HUMAN
RESOURCE
MANAGEMENT
PRACTICE IN CITYCELL
1.0 Introduction This report gives an overview of the overall Human Resource Management practice in CityCell. It will mainly emphasize on major functional areas of Human Resource Department. 1.1 Origin of the Report: Rabeya L. Yousuf, Assistant Professor, Department of Business Administration, The University of Asia Pacific, on April 24, 2006 orally assigned the students of 5 th semester of BBA to prepare a formal business report on HRM practice in any recognized organization. The students had to form a group of 5 persons to prepare the report. This report is prepared to comply with that instruction. 1.2 Objective: This report has two objectives: 1.2.1 Primary objective: This report is prepared primarily for the fulfillment of the Human Resource Management course requirement, which is an essential part of the BBA course curriculum at Department of Business Administration, The University of Asia Pacific. 1.2.2 Secondary objective: The secondary objective of this report is to provide a description about HRM practice in CityCell. CityCell has a full-fledged Human Resource Department. This report will give a synopsis of all the major activities the department is doing now and will act as a guideline to facilitate future studies intended in any specific area of HRM of CityCell. 1.3 Sources:
This report is mainly based upon primary sources. However, some secondary sources like books, magazines, web sites etc. were consulted for an understanding of HRM practice and the relevant information. 1.4 Methodology: To collect information from the primary sources, the following techniques of research were used: 1.4.1 Collection of Data: Key persons behind the CityCell were interviewed to collect the data. They include mainly Human Resource Management, Training and Development Officer, Recruitment and Selection Officer. 1.4.2 Interpretation of Data and Presentation of Facts: The information, collected from the relevant personnel and studies, were first recorded and then interpretation of the information was made. The significant findings are presented systematically throughout the report. 1.5 Scope of report: The report is descriptive in nature. The study covers only various functional areas of HR Department. No attempt is made to perform detailed analysis of effectiveness of the department. The findings are strictly based on the information provided by the respective personnel. The concentration is on the presentation of the facts as discovered. 1.6 Limitations: As the report focuses almost all the major functions of HR department, assimilating relevant information from this information overload was a challenge. Most of the data were collected through interview. Thus the reliability of the report depends on the authenticity of the information provided by the relevant persons.
2.0 CityCell: an Overview
City Cell (Pacific Bangladesh Telecom Limited) is Bangladesh’s pioneering mobile communications company and the only CDMA network operator in the country. CityCell is a customer-driven organization whose mission is to deliver the latest in advanced telecommunication services to Bangladesh. The company offers a full array of fixed and mobile services for consumers and businesses that are focused on the unique needs of the Bangladeshi community. CityCell’s growth strategy is to integrate superior customer service, highest standard technology and choice of packages at affordable rates. The company operates a 24-hour call centre with over 86 well-trained operators to respond to customer queries. CityCell’s customer services are open 7 days a week to ensure customers can access CityCell at any convenient time.
CityCell is focused on innovation and creating new ways for customers to stay in touch and to do business. CityCell’s is offering a wide range of competitive prepaid and postpaid mobile packages as well as Value Added Services such as SMS and information based services. CityCell is looking forward in introducing CDMA 2x technology in 2007 to provide innovative multimedia features, including many more data based mobile features currently not available in Bangladesh.
