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Chapter 1

INTRODUCTION TO THE REPORT

1.1 INTRODUCTION TO THE REPORT

At IM Studies this is essential degree requirement for the students of

MBA to complete internship program of eight week in well-reputed

organization. Report writing follows the internship, which is the integral

part in the fulfillment of the requirements for the degree of MBA. he

report encompasses the knowledge of the internee that he o!tains during

his course of stud" in the organization, his learning and anal"sis his

e#perience that he has during internship in the light of which

recommendation are made. hese recommendations ma" !enefit the

organization concerned for further impro$ements in its performance.

he super$isor assigned to the internee guides the whole process of report

writing. After its completion the report is su!mitted to the Institute of

Management Studies %eshawar &ni$ersit". he report is properl" anal"zed

!" the Institute of Management Studies on its descriptions will as on theanal"tical capa!ilities of its writer, and proper grades assign to the writer.

his internship report has !een written on '( 'orthern

elecommunication Region-) %eshawar.

1.2 BACKGROUND OF THE STUDY

he elecommunication sector around the world is going through a

process of rapid change in information technolog" and con$ergence with

focus on mo!ile Internet and $alue added ser$ices. In line with glo!al trend

and for meeting the emerging demand, ma*or initiati$es ha$e !een taken !"

'( to up grade it network. And also to introduce a range of new $alue added

ser$ices+ de$elop a portfolio of information technolog", Internet !andwidth

related ser$ices and should re$ise it organization structure to make it more

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conduci$e to deal with the change and commercialization process to enhance

the re$enue potential of the compan".

he socio economic growth of a de$eloping countr" depends mainl" on

the elecommunication sector and its in$ol$ement in information technolog"+

ele marketing and -commerce make it an integral organ of the o$erall

de$elopment of the countr".

1.3 PURPOSE OF THE STUDY

1. o fulfill the requirements for the degree of MBA at Institute of

Management Studies &ni$ersit" of %eshawar.

2. o do practical work in the rele$ant field and appl" the

knowledge gain during the course of studies in real world.

3. o understand how $arious operations are carried out in the

organization of real world

4. o perform financial and other anal"sis of organization.

5. o make possi!le recommendations in the light of anal"sis to

impro$e long report writing skills.

1.3 SCOPE OF THE STUDY

he scope of this particular stud" is confined to '( Management

organizational structure. More especiall" the /uman resource management

department of '( is the ma*or emphasis of this stud". he o!*ecti$e is to

identif" the most appropriate organizational culture for '( in competiti$e

en$ironment.

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1.5 METHODOLOGY OF STUDY

he data collected for the anal"sis and re$iew includes !oth primar" and

secondar" data. he methods used for collecting primar" and secondar"

data are as follow0

1.5.1 Primar !a"a#

1ata collected for the first time is called primar" data. he method used to

collect such data includes0

). %ersonal o!ser$ations

2. 1iscussions

3. Inter$iews

1.5.2 S$%&'!ar !a"a#

he data collected earlier !" some one else and which has gone through

mathematical and statistical techniques after its collection, is called

secondar" data. Methods used to collect secondar" data include0

). '( Annual Reports

2. '( Brochures

3. '( Manuals

4. (ircular and 'ewsletters

5. Internship Reports on %(6

7. 8ournals and 'ewspapers

9. Internet

1.( LIMITATIONS OF THE STUDY

1. 'one of the human made things can !e considered perfect. :nl"

things created !" di$ine are perfect and error free. 'o matter how carefull" a

stud" or research is carried out it will not !e perfect and complete in all

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respects. his stud" was conducted in conformit" with the o!*ecti$es of stud"+

howe$er the stud" is su!*ect to following limitations.

2. he stud" does not include !road e#planation of facts and figure

due to the following factors0

I. he nature of the stud".

II. he elecommunication compan" official were not willing to

e#plain all the things regarding their organization and its

operations, making it difficult to gather information a!out and

understand different technical operations.

III. All the facts regarding compan" cannot !e presented due to the

pro!lems of secrec".

I;. All the required data was not a$aila!le !ecause the documents

and files area kept confidential.

;. hrough financial anal"sis was not possi!le due the limitation

of information in the compan" annual reports.

;I. 1ata required for carr"ing out through /R and S<: Anal"sis

was not a$aila!le.

;II. he internees are not pro$ided with opportunities of doing

things themsel$es during internship, making it difficult for

them to understand technical things. his also affects the

qualit" of the stud" resulting report.

3. 6imited financial and technical resources also affected the anal"sis.

4. 6imited duration of internship makes the anal"sis restricted

!ecause all the technical operation of the compan" cannot !e

understood and anal"zed in onl" two months.

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Chapter 2

HISTORY OF PTCL

2.1.1 I'"r&!)%"i&'

It is considered appropriated now that the histor" of %akistan

elecommunication is compiled, from the pre-independence period

starting from )=53 up 2>>7. It should end up the $er" !rief o$er$iew of

particular interest the 5=-"ear period of %akistan elecommunication from

)?49 to 2>>7.

@rom the hum!le !eginnings of %osts and elegraph 1epartment in )?49

and esta!lishment of %akistan elephone and elegraph 1epartment in

)?72, to this $er" da", ours is a stor" of commitment and $ision.

%akistan elecommunication (orporation %( set sails for its $o"age of

glor" in 1ecem!er )??>, taking o$er operations and functions from

%akistan elephone and elegraph 1epartment under %akistan

elecommunication (orporation Act )??). his coincided with theCo$ernmentDs competiti$e polic", encouraging pri$ate sector participation and

resulting in award of licenses for cellular, card-operated pa"phones, paging

and, latel", data communication ser$ices. )

%ursuing a progressi$e polic", the Co$ernment in )??), announced its

plans to pri$atize %(, and in )??4 issued si# million $ouchers

e#changea!le into 7>> million shares of the would-!e '( in two

separate placements. ach had a par $alue of Rs.)> per share.

hese $ouchers were con$erted into '( shares in mid-)??7.

In )??5, %akistan elecommunication Reorganization :rdinance formed

the !asis for '( monopol" o$er !asic telephon" in the countr". It also

pa$ed the wa" for the esta!lishment of an independent regulator" regime.

)

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he pro$isions of the :rdinance were lent permanence in :cto!er )??7

through %akistan elecommunication Reorganization Act. he same

"ear, %akistan elecommunication (ompan" 6imited was formed and

listed on all stock e#changes of %akistan. Since then, '( has !een

working $igorousl" to meet the dual challenge of elecom de$elopment

and socio-economic uplift of the countr". his is characterized !" a clearer

appreciation of ongoing telecom scenario wherein con$ergence of

technologies continuousl" changes the shape of the sector. A measure of

this understanding is progressi$e measures such as esta!lishment of the

compan"Ds mo!ile and Internet su!sidiaries in )??=.

As telecommunication monopolies head towards an imminent end,

ser$ices and infrastructure pro$iders are set to face e$en !igger

challenges. %akistan also entered post-monopol" era with deregulation of

the sector in 8anuar" 2>>3. :n the Co$ernment le$el, a comprehensi$e

li!eralization polic" for telecom sector is in the offing.

'( is in full awareness of the same, and future policies feature a strong

con$iction of health" competition. he (ompan" is in process of

enhancing organizational and !usiness proficienc" through $ertical

integration and horizontal di$ersification. At the same time, cross-national

ownerships, operations and partnerships are !eing e$aluated with a $iew

to de$eloping and di$ersif"ing the !usiness.

In this o$er$iew, it is proposed to highlight mainl" the growth technolog",

sector structure, organization, the lessons learnt and future trends.

2.1.2 P*a+$+ &, D$-$&/m$'"#0

he compilation of the histor" has followed a $er" logical plan and

di$isions and chronolog" and ma*or organizational changes in

elecommunication entit". It also co$ers the period of Co$ernment of

%akistan C:% fi$e "ears plan including, the ma*or pats of the middle and

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the eight )??3 up to )??= plan progressi$el". In addition it also co$ers a

period of an e$ol$ing restructuring of the telecommunication sector

structure and organization, starting from a com!ine %ost and elegraph %

and department at independence to a elegraph and elephone and

in )?72 and a %akistan elecommunication (orporation %( in )??>.

elecommunication Act )??7 !rought the ma*or reorganization, separating

polic", regulation and operation in the ministr" of communication,

%akistan elephone Authorit" %A and %akistan elecommunication

(ompan" 6imited %(6 respecti$el".

It also let to the area of li!eralization and increasing the participation of

the pri$ate sector in telecommunication especiall" since )??> with the

cellular, card pa" phones, data and paging ser$ices.

he period also co$ers great ad$ances in technolog" leading to the digital

re$olution and open wire to coa#ial to optical fi!er transaction. he

international ser$ices de$elop in this period from the unrealiza!le short-

$iew radio to the high qualit" ser$ice !" su! marine ca!le and

satellite radio. In this half centur", the %akistan elecommunication sector

faced man" challenges to set up a $ia!le operational entit", production

units and support s"stems leading to the esta!lishment of an adequate

national infrastructure on which the knowledge and the informational

super structure can !e !uilt.

2.1.3 T*$ T$$%&mm)'i%a"i&' S$%"&r 1402(

At independence )?49, the %akistan elecommunication Sector was

organized as a com!ined % and %ost and elegraph 1epartment as it

was in India !efore partition. In Septem!er )?75, the minister of railwa"s

and communication decided that a detail e#amination !e made of the

working of the %akistan %ost and elegraph department for !ringing a!out

impro$ement in the efficienc" of !oth the !ranches, the %ostal and

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)5th 1ecem!er )??>. he esta!lishment of the corporation was in

intermediate step in go$ernmentEs strateg", which was to restructure the

sector-facilitating pri$ate sector participating to meet the phenomenal

growth, which could not !e supported in finance !" go$ernment itself. @or

this purpose, go$ernment o!tained the ser$ices of a consortium led !"

Bears Streams &nited States of America &SA for the stud" and

recommendation, which result in the promulgation of the

elecommunication ordinance of 8ul" )??5 separating the polic",

regulations and operations in the sector. <hile polic" was reser$ed for the

go$ernment, the regulation of the sector was entrusted to the %akistan

elecommunication Authorit" %A. A frequenc" Allocation Board

@AB was created for the management of the Radio frequenc" spectrum

and for go$ernmentEs elecommunication ser$ices, 'ational

elecommunication (orporation '( was created. he %akistan

elecommunication %( was con$erted to the %akistan

elecommunication (ompan" limited %(6 on decem!er3), )??5.

In :cto!er )??7, national assem!l" enacti$e the elecommunication

reorganization act replacing the ordinances. Although not perfect, the

elecommunication Act )??7 pro$ides a reasona!le framework for the

sector structure and organization. It was onl" after the con$ersion of

elephone and elegraph and department into a corporation in

1ecem!er )??> when serious were made to wipe out the pending demands

and to pro$ide the elephones to applicant in reasona!le time. In

colla!oration with the pri$ate sector through Build 6ease ransfer B6

scheme, 355,?=) lines in )??3 and 42?,>23 in )??4 increase the capacit"

of the telephone e#changes in 2>>4. he capacit" had e#ceeded 4.5

million lines, in increase of o$er 3.5 million since )??).

