This report have been tried to focus on Selection and Training Process Of Grameen Phone Ltd.
Executive Summary We know that, Human Resource Management is the process of recruiting, hiring, training, compensation, appraising and developing employees. Like the other functions, Selection and training are essential functions of Human Resource Management. And in my internship report going to discuss about the selection and training process of GrameenPhone Limited. GrameenPhone maintains some steps in their selection process. By following this selection process company can recruit needed employees. All the divisions of GP follow this selection process to hire the employees. Selection process basically starts with the job advertisement given by the company and ends with the joining of employees. For selecting the employees’ company need to determine the budget, to determine the job description and responsibility for giving ease to the candidates about who should apply for the particular post, then collecting CV, short listing, take written test, interview, medical test, reference check, orientation, and last of all joining of the employee. Training is a process that brings a permanent change in learning and behavior which they could show by their performance in the work place. Training enables the company to adapt to changing conditions and be more effective in the market place. Training can provide employees with knowledge and skills to perform more effectively, preparing them to meet the inevitable changes that occur in their job. GrameenPhone arranges training programs to increase the actual level of performance at the expected level. It’s trying to keep its position in the market place, where it is now, by providing training to their employees. Thus, training is only an “opportunity” for learning. In this report mentioned a brief history of GP. Its establishment time, the founder of the company, the strategy of the company, its vision and mission, values, slogan, products and services, competitors, its Organogram, its divisions etc. all are discussed here very briefly.
Chapter One 1.1 Introduction GrameenPhone Ltd. is the largest leading cellular telecommunication company of Bangladesh. GrameenPhone (GP) offered a cellular license in Bangladesh by the Ministry of Post and Telecommunications on November 28, 1996. The company launched in service on March 26, 1997, the Independence Day of Bangladesh. Telenor, as the leading Telecommunications Company of Norway, owns 62% shares of GP and Grameen Telecom own 38% of the shares of GP. 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 2011. 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. 1.2 Origin of the Report After completing 4 years BBA program, organizational attachment of three months is must. So this report preparing and submitting is a partial requirement for completing the Bachelor of Business Administration (BBA).This report is an outcome of the three month long internship program conducted in GrameenPhone Ltd., the most reputed leading telecommunication company of the country. The decided to work on the selection and training process of the GrameenPhone Ltd. The report focuses on the overview of selection and training process. While working in the GrameenPhone the found that the standard selection and training process followed out by the GrameenPhone Ltd. 1.3 Objectives of the study The main objective of study is to know the "Selection and Training Process Of GrameenPhone Ltd.". And the other objectives are: ●To know a brief history of GP. ●To observe the working environment. ●To know about Telenor group. ●To know about its Shareholders. ●To find out the SWOT of GP. ●To know its vision, mission, and values. ●To know its products and services. ●To know about its Organogram. ●To know how the budget of selection is estimating. ●To know how need for recruitment is declared. ●To know what is expected while recruiting an employee. ●To know about the selection process of GP. ●To know how training need and objective are determined. ●To know how training objective can smooth the progress of training as well as help the trainee, the designer, the trainer, and the evaluator. ●To know some previous data related to training. ●To know the methods which are used to deliver training. ●To know the types and category of training. ●To know about the training process of GP. 1.4 Scope of the study
This internship is a requirement for achieving the Bachelor of Business Administration (BBA) degree that provides on the job experience to students. The starting my job on October 22, 2011 placed at GrameenPhone Ltd. as an internee for three months duration. Within only few days of my internship period, able to get familiar to the working environment of GrameenPhone Ltd. The scope of the study on Selection and Training Process Of GrameenPhone Ltd. is almost not possible to become familiarized with the total procedure of selection training of the GrameenPhone Ltd. within a short period of time. In this report have been tried to focus on Selection and Training Process Of GrameenPhone Ltd. The scope of the report encompasses the areas covered by the organization part, and evaluation part. Maximum effort has been carried out to focus on Selection and Training Process Of GrameenPhone Ltd., which has included in the internship part. The organization part starts with the history of GrameenPhone Ltd. and end with a brief discuss of divisions of the GrameenPhone Ltd. 1.5 Methodology of the study The sources of information used are: Primary Data are collected through: ● Conducting oral discussion with the officers of the company. ● From the real experience of my selection process as an internee ● HR Manual of GP. Secondary Data collected from: ● Online information 1.6 Limitations of the study Although the officials were so busy, GP gave me wholehearted cooperation in the time of internship also in preparing this report. It was such nice experience the gathered from GrameenPhone Ltd. But faced some problems. If these limitations were not been there, the report would have been more useful. The study has the following limitations: ● One of the main limitation of the study is insufficient access to information, which has disadvantaged the scope of the analysis required for the study. ● The time is insufficient to know in-depth. ● It was very difficult to collect the information from various personnel for their job restriction. ● There may be some personal mistake in the report. Because, some assumption was made due to the limitations of information
â—? Permission was not granted to use the various formats of forms related to selection and training process directly.
Chapter Two 2.1. An Overview of GrameenPhone Ltd. The idea of providing wider mobile phone access to rural areas was originally concieved by Iqbal Quadir. The insapired by the Grameen Bank microcredit model and envisioned a business model where a cell phone can serve as a source of income. After leaving his job as an investment banker in the United States, Quadir traveled back to Bangladesh, after meeting and successful raising money from New York based investor and philanthropist Joshua Mailman, and worked for three years gaining support from various organizations including Noble Peace Prize luareate Muhammad Yunus of Grameen Bank and the Norwegian telephone company, Telenor. He was finally successful in forming a consortium with Telenor and GrameenBank to establish GrameenPhone. Quadir remained a shareholder of GrameenPhone until 2004. GrameenPhone received a license for cellular phone operation in Bangladesh from the Ministry of Posts and Telecomunications on November 28, 1996. GrameenPhone started operations on March 26, 1997, the Independent Day in Bangladesh, with the purpose of enabling people to better communicate which ultimately contributes to national development. Telenor Norway, the leading Telecommunications Company of Norway owns 62% shares of GrameenPhone Ltd. Telenor has substantial international operations in mobile telephony, satellite operations and pay television services. It uses the expertise it has gained in its home and international markets for the development of emerging markets like Bangladesh. GrameenPhone Ltd. has been successful in its endeavors and is holding the position of market leader among the mobile operations in the country. GrameenPhone has made its expansion not only in the urban areas, but also it has stretched its network in the rural areas for the economic empowerment of the rural people. One such initiative is through collaboration with GrameenPhone Telecom, which owns 38% of shares of GrameenPhone. GrameenPhone Telecom, a not-for-profit company working in close collaboration with Grameen Bank, the internationally reputed bank for the poor, manages the Village Phone Program, through which GrameenPhone provides its GSM services to the fast growing rural customers. Additionally, Grameen Phone’s Community Information Center or CIC in short, which provides information and cellular services in rural and semi-urban communities, is also a successful program bringing such services to rural areas. CIC is basically local entrepreneur owned and managed shared data access point. It has established using GrameenPhone branding and connectivity. The 4 major target segments of GP CIC are 1.Farmers, 2.Students, 3.Women, and 4.Businessman. Within a short span of time since its inception GP has covered six divisions of the country.