CityCell (Pacific Bangladesh Telecom Limited) is a privately owned company with majority foreign ownership equity. Following lists the current owners of CityCell (PBTL): •
Pacific Motors Limited
•
Far East Telecom Limited
•
Asian Infrastructure Development Company Limited (AIDEC)
•
Fujitsu Limited (FL)
2.1 CityCell: Culture CityCell has a conductive and safe working environment. Besides focusing on customers and communities, they are committed to treating their employees with integrity, dignity and respect. The company’s intent is to establish a good working relationship through a mutual understanding of expectations. They believe in working in a team spirit to maximize and excel in standard quality service to the valued subscribers in the area of telecommunication. CityCell sets the highest ethical standards, fosters innovation and teamwork, and insists on constant improvement on quality and service. 2.2 CityCell Mission CityCell has been established to provide high-quality CDMA cellular service at affordable prices. CityCell has a dual purpose: to receive an economic return on its investment and to contribute to the economic development of Bangladesh where telecommunications can play a critical role.CityCell endeavors to provide services to all people in the country, irrespective of their location. 2.3 Business Objectives Serving the mass market is one of the primary objectives of CityCell. By serving the general public as opposed to niche markets, the company plans to achieve economics of scale and healthy profits. At the same time, service to the general public means connectivity to a wider population and general economic development of the country.
2.4 Strategic Policy •
Good Business, Good Development
CityCell’s basic strategy is coverage of both urban and rural areas. The company has devised its strategies so that it earns healthy returns for its shareholders and at the same time, contributes to genuine development of the country. In short, it pursues a dual strategy of good business and good development. Another basic strategy is a continuous cell-to-cell coverage throughout CityCell’s network. •
Service for the Rural Poor Establishing a nationwide network gives fair access to all geographical areas. From a business point of view, this strategy serves both the long distance as well as the rural markets, this emphasis on the rural coverage brings a much-needed infrastructure in the underdeveloped rural areas. This standing of CityCell today is the result of collective endeavors of its motivated employees. Behind this success, HR department of CityCell has an active role in upholding employee morale by managing them efficiently. 3.0 HR Department in CityCell HR management is about managing people in organizations as effectively as possible for the good of the employees, the company, and society. In CityCell managing human resources is becoming more and more important to the success of all divisions of the company. With the honest and coordinated effort, HR plays a key role in realizing the vision and strategic direction of the company. In the contribution of CityCell, the HR Team is a beautiful blend of bright, innovative, enthusiastic and professional members. The entire HR team has had excellent drive to translate concepts into reality. Thus, in within a short period they have accomplished so many successes in the arena of employee benefit and recognition at home and abroad. HR has very actively participated and sponsored HR conferences and meetings in Bangladesh. Thus they are contributing to the uplift of Human Resources in Bangladesh. Thus, overall HR of CityCell is moving forward and playing even stronger role in every year by upholding the team spirit and harmonizing interdepartmental relationship.
HR at CityCell has specific mission and objectives that made them more distinct in the organization. 3.1 HR Mission HR missions at CityCell are: A.
To attract, develop and retain qualified employees so that they can contribute to business goal, and
B.
To create an environment which facilitates effective performance and enhances employee morale and satisfaction 3.2 HR Objective The objectives of HR at City Cell are:
A.
To be strategic business partner with the line managers
B.
To Create an attractive work environment Thus HR has become a very essential unit in CityCell for ensuring a better management of human resources in organizational level as well as achieving CityCell’s corporate goal.
