Project Report

On

‘‘Training Program & its Effectiveness in Customer Service of

GrameenPhone’’

Prepared For

MD. Shakib Hossain Shuvo Senior Lecturer

Department of Business Administration East West University

Prepared By

Shaiful Islam ID: 2012-1-10-240

Department of Business Administration East West University

Submission Date: 20th April, 2016

East West University

Letter of Transmittal April 20, 2016

MD. Shakib Hossain Shuvo Senior Lecturer

Bachelor of Business Studies EastWest University

Subject: Submission of Project Report On ‘Training Program & its

Effectiveness in Customer Service of GrameenPhone’.

Dear Sir,

I would like to thank you for supervising and helping me throughout the

semester. With due respect, I am submitting a copy of Project report for your appreciation.

I have given my best effort to prepare the report with relevant information that I

have collected from a Grameenphone Ltd. I have the immense pleasure to have the opportunity to study on Training Program of Grameenphone. There is no doubt that the knowledge I have gathered during the study will help me in real

life.

I am grateful to you for your guidance and kind cooperation at every step of my endeavor on this report, I shall remain deeply grateful if you kindly take some

pen to go through the report and evaluate my performance.

Sincerely,

---------------------------

Shaiful Islam ID: 2012-1-10-240

Department of Business Administration East West University

Acknowledgement

I would like to thank almighty Allah for giving me the opportunity to complete

my internship report. I also want to thank all the people who have given their

support and assistance and extremely grateful to all of them for the completion

of the report successfully. East West University and Grameenphone Ltd. both

provided me with enormous support and guidance for my report to be completed

successfully.

I would like to thank my Project Report supervisor Mr. Shakib Hossain, for his

kind concern, valuable time, advice and constant guideline in preparing the

report.

I would like to express my foremost gratitude to the Managers, Customer

Service Agents & officials of Grameenphone Ltd who helped me and gave me

their valuable time, provided me with the most relevant information on the basis

of which I have prepared this report.

Executive Summary

Grameenphone Limited is the leading Telecom operator in Bangladesh where a

strong & organized Human Resource Management internally called as ‘People &

Organization’ is always working for the formulation of HR strategies for the

betterment of the employees as well as to achieve the ultimate organizational

goal. Grameenphone Ltd. takes its employees as human capital. Here our

objective of study is to learn about the Training Program of Grameenphone Ltd,

to learn about the effectiveness of training program, to discuss about Training

and Development procedures, what the internal customers think about

Grameenphone’s training, to develop and recommend some implemental

suggestive measures.

The quality of employees and their development through training and education

are major factors in determining long-term profitability of telecom business as

Grameenphone. Training often is held for new employees and existing

employees in this company cause the technology of telecom business changes

frequently. The long term objectives are increased productivity, reduced

employee turnover, and increased efficiency resulting financial gains, decreased

needs for supervision, to adapt with the organizational culture. Employee

training is the planned effort of Grameenphone to help employees learn the job

related behaviours and skills they will need to do their job properly. It is a set of

planned activities of Grameenphone that will have their employees complete in

order to increase their job knowledge and skills and to have them get

accustomed to the attitudes and social atmosphere of the company. It will help

the employee to be familiar with the goals of the organization and the job

requirements. There are typical steps that go into a training program.

Training programs can help workers to increase their efficiency levels, improve

quality and thereby increase sales for a company. Training program results in-

reduced supervision, reduction in wastage, less turnover of labour, helps new

employees, union management relations, better career opportunities, high

rewards, increased motivation, group efforts, promotions etc.

TABLE OF CONTENT

CHAPTER ONE

TOPICS COVERED IN CHAPTER ONE Page No.

1.01 ORIGIN OF THE REPORT 1.02 OBJECTIVES OF THE REPORT

1.02.01 Broad Objective 1.02.02 Specific Objectives

1.03 SCOPE OF THE REPORT 1.04 METHODOLOGY 1.04.01 Primary Data Source

1.04.02 Secondary Data Source 1.05 LIMITATION OF THE REPORT

1 1

1 1

2 2 2

2 3

CHAPTER TWO

TOPICS COVERED IN CHAPTER SEVEN Page No.

2.01 Different Training Program for Customer service

2.02 Objective of Training Program 2.03 Literature Review

4

11 16

CHAPTER THREE

TOPICS COVERED IN CHAPTER SEVEN Page No.

3.01 COMPANY OVERVIEW

3.02 History and Milestones 3.03 Major Products and Services 3.04 Organogram of GPCS

3.05 Vision Statement 3.06 Mission Statement

3.07 Values

18

19 21 22

22 22

23

CHAPTER FOUR

TOPICS COVERED IN CHAPTER SEVEN Page No.

