The practice of hr division of gp

The Practice of Human Resource Management of Grameen phone Ltd.

1.1 HISTORY OF GRAMEENPHONE LTD Grameenphone Ltd., the largest telecommunications service provider in Bangladesh, received its operating license in November 1996 and started its service from March 26, 1997, the Independence Day of Bangladesh. Now, after 11 years of successful operations, Grameenphone is the largest mobile phone service provider in Bangladesh, with more than 18 million subscribers as of May 2008.

Telenor, Norwegian company is the parent company of Grameenphone Ltd. Telenor AS is the leading Telecommunications Company of Norway listed on the Oslo Stock Exchange. It owns 62% shares of Grameenphone Ltd. Telenor, a more than 150 year-old organization, has played a pioneering role in the development of cellular communications. Manual mobile telephony services were introduced in Norway in 1966, as a forerunner to the automatic NMT system, which appeared in 1981.

Grameenphone provides services to rural and urban customers across Bangladesh, where mobile telephony is acknowledged as a significant driver of socio-economic development, both for individuals and the nation. GP is a strong wireless operator in Bangladesh with approximately 20.3 million subscribers at June 30, 2008 with 46.5% of the Bangladesh wireless Brief history of Grameenphone Ltd •

November 28, 1996: Grameenphone got a cellular license in Bangladesh from the Ministry of Posts and Telecommunications

•

March 26, 1997: Grameenphone launched its service on the Independence Day of Bangladesh

•

After 10 years of operation, Grameenphone has more than 12 million subscribers as of March 2007.

On its 10th year of operation Grameenphone announced the launch of a new, refreshed logo on 17th November 2006. The new logo and fresh, dynamic visuals express the values GrameenPhone is known for: trust, reliability, quality and constant progress. It also signals the company's continued focus on securing the best possible communications services for its customers. With this change, the company continues to build on its success and traditions, maintaining its strong brand-name "GrameenPhone" as part of its refreshed brand identity.

GrameenPhone has been instrumental in making mobile communications accessible across Bangladesh over the last decade, providing quality network and after-sales service, innovative

products and services and empowering people. The introduction of mobile telephony has revolutionized the way people communicate and has been a driver of socio-economic development for individuals and the country The brand image of GrameenPhone along with continuing innovations in products and services, quality network coverage and committee customer service, made GP the preferred telecom service provider of the people of Bangladesh.

History of Mother Brand For over 150 years, telecommunications has played a vital part in the development of modern Norwegian society. As the incumbent provider, Telenor has been the driving force in the development of a highly sophisticated home market and is now one of the largest mobile operators worldwide. It is a joint venture enterprise between Telenor (62%), the largest telecommunications service provider in Norway with mobile phone operations in 12 other countries, and Grameen Telecom Corporation (38%), a non-profit sister concern of the internationally

acclaimed

micro-credit

pioneer

Grameen

Bank.

1.2 VISION, MISSION & VALUES OF GRAMEENPHONE LTD Vision Grameenphone Ltd exists to help our customers get the full benefit of communications services in their daily lives. The company wants to make it easy for customers to get what they want, when

they want it. Grameenphone has been emerged with the new vision and that is “We are here to help”.

Company Mission The vision will be achieved by 1

Connecting Bangladesh with ease and care

2

Being user-friendly

3

Providing value for money

4

Providing simple and timely connections

5

Having a right and understandable process

Values Grameenphone has some values. They are (according to Grameenphone ltd): Make It Easy: We are practical. Everything we produce should be easy to understand and use.

Because we never forget we are trying to make our customers' lives easier.

Be Inspiring: We are creative. We bring energy and imagination to our work. We want to be a partner in the development of our community. We are passionate about our business, customers and our country.

Keep Promises: Everything we set out to do should work. If it does not, we are there to put things right. We are about delivery, not over promising - actions not words.

Be Respectful: We acknowledge and respect the local culture. We are respectful and professional in regard to all our interactions, both internally and externally. We are open, helpful and friendly.

1.3 MAJOR FUNCTIONS OF GRAMEENPHONE LTD The management team has brought a recent change in their organizational structure in respect to need of time. According to the recent change, line function of the company consists of three different tasks. These are Build and Operate, Sell and Care.

Sell

Build & Operate

Care

Working Divisions and Departments To facilitate the dynamic nature of the company’s business, initiatives are always taken to restructure and reorganize the company’s existing set up. It always evolves standardized

management systems and procedures across functional divisions, focusing in particular, on the effective integration and assimilation of all the organizational units.

In view of that 5 main divisions were identified as the line organization part of the company.

These are highlighted by a chart: Commercia l Division

Informatio n Technology Division

Technical Division

In addition there are: Administratio n & Projects

Human Resource Division

Financ e Divisio n

Corporate Affairs

GrameenPhone Commercial Division is combination of Sales, Marketing and Customer Relation Division.

1.4 ORGANOGRAM OF GRAMEENPHONE LTD GP has in total 4916 employees. Major divisions of GP are: Customer Relations, Sales & Marketing, Technical, Finance, and Personnel & Organization. The Managing Director (MD) also heads a separate department. We would like to focus on each of these divisions to understand their work pattern and basic functions.

GrameenPhone is divided into several departments namely technical, sales & marketing, customer relations, administration, human resource, finance and IT. The top level management structure of GrameenPhone is shown below:

The study is performed based on the information extracted from different sources, collected by using a specific methodology. The nature of the report is descriptive. To prepare the report on “The Practice of HR Operations in Grameenphone Ltd” information has been collected from primary and secondary sources. Primary information has been collected through a survey, through questionnaire and secondary information has been collected from annual reports, books, published journal and printed material for the basic theories and information.

2.1 OBJECTIVE OF THE STUDY Broad Objectives • • • • •

To gain practical experience of corporate working environment.

Understand the application of theoretical knowledge in the practical working field To find the similarity of theoretical knowledge with practical work situation To prepare a guideline so that it can useful to the organization.

To fulfill the partial requirement of MBA program.

Specific objective

• • • • •

To have a clear idea of total HP Division of Grameenphone Ltd. To understand the existing HR practices of the company.

To understand the necessity and its day to day signifacance of this department in this company.

To find out the strengths and weaknesses of the process and also the problems usually face to .

To suggest/recommend for improvement of the Present HR Operations department.

2.2 DATA COLLECTION Both primary and secondary sources of data have been used in this report of Grameenphone ltd.

For the primary data questionnaire has been developed and information has been collected through questionnaire, interview and observation method. Secondary data has been collected through annual report, published data and the company’s official website. The study will be also conducted keeping in mind the following methodology.

Primary Sources: • • • •

Face to face conversation with the respective managers and officers.

Interviewing managers and officers.

Relevant file study on provided by the officers concerned.

In depth study of selected cases.

Secondary sources: • • • • • •

Website of Grameenphone Ltd. Annual Report of Grameenphone Ltd. Published and printed copy of information Audit Reports Relevant books, Newspapers and Journals Internet and various study report

2.3 LIMITATIONS OF THE STUDY “HR Operations” is a very complex and vast research topic. For conducting a thorough research work on such a broader topic, time, relevant and sufficient information play a critical role. So there are some limitations in my study. I faced some problems during the study, which are given below: Limitations of confidentiality: The main limitation I faced in preparing this report was obstacles in finding information. Getting relevant papers and documents were strictly prohibited. Many procedural matters were conducted directly in the operations by the top management level, which may give some sort of restrictions Lack of time: The time period for this study was very short. I had only few weeks in my hand to complete this report, which was not enough. So, I could not go in depth analysis. Much of the time, the officials were busy and were not able to give much time.