Next sections will show how HR Department practices different HR activities. First of all it focuses on the Human Resource Planning function of HR department. 4.0 HR Activities 4.1 Human Resource Planning Effective human resource planning (HRP) can be one of the most rewarding aspects of work in human resource management. Effective planning can enhance the success of the organization while minimizing the amount of suffering resulting from poorly anticipated labor surpluses or shortages. In the line of business plan, HRP at CityCell starts. HRP is tagged with business Plan such as potential investment, subscribers, market shares etc. There is a strong correlation between subscriber and employees requirement. 4.1.1 Demand of Human Resource Forecasting of Human Resource Demand is done fully on Judgment. The method in this respect used is bottom-up forecasting. Each unit, branch or department estimates its own future need for employees. The sum of the estimated unit needs is the demand forecast for the whole organization. 4.1.2 Supply of Human Resource
They have both internal and external supply of labor force. 4.1.2.1 Internal Supply The HR department maintains a strong HRIS for internal supply. It keeps all types of employee data ranging from skill inventory to selection out. For senior level post, they hire internally in most of the case. For senior level position, they some times from external source. They maintain replacement chart as a part of succession planning. 4.1.2.2 External Supply HR division has policy to manage labor supply externally such as: •
Online recruitment policy to attract people from outside as well
•
Use the temporaries with the help of their HRIS
•
Rehire the retired person: they have few examples of such case No formal organizationally sponsored career planning is in existence now, but the HR unit is considering it with due importance and now working on it to implement in near future. HR department ensures integration between HRP and strategic planning of the organization. After human resource planning, HR department has to attract right pool of qualified candidates and then has to hire the best ones from them under any suitable basis. 4.2 Recruitment and Selection HR division of CityCell has standard recruitment and selection policy to host a pool of motivated and qualified employees. 4.2.1 Recruitment Recruitment involves seeking and attracting a pool of people from which qualified candidates for job vacancies can be chosen. It is preceded by HR planning, and is followed by selection, though sometimes the line between recruitment and selection is quite blurred. In CityCell, Human Resource Departments manage the recruitment function and they follow some specific procedures for recruitment. The steps they follow in the recruitment process are described below: 4.2.1.1 Identification and Announcement of Vacancy
CityCell follows a bottom-up recruitment approach. At the start of the year, the company sets a growth target. Keeping this target in mind, the line managers propose the number of personnel requirement on a rational basis. This proposal is sent to the respective department heads that in turn send it to the finance department for budgetary clearance. The communication in both the cases is done using requisition forms. If there is financial clearance, the requisition forms are sent to the HR department that sends the forms to the Managing Director for final approval. With the final approval, the HR department formally announces the vacancy. 4.2.1.2 Performance of Job Analysis No formal job analysis is done in CityCell, but they have specific job description and job specification for various available positions. 4.2.1.3 Sources of Recruitment CityCell uses both internal and external sources of recruitment. The internal sources are mainly used for promotion from entry-level to mid-level managerial positions. The external source is used extensively to recruit for the entry and upper-level management positions and also for the technical posts. 4.2.1.4 Methods of Recruitment CityCell uses informal as well formal method for recruitment from the various sources. 4.2.1.4.1 The informal methods: a.
Promotion from within for mid-level positions
b.
Employee referral for upper level management and technical positions
c.
Walk-ins for part-time and entry level positions 4.2.1.4.2 The formal methods:
a.
Advertisement in renowned newspapers, mostly they use ‘The Daily Ittefaq,’ ‘The Bangladesh Observer’ and ‘The Daily Star’
b.
Online advertisements like in the web site of CityCell.
c.
Computerized resume services
d.
Headhunters or employee leasing firms like for upper level management position
e.
Job fair for entry-level positions The recruitment system can be graphically represented as shown in Figure-1 in the next page:
Recruitment System
Informal Method
Formal Method
External Sources
Internal Sources
Employee referral Walk-ins
Promotion from within
Newspaper ads Web site ads Job fair Computerized resume service Executive search firms
Figure-1: Recruitment System of CityCell
4.2.1.5 Evaluation of Recruiting Sources and Methods CityCell makes a periodic evaluation of sources and methods of recruitment. The criteria mostly used are total cost, number of applicants generated, and performance of hires. By following these criteria, they have found the online recruitment process to be most satisfactory. Based on these evaluations, CityCell has specific preferences regarding the available methods and sources of recruitment. Those preferences are delineated in Table below: Table: Preference of different recruitment methods and sources of CityCell Preferential
Entry-level
Mid-level
Upper-level
Technical
Choice Informal
Management Walk-ins
Management Promotion
Management --
Positions Employee
Methods Formal
Newspaper ads
From within Newspaper ads
Newspaper ads
Referral Newspaper ads
Methods
Web sites
Web sites
Headhunters
Web sites
Computerized
Computerized
Computerized
resume service
resume service
resume service
Job fair
Job fair
Source: Primary (interview) 4.2.2 Selection Personnel selection is a process of measurement, decision-making and evaluation. Especially for technology-based industries like mobile phone companies, selecting the right candidate is a tough job because of the unavailability of qualified personnel and also because of the rapidly changing business environment.