4.01 Training Program and procedures in GrameenPhone 4.01.01 Training of Induction Batch

4.01.02 Orientation 4.01.03 Code of Conduct (COC) Training 4.01.04 Soft skill Training

4.01.04.01 About soft skills 4.01.04.01 Types of Soft Skills

4.01.05 Simulation Program 4.01.06 KBS 4.01.07 HLR

4.01.08 Training on Corporate Culture 4.01.09 Product and Service Training

24 24

25 26 26

26 27

31 31 32

32 33

4.01.10 Training on Different Application

4.01.11 Miscellaneous Training 4.01.11.01 Attachments 4.01.11.02 Password Test / Post Evaluation:

4.01.11.03 Mentorship Program 4.01.11.04 Workshop

4.01.12 Training on Guideline: New Inbound Checklist 4.01.12 .01 Standard Greeting 4.01.12.02 Service Skills

4.01.12.03 Accuracy End-User Critical Error, Business Critical Error,

Compliance Error 4.01.12.04 Closing 4.01.13 Training on Basic Applications 4.01.14 LOV (Living Our Values) Session

4.02 Training Need determination 4.02.01Checklist for SQI (Service Quality Indicator)

4.02.02 Input of Training Need 4.03 Effectiveness of Training Program

33

33 34 34

35 35

35 35 36

42

43 44

45 46

46 47 48

CHAPTER FIVE

TOPICS COVERED IN CHAPTER SEVEN Page No.

5.01 FINDINGS AND ANALYSIS AND RECOMMENDATION

5.01.01 Findings And Analysis of the Questionnaire 5.01.01 SUMMARY OF THE FINDINGS

5.01.02 Recommendations for the Institutions

52 72

73

CHAPTER SIX

TOPICS COVERED IN CHAPTER SEVEN Page No.

6.01 CONCLUSION AND REFERENCES 6.01.01 CONCLUSION

6.01.01 REFERENCES

74

76

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CHAPTER ONE

1.01 ORIGIN OF THE REPORT

This project paper has been prepared to make a study on the “Training program

and its Effectiveness in customer service of Grameenphone” as a part of the

fulfilment of thesis required for the completion of the BBA program of the HRM &

Finance major, Faculty of Business Administration, East West University. The report

was prepared under the supervision of Mr. Shakib Hossain, Senior Lecturer,

Department of Business Administration, EastWest University. My responsibility is to

collect the information about training programs and how it is used effectively in

Gramenphone ltd. So, I got the opportunity to explore on this sector.

1.02 OBJECTIVES OF THE REPORT

The main purpose for this project is to know the depth information about the

training program of Grameenphone phone customer service and its effectiveness.

There are several objectives for this project. And they are:

1.02.01 Broad Objective

To know the Training programs followed in all over the world.

To know the Training programs followed in Grameenphone.

1.02.02 Specific Objectives

To learn about the total training system of Grameenphone customer service.

To learn about the procedure of conducting training programs.

How effective the training programs are for the employees and ultimate

improvement in performance of customer service.

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How the employees are decided for the training program.

1.03 SCOPE OF THE REPORT

This project paper covers all the aspects of Training programs. This report also

gives an overview of different methods, applications used, checklist, Training

Duration etc.

This report has been prepared through extensive discussion with the many

employees and supervisors as well as trainers. While preparing this report, I had a

great opportunity to have an in depth knowledge of training procedures of

Grameenphone ltd. It helps me to know many things which will help me to the near

future in my job place.

1.04 METHODOLOGY

There are two ways the data has been collected. From the Primary sources and the

Secondary sources.

1.04.01 Primary Data Source

Primary data has been collected through unstructured personal interviews and

discussions with trainees, managers, trainers.

1.04.02 Secondary Data Source:

The secondary data have been collected through following ways:

Indirect sources of information include review of research reports, relevant

published documents including books, project documents, and different websites.

The information was obtained from the survey of 50 employees and experts with a

set of questions.

Articles of different writers.

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1.05 LIMITATION OF THE REPORT

While preparing the Project paper, I have faced some obstacles. This are-

Project paper is one kind of research work. Research work requires enormous time

and effort. The time span was not sufficient.

As my working on Accounting standards and accounting based professional

institution in Bangladesh, it is prohibited to disclose some information. So this

affects the quality of the report.

As I was assigned to only Accounting standards and accounting based professional

institutions in Bangladesh, so information cannot be gathered enough.

Lack of experience of this type project is one of the main constraints of the study.

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CHAPTER TWO

2.01 Different Training program for Customer Service

BSS and OSS Crash Course

BSS/OSS Training course introduces the fundamentals of Business Support Systems

(BSS) and Operation Support Systems (OSS), the information technology

infrastructure that gives carriers and service providers the ability to create, deploy,

manage, and maintain network-based services and applications. This course covers

the details of BSS/OSS for current and next generation applications, services and

networks.

