A Report On

Analysis of Human Resource practices in GrameenPhone Ltd.

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Department of Marketing

Report Name: Analysis of Human Resource Practices in Grameenphone Ltd.

Course Name: Business Communication Subject Code: 123

SUBMITTED TO: Nusrat Jahan Lecturer Department of Marketing

SUBMITTED BY: Rangdhonu Semester: 2nd Session: 2011-2012

SUBMISSION DATE: 17/09/2012

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DEPARTMENT OF MARKETINGGroup name: RANGDHONU

Serial

no.

Member names Roll no.

1. Md. Mehedi Hasan (c) 368

2. Md. Mynul Hosen 346

3. Fazlay Rabbi 343

4. Md. Sohel Hossain 355

5. Jabed Alam Nayeem 352

6. Md. Sarowar Hossain 400

7. Mohona Iqbal 358

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LETTER OF TRANSMITTAL

17 September, 2012

Nusrat Jahan

Lecturer

Department of Marketing

University of Barisal, Barisal

Subject: Submission of a Report on “HR Practices in GrameenPhone Limited”.

Dear Madam,

This is our pleasure to accomplish the Project Work (HRM) and submit the report on “HR Practices in

Grameenphone limited.” Here is the report on “HR Practices in Grameenphone limited”. We have

prepared the report on the basis of the Study on Human Resource planning and personnel policies of

Grameenphone limited, a leading telecommunication company in Bangladesh.

This report is prepared from both primary and secondary data. Primary data was collected by questioning

the concerned people of the company during the period of the working hour; while secondary data was

collected from various printed documents like annual report etc. of the company. The main purpose of the

report is to provide an insight to Human Resource planning and personnel policies of Grameenphone

limited, a leading telecommunication company in Bangladesh.

We would like to express our gratitude to you for your tiresome effort for us which provided the

opportunity to complete this project.

Yours Sincerely,

Md. Mehedi Hasan

Md. Mynul Hosen

Md. Sarowar Hossain

Md. Fazlay Rabbi

Md. Sohel Hossain

Jabed Alam Nayeem

Mohona Iqbal

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CONTENTS

Executive Summary 7

Chapter 1

Introduction

1.1 Research Problem & Rational for Study 8

1.2 Scope of study 8

1.3 Objective of the study 9

1.4Sources of data 10

1.5 Methodology used for data collection 10

1.6 Limitations of the study 11

Chapter 2

Organizational Profile

2.1 Company information 12

2.2 Historical Background 12

2.3 Major products & services 15

2.4 Mission 16

2.5 Vision 16

2.6 Objective 17

2.7 Organizational Chart 18

Chapter 3

HRM Aspects of the Organization

3.1 Human Resources of the organization 19

3.2 HRM Practices of the organization 20

3.2.1Job Analysis 20

3.2.2 Human Resource Planning 21

3.2.3Recruitment & Selection 22

3.2.4Training & Development 22

3.2.5 Compensation 22

3.2.6 Performance appraisal 24

3.2.7 Employee Relation 24

3.2.8Employee Safety & health 25

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3.2.9Employee Motivation 26

Chapter 4

Recruitment & Selection

4.1 The job 28

4.2 Recruitment & Selection process of the job 28

4.2.1 Finding Vacant Positions 28

4.2.2 Attracting the Field 28

4.2.3 Short Listing 29

4.2.4Selection Test 29

4.2.5Employment Interview 29

4.2.6 Selection Decision 30

4.2.7 Job Offer 30

4.2.8Evaluation & Employment Contract 30

Chapter 5

Findings and Analysis

5.1 Findings and Analysis 31

Chapter 6

Conclusion, Recommendation, and Bibliography

6.1 Recommendations 32

6.2Conclusion 33

6.3Bibliography 34

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Executive Summary

Human Resource (HR) management is vital for the operation from the very beginning of a company of

large investments, as it is one of the most vital ingredients of the company’s existence and makes a mark

in the market. Grameenphone, as one of the largest company, has set a standard of HR management with

the modern knowledge and technologies for employees in a developing country like Bangladesh where

the practice is still antique and traditional in most companies.

This paper tries to look into the human resource practices of Grameenphone Ltd., a large sized company

of five thousand employees. Grameenphone Ltd. is a telecommunication company with the primary focus

on sales and customer development.

Therefore, for the effective conduct, the company has an effective human resource plan which reflects

strategies for recruitment and selection, training and development, and fair compensation for employees.

Grameenphone provides vast opportunities for growth by promoting employees basing on seniority and

performance. The company believes that people with potentials should be at the top rather than being

stuck at the bottom. It, however, arranges various training programs for the development and utilization

of its employees.