@or long distance telephone ser$ices, capacit" of circuits was increased in

)?5>Es !" reconstruction of open Fwire lines and installation of a large

num!er of 3 and )2 channel carrier s"stems. (arrier channel mileage

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announcement of the de-regulation polic"+ the mo!ile telecom operators,

data network operators, internet ser$ice pro$iders, card pa"phones

operation etc ha$e !een operating for quite some time now and '( has

!een in competition for a long time. @or the new challenges that is to sa"

an international, national and local fi#ed line communication. '( has

alread" geared up as in the process of appropriate corporate restructuring,

tariff, re-!alancing and de$eloping cost effecti$e solutions. In addition, it

has also !een continuousl" upgrading infrastructure, taking more

responsi$e customer care approaches and taking initiati$es to wards,

Introduction of new ser$ices and technologies, like <ireless 6ocal 6oop

<66, 'ew Ceneration 'etwork 'C' and :ptical @i!er Access

'etwork :@A'. <e understand the need to prepare our sel$es for the

forth Fcoming competition and realize the importance of marketing and

customer care. Retention of customers, especiall" the corporate customers,

will remain the focus of our attention. <hile the retaining the present

customers, we ha$e to compete for the new customers as well, in order to

!roaden %(6Es customers !ase.

he compan" is therefore $iewing the forth-coming competition as an

opportunit" rather than a threat. <e !elie$e that the competition would

also !ring along with it, greater le$el of efficienc" in our s"stem and

procedure. his will come forth with our dedication, commitment and all

out efforts to wining customer confidence and altimetr" enhancing the

shareholderEs $alue.

2.2.1 Hi+"&ri%a Ba%67r&)'!

14 %ost and elegraph % and department was esta!lished.

1(2 %akistan elegraph and elephone department was

esta!lished.

101 %akistan elecom (orporation %( was esta!lished.

Access 6ine in Ser$ice A6IS0 =5>,>>>,

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<aiting list0 ?>>,>>> #pansion %rogram of ?>>,>>> lines

initiated 5>>,>>> lines !" pri$ate sector of %akistan

4>>,>>> lines %(C:% :wn resources.

15 A!out 5 H of %akistan elecommunication (orporation

%( assets transferred to %akistan elecommunication

%A, @requenc" Allocation Board @AB and

'ational elecommunication

(orporation '(.

1( '( @ormed listed on all Stock #changes of %akistan

18 Mo!ile and Internet su!sidiaries esta!lished

2 elecom %olic" @inalized

23 elecom 1e-regulation %olic" Announced

%akistan elecommunication (orporation was esta!lished in 1ecem!er )??> to

take o$er the functions of the %akistan elephone and elegraph

department. Its operation was go$ern !" the %akistan elecommunication

(orporation %( Act )??) in )??) Co$ernment of %akistan C:%

announced its intent to pri$atize %( and appointed a financial ad$isor"team led !" Bear Streams and (oopers and 6"!rand !ased on whose

ad$ice the Co$ernment of %akistan C:% decided to sell the 275 stake

share capital, with management rights of %( !" con$erting into a limited

compan" under the pro$isions of compan" ordinance )?=4. 3

6ater on, Co$ernment of %akistan C:% decided to sell )).=H of its

share, in the shape $ouchers, on Stock Market through domestic and

international offering. he sale of 27H stake to strategic in$estor remains

on the agenda. In August )??4 Co$ernment of %akistan C:% issued

),>>>,>>> one million %( $ouchers e#changea!le into )>> million

'( shares with a nominal $alue of Rs.)>share in a further 5,>>>,>>>

fi$e million similar $ouchers was issued in Septem!er )??4 to

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international in$estors. %( $ouchers contri!uted to the e#chequer a!out

&S ?>> million &J placement and Rs.3 million domestic issues. he

price of the $ouchers were listed and traded on the stock e#changes. he

price of the $ouchers in the first and the second issue was Rs.3>>> and Rs.

55>> respecti$el". Co$ernment of %akistan C:% also issued

e#changea!le notes worth &S )5> million to international in$estors in

@e!ruar" )??9 through 'umura international, &BS and glo!al securities.

hese notes are e#changea!le into full" paid KAnL ordinar" shares of '(

a!out 3.3H of total issued share capital. If the notes are con$erted into

shares it will amount to total )5.>7H of Co$ernment of %akistan C:%

equit" di$estiture. In August )??9 a deal of securitization of '( foreign

recei$a!le has !een successfull" done which fetched &S 25> million to

Co$ernment of %akistan C:% and equi$alent rupees to %(6. he

concept of securitization of '( future recei$a!les from ma*or operations

has !een opportunit" of cheapest possi!le loan to %(6.

In )??5, Co$ernment of %akistan C:% %ri$atization (ommission

appointed a new financial ad$isor to implement the strategic sale. Morgan

Creen @ell &J, (ooper and 6"!rand, 1enton /all, Muslim (ommercial

Bank, 1eutsche Bank AC, A!acus (onsulting and Riz$i, Isa led the team

as mem!er. his new ad$isor" team instantiated work in Septem!er )??5

and step taken on their recommendation are summarized in anne#-) the

new go$ernment dispensed the ser$ices of the 1eutche Morgen

Creen @ell and in )??= appointed Coldman Sachs International CSI

one of the most reputed financial ad$isors to render ad$isor" ser$ices of

%(6.

MS Coldman Sachs financial ad$isor for pri$atization of '( ha$e

started the work of due diligence. he compan" esta!lished a data

room at '( headquarter where complete information pertaining to '(

is a$aila!le to facilitate due diligence the proposed polic" statement from

Ministr" of Science and echnolog" M:S and . his is read" and can

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!e issued once appro$ed !" the go$ernment on legal and regulator" matter

ma*or initiati$es ha$e !een taken, %akistan elecommunication

Authorit" %A has granted mo!ile license to %akistan elecom

Mo!ile 6imited %M6 and also accepted the Coldman Sachs

International CSI proposed regulations !oth on incensing and tariff.

@inal details on price control are to !e agreed. ariff rationalization will

!e completed in four "ears as agreed. Coldman Sachs International CSI

is currentl" working on staff restructuring polic" and information

memorandum. :nce polic" related issues are settled, su!*ects to

Co$ernment of %akistan C:% appro$al, road shows, could !e start.

he present go$ernment has initiated the de-regulation polic" and wants to

di$est its 27H share with the management control. ell now )4 !ig

international reputed telecom companies ha$e showed e#pression of

interest in %(6.

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C*a/"$r 3 OERIE9 OF ORGANIATIONAL

STRUTURE OF PTCL

3.1 Or7a'i:a"i&'a +"r)%")r$ &, PTCL

he term organization structure descri!es the organizations formal

framework or s"stem of communication and authorit". he '(

con$erted from Co$ernment sector to %u!lic Sector w.e.f. )5-)2-

)??>. hus the organization structure prior to )5-)2-)??> was centralized

and decision making is highl" centralized in upper le$els of Management.

he 1irector Ceneral was act !eing (hief #ecuti$e of the 1epartment

and ha$ing few Regions *ust one in each pro$ince where act Ceneral

Manager or 1irector as Regional In charge of the 1epartment. he human

resource was also kept in minimum le$el comparati$el" now a da"s. ach

Region had some field di$isions scattered in far flung Areas.

he 1i$isional ngineers were performing their duties as 1i$isional In

charge with some Su!. 1i$isional :fficers and Super$isor" staff. he

unit" of command was $er" simple and it was highl" cleared where is the

t"pes and amount of authorit" and responsi!ilit" that organizational

mem!ers hold. he Accountant Ceneral % Audit 6ahore was the

%rincipal Audit and Accounts office of the department. he elegraph and

elephone department restructured and renamed %akistan

elecommunication (orporation w.e.f. )5-)2-)??>.4

he %ost of 1irector Ceneral was redesigned as (hairman %(. 'ow the

comple#it" interred in the organization structure resultantl" more di$ision

of la!or the more $ertical le$els and more geographicall" dispersed theorganizations units, the more hierarch", the more difficult it is to

coordinate people and their acti$ities. /owe$er since )??> or !ecoming

corporation the elecommunication is pla"ing an increasingl" significant

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http://www.ptcl.com.pk/

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role as the most important infrastructure of modern economic and

societies.5

he go$ernment of %akistan now holds more then 72H stake in the

compan" and nominates four >4 directors on the Board of 1irectors of

the (ompan", while the tisalat International %akistan I% has 27H

holding in the (ompan" and nominates fi$e >5 1irectors on the Board

of 1irectors. All the directors are non-e#ecuti$e directors. he

:rganizational chart of '( /eadquarter is shown in @ig 3.1.

he :rganizational Structure of '( shows that %resident of '( is the

head of all the :rganization and there is onl" one Secretar" of the

:rganization. he tisalat (ompan" has 27H of Shares therefore the" can

nominate fi$e >5 directors of the Board of 1irectors. op Management

of the (ompan" includes Senior #ecuti$e ;ice %resident and #ecuti$e

;ice %resident of the 1epartments.

3.1.1 B&ar! &, Dir$%"&r+ &, PTCL

After the pri$atization of '( the new management holds the charge of

the (ompan" and has formed a Board of 1irectors consisting upon tenmem!ers including a (hairman and (hief #ecuti$e :fficer. he '( is

to compl" with the code of corporate Co$ernance code contained in the

listing regulations of the Jarachi, 6ahore and Islama!ad stock e#changes

for the purpose of esta!lishing a framework of good go$ernance, where!"

a listed compan" is managed in compliance with the !est practices of the

corporate go$ernance.

he (ompan" has applied the principles contained in the code in the

following manner. 7

1. %ursuant to pri$atization of the (ompan", the go$ernment of

%akistan now holds more then 72H stake in the compan" and nominates

5 %(6. Annual Report 2>>5 2>>7.7

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four >4 directors on the Board of 1irectors of the (ompan", while the

tisalat International %akistan I% has 27H holding in the (ompan" and

nominates fi$e >5 1irectors on the Board of 1irectors. All the directors

are non-e#ecuti$e directors. he name of mem!ers of the Board of

1irectors as on 3>th 8une 2>>7 is gi$en in Appendi# KAL

2. he directors of the compan" ha$e confirmed that none of them is

ser$ing as a 1irector in more then ten listed companies, including this

(ompan".

3. All the resident 1irectors of the (ompan" are registered as

ta#pa"ers and none of them has defaulted in pa"ment of an" loan to a

(ompan", !eing a mem!er of a stock e#change, has !een declared as a

defaulter !" that stock e#change.

4. All the $acancies occurring in the Board were filled up !" the

1irectors within 3> da"s thereof.

5. he (ompan" has prepared a KStatement of thics and Business

%racticesL, which has !een appro$ed !" the 1irectors of the (ompan" and

is in the process of !eing signed off !" the 1irectors and designated

emplo"ees.

3.1.2 D$"ai+ &, Em/&$$+ i' NTC H$a!;)ar"$r

:rganizational restructuring of '( is !eing carried out for making the

compan" more responsi$e, competiti$e and capa!le of facing emerging

glo!al and domestic challenges. In areas of focus would !e marketing and

customer care, /uman resource management and de$elopment, emerging

technologies etc. Appropriate changes ha$e also !een !rought a!out in

/uman Resource Management such as completion of census and

esta!lishment of /uman Resource Management information s"stem.