The company has been growing fast and at the same time being competitive. GP pledge for undertaking business challenges with great enthusiasm and search for avenues for continued growth. GP believe that subscribers are our greatest strength; therefore GP are committed to provide quality services to customers. GP are committed to make best utilization of investments for business development. Their human resources are considered as the most important assets who drive the business forward. GP acknowledge their hard work and commitment to achieve business goals. GrameenPhone is the largest mobile phone operator in Bangladesh, serving 20.8 million customers as of third quarter 2011. GrameenPhone at a glance: GrameenPhone Ltd.
Type Founded Headquarters Key people Industry Products Points of sales Employees Customers Slogan Website Subscribers Revenue coverage Base Stations Investment Contribution
Limited 1997 Celebration Point, Road # 113 A, Plot 3 & 5, Gulshan-2, Dhaka, Bangladesh Oddvar Hesjedal, CEO Telecommunication Telephony, EDGE, GSM 90,000 4681 20.8 million as of third quarter 2011. We are here to help www.grameenphone.com 16.5 Mn 5,450 crore BDT in 2010 98% Population More than 10,000 11,150 crore BDT since 1997 10,140 crore BDT to national exchequer
Table: GrameenPhone at a glance 2.2. About Telenor Telenor is emerging as one of the fastest growing providers of mobile communications services worldwide with ownership interests in 12 mobile operators across Europe and Asia. Telenor is organised into three business areas; Mobile operations covering 12 countries, and Fixed-line and Broadcast services covering the Nordic region. Telenor holds 62 per cent of GrameenPhone, with Grameen Telecom Corporation owning the
remaining 38 per cent. Telenor has played a pioneering role in development of cellular communications in Bangladesh. The Telenor Group • More than 150 million mobile subscribers worldwide • Strong subscription growth, particularly in our Asian operations • Listed as No.1 on Dow Jones Sustainability Index 2011 • Ranked as the world's seventh largest mobile operator • Revenues 2010: NOK 105 billion • Workforce 2010: 35 800 man-years • Listed on the Oslo Stock Exchange, with headquarters in Norway 2.3. Shareholders The shareholders of GrameenPhone contribute their unique, in-depth experience in both telecommunications and development. The international shareholder brings technological and business management expertise while the local shareholder provides a presence throughout Bangladesh and a deep understanding of its economy. Both are dedicated to Bangladesh and its struggle for economic progress and have a deep commitment to GrameenPhone and its mission to provide affordable telephony to the entire population of Bangladesh.
Grameen Telecom -38% Telenor Mobile Communications AS -62%
Figure: Shareholders of GrameenPhone GrameenPhone is a joint venture company comprising of: Telenor Mobile Communications AS: Telenor AS is the leading Telecommunications Company of Norway listed in the Oslo and NASDAQ Stock Exchanges. It owns 62% shares of GrameenPhone Ltd. Telenor has played a pioneering role in development of cellular communications. It has substantial international operations in mobile telephony, satellite operations and pay Television services. In addition to Norway and Bangladesh, Telenor owns GSM companies in Denmark, Austria, Hungary, Russia, Ukraine, Montenegro, Thailand and Malaysia. It has recently started a mobile phone operation in Pakistan. Telenor uses the expertise it has gained in its home and international markets for the development of emerging markets like Bangladesh. Grameen Telecom: Grameen Telecom, which owns 38% of the shares of GrameenPhone, is a not-for-profit company and works in close collaboration with Grameen Bank. The internationally reputed bank for the poor, has the most extensive rural banking network and
expertise in microfinance. It understands the economic needs of the rural population, in particular the women from the poorest households. Grameen Telecom, with the help of Grameen Bank, administers the Village Phone Program, through which GrameenPhone provides its services to the fast growing rural customers. Grameen Telecom trains the operators, supplies them with handsets and handles all service-related issues. Grameen Bank currently covers more than 51,000 villages which are serviced by 1326 bank branches (December’ ‘04) all over the countryside. At the end of the year, the bank had 3.78 million borrowers, 95 percent of whom were women. Grameen Telecom’s objectives are to provide easy access to GSM cellular services in rural Bangladesh, creating new opportunities for income generation through self- employment by providing villagers with access to modern information and communication based technologies. 2.4. SWOT Analysis of GP SWOT Analysis is an important analysis for any organization, in which four basic objectives as strengths, weaknesses, opportunities and threats are considered for the specific firm in order to ensure that the firm can understand its position in the competition ground and thus can take necessary precautions. A SWOT analysis for GrameenPhone Ltd. is conducted as follow: a. Strengths: -Availability of Backbone Network (Optical fibber). -Financial Soundness. -Market Leader. -Brand Name / Grameen Image. -Skilled Human Resource. -Largest Geographical Coverage. -Good Human Resource and Infrastructure, installation all over the country through Bangladesh Railway and Grameen Bank. -Access to the widest rural distribution network through Grameen Bank. -High Ethical Standard. b. Weaknesses: -Mixture of different cultures is used as an excuse not to solve problems. -Too much inside out thinking in the company. -Different departments not working together. -Poor interconnection with BTTB. -Complicated price structure. -Billing System can’t handle sophisticated billing. -No long-term Distribution/Channel strategy. c. Opportunities: -Economic growth of Bangladesh. -New and better interconnection agreement. -Huge need for telecom services. -Increased intentional activities in Bangladesh. -Future privatization of the fixed network. -New international gateway. -Demand for inter-city communication -Growth in other operator will give more connection.
d. Threats: -More rigid government regulations. -More influence of competitors on the fixed network -Change of government might lead to competitors having more clout -Devaluation of Taka -National catastrophes. -Sabotage of installation. -Non-co-operation of government and fixed PSTN (Public Service Telephone Network). -Risk of fire in GP’s Installations. -Price war. -Non-availability of funds. -BTTB has limited capacity for interconnections. 2.5. Company Vision Company vision is: “We’re here to help”. We exist to help our customers get the full benefit of communications services in their daily lives. In GrameenPhone, this means: -Making things simpler for our customers -Continue Innovation -Provide full communication solutions -Continue as a partner in development for Bangladesh 2.6. Company Mission Company mission is: “We will lead the industry and exceed customer expectations by providing the best wireless services, making life and business easier.” 2.7. Company Values GrameenPhone has the following values that all employees must understand and should adhere in work situation. -Make it easy • We are practical. • We don’t complicate things. • Everything we produce should be easy to understand and use. • No waste, No jargon. Because we never forgot we’re trying to make customers’ lives easier. -Keep Promises • Everything we do should work perfectly. IF it doesn’t we’re there to put things right. • We are about delivery, not over promising. • We are about actions, not words. -Be Inspiring • We are creative. • We strive to bring energy into the things we do. • Everything we produce should look good, modern and fresh.
•
We are passionate about our business and customers.
