Report onHuman Resource Management

Practices of’Banglalink Customer Care’

Course Title: Human Resource ManagementCourse Code: HRM- 340Submitted to: Ayesha Tabassum Lecturer Faculty of Business Administration

Submission Date: 17th January 2009

Letter of transmittal

January 17, 2009

Ayesha Tabassum

Course instructor

Human Resource Management (HRM-340)

Faculty of Business Administration

Eastern University

Dhanmondi, Dhaka-1205.

Dear Madam,

We have a great pleasure to submit this report on ‘Human Resource Practices’ of

‘Banglalink Customer Care’. You assigned us to prepare this report as a part of Human

Resource Management course (HRM-340) requirement. While preparing this report we

have tried to follow your instruction given in the class.

We hope that this report despite its lack of information will be a gateway to understand

‘The Human Resource Practices’ of ‘Banglalink Customer care’. We really enjoyed

doing such an informative report. If you have further quires regarding this report, we

gladly remain stand by whenever you ask for it.

Sincerely yours,

------------------ --------------------Jahidul Karim Nazrul Islam (071200092) (071200088)

-------------------------- --------------------- Mostafizur Rahman (071200048)

-------------------------- Nazmul Hossain (071200149)

Letter of Authorization

January 17, 2009

Ayesha Tabassum

Course Instructor

Human Resource Management (HRM-340)

Faculty of Business Administration

Eastern University

Subject: Declaration regarding the validity of the Report.

Dear Madam,

This is our truth declaration that the “Term Paper” We have prepared is not a copy of any

report previously made by any other student.

We also express our honest confirmation in support of the fact that the said “Term Paper”

has neither been used before to fulfill any other course related purposes nor it will be

submitted to any other person or authority in future.

Sincerely Yours,

Acknowledgement

Making a report is such a thing of pleasure. But doing this is also a tough thing. With the

help of some people we finally were able to finish the task that was assigned to us by the

course instructor Ayesha Tabassum. While doing this report we faced some problems and

with the help of those people we overcame those problems. For that, we are really

grateful to some guys. And we want to acknowledge our gratitude to them.

First of all, we would like to thank the almighty Allah who has given us the required

knowledge and the power to finish this report. Then we would like to thank the course

instructor of HRM-340(Human Resource Management) Ayesha Tabassum who assigned

us such an interesting task to do. We are also very grateful to her because she followed us

to the right way to complete a difficult task. Her assistance was remarkable and very

fruitful for us. She provided sufficient information when needed.

.

We would like to acknowledge General Manager of Quality Assurance Unit of Dhaka

Customer Care Center Mr. Mojibur Rahman and other employees for their sincere

cooperation while preparing this report.

Some friends contributed with ideas and suggestions that enhanced this report. We would

like to thank the people who provided discerning comments and suggestion.

Finally, we owe a debt to some people who helped us to finish the report. In short, we

hope the dedication of this report to them can acknowledge and offset the sacrifice they

have had to make.

All the group members were really co-operative. They did their work very comfortably.

Part PageExecutive Summary VI

1. Introduction

1.1 Origin of the Report1.2 Objectives1.3 Methodology

1.3.1 Research Approach1.3.2 Sample Design1.3.3 Fieldwork1.3.4 Data Sources1.3.5 Data Collection Instruments1.3.6 Data Analysis and Organization

1.4 Scope1.5 Limitations1.6 Definitions

2. Background of the Research3. Data Analysis

3.13.23.33.43.53.63.73.83.93.10

4. Conclusions5. Recommendations

BibliographyAppendix

Executive Summery

This report is the part of Human Resource Management course requirement. The

objective of the report is giving an overall idea about the Human Resource process of

Banglalink

In this report we have shown the background of Banglalink. Then we have shown the

company profile at a glance. And finally we have discussed about the Human Resource

Process of Banglalink Customer Care. We have tried to explain this system step by step.

From overall analysis we have see that Banglalink is very much careful about this Human

Resource Process.

CHAPTER-I

Introduction to the

Report

Making a Difference

1.0 Introduction

1.1 Origin of the report

The course instruction Human Resource Management (HRM-340) Ayesha Tabassum

authorized the task of writing this report to a group of four members. The topic was

selected by the group with the consent of the instructor. The Date of Submission of

this report is on January 17, 2009.

1.2 Purpose

This report is the requirement of Human Resource Management Course (HRM-340).

The purpose of this report is given an overall idea about the Human Resource Process

of Banglalink Customer Care.

1.3 Objective of the report

To fulfill academic requirement

To gain practical knowledge of HR practices

To compare Banglalink Customer Care with other companies

To identify and analyze the SWOT analysis of B.C.C

To evaluate the growth and impact of HR practices in B.C.C.

To recommend ways or steps to solve problems regarding HR practices

1.4 Scope of the Study

We have got the scope of prepared these kinds of report for our course instructor

Ayesha Tabassum. There we have collected information from website from the

Company and also form the Dhaka C.C.C

1.5 Methodology

We have followed the methods of report writing and collect various information for

competition this report properly. Both primary and secondary source were involved to

develop this report. There we have tried to use details and important information on

this report.