Lack of supervision: Few officials sometimes felt disturbed, as they were busy with their tasks.

Sometimes, they didn’t want to supervise due to pressure of work load.

Other limitations: I was single person who collected all data, but it should be a group study. So it was very much difficult for me to gather all the information alone.

Organizations today consider human resources as the critical resources of the organization and HR Division has become the core division of the company. HR Division plays an important and vital role in achieving the organizational vision, mission, goals and objectives. Without this division an organization can not run smoothly because under this department many significant activities are done. The primary goal of HR Division is to ensure the maximum as well as desired benefits and meet the requirements of the employees and the organization 3.1 HR Mission of Grameenphone HR division is always a vital part of an organization, so is same for Grameenphone as well. Its HR mission is “Ensure improved business performance and competitive advantage by attracting, developing and retaining people in a winning culture that builds organizational capabilities to meet strategic objectives” HR division of Grameenphone is very organized and structured. It consists of six separate departments. They are: • HR Operations •

HR Development

•

Administration

•

Resourcing and Employer Branding

•

Health, Safety & Environment

3.2 Present Whole HR Division of Grameenphone Ltd

HR Operations Department

HR Development Department

Resourcing & Employer Branding Department

Human Resources Division

Administration Department

Health Safety & Environment Department

3.3 BRIEF OVERVIEW OF HR DIVISION OF GRAMEENPHONE 3.3.1 HR Operations Department HR Operations is primarily responsible for ensuring a smooth life cycle for an employee from joining to separation.

HR HR Operations Operations

Policies Policies and and Projects Projects

HR HR Services Services

HRMIS HRMIS

Payroll Payroll

Employee Employee Relations Relations

Through efficient HR services, up-to-date HR policies, quality HR information systems and continuous effort to create an enabling work environment, HR Operations helps retain employees, sustain employee motivation and performance - thereby contributing to the business goals.

3.3.2 Administration Department This department actually deals with the activities of office, transport, security and region and is working to provide this service to the employees properly.

Administration

Office

Transport

Security

Regions

3.3.3 HR Development Department Development team manages the Organizational Development (OD) initiatives by taking a pragmatic approach aligned with strategic direction of the Company to increase organizational effectiveness and health.

HR Development

OD Processes

Knowledge & Skills

Values & Culture

HR Development conducts Performance Management Process at the beginning of each year to determine the employee’s performance, goals and objectives with the alignment of his/her job.

The PMP performs again in the mid of the year to re-evaluate, modify or changes to be done in performance appraisal with the concern of the supervisor and HR Development.

3.3.4 Resourcing and Employer Branding Department It is another vital department of HR Division of Grameenphone Ltd. It also involves in employee joining and separation. This department has direct cooperation with HR Operations. It searches the source of competent people and Position GP accurately in the minds of potential recruits and to provide the right information to candidates to facilitate an informed career choice.The following diagram is the present picture of this department.

Resourcing & Employer Branding

Resource Planning & Initiation

Assessment Center

Employment Branding

Process, Compliance & Communication

3.3.5 Health, Safety & Environment (HSE) Department The name itself contains the functions of this department. This department ensures maximum heath care, working safety and positive working environment which result in maximum output from the employees.

Health, Safety & Environment

Health

Safety

Process & Benefit

Projects, Events & Coordination

4.1 HR OPERATIONS DEPARTMENT HR Operations in Grameenphone is playing a very vital role. It is one of the most significant departments working under the HR Division of the company. This department provides employees related benefits and facilities for the employment throughout the whole working life.

Employees get various benefits from this department from joining to separation. This department actually is working to ensure the best performance from the employees by meeting various requirements of the employees. Keeping the information in electronic database and is also responsible for management of information system. Moreover maintaining effective and positive relations among the employees have to be ensured by this department, is working to observe whether there is any breach of codes of conduct and is responsible to take necessary disciplinary actions. This department has 6 units working under the HR Operations.

HR service is responsible for personal file management, employee joining process, day to day employee services, employee benefits implementation, staff transition process, leave management, employee mobile phone, labor authorities liaison HR support in regions, events for better work life balance, recreational centers, employee interaction, special offers for employees are the major task of Employee Relations Ethics and Compliance deals with the task by observing compliance with code of conduct, conduct of investigation and disciplinary action, ethical learning, grievance management & counseling, exit interviews Payroll & Pension is responsible for payroll and employee taxation pay, payroll accounting, payroll audit and compliance, provident and gratuity fund management, employee insurance and final settlements process HR Systems & Processes can be called HRMIS means HR management information system. This converted the employee information into electronic information and records that information in electronic archives. More specifically this unit performs the task of employee information management, employee data reporting, HR related tools & systems, electronic archiving, management of personnel records, global HR system implementation projects (i.e. Oracle HRMIS, WOW).

Another unit is Policies and Project which is mainly responsible for HR policies & procedures, new benefits for employees, analytical reporting, employee correspondence and internal communication, job description management, organizational alignment, functional and reporting charts management, campaigns and cross functional • Personal file management • • • • • • •

Employee joining process Day to day employee services Employee benefits implementation Staff transition process Leave management Employee mobile phone Labor authorities liaison

• • • • •

HR support in regions Events for better work life balance Recreational centers Employee interaction Special offers for employees

• •

Compliance with code of conduct Conduct of investigation and disciplinary action Ethical learning Grievance management & counseling Exit interviews

HR Services

Employee Relations

HR Operations

Ethics & Compliance

Payroll & Pension

• •

• • • • • • •

HR Systems & Processes

Policies & Projects

• • • • • • • • • • • •

Payroll and employee taxation Payroll budget and analysis Payroll accounting Payroll audit and compliance Provident and gratuity fund management Employee insurance and final settlements process Employee information management Employee data reporting HR related tools & systems Electronic archiving Management of personnel records Global HR system implementation projects (i.e. Oracle HRMIS, WOW).

HR policies & procedures New benefits for employees Analytical reporting Employee correspondence and internal communication Job description management Organizational alignment, functional and reporting charts management

UNITS & FUNCTIONS OF HR OPERATIONS 4.1.1 HR Services Unit HR Service is one of the busiest units in HR Operations. Many different types of service is being provided to employees by this unit. It facilitates the joining process of the employee. Employees have to give interview in the Resourcing and Employer Branding department first and if selected, they are joined by this department. After doing the joining process this department sends the employees’ files to HR Service. HR Service not facilitates the joining process but also managing the employee separation process from the employment. HR Services process, rechecks, maintains those files. HR Services provides day to day services and benefits to the employee, also approves and provides the guidelines the employee leave. This unit liaises with labor authorities on any related issues.

Accomplishments of previous year: HR Service had done a huge task in previous year-2008 and have able to fulfill its target successfully. Specific achievements are as follows.