Recruitment process and s"stem has !een adequatel" re$amped !"

adopting appropriate /uman Resource practice. 1ecision support s"stem,

thus esta!lished, will help generate desired management reports.

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%rofessional de$elopment of emplo"ees, especiall" the middle

management is !eing ensured. raining sources for emplo"ees ha$e !een

redesigned. A special emphasis is !eing paid on the inculcation of sense of

responsi!ilit" and politeness in the minds of '( emplo"ees, especiall"

the low Management and staff. otal num!er of emplo"ees as categorized

!elow is 7)=4> as on 3>-7-2>>7. he 1etails of mplo"ees charts of '(

are gi$e in Appendi# <B=

3.2 D$/ar"m$'"a"i&' &, PTCL

'( is !ig organizations which ha$e se$eral departments. hese

departments are gi$en !elow. All these departments ha$e a Senior

#ecuti$e ;ice %resident which controls these departments. 'ow the

scope of these departmental units and the comple#it" of the enterprise

gi$e rise of additional organizational units. hese t"pes results mainl"

from such things as the nature and amount of work to !e done, the degreeof specialization or di$ision of la!or practiced, and the people and the

workplace a$aila!le for the work.

his is specialization or di$ision of la!or, which gi$e !irth to

1epartmentation, which again fi$e !irths to span of control. %(6Es

organizational chart is a full picture of the di$ision of la!or. As we can see

that the whole organization is KdepartmentalizedL into se$en ma*or

acti$ities. hese are0

I. (orporate Affairs

II. :peration

III. @inance

I;. state Management

;. /uman Resource and Administration

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;I. Special %ro*ects

;II. Information echnolog"

Although specialization is criticized $er" much !ut I must sa" that for a

large organization like %(6, specialization is a pre-requisite. %(6Es

organizational chart shows a $ertical e#pansion in the positions of the

organization.

And thatEs the reason that in '( *o! requirements and manager in-case

of '( and S;% specifications are de$eloped and matched to assign

personnel. $er" manager or S;% in-case of '( has his or her own

S;% administration department, who is one of the assisting su! heads to

the compan", Secretar", CM internal Audit and Ceneral Manager

Solutions, who again assist the president. he administration S;% in

'( is o!liged to take care of so man" things, for e#ample0

• /e she ha$e to handle all the issues related to human

resource and planning.

• /as to take care of co-ordination among different

departments.

•

<ill handle issues related to transport andtelecommunication.

• And so man" other acti$ities like pu!lic relations, /R

telecommunications etc.

@or all these acti$ities, he she are then supported !" ele$en more

managers who again are the e#perts in their own fields.

3.2.1 O/$ra"i-$ D$/ar"m$'"+ &, PTCL

he operati$e functions of the '( can !e di$ided into the following

operati$e departments.

I. P&i% F&rma"i&' a'! Dir$%"i&'+.

%resident, Secretar" and Board of %(6

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II. A!mi'i+"ra"i&'.

Ceneral Administration, Rules, Regulation and Recruitment,

ransport, Securit", <elfare Branches.

III. Trai'i'7 Or7a'i:a"i&'+.

S(, '%CI, Regional Schools.

I. Fi'a'%$ a'! A%%&)'"+.

Internal Audit, %ension (ell, Accounts :ffices.

I. S"&r$+ a'! 9&r6+*&/+.

Ceneral Store 1epot, %urchase Branch, elegraph <shop.

. C)+"&m$r S$r-i%$+ a'! Sa$ Pr&m&"i&'.

(ustomer Ser$ices, %rinting %u!lications.

I. Pa''i'7 a'! D$-$&/m$'".

1e$elopment Administration, %lanning Branch and Regional

1e$elopment offices.

III. Mai'"$'a'%$ a'! O/$ra"i&'. Regional :ffices, elephone,

elegraphs, Radio, <ireless 1i$isions. 9

9

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3.2.2 C&mm$'"+ &' "*$ Or7a'i:a"i&'a S"r)%")r$ &, PTCL

he '( is a large organization and its offices are situated all o$er the

countr". It has more di$ision of la!or, more $ertical le$els in the hierarch"and the more geographicall" dispersed the '( units, the more

difficult or comple# it is to coordinate people and their acti$ities.

/owe$er the decision making authorit" is also di$ided among the top

management and Regional #ecuti$es according to their responsi!ilities.

herefore we can sa" that decision making is highl" centralized in upper

le$el of Management in %(6. As I anal"sis that /uman Resource wing

has !een esta!lished in '( e#plicitl" to implement /uman Resource

strategies and to adopt modern, inno$ati$e and !est pro$en policies to

make '( a responsi$e and competiti$e ser$ice organization. o

strengthen the /uman Resource <ing the position of 1irector Ceneral

Administration has !een filled and recruitment for other senior position

is in process. In new and changed scenario when the new pla"ers in

elecom Sector ha$e started !uilding their core organizations and likel" to

cause attrition in '( human resources.

he '( has gi$en new dimensions to human resource acti$ities. '(

efforts are !eing made to de$elopment of a competiti$e workforce through

rigorous training and with programEs to impro$e the retention of these

emplo"ees. o deal with the situation '( has transformed its human

resource department to focus on modern management practices. <ith

Fi7 3.1 NTC Or7a'i:a"i&'a C*ar" a'! D$/ar"m$'"a"i&'

Pr$+i!$'" > C.E.O

C&m/a' S$%r$"ar

B&ar! &, Dir$%"&r+ T&/ Ma'a7$m$'"

C*i$, E'7i'$$r+S$'i&r E?$%)"i-$ i%$

Pr$+i!$'"

E?$%)"i-$ i%$

Pr$+i!$'"

B)+i'$++

D$-$&/m$'"

A!mi'i+"ra"i&'

@O/$ra"i&'+ S&)"*

Kara%*i

Pr&%)r$m$'"

D$-$&/m$'"

@O/$ra"i&'+ C$'"ra

La*&r$

@O/$ra"i&'+ C$'"ra

I+amaa!

SEP

C&r/&ra"$ A,,air+

SEP

O/$ra"i&'+

SEP

Fi'a'%$

SEP E+"a"$

Ma'a7$m$'"

SEP HR >

A!mi'i+"ra"i&'

SEP

S/$%ia Pr&$%"+

SEP

IT

A!mi'i+"ra"i&'

Mai'"$'a'%$ >

O/$ra"i&'

D$-$&/m$'"

B)+i'$++

D$-$&/m$'"

B)+i'$++ Pa''i'7 >

S"ra"$7

I'"$r'a"i&'a

C&mm)'i%a"i&'

I',&rma"i&'

T$%*'&&7

A%%&)'"+

Fi'a'%$

Mar6$"i'7

H)ma' R$+&)r%$

IT

C)+"&m$r Car$

)ai" A++)ra'%$

G$'$ra Ma'a7$r+

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C*a/"$r04

HUMAN RESOURCE MANAGEMENT

@EISTING SITUATION IN PTCL

N/uman Resource Management is a process consisting of inception,

de$elopment, moti$ation and maintenance of /uman resourcesO )

. Based on the

data collected and other information made a$aila!le, an anal"sis of the e#isting

situation is presented in fi$e sections as follows

⇐ '( (urrent %ersonnel Assessment

⇐ Assessment of elecom Social n$ironment Impact on /R in %(6

⇐ '( /uman Resources :!*ecti$es and @orecasting S"stem Assessment

⇐ '( /uman Resources Management (urrent ools Assessment

⇐ '( raining S"stem (apacit" Results Assessment.

4.1 NTC CURRENT PERSONNEL ASSESSMENT

4.1.1 N)m$r &, Em/&$$+#

According to the information o!tained from '( /P Islama!ad, the total

num!er of emplo"ees at '( is 59,724. he data is from four pro$inces Sindh,

Baluchistan, %un*a!, and '<@%, and four federall" controlled areas Islama!ad,

'orthern Areas, Azad 8ammu Jashmir and @AA.

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here is conflicting information regarding the num!er of emplo"ees. he

'( management clarified that, the error in reporting had occurred as the regions

had included the emplo"ees on dail" wages in some reports and in some these

were e#cluded. @inall" the figure gi$en !" '( e#cluding the dail" wageworkers

has !een taken as correct.

1istri!ution a!o$e has !een calculated on the !asis of region-wise

emplo"eeDs chart. It is impossi!le to get a more detailed organization chart,

pro$iding the num!er of emplo"ees !" department, @unction or Acti$it". he

num!er of emplo"ees is confirmed !" a a!le pro$ided !" (. /RM %, from

a Q%resentation on StaffingQ. a!le-) shows '( %ast @uture %ro*ection of

lines per emplo"ee.2

a!le-) '( %ast and @uture %ro*ection of 6ines per mplo"ee

2>>> 2>>) 2>>2 2>>3 2>>4 2>>5 2>>7 2>>9

Installed main 6ines 3.)M 3.7M 4.4M 5.)M 5.= M 7.5M 7.? M 9.5 M

Main 6ines in &se 2.?9M

3.57M

4.2M 4.9?M

5.23M

5.=4M

7.3M 7.=M

Regular mplo"ees 5449

=

52=5

3

5477

?

5972

4

5972

4

5972

4

5972

4

59724

otal emplo"eeswith dail" wageworkers

72?9=

7)353

77)24

77)24

77)24

77)24

77)24

77)24

Main.6inesmplo"ee

44 4= 5) 74 93 =3 )>2 )3>

Main6inesmplo"eewith dail" wagework

3= 42 49 57 74 92 => ==

SOURCE: (CENSUS-2004 OF NTC EMPLOYEES)

u!an Re"our#e Mana$e!ent % Plann&n$ '&n$ NTC eauarter"* +"la!a,a

A (rash %rogram could !e launched, accelerating the annual increase of the

num!er of lines, for instance !" >.5 Million lines"ear. In that case, the num!er of

lines could !e a!out 9.5 Millions in the "ear 2>>9, and the ratio !etween the Main

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6ines per mplo"ee could !e around )3>, which is highl" accepta!le. a!le-)

also shows the following.

⇐ he total num!er of emplo"ees is supposed to !e kept constant during the

coming "ear.

⇐ he total num!er of emplo"ees has increased during the recent past, e$en

though there was a !an on recruitment from the Co$ernment.

hat last result is confirmed !" a!le-2 on Q Sanctioned num!er of %ost of

maintenance Region in %(6Q. he num!er of emplo"ees comes to 53,>?9 in

8une 2>>3 as compared to 52)29 in 8une 2>>>. his shows that despite the !an on

recruitment there has !een an appro#imate increase of 2H in the manpower of

Maintenance region onl".

Table-2 Sanctioned Posts of Maintenance Region

Sr. 'ame of Region 8une-2>>> 8une-2>>) 1ec-2>>2 8une-2>>3

) (..R. 6ahore )2))2 )2=>= )4245 )424?

2. @..R. @aisala!ad 4>95 4)=> 4275 427?