1.6 Report Preview

In this report at first we have given the company profile, Customer Care information.

Then we have discussed the Human Resource Process followed by Banglalink

Customer Crae & the impact of the present HR practices on the Banglalink Customer

Care.

1.7 Source of Information

Banglalink is the 2nd largest telecommunication company of Bangladesh. So data

collection is very difficult. We have visited the Dhaka C.C.C. and discuss with their

General Manager of Quality assurance Unit & other employees. They gave us lot of

information about this organization.

The secondary sources require:

1. Website.

2. Related books about report writing.

1.8 Historical Background

Banglalink is the second largest cellular service provider in Bangladesh. As of August,

2008, banglalink has a subscriber base of more than 10 million. It is a wholly owned

subsidiary of Orascom Telecom.

Banglalink had 1.03 million connections until December, 2005. The number of

banglalink users increased by more than 253 per cent and stood at 3.64 million at the end

of 2006, making it the fastest growing operator in the world of that year.

In August, 2006, Banglalink became the first company to provide free incoming calls

from BTTB for both postpaid and prepaid connections.

1.9 Limitation

The limitation of the study is given below:

1. The first limitation is time. There was so short time for research this kind of report

2. Banglalink is very much reputed company. So they are very much compact and

concern to reveal about their information.

CHAPTER-II

Organization Overview

Making a Difference

Company Profile

Orascom Telecom Bangladesh Limited

Type Subsidiary

Founded 1999

Headquarters

Tiger House,

House # House # SW(H)04,

, Gulshan Avenue

Gulshan Model Town,

Dhaka, Bangladesh

Area served 61 districts and 486 thanas

Key people Rashid Khan, CEO

Industry Telecommunication

Products Telephony, GPRS

Revenue US $ 26.3 million

Parent Orascom Telecom

Website www.banglalinkgsm.com

ABOUT THE BANGLALINK

Banglalink is the second largest cellular service provider in Bangladesh. As of August,

2008, Banglalink has a subscriber base of more than 10 million. It is a wholly owned

subsidiary of Orascom Telecom.

Banglalink had 1.03 million connections until December, 2005. The number of

Banglalink users increased by more than 253 per cent and stood at 3.64 million at the end

of 2006, making it the fastest growing operator in the world of that year.

In August, 2006, Banglalink became the first company to provide free incoming calls

from BTTB for both postpaid and prepaid connections.

History

Sheba Telecom (Pvt.) Ltd. was granted license in 1989 to operate in the rural areas of 199

upazilas and later they were also allowed to extend to cellular mobile radio-telephone

services.

In July, 2004, it was reported that Orascom Telecom is set to purchase through a hush-

hush deal the Malaysian stakes in Sheba Telecom, as it had failed to tap the business

potentials in Bangladesh mainly due to a chronic feud between its Malaysian and

Bangladeshi partners. An agreement was reached with Orascom worth $25 million was

finalized in secret. The pact has been kept secret for legal reasons, considering financial

fallout and because of the feud.

The main reason for the undercover dealing was because the existing joint venture

agreement between the Bangladeshi and the Malaysian partners dictates that if any party

sells its Sheba shares, the other party will enjoy the first right to buy that.

Integrated Services Ltd (ISL), the Bangladeshi partner, was being 'officially' shown as

purchasing the shares held by Technology Resources Industries (TRI) of Malaysia for

$15 million. ISL then paid another $10 million to Standard Chartered Bank to settle

Sheba's liabilities. Sheba had a base 59,000 users, of whom 49,000 were regular when it

was sold.

In September, 2004, Orascom Telecom Holdings purchased 100% of the shares of Sheba

Telecom (Pvt.) Limited (“Sheba”). It was acquired for US$ 60 million and re-branded

and launched its services under “Banglalink” in February, 2005. Banglalink’s license is a

nationwide 15-year GSM license and will expire in November, 2011.

In March, 2008, Sheba Telecom (Pvt.) Limited changed its name as Orascom Telecom

Bangladesh Limited, matching its parent company name.

Vision of Banglalink

"Banglalink understands people's needs best and will create and deliver appropriate

communication services to improve people's life and make it easier".

Mission of the Banglalink

To deliver optimum value to

• Customers

• Employees

• Shareholders and the Nation

• Attract and retain quality human resource

• Firm commitment to the society and the growth of national economy while ensuring

good Corporate Governance

Objective of Banglalink

To earn customer satisfaction through diversified telecommunication activities and

introduction of innovative ideas.

Efforts of Banglalink

To achieve the goal through fully motivated, committed and dedicated work force.

Committed to the client

Respond to the customer needs with speed and accuracy

Share their values and beliefs

Grow as our customer grow

Offer first rated solutions of client problems and issues

Provide product and service at competitive pricing

Create life long relationship based on mutual trust and respect

Provide service with high degree of professionalism and use of most modern

technology

Value of Banglalink

Banglalink aims to understand peoples' needs best and develop appropriate

communication services to improve peoples' life and make it simple.