•

Joining pack of huge employees

•

Re-designing of separation process

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Simplification of clearance of the employee

•

Alignment of club membership allowance with Tax regulations

•

Issuance of LOI for RAJUK project (7000 plus)

•

Facilitation of motorbike loan processing

•

Execution of sales separation (334 employees)

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Company due recovery after separation, more than tk. 300000

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Employee joining, 9 employees per day

•

Employee separation, 11 employees per day

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Comply with revised labor law 2006

•

Compliance of labor law for shift based female employees who work after 10.00pm

•

Sponsorship for Body Building Show-2008 on the eve of 37th Independence Day

•

HR Service established a stall in May Day Fair with support from other cross-functional teams

•

The secretary, Ministry of Labor of Employment, the Labor Director, the Chief Inspector along with other high officials attended corporate Ifter party

•

Ensure 259 employees joining at regional official for the first time

•

Facilitation of BO account opening of GP employees for purchasing GP shares and issuance of 6000 plus LOI for loan

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Ensure mobile connection during joining

Like every year HR Services determines a target for 2009. These are as follows.

•

Implementation of employee mobile phone procedure

•

Verification of certificates of all employees from the concerned universities or institutes

•

Approval from the Secretary, Ministry of Labor & Employment to open GPCs 365 days in a year

•

Alignment of educational grant procedure with tax regulations

•

Deposition of final settlement bill at employee’s salary account

•

Ensure hard furnishing benefit to 420 employees in one month

•

Ensure handset amount to 2064 employees in one month

•

Develop record room management system

•

Enhanced service for the employees

4.1.2 Employee Relations Unit Employee Relations works under the “HR Operation”. This unit is working to enhance the employee interaction through different motivational activities such as organizing social get together, sports and recreational programs. It facilitates recreational and fitness centers for GP employees. Moreover it arranges special offers exclusively for employees. The main functions of Employee Relations are •

HR support in regions

•

Events for better work life balance

•

Recreational centers

•

Employee interaction

•

Special offers for employees

Employee Relations unit provides its support in many districts in the country. Theses districts are • •

Dhaka Mymensingh

• Khulna • Rajshahi • Sylhet • Barishal • Chittagong • Comilla • Bogra Grameenphone employees get many benefits in time of purchasing or getting service of other company’s product or service. For example these employees get commission benefit when they buy the product or services of other company’s product and for this Grameenphone bears 60% cost of that price.

Moreover Employee Relations of Grameenphone always consider the corporate environment when they go to make any agreement with other institution or organization for recreational program to ensure that the employee get actual benefits from those recreational centers or organizations.

Another most important activity of this unit is to organize cross functional meetings such as departments of Sales, Administration, Human Resource, Information Technology, and Finance and so on weekly or monthly or yearly basis. This deepens the relationship among all the employees. In this meeting the employees are allowed to raise their common views.

Removing the distance is another important target of this unit of HR Operations. There are many places where internet service is very slow which ultimately results in slow and very late feedback and this leads to very poor performance. So this unit is trying to remove this distance by establishing very effective communication.

Actually these working points work many cross functional activities of Human Resource Operations under the one umbrella of Employee Relations Accomplishments of previous year: It was successful year for Employee Relations because it achieved following things in 2008 •

Establishing regional HR team throughout the region

•

Established account manager for sales organization

•

Badminton ( participants crossed 800) and table tennis (participants 626) tournaments organized all the regions

•

Launched recreation centers at Khulna and Barishal

•

Arranged total 43 corporate offers for GP employees through out the country

•

Organized “Long Service Award Ceremony” of employees successfully at Hotel Radisson

•

First time ever organized “Regional Ifter Party” involving all departments of Human Resource, Administration, Resourcing and Employer Branding and Health Safety and Environment

•

Facilitate and coordinate employee vaccination program successfully in the regions with the help of Health Safety and Environment department and in Khulna, and Mymensingh employees are completed under this program considerably.

•

With the help of regional ER Team regional picnic has been arranged in Barishal, Rajshahi and Chittagong involving employees of all divisions in the region

•

Facilitate effectively to the Employee Share Project in all regions

•

Facilitate and implement the separation process of employees in the sales division

•

Assist and facilitate the conversion process of 821 employees in sales division

4.1.3 Ethics & Compliance Unit Ethics & Compliance is responsible for roll-out and communication of codes of conduct and it provides training, raises awareness on codes of conducts and ethics. It also conduct investigations for any perceived non-compliance and recommend appropriate measures. It liaises with Telenor Group Compliance unit and other mobile affiliates for joint initiatives on compliance and conduct exit interviews for the outgoing employees.

Compliance has been made part of planning and decision making and successful because employees more aware than before.

Accomplishments of previous year: The achievements are as follows.

•

A total 92 Incidents/allegations were reported to local compliance function (including 2 reported directly to group). These were timely addressed and appropriate action taken.

Approximately 3500 employees completed the Ethical Learning Reputation over a period of 5 weeks Extensive communication campaign and road shows carried out which raised awareness level on codes of conduct among employees For the first time Ethical Dilemma training to CORE participants introduced by Group Compliance Draft Business Conduct Principle rolled-out with supply chain Hotline to compliance established and made operational 4.1.4 Payroll & Pension Unit Present HR Payroll Process: HR operations deals with Employee data management, time entry, absence, payroll and various value adding services offered to employees of Grameenphone.

Present Process Flow of Payroll

•

Employee Supervisor reports to HR Operation about the working status of the Employees (non-regular only)

•

HR Operation categorize the employees

•

Finance is informed to avail total required amount for disbursement.

•

HR Payroll system stores the data and generates Pay slip

•

Payroll sends advice to Bank to disburse salary in respective accounts.

•

HR Operation dept Deliver Hard copy of Pay slip to Employee

• For Contractual employees, SMS is sent to inform funding availability.

Present Process Flow of Time Keeping (Overtime)

•

Employees reports for Overtime with Supervisor Approval

•

Earnings, deduction applies against Employee’s payroll account

•

Finance adds Over time along with regular payment

•

Funds available in the bank with monthly salary

•

Over time mentioned in the monthly Pay slip and delivered to employee

Current Pay slips components: Debit items: • Basic pay • House rent • Medical • Transport • Conveyance • Utilities • Bonus Children Education • Others • PF contribution (GP) Credit items:

         

Overtime On call allowance Inconvenience Special allowance Extra hour allowance Roster Allowance Transfer Allowance Acting Allowance Adjustment Positive LFA Personal file management

• • •

PF contribution (GP+ Employee) Income tax Others 1. Penalty 2. Advance against salary 3. Deduction over OD 4. Transport Deduction 5. Leave with out pay 6. Excess mobile bill This components need to be configurable. New components can be included or excluded as per need.

Present Process of Provident Fund Management •

PF contribution calculation monthly on the basic salary @10% from both company and employee

• Monthly members fund balance automatically transferred from company account.

• Category wise Investment record keeping.

• Category wise interest calculation schedule • Investment schedule for opening balance, investment during the period, encased during the period, and balance at the end of the days or period • List of the encased and non matured investment during a the period • Daily interest calculation and distribution among the employees •

Provision for interest rate updates which automatically correct the interest amount and distribution.

•

Member’s settlement due amount for a particular day automatically shown.