3. I..R Islama!ad 373= 3949 37=7 37=?

4. J..R-), Jarachi 7273 7393 5447 54275. J..R-II, Jarachi 39=) 3?23 3424 3427

7. 6..R-I 6ahore 5974 5==9 7573 757?

9. '..R. %eshawar 5=>) 5=?3 7)34 7)3=

=. S..R. Jarachi 925) 9359 9533 9542

?. <..R. Puetta 3442 353= 39=9 39=?

otal 52)29 537)3 54?=? 55>>2

SORC!" H#$an Reso#rce Manage$ent % Planning &ing 'TC

Head(#arters) Isla$abad

he Senior #ecuti$es agree that a large num!er of personnel emplo"ed in '(could !e surplus to its requirements if measured against the laid down staff

standards. It is their opinion that appro#imatel" the same num!er would stand

redundant if proper utilization of /uman Resources was e#ercised. In short, in

departments where redundanc" occurs, manning le$els could !e reduced which

consequentl" would increase profita!ilit".

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4.1.2 A7$ a'! S$'i&ri" L$-$

he num!er of emplo"ees according to their Age and Seniorit" groups is

indicated as follows0

Ta$03 Em/&$$+ A7$ > S$'i&ri"

Sr. A7$ Y$ar &, S$r-i%$ T&"a

)-)> ))-2> 2)-3> 3)

) )=-3> )3>22 232= 3235 34 )=7)?

2. 3)-4> =423 =)?7 25)> 35 )?)74

3. 4)-5> )?94 23?) 5??4 )325 ))7=4

4. 5)-7> 757 )?9 ))54 294? 4957

T&"a 245 13112 1283 4143 54223

SOURCE: u!an Re"our#e Mana$e!ent % Plann&n$ '&n$ NTC eauarter"*

+"la!a,a

• he $alidit" of the data pro$ided !" '( is inconsistent. @or e#ample, in the

age group of )=-3> thirt"-four emplo"ees are shown to ha$e a ser$ice span of

3) or more "ears. Similar discrepancies ha$e crept into other age groups

making the relia!ilit" of this data $er" du!ious.

• @rom %(6Ds perspecti$e this data also indicates that a!out 34H of its work

force falls under the 3> "ears or less age group. his will perhaps !e the group

on which '( should concentrate for retaining and Din$estingD as the work

force of the future.

4.1.3 C&m/$"$'% a'! E!)%a"i&'a L$-$

• '( currentl" follows a 24 grades s"stem for its 24) positions or

designations. he grading s"stem is the same that has !een used !" federal

go$ernment with Basic %a" Scale starting form ) and ending at 22.

• here are four categories of emplo"ees. he" are classified as full time, part

time, temporar" and contract staff.

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• he Break-up of the e#isting work force !" education is gi$en in a!le-4

!elow.

Ta$04 NTC E!)%a"i&' L$-$

Sr P$r%$'"a7$ E!)%a"i&'a L$-$ N)m$r &,

Em/&$$+

). 2>H &p to Middle Crade >= )>?2?

2. 27H &p to Matric Crade )> )42>9

3. 2>H &p to Intermediate Crade )2 )>?2?

4. 29H &p to Craduates B.A, B.Sc )4954

5. >7H %ost Craduates M.A M.S and a!o$e 329?

S:&R(0 /uman Resource Management %lanning <ing '( /eadquarters,Islama!ad

• 77H of the work force has educational le$el equi$alent to Crade )2 or less.

Ci$en the poor qualit" of education in %akistan, this composition does not

!ode well for the future of '( especiall" in terms of skills and knowledge

required for operating a modern telecom compan" toda".

• It is alarming to note that in a highl" technical organization the num!er of

emplo"ees ha$ing post graduate qualification is onl" 7H, while it is more than

2>H in other de$eloped countries.

4.1.4 P$r,&rma'%$ L$-$

%erformance Appraisal at '( e#ists in the shape of Annual confidential

Report A(R. 'ot all the regions reported data on this issue. he data shown in

a!le-5 is !ased onl" on this data. his information therefore is not complete for

all regions.

Ta$ 5 P$r,&rma'%$ L$-$

N)m$r &, Em/&$$+ A//rai+$! !)ri'7 102(.

Gear %erformance Rating In H

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4.1.5 A+$'"$$i+m

'( has no relia!le records of A!senteeism, especiall" of the &nionized

staff. Gear wise details or statistics are not a$aila!le. It is a reflection of poor

control on attendance. :nl" )) out of the 52 regions reported an" data on

a!senteeism, which is presented in a!le-7. Some regions ha$e pro$ided $er"

little information on the state of A!senteeism.

Ta$0( A+$'"$$i+m O, A'')a Tim$ L&++ R$/&r"$! R$7i&'+

R$7i&'+ &, A'')a "im$ L&++

C.M. :R. Islama!ad 3

C.M. R'C Research 3

C.M :@S, Islama!ad 3>

C.M. RR, R.%indi )2

C.M. @R ?

C.M. SR-I; Jarachi 3

(.. 1e$ '( /P Islama!ad 25

C.M. (omputer Islama!ad )33

C.M.II Jarachi 35(. I( '( /P 7

C.M. 1e$. S Jarachi )7

S:&R(0 /uman Resource Management %lanning <ing '( /eadquarters,Islama!ad

4.1.( Ma'a7$m$'" S"a,,

C.M Admin was requested to pro$ide details a!out the num!er of

Management cadre staff mem!ers, to help determine the hierarch" in the e#isting

s"stem. &nder the pre$ailing s"stem in %(6, the hierarch" !reakdown is as

follows0

• Crade )-)50 &nionized Staff

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• Crade )7-220 Management Staff

@or the purpose of this e#ercise, the Management staff has !een classified into

the following categories0

Ta$0 NTC Ma'a7$m$'" S"a,,

Sr. N&. O, Ma'a7$r+ Gra!$+ Ca"$7&ri$+ Ti"$

). 3)>4 B%S )7-)9 8unior Management A., A1

2. ))44 B%S )=-2> Middle Management C.M, (., 1ir, 1

3. )4 B%S 2) 22 Senior Management Mem!ers, (hairman


+"la!a,a *

• In '( the le$el of Managers starts from the designation of Assistant

1i$isional ngineer Assistant ngineer. he regions work under the control

of their respecti$e Mem!ers, who are designated at a tier lower than the

(hairman and who, at their end, report directl" to the (hairman.

• he um!er of Management cadre emplo"ees in '( is grossl" under

reported. In an organization with o$er 7>D>>> emplo"ees, the size of the

Management staff must !e significantl" larger than 4272. According to

%(6Ds document D Breakdown of staff the total sanctioned positions for

Management le$el staff is 579).

• here is predominance in management of senior staff with engineering

!ackgrounds. In addition, man" of the senior staff ha$e risen through the

ranks and ha$e ser$ed '( for man" "ears. (onsequentl", there is a lack of

specialist skills and a lack of e#posure of senior staff to modern techniques

found in the pri$ate sector.

• Middle Management is a great strength of %(6. A num!er of ke"

departments are !eing controlled and kept operational !" the efforts of middle

managers despite an increasing num!er of untrained and unproducti$e staff in

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their ranks. /owe$er much needs to !e done to help them such as offering

!etter rewards for efforts and success, helping them to !e trained and learn

new skills, pro$iding them with a suita!le en$ironment so that the" can

perform their duties effecti$el" without !eing intimidated.

op Management 1ecision %rocess+ 1uring m" discussion with the mem!ers of

the Senior Management it was stated that minor decisions are taken !" the

competent authorit", according to the powers laid down !" the Ser$ice

Regulations or as authorized !" the (hairman from time to time through the

e#ercise of this power.

• In case a matter is not within the powers of an officer the matter is then

referred to the ne#t higher authorit" for consideration and decision.

• As far as the matters related to the compan"Ds de$elopment are concerned the

discussion of ideas and the decision making process is carried out at the le$el

of the Mem!ers, #ecuti$e (ommittee and the (hairman.• @or matters !e"ond the powers of the (hairman, the Secretar" Information or

the Minister for (ommunication are in$ol$ed in the decision making process.

• @rom 1iscussion with senior management it appears that too much time is

spent in committee meetings with too man" participants resulting in work

stoppage.

4.1. P$r+&''$ D$/ar"m$'"

he %ersonnel di$ision at the /eadquarters is split into four departments

• /R Manpower.

• Staff sta!lishment.

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• Recruitment Rules Regulations.

• Administration.

he %ersonnel 1i$ision of the '( functions under the Mem!er,

Administration at the /eadquarters.

• According to the new organization chart of '( /eadquarters, the /R

department is placed under the mem!er Admin office !ut not responsi!le for

local training, while the cases for training a!road are handled !" 1(

raining through RRR. :n the !asis of the information pro$ided. Mem!er

:peration controls local training.

• (omplete %ersonnel functions and the data for emplo"ees from Crade ) to )?

are controlled from the head office. 1uring the inter$iews with the

representati$es of the %ersonnel 1i$ision, it was o!ser$ed that regions

maintain the personnel records of emplo"ees from Crade ) to )9. /owe$er,

there is some contradiction as re$iew of *o! descriptions of two 1irectors

under the (hief ngineer Staff sta!lishment indicates that their office

controls the complete personnel record of all emplo"ees. 1irector Staff-)

controls the record for emplo"ees in grades )= to 22 and 1irector Staff-2 for

emplo"ees in grades ) to )9.3

4.2 ASSESSMENT OF TELECOMS SOCIAL ENIRONMENT

IMPACT ON HR IN PTCL

4.2.1 NTC S"a")"$ a'! T$$%&mm)'i%a"i&' LaJ

he general opinion pre$ailing with the Administration 1i$ision of '(

regarding the changes introduced !" the new statute is that e#cept that the

(orporation has now !een con$erted into a compan", the rest remains the same.

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he Ministr" is still the go$erning !od" that keeps on issuing instructions. Special

procedures for promotions are still gi$en !" the Ministr" of communication

M:(.4

• '( is autonomous to create $acancies and nominates for training emplo"ees

to grade )? onl". Apart from this, all matter for grade 2> and a!o$e and

foreign training for all emplo"ees no matter from which grade is controlled !"

M:(.

• @rom the discussions it appears that the go$ernment also influences a lot of

e$ents at %(6. he most nota!le e#ample is the !an on further recruitment

for the last fi$e "ears. It has also !een stated that the go$ernment allows

wai$er of the !an under special circumstances to allow recruitment of some

special cadres. :n the other hand the !an stands as a *ustification for the

pro*ected shortage of manpower in an" specific department and for the

claiming of o$er time.5

• 1ue to the fact that '( is following Co$ernment regulations it has !een

stated that a huge amount of man-hour is wasted in preparing length" reports

for the Co$ernment and related committees of the 'ational Assem!l" andSenate.

• mplo"ees, up from Crade )7 are (i$il Ser$ants. @rom Crade )-)5 the" are

onl" Co$ernment mplo"ees.7

• he '( /eadquarters has not !een a!le to pro$ide a cop" of the Statute

under which the other organizations are operating. 'o comparison can

therefore !e presented.