To ensure their vision is achieved, they have set their selves a few values, they want to

be:

Customer focus

Integrity quality

Team work

Respect for the individual

Responsible Citizenship

Straight Forward

Reliable

Innovative

Passionate

Core objective of Banglalink

Banglalink believe in its uncompromising committed to fulfill its customer need and

satisfaction and to become their first choice in telecommunication. Taking cue from its

pool of esteemed clientele, Banglalink intend to pave the way for a new era in

telecommunicating that upholds and epitomizes its vaunted marquees “You First”You First”

Making a Difference

When Banglalink entered the Bangladesh telecom industry in February 2005, the scenario

changed overnight with mobile telephony becoming an extremely useful and affordable

communication tool for people across all segments.

Within one year of operation, Banglalink became the fastest growing mobile operator of

the country with a growth rate of 257%. This milestone was achieved with innovative and

attractive products and services targeting the different market segments; aggressive

improvement of network quality and dedicated customer care; and effective

communication that emotionally connected customers with Banglalink.

Banglalink Coverage Map

Level of Competition:

The level of competition of the Banglalink is very high. We can divided the competitors

in to two categories:

Close Competitors:

- Grameen Phone

- Warid

- Aktel

- Teletalk

- Citycell

Distance Competitors:

- RanksTel

- Dhaka Phone

- People’s Telecom

Banglalink Customer Care

Banglalink Customer Care (Customer Care -8, Banglalink point-95, Banglalink

Service Point-500), the concern of Orascom Telecom have the following

divisions-

Care Line (CL)

Call Center (CC)

Investigation Regulation Unit (IRU)

Information Technological Service Unit (ITSU)

Planning and Development

Quality Assurance Unit(QAU)

Credit Management Unit(CMU)

Complain Management Unit(CMU)

Customer Care Unit(CCU)

Care Line (CL)

Call Center(CC)

Provide varieties of help to the customers by using “Tiger Web”

Investigation Regulation Unit (IRU)

Deals with the problem of customers

Works with the confidential problems of consumers

Helps the CID, RAB & other private agencies to solve any criminal

cases

Briefly investigate internal conflicts, services & other issues as needed

Information Technological Service Unit (ITSU)

Provide IT related solutions

Upload database and send it to customers

Provide information by using “Customer Care Web”

Planning and Development

Quality Assurance Unit(QAU)

Find the problems of all division of Banglalink Customer Care &

provide solution

Set a standard of customer care services and monitor the total division

Help the total development of all the divisions of Banglalink Customer

Care

Credit Management Unit(CMU)

Do financial works of customer care centers

Deals for the bills and payments with customer care

Complain Management Unit(CMU)

Seek complain from employees or customer & forward it to the quality

assurance unit

Customer Care Unit(CCU)

Provide various types of health to the customers by using “Customer

Care Web”

Banglalink customer care offers a dedicated 24 / 7 service to answer all your

queries. 24 hours a day. 7 days a week. Any queries you may have about:

subscribing for a new connection

any form of account information

coverage details

product information

value added services

billing information

For your own convenience and we'll answer all your queries regarding our

products, promotions and services.

At banglalink, your convenience is our first priority!

Banglalink Customer Care is devoted to make certain that all your queries are

answered without delay, serving for your convenience.

Location Contact Number Working Hour

Dhaka CCC (LG- Gulshan)

Rangs Arcade

Ground Floor, South Side 153/A,

Gulshan North Avenue

Gulshan Circle - 2

Fax: 02-9862607 9 a.m. - 8 p.m.

Sunday -Thursday

9 a.m. - 6 p.m.

Saturday

3 p.m. - 8 p.m.

Friday

Dhaka CCC (Motijheel)

Humayun Court

Ground Floor

21 Motijheel C/A

Dhaka - 1000

Fax: 02-9563638

Chittagong CCC

Forum Central, Ground Floor

787/863,

Fax: 031- 638864

M.M. Ali Road,

Golpahar Circle,

Chittagong-4000.

Sylhet CCC

Liakot Bhaban (2nd floor)

Jallar Par

Zindabazar

Sylhet -3100

Fax: 0821-812090

9 a.m. - 6 p.m.

Saturday -Thursday

Friday Closed

Rajshahi CCC

House # 19A,Cantonment Road

Uttara Clinic More,

Uposhahar,

Rajshahi

Fax: 0721-861322

Khulna CCC 69, K.D.A. Avenue

Khulna

 

Bogra CCC

Plot # 8118, Holding # 173

Ward # 07, Jaleswaritola,

Kalibari More,

Bogra-5800

Fax: 051-51545

Zia International Airport CCC

Arrival Lounge

Zia International Airport,

Kurmitola Dhaka

  24 hours / 7 days a

week

Banglalink care lines

Contact Number Working Hour

121 or 01911 304121 - All Prepaid Customers

122 - All Postpaid and Call & Control

120 - For SMS call back

(From Banglalink mobile only)

2727 for yellow page service

175 for E-Voucher retailer service

9126 for BP/BSP Support

Telephone:

+(88)02 9888370-1,

+(88)02 9862325-6

Mobile:

For all Operator ,T& T and PSTN except BL Call

& Control.