-Be respectful • We acknowledge and respect our culture. • We treat customers and each other with the utmost respect. • We adapt to the communities in which we operate. • We believe loyalty has to be earned. 2.8. Corporate slogan of GP GrameenPhone’s slogan is“We’re here to help” 2.9. Products and services of GP Over the years, GrameenPhone has always been a pioneer in introducing new products and services in the local market. GrameenPhone provides supplementary services or products with its core product. Its main core product is SIM which connects people with its network. GP is now offering some pre paid and post paid services: ▀ Prepaid i. smile ( mobile to ,mobile connectivity within Bangladesh) ii. smile ( nationwide and international mobile and land line connectivity) iii. djuice ( a youth based mobile to mobile connectivity within Bangladesh) iv. Business Solution (designed especially for the business community in Bangladesh) # Edge facility: Both SMILE M@M & SMILE PSTN can avail Edge Package1 (P1) & Edge Package2 (P2) ▀Post paid ◙ Xplore postpaid: It is for businessmen or entrepreneurs. ▬xplore Package 1 (nationwide and international mobile and landline connectivity) ▬xplore Package 2 (nationwide and international mobile and landline connectivity) ♦Supplementary □Recharge
products
and
services
-Flexi-Load -Scratch Card □Hardware -Genuine Handsets -GPRS and EDGE Modem -Accessories (Charger, Battery etc) □Value Added Services One can use his mobile phone for many other purposes than making voice calls. With GrameenPhone’s VAS, one can use his mobile phone to: • •
Send and receive text messages, picture messages, voice messages, Download ring tones, logos, wallpapers,
• • • • • • • • • • • • • •
Obtain news updates, cricket score updates, Browse the Internet and also send and receive e-mails, Transfer data and send fax, Participate in competitions and vote for your opinions, International Roaming, EDGE with MMS, Voice Mail Services, Welcome tunes, Call waiting, Miscalls Alert, Economic ISD, FNF, GPRS, Conference calling etc.
□Bill Payment Subscribers can pay his/her post paid bill of any amount at any GrameenPhone Center or authorized outlays. 2.10. Media used by GP GP also use both ATL & BTL method to be connected with its customers. Their TV, radio, newspaper, magazine ads are always informed about the offers of GP packages. GP also use dangler, bunting, and billboards to remind customers about the offers. These media GP use as a bridge to reach to the customers. 2.11. GP’s Website: GP developed a strong website for its customers. It’s full of information; all information about GP is available here. And the website is very lucrative. One can ask questions and can get answer; not only that through the website one can apply for the job too. All information is available in the address. GP’s web address for the customers: http://www.GrameenPhone.com. 2.12. Organogram of GP GP’s Organogram is restructured on November 11, 2011, due to the change of its CEO. Before that, CEO of GP was Anders Jensen. The GrameenPhone Board of Directors has appointed Oddvar Hesjedal (58) as the company's new Chief Executive Officer on November 10, 2011. He takes up the position immediately, succeeding Anders Jensen, who in September announced his decision of shortening his tenure as CEO for family related reasons.
Thus,
GP’s
new
Organogram
is-
G P O rganogram & M anagem ent C EO O ddvarH esjedal SpecialInitiatives *
Finance M d.ArifAlIslam
Financial M anagem ent Ahm ed R aihan Sham si
H um an R esources Em ad UlAm een
CHQ PetterR uss
C orporate Affairs Khalid H asan
FinancialServices D elwarH ossain Azad
Public R elations Syed Yam in Bakht
C lim ate Strategy N K A M obin
Senior Assistantto C EO * TBA
C om pany com pliance O fficer* TBA
Technology TBA
N etw orks M d.Shafiqul Islam
Sales Lazlo Barta
M arketing R ubaba D ow la
C ustom er Services Arnfinn G roven
C om pany InternalAudit Secretary Farhad F Ahm ed R aihan Ahm ad Sham si
Inform ation Technology Frode Stodal * N otpartofexecutive m anagem entteam
Figure: Organogram of GP Chapter Three Chapter three is all about the analysis of my report topic. As my report is about selection and training process of GP, I’m describing them one after another. Here, at first, I discussed about selection process in part one and right after accomplishing part one, I discussed about training process in part two. Part One ◊ Selection Process Of GP Selection is the process of gathering information for the purpose of evaluating and deciding who should be employed in particular jobs. According to the book of Mr. David A. Decenzo and Mr. Stephen P. Robbins, named Human Resource Management, the selection process typically consists of eight steps.
These are as follows: a. Initial screening interview, b. Completion of the application form, c. Employment tests, d. Comprehensive interview, e. Background Investigation, f. Conditional job offer, g. Medical/Physical exam, and h. Permanent job offer. GP, as a complete organization, has its own standard recruiting process. 3.1. Number of Employees in HR division In HR Division, there are 223 employees who are doing their job with great efficiency and responsibility. 3.2. Estimating Recruitment Budget Every department has its own budget for recruiting employees which is fixed from earlier the department recruited employees. Such as, business control department has fixed recruitment budget to recruit 10 employees, but it has 9 employees. In this case, it has still sufficient budget to recruit one more employee if it required. 3.3. Declaration of need for Recruitment Basically, need for new recruitment is declared by the concerned department, because only that department can measure the pressure of work and tries to reduce the work load by dividing the work among the employees for avoiding delay of work and meeting the time line it wants to reach. So, when it feels that it needs more manpower to get the job done more efficiently within the scheduled time, then it declares need for recruitment to the HR. 3.4. Expectation of an Employer To select an employee for the particular post the employer expects that the candidate will be the one who has all the skills and knowledge that was required or mentioned in the job description and responsibilities published in media. 3.5. Employment Procedures Now, a discussion about GP’s employment procedures or selection processes are given belowThe Resourcing and Employer Branding (R&EB) department under Human Resources Division ensures that employment policy is enforced and practiced consistently. The total recruitment process timeline is 29 working days. HR will maintain an active database incorporating skills inventory of employees that may be used as a starting point from recruiting from within. The Steps of GP’s Recruitment are as follows-Requisition to Publish Add,
-Application Receive, -Sorting, Listing, and Serial, -Short Listing & Communication for interview, -Written Test & Interview, -Weight age, Checking & Scoring, -Medical, Reference Check & Selection, -Orientation Program, and -Placement or employee joining. Now, the steps of Recruitment & Approximate Duration that normally followed by GP are given below: Steps Start Duration End Requisition to Publish Add 0 5 5 Application Receive 6 7 12 Sorting, Listing, and Serial 13 3 15 Short Listing & Communication for interview 16 2 17 Test & Interview 18 4 21 Weightage, Checking & Scoring 22 2 23 Medical, Reference Check & Selection 24 2 25 Orientation Program 26 3 28 Placement or appointment 29 1 29 Table: Steps of Recruitment & Approximate Duration
Figure: Steps of Recruitment & Approximate Duration