4.2.2.1 Selection Process CityCell try to follow standard selection procedure to choose the individual who can successfully perform the job from the pool of recruited candidates. The selection process of the company follows the steps given below:
Completion and screening of the application forms
Preliminary or screening interview
Written Test
Final interview
Reference check
Physical examination
Final decision The steps followed by CityCell are described below: 4.2.2.1.1 Application forms: They have an online application system. They also use printed application forms. Applicants submit their curriculum vitae or comprehensive personal profile with the application form. So the company gets a synopsis of applicants’ career.
4.2.2.1.2 Preliminary or Screening Interview: Screening interview is done by the HR manager to determine whether the applicant’s skills, abilities and job preference match with the requirements of the vacant position. This interview screens out unqualified or uninterested applicants. CityCell use fully unstructured interview technique. It varies with candidate’s background, attitudes, future plans etc.
4.2.2.1.3 Written Test: The type of tests includes aptitude test, job knowledge and proficiency test, and interest test. There is no separate personality test done, rather it is done as a part of interview. CityCell has been carrying out these tests since its inception and has not made any significant changes because they found the tests to be satisfactory. 4.2.2.1.4 Final Interview: Final interview is carried out by the HR manager and line manager for entry and mid-level positions. For the upper-level positions the interview is conducted by the General Manager and in some cases, by the Managing Director. 4.2.2.1.5 Reference and Experience Check: HR division makes reference and experience check for the top-level and mid-level positions, but for entry-level positions reference check is sometimes relaxed. 4.2.2.1.6 Physical Examination:
Physical examination is done before the final selection. The tests they use are HIV, Blood Sugar, Urine, Chest X-ray, Blood Pressure and eyesight test. 4.2.2.1.7 Final Decision: Final decision is taken by the respective hiring managers in CityCell. 4.2.2.2 Selection devices preferred by the company In this study, it is found that CityCell has different preferences regarding the different selection devices. Those preferences are summarized in Table in the next page:
Table: Selection Devices used by CityCell: Selection Tool
Entry-level
Mid-level
Upper-level
Technical
Application
Management Yes
Management No
Management No
Positions Yes
Form Weighted
No
No
No
No
Yes Yes
Yes --
No --
Yes Yes
Test General Ability Yes
Yes
Yes
Yes
Test Personality Test Aptitude Test Interview Physical
No No Yes Yes
No No Yes Yes
No No Yes Yes
No No Yes Yes
examination Assessment
No
No
No
No
Center Reference
Yes
Yes
Yes
Yes
Check Any Other
Background
Experience
Experience
Technical
Application Form Written Test Intelligence
Investigation
Knowledge
Source: Primary (interview)
HR department does not post any blind ad. They are satisfied with the recruitment and selection system they practice.
4.3Performance Appraisal CityCell uses performance appraisal as an employee development tool. 4.3.1.1 Methods of Performance Appraisal: Both objective and subjective measures are used for perforce appraisal. A.
Objective Measures : At CityCell each and every employee is given a target, both quantitative and qualitative. Then it is matched with actual performance.

Qualitative: like for Depute HR Manager, eight targets are fixed for the year. For example: preparing HR guidelines, ensuring fixed number of employee satisfaction survey, and so on.

Quantitative: Sales target for a sales officer.
B.
Subjective Measure : In addition to objective measures, CityCell also has subjective measure like absolute standards. Among the various absolute standard techniques, they use graphical rating scales method. Here the rater describes an employee as falling at some point on a performance continuum made up of five (5) scale points ranging from 5 point for outstanding to 1 point for Poor. These points are assigned against nine (9) competencies. 4.3.1.2 Rater of Employee Performance:
Mainly two types of performance evaluation take place at CityCell. They are: A.