Recent developments on fiber optics, OTN, telecom engineering, operations, IPv6,

IPTV, cloud computing, LTE, IMS, VoLTE, CAMEL, PCRF, Diameter protocol, are

discussed to help the attendees to improve their technology knowledge.

BSS/OSS course is designed to provide a general overview for strategic or technical

managers, consultants, communications professionals, software engineers, system

engineers, network professionals, marketing and sales professional, IT

professionals, and others who plan on using, evaluating or working with OSS

(Operations Support Systems) and BSS (Business Support Systems).

This course provides attendees with a comprehensive business and technical

foundation in BSS and OSS. Upon completion of this course, the participants will:

Understand what OSS and BSS are

Explore OSS/BSS requirements for service providers and products

Understand what different solutions can be used to enable service providers to

maximize their profit, minimizing their costs and creating and managing their

services and networks smoothly, and the benefits and limitations of each solution.

Understand what automated and optimized end-to-end Telco processes look like

and how they could be implemented.

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Network Management and Operations Training

Network management refers to the activities, methods, procedures, and tools that

pertain to the operation, administration, maintenance, and provisioning (OAM&P) of

networked systems. In network management, functions such as security,

monitoring, control, allocation, deployment, coordination and planning are

executed. Network management is governed by a large number of protocols that

exist for its support, including SNMP, CMIP, WBEM, Common Information Model,

Java Management Extensions, Transaction Language 1, and Netconf.

Network management products can help enterprises and service providers to:

Increase business and network resources

Save network administrators time

Improve business productivity

Increase user satisfaction

This course introduces the fundamentals of network management and operations It

details the technology fundamentals of network OAM&P and network management

architecture and protocols such as SNMP, WBEM and others. It explains what’s

behind this family of popular networking standards and procedures.

Telecommunications Certification

Telecommunications Certification, Technology, Engineering and Management, a 6-

week program, addresses the requirement of the communications industry for

technical and management expertise and business skills.

Telecommunications Certification provides telecom technical knowledge along with

telecom management skills: telecom planning, implementation, management of

physical systems for voice, video, and data communications.

Telecommunications Certification Objective:

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Provide a strong foundation in the technical aspects of

telecommunications technologies

Learn about Information and Communication Technology (ICTs) Industry

Structures and Concepts

Assess current and emerging telecommunications technologies including

wire line, wireless, mobile and broadband

Establish an understanding of telecommunications management

Become proficient in the technical specifications of telecommunications

technologies

Evaluate alternative technologies for the fulfilment of communications

needs

Understand telecommunications trends for voice, data transfer,

video and digital entertainment converge

Software-Defined Networking (SDN) Training

Software-Defined Networking (SDN) is an emerging architecture that is dynamic,

manageable, cost-effective, and adaptable used in high-bandwidth and dynamic

nature of today’s applications. SDN architecture decouples the network control and

forwarding functions enabling the network control to become directly programmable

and the underlying infrastructure to be abstracted for applications and network

services. The Open Flow™ protocol is a foundational element for building SDN

solutions. Open Flow is a communications protocol giving access to the forwarding

plane of a network switch or router over the network.

SDN Open Flow training also covers Network Functions Virtualization (NFV) which is

used for service providers. NFV will eventually transform the way the network

operators architect their networks. NFV will be evolved as a standard IT

virtualization technology to consolidate many network equipment into high

performance, high volume servers, switches and storage, which could be located in

Data Centers, Network Nodes and in the end user premises.

SDN Open Flow training course covers Software-defined networking (SDN) as an

approach to networking where the control is decoupled from hardware and given to

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a software application called a controller supporting a switching fabric across multi-

vendor hardware and application-specific integrated circuits (ASICs).

Open Flow as the most popular specification for creating a software-defined

network is an open standard allows network administrators remotely control routing

tables and added as a feature to commercial Ethernet switches, routers and

wireless access points.

Course Objectives

Upon completing SDN OpenFlow training course, the attendees are able to:

Describe Software Defined Networking and Open Flow concepts,

motivation, benefits and applications

Describe concepts behind Network Functions Virtualization (NFV)

Compare and contrast SDN and NFV

List principles behind cloud computing

Understand target environments for SDN/Open Flow

Describe SDN and Open Flow building blocks, components, architectures

and reference standards

Describe how SDN/Open Flow work

Discuss network functions virtualization

Discuss SDN deployment models

Discuss Infrastructure as a service

List SDN Device Implementations

Compare Open Flow, Open Stack and other related protocols and

architectures

Billing Mediation Fundamentals

In a telecommunications network environment, various Network Elements like

telephone switches encode and store accounting data, known as Call Detail Records

(CDRs), in different formats. The mediation Platforms collect this data, converts it

into a normalized output format, and then distributes it to third-party applications

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such as billing, traffic analysis, fraud management systems etc. These platforms

enable service providers to tie in multiple types of network elements into a

homogenous architecture. It can handle multiple switches with wide variety of

network interface options. It is scalable, open, flexible and highly manageable and

is available as a simple low-cost platform to high-end high-availability clustering

platform. This course is the guide to telecommunications billing mediation. The

outline encompasses the entire billing mediation processes end-to-end, with major

focus on the interfaces with OSSs, BSS, network management, and CRM.