01911 304121

01912-999000 (SME Hotline)

01911-304122

Fax: 8820594

E-mail: info@banglalinkgsm.com

This e-mail address is being protected from

spambots, you need JavaScript enabled to view it

24 hours a day, 7 days a

week and 365 days a

year.

CHAPTER-III

Banglalink Customer Care HR Practices

Making a Difference

Human Resource Planning

Human Resource Planning is one of the most important elements in a successful HRM

program. Specifically, human resource planning is the process by which an organization

ensures that it has right number and kinds of people, at the right places, at the right time

capable of effectively and efficiently completing those tasks that will help the

organization achieve its overall objectives.

As Banglalink is a concern of Orascom Telecom so its HR Planning is given great

importance. Banglalink customer cares have following division:-

Care Line (CL)

Call Center (CC)

Investigation Regulation Unit (IRU)

Information Technological Service Unit (ITSU)

Planning and Development

Quality Assurance Unit(QAU)

Credit Management Unit(CMU)

Complain Management Unit(CMU)

Customer Care Unit(CCU)

All the divisions take the following HR Planning Process-

Set Organizational Objectives and Strategies

Analyze Internal Inventory of HR Capabilities

Scan External Environment for Changes Affecting Employee Supply

Organizational Need for Employee

Forecasting HR Supply and Demand

Finally Fixed HR Strategies and Plans

Human Resource Planning: Employer Point of View

Human Resource Planning: Employee Point of View

Job Design and Analysis

Job design is really important issue for any organizations HR practices. It refers to

organizing tasks, duties, and responsibilities into a productive unit of work. It addresses

the content of kobs and the effect of jobs on employees. Job design is receiving greater

attention for three major reasons:

Job design can influence performance in certain jobs, especially those where

employee motivation can make a substantial difference. Lower costs

through reduced turnover and absenteeism also are related to good job

design

Job design can affect job satisfaction. Because people are more satisfied

with certain job configurations than with others, identifying what makes a

“good” job becomes critical.

Job design can affect both physical and mental health. Problems such as

hearing loss, backache, and leg pain sometimes can be traced directly to job

design, as can stress, high blood pressure, and heart disease.

All the divisions of Banglalink customer cares show the following criterias as job

design process-

Effective job enlargement and job enrichment available there

Job rotation is done in all divisions when needed

Both top and bottom level employees get autonomy and feedback in their job

procedure

Both special-purpose teams and self directed work teams available in all the

divisions

Employees can get flextime schedule, compressed schedule and shifting schedule

when needed.

Job analysis obtains information about jobs, and it uses that information to develop job

description and job specification and to conduct job evaluations. These, in turn, are

available in helping managers identify the kinds of individuals they should recruit, select,

and develop as well as providing guidance for decisions about training and career

development, performance appraisal, and compensation administration.

All the divisions show the following characteristics-

Effective job analysts are available there

Total framework of a job is rechecking by expertise groups in multiple times

Effective diversity programmes are allocate there with all division

Equal Employment Opportunity(EEO) is managed in all divisions with great care

Job Design and Analysis: Employer Point of View

Job Design and Analysis: Employee Point of View

Recruitment and Selection

Recruitment is the discovering of potential applicant for actual or anticipated

organizational vacancies.

Recruitment is the process of attracting qualified candidates for jobs in the public or

private sector. It is a process by which the needed personnel are found and they become

interested to apply for the vacant post.

Recruitment process of Banglalink Customer Care:

Recruitment process flowchart:

Organization

Vacant or new position occurs

Perform job analysis & plan recruiting effort

Generate applicant pool via internal or external recruitment

methods

Evaluate applicants via selection process

Impress applicants

Make offer

Recruitment Goals: For a large company have some recruitment goals. These are

1. Attract large number of applicants

2. Attract highly qualified applicants

3. Attract applicants willing to accept offers

4. Fill vacancies quickly

5. Fill vacancies at minimal cost

6. Hire people who perform well

7. Hire people who will stay with the organization

8. generate positive public relations “ spillover”

all the preceding goals should be reached with the greatest speed & at the least possible

cost to the organization. Banglalink is a rewound company, that’s why they recruit their

employees to following the above of the recruitment goals.

Recruitment philosophy:

The recruitment process is enforced as per following procedure:

Requisition:

For the vacant positions of employees, job description and employee specification is

prepared by the concerned division and get noted by Banglalink Customer Care.