The process of selection followed by GP, which begins with Requisition to Publish Add and ends with Placement, are discussed below3.5.1. Job Advertisement The market communication section is responsible for designing and finalizing the advertisement layouts, with approval by HR Director, After receiving a requisition and posting of a job advertisement, candidates are usually given seven days to apply, which can be extended is deemed necessary. 3.5.1.1. Media used to advertise Advertise for job vacancy can be given by many media; such as Web site of companies own web site, the national dailies, and web site of various career consulting firms (www.bdjobs.com; www.jobstreet.com; www.jobsA1.com etc.) GP’s job advertisements are published in GrameenPhone career site and in the national dailies conforming to company policy and communication guidelines indicating the position and requirements. GP gives ad in its own GP web site, that is- www.grameenphone.com. Here, the job seeker open an account by fulfilling a form of CV and after completing all the steps he gets an user name and password, which helps him or able him to update the CV time to time whenever he feels it needed, to see the jobs as well as the job description and responsibilities; and apply for preferred job. GP’s website also gives some job offers for its internal employees for their promotions, which is not visible for external job seekers. This is named as ‘Grow Within’. 3.5.2. CV Screening/Short Listing After closing of a job advertisement, R&EB collects and compiles applications. The applications are profiled against the given job advertisement and sent to the user department for further screening. Short listing criteria include: • • • • • • •
Education Required academic qualification Reputation of academic institution Relevant courses Number of years and relevance of job experience (where applicable) Skills and qualifications Other factors (extra-curricular activities)
Once the CV are evaluated and forwarded to R&EB, GP are checked against the profile and set for assessment. 3.5.2.1. Declaration of the Interview By making call and sending mail to the candidates (both internal and external), who has selected by initial screening process, are informed for the written test. 3.5.3. Written Test
Written test is conducted to evaluate the candidate’s functional knowledge, analytical ability, written language skills, and certain job-related competencies. Minimum score of the written test, interview and assessment is 60%. However, this may be increased or decreased in case the candidate pool is abundant/scarce of majority fails to qualify the minimum score. Any deviation must be duly justified and documented. HR R&EB formulates the final test script in consultation with the user department. Evaluation of HR section is done by a qualified assessor; the same from the concerned department. 3.5.3.1. Form of written test The form of written test is determined according to the nature of the vacant post; such as, if the test is for any engineering post, then the questions will be analytical; and if the test is for any finance related post, then the question will be a case study with some related questions, etc. 3.5.4. Interview Another short listing is created after examining all the exam papers of written test. Those candidates are to be called who have met the required score. All interviews must confirm to company standard and guidelines to select the benefits. It is preferred that internal candidates should inform their respective supervisor before attending interview session. 3.5.4.1. The process of interview The process of interview followed by GP is given below. 3.5.4.1.1. Interview Board It is expected that interview board members have a good understanding of the following: • Assessment tools and methods • Assessment criteria • Ability to evaluate objectively • Understanding of the position and competency requirements The ideal size of an interview board is three however, in certain cases, exceptions can be made. With exception of HR as Resourcing is their functional expertise and responsibility, it is required that other board members be at least one level up from the position applied i.e. for interview of Deputy Manager the board members from concerned department should at least be Managers. 3.5.4.1.2. Screening Interview Screening interviews are short sessions (5-15 minutes) that help assessors’ make an initial judgement about a person’s aptitude, competencies, attitude, and most importantly job fit. The size of the interview board can be from one to three. 3.5.4.1.3. First Level Interviews The first formal interview/viva session in the assessment process, the 1 st level interview (1530 minutes) evaluates on similar criteria except that it delves in to more detailed analysis of a person’s job and personality fit. In most cases the final decision is made at this level. For up gradation interviews, a cross-functional board member is required.
3.5.4.1.4. Assessment Centre Assessment centre is ideal for evaluating a candidate’s functional and behavioral performance, especially on-the-job and team performance. Competencies of candidates are assessed by company standards. The basic assessment criteria are similar. Component includes a case analysis (group or individual), presentation, and formal interview. 3.5.4.1.5. Final Interview In certain cases, a final interview may be required. Senior members of the concerned department/division are usually present during these sessions to make the final selection. The flow of this process depends on job requirement and may be agreed upon by consultation between R&EB and concerned department. However, recruitment of regular entry-level officers must include a written test. In certain cases assessment centre may substitute for the written test as it includes multiple assessment tools. It is required that candidates be called at least two days before any assessment; for deputy managers and above it should be preferably higher. All candidates must be assessed jointly by HR R&EB and line function regardless positions. 3.5.4.2. Most Preferred Form of Evaluating Candidates Though both the written test and verbal interview are used to evaluate a candidate for the particular post, but GP prefer verbal interview to evaluate the candidate. 3.5.5. Selection Once a candidate is selected through assessment and mutual agreement of the board; R&EB will process and compile the assessments and communicate with concerned assessors for final approval. In certain cases, approval may be immediate. 3.5.6. Medical Test All the selected candidates are required to go through a medical test from GrameenPhone enlisted diagnostic centre at company’s expense. In case of referred case (for anomaly) a team is formed for HSE for observation and followup to declare “fit for employment”. If the report is acceptable he/she will be allowed to join otherwise would be sent for supplementary medical screening. In case of negative report is acceptable to decline the employment of that candidate. 3.5.6.1 Tests recommend for medical GP basically recommend medical test for those candidates who are selected for the particular post after giving both the written test and interview. The tests are- HBs ag, Blood Group, etc. 3.5.7. Information and Reference Check After getting the medical test, who have negative (–ve) result in the report, references are checked that GP used in their CV. For selection of Deputy Managers and above, R&EB will verify certain information as provided in the job application such as educational degree, work experience, and last employment status. Reference request letters are sent out to HR of the concerned company or referees designated by the candidate.
3.5.8. Final Selection Based on positive report on health status from the medical centre, and positive reference check, the candidate is finally selected for appointment. 3.5.9. Employment Offer and Salary Fixation At this stage, the selected candidate is offered employment with GrameenPhone. The salary is fixed based on salary range in each job grade based on individual’s knowledge, special skills, and work experience. 3.5.10. Orientation New employee Orientation covers the activities involved in introducing a new employee to the organization and to his or her work unit. When a regular employee joins the Company, then GP organizes Orientation Program for its newly recruited employees. HR Development will arrange an orientation program. The representatives from each division will make divisional presentation. Preferably each employee should attend the next available orientation program within 6 months from the date of his/her joining. The individual needs to be introduced to his/her job as well as to the Company. In the orientation program, the company discloses about the company’s rules and regulation which includes: • • • • • • • • • •
To welcome the incumbents Orient him/her about the Company’s history, Vision, Values, Stakeholders, Subscribers, Service Rules & Procedures, HRM policies and benefits, Fellow employees, and Divisional activities etc.
