Chapter 1: INTRODUCTION........................................................................................

2
Introduction: ..............................................................................................................2
HUMAN RESOURCE DEPARTMENT AT MOBILINK.........................................4
STRATEGIC HUMAN RESOURCE MANAGEMENT AT MOBILINK:...............5
Chapter 2: HR POLICIES IN GENERAL (MOBILINK):.............................................6
Policies in General:....................................................................................................6
1.WORKING HOURS:..........................................................................................6
2.PROTECTION OF COMPANY ASSETS & PEOPLE POLICY:......................7
3.DRESS CODE POLICY:....................................................................................7
4.SECURITY AND SAFETY POLICY:................................................................9
5.COMPANY PUBLICATIONS POLICY:............................................................9
6.ATTENDANCE POLICY.................................................................................10
Practices against the Policies in General:.................................................................11
Critical Review on HR policies of Mobilink in General:.........................................12
Chapter 4: RECRUITMENT AND SELECTION PROCESS:....................................13
Mobilink Policies for Recruitment and Selection: ..................................................13
Recruitment policy...............................................................................................13
Policy guidelines:.................................................................................................13
Application:..........................................................................................................15
Practices at Mobilink regarding Recruitment and Selection:...................................17
Critical Review on Recruitment and selection process:...........................................17
Chapter 5: TRAINING.................................................................................................18
Training needs assessment Policy at Mobilink:.......................................................18
Foreign training policy:............................................................................................19
Training: Practices at Mobilink................................................................................20
Types of Training in Mobilink: ...........................................................................21
Mobilinks Training programmes: .......................................................................22
Critical Review on Training at Mobilink:................................................................24
Chapter 6: PERFORMANCE APPRAISAL SYSTEM:..............................................24
Policies at Mobilink for Performance Appraisal:.....................................................24
Practices at Mobilink for Performance Appraisal System: .....................................26
Critical Review on Performance Appraisal: ............................................................27
Chapter 7: CAREER PLANNING & DEVELOPMENT: ..........................................27
Critical Review: .......................................................................................................28
Chapter 8: Rewards System:........................................................................................28
Policies on Reward system at Mobilink:..................................................................28
SALARY..............................................................................................................28
Practices on Reward systems at Mobilink: ............................................................31
Critical Review:........................................................................................................31
Chapter 8: OCCUPATIONAL HEALTH AND SAFETY MEASURES:.................32
HOW WELL THESE POLICIES AND PRACTICES ARE ACHIEVING THE
ORGANIZATIONAL GOALS?...................................................................................32
CONCLUSION: ..........................................................................................................33
RECOMMENDATIONS: ............................................................................................33

1
Chapter 1: INTRODUCTION

 Introduction:

Orascom Telecom Holding S.A.E. ("Orascom Telecom") or

("OTH") was established in 1998 and has grown to become a
major player in the telecommunication market in the world.
OTH is considered among the largest and most diversified
network operator in the Middle East, Africa and Pakistan.

Mobilink GSM (PMCL), a subsidiary of Orascom

Telecom, was awarded a license in July, 1992 and
started its operations in 1994, and has become the
market leader both in terms of growth as well as
having the largest customer subscriber base in, Pakistan - a base of over 24
million and growing.

Mobilink provides the most extensive network coverage footprint across

Pakistan through an integrated technology infrastructure in more than 5,000
cities, towns, villages, and countless remote destinations, including
International Roaming in 110 countries through 300 partner operators.

There are about 5000 employees currently working in Mobilink of which 4500
are working on permanent basis and 500 on temporary basis, with average
of more than 800 employees hired every month. Among them approximately
5% are managers and operatives are 40%, rest are either contractual or not
directly related to core business.

2
In April 2001, when the OTH (Orascom
Telecom Holding) took over management
control of the company, the market share was
only 40% but as of March, 2006; Mobilink
served over 14 million subscribers,
representing a market share of
approximately 56.2% of total mobile
subscribers in Pakistan. However, during the
past two years the market share of Mobilink
has gone down to 41% (As of March, 2007).

The head office of Mobilink is located at KULSUM Plaza, blue area,

Islamabad. Its branch offices are located in Lahore, Karachi, Faisalabad,
Rahim Yar Khan, Sukkur, Peshwar, Quetta, Swat, and Kohat. Moblink has
three main contact centers in three regions of Pakistan. As for the customers
centers there are about 2000-2500 customers service centers all over Pakistan.

Principal area in which Mobilink Telecommunication is working is that it

provides its customers, a wide range of postpaid (Indigo) and prepaid (Jazz)
solutions. Keeping in the mind their customer convenience they have also
bundled mobile handsets, sold either independently or bundled in Set so Go
Get Pack.

Competition faced by the company is

from al the operators in telecom that
includes all the face SGM (Global
System of mobile) operators, CDMA
operators and LDI operators and land
line operators. All these telecom
companies Human Resource
Departments are in constant need of
new employees. So there is stiff
competition in the telecom market for
Mobilink. Comparison with competitors in the market is shown as in the
table.

Mobilink is using high IT based technology for operations. Mobilink uses

Motorola’s infrastructure mostly at radio based stations, but now it has been
exceedingly using Alchatel equipment too. Switching equipment is of
Siemens and Alchatel, billing system from Telesens KSCL and Ericsson,
Intelligent network from Siemens, Microwave equipement DMC. The GSM
(Global System of Mobile communication) band that is used by Mobilink is in
900/1800 MHz.