Sources of recruitment: Recruitment sources are divided by two parts

1. Internal sources of recruitment

2. External sources of recruitment

Our report consists of the recruitment process of entry level employees or recruitment

process of customer care of Banglalink. For instance, entry level jobs must be filled

externally, external

Advertisement:

Advertisement is prepared by Banglalink Customer Care for publication in the national

Daily newspaper and internet. Banglalink Customer Care used pre - approved format for

the advertisement.

Issuances of Interview Card:

After receiving the application Banglalink Customer Care prepares necessary database of

the candidates and after screening the applications they issue invitation card by normal

mail but in case of emergency currier service used, or interview schedule should be

known to the candidates

Over telephone. On the basis of resume evaluation, ratings are made as per the weight

age chart.

Written test:

MCQ type question is used to evaluate the candidates on the following areas:

1. Basic Science

2. General Knowledge

3. Logical & Analytical Ability

4. Creative Ability

5. Academic Specialty

After the test, resume questionnaire is filled up by the candidates, result of the written

testis published in the Company Notice Board.

Audio Visual Test:

Selected candidates are called for an Audio Visual Test where a selected documentary

film is shown to the candidates and a MCQ type test is taken. The purpose of this test is

to judge the candidates ability to comprehended instructions/ideas. Result of the Audio

Visual Test is published in the Company Notice Board.

Extempore Performance:

Short listed candidates after the Audio Visual Testis called for Extempore Performance.

In these steps candidates will be given a variety of current general topics to choose from.

After selecting a topic by the candidates, they will have to give a speech for 3 minutes on

the topic. Their performance is evaluated and documented in form-bed/rec-2. Result of

this test is published in the Company Notice Board.

Interview-1:

Short listed candidates after extempore performance are called for interview-1. In this

step a panel of concerned managers and experts will interview the incumbent. Result of

the interview-1 is published in the Company Notice Board.

Leadership Test:

Short listed candidates after interview-1 are called for a Leadership Test. The purpose of

this test is to judge the candidates:

Ability to gain a groups acceptance of his or her own ideas.

Natural ability to establish command over a group.

The candidates divide into several groups, about five and are given a topic to discuss in

group and to submit a report after their discussion.

Final interview:

The candidates who approved for the leadership test, is called the final interview. Final

interview is taken by company CEO.

Placement:

Banglalink Customer Care prepares necessary documents and sends the selected

candidates to his/her respective department for placement.

The selection Process is the process of choosing from among available applicants who

are most likely to successfully perform a job. The objective the selection process is to

choose the individual who can successfully perform the job from the pool of qualifies

candidates.

Present Condition about Selection Procedure of Banglalink Customer Care

The company selects qualified Personnel/Specialized officer/ medical

Representatives/ junior executives on the basis of some relevant tests such as:

1. Written-test (mainly English and Mathematics, General Knowledge)

2. Announce result of Written-Test.

3. Scoring of Written- Test. (to sort of qualified candidates on the basis of their

Written-Test scores)

4. Fill in the company resume before interview.

5. Verbal Interview by 4 Members of Committee.

6. Compilation of recruitment proposal with proposed salary.

7. Approval of COO/CEO

8. Issuing of appointment Letter.

9. Joining Report.

10. Information sheet for new employee.

11. Orientation.

In the case of junior executive selection, they specially select a pool of candidates on

the basis of Written and Viva test especially on:

1. English (Free-Hand Writing, composition)

2. Analysis-ability Test.

3. Maths.

4. General-Knowledge.

The Viva-Test is especially on handling pressure and providing creativity.

For the total selection process the following criterias are given great importance-

Job fit & organization fit maintain with great care

Effective selection criterias & predictors are followed here

Effective selection process is rechecked by top level management

Recruitment and Selection: Employer Point of View

Recruitment and Selection: Employee Point of View

Training and Employee Development

Training is the learning experience in that it seeks a relatively permanent change in an

individual that all improve the ability to perform on the job. We typically say training can

involve changing of skills, knowledge, attitudes, or behaviors. It may mean changing

what employees know, how they work, the attitude toward their work, or their interaction

with their co-workers or supervisors. Training is more present-day oriented; its focus is

on individual’s current job, enhancing those specific skills and abilities to immediately

perform their jobs.

As a training procedure Banglalink Customer Care shows the following things-

Effective training for all employees & Exclusive executive training for top level

employees

Effectively performance gap are fulfilled

Effective strategic training plan is taken quarterly

Good coordination among training materials, training efforts and training

arrangements

Training program is providing for handle crucial situation

Effective training assists organizational competitiveness by aiding in the retention

of employees

Training program is providing for increasing employees KSAs to compete

effectively

On -the -job -training and external training are followed by them

Employment development, on the hand, generally focuses on future jobs in the

organization. As job and career progress is needed, new skills and abilities will be

required.

To develop the employee career Banglalink Customer Care following the given

criterias-

Individual centered career progression & dual career progression are effectively

done here

Redevelopment is provided if any employee needs that

By providing great KSAs, under the taken care of expertise panels they can

develop their employees

Good coordination between training and development process for both short and

long term process are seen here

Training and Employee Development: Employer Point of View

Training and Employee Development: Employee Point of View

Performance management

Performance management is the systematic process by which an organization involves

its employees, as individuals and members of a group, in improving organizational

effectiveness in the accomplishment of organization mission and goals.