On the orientation ceremony the Chief Executive Officer (CEO) gives a short speech to the new employees. His speech includes:-Welcome employees -Provide a vision of the company -Introduce company culture -Convey that the company cares about employees etc. The HR manager and the HOD also give speech to the new employees. GP instruct new employees how GP work, when and where to report, provides information about benefits choices. HR manager ensure employees about career development and training etc 3.5.10.1 Training program for newly recruited employees GP does not organize any training program for its newly recruited employees. 3.5.11. Employee Joining
A Personal Information Form should be filled up by the finally selected candidate. The information provided in this form must be true and complete, failure to provide correct information is subject to disciplinary action according to Company policy R&EB and HR Operations will ensure that the employee on joining furnishes all pertinent documents. The personnel file shall comprise of (but not limited to) the following: • • • • • • • • • • •
Employee Requisition Advertisement Online CV Score: Written test and interview; as applicable Selection approval Medical certificate Work experience and training certificate Duly signed Code of Conducts, Information Protection policy and Loyalty declaration Release Order from immediate employer Appointment letter / Employment Agreement Joining letter
3.5.11.1. Appointment Letter/ Employment Agreement HR will issue an appointment letter/agreement to the selected candidate for regular job and for short term Contact employees. The appointment letter must include: • • • • • • • •
Job title Nature of employment Place of posting Name of section or department Effective date of appointment Probationary period, conditions of confirmation and notice period Ending date of employment (applicable for contract employee) GrameenPhone standard terms and conditions
3.5.11.2. Appointment Authority Appointment authority is defined as the right and responsibility to make decisions with respect to recruitment, and the issuance and signing of all relevant correspondence with employee during hiring. The appointment endorsement for different level of employment must be made as per the following authority level: Position Director AGM-Deputy Director DGM & below
Approval Level CEO Director, HR AGM, HR-R&EB
Table: Appointment Endorsement 3.5.11.3. Release Order Clearance/release letter must be submitted to HR at the time of joining. This is to avoid potential legal complications arising due to non-acceptance of registration by the person’s previous employer. 3.5.11.4. Provision Period for New Recruited Employees At first, GP’s new recruited employees have to work under the provision period. 3.5.11.4.1. Duration of Provision Period The duration of the provision period for the newly recruited employees is 1-6 Months. Part Two ◊ Training Process Training is a process that brings a permanent change in learning and behavior which GP could show by their performance in the work place. This usually means changes in specific knowledge, skill, and attitudes. Training is defined as any attempt to improve performance on a currently held job. Training enables the company to adapt to changing conditions and be more effective in the market place. Training can provide employees with knowledge and skills to perform more effectively, preparing them to meet the inevitable changes that occur in their job. As a part of individual development plan, the Training Policy provides a guideline to facilitate job specific functional improvement, development of managerial competencies, understanding of the cross-functional processes and/or other general areas that need to be improved. Thus, training is only an “opportunity” for learning. Each and every renowned company, manufacturer or international marketer, now a day, arrange training programs to increase the actual level of performance at the expected level. GP are trying to improve their position in the market place by providing training to their employees. GrameenPhone is one of them and it organizes and provides training to its employees to improve current skills and behavior, and also to increase abilities in relation to some future positions or jobs usually at management level. • ♦ Importance of Training i. Higher Productivity ii. Better Quality of work iii. Less Learning Period iv. Cost Reduction v. Reduced Supervision vi. Low accident rate
vii. High Morale viii. Personal Growth ix. Improved organizational climate 3.6. Training Department of GP GP has a training department of its own. The name of training department is Technical Training. The foundation of Technical Training department isDivision: Networks GrameenPhone Ltd.
Department: Planning
Section: Technical Training,
3.7. Number of Employees in Training Department There are two employees in the training department. 3.8. Training Need Analysis Training need analysis is determined by actual basis. When the concerned department feel training is needed GP organize training program for their employees to cope with the inevitable changes. 3.9. Determining Training Objectives Developing good training objectives takes time, effort, and careful thought. Training objective is usually determined by the concerned department, because it better knows what lacking it’s facing and what kind of training can help them to recur to the no. one position as it was. According to the Book of Mr. P. Nick Blanchard and Mr. James W. Thacker, named Effective Training Systems, Strategies, and Practices, the majority of HRD specialist agree that training objectives are important from a number of stakeholder perspectives; such as the: 3.10.1 Trainee 3.10.2 Designer of training 3.10.3 Trainer 3.10.4 Evaluator of training 3.9.1. The trainee Trainees benefit from training objectives for a number of reasons, including the following: • • •
GP reduces anxiety related to the unknown. GP focuses attention GP increases the likelihood that the trainees will be successful in training
3.9.2. Training Designer Once the training objective has determined, the concerned department gives the responsibility to the trainer to design the training. The trainer designs the training by considering all the needed factors to meet the objective. The training objectives directly translate the training needs into training outcomes.
3.9.3. The Trainer Trainers are normally the employees of GP and both local and foreign trainers, who take different types of training programs. With clear learning objectives, the trainer can facilitate the learning process more effectively. Clear, specific objectives allow the trainer more readily to determine how well the trainees are progressing and make the appropriate adjustments. Name of the Institutes Ericsson HUAWEI Guidance view CISCO Valley NEC NSN ORNET Telefocal
Local Trainers
Foreign Trainers
Table: Use of Trainers for Training 3.9.4. The Evaluator Employees of training department of GP are the evaluators, who evaluate the output of training comparing with the objective of training determined as before of training. Evaluating training is much easier when objectives are used, because these objectives define the behaviors expected at the end of training. 3.10 Data’s of training Some Data’s of previous years related to training are shown with the help of table. Years No. of training Training (inside of country) No. of trainees Training (outside of country) No. of trainees
2010 145 43 563 102 168
2011 58 33 896 25 48
Table: Data related to training of previous years Analysis of data’s are given below: 3.10.1. No. of Training In 2010, one hundred forty five training programs were held. And in 2011, fifty eight training programs were held. It shows that the no. of training held in a year is decreasing. Number of training depends on the need of the training. This decreasing rate of training is shown by the following figure:
Figu
160
145
140
Training
120 Total no. of Training
100 80
58
60 40 20 0 2010
2011 Years
re: Training Organized by GP 3.10.2. Training held in Countries Training organized by GrameenPhone held not only in Bangladesh but also in foreign country. Discussions of them are as followsâ–Ą In BD: Training that organized inside the country emphasized on to know about the job environment, nature of the customer, demands etc. to train up an employee. GrameenPhone provided his employees training, forty three times in 2010, and thirty three times in 2011. â–Ą In Foreign country: With the demand of new technologies and supports that are needed to get the job done appropriately and in an easier way GP find outs a satisfactory way to encourage its employees by sending them abroad for training and purpose is to use learning and transfer of training back to the job. GP sent its employees one hundred & two times in 2010, and twenty five times in 2011 in abroad for training. # Numbers of training held in Bangladesh and in foreign country are shown by the following figure:
120
102
100 No. of Training
80 60
In Bangladesh In Foreign Country
43
33
40
25
20 0
2007
2008 Years
Figure: Training held in Countries 3.10.3. No. of trainees Number of trainees sent to the training inside and outside of the country is given belowâ–Ą In BD: GrameenPhone had provided training to increase the job proficiency of its employees. Their data shows that, number of trainees was five hundred & sixty three in 2010, and one hundred & sixty eight in 2011. â–Ą In Foreign country: GrameenPhone had sent trainees to other countries, eight hundred & ninety six employees in 2010, and forty eight employees in 2011. # Numbers of trainees in Bangladesh and in foreign country are shown by the following figure:
896
1000
In Bangladesh
800 No. of
600
In Foreign Country
563
Trainees400 168
200
48
0 2010
2011 Year
Figure: No. of Trainees Trained in Countries 3.11. Level Training Emphasized At which level training emphasized it’s totally depend on the types of training. Because, training is carried on actual need basis. For example, on a new project training is needed, then on that project there can be entry, mid and top level employee involved. 3.12. Training Method prefer to deliver training According to the Book of Mr. P. Nick Blanchard and Mr. James W. Thacker, named Effective Training Systems, Strategies, and Practices, the various methods can be divided into cognitive and behavioral approaches. The names of the methods are given below: 1) Straight Lecture, 2) Discussion method, 3) Demonstration, 4) Computer based training, 5) Equipment simulators, 6) Business games, 7) In-basket technique, 8) Case studies, 9) Role Play, 10) Behavior Modeling, 11) On the job training, and 12) Audiovisual (static and dynamic).