Grameenphone has a fair and transparent performance appraisal system which enables the employees to

participate in their own performance appraisal program and increase their productivity. It is very

important for the company as employees are promoted and remunerated basing on their performance. It

pays a fair compensation depending on their performance. The company also provides other incentives

out of compensation such as safety & health insurance, housing expense, festival bonus, and performance

related profit sharing, bonus and rewards, etc.

Grameenphone looks forward to maintaining a friendly relationship between its management and

employees. It looks into any problems of employees and solves them immediately.

The report also looks into the possible shortcomings in the way human resource policies are conducted at

Grameenphone Ltd. and appropriate recommendations are provided for improvement.

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Chapter – 1

1.1 Research Problem & Rationale for Study :

Over the years the human resource division and its operations were considered as staff operations. But

with the emergence of service industry, the importance of knowledgeable workers increased. These

knowledgeable workers are considered as assets to organizations. So acquisition, development, and

maintenance of knowledgeable workers in organizations have become critical and to so forth that the

importance of human resource division has increased. Even, these days some organizations consider their

HR division as a line division. The objective of this report is to study the HR practices of the

Grameenphone Ltd.

Human resource management always deals with the proper utilization of human resources of the

organization. We have studied many theoretical aspects in our classes. To get more knowledge about

actual conditions we needed to study in practical situation, which is conducted through project works. We

tried to find out the sectors, where human resources are largely involved. In Bangladesh, there are quite a

number of renowned telecommunication companies, among them Grameenphone is the pioneer and most

successful. That is why we have selected Grameenphone Ltd. for our study. We are covering the HR

policies and practices of Grameenphone Ltd. We have given the priority to Grameenphone Ltd. as most

of us are consumers of this company. We have also considered the significance of Grameenphone Ltd. in

the perspective of historical value, market position, diversity of the workforce and some other issues.

1.2 Scope of the Study:

The study has been conducted on ‘The Practice and Administration of Human Resource Management in

Grameenphone Ltd. to construct a critical analysis on Recruitment and Selection. It also includes the

Training, Compensation and Awards for employment perspective from a holistic point of view. This

Project report covers:

1. Literature Review – A brief review on the theories and principles of Grameenphone Ltd.

operating in Bangladesh.

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2. Description of Grameenphone Ltd. as a company – A description of the establishment of

Grameenphone Ltd. its mission, vision, goals, objectives, approaches, activities, area coverage,

administrative structure, legal entity and other information.

3. Various Employment Sectors and Services of Grameenphone Ltd. – The different types of

products and services offered by Grameenphone Ltd.

4. Human Resource planning of the organization – Overall description of HR planning system of the

company Grameenphone Ltd.

5. Process of Recruitment and Selection in the organization – By identifying a specific job the total

recruitment and selection process has been discussed with various issues.cv

6. Training and Development process of the organization – a brief discussion of the HR training and

development process and practices of the organization.

7. Performance Appraisals and promotions of the organization – A brief description of the

organization’s current practice in the sectors of performance appraisals and promotions.

8. A Summery of the Findings and Evaluation – A brief description of the findings and evaluation

of our study from a holistic point of view.

This is merely a descriptive report. Most of the data and information are collected through internet and

informal interviews with the respective employees.

1.3 Objectives of the Study:

The main purpose of the study is to compare the theoretical knowledge with practical scenario and at the

same time get an in-depth knowledge about Human Resource planning and personnel policies. In order to

serve this purpose, the following objectives have been satisfied:

To learn about the important environmental influences affecting Grameenphone Ltd.

To learn about the HR practices of Grameenphone Ltd.

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To learn about the Organizational Culture of Grameenphone Ltd.

To develop and recommend some implemental suggestive measures.

The Project Report is prepared on a real life study with the text perspective in a practical way.

1.4 Sources of Data:

All the required information was gathered from different sources through informal interviews, careful

observation, consultation of books, Grameenphone Ltd’s internal circulars, Grameenphone Ltd’s HR

manual and office records. For this purpose, some regional Executives (Admin) and employees have been

interviewed.

The major sources of information for study are as follows:

1. Secondary Data:

a) Reports and Documents of the Grameenphone Ltd. i.e. Annual Reports,

Brochures etc.

b) Internet.

c) Business and Trade Journals.

d) Newspapers and Magazines.

e) Others.

2. Primary Data:

a) Interview with the Grameenphone Ltd’s Employees and Personnel.

b) Observation.

1.5 Methodology used for the Data Collection:

1. Literature review – A wide range of literature was reviewed to gather necessary information about

the subject matters of this study. These literatures include the texts, profile, annual reports,

documentation, different Manuals etc.

2. Observation – A thorough and insightful observation was conducted on various Administrative,

Interventional and Marketing philosophies, approaches and practices to collect benchmark

information.