Supervisors’ Evaluation : CityCell feels this the most effective system for performance appraisal.
B.
Self-Evaluation : Employees are invited to evaluate themselves by filling up a form given by company. This is used at CityCell as an employee development tool rather than to make administrative decisions. It serves as an important input into a supervisory appraisal. 4.3.1.3 Feedback of Results: After performance appraisal, a feedback interview takes place between the supervisor and the respective employee. There it is seen how effectively the employee accomplished his or her goal. Then employees are given two things:
an action plan for further improvement, and
a new target for next time period So employee participation and feedback is in place in this open discussion. Employees have every scope for self-explanation. 4.3.2 Employee Relations This subsection engages with the following activities: 4.3.2.1 Post-selection Services The HR Department provides some services to the selected employees such as:
Mobile phone for new employees
ID card for each employee

Bank A/C opening in the name of every fresher

Signing of necessary bonds
4.3.2.2 Leave Management HR department handles with three types of leave facilities for the employees Provided by CityCell like sick leave for 12 days, earned leave for 30 days, casual leave for 10 days etc. 4.3.2.3 Employee Attendance HR department maintains a logbook for the attendance of the employee. This book is also used to calculate the payment for overtime and to prepare performance appraisal for the employees. 4.3.2.4 Process Employee Quota Mobile Mobile phones are given to the employees on the basis of their position in the organization. There is a time limit for using the phone, and HR department assigns this limit to each employee. 4.3.2.5 Post Separation Services If any employee resigns the job, the HR department issues several papers like resignation acceptance, letter clearance letter, release order, and experience certificate. These duties help the organization to keep track of the employee turnover rate and the reasons of resignation, which is used to develop future plan for the organization.
4.3.3 Personnel Information System This section under HR Division performs several functions: A.
Maintain & update: it is basically HRIS that HR maintains from the very beginning of application processing, and update regularly with new events like training, promotion or even selection out.
B.
Prepare performance appraisal paper of confirmation, promotion, increment and transfer.
C.
Necessary data input for payroll processing Thus this unit of HR department deals primarily with policy issues and also with ensuring sound employee relation and employee database adheres to a conducive working environment. Keeping the employees cope up with the ever-changing business environment becomes a challenge for HR division. Human resource development programs are taken to address such challenges. 4.4 Training and Development CityCell’s another wing is Training and Development. HR initiated ongoing programs for training and development are designed to ensure the highest professional standard among their management and employees.CityCell strives for achieving perfection in the quality of service that requires professional excellence on the part of its employees.
4.4.1 Training Need Analysis The HR department of CityCell determines the needs of training two ways: A.
Link performance appraisal with training need, and
B.
Supervisors’ own assessment method 4.4.2 Design and Conduct In-house Training Program CityCell carries extensive in house training program on the basis of the need assessment. They emphasis not only on the individual or organizational needs but also on the environmental or health issues. CityCell arranges periodic training program on Team building, computer training program, and first aid training program. CityCell offers following training programs for its employees
Effective Communication and Team Building
Management Style and Motivation
Handling difficulty Situation
Project Management
Effective Meeting
Management and Managing People
Time Management and Managing People
Time Management and Management Planning
Business Communication
Balance Sheet Analysis
Risk Assessment and Safety Management
Customer Dealing
Delegation
Enhancing Managerial Competencies
Role of Manager
4.4.3 Update and maintain Training Information HR updates personnel information database after each training program. It works as skill inventory which aids in deciding promotions of the employees or in preparing replacement chart. 4.4.4 Coordinate with Local and Foreign Training Institutions In addition to many in-house training facilities, HR division coordinates with many local and foreign training institutes to arrange training programs at CityCell or at those particular institutions. 4.4.5 Overseas Training HR department deals with agreement between CityCell and employees for attending overseas training like:
Business Configuration
Radio Network Tuning
Mobile Networks and the environment
System Survey
Telecom Platform
Radio Planning Skills
Communication Network Infrastructure 4.4.6 Training Method At CityCell, both on-the-job and off-the-job methods are used. 4.4.6.1 On-the-job Methods The major on-the-job training methods are as follows:
Coaching
Job rotation
Assignment
Supervisory Assessment
4.4.6.2 Off-the-job Methods The major off-the-job techniques are as follows:
Team Building: They have huge nodules regarding this training. It ranges from top level to assistant manager level.