3
The number of subscribes of Mobilink has been fast increasing since year
2000,the number of
subscribes of
Mobilink has
almost doubled in
the last one year
from 5 million
approx to 10
million approx this
figure has almost
increased by 50
times as it was in year 2000. This in fact is a milestone for Mobilink. Currently
the company has a customer base of over 24 million and its growing.

 HUMAN RESOURCE DEPARTMENT AT MOBILINK

There are about 44 HR professionals currently working at Mobilink of which

10 are managers. Mobilink has a very well defined and structured department
and its various policies of keeping each employee productive part of the
organization are intoned with the corporate worlds requirement.

Employees in the company are largely committed to their organization and

have shown progress in the company. Employees are satisfied with the HR
department of Mobilink GSM Company.

There are several functions performed by HR department which are given

below:

6. Planning
6. Recruitment
6. Selection
• Formal Interview
• Intelligence tests
6. Research and Development
6. Training
6. Compensation
6. Occupational Health and Safety measures
6. Career Planning and Development
6. Performance Appraisal System

4
In order to make its human resource productive and efficient, Mobilink
aggressively work in developing its human resource capital through
international and local trainings as well as structured employee ‘well-being’
programs, making it one of the most sought after companies to work for in
Pakistan. Mobilink conducts several training program in order to improve the
competencies and skills of employees.

 STRATEGIC HUMAN RESOURCE MANAGEMENT AT

MOBILINK:

Humans are the basic tool for having competitive edge in the market for most
of the organizations and Mobilink is one of these. Mobilink has one of the best
HR systems in Pakistan that gives it an edge over its competitors.

HR strategy refers to the specific human resource management course of

actions that a company pursues to achieve its objectives.

But how these strategies/policies/practices are formulated and implemented

at Mobilink. There is a whole process behind this.

Like most big organizations, this process is also done in accordance with
company’s mission. First, Strategic planners analyze what actually is he
prevalent culture of the organization, what are the strengths, weaknesses,
opportunities, threats (SWOT analysis) of business and its market, and on the
basis of all the above analysis, company’s strategic plan is established. In the
end HR strategies are formulated in accordance with this overall
business’/companies’ strategic plans.

Based on these HR strategies, HR policies and practices are also formed and
implemented. Any abrupt change in the market requires the organization to
follow this analysis in order to be successful. That why organizations
continuously keeps on updating their strategies and policies.

Whole system for development of HR strategies/policies/practices is as

below:

5
 Mobilink’s Competitive Environment
Economic, Political, Demographic,
Competitive and Technological Trends

Company’s Strategic Situation Company’s Strategic Plan

Company’s Internal
Strengths and Weaknesses

Organizational Performance Company’s HR strategies

Formulation of HR policies Formulation of HR practices

Chapter 2: HR POLICIES IN GENERAL (MOBILINK):

 Policies in General:

1. WORKING HOURS:

Purpose: Hours of work are scheduled to meet the production and work
requirements of the Company, and are in conformance with all applicable
local laws and practices.

Working Hours: The Company shall determine the hours of work:

Office Hours:

Monday through Friday (09:00 am. – 6:00 pm.)

9 am to 8 p.m. (Shops operating on one window operation concept)

Saturday: The shops timings will be determined by the Customer Service

Management keeping in view the customer needs.

Sixty (60) minutes meal breaks each day from Monday through Thursday.

Ninety (90) minutes meal / prayer break for Friday.

6
Shift work:

Employees working in shifts will follow the shift roasters prepared by the line
management.

Exceptions: Employees may be requested to work on any of the holidays or

regularly scheduled day of rest including Saturday/Sunday, if the Company’s
business so requires.

Breach: Any employee not abiding by the working hours Policy will initially
be counselled by his /her immediate supervisor / office manager. Any
repeated act will be reported to the Human Resources in writing who will
refer the discipline policy for further proceedings.

2. PROTECTION OF COMPANY ASSETS & PEOPLE POLICY:

Purpose: Mobilink’s continued success depends on the protection as well as

the development of technology. Each employee is responsible for preventing
the unauthorized use or disclosure of the Company’s sensitive and
proprietary information.

By following security policies and procedures, employees will protect

themselves as well as the physical, proprietary and intellectual assets of the
Company.

Procedure: Employees to identify themselves to the security guards by

showing Company issued Identity Cards.

Employees will sign confidentiality and proprietary agreement at the time of

leaving the Company stating that no information will be passed on to any
other person / organization. Human Resources is responsible for signing of
the agreement by the employee leaving the Company before handing over a
full and final settlement cheque to the concerned employee.

3. DRESS CODE POLICY:

Purpose: Following are the main purposes for this policy.

7
A) To provide all employees with the reasons for suitable attire,
acceptability of appearance and enforcement procedures.

B) For the benefit of the employee and all other employees in the working
area. The employees clothing, hairstyle and jewelry shall not be of the type,
which may interfere with the appropriate performance of his/her duties.

C) Employees whose duties involve Customer contact must maintain a

suitable appearance, as customers judge the Company not only by the quality
of product and services the Company provides, but also by the appearance of
the people with whom they deal.

D) Employees who deal with the general public must maintain a suitable
appearance as their dress and actions reflect upon Company Corporate
image.

Procedure:

• All female employees shall observe the following dress code:

Shalwar Kameez
Sari / Blouse
Dress Pants / Blouse or Shirt with Jacket or Waist Coat
Skirts / Blouse or Shirt with Jacket or Waist Coat (No minis / long slits)
Light makeup
Light jewelry
No Low Necks

• All male employees shall follow the following dress code:

Dress shirt / pants / Tie with Jacket or Coat or Sweater

Dress shoes and socks
Well trimmed moustache, hair and beard / “shaved face”
Hair length should not go below the shirt collar

• Employees who work on Saturdays, where they have customer contact will
wear Business casual. Business casual is defined as follows:

Dress shirt / pants

Dress shirt / pants /coat
Dress shirt / pants / sweater
Dress shoes and socks

8
No joggers
No jeans

Dress code for female employees will remain unchanged on Saturdays.