Telecommunications fraud

Telecommunications fraud is one of the largest causes of revenue loss for service

providers. With the advent of new services such as 2.5G, 3G and VoIP, and as

telecom fraud becomes increasingly sophisticated, this problem will only become

compounded. To combat this, service providers will need advanced systems that

can detect all types of fraud. Failure to do so may result in substantial revenue loss,

and no operator can afford that today.

Telecom Tariff

Telecom Tariff and Rate Training workshop to provide participants with the basic

concepts, methodologies and tools to gain an all-around understanding of telecom

regulations, costs, tariffs and tasks and to ensure a fair, equitable telecom

environment.

Objectives

Gain a sound understanding of the global and competitive

telecommunications environment and its impact on the activities of a

regulator

Understand regulation and roles and responsibilities of the regulator

Perform an in-depth review of competition policy and licensing concepts

Present the role and responsibilities of the regulator related to

interconnection and tariffs

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Understand numbering and spectrum management and the challenges it

represents for the regulator

Present the regulatory challenges and issues of Wireless, High-Speed

Internet, Video, Multimedia, VoIP and Local Loop Unbundling

Present the different dispute resolution mechanisms and the role of the

regulator in settling disputes

Telecommunication Regulation Fundamentals

As in many other industries, regulators of the telecommunications industry have

aimed to bring affordable products and services to the general public, while at the

same time allowing participating companies to make adequate profits.

Over the last few years, there has been a step change in digital communications,

which have had a dramatic effect on the way people live their lives and conduct

business. Broadband technologies are becoming the base upon which people and IT

systems are enabled to communicate electronically ubiquitously, rapidly and

cheaply, resulting in a high level of innovation and a wide range of economic and

social benefits.

Regulation is fundamental to the realization of the networked economy, as it plays

a central role in setting a vision for the evolution of the telecoms market including,

crucially, the types of market structure that will emerge. This is particularly the

case with broadband telecoms, as first, in these early stages of deployment, the

market needs structures that encourage the widest availability of cheap broadband

as rapidly as possible, and second, market structures determine the extent of

innovation within the telecoms industry itself, for example in applications and

services, a key ingredient in achieving the networked economy.

As the EU and USA consider new regulatory approaches to electronic

communications, this course explains what the new legislation means for the

evolution of the telecoms industry, both now and in the future. The course aims to

question some aspects of conventional regulatory approaches, on the grounds that

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they risk losing some of the full benefits of the networked economy, and considers

the big regulatory challenges that lie ahead.

Telecommunications Deregulation Fundamentals

This course provides a typology that maps social goals concerning marketplace

activities to the regulatory interventions, if any, necessary to accomplish those

goals, focusing on universal service policies. There is general agreement that, at a

minimum, the fundamental goal of universal service in the United States is access

for all Americans to basic analog voice-grade service at affordable rates.

Objectives

Global telecom markets - Exploring new opportunities

Recognize the importance of telecom deregulation in different part of the world

How do service providers compete? What are the factors?

Liberating the Internet

Overview of Telecommunications Act of 1996

Understand the role and globalization in the telecom domain

Merger and Acquisitions (M&A) in telecom

VPN Training – Virtual Private Networks Training

VPN Training has been a high-quality program since 1999.

Virtual private networks extend private networks by moving information across a

public domain, such as the internet. With the developing nature of these networks,

VPN training courses are beneficial to employees in the VPN industry. This field has

changed dramatically since it was first created, as early data networks relied on

VPN connectivity through dial-up modems and leased line connections.

Today’s virtual private networks can be either remote access or site to site. With

remote access, the computer user is connected to a network, and in site-to-site,

two networks are connected together. In order to keep on top of these

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advancements in technology, virtual private network training programs are

available.

2.02 Objective of Training Program

Business Writing for Employees

The ability to write effectively is a skill every employee should possess. Even if they

are called on to write only the occasional e-mail message, being able to express

ideas clearly, accurately, and professionally in writing is an important job skill. More

important, if employees communicate with customers in writing, what they write—

and how they write—is a reflection not only of their own professionalism but also of

the employer and its products or services.

Coaching for Superior Employee Performance: Techniques for Supervisors

Coaches play a very important role in the success of a sports team. They develop

and motivate players. They work hard to bring out the best in each player and to

unify their players into a winning team. Coaching in the workplace has basically the

same purpose and involves similar techniques. This course on coaching for superior

employee performance addresses effective techniques you can use every day to

coach your employees.

