strategic human resource project

5/28/2018 Strategic Human Resource Project

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Final Project of Strategic

Human Resource Management

UNIVERSITY OF CENTRAL PUNJAB


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Table of Contents

Introduction ................................................................................................................................................. 3

MISSION: ................................................................................................................................................... 3

VISSION: .................................................................................................................................................... 3

ORGANIZATIONAL STRUCTURE: .................................................................................................... 3

Telenor Strategy ......................................................................................................................................... 4

HR Strategies .............................................................................................................................................. 5

HUMAN RESOURCE PLANNING ....................................................................................................... 5

Strategic Planning ....................................................................................................................... 5

Determining Labor Demand........................................................................................................ 6

Determining Labor Supply .......................................................................................................... 6

HUMAN CAPITAL STRUCTURE: ....................................................................................................... 6

FUNCTIONS:- ............................................................................................................................ 6

Recruitment and Selection ....................................................................................................... 6

Recruitment : Recruitment is responsible for personnel selection for all of Telenor Pakistan.................................................................................................................................................. 6

Training and Development ...................................................................................................... 7

Training Methods and Employee Development..................................................................................... 7

Types of Training Programs .................................................................................................... 7

Compensation and benefit ....................................................................................................... 9

Performance management ....................................................................................................... 9

Performance Appraisal .............................................................................................................. 10

Telenor Development Process (Web competence) ................................................................ 12

HIGH PERFORMANCE WORK SYSTEM........................................................................................ 12

RECOMMENDATIONS ........................................................................................................................ 13


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Introduction

Telenor ASA is an international provider of high

quality telecommunications, data and media

communication services. Telenor Pakistan is 100%

owned by Telenor ASA and adds on to its

operations in Asia together with Thailand,

Malaysia and Bangladesh. Telenor Group is among

the largest mobile operators in the world with 150

million mobile subscriptions and a workforce of

approximately32, 000.

Telenor is spread across Pakistan, creating 2,800

direct and 25,000-plus indirect employment opportunities. It has a network of 23 company-

owned sales and service centers, more than 200 franchisees and 200,000 retailers. In October

2012, Telenor Pakistans crossed the active subscriber base is 30 million retaining its position as

the country's second largest mobile operator.

MISSION:

Telenor is a customer focused business mobile service operator/telecommunications Companythat seeks competitive advantage in quality and valued added service in both prepaid and

postpaid categories through state of the art technology. Telenor relies on building trusting

relationships with customers, owners, employees and society in general

VISSION:

Our vision is simple: Telenor exists to help customers get the full benefit of communications

services in their daily lives. We're here to help.

ORGANIZATIONAL STRUCTURE:

The structure of Telenor is functional as there are eight departments Finance, Customer Services,

Commercial, Technical, I.T, Human Resources, Administration and Legal Affairs.


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Telenor Strategy

Telenors current strategy is based on building a closer relationship with its customers by

taking advantage of their position as a global market leader. The strategy is focused on winning

CEO

Chief FinanceOfficer / Vice

President FinanceDivision

Business

Planning &

Finance

Accounts

ProcurementTreasury and

Financial

Operations

Revenue

Assurance &

FraudManagement

Audit and

Internal Control

Credit Control

Chief InformationOfficer / VicePresident IT

Division

Business

Support

System

IT Operations

IT Security

Chief TechnicalOfficer / Vice

PresidentTechnicalDivision

Network

Planning &

Design

Implementatio

n

Operations &

Maintenance

Real Estate &

SiteAcquisition

Chief MarketingOfficer / Vice

PresidentCommercial

Division

Sales &

Distribution

Marketing

Customer

Relations

Segments &

Pricing

Products &

Platforms

Vice PresidentStrategy

Executive Vice PresidentCorporate & Regulatory Affairs

Regulatory &

InterconnectLegal Affairs

Public &

GovernmentAffairs

Corporate

Communications

Vice PresidentHuman Capital

Division

People

Excellence &Business

ProcessImprovement

Safety and

Security

Organizational

SupportServices


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and retaining a growing market share in all customer groups. Telenor will continue to focus on

growth and value creation.

HR StrategiesThe Telenor entered the market with aggressive strategies at all level, never compromised on

quality service and positioned as self as Better Quality at lower possible rates services

provided in the market, succeed in capturing major market share in a very short time. All this

credit goes to the Human Resource Management, which strategically aligned all HR practices

with the core Business strategies of becoming market leader. We will here discuss only the

compensation strategies of Telenor as a tool for attracting, retention and motivation of productive

employees.

The Telenor from the very first stages concentrated on the Best fit approach rather the

traditional and Best Practice Approach.

The Performance Management system of any company is to check whether the employee

performance is aligned with strategic goals. Telenor claims to be value leaders in the Mobile

Phone industry and future goal is to transform Telenor to perform with speed flexibility and

enterprising spirit of being an innovative, consumer focused company.

HUMAN RESOURCE PLANNING

Human resource planning in the Telenor is basically performing different kind of functions

which are as follows,

1. Whether there is need for recruitment in the organization.2. If there is demand from any department, they (HR department) identifies. the need

of the that department.