All Officers / Department Heads shall be responsible for the implementation

of the dress code for their employees.

Any employee not abiding by the Dress Code under this Policy will initially
be counseled by his /her immediate supervisor / office manager. Any
repeated act will be reported to the Human Resources Department in writing.

4. SECURITY AND SAFETY POLICY:

Purpose: The safety of employees is everyone’s responsibility. Accidents,

precaution and efficient work go hand in hand. All levels of employees have
a primary responsibility for the safety and well being of all of us.

Therefore, interest in practicing safety prevention must be encouraged by:

a) Setting good examples.

b) Acting upon safety records.
c) Reviewing safety programs.
d) Holding personal interviews or group conferences.
e) Starting activities that will stimulate and maintain employee’s
interests.

No phase of operation of administration is of greater importance than

accident prevention. It is the policy of the Company to provide and maintain
safe and healthy working conditions and to follow operating practices that
safeguard all employees and result in safe working conditions and efficient
operations. Proper First Aid Kit will be available at all Mobilink Offices
including remote locations.

5. COMPANY PUBLICATIONS POLICY:

9
Purpose: To provide a means of communicating Mobilink’s policies,
objectives, plans programs and development of all employees.

• To report on all Mobilink activities.

• To provide an outlet for employees to express themselves in their
literary and artistic talents.

Policy Guidelines: The Company publishes booklets, news articles and

newsletters for the benefit of the employees.

The Company maintains the rights to change, discontinue, reverse or edit the
content of any publication issued by the Company.

Only brochures, pamphlets, newsletters, handbills or posters approved by the

Company may be issued or distributed on Company premises.

The President and the VP Human Resources & Administration must approve
all publications intended for all employees.

6. ATTENDANCE POLICY

Purpose:

To prevent unauthorized absence of employees, this creates serious problems

for normal and efficient operations and could result in disciplinary action
including termination.

Guidelines:

In case of any absence continuing for more than 24 hours must be reported to
concerned department, in case of illness, a medical statement concerning the
illness must be submitted to Mobilink within 24 hours from the time by which
the employee was to be on duty. The Company may request an examination
by a doctor designated by the Company.

10
  Practices against the Policies in General:

Following are the main practices that we observed against the general Policies
as mentioned earlier.

1) Working Hours: Mobilink is a big organization with quite a load of

work. So, though there are policies regarding working hours, we found
most of people working more than the limits defined in the policies. As
for example, for most executives office timings are from 9:00 am to 6:00
pm but actually they work till 8:00 in most cases. However, with more
burdens there are also more rewards. So, if Mobilink takes much out of
its employees then it also compensates them well.
2) Protection of Company Assets: At Mobilink, policies regarding the
protection of company secrets, important information, assets etc. are
followed strictly. We would like to quote our own experience. When
we approached Mobilinkers for Organization’s policies, their first
response was we need to ask our HR department and we were not able
to have the policies that way. Employees really do care for such
policies and are pretty loyal to Organization.
3) Dress Code: Dress code is strictly followed at Mobilink, especially by
men. Women also dress well but they do go against some policies
which, I think, are unjust according to them. For example use of light
make-up, light-jewelry etc. As far as the dressing for meeting is
concerned, Mobilinkers are as good as George Colony.

11
4) Security & Safety Policy: Security at Moilink is of utmost interest for
the management and everyone working at Mobilink. To accomplish the
above policy, a Safety Committee is set-up as follows:

1. VP HR/Admin
2. Head of Security
3. Member
4. Member

The functions of the Safety Committee are:

1. Development of policy recommendations.
2. Encouraging safety efforts.
3. Proper enforcement of safety needs.
4. Frank and constructive discussion on safety programs.
5. Cooperation with other Companies.
6. Training regarding safety.

5) Company Publications: Employee / Company related information for

Newsletter and Notice Board is sent to the Local Human Resources
Department.

Approval of Information / Articles sent by employees is processed by

the Human Resources Department before its publication.

The Company reserves the right to publish any articles in the

Newsletter or any other publications.

Any information regarding Company activities or Customer Related

information must be sent to the Marketing Department for approval.

Marketing must get approval from the President or his / her nominee
to place article in Newspaper or Customers Newsletter.

Management has the right to change or withhold any information

pertaining to Company or other issues.

 Critical Review on HR policies of Mobilink in General:

Most of the General HR policies are well practices at Mobilink with a few
discrepancies. This indicates that the organization does have a strong HR
system with an effective HR strategy. We may also see this thing as the

12
 predictor of good Telecom level policies in Pakistan. The reason being that
the general policies, as mentioned above, are more or less the same for all
telecom companies. Most of these policies are formulated by the PTA
(Pakistan Telecom Authority). So reviewing the success of these policies at
Mobilink shows good strategy formulation by PTA as well as Mobilink.

Moreover, these policies are not only practiced and observed in telecom
sector only. We see such dress code policy, asset protection policy and like
in many other business organization. So these policies have a general
tendency of being followed.

Employees seem to have a stable type of approach towards these general

HR policies. They do not seem to show any disagreements over these
policies and are pretty contented with what is imposed in such policies.

