REPORT TITLE:

MOBISERVE (HIRING & RETENTION)

COURSE NAME:
HRM

GROUP NAME:
HASEEB ZAHID
IRFAN K. CHANNA
ABDUL BASIT
ABBAS GILLANI

DEPARTMENT:
BBA 6(A)

SUBMITTING TO:
MAM. UZMA SHEHRYAR

SUBMITTING DATE:
10/5/2024
 TABLE OF CONTENTS
Table of Contents
1 INTRODUCTION.............................................................................................................1
2 Literature Review..............................................................................................................4
3 Methodology......................................................................................................................6
3.1 Recruitment & selection:.....................................................................................................6
3.2 Performance Management:.................................................................................................6
3.3 Learning & Development:...................................................................................................6
3.4 Compensation & Benefits:...................................................................................................7
3.5 HR Management Skills:.......................................................................................................7
3.6 Employees Relation:.............................................................................................................7
3.7 Business Performance:.........................................................................................................7
3.8 Culture & Diversity:............................................................................................................7
3.9 Conflict Management:.........................................................................................................8
3.10 Communication:...................................................................................................................8
4 Data Interpretation...........................................................................................................8
4.1 Employee Profile and Services.....................................................................................8
4.2 Performance Management...........................................................................................9
4.3 Employee Retention Strategies.....................................................................................9
4.4 Employee Benefits and Recognition............................................................................9
4.5 Training and Development...........................................................................................9
4.6 Recruitment Strategy....................................................................................................9
4.7 Diverse Work Culture.................................................................................................10
4.8 Legal and Conflict Management................................................................................10
4.9 Growth and Development Opportunities....................................................................10
4.10 Compensation and Benefits........................................................................................10
5 Recommendations...........................................................................................................11
6 Conclusion......................................................................................................................11
8 Reference.........................................................................................................................11

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 TABLE OF FIGURES:
Figure 1.................................................................................................................................... 1
Figure 2.................................................................................................................................... 3
Figure 3.................................................................................................................................... 3
Figure 4.................................................................................................................................... 8
Figure 5.................................................................................................................................. 11
Figure 6.................................................................................................................................. 12
Figure 7.................................................................................................................................. 12
 LETTER OF TRANSMITTAL
SZABIST UNIVERSITY.
ISLAMABAD, PAKISTAN.
December 28, 2023.

MAM. Nayyab Javed

INSTRUCTOR, FMI.
SZABIST UNIVERSITY.
Dear MAM,

With due respect, We, the undersigned BBA 5(A) students, have submitted a paper for the subject
FMI on " MUTUAL FUNDS (HBL ASSET MANAGEMENT)".

Mutual funds play a significant role in directing investment and advancing economic
growth. One of the main contributors to Pakistan's financial success has been the mutual fund
industry's evolution.

A mutual fund is a kind of collective investment instrument that lets multiple

individuals pool their funds and use them to buy a variety of stocks, bonds, and other
securities that make up a diversified portfolio. Because it can lower risks and generate wealth,
this financial tool has gained popularity in Pakistan.

When the National Investment (Unit) Trust (NIT), an open-end mutual fund, went
public in 1962, mutual funds were first offered in Pakistan. The Investment Corporation of

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 Pakistan (ICP), a different fund, was established in 1966. After then, ICP started to sell a
number of closed-end mutual funds. Investment Corporation of Pakistan floated twenty-six
(26) closed-end ICP mutual funds up to the early 1990s.

HBL Asset Management is presently one of the larger fish in Pakistan's financial
waterways in terms of mutual funds. HBL Asset Management, which is a subsidiary of Habib
Bank Limited, one of the country's leading financial institutions, has a long history of
knowledge and experience.

A significant area of HBL Asset Management's attention is investor education. The

organization assists investors in making well-informed decisions by providing them with
information and organizing events.

YOURS TRULY,
HASEEB ZAHID.
ABBAS MURTAZA.
IRFAN K. CHANNA.
HARIS.
WALEED.
BBA 5(A)
DECEMBER 28, 2023.