Conflict Resolution for Employees

Conflict is a normal part of life. Whether it’s at work, at home, with friends or

neighbours, disagreements between people happen. When they do, you need to be

able to manage and resolve conflicts successfully to achieve the best outcome for

you and for those caught up in the conflict. This online conflict resolution training

course teaches conflict management and conflict resolution skills and techniques

that can be used to manage workplace conflicts more effectively.

Connect With Customers Training Online

To work effectively with customers and provide the kind of service that builds long-

lasting relationships, customer service representatives need to connect with their

customers. The objective of this online customer service training course is to focus

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on how to connect with customers. At the end of the training session trainees will

be able to understand the importance of connecting with customers, identify

effective methods for making good connections, and communicate well to ensure

successful

Customer Service - How to Promote Among Staff Training

To exist, every business needs customers. To thrive, businesses need repeat and

loyal customers. This means that all supervisors and employees must be able to

provide excellent customer care to external customers and to the people within the

organization who provide service to customers. The objective of this online

customer service training course is to prepare supervisors to train and encourage

their employees to provide the highest level of service to all customers.

Customer Service Skills- How We Can All Improve

Without our customers, we wouldn’t be in business, and none of us would have

jobs. That’s why it is important for every employee in every department of every

workplace to develop a customer-oriented focus and always provide excellent

service. The main objective of this online customer service training course is to

teach employees ways to improve the service they provide to customers.

Effective Communication for Employees Training

Effective workplace communication is the foundation of positive and cooperative

working relationships. The objective of this online employee communication training

course is to teach employees the basics of effective workplace communication. At

the end of the course, trainees will be able to understand the benefits of effective

workplace communication, recognize obstacles to effective communication, enhance

communication skills, and communicate more effectively on the job.

Email Best Practices for All Employees

E-mail is an essential and influential component of business communication. It is

used to conduct all kinds of business, from communicating with co-workers and

colleagues to providing customer service to negotiating contracts and dealing with

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government regulators. The objective of this online e-mail best practices training

course is to help trainees make the most efficient use of electronic correspondence.

Trainees will learn how to write effective emails in the workplace.

Handling Customer Complaints Training

Effective customer complaint handling is one of the most important aspects of

providing excellent customer service. Customers who complain are offering the

organization a chance to identify and resolve problems, demonstrate excellent

service, and keep loyal customers. The objective of this online customer service

training course is to help employees handle customer complaints and difficult

customers successfully. At the end of this training course trainees will be able to

view customer complaint

How to Maintain Customer Loyalty

To be successful and profitable, any business must keep satisfying their customers

so that they keep coming back to do business. Loyal customers are the core of

every business. The objective of this online customer loyalty and retention training

course is to help customer service representatives understand the importance of

customer loyalty and discover ways that they can promote it.

How to Manage Time Wisely- A Guide for Employees

This online time management training course teaches employees how to gain

control over their time so that they can work more efficiently and productively.

Identifying Customer Needs

Providing superior customer service means meeting customers’ needs by providing

them with the products and services they want or by providing effective solutions to

their problems. In order to do that, customer service, customer care, and call

canter representatives must be able to accurately and completely identify

customers’ needs. The objective of this online customer service training course is

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help trainees identify and meet customers’ needs, an important step in creating

loyal customers. At

Maintaining a Positive Attitude

Successful customer service representatives are knowledgeable, efficient, and

professional. But there’s another essential ingredient, and that’s a positive attitude.

The main objective of this online customer service training course is to offer ways

customer service representatives can maintain a positive attitude to improve

customers’ experience. At the end of this online customer service training course

trainees will be able to recognize the value of a positive attitude, understand how to

maintain.

Making Customers Feel Special

Everyone likes to feel special. People like to feel that others value them and think

they are important. But making customers feel special involves more than just

professional, courteous service. As important as that is, it's just not enough to

really connect with customers and make them feel like we make that extra effort

just for them, because they really are very important to us. When customers get

that feeling from doing business with us, they want to come back and deal with us

again so that

Motivating Employees: Tips and Tactics for Supervisors

This course helps trainees with a better understanding of the concept of motivation

- this means more than just knowing a definition. It also entails knowing some of

the qualities of motivation and thinking about how motivation relates to the health

of your workplace.

Phone Skills

Telephone skills are among the most important competencies customer service

representatives need to be effective in their jobs and satisfy customers. The main

objective of this online customer service training course is to cover the basic phone

skills needed to be a successful customer service or call center representative. At

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the end of this course, trainees will be able to answer the phone professionally and

effectively, handle transfers and holds successfully, make the most of opportunities.

Problem Solving for Employees

This session teaches employees problem-solving techniques. It goes without saying

that problem solving is part of any job. Problems can’t be avoided. ”Problems” are

better looked at as opportunities for improvement. The problem-solving methods

covered in this session can help trainees identify and resolve work problems more

quickly and effectively, change employee behaviours and attitudes toward

problems, and, consequently, be more empowered and successful at work.