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3. Interview – Study and information gathering through interviewing employees and personnel

involved in the intervention the administration.

4. Field visits – Visit to the field level activities to generate vital information and enhance the study.

5. Discussion – Discussion with the staffs and other related persons to generate benchmark information

for the study as a comprising tool and also important instructions from the project supervisor.

1.6 Limitations of the Study:

The major limitation of this report is that no previous study is done before on Grameenphone Ltd.’s

overall HR practices. So no secondary study material was available. The study is heavily relied on

observational and informational method which has its own disadvantages and not a very effective method.

There is a particular department for HRM but they don’t share all things for their law. Although, the

administrative officers & HR officers gave some information about HR practices, employees were

reluctant to give information, as they are afraid that their corporations’ information might get leaked

outside. Some other limitations of the study are mentioned below -

1. Competitors’ information could not be gathered due to their privacy policy. That’s why;

competitive analysis could not be made.

2. The volume and magnitude of information collection is another limitation of this project. The

amount of information needed to conduct such type of assessment is vast, but that could not be

gathered. That’s why; the project might lack sufficient clarity and credibility.

3. The study area is a non-government organization so the collection of information is quite hard.

4. The organization is rigid to reveal the data associated with the employment policy and labor

relations.

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Chapter – 2

2.1 Company Introduction:Grameenphone Ltd. has stepped into its 15th year of operation, having completed its fourteenth year on

March 26, 2012.

It is the leading telecommunications service provider in the country with more than 36 million subscribers

as of December 2011.

Grameenphone has been recognized for building a quality network with the widest coverage across the

country while offering innovative products and services and committed after-sales services.

Grameenphone has always been a pioneer in introducing new products and services in the local market.

GP was the very first company to introduce GSM technology in Bangladesh when it launched its services

in March 1997.The technological know-how and managerial expertise of Telenor has been instrumental

in setting up such an international standard mobile phone operation in Bangladesh. Being one of the

pioneers in developing the GSM service in Europe, Telenor has been able to successfully transfer this

knowledge to the local employees over the years.

2.2 Historical Background:

November 28, 1996

Grameenphone was offered a cellular license in Bangladesh by the Ministry of Posts and

Telecommunications

March 26, 1997

Grameenphone launched its service on the Independence Day of Bangladesh

November 5, 2006

After almost 10 years of operation, Grameenphone has over 10 million subscribers

December, 2011

Grameenphone announces 36 million subscribers.

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Grameenphone is now the leading telecommunications service provider in the country with more than 36

million subscribers as of December 2011. Presently, there are about 87.887million mobile phone users in

the country, of which the largest number of people are subscribers of Grameenphone.

Starting its operations on March 26, 1997, the Independence Day of Bangladesh, Grameenphone has

come a long way. It is a public limited company, Telenor (55.8%), the largest telecommunications service

provider in Norway with mobile phone operations in 12 other countries, and Grameen Telecom

Corporation (34.2%), a non-profit sister concern of the internationally acclaimed micro-credit pioneer

Grameen Bank, while remaining 10% is publicly held.

Over the years, the company has so far invested more than BDT 17,465crore (USD 1.6 billion) to build

the network infrastructure since its inception in 1997. It has invested over BDT 373 crore during the first

quarter of 2012 alone. Grameenphone is also one the largest taxpayers in the country, having contributed

nearly BDT 25,638 crore in direct and indirect taxes to the Government Exchequer over the years since

its inception. Of this amount, over BDT 1,121 crore was paid in the first quarter of 2012 alone.

Since its inception in March 1997, Grameenphone has built the largest cellular network in the country

with over 13,000 base stations in more than 7000 locations. Presently, nearly 99 percent of the country's

population is within the coverage area of the Grameenphone network.

Grameenphone was also the first operator to introduce the pre-paid service in September 1999. It

established the first 24-hour Call Center, introduced value-added services such as VMS, SMS, fax and

data transmission services, international roaming service, WAP, SMS-based push-pull services, EDGE,

personal ring back tone and many other products and services.

The entire Grameenphone network is also EDGE/GPRS enabled, allowing access to high-speed Internet

and data services from anywhere within the coverage area. There are currently nearly 2.6 million

EDGE/GPRS users in the Grameenphone network.

Grameenphone nearly doubled its subscriber base during the initial years while the growth was much

faster during the later years. It ended the inaugural year with 18,000 customers, 30,000 by the end of

1998, 60,000 in 1999, 193,000 in 2000, 471,000 in 2001, 775,000 in 2002, 1.16 million in 2003, 11.3

million in 2006, 16.5 million in 2007, and 20million in 2008, and it ended in 2011 with 36 million

subscribers.