The trainer of GP uses training methods based on the nature of training. Such as, when the training is about learning of MS Excel the trainer uses computer based training, etc. 3.13. Types of training Mainly there are two types of training organized by GP. a. Pull training: the need is determined by the HR. b. Push training: the need is determined by the concerned department. Employees are not bound to attend trainings which are organized by HR, but they are bound to do those trainings that are determined by the concerned department. 3.14. Training Category There are four categories of training of GP: 1) Functional training: Functional trainings are aimed to increased the job related technical/functional know how of an individual such as GSM training for technical division, selling and salesmanship training for sales department etc. 2) Management developing training: • Management training: Management trainings are designed to enhance the managerial competencies to help the individual perform his/her job effectively. For instance, Leadership Skills Course, Team Working Program etc. • Cross functional training: Cross functional trainings are conducted in-house with view to increase the participants understanding of the different processes and procedures of other divisions to achieve better coordination, efficiency and working relationship. Example: Finance for non finance course, Marketing for non marketers etc. • General training: General trainings are those that will help employees to increase their productivity by handling job related issues like Stress Management, Business English etc. 3.15. Training process According to the Book of Mr. P. Nick Blanchard and Mr. James W. Thacker, named Effective Training Systems, Strategies, and Practices, the training process typically consists of four stages. These are as follows: Stage One: Identification of performance improvement opportunity and analysis of what caused the opportunity to exist. Stage Two: Identification of alternative solutions to the opportunity and selection of most beneficial solution. Stage Three: Design and implementation of the solution Stage Four: Evaluation of results. GP, as a telecommunication company, follows this training process. With supplement of this, it does some preliminary preparation for the training, which are given below3.15.1. Training Catalogue
HR Development publishes a Training Catalogue containing names of available training programs, a short description of the courses and eligibility to receive a specific training. 3.15.2. Need Analysis The training need is obtained from Performance Management Process (PMP). Management Development training related data derived by Organization Development Processes Section of HR Development are accelerated to Knowledge & Skills Section-HR Development for analysis, compilation and preparation of the Training Calendar. 3.15.3. Training Calendar Training Calendars are prepared twice a year; April to September and October to March, respectively. HR Development prepares the half yearly training calendar to actualize Management Development training need. 3.15.4. Selection of participants HR Development addresses the participants in a group of fifty (50), taken from the Development Plan of PMP, and invites participants via email. However, considering the business need, training needs outside the identified development plan may also be addressed, subject to Supervisor’s advice. After receiving the invitation through email, the participant requires to fill up the training nomination form (sent through a hyperlink) and revert back the form of HR Development duly approved by the supervisor within the given time period. HR Development, upon receiving the nomination form sends final invitation to first 20-24 (or other pre-determined number of participants) participants mentioning the details of the training program. Chapter Four Part One 4.1 About Business Support & Control (Networks) Business Control is a new innovation of GrameenPhone Ltd. The functions of Business Control are divided into four. The foundation of Business Control_Networks is as Follows: Division: Finance Department: Financial Management Control (Networks.).
Section: Business Support and
4.1.1 Business Control Organogram 9 team members Headed by Md. Amanul Hoque, Business Controller.
Business control Md. Amanul Hoque
Business Plan & Reporting— S.M. Mamun Ar Rashid & Istiaque Siddique
CapEx Control & AnalysesTaufiq Jahan &, Maher Jamil
OpEx Control & AnalysesQuamrul, Tanjib Ahmed & Samsad Jahan
Process ControlQuamrul, Taufiq & Nasreen Sultana
Figure: Organogram of Business Control (Networks) 4.1.2. Functions of the department • Planning • Budgeting • Forecasting • Investment Decision • Coordinating • Internal Control & Process ● Major responsibility of Business Control is a part of Invoice Processing. Business Control Department Invoice Processing— for Agreement (AMC) Current practice Vendors submit Invoice with Challan Paper / Work Sheet to Sub-center
Payment
Region
Finance
ROP
Business Control
Figure: Invoice processing
4.1.3. Functional Areas of Business Control Department The functional areas of Business Control Department is discussed briefly in below1. Business Plan & Reporting • Business plan
• • •
Business review Evaluation of New businesses and investment proposals Networks Division risk register
2. CapEx Control & Analyses o Monitoring CapEx flow o Optimizing CapEx usage o Reporting and alignment 3. OpEx Control & Analyses o Monitoring OpEx flow o Optimizing OpEx usage o Cost benchmarking o Reporting and alignment 4. Business Process Management o Internal control o Process reengineering o Process automation o Vendor negotiation 4.1.4. Business Control Functions Business Control functions are discussed here very briefly. 4.1.4.1 Business Planning & Reporting Coordinate Networks Division Business Plan Prepare annual budget and analyze budget variances Prepare forecast and analyze forecast variances Evaluate new businesses Facilitate right investment at right time Manage Networks Division risk register for group risk profile ■ Responsibilities – Preparation of Business Plan. – New Business/ Project Evaluation and Analysis. – Identification & monitoring of cost drivers of networks division. – Preparation of Annual Budget. – Preparation of quarterly investment documents for management. – Preparation of Monthly/Quarterly Business Review. – Preparation of Monthly Report. ■ Stakeholders – Networks Division – Investment Control – Financial Planning – Financial Reporting – Telenor
■ Achievements – 100% success in business case approval. ■ Way Forward – Evaluate investment decisions through comprehensive business cases before Budget approval. – Prioritize feasible investment decisions – Monthly Divisional Report. 4.1.4.2. CapEx Control & Analyses Monitor CapEx requisition, ordering, delivery and on-air Analyze department wise CapEx utilization Optimize CapEx Usage Prepare monthly CapEx report for management Ensure accurate discount and other adjustment Align CapEx reporting with Finance Ensure proper accounting and provision of CapEx accounting.
PR Raised by User
Stakeholder: Users of Networks Division
Stakeholder: Foreign Treasury
Stakeholder: SCM, Users of Networks Division
Evaluation of justification provided by User
2nd level observation on LC opening for better CapEx control
Forecast CapEx addition
Example: Cross checking of budget accommodation
Example: By communicating with SCM regarding equipment delivery schedule
PO Issue
LC Issue
Example: Analysis equipment usage pattern, equipment stock, pipeline info
Weekly / Monthly CapEx Report (Addition, Operational & WIP)
Capitalization
Site wise Move order & CIP monitoring
Stakeholder: Business control input and activities Fixed Asset, Users of
Stakeholder: Figure: CapEx Networks Management Team Finance
Networks Division
Item level control on WH
Stakeholder: SCM, WH, Users of Networks Division
Forecast Operational CapEx
Example: Calculate BTS and Core rollout forecast according to equipment, service value.