4.2.2 La&)r LaJ

6aw of Industrial Relations 2>>) carries its own histor" in its

introductor" commentar". he organization has to follow the la!our law as related

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to working time, holida"s, minimal wages and so on as it is still a go$ernment

organization. he la!our law categoricall" specifies that no facilit" will !e

withdrawn form the emplo"ees till the time an organization can pro$e that it is

economicall" not possi!le for it to continue that facilit" an"more or that a !etter

facilit" was !eing offered !" it in relation to the pre$ious one.

Puantitati$e anal"sis of social charges, their e$olution during the recent

"ears, changes in health insurance or pensions has not !een pro$ided !" %(6.

Some other facilities e#tended !" the compan" to its emplo"ees ha$e !een

intimated.9

4.2.3. U'i&'+

According to the information rendered regarding the mem!ership of the

union, 7>D>>> personnel appro#imatel" ?3H of the total staff !elong to the

union. It appears that this data is hea$il" o$erstated since '( has onl" 59724

emplo"ees.=

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• he Supreme (ourt of %akistan following an appeal of the opposite Croup has

sta"ed the status of the present (BA.

• In case the '( has the necessar" influences in the union then the" do not

!argain with the union, the union generall" accepts the decisions of the

management and co-operates to a certain e#tent.

• here is a general tendenc" of the elected union to put up demands for

staffing, promotions, !onuses etc. immediatel" after their elections.

• Similarl" the union generall" would resist an" retrenchment as a result of new

technolog" !eing inducted. he" usuall" insist for internal ad*ustments.

4.2.4 La&)r Mar6$"

• According to the data made a$aila!le to us, '( has not conducted an" stud"

on la!our market, !ut there e#ists a $er" tough competition in the pri$ate

sector, to hire technical personnel. It is easier to get management specialists.

• he emplo"ees in the pri$ate sector are !eing paid and managed !etter

although the educational le$el is usuall" the same. Since wages and social

!enefits offered !" the pri$ate enterprises are !etter therefore the" naturall"

take proficient workers awa". herefore, the qualit" of manpower that remains

at '( is not of $er" professional and competent standards.

• In the opinion of their senior representati$es the need to re$ise the national

pa" structure has !een long o$erdue.

4.3 NTC HR OBECTIES AND FORECASTING SYSTEM

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/istoricall" in %akistan, the forecasting and planning s"stem is generall"

not pre$alent in organizations. his is e$en true for /uman Resources

Management function, which is onl" now emerging as one of the ke"

organizational issues. '( !eing a pu!lic sector organization has no s"stem or

histor" of setting /R o!*ecti$es and forecasts.

• @or the data a$aila!le on training recei$ed from the Ceneral Manager. It

shows that some annual planning is done a!out the training at their le$el. he

role-pla"ed !" the /R 1epartment in this planning for training is not clear.

• In m" opinion the concept of Sector of Acti$it", generall" in use

internationall" for forecasting is not clear to %(6. /ence the" ha$e not !een

a!le to pro$ide sufficient information. he sectoral information pro$ided !"

'( pertains to ngineering, raffic and Administration.

• At present the non-e#ecuti$e mem!ers of the Board of 1irectors are more

acti$el" in$ol$ed in da"-to-da" management decisions rather than focusing on

the o$ersight and setting $ision for the compan". he" use interference in the

routine dail" management of the compan" leading to frustration and

disenchantment among the line management.?

4.4 NTC HR Ma'a7$m$'" C)rr$'" T&&+ A++$++m$'"

4.4.1 S$r-i%$ R$7)a"i&'+

he Ser$ice Regulations readapted !" the (ompan" in )??7 under section

2> of %akistan elecommunication (orporation Act )??). he itle of these

regulations is Q%akistan elecommunication (ompan" 6imited Ser$iceRegulations )??7Q.

• A general re$iew of these regulations gi$es an impression that onl" superficial

changes ha$e !een made in regulations of '( from %(. hese are the same

old regulations that were in practice when '( was onl" %(. :nl" the word

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Q(orporationQ has !een replaced with the word Q(ompan"Q and the word Q

6imitedQ has !een added to it.

• hese regulations carr" complete instructions for the emplo"ees from

procedures of *oining the compan" till the retirement and co$er all ser$ice

acti$ities of this period, which !riefl" include the procedures for

Appointments, %romotions, %ostings, ransfers, Appraisal S"stem,

Retirements, and all @inancial !enefits.

• According to the regulations, postings in !asic pa" scales ) to )= are all non-

selection positions. %romotions to these are made on seniorit" cum fitness

!asis. %romotions to grade )? and a!o$e are all selection posts i.e. promotions

are made purel" on the !asis of selection on merit.

• he ser$ice regulations are outdated as these were put into effect "ears ago.

• he regulations need re$ision for making '( as a modern and pri$ate

telecommunications firm. he new regulations should !e de$eloped in the

conte#t of a /uman Resource 1e$elopment aspect.)>

4.4.2 R$m)'$ra"i&'

A$erage $alue of personal costs for se$eral "ears or an" other anal"zed

data related to remuneration is not a$aila!le. Puantitati$e anal"sis is also not

a$aila!le.

• At present %(6Ds salar" structure is fi#ed at 2>H a!o$e the normal Basic %a"

Scales of the Co$ernment.

• In addition to the a!o$e reward mone" is gi$en e$er" "ear, which is

negotiated !" the (BA. his reward is for all emplo"ees regardless of the

grade. his is onl" $aria!le element !ecause it is fi#ed e$er" "ear to the

satisfaction of the emplo"ees.

• he middle managers ha$e no role in the fi#ation of reward mone".

4.4.3 R$%r)i"m$'" a'! T$rmi'a"i&' &, C&'"ra%"

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Recruitment procedures are prescri!ed in the Ser$ice Rules and carr" all

the instructions regarding this su!*ect. 'e$ertheless merit s"stem for recruitment

is not followed and there is a quota s"stem in place for all entr"-le$el positions.

a!le-? Recruitment ermination of (ontract )???-2>>4

Gear 'o. of Regions

1ata Reported

"pe of 1ata Reported

of mplo"ees

Recruited

of mplo"ees

ReleasedRetired

6ea$e

Record

)??? 9 ?7= )>5 ))39

2>>> 9 457 )=5 )59=

2>>) 7 =>3 54 =5)

2>>2 7 =44 )75 329)

2>>3 9 )322 =2 )5342>>4 4 3)9 )4> 2399


+"la!a,a *

;er" few regions of '( responded to the request for pro$iding

quantitati$e data on this issue.

4.4.4 Di+%i/i'$

he num!er of cases recorded and reported against whom action on disciplinar"

grounds has !een taken appears to !e e#tremel" low for organization the size of

%(6. :nl" )5)5 cases o$er )) "ears period ha$e !een reported.

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Ta$01 S)mmar &, Di+%i/i'ar A%"i&' Ta6$' NTC 13024

Gear 'o. of

1isciplinar"

(ases

"pes of 1isciplinar" (ases Break 1own

otalA!sence Misconduct (orrupt

%ractices

)??3 ))9 )= =? )> ))9

)??4 )>> 2> 97 4 )>>

)??5 )23 2) ?3 ? )23

)??7 =) )5 7) 5 =)

)??9 99 )? 54 4 99

)??= 7= 2) 43 4 7=

)??? )>5 35 5) )? )>5

2>>> ))7 3) 75 2> ))7

2>>) )4> 3= 9) 3) )4>

2>>2 23? 3? )25 95 23?2>>3 2?3 57 )3? ?= 2?3

2>>4 57 4 35 )9 )5

otal )5)5 3)9 ?>2 2?7 )5)5


+"la!a,a

4.4.5. P$r,&rma'%$ A//rai+a

he matter related to performance appraisal and A(RDs was discussed with

mem!ers of the Senior Management. heir $iews are reflected in the following.

• %erformance Appraisal of the emplo"ees is not !eing done on a regular !asis.

• Statistical data of the performance Appraisals is not maintained nor the results

are compiled for an" anal"sis. herefore anal"sis of an" t"pe is not a$aila!le.

• 1epartment wise or Sector of acti$it" wise data is not a$aila!le.

• he initiating officers generall" ha$e a $er" casual and unprofessional attitude

towards the completion of Appraisal process.

• $aluation of the e#isting Appraisal S"stem, for its efficac", has not !een

carried out for man" "ears.

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• #perts anal"sis has ne$er !een carried out to e$aluate the Pualitati$e

performance 6e$el of the emplo"ees.

• As per the understanding pre$ailing in '( the performance Appraisals are

used for promotions, increments and courses a!road. If an emplo"ee has !een

penalized for something he is not sent for training a!road.

• @or emplo"ees up to grade )7 there are courses and e#aminations for their

further promotions. At the senior le$el the courses is held at 'ational Institute

of %u!lic Administration 'I%A for those officers of the Crade 2>, who ha$e

the potential for further promotion.

• he $alidit" of the opinion a!out the utilit" of A(Rs is related to the e#isting

situation pre$ailing at %(6. he situation reported highlights that

performance appraisals are not carr"ing much importance. he grades are

simpl" awarded !" the officers to keep the su!ordinates satisfied and happ".

• Selection for most of the staff proceeding a!road for training is a t"pe of a

nomination !" the Ministr". In the light of this situation it seems that

performance Appraisals ha$e a limited part to pla" in the career de$elopment

of an emplo"ee.))

4.4.( & D$+%ri/"i&' a'! E-a)a"i&'

he *o! descriptions are laid down for e$er" post. It has alread" !een

stated a!o$e that there are appro#imatel" 24) designations in the organization.

here is no other s"stem to e$aluate the performance of an emplo"ee.

• According to the opinion o!tained from the Senior :fficers, 8o! descriptionsare updated at sites where technological changes ha$e !een implemented.

• Most of the regional offices ha$e opined that the task of *o! $aluation is the

responsi!ilit" of '( headquarters and it has ne$er !een carried out at their

le$el.

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• here is inconsistenc" in the data since the reporting offices ha$e failed to

report the correct num!er of posts with laid out *o! descriptions.

4.4. Pr&m&"i&' Car$$r P&+"i'7 a'! M&ii"

he ta!le-)) !elow highlights the num!ers of personnel mo$ed from one

place to another for reasons of %romotion, (areer, %osting and Mo!ilit".

Ta$ 011 S)mmar &, Car$$r0Pa"*i'7 1(023

(areer

%athing

of

Regions

Reporting

Gears

otal)??7 )??9 )?

?=

)??? 2>>> 2>>) 2>>2 2>>3

(areer

1e$elopment

43 )47 ))9 27

4

9?4 )5?3 )249 )343 ))?4 77?=

%romotion 43 )>=) )>=? ??

4

))=) )9?= )3?4 )7?4 )593 )>=>4

'ormal

%osting or

ransfer

43 243) )9=3 2>

=?

3533 39=7 49?7 4?99 53>) 2=7?7

375= 2?=? 33

49

55>= 9)99 9439 =>)4 =>7= 47)?5

• 1uring discussions with the senior mem!ers of '( the" informed that due to

the una$aila!ilit" of a proper /uman Resources 1e$elopment Structure

within the compan", insufficient importance is attached to career de$elopment

as a tool toward effecti$e utilization of its personnel.