•

Members list automatically represent the Opening balance, monthly contribution, paid of final settlement, transferred to capital reserve, interest allocation, Transferred to ex -embers fund and closing balance for a particular day and period.

• Members list category wise for a particular day or period: o Final settled members o Due settlement members. o Settlement without claim.

• Final settled employees list for a particular day or period • Capital reserve employees list for particular day or period • Ex members list for a particular day or period

• Certificate auto generate of Individual balance amount for daily and a particular period.

• PF loan disbursement and recovery schedule on daily basis 4.1.5 HR Systems & Processes Unit HR Systems & Processes can be called HRMIS means HR management information system. This converts the employee information into electronic information and records that information in electronic archives. More specifically this unit performs the task of employee information management, employee data reporting, HR related tools & systems, electronic archiving, management of personnel records, global HR system implementation projects (i.e. Oracle HRMIS, WOW). HR Systems & Process involves in following fields. This unit is very significant because it converts data and records in the electronic system. Moreover it gives employee ID •

Improvement of process

•

Management of employee information

•

Facilitation of decision making by providing report

•

Managing HR related tools, software and systems

•

Electronic archiving of personnel records

•

Global projects

4.1.6 Policies & Projects Unit Policies and Project which is mainly responsible for HR policies & procedures, new benefits for employees, analytical reporting, employee correspondence and internal communication, job description management, organizational alignment, functional and reporting charts management, campaigns and cross functional. Specifically this conducts the following activities.

•

Initiates, develops and maintains HR related policies, procedures

•

Recommends change in the policy, procedures, conceptualizes new benefits for employees

•

Recommends disciplinary actions upon investigations against incidents reported

•

Ensures JD for all positions are updated

•

Ensures functional description of key positions are up to date according to GPI guidelines

•

Conducts business review for HR Operations and provides analytical repor

• Carries out cross functional projects Policies and Project which is mainly responsible for HR policies & procedures. Though it may be seemed that “policy and project” is not HR related activity and should be under Administration

department. But it works under HR Operations since it deals with policies and project which are HR related. This does not deal with those projects and policies which are not HR related and “policies and projects” which are irrelevant to HR are dealt by Administration department.

5.1 ADMINISTRATION DEPARTMENT Administration department of Grameenphone Ltd contain six major sections– Support & Services, Space & Facilities, Transport, Security, Risk Mitigation & System Support and Regional Admin and every section have some certain processes, forms & formats to fulfill their job description successfully. These common forms & formats, software and databases of every section are preserving in a common folder named Admin Manual. But the employees of Administration department most of the time do not use to follow these processes, forms & formats, software and databases because of the difficulty. For that reason they use to follow their own made forms, formats, software and databases. That’s why Head of Administration Department decided to execute an internal survey on the employees to find out the Gap, problems or difficulties of processes, forms & formats, software and databases that the employees face to perform their job successfully. Most important issue is “do they find any gap or loophole in these system or procedures” which is become the main purpose of this report. Since Administration Department contains six sections which is very vast area so among the six sections I was assigned to Space & Facilities section to make a survey and analysis.

Administration Department has grown dramatically in assuming new tasks and responsibilities over the years to keep pace with expansion of the company. While the company was growing big, Admin undertook numerous responsibilities to serve the company better in service, logistics and facilitation front in a cost effective and efficient manner, it is being strongly felt necessary to have a guide line for employees from both admin and users’ division in order to doing needed job in structured and right manner.

During the rapid growth of the company the department always maintained the pace in delivering service in quickest possible time for achieving the business objective in due course of time Today employees in Admin has gained substantial experience and maturity to do things expeditious manner. But each employee in admin may have their own unique way of understanding and doing things which may eventually confuse users. On the other hand, being customer focus the department cannot compromise with quality and safety which is often the integral flaws in quick delivery scenario.

Administrative Manual is an initiative of Administration Department to make one stop reference for all administrative processes relating to quality logistics facilitation and services rendered to it’s users for achieving the business objectives of the company in an effective and efficient ways.

Thus the manual will be helpful for internal users as a ready reference about getting to know the Administration Department and enhance organizational effectiveness hand by hand.

The present of units of Administrative are as follows:

Act

Administration

Office

Transport

Security

Regions

ually six major activities are found under the units of administration department. These are as follows.

Office or Spaces & Facilities Security

Transport

Regional Admin

Support & Services Risk Mitigation & System Support

5.1.1 Office or Spaces & Facilities Unit Spaces and Facilities section basically deals with the non-technical sites of Grameenphone, which are highlighted below: Site Acquisition & Compliance: Administration Department of Grameenphone Ltd is responsible for acquiring all sorts of office space. The process of acquiring such space involves sourcing space as per the users’ requirement through a procedural evaluation, negotiation and finalizing agreement with the space owners and finally establishing the recurring payment process ensuring timely payment of rent.

Site Survey and evaluation: In the process of new space (land or building) acquisition, a through survey is conducted in order to meet the need of the user section/department. The following activities are done in the process of site survey: A team of technical experts from Admin alongside the user section/department is formed.

• •

To comply with the procedural selection process the team identifies at least three options and set the priority of choice based on a methodical evaluation process.

The entire team submits their assessment through a specified format 3after visiting the site.

Negotiation: During this negotiation primarily the rent and payment terms strictly negotiated.

Besides common facilities additional space, utility, services might as well be discussed to secure a cost effective and user friendly arrangement. After the negotiation, outcome is placed onto the

negotiation form 4 and consent is captured on the negotiated rate/arrangement by putting the signature of both parties.

Verification for Compliance: It is legal requirement of Administration Department to verify the ownership documents of space/land before agreement is executed between Grameenphone Ltd and space/land owner. Nevertheless, considering the business urgency, at times verifying all documents to confirm the ownership with full certainty may not practicable.

Renovation Project: Admin is also responsible for all kind of renovation works of GP offices and work place solution for GP employees. After getting the site or rented place, a series of technical steps are taken to prepare the site into standard working place as per company standard.

Designing: After getting the site from the site acquisition team of admin, the responsible team of renovation starts designing session. These sessions is divided in to three sections: • • •

Primary layout design Civil design Electrical design

Procurements Process: The following steps are followed in procurement process: • •

Raise Purchase Requisition (PR) or issue WOFollow-up PR for issuance PO-

Supervision: Department Makes a visit to the site with the vendor and provides them with all the necessary instructions: • Periodical Site Visit & Quality Report.

• Final visit & Quality Report.

Project Handover to user: After final inspection upon identifying that everything is at satisfactory level, the site handover to its user. Responsible unit from Admin hands over the site to the user. At the time of handing over the project, responsible unit of admin ensures that the handover takeover form is signed by the both party.

5.1.2 Transport Unit Grameenphon Ltd provides transportation facilities through its Administration Department. Since the company has employed a lot of employees around the country, this department ensures the transportation facilities but the employees have to spend extra money to get this transportation facility.

5.1.3 Support & Services Unit Various types of administrative service and support are provided through this department. Every moment a lot of logistics supports are necessary for smooth operation and quality work and these supports are given constantly to the employees 5.1.4 Security Unit The Administration Department uses very modern technology to ensure the best secured work environment. The work places, its environment and the working systems are highly secured and very sophisticated.