3. Placement of their employees.4. Work for employees motivation.5. check on employees performance6. Developing career plans for their employees.

Strategic Planning

The company does not use any statistical technique or method for the determination of labor

shortage or surplus. The company however, relies on subjective judgmental methods. The

judgmental methods are based on the expert judgment that ascertains the supply and demand of

labor. Whenever the company feels the need of a required person, the company conducts

interviews of the aspiring applicants.


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Determining Labor Demand

Labor demand at Telenor is forecasted, through the demand of the product in the market,

through the introduction of new technology or service and through the present availability of

labor in the organization. If the demand for Telenors connections in the market increases ora new technology is adopted, this may result in an increased demand for employees within

the organization.

Determining Labor Supply

The labor supply, at Telenor, is determined by the analysis as to how many people are

currently in the job with specific skills within the company. The analysis reflects the changes

in the near future due to promotions, demotions, and retirement or through transfers etc.

The HR department has the responsibility of helping other departments overcome the

problems of labor shortages and labor surpluses. The company usually realizes the laborshortagewhenever there is an introduction of the new technology within the organization or

whenever the company is offering a new service. The excess of qualified people in the labor

market, struggling to get jobs in help conquer the problem of labor shortages. Telenor gives a

short-term contract usually of two to three months to such qualified unemployed people to

avoid the possible labor shortage. In case of labor surplus, the company decreases the number

of employees by downsizing. Retirements and internal transfers are traditional procedures for

reducing the number of employees. But the company does not emphasize more on

downsizing.

HUMAN CAPITAL STRUCTURE:

The human resource department plays a vital role in development and growth of an

organization. Telenor Pakistan HR Department is known as Human Capital Division within

Telenor. The philosophy at Human Capital Division (HCD) is simple - "Creating Passion,

Making a Difference". Personnel management program varies from organization to

organization and strives to achieve organizational goals through effective personnel programs,

policies and procedures.

FUNCTIONS:-

In Telenor human resource department performs various functions and these are few listedfunctions performed by the human resource department in Telenor Pakistan.

Recruitment and Selection

Recruitment: Recruitment is responsible for personnel selection for all of Telenor Pakistan.

Main processes include:


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-Coordination with all departments on sourcing and recruitment of qualified candidates in

accordance with the approved hiring plan.

- Job advertisements (website and newspaper).

- Screening, short-listing of CVs, conducting interviews, assessment centers and tests.

- Maintenance of the TP Online application system atwww.telenor.com.pk/careers

- Communication and feedback to all applicants through the HC link:[email protected]

Recruitment Sources

Telenor recruits both internally and externally, by giving advertisements in the newspapers, by

employees referrals, by notifying the Job centers of the potential vacancy, through private

employment agencies like Job pilots and also through online recruiting

Selection:The selection is not influenced in any manner by gender, age, race, color, religion, national

origin or disability. Today, 18% women working at all levels in the organization.

The candidates are selected on the basis of

Written Test

Interview by HR Manger

Interview by Concerned Department Head

Final Interview by MD/Director

Training and Development

Training Methods and Employee Development

The principles relating to the development of the working environment are made available on the

learning portal Learn at Telenor in the form of separate e-learning programmes for both

employees and managers.

Telenor Pakistan is providing the training to its employees at level where the organization feels

about the performance gaps especially in engineering department and IT division and level of

technology does matter too. Telenor at present providing the training to its employees when they

introduce any kind of new technology and further more they also provide training to their

employees in the call center division.

Types of Training Programs

The most common type of training programs are Orientation Training, technical skill

training, and management development training.

Orientation Training is usually a formal program designed to provide newemployees with information about the company and their jobs.
http://www.telenor.com.pk/careersmailto:[email protected]:[email protected]://www.telenor.com.pk/careers


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Technical Training is oriented towards providing specialized knowledge anddeveloping facility in the use of methods, processes, and techniques associated

with a particular discipline or trade.

Management Development Program focuses on developing managerial skills foruse at the supervisory, managerial, and executive levels. Overall training has

positive impact on both productivity and employee morale.

Telenor offered three main categories in which offered programs are: Leadership,

Culture, and Competency.

I. The Leadership Category.

Within the Leadership category, several programs are offered which include:

Outdoor Leadership With activities related to trust building, team building,and exploration in the wilderness, the leaders are able to identify their true

leadership styles, their managerial skills are put to test, making them better

and bringing in more teamwork and transparency in the organization.

LUMS/Telenor Post Graduate Certificate in Business Management :Togive managers holistic business understanding, and manage succession

planning for various cadres, this academic program focuses on strategy,

pricing, market segmentation etc within its various courses and help

employees to build the organization.

Leadership-The Care & Growth Model : This three day workshop for allthose in command positions, teaches managers and supervisors what they

should be contributing to those who report to them.