■ Responsibilities – Support to prepare CapEx Budget with justification. – Preparation of Quarterly, Monthly & Weekly CapEx Forecast. – Prepare monthly, weekly CapEx Report for management & Telenor. – Periodical Variance Analysis for Capex.
– –
Support to prepare quarterly investment documents for management. Ensure accurate and timely CapEx provision.
■ Stakeholders – Networks Division – Telenor – Supply Chain Management – Vendor ■ Achievement – Restrained 2010 YE WIP to $37Mn against the target of $40Mn. ■ New Initiative – Web based dashboard for Network CapEx Tracking. ■ Way Forward – Streamline capital structure requirement at sites. – Efficiency in Spare Utilization. 4.1.4.3. OpEx Control & Analyses Monitor OpEx according to cost drivers Analyze unit level OpEx and prepare monthly reports for users Establish and monitor cost benchmarking Ensure accurate monthly provisioning in accounts Ensure proper account adjustment of claims Ensure proper reconciliation with vendors Participate in support maintenance agreement with vendors Invoice / Bill Settlement Example: AMC (EMS, RMS, inspection) for AC & Generator AMC (Support fee – Local & Foreign) Consultancy Agreement based non PO payment - Optimization - Technician hiring - BTS maintenance - Scanning & Drawing - Refueling Dhaka based all kinds of meeting, workshop, training
Stakeholder: Users of Networks Division, Vendor Finance
Check each & every invoice/bill to eliminate duplication, error and ensure compliance
Stakeholder: Vendor, Finance
Invoice forward to Treasury
Final payment
On an average Business Control process local and foreign invoices worth 20Mn every month. Business control input and activities
Figure: OpEx ■ Responsibilities – Support to prepare OpEx Budget with justification. – Periodical Variance Analysis for OpEx. – Provide monthly provision to finance. – Invoice/Bill Settlement. – Manning Budget preparation, monitoring and processing. ■ Stakeholders – Networks Division – Treasury (foreign & local) – Financial budget – Financial Planning – Supply Chain Management – Vendor ■ New Initiative – Awareness Building across the division “everybody start thinking 2011 as the year of OpEx”. – Contributed to AMC negotiation. ■ Way Forward – Web based dashboard deployment of a common input platform for both PSA and OpEx databases. – Region/Sub-center base cost benchmarking. ■ Achievements – Created database for A/C & Generator for monitoring regular maintenance services & warranty claims. • Already saved 1.5Mn BDT and possible future excess payment by restricting duplication. 4.1.4.4. Process Control Process reengineering Support in vendor negotiation Ensure efficient internal control system Participate in vendor negotiation Regional support and coordination Support ERP accounting and financial processes ■ Responsibilities – Mentoring engineers. – Process reengineering. – Support in vendor negotiation. – Ensure efficient internal control system. – Regional support and coordination.
■ Stakeholders – Networks Division – Finance Control & Tax Unit – Supply Chain Management – Vendor ■ New Initiative – Involvement of regional finance personnel to help reduce invoice processing time and increase productivity. ■ Way Forward – Participation in negotiation and renewal of agreements with vendors.
Part Two 4.2 Internship Position and daily works Internship means practical training through attending the particular work in the related field. I worked in OPEX Control & Analysis under Business Support and Control Department, Finance Division, GrameenPhone Ltd. OPEX (OPerating EXpenditures) are the ongoing costs for running the cost of developing a product or system. For example: the purchase of a printer is CAPEX and paper and ink cost of that purchased printer is the OPEX. OPEX: Operational expenditures (to run the company) include: – Labor (network planning, management etc.) – Rental fees etc. • Network Operation Department is the major Opex user • Opex is Non-PO based • A major portion of Opex is non-agreement based but it is based on usage with fix price. i.e.: Fuel cost, electricity. In these three months of my internship period my responsibility was checking Invoices of Vendors’; matching price of various parts and elements of AC, Generator, and Switch with the price list of agreement; giving input to the database of EMS, RMS, & AMC; & measuring VAT by following the rate of VAT-11. Each Invoice is including of bill summery; vat summery; vat document; list of site name of every servicing site, and their supporting; and a copy of agreement All of the AC and Generator bills of every region are checked by Business Control Department. All Invoices are coming from various regions and under each region there are some sub centers. To indicate each sub center we use separate sub center code (Sl. No.).
The names of regions are as follows• Barisal -indicated by (Br), • Bogra -indicated by (B), • Chittagong -indicated by (C), • Dhaka -indicated by (D), • Khulna -indicated by (K), and • Sylhet -indicated by (S). The name of sub centers of each region are given belowRegion Barisal ( Br ) Bogra ( B ) Chittagong ( C ) Dhaka ( D ) Khulna ( K ) Sylhet ( S )
Sub Center Barishal Regional Office, Faridpur, & Patuakhali Bogra Regional Office, Rajshahi, Thakurgaon, Rangpur & Dinajpur. Chittagong Regional Office, Chowmohoni, Comilla, & Cox's Bazar. Dhaka Regional Office, Jatrabari, Lalbag, & Savar. Khulna Regional Office, Jessore, & kushtia. Sylhet Regional Office, Jamalpur, Moulovibazar, Mymensing, & Bhairab.
Table: Name of sub centers of each region To check an invoice of generator, I needed to see the model no. of each generator servicing, because price of each element is different from each other. In case of consumable spares I needed to check the previous and present running hour and working date of each site. There is a provision that the running hour has to be more than 200 or equal to 200 hrs comparing with the previous running hour, and the working date has to be more than three to six months comparing with the previous working date of each site. In case of emergency spares I needed to give only input to database EMS and the inputted data was name of site, description of each item, working date, price, quantity, and the ref. no. invoice. And, in case of Annual Maintenance Contract (AMC) I needed to match the site name and working date of each servicing with the consumable and emergency spares. If the date not matched accurately then it needed to see that whether the servicing was done within the particular quarter. There are four quarters; Q1 is from Jan to March, Q2 is from Apr to Jun, Q3 is from Jul to Sep, and Q4 is from Oct to Dec. And then, prepared bill summery, which was required to print out and attached with the invoice. And last of all I prepare a cover page, which was green in color, by mentioning code no. of sub centers; the code no. , name and amount of consumable spares, emergency spares and AMC; total amount in number; total amount in words; name of vendors; and a comment on VAT.