Employee performance management includes:

Planning work and setting expectations,

Continually monitoring performance,

Developing the capacity to perform,

Periodically rating performance in a summary fashion, and rewarding

good performance

Employee performance management includes:

Planning work and setting expectations,

continually monitoring performance,

Developing the capacity to perform,

periodically rating performance in a

summary fashion, and

Rewarding good performance.

The appraisal processes are:

1. Establish performance standards with employees.

2. Mutuality set measurable goals.

3. Measures actual performance.

4. Compare actual performance with standards.

5. Discuss the appraisal with the employee.

6. If necessary initiative corrective action.

In other words performance management should be:

Strategic - it is about broader issues and longer-term goals

Integrated - it should link various aspects of the business, people management,

and individuals and teams.

It should incorporate:

Performance improvement - throughout the organisation, for individual, team

and organisational effectiveness

Development - unless there is continuous development of individuals and teams,

performance will not improve

Managing behaviour - ensuring that individuals are encouraged to behave in a

way that allows and fosters better working relationships.

All the divisions of Banglalink Customer Care shows the following characteristics

for performance management-

Effective performance appraisal is followed here for both administrative and

development use

360 degree appraisal is followed here in most of the cases

Good link is created between pay system and performance appraisal

After 3 times of performance appraisal decision is taken for/against any employee

Performance Appraisal interview is taken by Head of the department, GM of the

department and CEO of Banglalink

Performance management: Employer Point of View

Performance management: Employee Point of View

Reward and Compensation

The reward system of an organization includes anything that an employee may value and

desire and that the employer is able or willing to offer in exchange for employee

contributions. Organization use reward to motivate employee. They rely on rewards to

motivate job candidates to join the organization. They certainly depend on rewards to get

employees to come to work and perform effectively once they are hired.

Banglalink Customer Care provide following kind of rewards to their employees-

Both intrinsic and extrinsic rewards are available

Top level employees get much more extrinsic rewards, while mid or lower level

employees get little

Incentives and bonuses are available but that not always happy for employees

Compensation systems in organizations must be linked to organizational objectives and

strategies. Compensation refers to all financial returns and tangible services and benefits

employee receive as part of an employment relationship.

“Organizations need to be fluid to move as markets move that necessitates a more

flexible approach to compensation”-Kathryn McKee

An effective compensation program in an organization addresses four objectives-

Legal compliance with all appropriate laws and regulations

Cost effectiveness for the organization

Internal, external, and individual equity for employees

Performance enhancement for the organization

Banglalink Customer Care provide following kinds of compensation to their employees-

Compensation Administration Process is followed very seriously with great care

Equal pay system is followed

Job evaluation is checked by various steps and different groups of expertise

Effective pay structure system are available there

Effective pay range are available there

Reward and Compensation: Employer Point of View

Satisfied

Highly Satisfied

Reward and Compensation: Employee Point of View

Satisfied

Dissatisfied

Neutral

Employee Relation

Employee relation is more important issue for an organization. If employee relationship

is good with their employer then that organization can run their business successfully.

Employees expect from their employees to provide flexible work environment.

By ensuring following kinds of things Banglalink Customer care maintain good

relationship with their employees-

Health, Safety & Security

Coordinate & monitor health and safety programs of employees

Investigate conflicts

Communicate with employees & take necessary steps if needed

Follow top class security procedures & recommend changes as needed

Rights & Discipline

Both employees & employers have some rights and responsibilities. They are-

Equal Employment Opportunity(EEO)

No wrongful discipline

No sexual harassment

No emotional distress

No breach of employment contract

No negligent evaluation

Proper care of employee benefits

Employee-Management Relationship

Good relationship between-

-team & team leaders

-team & supervisor

-team & manager

-team leaders & supervisors

-team leaders & managers

-managers & supervisors

There can be some points in which they are in a contradict position

a. Incentives & bonuses

b. Discharge of employees

c. Work schedules

d. Vacation & leave

e. Rest & break rules

Employee Relation: Employer Point of View

Highly Satisfied

Satisfied

Neutral

Employee Relation: Employee Point of View

HighlyDissatisfied

Dissatisfied

Impact of the Present HR Practices on the Banglalink

Banglalink Coverage Growth: (Area)

Year District Thana

2005 25 190

2006 32 250

2007 47 370

2008 61 486

Banglalink Coverage Growth: (Population)

Year Population

2005 37%

2006 51%

2007 63%

2008 90%

Banglalink Revenue Growth Rate

Year Revenue Rate

2005 37%

2006 51%

2007 63%

2008 90%

Growth of Subscribers of Banglalink (most fastest company that reach

10000000 Subscriber)

Year Subscribers

2005 3700000

2006 4870980

2007 6095380

2008 10000000

Investment Growth of Banglalink

Quarterly 400 Crore from 2007

Findings

Stressful working environment

Have to handle serious pressure

Hard rules & regulations for recruiting, selecting & placing

Lack of good co-operation among the employees because of tough competition

High tariff rate

Low network coverage

High cost of using leased optical fiber from Govt.

