Hrm Report

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1 HUMAN RESOURCE MANUAL

Transcript of Hrm Report

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HUMAN RESOURCE

MANUAL

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SUBJECT:

“Human Resource Management”

SUBMITTED TO:

MR. MUHAMMAD ABBAS

SUBMITTED BY:

M.HASEEB MIR

MOEZZA MIR

MEHWISH JAVED

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“In the name of Allah, the most

beneficent and merciful”

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ACKNOWLEDGEMENTS

I would like to acknowledge and thank the following people with the help

of whom this project was completed:

Our Parents

Mr. Muhammad Abbas (Course Instructor)

All the group members who worked really hard in Accomplishment

of this report

Our Friends who helped and gave their valuable time for drafting this

report.

Referral : Mr. Usama Toor

Mougis Ahmed Khan (Manager Subscriber Management) at Zong

Hasnain Ahmed Malik (OD Specialist HR) at Zong

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TABLE OF CONTENTS

INDEX Topic Name Page#

1 Executive Summary 7

2 Zong 8-9

3 Introduction 10

4 Mission Statement 11

5 Vision Statement 12

6 SWOT Analysis 13

7 Hierarchy 14-15

8 Recruitment and Selection Process 16

9 ZONG Policies on Recruitment and Selection 17-19

10 General Conditions for Recruitment 20

11 Conditions for Selection 21-22

12 Practices at ZONG regarding Recruitment and Selection 23

13 Critical Review on Recruitment and Selection Process 24

14 Training 25

15 Training Needs Assessment Policy 25

16 Developing a Company-Wide Management Training Policy 25

17 Training Practices at ZONG 26

18 Types of Training at ZONG 27

19 Critical Review on Training at ZONG 28

20 Adoption Towards Organizational Change 29

21 Performance Appraisal System 29

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22 Policies at ZONG for Performance Appraisal 29

23 Practices at ZONG for Performance Appraisal 30

24 Critical Review on Performance Appraisal System 31

25 Career Planning and Development 32-33

26 Motivation 33

27 Motivation by Design 34

28 Reward System 35

29 Policies on Reward Systems 35-36

30 Practices Regarding Reward Systems at ZONG 37

31 Critical Review on Reward Systems 37-38

32 Health and Safety Measures 39

33 Recommendations 40-41

34 Conclusion 42

35 Refference 43

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EXECUTIVE SUMMARY

Telecom sector have undergone a radical change in the recent years.

Once operating in a non-competitive environment similar to utilities, it is

now facing true competition not only from domestic but also from

international competitors. In order to keep themselves up-to-date, telecom

sector members have improved and strengthened their internal as well as

external policies. As a result, they are spending more on advertising and

branding concepts and at the same time continuously improving their

workforce. A very important factor of skilled workforce in an organization is

that it reduces the cost and also helps to maintain an unbreakable and long

lasting relationship with the various facets of consumer behavior. Now the

companies have realized that by concentrating more on their workforce,

they can achieve better efficiency and higher profits. Although HR

department has been ignored in Pakistan for many decades, but now it has

been proved from the experience of other companies that without applying

HR policies, no organization can achieve efficiency and perfect labor force.

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ZONG Talking about ZONG, it is the first International brand of China Mobile

being launched in Pakistan. It is meant to empower and liberate the people

of Pakistan in every nook and corner of the country. It will become a part of

their hearts, their minds and bring about a change in their lives that every

one desired but few thought would be possible.

The core essence of ZONG is to allow people to communicate at will

without worrying about tariffs, network coverage, capacity issues or

congestion. ZONG will be supported by ground breaking communications,

trend setting customer service and an unmatched product offering which

will redefine rules of the game and establish ZONG as a serious competitor

for the number one spot.

ZONG offers its customers with entertaining & innovative value

added services and empowering them by giving a wide variety of products,

services & content to choose from.

They are honored to be the revolutionary country introducing this

brand with others to follow. And their aim is to make ZONG a success story

for others to try and reproduce.

With ambitious plans to provide to the fastest growing Pakistani

market and to win over the ever demanding Pakistani customer, it will be

offering extraordinary coverage, voice and data services as well as a wide

range of tariff options to choose from.

Mashal Mabood
Highlight
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CMPak's edge comes from the experience and expertise of running

the world's largest telecom service and the commitment they make to

setting quality and customer relations standards.

CMPak is geared to offer neatly packaged VAS products that will

benefit the individuals, corporate as well as small businesses. Led by a team

of professionals from the field of cellular communication, CMPak is

determined to make its mark in the Pakistani market and to change the way

people communicate.