From the very beginning, Grameenphone placed emphasis on providing good after-sales services. In

recent years, the focus has been to provide after-sales within a short distance from where the customers

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live. There are now more than 1600 GP Service Desks across the country covering nearly all upazilas of

all districts. In addition, there are 94 Grameenphone Centers in all the divisional cities and they remain

open from 8am-8pm every day including all holidays.

GP has generated direct and indirect employment for a large number of people over the years. The

company presently has more than 5,000 full, part-time and contractual employees. Another 300,000

people are directly dependent on Grameenphone for their livelihood, working for the Grameenphone

dealers, retailers, scratch card outlets, suppliers, vendors, contractors and others.

In addition, the Village Phone Program, also started in 1997, provides a good income-earning opportunity

to more than 210,000, mostly women, Village Phone operators living in rural areas. The Village Phone

Program is a unique initiative to provide universal access to telecommunications service in remote, rural

areas. Administered by Grameen Telecom Corporation, it enables rural people who normally cannot

afford to own a telephone to avail the service while providing the VP operators an opportunity to earn a

living.

The Village Phone initiative was given the "GSM in the Community" award at the global GSM Congress

held in Cannes, France in February 2000. Grameenphone was also adjudged the Best Joint Venture

Enterprise of the Year at the Bangladesh Business Awards in 2002. Grameenphone was presented with

the GSM Association's Global Mobile Award for ‘Best use of Mobile for Social and Economic

Development' at the 3GSM World Congress held in Singapore, in October 2006, for its Community

Information Center (CIC) project, and for its HealthLine Service project at the 3GSM World Congress

held in Barcelona, Spain, in February 2007.

Grameenphone considers its employees to be one of its most important assets. GP has an extensive

employee benefit scheme in place including Gratuity, Provident Fund, Group Insurance, Family Health

Insurance, Transportation Facility, Day Care Centre, Children's Education Support, and Higher Education

Support for employees, in-house medical support and other initiatives.

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2.3 Major Products and Services:Grameenphone products:

1. Xplore (Post paid with PSTN connectivity)

2. SMILE M2M (prepaid with mobile to mobile connectivity)

3. SMILE PSTN, etc.

Services of GrameenPhone

Value Added Services

You can use your mobile phone for many other purposes than making voice calls. With Grameenphone’s

VAS, you can use your mobile phone to:

Send and receive text messages, picture messages, voice messages

Download ring tones, logos, wallpapers

Obtain news updates, cricket score updates

Browse the Internet and also send and receive e-mails

Transfer data and send fax

Participate in competitions and vote for your opinions

You will be able to use all these services whenever you need them, wherever you are. All you need is to

have a GP mobile phone to get these services.

Messaging Services

Information Alerts

Data Transfer

Fax

Entertainment Services

Browsing the Internet

Send and receive e-mails

Download Contents

Customize your handset

Vote your opinion

Payment Method

Complaint Management

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2.4 Mission Statement:We will lead the industry and exceed customer expectations by providing the best wireless services,

making life and business easier.

We’re here to help

2.5 Vision:

Make It Easy

We're practical. We don't over complicate things. Everything we produce should be easy to understand

and use. No waste. No jargon. Because we never forget we're trying to make customers' lives easier.

Keep Promises

Everything we set out to do should work, or if you don't get it, we're here to help. We're about delivery,

not over promising - actions not words.

Be Inspiring

We are creative. We strive to bring energy into the things we do. Everything we produce should look

good, modern and fresh. We are passionate about our business and customers.

Be Respectful

We acknowledge and respect local cultures. We do not impose one formula worldwide. We want to be a part of local communities wherever we operate. We believe loyalty has to be earned.

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2.6Goals & Objectives:

Goals & Objective2008-2010

Market leader with 60% revenue market share

Preferred communication service provider

Most efficient mobile operator in South Asia

Recognized as the best service organization in BangladeshThe preferred business partner

The preferred business partnerRecognized as the most important development partner in BD BangladeshBangladesh

Recognized as the most important development partner in BangladeshRecognized as the most socially responsible company

Recognized as the most socially responsible companyMost preferred employer

Most preferred employer

Recognized for having a great performance culture

The most attractive share at the stock exchange

EBITDA at 50%

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2.7 Organizational Chart:

Chart- Organizational Chart

Gramenphone has an organizational structure and the employees are arranged accordingly. This chart

is reflects the flexibility of the operating system and the activeness of it human resource department.

Employees are recruited, trained, and promoted following the requirement of various departments on

this chart. Actually, it is a graphical representation of the whole company.