Chapter 4: RECRUITMENT AND SELECTION

PROCESS:
 Mobilink Policies for Recruitment and Selection:

Policies for Recruitment and Selection as experienced at Mobilink are:

Recruitment policy

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

of recruitment and selection. It is aimed at hiring without any
discrimination based on race, colour, sex, nationality, ancestry, religion or
disability.

Policy guidelines:

The recruitment policy must comply with regulations set out by the
Government of Pakistan.

The Sources of recruitment for different job vacancies in PMCL shall

include:

Internal Advertisement.
Databank.
Advertising.
Head hunters/executive search organizations.

13
Walk in candidates.
Colleges and Universities

a) External Recruitment:

i. No candidate under the age of eighteen will be considered.

ii. To avoid conflict of interest, hiring of close relations (brothers,

sisters, spouses, first cousins, brothers/sisters in law) will not be
encouraged. However candidates falling in this category who
have exceptionally good credentials may be considered. Hiring
supervisors will need to explain in their assessment of the
candidate their qualities that justify hiring. A final decision will
rest with the concerned Divisional Head who will need to ensure
that there is no conflict of interest.

iii. Human Resources will advise Department Heads on salary

ranges to be offered to the applicant keeping internal and
external equity in perspective.

iv. Minimum qualifications must be a Bachelor degree or

equivalent. A-Level or equivalent may be considered for call
centre/support staff however will require approval of the VP
Human Resources & Administration.

This criteria does not apply to technicians/riggers and ancillary

staff.

b) Internal Recruitment

i. Internal candidates must be confirmed employees of Mobilink

who have completed one year of service. However exceptionally
good candidates may be considered.

ii. Selected candidates will join the new job/position after getting
clearance from existing line manager.

iii. Spouse of an existing employee will not work for direct

competition and either one will have to resign from service.
Prospective candidates whose spouses work for competition will
not be considered for hiring.

iv. Hiring from vendors, franchises, and clients is not encouraged.

Exceptionally where offers are made to employees of these
entities their prior consent must be obtained.

14
General conditions for recruitment: All recruitment will be done through
the Human Resources Department in consultation with the Officers and
Heads of the concerned Department.

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

be judged according to a range of factors including:

a) Education (Academic / Professional).

b) Experience.
c) Profile and Psychometric Tests
d) Interviews.
e) References.

Application:

Applicants may apply online by registering with the web based

recruitment portal. However, when considered for a specific position,
they will be required to fill the standard application form of the
Company.

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

only.

Conditions for selection: Departments must submit Hiring Request and

/ or Transfer Request Form to the HR Department and duly signed.

Information regarding qualifications and job description should be

forwarded for identification of suitable candidates.

Lead-time of at least ten working days should be given for selection of

candidates.

The Human Resources Department would place internal advertisements

and / or shortlist suitable candidates from the databank. If no suitable
candidate is found, advertisements will be placed in media.

The Human Resources Department shall, upon the department’s request,

provide screened CVs. The department will do another sift if necessary
and conduct interviews with the immediate Supervisor / Department /
Divisional Head or his / her nominee and any job related selection tests.
Short Listed Candidates will be invited for a final interview with the HR
department.

15
 The Human Resources Department may conduct Profile and
Psychometric Tests for the selected candidate in order to evaluate the
suitability of the candidate.

Two Reference checks will be completed for the selected candidate either
before hiring or during the probationary period. Appointment will be
subject to satisfactory references being received.

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

kept in the Employees Personal File:

a. Interview Evaluation form

b. Passport size Photos.
c. Any other special clause.
d. References.
e. Copy of N.I.C.
f. Copies of degree(s): Bachelors and above only and copies of experience
certificates.
g. Duly filled application form

In the Case of Consultants the Company will sign a contract with the
Consultant for a duration ranging from 3 months to 1 year.

The Human Resources Department shall prepare and deliver the

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

These were the practices but what actually are the practices for Recruitment
and selection at Mobilink. Let’s explore.

16
  Practices at Mobilink regarding Recruitment and Selection:

Practices regarding the recruitment and selection are in accordance with the
policies formulated by the HR department. According to employees following
were the recruitment practices. Two types of Recruitments: Internal and
External.

Sources of Internal Recruitment Sources of External Recruitment

Employee referrals Job fairs

Internal advertising University Hunts

Advertising

Emplacement Agencies

Walk in candidates

All recruitment and selection process is handled by the Human resource

department. Applications for jobs are mostly made via internet.

Selection criteria are totally based on merit. A series of interviews are

conducted followed by a panel interview and a group discussion. Only
deserving from a lot of applicants are considered

 Critical Review on Recruitment and selection process:

It goes without saying that reference for job works. So it’s surely a flaw in
the recruitment and selection process of Mobilink. We know a number of
people who get job in Mobilink on reference basis. However, saying all

17
 that, getting a job at Mobilink and retaining that job at Mobilink for a time
are two different things.

One thing was interesting studying the Mobilink Recruitment and

Selection process. Company entertains online applications more than
mailed ones. To us, reason is twofold. First, it reduces burden during the
recruitment process. Secondly, by using online system, company can keep
its image as innovative and latest the eyes of its consumers.

Chapter 5: TRAINING

 Training needs assessment Policy at Mobilink:

Objective: Identifying the most appropriate solutions to performance

problems

Procedures: All Company Heads should differentiate between problems that

require training and problems that require coaching or other solutions.
Usually, only about 20% of performance problems require “training”
solutions. The other 80% are best dealt with by looking at the quality of
supervision or by factors in the work environment (rewarding good
performance, punishing poor performance, and removing obstacles to good
performance).

Developing a Company – Wide Management Training Plan

Objective: Select/identify the needs, by management level, for the total

Company. The Company wills also Facilitate Employees with Short
Management Courses from time to time.