5.1.5 Regional Admin Unit Since the company operates in many districts outside the Dhaka such as Mymensingh, Khulna, Rajshahi, Sylhet, Barishal, Chittagong, Comilla, Bogra. The Administration Department has to coordinate its operational activates and its various administrative supports to whole country. So regional administrative activities are very important task for the department 5.1.6 Risk Mitigation & System Support Unit Another very important task of Administrative Department is mitigation of risk and supporting the system associated with operations of the organization. Risk free environment is a must for smooth operation which also ensures highest and quality performance from the employee. The employee of this company are very much motivated and loyal to the company as a result the employees are working efficiently under this comfortable environment 6.1 HR DEVELOPMENT DEPARTMENT HR Development is the designated department that co-ordinates and monitors Performance Management Process (PMP), ensure the objectives and goals of Telenor Development Process (TDP), all trainings conducted and facilitated in-house, in local institutions or in overseas institutions. They conduct Training Need Assessment (TNA), design and publish in-house training calendar for the company, propose and revise training policy, conduct new employee orientation programs, organize and conduct in-house management development training programs, facilitate training in local and foreign institutions, provide logistics support to company workshops/seminars/conferences, maintain and update training database, evaluate the effectiveness of training programs, support organization development process and generally work as an organization wide Learning catalyst.

HR Development conducts Performance Management Process at the beginning of each year to determine the employee’s performance, goals and objectives with the alignment of his/her job.

The PMP performs again in the mid of the year to re-evaluate, modify or changes to be done in performance appraisal with the concern of the supervisor and HR Development.

HR Development

OD Processes

Knowledge & Skills

Values & Culture

HR Development Organogram 6.1.1 OD processes Unit OD process includes assessment processes such as Telenor Development Process (TDP), Performance Management Process (PMP) and Internal Value Creation (IVC) process. TDP and PMP identify development needs more on an individual level, whereas IVC focuses more on the organization.

6.1.2 Knowledge and skills Unit Facilitates functional training and organizes management, cross-functional and general training including the new employee orientation program. Workshops and seminars are also conducted based on identified development need. This section also facilitates coaching, feedback program for managers etc.

6.1.3 Values & culture Unit Translates and disseminates organizational vision and values and monitors their observance.

This section also designs and organizes activities leading to assurance of desired culture within the organization.

Thus Main Functions of HR Development can be viewed as follows.

•

To cope with the policy and change of Telenor Development Process (TDP).

•

Conduct Performance Management Process (PMP)

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Report and evaluate and recommend for the reward through performance appraisal process

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Work for the Internal Value Creation (IVC)

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Conduct Training Need Assessment (TNA).

•

Prepare Training Calendar for the Company.

•

Conduct New Employee Orientation Programs.

•

Organize and conducts In-house training programs.

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Facilitate training in local and foreign institutions.

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Provide logistic support to company workshops/ seminars/ conferences.

•

Maintain and update training database.

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Prepare HR Development related reports, training agreements, etc.

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Prepare agreements between GP and employees for attending overseas high cost training.

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Evaluates the effectiveness of training programs.

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Support organization development process.

•

Work as a companywide LEARNING catalyst

7.1 RESOURCING & EMPLOYER BRANDING DEPARTMENT

It is another vital department of HR Division of Grameenphone Ltd. It also involves in employee joining and separation. This department has direct cooperation with HR Operations. It searches the source of competent people and Position GP accurately in the minds of potential recruits and to provide the right information to candidates to facilitate an informed career choice. The following diagram is the present picture of this department.

Resourcing & Employer Branding

Resource Planning & Initiation

Assessment Center

Employment Branding

Process, Compliance & Communication

7.1.1 Resource Planning and Initiation Unit HR planning, recruitment plan based on business needs and budget, ensure justification based on business case: position up gradation and conversation requests, identify required people competences and source of talents, Communicate career opportunities in a proactive and consistent way.

7.1.2 Assessment Center Unit Candidates profiling and screening using objective selection methodology to make sound hiring decisions. Meaning they would come up with appropriate assessment tools in line with position and company expectations.

7.1.3 Process and Compliance Unit Manage the entire documentation process including requisition processing, any communication related to assessment and selection, on line database maintenance, medical testing, appointment letter issuance, reference checking joining, briefing and placement. All compliance issues should be ensured by this section as a control point.

7.1.4 Employer Branding Unit Position GP accurately in the minds of potential recruits and to provide the right information to candidates to facilitate an informed career choice. Supporting activities include informing, engaging and motivating line managers to act as true ambassadors and conducting comprehensive marketing plans for each campus through building partnership to create maximum impact.

8.1 HEALTH, SAFETY & ENVIRONMENT (HSE) DEPARTMENT

The name itself contains the functions of this department. This department ensures maximum heath care, working safety and positive working environment which result in maximum output from the employees.

8.1

Health, Safety & Environment

Health

Safety

Process & Benefit

Projects, Events & Coordination

.1 Health Unit Grameenphone ltd is always very caring for the maximum health benefits of the employees.

Through Health, Safety & Environment Department this company provides various modern health related facilities. The employee of this company can take many health related benefits and facilities expending no money 8.1.2 Safety Unit Today safety is a very vital issue in business because safe work environment always increases the productivity and ensures the maximum output from the employees. In this perspective the work environment is very positive and safe to work. This works as a motivating factor. Various types of logistic support are being provided from this unit of HSE Department.

8.1.3 Process & Benefit Unit This department is also involved in health and environment related processes and benefits. It facilitates the processes and benefits of the employees.

8.1.4 Projects, Events & Coordination Unit Various short term projects are undertaken and many events are organizes time to time though this unit and for this doing coordination is vary necessary which also very successfully done by this unit of Health, Safety and Environment Department 9.1 Training & Development HR Development department is responsible for skill identification, establishing network with external training resources, disseminating training information, planning and implementing the management development and other non-technical employee development and training activities.

It is also responsible for coordinating local and foreign training for GP employees according to the requirements of the divisions. In addition, HR is also responsible for planning, coordinating and implementing in-house management development training programs.

9.1.1 Respective Divisions/Departments

The individual divisions are primarily responsible for the functional training needs of the individual employees. They are also responsible for the selection of participants for particular external or internal training course. For instance, IT based training needs are identified and implemented by the Information Technology as it is functional training.

9.1.2 Training Need Assessment (TNA) A training need assessment is done on the basis of the information received from performance appraisal report form at the end of each year. Training Need is assessed based on Job Descriptions and Job Specifications of a particular employee. In the performance appraisal format, there are specified spaces where employee can indicate the field/area in which they feel they need training, whereas in another space, the supervisor can identify the training need of the particular employee. More specifically, the appraiser after discussing with the appraisee identifies the areas of improvement and also narrows down the actions that are required to improve those areas. Based on the action plan, two training programs are prioritized by the supervisor; tentative time for completing the program is also set during that time.

The training need is assessed on the following basis1: • • •

Training need as identified by the employee in the specified section of his/her performance appraisal sheet.

Training need as identified by the employee’s Supervisor/Manager/Director in the specified section of the employee’s performance appraisal format Training need identified from the employees job specification

Primarily Divisions and Departments are responsible for assessing the training needs of the employees. HR Operations help the Divisions to conduct this assessment and HR Development assess the training needs of the company if required and carries implements the suggestions given.