China Mobile Pakistan (ZONG) is a 100% subsidiary of China Mobile.

So far CMPak has invested more than US$ 700 million in the telecom sector

in Pakistan and an additional US$ 800 million has been invested till the end

of year 2008. These largest investments by CMPak act as ambassador of

friendship between China and Pakistan. CMPak will invest more

investments to enhance its services and bring innovation to sustain its

leadership in the Telecom industry of Pakistan.

ZONG is having its operative roots in China and Pakistan, so we can

regard it as an international telecom company, having its parent company

CMCC in China.

With the help of globalization, HR management has an advantage of

having a bigger pool of workers to be chosen from.

Mashal Mabood
Highlight
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INTRODUCTION “Listening to our employees attentively is the responsibility of ZONG HR.

Your feedback will be kept in absolute conf ident ia l ly by being sent

only to HR Operat ional Excel lence Team. We ensure the facilit

ation of the process in the best interest of the Company and the

Employees!”

Zong Human Resource Department that has the capability of performing

functions such as job analysis, recruitment, training and development,

performance appraisal, setting compensation policies and providing safety

and health to their employees.

This report covers all the aspects of the human resource

management concepts presently applied in ZONG. On the basis of

observation it has been extracted that Human Resource in ZONG is highly

motivated due to the perfect conditions provided to them.

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"Mission Statement"

To be the number one cellular operator

in Pakistan …

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"Vision Statement"

To deliver the best network services with value

added services that is in reach of common

person.

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tregths: Backup support

Value-added services

Ever-increasing subscribers

Ever-increasing coverage area

eaknesses: Late entry into the market

Least count current subscribers

Low area coverage (so far)

pportunities: Covering such areas where

others have not yet reached

Quality services to obtain customers’ loyalty

Lower tariffs

hreats: Security threats to towers

Threat of competitor strategies for tariffs and packages.

S

W O T

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HIERARCHY

President

Lahore Karachi Islamabad

Engineering Sales IT HR Financ

e

Marketing

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STRUCTURE OF HR DEPARTMENT AT ZONG

Chief HRM

Officer

Director HRM

Senior HR

Manager

Regional HR

Manager

Assistant HR

Manager

Team Leader

Team

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Employmen

t planning

&

forecasting

Recruiting:

Build a pool

of

candidates

Applicants

complete

application

form

Use

selection

tools; tests

to screen-

out

applicants

Director or department head

interview final candidates to

make final choices

Candidate

becomes

employee

RECRUITMENT AND SELECTION PROCESS

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ZONG POLICIES FOR RECRUITMENT AND

SELECTION

Policies for Recruitment and Selection as experienced at ZONG are:

Recruitment policy:

Objectives: The policy is meant to ensure an effective and efficient

method of recruitment and selection. It is aimed at hiring without any

discrimination based on race, colour, sex, nationality, ancestry, religion or

disability.

Policy guidelines:

The recruitment policy must abide by regulations set out by the

Government of Pakistan.

The Sources of recruitment for different job vacancies in ZONG shall

include:

Internal Advertisement.

Databank.

Advertising.

Head hunters/executive search organizations.

Walk in candidates.

Colleges and Universities

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a) External Recruitment:

Under the age candidates will not be considered.

Candidates are considered on the basis of their qualities &

qualification to strictly discourage conflict of interest, like hiring of

close relations (brothers, sisters, first cousins, brothers/sisters in law

and friends etc.). Although candidates falling in this category who

have extremely good qualifications may be considered. Final decision

is up to with the concerned Divisional Head who will verify that there

is no conflict of interest.

Human Resources will give advice to Department Heads regarding

salary range which is to be offered to the applicant keeping internal

and external equity in viewpoint.

Minimum qualification must be a Bachelor degree or equivalent. For

call centre/support staff, A-Level or equivalent may be considered

though approval of VP Human Resources & Administration will be

required.

This criteria does not apply to technicians/riggers and secondary

staff.

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b) Internal Recruitment:

ZONG employees who have completed one year of service and those

who are exceptionally good are considered.

Selected candidates will join the new job/position after getting

clearance from existing line manager.

Hiring from vendors, franchises, and clients is discouraged.

Exceptionally where offers are made to employees of these entities

their prior consent must be obtained.

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GENERAL CONDITIONS FOR RECRUITMENT

All recruitment will be done through the Human Resource

Department in consultation with the Officers and Heads of the

concerned Department.

An applicant’s knowledge, skill and aptitude related to the position

shall be judged according to a range of factors including:

a) Education (Academic / Professional).

b) Experience.

c) Profile and Psychometric Tests

d) Interviews.

e) References.