Procedures: The HR Department will develop the TNA according to the

recommendations made by their Supervisors in the performance appraisal
form.

The HR Department shall coordinate all the tasks until a total Company-
training plan is finalized, then follow-up with Department Heads on its
implementation.

18
The plan is the result of focusing on the individual discipline needs into one
schedule designed to meet the training needs of the total Company.

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

sessions can be planned and conducted nationwide.

The training requirements of the employees will be picked from the

recommendations made by their supervisors in the appraisal forms.

The training requirement could also be forwarded by the supervisor if it is not

mentioned in the performance appraisal.

 Foreign training policy:

Objective: The purpose of this policy is to enhance skills and knowledge of

Mobilink employees and build their capacities to enable them to perform their
jobs more effectively and to develop them for future growth.

Policy Guidelines: The Company shall pay all Training Expenses, Round
Trip Airfare, living Allowance, and Local Transportation in accordance with
Company regulations in this regard.

Conditions for Overseas Training: Employees who are nominated for

enrolment in an overseas training program should meet the following
conditions:

Should meet the prerequisites of the intended training.

Being knowledgeable of the language in which the training program will be
conducted.
In case an expatriate / contract employee needs to attend a foreign training,
he/ she has to be on a one year and above contract, with a duration of 6
months of service to perform at PMCL – Mobilink from the date of starting
the training.

If the expatriate / contract employee being sent on the training does not meet
the above conditions, a waiver could be made on the recommendation of the
concerned Chief/ VP and the approval of the president/ CEO.

Surety for Mutual Benefit: To ensure that both, PMCL – Mobilink and the
employees mutually benefit from overseas professional training provided to
employees. The employees returning from training should continue to be in
the employment of the Company for following minimum periods as
mentioned in Para (4.2) depending on the training days. Failing of which

19
employees will be liable to pay the PMCL - MOBILINK expenses incurred by
the PMCL - MOBILINK on their training including travel and accommodation
expenses.

In the event of an employee wishing to leave the employment of the

Company he/she will reimburse the Company the expenses incurred by the
PMCL- Mobilink on providing the training. PMCL- Mobilink will make
appropriate deductions from the employee final settlement including
Provident fund. And remaining amount will be deposited by the employee in
the Company account.

In case an employee doesn’t pay back the due amount to the company, HR
will issue notice to the concerned employee mentioning that he/she has to
pay back the amount to the company, otherwise, company reserve the right to
take legal action.

If the employee is terminated for cause he will be absolved from any

deductions/ recovery of Training cost.
Employee Surety Period and Cost

Number of Days of Duration of Surety Cost to be recovered

Overseas Training
Up to 6 Days 6 Months Full
Between 7 and 10 Days 1 Year Full
Between 11 and 15 Days 1 ½ Year Prorated after One Year
More than 15 Days 2 Years Prorated after One Year

Cost of Training will be determined by finance in consultation with Technical

for Technical Training and Human Resources.

 Training: Practices at Mobilink

On contacting personnel in the Mobilink office it was found out that

Mobilink mostly trains its employees by On Job Training which means
that the employees are trained as they perform their jobs and along with
their duties. The manager or supervisor guides them how to perform their
jobs and guides them to efficiency in the work.

Internees are trained in various departments and then mostly hired by

Mobilink itself and their training is basically teaching them the ropes and
the basics of everything.

20
Types of Training in Mobilink:

On a general basis the training done in Mobilink can be divided into two
categories:

• Soft skill training

• Technical Training

Soft Skill Training: Helping your employees develop a stronger base of

knowledge on topics that affect their personal lives can make them more
productive and less distracted in their jobs. Soft skill development courses
in areas like personal finance and childcare can help your team better
manage the most important areas in their personal lives.

This may include the following things for e.g.

• Conflict management training

• People management training

• Communication skills

• Anger management

• Time management training

• Teamwork training etc

Technical Training: This type of training has direct effect on the job of the
employee. Specific skills are focused and developed accordingly. The
engineering trainings of Mobilink are also included with this along with

• Customer Services training

• Sales related training

• Marketing and technology training etc.

All these types of training are done to enhance the employees job skills at
the level he is at.

21
Mobilinks Training programmes:

Mobilink with its large workforce invests aggressively in developing its

human capital through international and local trainings as well as a
structured employee ‘well-being’ programs, making it one of the most
sought after companies to work for in Pakistan.

Graham Burke, the President PMCL Mobilink, said

“Mobilink will provide proper training programmes to its employees in order to

make them more aware of their responsibilities”

Mobilink, the Pakistan based subsidiary of the global telecommunication

giant, Orascom Group, in a strategic move, has outsourced its leadership
training and development of about 100, of its senior and fast track
managers and supervisors, to the region's well established consultancy
firm, Global Management Consultants, who will be responsible for the
design and delivery of over 5 months training initiative.

Their training methods maintain interest throughout; put emphasis on the

practical aspects; and ensure that delegates understand the knowledge
gained so that they can immediately and effectively apply it within their
own organizations.

All training sessions are delivered in a highly participative style,

introducing topics in a challenging and thought-provoking way.

Practical examples, exercises and case studies are used to illustrate the
topics covered and show delegates how they can relate the techniques
introduced during the course to their own work situation.

Programmes can be tailored to meet the required goal.

The various training programmes of mobilink focus on specific skills for

e.g. the annual or monthly reports of performance are evaluated by the
manager and the weak areas are considered and the respective training is
taken up.