HR Development is responsible for preparing TNA report and actualizing TNA for the entire organization. They are the ones who co-ordinate, monitor and facilitate both functional and management development programs. However, as mentioned before, functional trainings are completely divisional responsibility as HR Development is unable to assess any such training due to lack of properly trained resources. Training unfortunately is still regarded as a secondary duty and not a job necessity. As a consequence, high absenteeism still exists in the attendance of inhouse management development programs.

Previously, nominations for any in-house management development-training program were divisional/departmental responsibility. HR Development would conduct a training need assessment, prepare a TNA report but when it came to selecting participants they would be highly dependent on divisional training co-ordination team (TCT) members. TCT members in turn would be communicating with department heads or supervisors who would nominate participants mostly based on availability and not based on TNA recommendation. Thereby, only a minor percentage of TNA had been actualized till 2004 as people who needed the training were not actually receiving it. To counter this problem, existing training schemes were evaluated and when it was found that it did not fulfill the real requirements of the organization’s development 1

plan, the HR Development department was empowered to devise a totally new set of training procedures which would ensure that each individual would be trained as per Training need assessment which was based on Individual Performance Appraisal & Job description & Specification.

The first step in this process was to define the scope of work of TCT members. It was decided that at the end of each quarter, when the training calendar was published, a meeting would be called to share the calendar and receive inputs from TCT members to change the training schedule and programs as per divisional requirements. The training calendar is completely based on TNA analysis, which in turn is based on individual job/task analysis. Second, an in-house nomination form was designed (Appendix) to ensure transparency in the system of selecting participants for any in-house management training programs. When a new program is announced, a formal introductory letter is sent to participants, attached also is the TNA list that includes the name of employees whose name was recommended by their supervisors during the performance appraisal. Interested participants will fill up the in-house nomination form and get approval from their supervisor and department head before submitting it to HR Development. Incase, the training is TNA recommended, their participation would be considered mandatory and it is purely their responsibility to ensure that TNA recommended employees participate in the relevant training program. Incase it is not, the supervisor or department head will post a comment explaining why the employee in need of such training. While making the final selection, TNA recommendation would be first considered, for instance participants with TNA recommendation would be given the highest priority. Moreover, divisional diversity, gender and regional diversity would also be considered.

Furthermore, in the in-house nomination form, there is separate check box that indicates whether the interested participant was TNA recommended for any particular training course. If the training was TNA recommended, its fine, however, if not then the supervisor posts a comment explaining why he needs the training. HR Development keeps track of these nomination forms and updates the TNA actualization report accordingly enabling them to assess the TNA actualization rate at the end of the year.

On the other hand, there is no such option for overseas/local travel training form. Therefore, HR Development is unable to keep track of the actualization status for both functional and management development programs conducted in local or overseas institutions by external facilitators. Since, HR is given responsibility to assess management development programs and recommend the same as per individual needs; they should have at least one option of checking TNA recommendation for local/overseas management development training forms.

There is no separate evaluation form designed for evaluating external resources who conduct training in local or overseas training institute. HR Development does not have any mechanism to objectively assess local /overseas institutes and external resources. Furthermore, they also do not have a system to ensure transfer of learning in their jobs after employees participate.

HR Development is currently only responsible for organizing, conducting and facilitating training programs be it local or overseas institutions or in-house. As a company wide learning catalyst, it still has a long way to go. Career Development is an area where HR Development is still not concentrating on which is a primary requirement for achieving strategic business goals of the organization.

9.1.3 Training Calendar

HR Development prepares a quarterly training calendar based on the identified needs of the employees. Based on individual annual performance appraisal or identified needs, respective responsible managers select participants for any training course. Then finally, depending on the number of interested participants, HR Development selects the final participants. This is done as most of the resource persons do not feel comfortable training more than 24 participants at one go.

However, some of the listed trainings, for instance “Communication Skills Course” are repeated 4 – 5 times within one year so that all the specified people can attend the training sessions.

9.1.4 Training Methodology The methodology used in GP’s internal training programs/ workshops is highly participatory and is primarily based on the non-formal adult experiential and participatory learning concepts and principles2. The approach is basically a self-discovery process of learning. Participants learn through their active involvement in: • • • • • • •

Discussion Brainstorming Role play Group reading Small group discussion Case study Power point presentation

9.1.5 Evaluation of Training Program The evaluation form (Appendix) has been devised to assess the participants’ satisfaction level of the training program and obtain feedback in the form of recommendations to improve the overall quality of the training program.

To obtain feedback on the overall training program, a questionnaire has been devised to receive participants’ view on the following aspects of the training 3: • Specific Expectations • Strengths • Weaknesses • To measure the impact of the topics presented by individual presenters a rating method has been developed which will give an overall idea on how individual presenters’ rate, the following aspects of the training program has been considered4: • • • • • • 2 3 4

Maintenance of Timeliness of sessions Setting ground rules for discussions Trainer’s tone of conversation Trainer’s listening skills Neutrality Trainer’s ability to provide assistance in group discussions

• • •

Trainer’s familiarity with discussion materials Trainer’s ability to keep discussions on track Trainer’s ability to handle intense situations

To measure the satisfaction level of the participants, the following criteria relating to the training program is considered5: • • • •

Relevance of the course with respect to need Location & quality of training facilities Quality of training materials Overall with the training program

The measuring scale of rating ranges from 0 to 4. The higher the rate, the higher the effectiveness of the program and inversely the lower the rate, the lower the effectiveness of the training program. Accumulated ratings of all the above measuring criteria will be compared to the total number of participants who filled up the evaluation form which will give us a percentage figure of how many topics/presenters were rated high by majority of the participants and how many topics/presenters were rated low as per majority of the participants.

10.1 THE PERFORMANCE APPRAISAL Performance Appraisal is a process of communication between the person who assigns the work and the person who performs it in terms of mutually determined performance standards or expectations set at the very beginning of a performance year. This is essentially an assessment of accomplishment during the specific period by the employee, the supervisor and the head of the department. The essence of appraisal process is that when appraisal is done correctly, an individual, supervisor and the company all are benefited at the same time. An individual’s efforts contribute to a great extent to the strategic focus of the company and the company’s success depends largely on how effectively the individual performs his duties and responsibilities. It also lets the employee know what and how well they are performing and what level of efforts and task directions are needed in future for self development as well as for the organizational effectiveness. It also helps in validating recruitment procedures of the company.

10.1.1 Rationale behind Performance Appraisal It is the policy of Grameenphone to establish a link between an individual’s performance objectives in line with the Company objectives. The appraisal system facilitates the following: 1. Establishing communication between individual employee and his supervisor to: a. Measure progress and accomplishments, both quantitatively and qualitatively, according to the expectations established at the beginning of the year and take corrective actions. b. Provide performance feedback and share expectations c. Determine action plan. d. Establish new objectives for future in line with Company’s strategies.

2. Identifying what needs to happen in future for continued growth and development of the employee so that he can contribute more to Company success.

5

3. Linking staff transition decisions such as confirmation, promotion, placement, staff development and career planning efforts with appraisal system.