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Chapter – 3

3.1 Human Resources of the Organization:

Grade Position Level Number1 Chairman Top 1

2 Vice Chairman Top 2

3 Managing Director Top 1

4 Executive Director Top 1

4 Director-Business

Promotion

Top 1

4 Director-Liaison Top 1

4 Director-Purchase &

Procurement

Top 1

4 Director-Finance Top 1

5 General Manager Mid 1

6 Manager Mid 15

6 Assistant

Manager/Supervisor

Mid 12

7 Sr. Executive Entry 18

8 Executive Entry 12

9 Jr. Executive Entry 15

10 Officer Entry 20

11 Peon/Guard Staff 10

Total 113

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3.2 HRM Practices of GrameenPhone Ltd:

3.2.1. Job Analysis:

Every management job is to have a stated purpose and a list of major responsibilities. These should be

clearly described and agreed between the incumbent and the superior.

The job is to be graded according to its nature and the level of responsibility it carries. Whenever any

significant change in the nature of responsibility takes places, the Job Description and specification

should be amended accordingly. In December every year the Job Description and job specification of all

management position in the Company is to be reviewed and updated at the time when Action Plan

meeting is held. In case the job content of any position is found to have changed significantly, a job

analysis exercise is to be undertaken with the help of HR Department, Head Office.

It is important that the incumbent is given full opportunity to participate freely in the preparation and

periodic revision of the Job Description. His/Her perception and understanding of what is expected of

him/her as the incumbent is most crucial for his/her success in the job.

The Job Analysis and Job design is prepared before the recruitment is done. The contract signed before

joining states the job description of the post the employee is joining. By setting the job description

clarifies the tasks he needs to carry on and benefits both the company and the employee himself.

3.2.2. Human Resource Planning:

Grameenphone Ltd provides ample opportunities for growth. Promotion is based both on seniority and

performance. The performance of each employee is reviewed every 6 months and the employee’s worth

in the company depends on that. The employee’s designation in the first two years is completely time

dependant. However, the employees at the same level can be paid more or less depending on his

performance. After the initial two years, the growth of the employee in the company is mostly dependant

on his performance. Grameenphone Ltd believes in performance rather than age. People with potential

should be at the top rather than being stuck at the bottom because of the lack of seniority. Grameenphone

Ltd thinks it is both fair and good for the company as a whole.

Grameenphone Ltd arranges various training programs in job related subjects for the development of its

employees. This is usually arranged when the employee is not involved in any active project. This helps

to utilise the free time and also comes in the best interest of the company and the employee.

Grameenphone Ltd also encourages its employees to appear in various professional certification exams,

which the company also pays for.

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The talent sourcing activities begin with effective human resource planning. This planning is aligned with

the business need forecast, overall organizational growth matrix, structure and direction and is done in

yearly basis.

R& EB (The Resourcing & employee branding) department coordinates and evaluates people planning

process that eventually approved by board considering the factors:-

Potential/ expected workload and expertise requirements.

Optimum and effective utilization of the HRM for the entire company, both current and future

requirements.

Possibilities for grater efficiency through reorganization and automation (use of tools & facilities)

and making necessary adjustment.

Employee turnover/employee mobility.

New business initiatives and project s that require new competence and additional resources.

Government legislation

Human resources planning, budgeting and necessary approvals should be taken in the beginning of the

year to ensure timely co-ordination and implementation.

3.2.3. Recruitment & Selection:

Recruitment:

The recruitment practice is done mainly on two standard procedure of recruitment. They usually carry out

in-house recruitment and/or post online job ad posting. They usually recruit fresh graduates and allow

them to grow in the company. Applications received are carefully filtered and usually call a handful of

candidates for the post.

The Selection Process:

The selection process has two steps – firstly there is a written test. Candidates are tested basically on job

related skills and their analytical ability along with some open ended questions relating to their

psychological behaviour. Selected candidates are called up for an interview within a week. The

candidates must appear in front of an interview panel usually consisting of four members: from the HR

department as overseen by the MD, Chairman, General Manager and Admin Managers. The candidates

are tested for their basic knowledge about the subject matter, their interpersonal and communication

skills, and their abilities to work in a team environment.

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Candidates after final selection are offered jobs along with the contract, which they need to sign before

joining the job.

3.2.4. Training & Development:

Training/Probationary Period:

Usually the first three months act as the probationary period for the fresh recruit. This also acts as the

training period for the employees. In these 3 months, the employees are usually not allowed to work in

any real life projects and based on the level of expertise they are induced to the real life projects. In these

3 months, the employees are tested indirectly and monitored and their calibre judged and hence the

management takes the decision of where to place them.

3.2.5. Compensation:

A job is classified according to the skills and experience required for satisfactory performance in the job,

the degree of problem-solving involved and the magnitude of the impact of a decision to be taken as an

incumbent in the job.

The classification is then linked to a salary grade through which a compensation package is made

available to the incumbent of a job.