Mobilink trains its employees in the following fields’ aswell:

1. Customer service training: The employees are trained in

communication skills, negotiating skills in order to serve the customers
whether in the call centre or customers services centre. They are taught
on how to talk appropriately to the customers, how to recognize their
problems, solve their problems and how to deal with them.
2. Supervisors training: Leading a department or an organization is a
very difficult job and the person at this level must be properly skilled.

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 The supervisor training programme helps those people who are at this
post to develop the right skills required and asked for at this job.
3. Leadership workshop: Becoming a Leader Good leaders are made,
not necessarily born. You can become an effective leader by developing
yourself through a never-ending process of self-study, education,
training & experience. To inspire your people to higher levels of
teamwork there are certain things you must be, know & do. Leadership
makes people want to achieve challenging goals & objectives. This
workshop is for managers who have the desire to ‘make things
happen’ & have a team who need to be inspired into action! Mobilink
offers this workshop for is specific employees.
4. Conflict management training: We are living in times where
chaos and conflict are on the rise. Lack of conflict can be as damaging
for any organization, as having conflicts that go out of hand. In fact
conflict is the very source of creativity, without which innovation is not
possible. Usually these conflicts are resolved, but occasionally they
grow to hinder one's job performance. This program is designed to
increase a supervisor's ability to prevent conflicts from reaching a crisis
stage and how to resolve it when a necessary conflict occurs. A
framework for tackling conflict is also provided that helps managers
who find dealing with conflict an unpleasant experience.
5. Development of oratory skills: With fit, healthy and active minds
perform faster and more accurately with minimal stress. How people
speak indicates their state of mind. Nervousness in making public
appearance is often the result of not knowing WHAT to do and HOW
to do it! Learn to control your nervousness and feel the confident -
professional image many seek! This workshop will provide hands-on
approach to polish oratory skills, use projected media, and present like
a "pro."
6. Motivating, Coaching & Delegating Any approach to develop
management skills must involve a heavy dose of practical application.
At the same time, practice without the necessary conceptual
knowledge is sterile and ignores the need for flexibility and adaptation
to different situations. They will also discover ways to manage
performance of individuals and teams in order to achieve
departmental/ organizational goals and objectives. All these
programmes are aiming at developing specific skills in specific people
for specified purposes.
7. It is believed that leadership skills and business goals are achieved
through the training and development of the employees. To make it
more motivating the participants of the training programme are
awarded a course completion certificate at a graduation ceremony
which is held after the completion of the training programme.

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  Critical Review on Training at Mobilink:

A lot of effort is put by Mobilink in Training its human resource.

Organization has clear policies regarding training needs assessment and
procedure for each type of training offered. Training is compulsory for
some people in the organization; however, it is on offer for everyone
working at Mobilink. A person in the finance department is always
welcomed by HR department for Customer service training.

A number of training methods are practiced at Mobilink like conflict

management training, supervisory skills training etc. with the help of best
in the business. Saying all that training basically seems to be for the
managers and supervisors but not for the lower level employees. There
seems to be a need to increase training efforts focused to this group.

Chapter 6: PERFORMANCE APPRAISAL SYSTEM:

 Policies at Mobilink for Performance Appraisal:

Objectives: The purpose of this policy is to provide a formal review program

to evaluate work performance and to promote communication and discussion
of job performance. The intent of these discussions should be to review
current job performance and responsibilities, set goals, and discuss future
opportunities with reference to past performance at Mobilink.

The Objectives of the Performance Review Program are:

o To measure work performance

o To motivate and assist employees in improving their performance and

achieving their personal/professional career goals

o To identify employees with high potential for advancement

o To provide objective information for making decisions on salary increases,

promotions, bonus and transfers.

o To identify employees training and development

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o To provide a solid path for career planning for each individual

Frequency of the Performance Review: Informal performance discussions

should be conducted frequently as and when the need arises. These
discussions will provide the basis for an objective summarization of
performance during formal Performance Reviews and allow more time for
discussing future plans and organizational as well as personal objectives. The
supervisor is encouraged to make notes on pertinent points discussed and to
place those notes in the employee’s personnel file.

Formal written performance reviews will be conducted with all employees

annually. Notification along with Performance Evaluation Forms will be sent
from the Human Resources Department in advance with the scheduled
performance evaluation date.

All employees will be reviewed at least once at confirmation. Therefore,

Performance Reviews will be held on an annual basis from the date of hiring
or more often if desirable to do so. The supervisor will receive notification of
the scheduled review period from the Human Resources Department.

Policy guidelines: The performance appraisal is done on an annual / basis

(from January 1st to December 31st).

Every employee should know what is expected from him / her through direct
supervisors. He / She should participate in & agree with the goals &
objectives set by himself / herself in accordance with the Company’s business
plans & objective goals.

Everyone should have the opportunity to perform & develop according to the
set objectives & agreed upon duties. He / she should also expect self-
assessment and take actions to develop his / her competency level & increase
his / her participation in the achievement of the Company’s objectives.

To ensure openness, consistency & objectivity, the agreed competency

framework covering all aspects of the job should be used as the basis for
performance planning appraisals. Accordingly, it should be well known &
clear for both the Employee and the Manager covered.

Department Heads & Managers involved in performance appraisals should

be well trained & familiar with the applied performance appraisal system &
the appraisal interviewing techniques.

The performance evaluation program requires that an annual meeting be held

with each employee; however, Coaching, Counselling and Guidance must be
an on-going process for the desired improvement and development to be
achieved.

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To give a chance to Subordinates to evaluate their seniors a 360 Degree
Evaluation will be conducted at the time of the Performance Evaluation.