4. Establishing a rational basis for rewarding of performance.

10.1.2 The Appraisal Process Appraisal is a formal process being conducted through participatory manner. At the initial stage of the performance year, both supervisor and supervisee discuss about targets to be achieved in the current year and share mutual expectations. At this stage, targets are set and action plans are developed. During the year, supervisor provides performance feedback to the employee. This is a process of observation, follow-up, providing necessary support, coaching, counseling and mentoring. In the end, year-round accomplishments are documented in appraisal format.

Employee’s future development needs are determined followed by action plans for the next year.

10.1.3 Performance Rating There is a five points rating scale being used in Grameenphone for appraisal purpose 6. They are described below: 1. Outstanding: Always demonstrates exceptional performance exceeds job requirements, initiatives and outputs are of very high quality. Significantly contributes to company growth.

2. Very Good: Performance is better than normally expected, producing good results that exceeds requirements of the job, accomplishments exceeds requirement, very competent individual, clearly exceeds major requirements.

3. Good: Performance consistently meets the requirements of the position, maintains acceptable performance standard, meets objectives and demonstrates desired performance level, clearly meets all requirements and standards.

4. Fair: Performance requires improvement in some of the areas, partially meets job requirements, some gap in achieving desired output, needs further improvements /training in some areas.

5. Poor: Inadequate performance, does not meet job requirements, quality of output significantly below standard, performance extremely unsatisfactory, needs to resolve performance gaps/problems immediately, fails to meet job requirements, whose performance is clearly below the minimum requirements and standards of the job.

10.1.4 Performance Criteria and Their Measurement Performance criteria are defined as performance factors or standards by which an individual employee’s performance is measured. Standards are ongoing performance criteria and are usually expressed both quantitatively in terms of level of service or speed of response and also qualitatively. Because of their essential nature, they may not change significantly from one performance year to another if the key tasks remain unchanged. The appraisal system of Grameenphone is such that it takes employees accomplishments of targets, non-targeted achievement/accomplishments and business competencies into account at the time of completing employee’s appraisal.

10.1.5 Beginning the Appraisal Process In regard to the appraisal process, all concerned maintain the following timeline 7: 6 7

•

September: Start of the process by employee and respective supervisor also taking inputs by supervisor from next level appraiser.

•

November: Deadline to submit completed appraisal by supervisor to HR.

•

December: HR completes processing of appraisal and informs employees about appraisal outcomes.

•

January: The appraisal outcome takes into effect.

10.1.6 Responsibility Of The Employee Each employee has a responsibility in the preparation and finalization of his appraisal. Employee will prepare self-evaluation for the review period on the basis of own judgment. Employees will cite specific examples of his accomplishments during the performance year whenever the appraisal discussion is held and the appraisal format is finalized. He will take part in the appraisal discussions in an objective and participative manner. He will discuss with his supervisor about the targets achieved, performance rating, future development plans, and areas of concern. He will also take notes about the targets for the next year and have clear idea about performance expectation of him for the coming year.

10.1.7 Responsibility Of The Supervisor It is the responsibility of the supervisor to finalize the appraisal of an employee in a fair and objective manner. The supervisor discusses with the employee and rates him in the light of employee’s work progress and accomplishments during the period under review. Before finalization of ratings, supervisor will discuss with the employee and cite specific examples of events, incidents and results in specific and behavioral terms. It is also the responsibility of the supervisor to ensure that an appraisal discussion is held with the employee in a cordial manner.

The ratings put by the employee in the appraisal sections are not necessarily final and they may be changed based on appraiser’s observation of performance, patterns of behavior skills as well as on the basis of next level manager’s inputs. It is an important responsibility of the supervisor to discuss the areas needing improvements and suggest measures including training needs for employees further development. At the end, the supervisor will recommend specific action to be taken.

10.1.8 Responsibility Of The Next Level Supervisor The next level supervisor, mainly Divisional/Departmental head will provide inputs to supervisor and check overall fairness and consistency of the appraisal content. The next level supervisor's comments and suggestions are important in the finalization of appraisal process.

10.1.9 Appraisal Discussion Appraisal discussion is a dialogue between supervisor and the subordinate regarding the accomplishment of the targets specified. Both the parties must be agreed in advance and prepare for the discussion. All employees should have at least one appraisal discussion once in a year with their supervisors as well as periodic follow-up discussion meeting as and when required. The main purpose of the appraisal discussion is to provide for frank, honest communication and feedback between supervisor and supervisee regarding the following 8: •

8

Talk about issues that serve the interests of the employee, supervisor and the Company,

•

Objectives and measuring progress

•

Interaction between employee and supervisor

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Recognition for good or excellent performance.

•

Personal and professional development

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Future plans for skills upgrading and future tasks.

The guidelines for an effective appraisal discussion are given below 9: •

Begin with positive aspects of employee performance

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Conduct appraisal discussion in private and with no interruptions

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Discuss each performance factor in specific terms, not in general.

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Cite examples in support of each rating

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Clarify mutual expectations and requirements

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Focus on performance not the person being evaluated

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Do not Argue, discuss in open mind in an objective manner

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Discuss on employee’s future development and express your willingness to cooperate.

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Discuss, identify a set of standards, and develop action plans for next year.

•

Conclude the session highlighting positive side of the employee’s performance.

The discussion should end with a completed appraisal form (Appendix). Once the supervisor and subordinate puts comments and signs, no change of ratings or any other evaluations can be made.

10.1.10 Finalization The overall ratings and appraisal outcome is finalized on the basis of the appraisal contents, the ratings and corresponding explanations and the supervisor’s comments and judgment. The overall rating and recommended action is determined jointly by supervisor and next level supervisor. The recommended actions may be increments, promotions, separation, transfer, confirmation or confirmation extension. At this stage all the forms will be sent to HR Operations.

10.1.11 HR Action HR Operations will check and process all the appraisals and communicate with the concerned employees in writing about the appraisal outcome. In case of any problems regarding appraisals is identified that will be discussed with the concerned line managers and be solved immediately.

10.1.12 Performance Appraisal Outcome The main purpose of appraisal is to review employee’s last year achievement of the targets and determine next years targets along with action plans. There is no direct relationship between performance rating and performance increments or promotions. Appraisal outcome will depend on financial condition and many other factors as considered by management. However, employee performances will be considered during increment or promotions. An employee who is rated as Outstanding may be considered for promotion; an employee who is rated fair will be counseled 9

and be recommended for formal or informal training. Finally an employee who is rated as poor for two consecutive appraisal period maybe recommended for separation from Grameenphone.

11.1 STRENGTHS OF HR DIVISION •

The working resilience of employee of HR Services is very high

•

HR System & Process is very creative and innovative, always brings a new and effective ideas for the organization.

•

The nature, quality and quantity of work of Employee Relations of this company is the most unique and richest in the country

•

Every unit fixes a very specific target for the upcoming year and at the end of the year they evaluate their performance and achievement.

•

The employees always maintain informal relation with each other which deepens their relationships. Especially “Employee Relations” always try to make an informal meetings or party and tour for the employees of this department.