Each job makes a contribution to the successful conduct of an activity, which in turn accrues certain

benefit to the company. The compensation package, which is an expense incurred by the company, is

linked to the benefit derived by the company from the job.

Each grade has a minimum level of compensation and a maximum. The minimum is related to the market

value of the job and is verified through the availability of suitable candidates who are prepared to join at

that level of compensation. The maximum of the grades is the maximum cost the company is prepared to

incur for the contribution received from the job.

1. The employee's performance appraisal will be made as usual.

2. Based on the appraisal, performance Bonus will be payable as usual.

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3. If the performance of the employee who has already reached the top of his grade is "Very Good"

or above he will get only one increment for the year. The year in which the performance rating is

below "Very Good" the employee will not get any increment. In this manner the employee will be

able to go up to 4 steps in Basic Salary beyond his grade maximum and thereafter the basic salary

will not increase any further. The allowances that are linked with basic salary will proportionately

increase. The allowances that are not calculated as a percentage of the Basic Salary will be paid at

the level of the grade maximum.

4. If an employee has not reached the top of his grade yet but his normal increment, according to his

performance rating, will take him beyond his grade maximum, he will be able to reach only one

increment beyond his grade maximum that year. From next year clause 3 will apply.

It is hoped that employees who get stuck at the top of their grades will seek advice and guidance from

General Manager, Corporate Services about how to prepare themselves for higher grades.

Festival Bonus:

The company started payment of Festival Bonus to the Management Staff from the year 2000.There will

be disbursement of an amount equal to one month’s Basic Salary of the employee on two designated

festivals. Management Staffs those are in the employment of the Company for at least three months after

their confirmation on the date of the festival will be eligible for the Festival Bonus.

The major festivals recognized are the following:

1. Eid-ul-Fitr

2. Eid-ul-Azha

3. Durga Puja

4. Christmas

5. Buddha Purnima

All employees of the Company, irrespective of their religion, will draw one Festival Bonus during the

time of Eid-ul-Fitr.

The other Festival Bonus will be given to the Muslim employees during the time of Eid-ul-Azha.

Employees other than Muslim will receive the other bonus according to their festival mentioned above.

Festival Bonus will be disbursed in cash and will be paid two weeks prior to the festival date.

3.2.6. Employee Relations:

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The environment at Grameenphone Ltd. is extremely friendly. This is very important for a

telecommunication firm because most of the work is done in teams. However, if some kind of conflict

occurs among employees, the Line Manager usually solves the issue.

3.2.7. Performance Appraisal:

The performance of each employee is closely monitored by their immediate managers. If the broad

objectives of the job are clearly understood by the Appraiser and the Appraised and the Action Plan along

with the criterion of assessment is clearly agreed between them, appraisal should be a relatively easy task.

If both parties are realistic, pragmatic, fair and objective in their evaluation of performance, there should

be very little variation in their scoring and completion of the Performance Appraisal Form.

The Appraised has to dispassionately analyze his/her performance and fill in the form with an attitude of

trust and fairness in the judgment of the superior.

In rating the overall performance, the Action Plan achievements will have 50% weight. The quality of

performance in accomplishing the overall objectives of the job will have the other 50% weight. The rating

for overall performance will therefore have equal emphasis between specific tasks and the general

objectives of the job. Management Staff Performance Appraisal Form will be provided in duplicate by the

Appraiser to the Appraised. The Appraised will fill in the requisite places on the form and return one copy

to the Appraiser.

The Appraiser will first complete his part of the form and then fix a date for Appraisal Interview. The

interview should be held in a relaxed and congenial atmosphere and the entries on the form should be

gone through together item by item. There will not be difference in perception of achievement and of

performance on the job but the differences should be discussed in a constructive manner so that any

misunderstanding is removed and the gap in perception is narrowed down. The Appraiser will have the

right to modify his remarks or to change his rating in the light of the Appraisal Interview but his original

remarks and rating must remain legible.

The Appraiser will then pass on the form to his superior who, if necessary, will revert back or send the

form to the General Manager, Corporate Services at Head Office for review by the Managing Director

and consolidation.

It is to be borne in mind by the Appraised that the ability to judge his/her own performance fairly and

dispassionately, both with regard to the Action Plan as well as the overall performance, will be considered

as a good managerial quality called objectivity.

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The Appraiser, on the other hand, must make a realistic comparison between standards agreed and those

achieved; and keep in view unanticipated constraints which could not have been overcome through other

initiatives or innovative actions.

Needless to emphasis that rating of overall performance is not an exercise in numbers, the external and

internal environment in which the job was performed and the threats and opportunities that were

encountered are taken into account while determining the score.

Above all, while judging the overall performance both parties must keep in view the performance during

the whole year and guard against the fact that recent issues and events may unduly influence their

judgment.