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 1 INTRODUCTION

In this report we will investigate Mobi serve hiring process and their hiring
policies and how do they retain their employees and how do they control their turnover
retention. Established since 24 years , Mobiserve is the leading telecom and energy solutions
provider, operating in Pakistan, kingdom of Saudi Arabia, Algeria and Tunisia, with its
headquarter in Dubai. Mobiserve is 100% owned by the Abu Dhabi based sovereign wealth
fund INVEST AD, manages more than 39,000 plus sites. With its unmatched human assets,
cumulative experience, mature well defined processes, Mobiserve is considered as the
preferred partner by the major telecom operators, vendors and large enterprises. With its
vision to enforce its leadership position, and achieve more growth, through providing end to
end high quality and efficient services and products, Mobiserve continually enforces its
leading position as the regional enabler of telecom and energy solutions.

Figure 1

 Hiring:

When a company needs to find the right people to fill open positions, this is called
hiring. Hiring consists of attracting candidates, reviewing applications, conducting
interviews, and hiring the best person . Mobiserve certainly has its own hiring process to
ensure that they target the best candidates for a broad spectrum of telecommunication and
energy solution roles in various locations .

 Retention:

Retention implies how well a company can keep its Human assets . This depends on
the positive working conditions of the employees, competitive pay, and benefits, growth, and

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 development opportunities . Mobiserve, for example, advertises its “unmatched human
assets”, thus signaling that they focus on retaining their employees.

 Hiring process of Mobiserve:

Mobiserve could take advantage of its experience 24 years and reputation to attract
professionals interested in a secure and promising career in the field. They may use online job
boards, professional platforms, or organize career fairs in universities to reach talents. Mainly
they use LinkedIn to hire their employees if needed but when we interviewed they said that
we mostly do internal hiring as the internal employee is well known about the company’s
culture and policies and further we don’t have to provide him with more trainings. Secondly
when we internally hire the employee it motivates them and give them a head start for their
new position.

 How Mobiserve Retain their employees:

In terms of retention, the proposition that they build on unmatched human assets
signals the importance of employees to there company . Mobiserve offers competitive
salaries and compensations to keep the best talent and provide development and support that
will further build a career within Mobiserve. They also offer career development professional
courses and raise the qualifications of professionals eliminating their competitive edge. With
the help of company culture events and awards, they may also create a positive environment
that make employees to stay with Mobiserve.

Secondly they stated that we have two types of retentions first at the ground level and
second as the management level but the problem is that at the ground staff level we have a
high turnover rate as the ground staff is only working for the wages they don’t consider any
type of awards or allowances but they seek to get huge wages if other company then
Mobiserve gives them high wages they will leave the company and join them. Second
retention is on management level they stated that at this level we have a good retention rate as
the company has some offices in rural areas so company provide them with huge number of
salaries and allowances. If they are doing good at their position so they also promote them.

The best step which was taken by the company during the times of Covid showed
how do they value their employees. What they did is that at the time of covid they didn’t lay
out any of their employees instead they sold their half building and half of the employees
went to work from home but they didn’t lay any of their employees.
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 Services offered by Mobiserve:

Figure 2

 Clients of Mobiserve:

Figure 3

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 2 Literature Review.
According to Armstrong (2009) Human resource management (HRM) is a strategy of
incorporating approach to employment, development of those employees and working for
well-being of people in an organization. The five broader categories of Human resource
management are people staffing, learning and development, compensation management,
performance appraisal and employee relations. Oya Erdil & Ayue Gunsel states that for the
proper achievement of firm strategy, the creation of capable personnel should start from the
very initial level i.e. selection of employees according to the skills and behaviours that are
desired in accordance with the context of the company.

Khan et. al (2012) concluded that training is deemed by employees to impact on their
productivity and also has a positive effect over organization’s performance. Training
produces effects on two things: Job skills enhancement (Skill enhancement is giving the
employees' awareness with new practices encouraging the skills of the workers related to a
specific job) and Promotion of employees (In a competitive environment, a company invests
not only in technological advancements but also the creation of human capital through
extensive training). However, research study by Shah et. Al (2012) suggested that training
has a considerable effect on employee development which creates a worthy effect on the
performance of an organization. Development of employees through learning and intellectual
capabilities expansion makes the working on job maintained at a higher level which
successively increases the organizational performance (Kira et. al (2010) cited in Shah et. Al
(2012). According to Riaz & Ramay (2010) job satisfaction is the employee’s positive
attitude towards a job and performance appraisal leads to career development which
ultimately leads to job satisfaction. Similarly Yasmin et (2012) concluded that HR systems
impact the organization’s performance and one of the key factors for the growth of telecom
sector. While, Mohammad et. Al (2009) found out that incentives have a positive impact of
organizational performance but did not affect the relationship between HR practices and
efficiency of the organization (an investigation within manufacturing companies of
Malaysia). So, a good HR system can enhance the performance of the organization even if
incentives are not incorporated.

Turnover intention is a human psychological willingness to leave the job and quit the
organization. The rate at which organizations gain or lose their employees is turnover. A
Simple way to describe turnover is "how long an employee stays connected to one
organization". Employee’s readiness to quit the job and leave the Organization is said to be
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turnover intention. The idea behind Voluntary turnover is often described with a link among
employee’s social, economic and psychological processes.

Turnover intention have numerous undesirable effects such as increasing cost of business
operations, recruitment and selection of fresh employees, transferring of organizational
knowledge and intellectual capital and above all damaging of organizational repute. The most
consequential factors with adverse effects on employee intention to quit the job are
encompassing from organizational commitment, job satisfaction with job security and stress.
Employee turnover is a serious concern for an organizational HRM due to their huge
investment on employee’s training, developing skills, compensation and career building
programs in achieving organizational objectives successively.

Turnover issues are the major concern of the call centers they are facing these days.
Previously many studies have explained numerous factors that played a vital role in
employees’ intention to quit their jobs. Like, Mobley observed the impact of job satisfaction
over employees quitting behavior. Similarly Mohammad et al., studied the relationship
between organizational commitment and turnover intention. Rehman et al.,also found the link
among employees’ job satisfaction, their commitment to immediate organization and quitting
intention.

Employees’ are needed to perform their work and job responsibilities in assistance with their
managers commendably and if their managers feel that they are performing poorly and
ineffectively then probably they would be come on probationary period and if managers
consider them that they are not performing up to the mark and sense them of going nowhere
in the organization and may quit because they know that they can’t stay there in future.
Organizational commitment (OC) has strong negative association with employees’ turnover
intention (TOI). Employees are less expected to quit who have higher degree of commitment
to their organization relatively to those who are less committed and most of the time remain
absent from their duties.

Ahmad et al., premeditated the influence of organizational commitment over employee

citizenship behavior and quitting intention of CSRs in Pakistan and a significant inverse
relationship has been found between OC and TOI which specifies that with the increase of
OC, TOI decreases. In their study they analyzed that OC has inverse effect on TOI which
entails that employees with higher degree of OC and are going to work in call centers having
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low quitting intentions. Their study also indicates that if organizational commitment is low
personnel may intend to quit their jobs. Lack of organizational commitment among
employees may hamper organizational productivity, efficiency and development which may
results in high turnover rate. There has been identified substantial association between
employee quitting intention and turnover (TOI) and their commitment towards organization
(OC). According to their study turnover intention (TOI) is significantly negatively linked
with organizational commitment (OC) which indicates that when employees’ are more
committed for their institute, the probability to leave their employment and the organization
reduces and they are more committed towards their job and less engaged in turnover
intention.

3 Methodology.
3.1 Recruitment & selection:
This is the process of attracting, selecting, and employing the best applicants for a
position within a company. It involves tasks like posting jobs, reviewing resumes,
conducting interviews, and choosing a winner. The organization will have the talent it
needs to accomplish its objectives if effective recruitment and selection are carried out.
Attracting candidates for Mobiserve's hiring process entails using a variety of
platforms, including professional networks like LinkedIn and Facebook and online job
boards. Their recruitment strategies are aligned with effective hiring practices, as they
prioritize internal hiring to capitalize on familiarity with company culture and policies.

3.2 Performance Management:

The process of creating goals, evaluating results, giving feedback, and either rewarding
or correcting employee performance is known as performance management. By
coordinating individual performance with organizational objectives, it seeks to increase
organizational effectiveness. Mobiserve places a strong emphasis on keeping talent by
providing opportunities for career advancement along with competitive pay and
benefits. This suggests a focus on growth initiatives and rewards-based performance
management.

3.3 Learning & Development:

The processes and programs intended to improve employees' abilities, competencies,
and knowledge are referred to as learning and development. It consists of mentoring,
workshops, training courses, and other chances for professional development. The
company demonstrates its commitment to learning and development initiatives by
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 investing in the professional development of its employees through professional
courses and qualification enhancement.

3.4 Compensation & Benefits:

This involves creating and managing the employee compensation and benefit plan. It
consists of pay, incentives, retirement plans, health insurance, and other benefits that
are provided to draw and keep talent. Recognizing the significance of pay and benefits
in employee retention, Mobiserve guarantees competitive pay and benefits to keep top
talent.
3.5 HR Management Skills:
HR professionals need a variety of competencies to manage people and processes
effectively, and these competencies are included in HR management skills. These
abilities include strategic planning, decision-making, leadership, communication, and
conflict resolution. The organization's methods for hiring, retaining employees, and
managing performance show strong HR management abilities in coordinating HR plans
with business objectives and workforce requirements.

3.6 Employees Relation:

The goal of employee relations is to keep employers and employees in good standing. It
entails handling complaints, settling disputes, encouraging a positive work atmosphere,
and motivating staff members. Good employee relations are fostered by Mobiserve's
emphasis on establishing a positive work environment through company culture events
and awards.

3.7 Business Performance:

The measurement of an organization's effectiveness in accomplishing its strategic
objectives and goals is known as business performance. HR is essential to enhancing
business performance because it coordinates HR initiatives with overarching
organizational goals. At Mobiserve, we want to improve business performance by
making the most of our human resources, which is why we place a high priority on
employee development and retention.

3.8 Culture & Diversity:

The goal of culture and diversity initiatives is to establish a welcoming workplace
where workers from different backgrounds are treated with respect and feel
appreciated. It entails encouraging diversity in the hiring process, cultivating an

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 inclusive culture, and putting anti-discrimination laws into place. The company's focus
on talent retention and establishing a positive work environment demonstrates its
dedication to promoting a diverse and welcoming work culture.

3.9 Conflict Management:

Workplace conflicts must be recognized, addressed, and resolved as part of the process
of conflict management. To preserve harmony in the workplace, it covers conflict
resolution, mediation, and negotiation strategies. Mobiserve's emphasis on handling
turnover and staff retention includes internal conflict resolution techniques.

3.10 Communication:
Building relationships, fostering collaboration, and disseminating information all depend
on effective communication in HR. To guarantee timely, clear, and transparent
communication within the company, HR professionals employ a variety of
communication methods and channels. Recruitment, performance management, and
employee relations all depend on effective communication channels. However,
Mobiserve's low employee turnover rate and sustained job satisfaction are a testament to
the company's use of particular communication tactics.

Figure 4

4 Data Interpretation.
The findings from the interview which we conducted from SNR. HR Specialist of Mobiserve
are as under:

4.1 Employee Profile and Services

 Clientele: Mobiserve provides OSS initially for Zong, Telenor, Huawei and Ufone showing
how it is one of the players in the telecommunication market of Pakistan.

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  Workforce Strength: In Pakistan, Mobiserve will be employing roughly 4500 people,
thereby this company is a major contributor towards employment statistics.

4.2 Performance Management

Using the Floyd model confirms the company’s Mobiserve use of a systematic approach to
the employee’s performance appraisals that is parallel to the practices provided by HR
department in the practical Pakistani companies.

4.3 Employee Retention Strategies

As Mobiserve emphasizes the multi-continuum attempt to retain both blue-collar and upper-
management, this shows the comprehensive strategy. Ultimately, HR Pakistan is anticipating
the trend towards employee retention in top organizations. The conspicuous retention rates of
blue-collar workers in Mobiserve might vindicate the manageable workloads and effective
communication channels that this population gets in contrast to the higher turnover that one
observes in this segment in most Pakistani industrial setting. The zero-base budgeting is the
budget process in which we take into account every, and any aspect of the organization and
budget it again. Organizations which implement this technique completely specify their
monetary requirements for various facets of the business.

4.4 Employee Benefits and Recognition

The Mobiserve's act of overtime payments and awards on some special days like Eid reveals
a concern for employees' well-being that the advanced Human Resources departments of
some progressive organizations in Pakistan have undergone the same kind of actions.

4.5 Training and Development

Mobiserve attaching a huge emphasis on the development of employee via training and
certification program complements the recent trend of employee development as enshrined in
the Pakistani HR industry. It also means that there is talent who can grow as technology
develop, thus keeping in pace with different procedures.

4.6 Recruitment Strategy

 Talent-Centric Approach: Likewise the Mobiserve’s criteria, which put forward
talent over rigid mandatory specifications, appeals to the innovation in recruitment
strategies of modern Pakistani Human Resource departments, where potential and
conformance are among the basic requirements.

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  Fresh Graduate Opportunities: By using probationary periods of newcomers at the
workplace, mainly that of fresh graduates, Mobiserve will be able to select and
develop the young talented individuals of the country.
 Experience over Education: That Mobiserve gives chance to skilled candidates
having low formal qualifications, without being ambiguous about the trend of giving
chances to the individuals who weight his expertise more, similar to an inclination in a
few Pakistani institutions is a clear transforming attitude towards the formalities and
to the trend of the giving chances to the individuals who weight his on-the-job
expertise more versus completion of educational formalities.

4.7 Diverse Work Culture

The different culture of Mobiserve build on the relationship between blue-collar and upper
management that may be caused by language barriers. This is vital for any negotiable
settlement and manifests as a pro of those organizations that have it as a priority less than
those with a less inclusive focus, respectively.

4.8 Legal and Conflict Management

 Employee Retention Focus: Mobiserve's focus on the reasons of employee departure
with the deliberate ambition of WRP runs with Pakistani HR policies, one of which is
a considerable reduction in involuntary turnover.
 Conflict Resolution Strategies: The approach of Mobiserve factory without any
division, being site managers acting as middle men, the mediator of general managers
for the selected group of upper management group, is an administrative system
adopted by many important Pakistani companies.

4.9 Growth and Development Opportunities

 Internal Promotion: Mobiserve offered samples of promising interns who ended up
managing the business, thereby offering internal growth chances. This is following
the employment of more career paths within Pakistani organizations towards
expatriates.
 Platform Utilization: A conventional way for HR in Pakistan to utilize LinkedIn and
Facebook for hiring is the act of availing social media as it's outreach to find
prospective candidates.

4.10 Compensation and Benefits

Mobiserve's attention to wage approach in accordance with market competition by offering
competitive salary scales to employees based on experience, commitment performance, and
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improvement is in synchronization with the current trends in the human resource
management of Pakistani organizations.

5 Recommendations.

6 Conclusion.

7 Glimpses:

Figure 5

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Figure 6

Figure 7

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 8 Reference.
 Janjua, B. H., & Gulzar, A. (2014). The impact of human resource practices on employee
commitment and employee retention in telecom sector of Pakistan: Exploring the mediating
role of employee loyalty. IOSR Journal of Business and Management, 16(1), 76-81.

 Haider, M., Rasli, A., Akhtar, C. S., Yusoff, R. B. M., Malik, O. M., Aamir, A., ... & Tariq, F.
(2015). The impact of human resource practices on employee retention in the telecom
sector. International Journal of Economics and Financial Issues, 5(1), 63-69.

 Muzammil, A. Z. S. I. T. Impact of Human Resource Management Practices on Employee

Retention in Telecom Sector of Pakistan.

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