Performance Appraisal Forms: The performance appraisal forms will be

filled once in a year to get a clear picture of the employee performance.

 Practices at Mobilink for Performance Appraisal System:

Mobilink conducts performance appraisal in order to evaluate their
employee’s current performance or past performance relative to company’s
performance standards. Mobilink try to adapt the performance appraisal in
which their employees understood what his or her performance standards
were and that the supervisor also provides the employee with feed back,
development, and incentives required to help the person eliminate
performance deficiencies or to continue to perform above par.

There are many performance appraisal methods. Mobilink uses the

computerized performance appraisal method.

In Mobilink the performance appraisal of employees is conducted in

December. The Mobilink HR department has developed a performance
appraisal sheet and has downloaded it on the intranet of Mobilink so that the
supervisor performs the evaluation of the employees. When the supervisor
completes the evaluation, he will send the performance appraisal sheet to the
employee for the affirmation with the ideas of the supervisor if the employee
does not agree with the supervisor he will not sign the PA sheet. When the
last date of submission of PA sheet is passed then the HR department asks the
supervisor and the employee about the problem and resolves the problem.

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  Critical Review on Performance Appraisal:

Online 360 degree approach of performance appraisal is adopted at

Mobilink for evaluating employee performance. In the past only 180 Degree
approach for performance appraisal was adopted but now 360 Degree is also
in action. This is a very supportive strategy by the organization because if an
employee is not happy with the evaluation by his supervisor then he has the
authority to challenge.

There are a number of rewards that are tied to performance appraisals. So,
tool applied for performance appraisal justifies itself.

Chapter 7: CAREER PLANNING & DEVELOPMENT:

Mobilink faces much competition in the telecom industry so now they

are focusing on career Management of their employees in which they enable
the employees to better understand and develop their career skills and
interests and to use these skills and interests most effectively both within the
company and after they leave the firm. Career planning is the deliberate
process through which someone becomes aware of personal skills, interests
knowledge, motivation, and other characteristics; acquires information about
other opportunities and choices; identifies career related goals and establishes
action plans to attain specific goals. Career development is the lifelong series
of activities (such as workshops) that contributes to a person career
exploration, establishment, and success ad fulfillment.

Mobilink gives promotion of their employees on the performance

basis. The Mobilink HR department develops the employee’s career
development plans in which the HR department predicts the next logical step
for their employees within five years.

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  Critical Review:
Importance of Career planning in today’s competitive world is as
important as any other HR function. Retaining your valuable Human
resource today is one of the biggest challenges that organizations are
facing. So, HR needs to come up with new strategies. Career planning
and development is one of the basic tool and strategy organizations are
using for retaining their employees. This function actually makes
employees feel that they are important to the organization and
Mobilink wants them to be at the top in their careers.

However, at Mobilink this function is not fully performed or we

should say this function is not performed satisfactorily. There are some
policies on these but those are not recognized that well. One point of
policy is found along with the compensation other with the
recruitment. There should have been separate head for these policies.

As far as the practices are concerned, all the employees were reluctant
to talk about this during our interview. However, what we analyzed is
that career development is practiced but not that openly. Specially, in
case if some employee is considering of joining the competitor’s firm. If
such is a case then organization has discipline policies for that even.

Chapter 8: Rewards System:

 Policies on Reward system at Mobilink:

There is a list of policies regarding the reward system at Mobilink. It
offers both kinds of rewards: Intrinsic and Extrinsic. Following are the main
reward related policies:

SALARY

Objectives: The purpose of this policy is to have salaries subject for review in
January of each calendar year in the light of merit and inflation.

An employee, who is employed on a job with title and specifications, will

receive compensation that is relevant to field experience matching with
approved salary structure of his / her position.

Policy Guidelines: The Company will pay salaries of the employees and all
other amounts due to them during office hours and on the job site as follows:

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All New Employees have to open bank accounts in specified banks prescribed
by the Company so that their salary will be credited at the end of each month.

Upon termination of service (end of service), the employee will receive his /
her salary within 15 working days up to the time of date of his / her last
working day.

Upon resignation, the employee will be paid his / her dues during a
maximum period of 15 working days from the date he / she left the job.

Salary Administration Program:

Salary Objective: The salary administration program is designed to meet the

following objectives:

1. Attract & retain the services of competent qualified employees.

2. Provide fair and equitable compensation to each employee and to ensure

that the value of each job relative to all other jobs within the Company is
established and maintained on a fair and equitable basis.

3. Provide annual performance appraisal for employees to improve their job

performance and to encourage them to aspire for promotions to jobs with
greater responsibilities i.e. fairly compensate employees based on individual
accomplishments and annual performance appraisals.

4. Ensure that salaries are competitive and in line with salary levels that
prevail in the industry.

5. Instill employee confidence in the Company’s compensation policies and

practices.

Salary Outline: The “Basics” of the salary administration program can be

summarized in the following manner;

o The VP Human Resources & Administration and the concerned

Department Head will analyze each job classification.

o The HR Department determines an appropriate salary range in relation to

similar jobs at other well respected companies (salary survey).

o The HR Department will analyze each job and assign a job code, hire rate,
minimum, mid and maximum point rate. (Salary Structure)

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o The HR Department will prepare the salary structure to be reviewed and
approved by the Director & VP HR.

Salary Scale: Each job is assigned a minimum salary, established according to

the salary survey results, which specifies the minimum salary that may be
paid to incumbents in each job.

Minimum through maximum scales is built on a system of mathematical

calculations to allow for overlapping between levels as a result of salary,
merit or promotional increase.