Stress Management

This online stress management training course helps employees better manage

stress. Too much stress is one of the most common causes of health problems. It

can also cause mental distress that leads to serious illness and to distractions that

can jeopardize safety on and off the job. This course helps trainees identify the

causes of stress, recognize the different types of stress, understand how stress

affects them, and manage stress effectively both on and off the job.

Teambuilding for All Employees

Teams can be an extremely effective way to get important work done. They make

use of the diverse skills, knowledge, and experience of team members to produce

results that a single person working alone would be unable to achieve. The main

objective of this online teambuilding training course is to explain how to build

strong, effective teams in your workplace. This course will teach employees to

recognize the value of teamwork and identify the characteristics of an effective

team.

The Power of Listening

Listening effectively to customers plays a powerful role in successful customer

service and customer retention. The objective of this online customer service

training course is to give customer service and call center representatives the basic

skills they need to become good listeners.

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2.03 Literature Review

Customer Services are vital part of any business because businesses are built

around customers and customers want to communicate. They want to tell about

their service experiences, issues, complaints and they also want to know about new

products, offers and packages that are being launched by businesses. Therefore,

organizations while developing their marketing and customer care strategies,

consider Call Centres as crucial pillar (Gilson & Khandelwal, 2005). In Call centre,

customer service representatives need to be efficient to serve well.

“Give a person a fish and you feed him for a day. Teach a person to fish and you

feed him for a lifetime (McClelland, 2002)”. Training is the process to build up

confidence of employees at workplace in terms of better performance. So training is

so much important. And the training should be well organized also.

“There are some contact canter managers out there who find it hard to measure the

effectiveness of training programs, and the overall effectiveness of the trainers

themselves. Since trainers know their methods and practices best, we asked them

how they measure their effectiveness”. - Cihan Besir, Training Specialist, Fortis

Bank, Turkey. Trainers know the better way to train effectively.

Today Different organization used and also introduced many training program for

the better result. Due to the changing business climate and growth in technology it

is ensured that organization has to respond to provide different kind of training

program (Anderson, 1993). Employee Training program can help Increase

productivity and quality of work life.

Training should not only implement but on regular basis, the training program

should be evaluated to check the track. Training evaluation is a systematic process

of collecting data in an effort to determine the effectiveness and/or efficiency of

training programs and to make decisions about training (Brown & Gerhardt, 2002;

Brown & Sitzman, 2011).

There is several ways to evaluate the training program. Kirkpatrick introduced that

training program can be evaluated successfully at 4 different levels. Every

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Level is very important and has an impact on the next level.

Figure 4 shows how the evaluation process fits together.

The 4 levels are:

Level 1 Reaction: How well did the participants’ reactor like the program?

Level 2 Learning: What knowledge (principles, facts and techniques) did

participants learn from the program?

Level 3 Behaviour / performance: What positive changes in participants’ job

behaviour stemmed from the training program?

Level 4 Results / impact: Is the application of learning achieving results?

So, if the training program is arranged in a organized way and evaluated the

process and output on regular basis, The training program will be successful and

effective.

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CHAPTER THREE

3.01 COMPANY OVERVIEW

Grameenphone widely abbreviated as GP, is the leading telecommunications service

provider in Bangladesh founded by Mr. Iqbal Quadir & Dr. Muhammad Yunus,

started its operations in 1997. With more than 56 million subscribers (as of January

2016), Grameenphone is the largest mobile phone operator in the country provides

voice, data and other value- added services on prepaid and contract bases.

Grameenphone has been a pioneer in bringing innovative mobile-based solutions to

Bangladesh. Notable among these are the Health line, a 24- hour medical call

centre manned by licensed physicians, Mobicash, for electronic purchase of train

and lottery tickets, and Billpay for paying utility bills through mobile phones,

Mobicash also allows mobile-to-mobile funds transfers with certain handsets. Other

initiatives include Online Schools, which uses video conferencing technology to

impart high quality education in remote areas, the provision of internet facilities for

250 rural schools and the establishment of over 330 community information centres

across Bangladesh. These centres bring affordable internet access and other

information-based services to people in rural areas. It is a joint venture between

Telenor and Grameen Telecom Corporation, a non-profit sister concern of the

microfinance organization and community development bank, Grameen Bank.

Telenor, the largest telecommunications company in Norway, owns a 55.8% share

of Grameenphone, Grameen Telecom owns 34.2% and the remaining 10% is

publicly held.

Grameenphone was the first company to introduce GSM technology in Bangladesh,

and built the first cellular network to cover 99% of the country.