•

The working behavior and working environment of this department is very positive

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Maintain very effective training and develop program

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Maintain and ensure very modern health care facility for the employee

11.2 WEAKPOINTS OF HR DIVISION •

There is lack of coordination among the units of the HR Operations

•

Sometimes one unit has to depend on other units due to inability to access into the information system of other units

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One or two particular units have to bear a heavier load than other units. Sometime this condition creates grievance among employees on respective unit

•

Most of the employees do not maintain serial or right sequence or order of the employee files and in time of need it becomes difficult and time consuming to locate the required files.

•

Spaces for file placement are very narrow and disorganized. As a result it becomes very difficult to find required employee file.

•

The number of staffs required for every day’s work for HR Operations is insufficient and not fixed.

•

All the units do not work in same floor and for direct or face to face communication employee has to present physically which consumes time and employee effort

12.1 CONCLUSION

In a large company such as Grameenphone, employees are one of the most valued resources and this company maintains these resources effectively. HR Divisions has been maintaining this great responsibility for several years successfully and HR Operations, a vital department of HR Division is a partner of this success. Because HR Operations has been working and meeting the major part of the goals of HR Divisions. Almost all of the issues and aspects of HR Operations are highlighted in this report. There is a huge area of work of HR Operations and the amount of work is many. The working environment and employee attitude towards works is very positive.

But still there is a scope of improvement. Some guidelines and suggestions have been given in the report. So therefore it can be hoped that if they implement the given suggestions, this department will be more dynamic, faster and efficient in the future.

Performance appraisal and training play a crucial role by which, the employees can be properly evaluated and developed through appropriate feedback. These techniques can in time turn the employee’s skills into sustainable competitive advantage against the other competitors.

Grameenphone has been in operation in Bangladesh for the last nine years and it can be seen from the study that within this short period of time they do have a good Performance Management system as well as Training & Development process, which can be improved to meet the world wide accepted HR Practices. All through the study it also can be seen that the effectiveness of TNA is up to the mark at this moment for Grameenphone as TNA actualization is already 44% where GP is hoping that by the end of this year it will be 75% against 90% training coverage.

And from the entire study it reveals that this is no more a dream rather it is possible. For a large organization like Grameenphone it will be definitely a great success.

12.2 SUGGESTIONS Studying and analyzing this report, some scope of improvement can be identified and these recommendations may be effective of the department of HR Operations and HR Division as well.

These are: •

Due to the quantity, significance and nature of the work this unit should be converted into an individual department not as a unit under HR Operations rather will work under HR Division.

•

In HR Service method of specialization should be followed. More employees may be recruited and assigned specific tasks to the specific employees which will actually ensure well organized of tasks.

•

As because HR Systems & Process keeps and maintain record information in electronic systems, this unit may provide those information to the other units of HR Operations, which will save time, makes performance much faster and ensure the accuracy of work

•

Effective coordination among the units of HR Operations should be established since one unit has to depend on other units.

•

Since HR Operations directly works with Resourcing and Employer Branding for employee joining and separation, HR Operations should be informed about the appropriate number of employee’s joining and separation for each day.

•

Since this department maintains employee files, it should ensure a proper, sufficient and specious room for proper maintenance those files.

•

All the employees of this department should be given training for file management and they should follow a unique procedure for right way of placing employee files.

•

The quantity work and working load have to be more or less equally assigned so that a particular unit doesn’t have bear heavy working load and it will ultimately facilitate the performance of work.

There should be fixed and sufficient numbers of staffs for daily work for this unit so that they can be found in time.

Misunderstandings of the employees should be expressed and handled easily.

Administration Department is very much rigid; employees should give freedom to do their work.

A central database should be arranged where employees can input from different end and get output with the level of authority at the same time with the same interference.

• • • • •

Software should be arranged that can be directly linked with Admin helpdesk ticket so that employees can easily update the job status and details to overcome the problem for manual entry.

•

Software for Asset database and bill processing should be prearranged for the betterments of their routine work.

•

Employees should be given a separate module for maintenance such as, if someone raises ticket it should come directly to that module/ concern person not in rainbow base.

•

The data should be integrated /pulling out from ERP then employees can crosscheck their data for more efficient result Grameenphone seems to have a solid and thorough performance appraisal process.

However, it is still between the Supervisor and Subordinate. They should have the provision of having 360 Degree Appraisal Process. It’s true that implementing 360 Degree system in Grameenphone is a huge task and it can’t be done within a very short period of time, but, they would need to begin somewhere. So, as per my recommendation they should start the process at the very top level and slowly cascade down to all the levels. This appraisal process will give the company proper insight about the employee and their need for training that will be execute properly in the TNA and thus will ensure the employee performance.

There should be a proper execution plan for all divisions or even if possible for all departments to identify the performance appraisal needs from the very bottom and meet those needs in a proper way.

•

•

•

•

For the current system, they should have a formal adjustment and feedback session in the middle of the year to facilitate certain changes in the individual targets. This feedback session can turn out o be helpful to achieve the targets in an effective and efficient manner. This feedback should be done through proper communication channel.

TNA Actualization should also be checked for external overseas and local training for example, overseas/local travel/training form should have an option that would enable HR to check whether the training attended was TNA recommended.

•

A Transfer of training method should be established to ensure the appropriate usage of knowledge, skills and behaviors learned in training on the job. What I believe from scanning the working environment of Grameenphone, peer support and climate for transfer should be the area to focus to ensure transfer of training.

•

Since, training need is decided by managers during performance appraisal and is based on employee’s individual need analysis; managers should be given proper training so that they may recommend relevant trainings.

•

To reduce absenteeism in appraisal programs and ensure participation in PMP, managers should play an active role by emphasizing the importance of appraisal programs and stress the application of appraisal content on the job. Proper culture should be developed among the employees to believe that appraisal will help them to fulfill the goals of the company and individual development in relation to their rewards and promotion.

Moreover, performance appraisal should be designed in such a way that both the appraiser and appraisee can achieve a win-win situation.

• Managers and trainees may also agree on an action plan after the completion of training.

An action plan is a written document that includes the steps that the trainee and manager will take to ensure that training transfers to the job.

• A support network can be established to enhance employee participation in the performance management process so that s/he can identify the actual values and inputs of his/her job towards the company.

• To achieve continuous success in business development there is a need for management development program for all at manager level. The Management Development Programs should be developed in close cooperation with experts in telecommunication business management and Bangladeshi institutes. The programs should be practically focused on business management of a mobile telecommunication company.

• HR Development can also play an active role in career planning of employees. They can assist employee in setting their career plans by providing them the necessary training required for management development which would enable the employee to climb the next step in the organizational ladder.

BIBLIOGRAPHY 1. Dessler Gary, “Human Resource Management”, Pearson Education, New Delhi, 2006, 10 th edition, page-476 - 499 2. Dessler Gary, “Human Resource Management", Pearson Education, New Delhi, 2006, 10 th edition, page-516 – 538 3. Nick, P. Blanchard, W. James, Thacker, “Effective Training-Systems, Strategies, and Practices”, 2nd Edition, Pearson Education 4. Grameenphone web: http://www.grameenphone.com/index.php?id=71 5. http://portal.transitt.telenor.no/index.jsp (Internal Website of Grameenphone).

6. Grameenphone Human Resources Manual 2006.

7. Grameenphone Human Resources Manual 2005.