Setting Starting Salaries:

Objective: To ensure that each employee is given the starting salary of the
title level in which his / her position and experience fall. Also to ensure that
consideration is given to past experience and qualifications when setting
starting salaries

Factors to be put into consideration for setting salaries within the range
determined by the departmental Head & the HR department

The starting salary offered to new candidates by Mobilink will be dependent

on two factors:

• The particular job level for which the job offer is being made.
• The candidate’s education, experience, qualifications as compared to
the minimum qualifications required by the job specification and
prevailing industry rates.

Salary Administration Procedures:

• Human Resource Department: Prepare all documentations and their

summary affecting salaries, and forward payroll section for processing
that includes:

o Recruits, transferees
o Promotion and increments
o Allowances, bonuses and incentives
o Discipline
o Review the all documents affecting salaries.
o Entry of all salaries based on Salary, allowances, deductions and
commissions.

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 Besides there are other intrinsic and extrinsic awards that leads
towards one objective only and that is: To compensate employee sufficiently
so that he may be motivated and constitutes an integral part of Human
resource of organization.

Other intrinsic and extrinsic rewards include:

Medical care
Life insurance
Vacations
Relocation
Credit advance policyprovident policy/advance against provident fund and
acapping of gratuity
EOI
Recreation
Club Policy Travel
Education assistance policy
Mobile phone
Business mobile phone policy
Official Balckberry Poicy

 Practices on Reward systems at Mobilink:

Policies regarding the reward systems are practiced quite strictly at mobilink.
Employees are paid when they are supposed to pay. Other rewards are also
fast but they are mostly tenure based rather than performance based.

In policies it is mentioned that the rewards are totally performance based.

However, this policy is not that much followed strictly. Rewards are mostly
determined by the organizational membership and seniority rather then by
performance. Promotion is given on the basis of performance, as well as
tenure.

 Critical Review:

Reward system at Mobilink is quite complicate. The reason for this is that
there are many intrinsic and extrinsic, direct and indirect, compensating and

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non-compensating rewards. There is even a department that looks after the
motivational aspect of the employees. How motivation level of employees can
be kept to a level so that they can be more productive. PMO (Project
management office) introduces many club memberships, game shows, lunch
arrangement and many more for employee to be motivated. Similarly, there
are special achievement awards at each individual level. Then there are even
team awards, department awards and division awards.

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

rewards are performance based. But this is true only in case of achievement
awards, group awards etc. If we observe basic pays and increments then those
are not performance based. Those are more of tenure based. Mobilink does
say that all rewards are performance based. However, it is not the case in
practice.

Chapter 8: OCCUPATIONAL HEALTH AND SAFETY

MEASURES:

There is no need for such measures at Mobilink as maximum jobs do not

expose you to the health hazards and are not such that require safety
measures. However, there is a tendency of being safe in every human and
that shows when you visit some Mobilink officer to meet someone of a high
designation level. You need to fulfill various safety measures.

HOW WELL THESE POLICIES AND PRACTICES ARE

ACHIEVING THE ORGANIZATIONAL GOALS?

Well the answer is simple. Policies are going pretty well. Numerically, I can
say more than 90%. How? Well because these are being practices in the same
manner as was expected during the policy formulation time. Moreover, see
the results. Mobilink is considered to have the best HR in Pakistan and they

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have retained this edge. So, it’s so obvious that all overall policies are good
and they are also being followed exactly the same way as required to achieve
organizational goals.

CONCLUSION:

To conclude Mobilink has a strong HR system. That is the reason we didn’t

found much discrepancies in what management says, what policies state and
what employees say. 90 % of the times they were same. There are some minor
discrepancies but they are adjustable with little effort.

RECOMMENDATIONS:
Mobilink has a strong HR system. That is the reason we didn’t found much
discrepancies in what management says, what policies state and what
employees say. 90 % of the times they were same. However, there were some
discrepancies that need attention and their adjustment can make this HR
system best in Pakistan.

Following are some of the recommendations based on those discrepancies:

1. Human resource department is not fully authorized to take all the

decisions. Though HR department claims to have the overall
management of the company but that actually is not the case. There are
many HR decisions that are taken by the other department. So, there
should be a clear delegation of authority regarding decision making for
HR department.
2. One thing we observed during our project was that employees were
not aware of the in depth policies. The main reason that we have

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 understood for this is their lack of knowledge about policies
formulation. Employees are not encouraged to give suggestions in
policy formulation. So, our suggestion is that employees should be
consulted while policy formulation stage.
3. Benefits and rewards are too complicated for anyone to understand.
Though there are many of these but most of employees even have not
information as to for what benefit they can go for. So, Mobilink should
simplify its reward system for its employees to understand well.
4. The decision making is delegated to managers with goals set for each
term promotion, hiring and firing is virtually in the immediate boss’s
hand. This practice can cause disharmony among employees for
power. Team based structure (like the one at PMO) should be preferred
in all departments
5. Mobilink pursues Zero-tolerance policy for disciplinary actions. This is
good but not in all cases. Mobilink should look towards its discipline
polices and try to be a bit more lenient.
6. Mobilink HR lacks in terms of career planning and development. This
important function of HR does not have recognition in Policies’
statement. Mobilink should have a look at this.
7. Mobilink uses only policy specified sources for recruitment which are
only 5. In this way it can loose some potential applicants that can be
asset to organizations, just because they were not well communicated.
So, Mobilink should increase its recruitment sources. During an HR
specialist interview, we posed the same question and the answer was
“that’s what policy says; on ground level we do use as many sources as
possible”. If this is the case then our recommendation is that Mobilink
should adjust its policy accordingly.

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