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3.02 History and Milestones

History & Milestones of GrameenPhone

November 28, 1996: Grameenphone received a license for cellular phone

operation in Bangladesh from the Ministry of Posts and Telecommunications.

March 26, 1997: Started operations on Independence Day in Bangladesh.

1998: Launched mobile to mobile Service (without PSTN Access)

1999: Launched first Prepaid service in the Country

2001: Launched WAP Service

2002: Achieved BD Business Award for ‘Best Joint Venture Enterprise’

2003: Launched Prepaid Product with PSTN Connectivity; Reached 1 million

subscribers.

2004: Reached 2 million subscribers.

2005: Launched Electronic Recharge System, djuice Brand Targeting Youth

Segment, EDGE & Voice SMS for the first time in Bangladesh; Reached 4 million

subscribers

2006: Launched HealthLine, Smile Prepaid & Xplore Postpaid, Cellbazaar, Business

Solutions for Business Class & Community; Introduced new GP Logo Following

Maiden Decade of Operation; Reached 10 million subscribers.

2007: Converted to a Public Limited Company; Re-launched Business Solutions;

Launched New VAS, Bull Stock Information, Missed Call Alert & PayForMe Service;

Re-branded djuice; Reached 16 million subscribers.

2008: Introduced BlackBerry Service; Commissioned Brand Positioning & launched

Stay Close & Customer Care Campaign; Reached 20 million subscribers.

2009: Listed on Dhaka Stock Exchange Ltd. and Chittagong Stock Exchange Ltd.;

Launched Internet Modem, Special Olympic Regional Talent Hunt, Stay Green

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Campaign, Internet Package P5 & P6, Grameenphone Branded Handset &

Studyline; Reached 21 million subscribers.

2010: Launched New Tariff Plan, ‘MobiCash’ Financial Service Brand, Ekota for

SME, Baadhon Package, Mobile Application Development Contest & Network

Campaign; Reached 29.97 million subscribers.

2011: Grameenphone holds a 2G mobile cellular licence with both GSM 900 MHz

and GSM 1800 MHz spectrum which was renewed on 7 August 2012, along with

three other mobile operators’ licences, effective from 11 November 2011 for a 15

year period. Launched ‘My zone’- location based discount on usage, Micro SIM cards

for iPhone, Spondon Package with 1-sec pulse; Grameenphone Branded Handset

(C200, QWERTY handset ‘Q100’ and Android Handset ‘Crystal’), Customer

Experience Lab, eCare solution; Completed swapping of 7,272 nos of BTS; Reached

36.5 million subscribers.

2012: Awarded license for 2G operation for 15 years effective from November

2011; two new affordable packages ‘Amontron’ and ‘Nishchinto’ were launched, 10-

second pulse was introduced for all products including help lines; A GP App was

launched to facilitate mobile self service; Reached 40.02 million subscribers.

2013: Awarded 3G license and related 10 Mhz of spectrum for 15 years effective

from September 2013; Introduced different 3G packages & services; Launched life

insurance coverage ‘Nirvoy Life Insurance’, mobile content store, self service

recharge kiosk, first ever virtual agent ‘Neel’,coordinated WiMax service known as

‘Go Broadband’ etc.; Reached 47.1 million subscribers.

2014: GP Invested over BDT 15 billion in 2014 alone to build the network

infrastructure. Reached 47.7 million subscribers.

2015: Launched easy net and Grameenphone Krishisheba. Reached 52 million

subscribers. As at 31 March 2015, Grameenphone had a SIM market share of 42%.

In addition to Grameenphone, there are five other mobile operators in Bangladesh.

These operators and their market shares are: Banglalink (25.8%), Robi (21.3%),

Airtel Bangladesh (6.6%), Citycell (1%) and Teletalk (3.3%).

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2016: Started Biometric registration system according to BTRC’s instructions to sell

the sim to the valid customers. Reached 56 millions.

3.03 Major Products and Services

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2.04 Organogram of GPCS

3.05 Vision Statement

‘Empower societies’

We provide the power of digital communication, enabling everyone to

improve their lives, build societies and secure a better future for all.

3.06 Mission Statement

‘We are here to help our customers’

We exist to help our customers get the full benefit of being connected. Our

success is measured by how passionately they promote us.

Head of Customer Service

SssService

Business Partner

Co-Ordination

Strategy and

Planning

Inbound Contact

Center

New Business

Contact Center

Voice of Customer

Management

Resourche

Management

People & Quality

Management

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3.07 Values

Make it Easy

Everything we produce should be easy to understand and use. We should

always remember that we try to make customers’ lives easier.

Keep Promises

Everything we do should work perfectly. If it doesn’t, we’re there to put

things right. We’re about delivery, not over-promising. We’re about actions,

not words.

Be Inspiring

We’re creative. We bring energy and imagination to our work. Everything we

produce should look fresh and modern.