II. The Culture Category Within the Culture category the following

programs are being offered which are open to all employees:

Mastery of Self: To enable people to overcome obstacles and dysfunctions intheir behaviors, and therefore create new perceptions by exercising the power of

mind.

Emotional Intelligence: Including the emotional quotient to employeesintelligence quotient enables one to be smarter in work, relationships and health.

To bring emotional maturity, this training focuses on increasing energy and

effectiveness under pressure, dealing with turbulence, and developing personal

power.


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III. The Competency Category Within the Competency category we

Telenor is offering program which is required as the basic skill builders in

the organization. These include:

Creative Problem Solving : To ensure that people have the ability to thinkout of the box and are not stuck with old thought patterns.

Breaking Communication Barriers : To help employees come out of theirinhibitions and improve interpersonal communication and public speaking.

Team Work :To enable employees to rise above the individual objectives andcome together as a team with one vision.

Results Through Resources : To help employees manage their resources atwork efficiently and effectively.

Compensation and benefit

Telenor 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

Compensation and benefit plans are particularly based on performance. If performance is up to

the standards of Telenor 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.

The core compensation includes:

Base salary

Bonus/commission

Long-term incentive plans

In addition, Telenor offers a total package that may include insurance, recreational activities and

other benefits adapted to the local market and individual employees need.

Managers are rewarded according to the achievement of assigned goals. Apart from monetary

rewards, such as variable pays/increments, other motivational tools such as recognition

(Employee of the Year rewards) are used.

Performance management

Performance management has three parts:

Defining the performance Measuring or appraising performance Feedback of the performance.


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Process of Performance Management

At Telenor, the process of performance management starts by defining performance.

Performance cannot be defined without a clear knowledge of the job that is to be performed bythe employees.

After defining performance is communicated to all the employees and it is made sure that they

work on these measures as they are also appraised on the same measures.

After performance has been defined, all the required behaviors for the managers are studied in

detail and some indicators are developed which are necessary to judge whether the employee is

performing good or bad. The indicators that are in favor of the required performance are called

Positive Indicators and the indicators against it are called Contra Indicators.

Performance Review:

At TELENOR a review is intended to be an open and frank discussion between an employee and

their Team Leader/Manager. Generally there 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 specific time period. The performance is of course judged comparing the

performance against the core indicators of Job. The second element is concerned with discussing

the training needs/inputs activities that are considered to be appropriate to help the jobholder

overcome some of development areas discussed in the review and also those activities that are

deemed appropriate to build upon their current strengths.

Feedback:

Workers at Telenor are informed of their performance and given the opportunity to express their

opinion over their own level of performance against each competence.

Performance Appraisal

Evaluating performance based on the judgments and opinions of subordinates, peers,supervisors, other managers and even the employees themselves.


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Performance Appraisal Methods

Goal Setting, or Management by Objectives (MBO) Multi-Rater Assessment (or 360-Degree Feedback) Work Standards Essay Appraisal Critical-Incident Appraisal Graphic Rating Scale Checklist Behaviorally Anchored Rating Scale (BARS)

Appraisal category Definition of category

1.expert Indicates exceptional performance

2.very Good Indicate performance that consistently meets the requirements of

the position, very good indicates the individual is on track for

advancements

3. Good Indicated performance that requires improvement (i.e. meet

requirements without initiative or advancement)

4. Basic Performance to be improved (hardly meets requirements)

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Telenor Development Process (Web competence)

The Telenor Development process is supported by Atlas TDP, a web based centralized IT

system. The Atlas TDP replaces the Web Competence tool with enhanced functionality covering

the various process steps with many improved features.Web Competenceis the tool used in the

Telenor Leadership Development Process (TLDP) for registering the dialogues and Review

Meeting. It is also used for Performance Management in certain Business Units.

HIGH PERFORMANCE WORK SYSTEM

SYSTEM OF HIGH PERFORMANCE HUMAN RESOURCE PRACTICES

1. Skill system

Selection test for hiring Employee training Performance based incentive Merit based Promotions

2. Commitment-Oriented System

Training Hiring of highly skilled employees Decentralized decision making

3. Organizational structure

Learning environment Training Work teams projects Decentralized decision making

4. Motivation of employees

Training of employees Performance based incentive Merit based Promotions Decentralized decision making

STRATEGIC STAFFING POLICIES


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HR STRATEGY: RECRUITMENT/DEVELOPMENT

ENTRY: RECRUIT AT ALL CAREER STAGES

DEVELOPMENT: ON-THE-JOB,FORMAL,TECHNICAL AND

MANAGMNET DEVELOPMENT TRAINING

EXIT: AVERAGE TURNOVER

RECOMMENDATIONS

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

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

the organization being socially responsible.

They should retain their IT specialist and other technical employees. They should invest in their employee health as it can increase the productivity of

employees.

They must use different statistical techniques or method for forecasting supplyand demand of human resources such as replacement charts, markov analysis,computer simulations etc instead of relying on subjective judgmental methods.

strategic human resource project

Documents

human resource planning

strategic planning

human capital structure

telenor pakistan

employee development

telenor strategy

training methods

types of training programs