics that an indivi individu dual al need needs s to perfo perform rm work work roles roles or Oc Occu cupa patio tional nal funct functio ions ns
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succ succes essf sful ully ly.. Perf Perfor orma manc nce e mana manage geme ment nt Comp Compet eten enci cies es that that all all supe superv rvis isor ors s (and (and team team lead leader ers) s) at Mobi Mobili link nk Shou Should ld deve develo lop p and and demonstrate include: Communication Estab Establis lishin hing g and and maint maintain aining ing effec effectiv tive e comm communi unica catio tions ns with with each each Employee not only requires good oral and written communications Skills, but it also includes the ability to establish good working Relationships. To communicate communicate effectively with employees, employees, Supervisors Supervisors must establish an environment that promotes an open Door atmosphere, the sharing of ideas, and employee involvement in decision making processes. Setting Goals Sett Settin ing g long long and and shor shortt-te term rm goal goals s with with empl employ oyee ees s give gives s focu focus s to Employee Employee efforts. efforts. When goal setting is done correctly, correctly, employees strive to accomplish those goals and feel confident in achieving them. When goal setting is done poorly, work does not progress as desired. Knowing how to set goals effectively is an impor importan tantt part part of Perfo Perform rman ance ce mana manage geme ment. nt. To do this this well, well, supervisors need to be able to clarify expectations and to set realistic standards and targets. Measuring Employee Performance Credibl Credible e measure measures s of perform performance ance that employee employees s underst understand and and accep acceptt are critic critical al for for achi achievi eving ng high high level level perfo performa rmanc nce. e. Measur Measuring ing employee employee accomp accomplish lishment ments, s, using using both both qualitat qualitative ive and quantit quantitativ ative e measure measures, s, provide provides s the informat information ion that that supervis supervisors ors and employ employees ees need in order to monitor performance. Giving Feed Back Feedb Feedbac ack k shou should ld inform inform,, enlig enlighte hten, n, and and sugg suggest est impro improve veme ments nts to employees regarding their performance. performance. Supervisors should describe describe specific work related behavior or results they observe as close to the event as possible. Coaching & Developing Using Using their their coach coaching ing skills skills,, supe supervi rviso sors rs evalu evaluate ate and and addre address ss the the developmental needs of their employees and help them select diverse experiences to gain necessary skills. Supervisors and employees create
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developm development ent plans plans that might might include include training training,, new assignm assignment ent,, job enrichment, self study or work details.
References:
1. Mr. Mr. Syed Syed Soh Sohaib aib Hass Hassan an Associate Orgational Development Human Resources. MOBILINK, F-8/3, Islamabad.
2. Mr. Mr. Hasa Hasan n Jah Jahan angir gir MOBILINK, F-8 Markaz, Islamabad.
3. Usman man Ahm Ahmad ad MOBILINK, F-8 Markaz, Islamabad. 4.
www.mobilin www.mob ilink kgsm.co gsm .com m.
5.
www.google.com
6.
www.wikipedia.com
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