Application

Applicants may apply online by registering with the web based

recruitment gateway. Though for a specific position, they will be required

to fill the standard application form of the Company.

All applications will be kept on HR database for a period of 6 months

only.

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Conditions for selection

Request forms for hiring and transfers must be forwarded to HR

department for signatures.

In order to gets appropriate candidates information regarding

qualifications and job description should be forwarded to HR department.

At least ten working days should be given for selection of candidates.

Firstly internal advertisement would be placed for suitable candidates

or shortlist for databank if no suitable candidates found than external

advertisement is referred.

Screened CV’s are than provided to departments and they’ll conduct an

interview with the immediate Supervisor / Department / Divisional Head or

his / her nominee and any job related selection tests after that short listed

candidates are interviewed finally by HR department.

To check suitability Human Resources Department may conduct Profile

and Psychometric Tests for the selected candidate.

Two Reference checks will be completed for the selected candidate

either before hiring or during the probationary period. Appointment will be

subject to satisfactory references being received.

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On Selection the following information will be forwarded to HR to be

kept in the Employees Personal File:

a. Interview Evaluation form

b. Passport size Photos.

c. Any other special clause.

d. References.

e. Copy of N.I.C.

f. Copies of degree(s): Bachelors and above only and copies of

experience certificates.

g. Duly filled application form

In the Case of Consultants the Company will sign a contract with

the Consultant for a duration ranging from 3 months to 1 year.

The Human Resource Department shall prepare and deliver the

Employment Letter to the Employee and take signatures on a copy.

These were the practices but what actually are the practices for

Recruitment and selection at ZONG. Let’s explore.

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Practices at ZONG regarding Recruitment

and Selection

Practices regarding the recruitment and selection are in

accordance with the policies formulated by the HR department.

According to employees following were the recruitment practices.

Two types of Recruitments: Internal and External. Sources of Internal Recruitment Sources of External Recruitment

Employee referrals

Internal advertising

Job fairs

University Hunts

Advertising

Emplacement Agencies

Walk in candidates

All recruitment and selection process is handled by the Human

resource department. Applications for jobs are mostly made via internet.

A selection criterion is totally based on merit. A series of interviews

are conducted followed by a panel interview and a group discussion. Only

deserving candidates from a lot of applicants are considered.

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Critical Review on Recruitment and

Selection Process

References are used everywhere to get a job and so are used in ZONG

too. Tough it's not a positive parameter in the recruitment process but

people use it as an entry point. In study we came to know that there are

number of employees who were hired in ZONG on the reference basis.

But on the other hand retaining or keeping a job is way different then

getting a job.

ZONG is using the online system for the Recruitment and Selection

process, which is a very positive sign. With the growing factor and use of

Internet, it’s much economical in terms of time and money to fill an

online application. And also it’s easier for a company to organize their

data electronically, which does not only help in organization but

provides easy access, longer stay and remotely accessible. This has surly

reduced the stress of physical offline requirement and the company can

build a good impression to their consumers by using the latest

technology.

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Training

Training needs assessment Policy at ZONG

Objective: To Identify the most appropriate solutions to performance

problems.

Procedures: All Company Heads should differentiate between

problems that require training and problems that require coaching or other

solutions. Generally, about 20% of performance problems require

“training” solutions and remaining 80% is handled by the quality of

supervision and other work environmental factors (rewarding good

performance, punishing poor performance, and removing obstacles to good

performance).

Developing a Company – Wide Management

Training Plan

Objective: Identify the needs, by management level, for the whole

Company. Employees are also Facilitate with Short Management Courses

from time to time.

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A total-company plan after coordination of HR Department is

finalized and its implementation process starts after a follow-up with

Department Heads.

After focusing discipline need of an individual, plan is to design

schedule to assemble the total-company training need.

The trainer should be under the headcount of HR so that adequate

training sessions can be planned and conducted nationwide.

Requirements for training an employee are made on supervisor’s

recommendation in the appraisal form or if it is not mentioned in

performance appraisal than requirements can also be forwarded by the

supervisors.

Training Practices at ZONG

By getting information we have found that ZONG mostly use On Job

training technique with its employees which means employees are get

trained by their performance in assigned job with supervisors’ guidelines

how to boost up their efficiency regarding work.

ZONG Internees are trained in various departments with basics of

everything and most of them are hired by ZONG itself.

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Types of Training in ZONG

On a general basis the training done in ZONG can be divided into two

categories:

• Soft skill training

• Technical Training

Soft Skill Training: Training based on strong knowledge regarding

personal lives to increase productivity and lessened their distraction.