The Appraisal Rating determines the quantum of Performance Bonus the Appraised will get and the level

of Annual Increment of basic salary that will be applicable at the time of salary review in the following

July.

3.2.8. Employee Safety & health:

For employee safety and health the company give medical Benefit for All Permanent Staff:

1. In case of hospitalization of the staff, spouse or any dependant child, in any recognized hospital

or clinic, the Company will reimburse 50% of the hospitalization charges, which will include

bed/cabin rent, doctor’s fees and laboratory tests & medicine required during the period of

hospitalization. All other charges will be borne by the staff.

2. In case of surgery, the Company will reimburse 75% of the total operation charges comprising of

surgeons fee, anesthetist’s fee & O.T. charges and cost of medicine related to the surgery.

3. Prior approval from the Head of the Business is necessary before hospitalization or surgery. The

name of the patient and the name of the hospital/clinic need to be stated while taking the

approval.

4. Department Heads will approve advance against surgery for staff on a case-to-case basis.

5. Expenses for Delivery under Caesarean Section will be reimbursed as per clause 2.

Reimbursement of more than two children will not be allowed.

These rules will be subject to modification from time to time at the discretion of the Company.

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3.2.9. Employee Motivation:

Profit Sharing:

The most significant employee benefit offered by Grameenphone Ltd is Profit Sharing. The profit sharing

takes place once a year: July. Only the senior employees who are around two or more years get 20% share

of the profit earned. Out of this 20% profit, 75% is distributed in terms of seniority and designation and

the rest 25% is distributed on performance in that period.

Performance Bonuses:

Performance bonuses are given on the basis of performance in a given year. This happens after the yearly

appraisal. The reviewer (usually the immediate boss) notes down the performance of the employee on a

given set of characteristics and sends it to the MD. The MD then takes the decision on the performance

bonus. However, all decisions regarding performance bonuses by the MD needs to be approved by the

Board of Governors.

Rewards:

This reward system does not have any fixed criteria. This is basically an additional reward system, which

provides financial incentives to employees for extraordinary performance in any area of their job.

Services Benefits:

Soft Option has a number of service benefits which is typically not found in other companies. Among the

benefits are:

- Flexible working hour: one can start their office at 8am in the morning and leave by

4pm.

- provide transport or transport bills while attending a client meeting

- Provide lunch from the office which is prepared in the office.

- have provision for the employees to participate in different training program and as

well fund any professional certification exam from IBM, Sun, Microsoft, Oracle, etc

at company’s own cost.

Yearly Picnic/Tours:

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Grameenphone Ltd bears the expense of one tour/picnic per year for each employee. The company covers

all transport, hotel and food expenses. This usually refreshes the employees a lot and makes room for

them to interact and know each other better.

Chapter - 4

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4.1 The Job:The job that is clarified is Officer (Research & Analysis).

KNOWLEDGE, SKILLS, AND ABILITIES REQUIREMENTS:      Experience in market research tools and techniques Excellent command on English speaking and writing skills Excellent analytical and independent problem solving skills Excellent communication skill and interpersonal sensitivity Goal orientated, energetic, and team playing ability Highly adept in MS-office Applications

Basic SQL knowledge will be an added advantage.

4.2 Recruitment and Selection process for the position of Marketing Manager:

To recruit a new officer (Research & Analysis), the company follows the following steps:

4.2.1 Finding out the vacant position:

This is done by the job analysis of that position. Moreover as business is growing and

diversifying in different fields the company needs more Research & Analysis to handle the

responsibilities of different fields. This has been identified through job analysis at the

moment the Company is recruiting new employees by Research and Analysis officers. Every

year the company analyzes the positions of the company and figures out the possible

employee needs. It also maintain human inventory.

4.2.2 Attracting the field:

To attract the prospective candidates for the position company will advertise through the

following sources:

Online job advertisement in different job searching websites like bdjobs, prothomalo jobs,

jobsa1, including and company’s own websites.

Newspaper adds in leading national and local daily newspapers like prothom alo/daily star

etc.

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A notice will be hung in the company notice board in the company premises.

Company will bear the cost to attract the candidates that’s why candidates don’t have to pay

anything for making an application.

4.2.3 Short listing:

Candidates are short listed by scrutinizing the application forms that are received from the

different candidates. There will be some basic criteria’s to short list the candidates. For

instances: The candidate must be a marketing graduate and he must be computer literate and

of course should match experience criteria. If any candidate does not fulfill any of the above

criteria will not be short listed. Candidates who are short listed must fulfill all three criteria.

On the basis of best match 50% of the applied candidates will be short listed.

4.2.4 Selection test:

The short listed candidates will be called for a selection test. The test will contain 50 marks.