• he least num!er of personnel ha$e !een mo$ed for reasons of (areer 1e$elopment whereas most personnel ha$e !een mo$ed for reasons of normal

postings and transfers. %olic" for selecting the right people for the right *o! is

non e#istent.

• %romotions are not made on merit !ut often to satisf" and o!lige influential

indi$iduals.

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• It appears that the training courses conducted to meet the da" to da"

requirement of the organization. hese courses are.

- %re-Ser$ice courses for technical personnel.

- In-Ser$ice Refreshers courses for technical personnel.

- In-Ser$ice Refresher courses for ngineering Super$isor Astt.ng.

- %re-%romotion courses for .SAstt.ngineer.

- raining to 1epartmental staff.

4.4.8 H)ma' R$+&)r%$+ Da"aa+$ a'! Da"a Pr&%$++i'7 S+"$m

According to C.M /uman Resources M%, a separate package for

/uman Resourcesis !eing designed and is under installation at the headquarters in

the MIS section. It is e#pected to pro$ide some of the %ersonnel Records related

personal details for all emplo"ees. It is e#pected that this section will take a few

more months to complete it data!ase

• he information and data related to personnel of '( are decentralized andkept at more than 3> different locations.

• Some of the regions ha$e !een pro$ided the hardware for the purpose of

preparing their own data!ase.

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4.5 NTC TRAINING SYSTEMS CAPACITY AND

RESULTS ASSESSMENT

4.5.1 Trai'i'7 Fa%ii"i$+ > I',ra+"r)%")r$

'( has su!stantial training facilities in terms of infrastructure and

co$erage. '( has inherited a sufficientl" $ast spread network of training

institutions all o$er the countr". his includes0

• 'ine Regional elecom raining Schools

• @ifteen 1i$isional elecom raining (enters

• :ne elecom Staff (ollege

• '%CI

(urrentl" %akistan elecom raining Region is pro$iding training in In-

Ser$ice %re-Ser$ice for emplo"ees of B%S -)?.

hese institutions are $ariant in classification and are assisting in training

programs cadre wise. he main o!*ecti$e of the training is to cater for the training

requirements of all regions !" pro$iding training in $arious modes like technical,

administrati$e and financial fields.

<ith the help of foreign organization *oint training centers ha$e !een

esta!lished to impart training in 1igital quipment. A computer network to

manage a training MIS is !eing esta!lished to manage a data!ase related to

training all o$er the countr". In future it plans to raise its utilit" and acti$it" !"

de$eloping I'RA ' on inter training region !asis.

(omputer 6iterac" %rogram institutes has !een opened for pri$ate

general pu!lic to promote computer literac" in the countr".)2

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4.5.2 )a'"i" C&'"$'" a'! )ai" &, Trai'i'7

he Mission Statement of the elecom raining and Research Region

states0 to pro$ide qualit" telecommunication ser$ices, achie$e customer

satisfaction, ensure proper return !" moti$ated personnel.

• <hile there is significant emphasis on training within the '( en$ironment

toda", it is mostl" focused on infrastructure rather than qualit" of training.

/ence the data related to assessment of qualit" of training was also sparse.

Ta$ 12 Trai'i'7 R$;)$+"+ +%*$!)$

Gear 'o. :f raining

Requested Initiated

'o. :f raining

Requests

Re*ected

Reasons for Re*ections

1emand rained

)??= )2>7? 5727 7443 rainees not relie$ed or

shortage of class

roomsStaff

)??? )>4== )2?74 'il 'il2>>> =234 9)=2 )>52 Same

2>>) =94) 4>=2 475? Same

2>>2 ?33= 74)9 2?2) Same

2>>3 )>3) 53)) 42=> Same

2>>4 =54> 4>2) 45)? Same


+"la!a,a .

- he senior officers responsi!ilities for the control and conduct of training

Acti$ities are either short of funds that the" cannot increase the intake at

the training school, or the" face shortage of instructors to handle a large

-

- num!er of trainees and are not competent to take stock of the situation and

carr"out a re-engineering of their training programs and schedules.

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• he Ceneral Manager raining of '( has reported that the training courses

!eing run at its $arious training schools are not satisfactor". his has led to a

lowering of qualit" standards of its staff. As a result of discussion with him

and with the other representati$es of the senior management, it was concluded

that a great deal of impro$ement is desira!le in the de$elopment of skills and

enhancement of the work performance of emplo"ees at all tiers of the

organization.

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C*a/"$r05

FINDINGS

@acts collected and presented in chapter 4 pro$ided a general idea of %(6Ds

e#isting situation in the field of /uman Resources. 'ow, fi$e set of findings stem

from this situation. In this conte#t, the Q@indingsQ means a particularl" significant

com!ination of facts, significant enough to determine the recommendations.

hese fi$e set of findings are descri!ed in detail in the following pages.

• Set of @inding ) is a!out /uman Resources fle#i!ilit" $ersus downsizing.

• Set of @inding 2 is a!out /uman Resources concepts.

• Set of @inding 3 is a!out '( current /uman Resources Management tools.

• Set of @inding 4 is a!out %(6Ds constraints and priorities.

• Set of @inding 5 is a!out '( Manager.

5.1 FINDING 1# NEED FOR DEELOPMENT OF A

FLEIBLE HUMAN RESOURCESMANAGEMENT AND

RIGHTSIING OF NTC 9ORKFORCE

In the coming "ears, '( workforce should focus on network

de$elopment quantitati$e and qualitati$e. mphasis should !e on a fle#i!le

/uman Resources S"stem, rightsizing of workforce, to !ring it in line withinternational telecom standards.

It is forecasted !" '( that after two to /uman Resourcesee "ears, the

num!er of main lines in operation will increase !etween 9 to ? million. he ratio

!etween lines per emplo"ee will also increase !etween )>> to )3> at that time, !ut

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if '( keep the present no. of emplo"ees thatEs also accepta!le for the

organization.

a!le-)3 !elow proposes a comparison to other national operators in other

countries around the world. All these national operators, e#cept a few which are

!enchmarks or significant regions, like Asia and urope, were chosen !ecause

their num!er of emplo"ees is almost equi$alent to '( emplo"eeDs num!er

2>D>>> to )>>D>>>.

@acts descri!ed in chapter 4.).) show that, according to managers, the

current work strength of a!out 7>,>>> emplo"ees is too large. But DrightsizingD

ma" !e the appropriate /uman Resources %olic" for '( due to the forecasted

speed" growth of the network in the coming "ears.

Ta$ 13 Mai' Li'$+ /$r Em/&$$

N Mai' Li'$+

Mii&'

N Em/&$$+

@T*&)+a'!+

M Li'$+

$m/&$$+

1 24 1 24 1 24

). Asia )>3 2>2 )74> )=24 73 )))

2. g"pt ).7 ).? 55 52 2? 5=

3. /ong-Jong 2.5 3.5 29 3= ?2 ?)

4. Indonesia ) 4.2 4) 4> 27 )>5

5. Iraq 2.2 5.= 7) 4= 37 )2)

7. Mala"sia ).5 3.9 2= 29 57 )39

9. hailand ).3 4.2 2> 35 9> )2>

=. urke" 7.= )4.3 ?> 94 97 )?4

?. South-Africa 3.3 4.2 7= 59 4? 94

)>. urope )?= 294 )=2> )=7? )>? )49

)). @rance 2= 33 )57 )77 )=> )?=

)2. Creece 3.? 5.3 2= 24 )4) 224

)3. %oland 3.3 7.5 75 94 5) =?

)4. Australia 9.9 ?.4 =9 ?> =? ))=

)5. Brazil ?.4 )5 )>? =? =9 )7?

)7. (anada )5.3 )= ?= =2 )57 22>

)9. &nited-States )37 )9> ?)3 =?9 )4? )?>

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+"la!a,a

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he pre$ious a!le-)3 highlights the following ke" points0

• In all countries, the num!er of lines and the main lines per emplo"ee ratio has

increased from )??? to 2>>4 with the onl" e#ception of /ong-Jong.

• But in a!out nine countries out of fifteen, the num!er of emplo"ees increased

too or remained almost unchanged. Remarka!l", it is also the case in large

areas like Asia and urope, or in large countries like &nited-States and

@rance.

• <hen calculated, the a$erage main lines per emplo"ee ratio for all the specific

countries in the ta!le come to a!out )3>, and the a$erage ratio for Asia is ))).

So , it seems to *ustif" the following conclusions.

• @or %(6, taking into account its specific situation, main lines per emplo"ee

ratio !etween )>> and )3> in 2>>9 would !e accepta!le.

• Jeeping an appro#imatel" same num!er of emplo"ees during the coming

"ears could !e an accepta!le target for %(6. So there is some need for a

significant and long-lasting rightsizing in the near future.

• his does not mean that the num!er of emplo"ees will !e kept strictl"

constant during the period. :n the contrar", it will ha$e to follow the

quantitati$e and qualitati$e changes taking place in the network. (ategories of

emplo"ees must !e reduced for instance those pertaining to redundant

technologies, like telegraph and tele#, other ones ma" !e increased

marketing and sales, finance, often as soon as possi!le.

Qhe e#isting strength on the technical side will !e utilized optimall" as far as

possi!le and, as there is speed" growth in num!er of lines, the e#cess of staff will

fade out with the passage of time !" dilution. /owe$er, some adapted inductionwill !e required at essential le$els to keep up with the wastage due to

retirementdeputation a!road. Also some rationalization will !e needed to deplo"

staff on other points !" re-locating them according to the needs. It also entails re-

training and re-designation in some casesQ.

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his is a good description of what is called Q/&MA' RS:&R(S

@6TIBI6IGQ in this report, and underlined words are particularl" significant in

these sentences. As a conclusion @inding-) can !e written as follows0

5.2 FINDING 2# HUMAN RESOURCESCONCEPTS

(onsidering the underlined words in (. /uman Resources Management %

quotation a!o$e, it is possi!le to precise what /uman Resources fle#i!ilit" is0

• QU"ii:$! &/"ima is to put the right man at the right place. But to do that,

'( has to know who is the right man and where is the right place for him,

now and then.

• Di)"i&' can !e considered as natural phenomena, !ut %(6Ds interest is toretain the !est emplo"ees, and to let go onl" the others. /ere also the

managers ha$e to know who are the !est ones.

• A!a/"$! i'!)%"i&'= means hiring precisel" specified persons must !e

assigned to new significant *o!s. he remark is the same as a!o$e and so on. It

appears from these e#amples that whate$er the fle#i!ilit" case is the solution

will !e found !" comparing a sufficient knowledge of persons e#isting,

present, future to a sufficient knowledge of *o!s e#isting, present, future. So

the tools, which !ring fle#i!ilit", are !asicall" not procedures which ha$e to

!e adapted to the specific needs and culture of each operator and countr" !ut

clearl" defined /&MA' RS:&R(S(:'(%S. hese concepts will

allow '( to acquire the required knowledge related to persons and *o!s.

%rocedures will rel" on the concepts as practices of management.