Soft skill development courses in areas like personal finance and

childcare can help your team better manage the most important areas

in their personal lives.

This may include the following things for e.g.

• Conflict management training

• People management training

• Communication skills

• Anger management

• Time management training

• Teamwork training etc

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Critical Review on Training at ZONG

ZONG provides good professional development to their employees by

several training opportunities. Company has policies and procedures

defined for trainings, assessment, their needs and the application process.

Different units can apply for the related training through HR. e.g.

Finance department in ZONG gets a training in customer services and so on.

Training is a compulsory factor in the organization and is open to everyone,

related to his/her field or unit.

Some organizational training is offered and practiced often like supervisory

skills training and conflict resolution management etc to achieve a quality

and practice good business habits. More focus in training can be paid by

addressing different levels. Like these training are more helpful for

managers or supervisors but may not develop the related skills for the

lower level employees. Though company provides many opportunities and

surely if these were asked, then must have been provided for other levels

too.

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Adoption Towards Organizational Change

Telecom industry is a change oriented industry which should modify

itself with time and ensure that whether it is change in tariffs or an internal

change it should be flexible to an extent to accept that change. Usually top-

down change is applied by management so that change is not restrained by

employees. Changes are clearly planned to ensure maximum benefits

available from the change.

Performance Appraisal System

Policies at ZONG for Performance Appraisal

Objectives: The basic purpose is to evaluate and improve the actual

performance of employee (current/past) towards performance standards

and also future potentials of ZONG.

The Objectives of the Performance Review Program are:

To measure work performance

To motivate and assist employees in improving their performance

and achieving their personal/professional career goals

To identify employees with high potential for advancement

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To provide objective information for making decisions on salary

increases, promotions, bonus and transfers.

To identify employees training and development

To provide a solid path for career planning for each individual

Practices at ZONG for Performance Appraisal

To meet company’s performance standards ZONG conducts

performance appraisal in order to evaluate their employee’s current

performance or past performance. To eliminate this deficiency ZONG try to

adapt the performance appraisal so that employees should aware of their

performance, also get feed backs from their supervisors and from getting

incentives and development program they could increase their

performance.

There are many performance appraisal methods. ZONG uses the

computerized performance appraisal method.

ZONG conduct its performance appraisal of employees in December.

Performance appraisal sheet has been developed by the HR Department

and has downloaded it on the intranet of ZONG so that the supervisor may

evaluate their employees. After completion of evaluation it is forwarded to

employees for confirmation and if employee doesn’t agree with supervisor

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he will not sign it and when HR Department get that within due date than

problems are identified and solved.

Critical Review on Performance Appraisal

For the performance evaluation different ways are adopted like

online 180 degrees and 360 degrees. In the past only 180 degree

methodology was adopted for the performance appraisal but they have

moved to online 360 degree evaluation. Adopting this new strategy is quite

supportive and is appreciated by the employees because if an employee is

happy with the performance evaluation of this head then he or she may

challenge it for the review.

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CAREER PLANNING AND DEVELOPMENT

Telecom industry is full of competition therefore ZONG has focused

on career management of its employees so that they might understand

better and develop their skill for their interest as well as for organizations

benefit. A thoughtful process through which someone becomes aware of

personal skills, interests knowledge, motivation, and other characteristics;

acquires information about other opportunities and choices; identifies

career related goals and establishes action plans to attain specific goals.

Career development is the lifelong series of activities (such as workshops)

that contributes to a person career exploration, establishment, and success

and fulfillment.

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ZONG gives promotion of their employees on the performance basis.

The ZONG HR department develops the employee’s career development

plans in which the HR department predicts the next logical step for their

employees within five years.

Motivation

Motivation of ZONG employees is based on two factors, intrinsic and

extrinsic. Intrinsic due to fast growing image of ZONG and Extrinsic due to

attractive pay scale together with basic facilities such as medical play

important role to keep the employees motivated.

ZONG keeps its employee motivated by fulfilling the five hierarchical

needs of physiology, safety, social needs, self esteem and ultimately self

actualization needs.

SELF

ACTUALIZATION

SELF ESTEEM

SOCIAL NEEDS

SAFETY NEEDS

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MOTIVATION BY DESIGN

JOB ENLARGEMENT:

To motivate employees in every level Management frequently takes

steps. Due to this management use technique of job enlargement by

increasing the number of subordinates and giving extra span of control.

Job Enrichment: At the same time job enrichment tool is useful to boost up the skills

of employees and discover their talent which motivates them to do

something extraordinary.

Job Rotation: Tool to motivate and expand their skills, knowledge, interest &

abilities. It can be either horizontal or vertical. In Vertical employee are

promoted to a new position and in horizontal jobs are rotated among same

statuses. After this it is easy for a supervisor to evaluate reliably.

ZONG is doing a vertical job rotation at a very low level usually.

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Rewards System

Policies on Reward system at ZONG:

ZONG reward policies have lists which are both Intrinsic and Extrinsic

followed by policies:

Salary: Objectives: The purpose of this policy is to have salaries subject for

review in January of each calendar year in the light of merit and inflation.

An employee with his/her specific job title will receive salary relevant

to his position.

Policy Guidelines: The Company will pay salaries and other

compensations during office hours and on the job site as follows:

All New Employees have to open bank accounts in specified banks

prescribed by the Company to get their salary every month.

Upon termination of service (end of service), the employee will

receive his / her salary within 15 working days from his last day.

Upon resignation, the employee will be paid his / her dues during a

maximum period of 15 working days from the date he / she left the

job.

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Besides there are other intrinsic and extrinsic awards that leads

towards one objective only to motivate the employees to achieve

organizational goal.

Other intrinsic and extrinsic rewards include:

Medical care

Life insurance

Vacations

Relocation

Credit advance policy/provident policy/advance against provident

fund

EOI

Recreation

Club Policy Travel

Mobile phone

Business mobile phone policy

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Practices on Reward systems at ZONG:

Reward system policies are strictly practiced at ZONG. Employees are

paid when they are supposed to pay. Other rewards are also fast but they

are mostly tenure based rather than performance based.

Policies shows that rewards are totally performance based but in

actual this policy is not followed strictly. Mostly rewards are determined by

the organizational membership and seniority. Promotion is given on the

basis of performance, as well as tenure.

Critical Review:

Reward system at ZONG is quite complicate. The reason for this is

that there are many intrinsic and extrinsic, direct and indirect,

compensating and non-compensating rewards. There is even a department

that looks after the motivational aspect of the employees. How motivation

level of employees can be kept to a level so that they can be more

productive. PMO (Project management office) introduces many club

memberships, game shows, lunch arrangement and many more for

employee to be motivated.

Similarly, there are special achievement awards at each individual

level. Then there are even team awards, department awards and division

awards.

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One thing to mention is criteria for rewards. As mentioned earlier in

policies, rewards are performance based. But this is true only in case of

achievement awards, group awards etc. If we observe basic pays and

increments then those are not performance based. Those are more of

tenure based. ZONG does say that all rewards are performance based.

However, it is not the case in practice.

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HEALTH AND SAFETY MEASURES

Maximum jobs of ZONG are not hazardous to health so, there is no

such need of health measurements. Though everybody wants to be safe

and that’s why when you visit some ZONG office to meet someone of a high

designation level. You need to fulfill various safety measures.

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Recommendations

ZONG has a strong HR system. That is the reason we didn’t found

much discrepancies in what management says, what policies state and

what employees say. 90% of the times they were same. However, there

were some discrepancies that need consideration and their alteration can

make this HR system best in Pakistan.

Following are some of the recommendations based on those discrepancies:

1. Delegation of authority: Human resource department is not fully

authorized to take all the decisions. Despite the fact that, HR

department claims to have the overall management of the company

but actually it doesn’t happen. There are numerous HR decisions that

are taken by the other department. So, delegation of authority

should be clear regarding decision making for HR department.

2. Lack of information: Through this project we come to know that

ZONG employees were not aware of the in depth policies due to lack

of information regarding formulation of policies. This happens due to

complications in understanding those policies so; ZONG should

simplify them for its employees.

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3. Power dissonance: Managers are responsible for promotions &

hiring with its pre-required goals but firing is concerned with Boss

but this can cause dissonance among employees for

command/power.

4. Enhancement in recruitment sources: ZONG should increase its

recruitment sources. During an interview, we asked the same

question and he answered “that’s what policy says; on ground level

we do use as many sources as possible”. If this is the case then we

recommend ZONG that it should adjust policy accordingly.

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Conclusion

From all the mentioned aspects our group has learned a lot from this

study and research. It made us easy to understand almost all the aspects of

the presented topic.

As far as ZONG is concerned, generally the conclusion is very easy to

comprehend that ZONG HRM Department has to cover some aspects in

order to compete with its competitors’ UFONE, TELENOR, MOBILINK,

ALWARID, so they have to formulate some new techniques for training and

development.

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REFFERNCE

http://www.zong.com.pk

http://derekstockley.com.au/courses/human-resources-c.html

http://www.slideshare.net/Chandan58/hrm-selection-chpt-11