Lack of job retention

Lack of job satisfaction

Recommendation

Can provide up to date technology

Can increase job satisfaction level of the employees

Can introduce job retention process

Can increase reward & compensation

Can increase the network coverage

Can get the leader of telecommunication section

History

Corporate Governance Shareholders Corporate Update Supplier Conduct Principles Request for Proposals

You are here: About Grameenphone / About Us

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

September 20, 2007

Grameenphone announces 15 million subscribers.

Grameenphone is now the leading telecommunications service provider in the country with more than 20 million subscribers as of June 2008.Presently, there are about 30 million telephone users in the country, of which, a little over one million are fixed-phone users and the rest mobile phone subscribers.Starting its operations on March 26, 1997, the Independence Day of Bangladesh, Grameenphone has come a long way. It is a joint venture enterprise between Telenor (62%), the largest telecommunications service provider in Norway with mobile phone operations in 12 other countries, and Grameen Telecom Corporation (38%), a non-profit sister concern of the internationally acclaimed micro-credit pioneer Grameen Bank. Over the years, Grameenphone has always been a pioneer in introducing new products and services in the local market. GP was the 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 also helped to transfer this knowledge to the local employees over the years.

[Read more]

History

Corporate Governance Shareholders Corporate Update

Supplier Conduct Principles Request for Proposals

You are here: About Grameenphone / About Us / History

The company has so far invested more than BDT 10,700 crore (USD 1.6 billion) to build the network infrastructure since its inception in 1997. It has invested over BDT 3,100 crore (USD 450 million) during the first three quarters of 2007 while BDT 2,100 crore (USD 310 million) was invested in 2006 alone. Grameenphone is also one the largest taxpayers in the country, having contributed nearly BDT 7000 crore in direct and indirect taxes to the Government Exchequer over the years. Of this amount, over BDT 2000 crore was paid in 2006 alone.

Since its inception in March 1997, Grameenphone has built the largest cellular network in the country with over 10,000 base stations in more than 5700 locations. Presently, nearly 98 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 3 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, 2.4 million in 2004, 5.5 million in 2005, 11.3 million in 2006, and it ended 2007 with 16.5 million customers.

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 live. There are now more than 600 GP Service Desks across the country covering nearly all upazilas of 61 districts. In addition, there are 72 Grameenphone Centers in all the divisional cities and they remain open from 8am-7pm 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 and temporary employees. Another 100,000 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, Higher Education Support for employees, in-house medical support and other initiatives.

 

 

History

Corporate Governance Shareholders Corporate Update Supplier Conduct Principles Request for Proposals

You are here: About Grameenphone / About Us / Corporate Governance

Grameenphone Corporate Governance

In the fast-paced world of telecommunications, vibrant and dynamic Corporate Governance practices are an essential ingredient to success. Grameenphone believes in the continued improvement of corporate governance. This in turn has led the Company to commit considerable resources and implement internationally accepted Corporate Standards in its day-to-day operations.

Being a public limited company, the Board of Directors of Grameenphone have a pivotal role to play in meeting all stakeholders’ interests. The Board of Directors and the Management Team of Grameenphone are committed to maintaining effective Corporate Governance through a culture of accountability, transparency, well-understood policies and procedures. The Board of Directors and the Management Team also persevere to maintain compliance of all laws of Bangladesh and all internally documented regulations, policies and procedures.

Grameenphone is a truly transparent company that operates at the highest levels of integrity and accountability on a global standard.

Grameenphone Organogram

 

  You are here: About Grameenphone / About Us / Corporate Update

Ensuring secured working environment is an integral part of responsible corporate behavior

Believing in the ethos of corporate social responsibility, Grameenphone always strives to uphold the standards in all its business operations. Ensuring secured work place is no exception. In order to minimize accidents at the workplace and at the project sites, GP regularly undertakes awareness programs as well as necessary training programs for GP employees and vendors/suppliers regarding various Health, Safety and Environment issues. Though the employees of our vendors are not directly employed by us, through our contractual agreement with the vendors, we aim to ensure safe and secured working condition for their employees when they are working for us. However, we are aware that this is a continuous process and there are always opportunities to raise the collective performance level with respect to health and safety standards.  Due to our scale of operations dispersed across the country while the local vendors/suppliers having low awareness on standard HSE practices, we consistently endeavor to address this issue through necessary phase-by-phase capacity building exercises.