Finding 1: NTC workforce is not focused on network development (quantitative and qualitative), no emphasison ! "e#i$ilit% with some&rightsi'ing& of NTC workforce

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hese /uman Resourcesconcepts are well known and in practice, at least

partiall", !" world-class telecom operators. he" come from the !asic idea

that managers ha$e to acquire the dual knowledge, i.e. a!out persons and *o!s+

so /uman Resourcesconcepts ha$e a dou!le and parallel structure as follows0

• )ai,i%a"i&' &, "*$ i'!i-i!)a+ in terms of competenc", that is to sa"

knowledge, a!ilities and skills, !ut also in terms of responsi!ilitiesU

• )ai,i%a"i&' &, "*$ &, which means the same concepts as Qprerequisites of

the *o!Q, and also the necessit" to consider each *o! as part of more general

acti$ities, or of a tiered s"stem of acti$ities.

:ne can understand that the aim of more precisel" defining these concepts

alread" known and used as current words is to impro$e the perception of /uman

Resources Management, allowing it to e#press knowledge a!out persons and *o!s

into a$aila!le and quantitati$e form with more accurac".

a!le-)4 shows the main components of /uman Resources Managementtools onl" few of them are quoted as e#amples for each field. hese tools must

utilize the concepts in order to com!ine knowledge a!out persons and knowledge

a!out *o!s to achie$e qualit" results.

It will !e useful to emphasize that the /uman Resourcesconcepts ha$e to

!e known and understood t/uman Resourcesoughout the compan", first t/uman

Resourcesough the M.I.S., second t/uman Resourcesough general

communication with emplo"ees, their representati$es, and social en$ironment.

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Ta$014

/uman Resources (oncepts

/uman Resources

Management

ools

It appears that these /uman Resources concepts are practicall" ignored in %(6.

Some e#amples from a!le-)4 could !e as follows0

• & !$+%ri/"i&'+ e#ist in '( for organization management, !ut the" do not

define competencies and responsi!ilities. So the" can not !e used to support

either a compensation package, or a training program.

8:BS%:SS

InSectors of

P&A6I@I(AI

:'

(ompetenc" Jnowledge

8o! $aluation%erformance Appraisal

Manager ad$antage

(ompetencies neededResponsi!ilit" awareness

Skills teaching

(ompetencies neededIndicators of acti$it"@orecasting control

Recruitment%romotion

(areer Management

(ompensatio

n %ackage Incl Social

raining

Manpower %lanning

1e$elopmentManagement

:rganizationManagement

/.R. MIS

(ommunicatio

n Managers(BA

mplo"eesn$ironme

nt

8/10/2019 PTCL HR


• Hi$rar%*i%a $-$ is confused with competenc" or e$en knowledge le$el see

the titles of ngineers, Managers, 1irectors.

• R$%r)i"m$'" a'! Pr&m&"i&' are !ased on a quota s"stem, not on the

definition of qualification+ and so on.

5.3 @I'1I'C 30 '( (&RR' /&MA' RS:&R(SMA'ACM'

::6S

I e#amined '( current /uman Resources Management tools, that is to

sa" /uman Resources 1epartment itself, and Ser$ice Regulations, Remuneration

or (ompensation, Recruitment, 1iscipline, %erformance Appraisal, 8o!

1escription and $aluation, %romotion, (areer, %osting, Mo!ilit", @orecasting

S"stem Manpower %lanning, raining, and /uman Resources data!ase or MIS.

he following are clearl" outdated0

• S$r-i%$ R$7)a"i&'+ ha$e not !een updated since '( !ecame a

Q(ompan"Q, !ut the" still include all the management rules currentl" applied

in %(6.

• R$m)'$ra"i&' is still attached to the Co$ernment s"stem, and wages are now

$er" higher in pri$ate companies a!out =>H more.

• R$%r)i"m$'" is cur!ed !" quota s"stem. But there is a full set of recruitment

rules '( has e#perienced.

• Di+%i/i'$ is no longer a $er" significant.

Fi'!i'7 2# M&!$r' HR T&&+ "& a%*i$-$ ,$?iii" ar$ '&" i' )+$ i'

PTCL $%a)+$ NTC i+ '&" %&'-$r+a'" Ji"* "*$ a"$+" %&'%$/"+ a'!

/ra%"i%$+ &, ma'a7$m$'"

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• P$r,&rma'%$ A//rai+a is no longer satisf"ing+ in A(R, all emplo"ees are

for long rated $er" good, good or a$erage, !ut at least, !ut at least the" are

still in practice and are use for the rating purpose of emplo"ees.

• & D$+%ri/"i&' e#ists and are used to assign *o! to people, !ut $aluation is

impossi!le !ecause /uman Resources concepts are lacking in descriptions.

• Pr&m&"i&' P&+"i'7 M&ii" are currentl" practiced, !ut (areer

Management is not effecti$e.

he following are still in infanc"0

• H)ma' R$+&)r%$+ Di-i+i&' is a rent creation, and no proper %ersonnel

1epartment e#ists in the region.

• Ma'/&J$r Pa''i'7 is also a recent creation, and there are no proper

guidelines.

• HUMAN RESOURCESMIS is the new tool the" are now de$eloping.

o end with one of most significant tools, training is a dou!le-faced tool.

It is full" separated from /uman Resources 1i$ision, and *udged unsatisfactor"

!" managers.

Fi'!i'7 3# PTCL+ HR ma'a7$m$'" "&&+ ar$ $i"*$r &)"!a"$! &r i'

i',a'% "*$r$ i+ a '$$! "& )i! '$J "&&+ +"ar"i'7 ,r&m "*$ $?i+"i'7

/a",&rm.

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5.4 @I'1I'C 40 '( (:'SRAI'S A'1 %RI:RIIS I' R&6SRC&6AI:' SA :@ (:MM&'I(AI:'

he new statute of '( dated )??7 is not full" implemented at the

moment. According to %(6Ds in-house law"er, it deli$ers great autonom" to the

Board, !ut till now, the Ministr" is still the go$erning !od" that keeps on issuing

instructions, to the Board themsel$es. :ne can sa" that powers of the Board are in

a confirmation process.

he relationship !etween Management and &nions is not as good. If not

applied in a constructi$e manner for the good will of '( and its workers, &nion

influence could lead to a difficult situation and cause loss to the organization in

future. At present, the Supreme (ourt of %akistan has sta"ed the status of the

present (BA.

@rom these two sets of facts, it can !e concluded that '( is in a

transition period at the moment. It means that e$er"thing is not possi!le0 the

Board cannot act as freel" as the" would like to, and managers can not discuss or

negotiate with (BA. In such a situation the emphases should !e put on impro$ed

communication as follows.

• C&mm)'i%a"i&' $"J$$' ma'a7$r+, till the time the !oard functions are

full" e#plained and the" get full authorit", communication is the !est wa" to

cur! responsi!ilities pro!lems and to impro$e co-ordination, thus preparing

the change management which will !e necessar" during the implementation

period.

• C&mm)'i%a"i&' Ji"* a Em/&$$+, !ecause it is the !est wa" to prepare

communication with a new (BA.

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@or the same reasons, it would !e difficult to start the implementation of

most of the new /uman Resources procedures during the current transition

period, !ecause of the following reasons+

• ach implementation action must !e clearl" define responsi!ilit" of one

manager. If there is responsi!ilit" pro!lems at the top, and if Co$ernment

can issue instructions at all management le$els, such precise responsi!ilit"

definition could !e difficult to manage.

• Implementation of new /uman Resources procedure, particularl" if it is

part of Ser$ice Regulations, relies on discussing it and negotiating it with

(BA.

So '( has to assign priorities to the implementation of new /uman

Resources procedures, according to the e#isting and realistic possi!ilities to

start implementation during the current transition period.

5.5 FINDING 5# NTC MANAGERS

he %(6Ds managers seem to !e not upto the mark for the following reasons0

• he num!er of emplo"ees ha$ing post graduate qualification is onl" 7H of the

total num!er of emplo"ees a!out 3D>>> out of 7>D>>>. In modern

telecommunication operators, it is often more than 2>H or 3>H. Such a

num!er is a!solutel" necessar" to get proper management in a highl"

technical organization.

• here are responsi!ilit" pro!lems at all management le$els. Some e#amples

are+

Fi'!i'7 4# NTC i+ i' a "ra'+i"i&' /$ri&! J*i%* m)+" $ )+$! ,&r

im/r&-$! %&mm)'i%a"i&' @"& /r$/ar$ $,,$%"i-$ %*a'7$ ma'a7$m$'" a'!

/ri&ri"i$+ a++i7'm$'".

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- here are managers with more than ten people reporting directl" to them,

which means that the span of control is $er" wide for them to handle it

effecti$el" and efficientl".

- Some fields of responsi!ilities are di$ided !etween two or more managers

for instance training in the /uman Resources field.

- here is confusion !etween *o! titles and educational le$els mainl"0

ngineers.

- here is lack of responsi!ilit" or o$erlapping !etween the /eadquarters

and the local regions, which will certainl" entail difficulties in de$eloping

decentralization.

• Man" of these senior staff ha$e risen t/uman Resourcesough the rank and

ha$e ser$ed '( for man" "ears. (onsequentl", there is a lack of specialist

skills and a lack of e#posure of senior staff to modern techniques found in the

pri$ate sector.

But at the same time, %(6Ds managers seem to !e strong for the following

reasons.

• op management is significantl" a new one.

• Middle management is a great strength of %(6. A num!er of ke"

departments are !eing controlled and kept operational !" the efforts of middle

managers, despite an increasing num!er of untrained and unproducti$e staff in

their ranks. /owe$er more work is to !e done to help them such as offering

!etter rewards for efforts and success, helping them to !e trained and learn

new skills, pro$iding them with a suita!le en$ironment so that the" can

perform their duties effecti$el" without !eing intimidated.

More o$er, in the la!our market, good management graduates seem to !e

a$aila!le, when there will !e a strong competition for technical managers in the

near future.

Fi'!i'7 5# C&m/ar$! "& &"*$r $m/&$$+ NTC Ma'a7$r+ ar$ i"+ m&+" %ri"i%a

r$+&)r%$.

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CHAPTER 6

C*a/"$r0(

RECOMMENDATIONS

he eight Short-term Recommendations and t/uman Resources 6ong term

Recommendations stem from the findings presented in (hapter-5. hese

recommendations are as following+

(.1 SHORT TERM RECOMMENDATIONS(.1.1 NTC +*&)! r$-i+$ i"+ Or7a'i:a"i&'a S"r)%")r$

imm$!ia"$ "& ma6$ i" m&r$ %&'!)%i-$ "& !$a Ji"* "*$

%*a'7$ a'! %&mm$r%iai:a"i&' /r&%$++.

♦ Pr&/&+$! N$J Or7a'&7ram.

• he progress of the change process highl" depends on this priorit" action.

herefore, the de$elopment of an appropriate organizational structure

should !e completed within the first 2 months of the action plan.

• echnical Auditor should !e hired who will design an organogram !ased

on profit centers and functional responsi!ilit" and control.

Introduction of new organogram will also result in change of titles and

position designations to reflect the current trends in other modern

telecommunication organizations. @igure07.) (hart-2

• A suggested !asic organogram is shown in @igure 7.). his organogram

will ser$e as a !aseline model, which will !e de$eloped further, to take

into account the whole organization.

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CHAPTER 6

NTC PROPOSED ORGANOGRAM.