The selection test will divide into two parts. First part is for testing basic marketing concepts

and knowledge (out of 40); while another one will evaluate candidates’ computer literacy (out

of 10). For this test each candidate has to perform some tasks practically sitting using

computer within a time frame. At a ratio 5:3(attendees: passed) the top scorers will be asked

for employment interview.

4.2.5 Employment interview:

Candidates who score the highest in the selection test will be selected and called for a formal

interview. Each candidate will be given a similar kind of situation where they have to make

decision and prove their ability to handle the situation. During that process the candidates

will be tested for the following competencies:

1. Customers services

2. Team work

3. Flexibility

4. Achievement

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5. Communication skill

4.2.6 Selection decision:

On the basis of the performance in written test and interview at least 5 candidates will be

selected chronologically starting from the highest scorers. The company will have provision

for another 3 candidates in case if any selected candidates do not accept offer.

4.2.7 Job Offer:

Top two candidates will get our formal appointment letter by currier. In the appointment

letter the basic terms of the employment, policies, compensation and other benefits will be

briefly mentioned.

4.2.8 Evaluation & Employment Contract:

Those who will accept their job offer will be given the final contract letter after successful

completion of their six months probationary period. Each employee will have a line manager

to whom they will report. After six months every line manager will sit with higher

management to do the formal evaluation of each candidate. Then the successful candidates

will be given the permanent employment contract letter. After signing this letter the employee

will become a full time permanent staff member of the organization.

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Chapter - 5

5.1 Findings and Analysis:

1. Comprehensiveness of the HR Strategies and Policies:

From the study, we have found out that, the HR policies and strategies are comprehensive enough to

manage the workforce of the company. The policies are well defined and widely explained to ensure an

all encompassing HR management.

2. Access of the employees to HR Strategies and Policies:

The HR policies and strategies are disclosed to the full among the employees and management body for

better understanding and practice. The employees have sufficient access to them in case of any need felt.

3. HR Strategies and Policies in practice:

My working experience with Grameenphone Ltd. shows that, the HR manual of the company is practiced

in full and without any bias and deviation. The policies are also helping the company to get a better

managed working environment.

4. Acceptance among the employees:

The employees of Grameenphone Ltd. are satisfied with the HR policy as they are fully disclosed and

neutrally practiced. The policy’s comprehensiveness and implementation procedure are working as a

moral support in this regard.

5. HR Strategies and Policies and human rights issues:

From our study, we have found out that, the HR policies and strategies are conforming the ILO standards

for the employees. The policy also follows the rules and regulations of the Ministry of Labor and Human

Resource of the Govt. of Bangladesh.

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Chapter - 6

6.1 Recommendations: Introduction of an ‘Employee Welfare Association’:

In many cases, the need for an employee welfare association is felt. This association can take different

constructive efforts for the welfare and benefits of the employees in an organized way. Despite

continuous criticism for the ‘Labor Unions’ for their misleaded activities, the need of this kind of

association still remains indispensable.

Creation of an ‘Employee Welfare Fund’:

An employee welfare fund can be created from the contribution of the employees and donations from the

owners and outside sources. This fund would be very handful in time of any emergency of the workers.

Such fund can be centrally managed for fair practice.

Training and Development issue:

More intensive training program should be introduced to increase the employee performance to the

optimum level. The HR policy could include certain provisions regarding to a routinized and modern

training.

HR counseling cell:

An HR counseling cell can be established by the HRD to provide counseling and information to the

employees regarding to HR issues. This will certainly increase the motivation and confidence level of the

employees.

Continuous modernization and revision:

Modernization and revision of the HR policies and strategies are indispensable for any organization as the

world is getting more diversified day by day. The HRD of GRAMEENPHONE limited. should

continuously monitor the changes happening around and adjust the policies to mach the changed scenario.

6.2 Conclusion:

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Ensuring management or proper utilization of resources is prerequisite for achieving the organizational

objectives because resources are limited and the proper exploitation of the available resources can help to

achieve the top position. In the competitive situation resources are very much vital because that can

provide competitive edge to the companies. The spontaneous participation of human resource is very

essential for increasing the performance. The owner, authority, and stakeholders should remember that

neglecting the human resources in the work place a sustainable development is not possible. They should

not refute the significant roles of Human Resources rather they have to generate an idea among the human

resources that they are important part of the organization by providing reasonable wages/salary,

incentives, compensation, training and development program, as well as creating morale and maintaining

a good relationship with them.

6.3 Bibliography:

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1. http://www.grameenphone.com/about-us

2. http://investor-relations.grameenphone.com/IRPortal/Admin/PageDetails/?id=14

3. http://prothomalo.com/artman/publish/cat_index_8.shtml

4. Annual Report 2006-07, Grameenphone Ltd.