To check an invoice of AC, needed to match the price of elements with the agreement; gave input to the database of emergency maintenance services and regular maintenance services by observing that is there any double claim for servicing; prepared the bill summery and the cover page. Both AC and Generator required only the site names to search the site of servicing in the database. To check an invoice of Switch, needed only to input EMS and RMS to the database, but here is a little difference with the above two’s. Incase of switch, asset id and serial no. are used to search the site of servicing in the database. And then, prepared the bill / VAT summery and the cover page of each invoice. But among the AC, Generator, and Switch like the work of Generator most, because the work of Generator is very interesting as well as critical and required more concern than others. also learned here an immense use of M.S. Excel. very comfort with the members of Business Support & Control (Networks) department. All the members of this department are so cooperative and helped me a lot to complete my internship report. They and their supporting are unforgettable. Though worked there only three months, but it is my most precious moments of my life. Chapter Five Findings and Recommendation 5.1 Findings In these three months I didn’t sense any problem or lacking in business control department. It has enough manpower; sufficient no. of computers; well working environment; knowledgeable and skillful employees, who are most dedicated to their works. But, observed, there is a difficulty of tracking invoices due to lately submitting of invoices by the vendors. 5.2 Recommendation Business control should do all the steps of invoice processing by using an automation system. Automation system is a system in which a workplace or process has been converted to one that replaces or minimizes human labor with mechanical or electronic equipment. If each and every vendor / user will give input to a database of every work immediately after the servicing, then it will be no more a concern that when they have submitted the bill. Whenever the invoices are submitted by the vendors, whether it’s lately or timely, it will be no more a difficulty for the Business Control to track the invoices as well as no duplication or error will be found anymore. Chapter Six 6.1 Conclusion GP is the first leading cellular telecommunication company of Bangladesh. GP is providing qualitative services as well as highest network coverage. From the above discussion can conclude that, GP, along with its strategies it follows its own standard of selection as well as training process. Tried to discuss the selection process which is followed by GP. Which rules are mentioned in the selection process of book of HRM; GP follows them more or less. Selection processes are very important for every organization, because organization want to recruit competent, talent, qualified, skillful employee by the selection process. Here also discussed about the Employment Policy of GP, Number of Employees in HR division, Estimating Recruitment
Budget, Declaration of Need for Recruitment, Expectation of an Employer, and the Employment Procedures of GP. It’s true that selection process is a complex process and maintaining all the steps properly are very difficult. Every organizations department of HRD has to fulfill a very complex but essential duty. In this case the authority of HR division of GP is very strict and plays a fair role in searching the perfect, right, competent, capable employee for their vacant post. also tried to discuss the training process of GP. As GP is a reputed organization and it has a rich number of employees so it has a training department. Here also discussed about the name and number of employees of training department, Training Need Analysis, Training Objectives, Previous Data related to Training, Training Method, Types of Training, Training Category, and Training process of GP. Training is a very important function for the organization, because organization can reach a desired level as well as can enhance its productivity by providing effective training. Determining training objective, its budget, and planning to achieve the objective is quite difficult to do. So authority should give concern and should participate in the process of regarding fixing objective, determining budget and making an effective plan that will help to gain success. The think, every company should maintain a selection process for getting the qualified and skilled people for the needed vacant post and a training process to train up its employees for competing with the inevitable changes. BIBLIOGRAPHY Book ▬David A. Decenzo. & Stephen p. Robbins (2004-2005); “Human Resource Management” (7th edition); New York, John Wiley & Sons, Inc.; PP: 176-189, 213214. ▬P. Nick Blanchard and James W. Thacher (2005); “Effective Training Systems, Strategies and Practices” (2nd Edition); Published by Pearson Education (Singapore) Pte. Ltd.Indian Branch.; PP: 21-24, 192-193, 235-270. Internet ▬ Official website of GrameenPhone Ltd.: www.grameenphone.com Others ▬ HR Manual of GP. ▬ Class lectures provided by the Class Teachers. APPEDICES The questions asked to the officers are providing along with the report by attaching in the appendices. Employees Training & Selection Process of GrameenPhone Ltd. □ Organization Name-
Ans: GrameenPhone Ltd. □ Nature of BusinessAns: Telecommunication □ Training DepartmentYes
Ans:
No
□ Name of the Training DepartmentAns: Technical Training □ Number of Employees in Training DepartmentAns: Two □ Data’s of previous years related to trainingYears Training Budget No. of training Training (inside of country) No. of trainees Training (outside of country) No. of trainees
2010
2011
145 43 563 102 168
58 33 896 25 48
Ans:
□ What types of training do you have? Ans: Mainly there are two types of training. Pull training, and Push training. □ At which Level Training Emphasize? Why? Ans: At which level training emphasize depends on the types of training, because training is carried on actual need basis. For example, on a new project training is needed. Now on that project there can be entry, mid and top level employee involved □ How do you Determine Training Need Analysis? Ans: Training need determines by actual basis. When GP feel training is needed GP organize training program for their employees. □ Who are the Instructors, Normally Take the Different Types of Training Programs? Ans: Your Employee Trainer Both □ Table: Use of Trainers for TrainingAns:
Name of the Institutes
Local Trainers
Ericsson HUAWEI Guidance view CISCO Valley NEC NSN ORNET Telefocal
Foreign Trainers
□ Who will be the evaluator to evaluate the output of training comparing with the objective of training determined as before of training? Ans: Your Employee Trainer Both □ HR DepartmentAns: Yes
No
□ Number of Employees in HR DepartmentAns: Two Hundred & Twenty Three. □ Who Declare(s) need for Recruitment? Ans: Employees HR
Concerned Department
□ Which Media are used to advertise? Ans: GP web site □ Who take(s) interview? Ans: HR Concern Dept. □ Who do(s) initial screening? Ans: HR
Concern Dept
Both
Both
□ What is considered while doing initial screening? Ans: After collecting CV while doing initial screening, it’s considered that the candidate’s knowledge and skill matches with the requirement mentioned in job description. But when applications are huge in number comparing with the number of post then the most qualified and experienced candidates will get more preferences than the others. □ What type of tests do you recommend for medical?
Ans: HBs ag, Blood Group, etc. □ What do you think or expect when you recruit an employee? Ans: While selecting an employee for the particular post the employer expects that the candidate will be the one who has all the skills and knowledge that was required or mentioned in the job description and responsibilities. □ How do you decide about the examination form? Ans: The form of written test is determined according to the nature of the vacant post; such as, if the test is for any engineering post, then the questions will be analytical; and if the test is for any finance related post, then the question will be a case study with some related questions, etc. □ Do you give any orientation to the recruited employees? Ans: Yes No □ Do you organize any training program for your recruited employees? Ans: Yes No
□ How do you declare the interview? Ans: By making call and sending mail to the person (both internal and external) who has selected by initial screening process. □ Which form(s) do you prefer most for interview? Written
Verbal
Both
Ans: □ Is there any provision period for your recruited employees? Ans: Yes No □ Duration of provision period1-6 Months
6-12 months
Addresses of website links: □Pre-paid http://www.grameenphone.com/index.php?id=166 □ xplore Postpaid:
Ans:
http://www.grameenphone.com/index.php?id=184 □ djuice http://www.djuice.com.bd//index.php?id=54 □ Telenor http://www.telenor.com/about/telenor_in_brief/ Logos: ▲Logo of Telenor:
▲Logo of GrameenPhone:
▲Logo of smile prepaid:
▲Logo of xplore post paid:
▲Logo of djuice: