Human Resource Management B07311

Human Resource
Management
Assignment No: 1

Name: Shoaib Rehman

ID: B07311

HR Strategy

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Human Resource Management B07311

MISSION AND VISION STATEMENT

TELENOR PAKISTAN

Vision Statement

We’re here to Help

We exist to help our customers get the full benefit of communications services in their daily lives.

Mission Statement
To be a customer focused and provide the best in quality network and seek competitive advantage in telecom
business through state of the art technology by building trusted relationship with customer, owners, employee
and society.

HR STRATEGY – Telenor Pakistan Human Resource

Note: In Telenor Pakistan HR department is called as a Human Capital Division.

All the operations to take place and providing the best quality to its subscriber would not have possible
without competent and committed employees. Telenor is offering exciting and challenging jobs with
competitive pays, and excellent benefits and exceptional advancement opportunities. They consider their
employee as the assets of the company and are providing them with relaxed and professional working
environment

Telenor Pakistan Human capital division is not hiring competent workforce but they are also developing the
employees through trainings and further educational programs, which ensures the high professional standard
among their employees. Telenor believe that a talented and loyal workforce plays a crucial role in the
organization’s ongoing business success.

Human Resources Department at any organization is a crucial and indispensable part of the operational
Strategy. It can directly affect the results of the organization, and make a very important difference between
the success and failure of any organizational strategy or goal, both in the long and well as short term.

General Human Resource Strategy

 Practices to Attract, Motivate and Retain employees to achieve goals

 Strategic Integration, Employee Commitment, Workforce Flexibility

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TELENOR PAKISTAN HUMAN CAPITAL DIVISION

Telenor Pakistan's Human Capital Division (HCD) strategy is to reshape and reposition the company as a
leader in mobile telecommunications, financial services and media. Their aim is to

 The Number 1 employer

 The Number 1 mobile operator

The Human Capital Division, is Telenor Pakistan's most important asset, comprises of the following areas:
People Excellence, Business Process Improvement, Organizational Support Services, and Safety
and Security.

PEOPLE EXCELLENCE

The PE Team works in the following major areas:

 Recruitment
 HR Operations
 Organizational Development
 Health Care Services

The first area focuses on the most effective ways to attract and recruit high-performance candidates to the
business.
The second area is responsible for human capital retention, compensation & benefits, and HR administration.
The third works towards ongoing development of all employees.
The fourth works towards providing all types of health related services to TP employees as well as promoting
employee well-being and safe work practices.

TELENOR HCD STRATEGY

 Inspiring and motivating its people.

 Developing its people to strive for higher standards.
 Driving an open minded and enterprising corporate culture where people through leadership at all
levels dare to dream, dare to try, dare to fail and dare to succeed.
 Attracting and recruiting the best talent

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Human Capital Division is putting its efforts towards nurturing a winning corporate culture and building
organizational capabilities by ensuring that its people at all levels are both able and willing to perform at
consistently exceptional levels. At Telenor the people have been empowered to a large degree by minimizing
out dated rules regulations and plan to further eliminate the bureaucratic barriers to capitalize on their
ingenuity and talent.
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 Telenor. There is a whole
process behind this.

The top team continues to play its role in providing the guidance and support to people at all levels. The HCD
function ensures that it leads the transformational change by nurturing a climate, which would help in
converting the huge potential at disposal of the company into world-class performance.

The active and effective role played by HR in people development at different levels organizational,
departmental and individual is considered in Telenor to be one of the most critical factors leading to the
development of a winning corporate culture.

HR PRACTICES AT TELENOR

Following are the HCD practices in Telenor.

 Planning
 Recruitment & Selection
 Training & Development
 Performance Appraisal System
 Occupational Health and Safety measures
 Career Planning and Development
 Employee Relations

PLANNING

After the emergence of new telecom companies, market has become much more competitive and employees
are less loyal to the company. Whenever they get any opportunity better than the existing job, they just opt
for that. Which is there right, however Telenor is aware of this fact and that’s why they do not have any

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formal strategy for succession planning. When they entered into the market they used to have strategy
regarding this matter.

RECRUITMENT AND SELECTION

INTERNAL RECRUITMENT
Telenor HCD prefer the employee to be recruited from within the company (if potential candidate is available)
otherwise they opted the alternative method for hiring. Internal recruitment is based on hiring people from
within the organization for the position to be vacant.

EXTERNAL RECRUITMENT
Telenor is providing opportunities to their target market i.e. candidates to benefit Telenor with their capabilities
and skills. There is a recruitment process of Telenor through which they hire their employees. But before
recruitment process there is a lot more. Attracting competent employee towards Telenor is one of the key
objectives. Advertising the equity of brand for the external block of candidates requires various steps to market
their human resource.

TRAINING
Training is a planned effort by a company to facilitate employees learning of job-related competencies. These
competencies include knowledge, skills or behaviors that are critical for the successful job performance.

At Telenor, there is a continuous assessment of the technical and managerial skills. For the further
enhancement of these skills formal training programmes offered at all levels. The employees are provided with
opportunities to put these skills into practice, in preparation for the move to a managerial role.

Training is viewed at Telenor as a way of creating intellectual capital. Employees are expected to acquire new
skills and knowledge, apply them on job and share this information with other employees. The training is cross-
functional for sharing of skills.

TRAINING METHODS

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 On Job Training
 Special Training Sessions/Technical Training
 Team Building
 Refresher Courses

On a general basis the training done in Telenor 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.

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 Telenor are also included with this along with

 Customer Services training

 Sales related training

 Marketing and technology training

 Product training

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

PERFORMANCE APPRAISAL

Reviewing performance and taking positive steps to develop employees further is a key function of Human
Capital Division and is a major component in ensuring the success of the company through effective employee
performance.

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A review is about ensuring people know what levels of performance are expected of them and then taking
action to ensure they are trained and developed to perform effectively.

OBJECTIVES OF PERFORMANCE APPRAISALS

 To measure the work performance

 To motivate and assist employees in improving their performance

 Professional/Personal Goals

 To identify employees with high potentials for advancements

 To identify employees training and development needs

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

APPRAISAL POLICY

The intent of these appraisals is to review current job performance and responsibilities, set goals and discuss
further opportunities with reference to past performance at Telenor.

PERFORMANCE REVIEW

At Telenor a review is intended to be an open and frank discussion between an employee and their Team
Leader/Manager.

Generally there are two elements: first is the element in which discussion takes place over the strengths and
areas which need to be developed as displayed by the job holder over the past 12 months. The performance is
of course judged comparing the performance against the core indicators of Job.

The second element is concerned with discussing the training needs/inputs activities that are considered to be
appropriate to help the jobholder overcome some of development areas discussed in the review and also those

activities that are deemed appropriate to build upon their current strengths .

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CAREER PLANNING & DEVELOPMENT

Telenor 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.

EMPLOYEE RELATIONS:

It is the company policy to ensure that the required standards of performance and conduct are maintained.
The disciplinary procedure is intended only as a statement of Company policy and management guidelines. It
does not form part of the contract of employment or otherwise have contractual effect.