Case Study
Lectures
Audiovisual techniques
Simulation Techniques
a.
Role Playing
b.
Business Game
4.4.7 Orientation Program Orientation program for every fresh employee at CityCell is must. CityCell assigns huge importance to this program, because it introduces new employees to the organization, its culture, rules and practice, work unit, and job responsibilities. They arrange orientation for promotes as well. 4.4.8 Evaluation HR makes an evaluation to see the extent to which the training activities met their goals. The approaches they follow are: 4.4.8.1 Reaction Evaluation After conducting the training, they exercise "Reaction Evaluation" from the trainees. 4.4.8.2 Impact Evaluation HR department is actively working on developing the tools of "Impact Evaluation" which will evaluate to what extent the trainee is contributing to the organization
after undergoing training. This will be conducted once or twice a year. Thus HR comes up with bundles of training and development programs intended to make the CityCell a learning organization.
Best result from the employees can be expected if they enjoy a good working environment, and if they are out of any physical and mental complexities. Next section focuses CityCell’s HR practice in this respect. 4.5 Health Safety and Environment CityCell has standard measures for employee health safety and environment. They have following facilities and programs in this respect: 4.5.1 CityCell Clinic They have a CityCell Clinic where there is a full time doctor. Primarily he gives consultation to the employees, their spouses and children. At CityCell, both in-house and referral facilities like concessionaire diagnosis from certain clinics.
4.5.2 Awareness and Training Programs They have several employee assistance programs, both physical and psychological assistance. These includes awareness and training programs for health and safety such as:
Health, hygiene and safety awareness programs like House Safety Environment (HSE)
Stress management under HSE
Work environment awareness program
First-aid training to all employees and support staffs (driver, guard)
Health related consultancy Services
In- house training on health and safety
Monitoring the health, sickness events
Research like as injury analysis and report
Attitude training for support staffs
Fire drilling training program Thus CityCell ensures a good working environment for the employees. Next chapter will give us an idea of what compensations and benefit CityCell offers to its employees in addition to a safe and friendly working environment. 4.6 Compensation and Benefits CityCell offers its employees competitive pay, excellent benefits and advancement opportunities. Moreover, CityCell believes their compensation and benefit package makes its employees’ effort and potentials worthwhile. HR has an active participation in determining such packages. Table: shows some of the major benefits CityCell offers to its employees: Table : Major benefits CityCell offers to its employees
Cash Benefits
Non Cash Benefits
Deferred
and
other
Indirect Competitive pay
Transport
Benefits Leave in-cashment
Bonus (twice in a year)
Employee Mobile
Gratuity
Overtime
phone
Group Insurance
On call allowance
EmployeeQuota
Provident Fund
Mobile phone
Technical allowance Late
working
Services
allowance
at
Medical different
Mobile medical centers
Employee
In-house
Phone
Medical
Consultancy
Transport Overseas
Discounted
and
country training
in-
Overseas & In-country Training
Line management in the consultation with HR department fixes all these compensation and benefit packages for the employees. Some of their policies regarding compensation are as follows: A.
Base Pay: Base Pay is determined considering basically two things:
Education, and
Job Experience
B.
Increment: Increment is basically linked with performance of the employees but not ignoring the fact of affordability and budget constraint of the company.
C.
Promotion: Promotion depends:
primarily on performance as well as
minimum of certain length of service
5.0 Findings CityCell has a pool of dedicated employees who are working for organizational success in the market. This study focuses on the human resource management practice at CityCell. Basically they have four wings which are performing some specific jobs as well as coordinating with other departments. After having a human resource planning the Recruitment and Selection wing starts working, and attracts right people basically through ad and selects the appropriate ones through multiple hurdle selection approach. The Human Resource Management wing deals primarily with policy issues. They have two more subdivision such as employee relation and personnel information system which maintains a strong HRIS. The Training and Development wing arranges many in-house, in-country and overseas training are development programs. They use both on-the-job and off-the-job training methods. The Health Safety and Environment wing ensures employees with a sound working ambience and good health and safety measures. They arrange many awareness and training programs. But we think that of those functions directly fall under the name of the four wing CityCell managing human resources is becoming more and more important to the success of all divisions of the company. With the honest and coordinated effort, HR plays a key role in realizing the vision and strategic direction of the company. In the contribution of CityCell, the HR Team is a beautiful blend of bright, innovative, enthusiastic and professional members. The entire HR team has had excellent drive to translate concepts into reality. Thus, in within a short period they have accomplished so many successes in the arena of employee benefit and
recognition at home and abroad. HR has very actively participated and sponsored HR conferences and meetings in Bangladesh. Thus they are contributing to the uplift of Human Resources in Bangladesh. They are looking forward to be corporate member of Bangladesh Society for Human Resource Management (BSHPM).This indicates that they would like to be a part of the professional institution building for HR in Bangladesh. Thus, overall HR of CityCell is moving forward and playing even stronger role in every year by upholding the team spirit and harmonizing interdepartmental relationship. HR has to active participation in many other different aspects such as job analysis, ensuring equal employment opportunity, initiating different socio-cultural programs, and employee satisfaction survey. Thus HR department in CityCell has manifold practices so far people in the organization are concerned. They believe that it is people who make the ultimate change.
6.0 Recommendation In addition to the functions so far, HR department needs engaged in dealing some other issues such as: •
Equal Employment Opportunity The HR department of CityCell has to more concern about upholding the fairness
in all aspects of employment relations. They may follow the principle of equal opportunity that means equal hiring opportunities for all entry-level jobs. The HR division of CityCell believes in gender equity. Follow fair policy in respect of discriminatory issues like age, sex, race, or origin. •
Initiating Social programs
The HR department of CityCell has to initiates and coordinates more different cultural programs, sports, and community services. These initiatives can foster social gathering that put employees to undergo into a socialization process with the organization. •
Employee Satisfaction Survey
The HR department has to make an employee satisfaction survey every year. It may call as climate survey or attitude survey. In this survey few things must be include:
How they are satisfied overall
Rating on different issues and opinion on expectation
Suggestion for the company
Management should have a standard grievance handling policy. So far significant number of grievances can be reported. Thus they sort out the points of dissatisfaction and then take an action plan. They take feedback from the employees next year.
7.0 Conclusion CityCell managing human resources is becoming more and more important to the success of all divisions of the company. With the honest and coordinated effort, HR plays a key role in realizing the vision and strategic direction of the company. In the contribution of CityCell, the HR Team is a beautiful blend of bright, innovative, enthusiastic and professional members. The entire HR team has had excellent drive to translate concepts into reality. Thus, in within a short period they have accomplished so many successes in the arena of employee benefit and recognition at home and abroad. HR has very actively participated and sponsored HR conferences and meetings in Bangladesh. Thus they are contributing to the uplift of Human Resources in Bangladesh. Thus, overall HR of CityCell is moving forward and playing even stronger role in every year by upholding the team spirit and harmonizing interdepartmental relationship.
Bibliography
1. David A. DeCenzo and Stephen P.Robbins Fundamentals of Human Resource Management 8 th edition: john Wiley &Sons, Inc. 2. www.citycell.com