I'"$r'a A)!i"

C*i$, E?$%)"i-$

C*airma'

S$%r$"ar "& "*$

B&ar!

E?$%)"i-$i%$

Pr$+i!$'"

Mar6$"i'7 >

E?$%)"i-$ i%$

Pr$+i!$'"

E?$%)"i-$

i%$

E?$%)"i-$i%$

Pr$+i!$'"

H)ma'

E?$%)"i-$ i%

Pr$+i!$'"

Fi'a'%$ >

i%$Pr$+i!$'"

A!-$r"i+i'

i%$

Pr$+i!$'"

B)+i'$++

i%$

Pr$+i!$'"

C)+"&m$r

i%$

Pr$+i!$'"

Mar6$"i'7

i%$

Pr$+i!$'"

i%$Pr$+i!$'"

S"ra"$7i%

i%$

Pr$+i!$'"

S)+i!iar

i%$

Pr$+i!$'"Ma"$ria+

i%$

Pr$+i!$'"

i%$

Pr$+i!$'"

i%$

Pr$+i!$'"

i%$

Pr$+i!$'"

i%$ Pr$+i!$'"

H)ma' R$+&)r%$

> Trai'i'7

i%$ Pr$+i!$'"

A!mi'i+"ra"i&'

i%$

Pr$+i!$'"

i%$

i%$

Pr$+i!$'

i%$Pr$+i!$'

A%%&)'"+

i%$

Pr$+i!$'

Tr$a+)r

i%$

Pr$+i!$'

I',&rma"i

T$%*'&&7

Source0 %(6

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CHAPTER 6

he /uman Resources ask @orce will !e responsi!le for the o$erall

de$elopment of all /uman Resources s"stems and tools.

♦ N$J S$r-i%$ R$7)a"i&'+.

he echnical Auditor will support the ask @orce in formulating the

re$ised Ser$ice Regulations.

he" will ha$e to address all /uman Resources procedures included in

Ser$ice Regulations especiall" ensuring that (areer 1e$elopment,

ransfers, %ostings, and %romotions of emplo"ees take place without an"

go$ernment interference.

he" will also create additional procedures and ensure that new

regulations accelerate the change process.

At the end of the Action %lan, the ask @orce will !e equipped and trained

enough to continue the change process without an" assistance from change

agents or managers.

(.1.4 NTC +*&)! $7i' %&mm)'i%a"i'7 %*a'7$+ "& i"+ 6$

/$&/$ @"&/ ma'a7$m$'" a'! !&J'Jar!+ +*ari'7

i',&rma"i&' a'! $'+)ri'7 i"+ a%%$/"a'%$.

♦ C&mm)'i%a"i&' Ji"* ma'a7$r+

he first communication in a form of series of one-da" workshops

conducted !" echnical Auditor.

he echnical Auditor will pro$ide guidance in the formation of the

task force and pro$ide orientation for this group.

he echnical Auditor, along with the task force will pro$ide ad$ice

and aid to this critical group.

All managers !eginning with the mem!ers of the !oard will !e

informed and consulted a!out the proposed new /uman Resources

culture, in seminars of one or two da"s in small groups !" echnical

Auditor. It is estimated that at least one seminar should !e held in each

regions.

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CHAPTER 6

(.1.5 B$,&r$ +"ar"i'7 im/$m$'"a"i&' a'! %&'+"i")"i'7 "*$ Ta+6

F&r%$ "rai'i'7 a&)" '$J H)ma' R$+&)r%$+ %&'%$/"+ i+

'$%$++ar ,&r a "*&+$ J*& Ji a// "*$m.

♦ I'!)%"i&' &, '$J ma'a7$r+ @C*a'7$ A7$'"+.

'( has to re$ise its e#isting salar" structure to make it

commensurate with the pre$ailing market rates for hiring new

professionals.

It is necessar" to hire fresh managers from the market to ena!le '(

to !ring indi$iduals con$ersant with modern management practices

and concepts. A select group of managers at the *unior and middle

management le$el ma" !e inducted. hese managers will then act as

part of the change agents and assist the ask @orce in implementation

of the change.

♦ Trai'i'7 &, Ma'a7$r+.

Managers who will participate in actions will recei$e a special training

sessions !" the echnical Auditor and !" the ask force on the new

/uman Resources practices and procedures.

raining of internal e#perts.

Internal e#perts ask @orce change agents and /uman Resources

1i$ision Staff will !e trained !" echnical Auditor for a period of one

or two weeks.

(.1.( NTC +*&)! +"ar" "*$ /r&%$++ &, im/r&-$m$'"+ i' H)ma'

R$+&)r%$+ D$-$&/m$'" +)%* a+ P$r,&rma'%$ A//rai+a

a'! & D$+%ri/"i&'+ $7i''i'7 ,r&m "*$ "&/ a+ +&&' a+

/&++i$.

♦ P$r,&rma'%$ A//rai+a S+"$m.

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CHAPTER 6

he echnical Auditor will design a %erformance Appraisal S"stem for

%(6.

he action will aim at impro$ing %erformance Appraisal process,

starting from the $er" top, and progressi$el" going down the

hierarchical le$els.

his will allow '( to redefine ManagersD responsi!ilities and

e$entuall" to modif" structure on functional lines and to fi# e#pected

results or targets at each le$el and for each manager.

It will !e launched at the top with the help of echnical Auditor and

then led !" the /uman Resources di$ision.

♦ D$-$&/m$'" &, & D$+%ri/"i&'+ ,&r S$'i&r L$-$ a'! Mi!!$ L$-$

Ma'a7$r+

he echnical Auditor will design and assist in the de$elopment of

new *o! descriptions for selected Senior and Mid le$el Managers.

he /uman Resources di$ision will !e trained in de$elopment of these

*o! descriptions with the help of echnical Auditor. he /uman

Resources manager will manage and monitor the *o! description

process after the completion of training.

his action will !e completed within si# months of the implementation

plan.

(.1. O'$ &, "*$ imm$!ia"$ /ri&ri"i$+ &, NTC +*&)! $ "*$

!$-$&/m$'" &, a ,ir+" Ma'/&J$r /a'.

♦ Fir+" Ma'/&J$r Pa'.

echnical Auditor will undertake a fresh census of '( emplo"ees

immediatel" after the appro$al of the implementation %lan within the

first 2 months.

Because '( is not read" to conduct its own Manpower %lanning in

the short term, the echnical Auditor in association with the /uman

Resources di$ision will carr" out that action.

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CHAPTER 6

C*a/"$r0

IMPLEMENTATION PLAN

.1 SCHEDULE FOR IMPLEMENTATION PLAN

Sr A%"i&'+

S*&r"0T$rm

R$%&mm$'!a"i&'

L&'7 T$rm

R$%&mm$'!a"i&'+

M&'"*+

) 2 3 4 5 7 9 = ? )> )) )2

). %reparation of 'ew :rganogram

2. @ormation of ask force !" '(

Management.

3. 1esign and Implementation of 'ew

Ser$ice Regulations.

4. Induction of 'ew Managers

5. (ommunication workshop with

Managers .

7. 1e$elopment of %erformance

Appraisal S"stem.

9. 8o! 1escription renaming of titles

=. raining of /uman Resources

manager Internal #perts.

?. @irst Man power plan census of

'( current workforce.

)> sta!lishment of /uman Resources

1ata !ase MIS.

)) Monitoring and Re$iew !" echnical

Auditor.

7?

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CHAPTER 6

.2 SCHEDULE FOR ORGANIATION > HUMAN RESOURCES Task Month-

1Month-2

Month-3

Month4

Month5

Month6 Month7

Month

Project Management

1 Organization & HUM!"#$OU"%#$

11 %ritica' assessment o( e)istingorganizationa' str*ct*resi+enti,cation o( shortcomingsan+ the roose+ reme+ia'meas*res

12 .e,nition o( an imro/e+organizationa' str*ct*retai'ore+ to meet there0*irements o( netechno'ogica' +e/e'omentsc*rrent an+ (*t*re iss*es an+the cha''enges arising o*t o( +ereg*'ation

13 m'ementation o( the roject

(or imro/e+ organizationa'str*ct*re

14 .e,nition o( o +escritionsan+ er(ormance raisa'$stem co/ering a'' PT%8sersonne' (orm to to the 'e/e'o( .#

).5 %ritica' assessment o( e)isting

ser/ice r*'es an+ sa'arstr*ct*re o( a'' !T% em'oeesi+enti,cation o( shortcomingsan+ roose+ reme+ia'meas*res

16 .raing * o( ne ser/icer*'es reg*'ations an+ sa'arstr*ct*re man*a'

17 Metho+o'og (or manoer'anning an+ its otima'*ti'ization

19 m'ementation o( rojectroosa's reare+ tH*man"eso*rceso*gh acti/ities at1:4 1:6 an+ 1:7

1; %ritica' assessment o( thee)isting HUM!"#$OU"%#$M$ i+enti,cationo( shortcomings an+ theroose+ reme+ia' meas*resa'ong ith roosa's (or se'(-correcting mechanism

11: $tate o( the art HUM!"#$OU"%#$M$ inc'*+ing

aro'' ackage an+ its+oc*mentation This i'' eintegra'e ith <$ an+ otherackages %omrehensi/eso(tare an+ sstemim'ementation +e,nition

).)).e,nition o( a state-o(-the-art

HUM! "#$OU"%#$M$roject roosa' The HUM!"#$OU"%#$M$ sho*'+integrate ith <$ an+

9>

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CHAPTER 6

acksto s*ort the acti/ities*n+er other s* roject To*'+ e e)ecte+ to assist!T% in the roc*rement o( har+are an+ so(tare itsinsta''ation an+commissioning

112 m'ementation o( roject

roosa' reare+ against 111113 Metho+o'og (or manoer

'anning an+ its otima'*ti'ization

9)

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CHAPTER 6

BIBLIOGRAPHY

) 1:<'6I'C <I66IAM, @. 6eonard R. Sa"les )?9=. o/ Mana$er" Mot&ate

t1e &!perat&e" o Super&"&on, 'ew Gork (olum!ia &ni$ersit" McCraw-/ill(ompan".

2. A.A66' 6:&IS )?5=. Mana$e!ent an Or$an&.at&on, ok"o. McCraw-/ill.

J:/CAJ&S/A, 61.

3. 6&/A'S, @R1 )?=5. Or$an&.at&onal 3e1a&or , 'ew Gork, McCraw-/ill.

4. J::'V, /AR:61, 1:''6.SGSI6:, A'1 <I'RI(/, /I'V. )?=4.

Mana$e!ent . 'ew Gork McCraw-/ill Book (o, )?=4.

REPORTS AND OURNALS

5. S&RIAGA, AB1&6 RA/IM 2>>).Q /uman Resource ManagementQ. T1e

Pa&"tan A##ountant* Ma5* 6-7

7. 8AMI, AMB6R 2>>). 2?-6incolnDs Inn @ields 6ondon <(2A3, &nited

Jingdom, Student Accountant, Ma", 2?.

9. '( 2>>4. Annual Report Islama!ad.

=. '( 2>>4. Me!oranu! an Art&#le" o A""o#&at&on* Islama!ad

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