 

 

 

 

 

 

 

 

 

 

 

 

Unfortunately some recent accidents occurring in our work place made us more concerned and alert to ensure that required standards are adhered to, especially by our vendors. On a few of these occasions, the victims, mostly employees of our vendors, regrettably succumbed to his/her injuries. Though safety measures were in place, while these accidents occurred, they had proved to be inadequate to prevent these accidents from happening. In these accidents, 3 vendor workers died falling to the ground from roof-top or tower while 2 other died due to electrocution while erecting billboard, 1 due to a fall into an acid tub in vendor’s factory premise, 1 from snake bite and another one from a heart attack while sleeping. On other occasions, a young girl died of electrocution from a wire in the fence of a storage area adjacent to a construction site while a 70-year old woman died as she was hit by a GP vehicle on Mymensingh highway.

In light of these recent unfortunate incidents, Grameenphone has commissioned a team having the Head of HSE as the team leader. The team will directly report to the CEO on the following immediate tasks which include:

1. Inspections at some factory premises to instantly show cause if any deviation is found from the standard or agreement.

2. Educate the vendors and suppliers on Health, Safety and Environmental (HSE) issues. The aim is to make the vendors and the suppliers capable enough by themselves to follow and practice HSE and corporate responsibilities in their daily activities. The focus will be targeted at the following areas:

a. Setup a more Comprehensive Guideline and enhance competence of the vendor on HSE compliance. b. Benchmark setting on safe working condition including ILO and international best-practices and Standard Operation Procedure (SOP). c. Regular audit of vendors/suppliers.

Telenor has extended its cooperation with Det Norske Veritas (DNV) as an advisor to perform mapping and review of HSE standards at relevant supplier in markets where Telenor has operations. DNV has already performed an independent assessment on working conditions and production standards at the relevant suppliers' facilities to provide necessary counsel to GP.

You are here: About Grameenphone / About Us / Supplier Conduct Principles

The Supplier Conduct Principles  

The Supplier Conduct Principles (SCP) have been approved by Telenor's Board of Directors and is a document that defines what Telenor, or Telenor-affiliated companies such as Grameenphone, expect from its business partners.

The SCP attached specifies conduct requirements to our business partners, in this case "Suppliers". It should be noted that "Suppliers" in this context is a much wider term than the traditional upstream suppliers typical in a procurement setting. Suppliers, in the context of the SCP, are defined as "any person and/or entity that has a direct contractual relationship with Telenor and offering products and/or services to Telenor. This includes any manufacturer, vendor, contractor, consultant, middleman, service or facilities provider, dealer, distributor or other partner that is directly cooperating with Telenor, however, excluding customers.”

Please click on the following link to fully understand our expectations and your business obligations.

The Supplier Conduct Principles

History

Corporate Governance Shareholders Corporate Update Supplier Conduct Principles Request for Proposals

You are here: About Grameenphone / About Us / Request for Proposals

Request for Proposals (RFP)

for

Child Care Service

Grameenphone Ltd. is the leading Telecommunications Company in Bangladesh. Grameenphone has taken an initiative to appoint compliant and professional business organizations in the area of providing Child Care Service for Grameenphone Day Care Centres situated in different locations inside Dhaka.

Interested business organizations are invited to visit our web-site: www.grameenphone.com for Tender document from 1st November, 2009 to 5th November, 2009.

The detail scope of service and other related terms and condition along with the proposal submission process is mentioned in the tender document.

Conditions:

1) In view of the nature of the services, only those organizations possessing substantial and proven track record of performance in the same field of activities are encouraged to participate.

2) Grameenphone reserves the right to change or cancel the requirement at any time during the proposal evaluation process and also to reject any or all proposals at any time without any prior notice.

CSR at Grameenphone

Every step counts

"Even a journey of a thousand miles begins with a single step..." - Chinese proverb

At Grameenphone, we live by the statement "Development is a journey, not a destination." Our work is not just about ensuring connectivity; it is about connecting with people and building relationships, based on trust, with our subscribers, business partners, employees, shareholders, as well as the wider community. We have always believed that good development is good business. While we maintain our business focus, taking the nation forward remains our top priority. Thus our relationship with Bangladesh is built on a partnership which strives to achieve common economic and social goals.

Corporate social responsibility, as we see it, is a ‘complementary' combination of ethical and responsible corporate behavior, as well as a commitment towards generating greater good for the society by addressing the development needs of the country.

Our core strategy in this area is to be Bangladesh's partner in developing the country, particularly in its promise, as a United Nations Millennium Declaration signatory, to meet the eight targets known as the Millennium Development Goals by 2015. We have consolidated our social investment initiatives in four core areas related to the Millennium Development Goals namely,

Poverty alleviation, Healthcare, Empowerment Education.

We are witness to the endless possibilities and the strength of the people of Bangladesh. We believe every step matters in the journey of hope we are taking together as a nation. With every connection we provide and with every opportunity we create in the community at large, we see the emergence of new possibilities. The Village Phone ladies lead us towards a silent yet powerful social revolution. The indomitable spirit of acid survivors inspires us, while the confidence of intellectually challenged athletes shows us how to make the word ‘impossible' obsolete.

Every step inspires us to move forward and takes us one step closer to our destination. Every step counts.