Be Respectful

We acknowledge and respect local cultures. We want to be a part of local

communities wherever we operate. We want to help customers with their

specific needs in a way that suits way of their life best.

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CHAPTER FOUR

4.01 Training Program and procedures in GrameenPhone

Various types of training program have been arranged in Grameenphone from

Induction to Production. They are:

4.01.01 Training of Induction Batch:

Basically the training of induction batch are planned to complete in 21 days. But

sometimes it takes 23-25 days if there is lack of training resources or unavailability

of trainer or any other unavoidable circumstances occur.

Days Training Topic

Day 1 Orientation Program:

About GP, Culture, Expectations, Code of Conduct.

About training and Duration.

Training types: 1.Functional Importance 2. Soft skill training 3.

Operational Attachment 4. Simulation program, 5. Lab test & 6. Live

call handling.

Day 2

&

Day 3

KBS (Knowledge Based System) Server and its Accessibility.

Information about all product & Features, FAQ, Procedures, Tools link

etc.

Day 4 Lab class, IPCC,GP products, CDR( Charging Data Ratio), Priority level

of service(Complain/Request/Query)

Day 5 GSM, Phone, SIM, IMEI, BTS, HLR, VLR, Core Network.

Day 6 CSP( Communication Service Provider),

Day 7 GSM Features, Roaming, HLR Parameters (In detail)

Day 8 Quiz -1

HLR Execution

Day 9 EDGE & Blackberry Services, GPRS features, 3G service, Internet

basic, Workshop

Day 10 Product Details (Voice, Data)

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Prepaid/Post-paid, Data service in detail

Day 11 CSP, Service Modality & International Roaming

Day 12 Blackberry/Java/Android/ Windows based handset , Workshop

Day 13 Over-charging Issue, checkpoint, CIT(Charging enquiry tool), CBIO

Day 14 Value added Service: Video call, Welcome tune, Miss call Alert (MCA),

Call Block service (CB)

Day 15

Quiz-2

Recharge (Scratch Card, Flexi-load, smart load, recharge from online,

Recharge from third-party.

ERS tool and Balance Transfer execution(P2P)

Day 16 All Procedures, workshop

Day 17 Business Solution Pre-paid & Post-paid

CBIO( Charging & Billing in One) all parts and Execution

Day 18 ECMS (Ericson Customer Management System) , Workshop

Day 19 RTC(Reason to Call)

Day 20 Pre-test & Review of whole program

Day 21 Post-Evaluation / Password test

4.01.02 Orientation:

When a new trainee has joined the company, s/he needs to be introduced to

his/her job as well as to the company. The objectives of the orientation is to

welcome him/her, orient him/her about the company’s vision, purpose, values,

shareholders, service rules, divisional activities, cultures, code of conducts etc. This

makes a new recruit feel s/he is part of the Company. Orientation program includes

brief ideas about the company, its vision, mission and goal which is very important

for the employees to understand because the goal of different department and

ultimately the goal or target of the employees are set according to the goal of the

organization. They are also introduced with the Customer Service (CS) department

and given a brief idea about the department. Basically the Co-ordinator of training

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team or Head of training team takes the orientation program.

4.01.03 Code of Conduct (COC) Training:

A Code of Conduct is clearly defined regulations adapted by the company and are

approved by the board of directors for securing good business ethics and conduct

all aspects of company’s activities. The code of conduct are properly communicated

to all the employees, the very day they join in the organization who are strictly

required to abide by it. Codes of Conduct are informed to the employees frequently

by push mail of internal communication. Sometimes they are requested to perform

a test on code of conduct so that the management can be assured that, the

employees are aware about the code of conduct.

4.01.04 Soft Skill Training

4.01.04.01 about soft skills

Soft skills are a synonym for "people skills." The term describes those personal

attributes that indicate a high level of emotional intelligence.

Unlike hard skills, which describe a person's technical skill set and ability to perform

specific tasks, soft skills are broadly applicable across job titles and industries. It's

often said that hard skills will get you an interview but you need soft skills to get-

and keep-the job.

Good manners, optimism, common sense, a sense of humour, empathy and the

ability to collaborate and negotiate are all important soft skills. Other soft skills

include situational awareness and the ability to read a situation as it unfolds to

decide upon a response that yields the best result for all involved.

Another important soft skill is adaptability. An employee with this attribute has the

ability to work in various situations equally well and move from one situation to

another with ease and grace. The ability to be diplomatic and respectful even when

there are disagreements is also a key soft skill. This skill requires the employee to

maintain a professional tone even when frustrated.

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An employee with a high level of emotional intelligence has good communication

skills. He can clearly articulate goals and can work in a team. He knows when to

take a leadership role and when to sit back. He knows when to speak, when to

listen and when to suggest a compromise.

Business leaders value technologists who have soft skills because they have

empathy and the ability to adjust their communication to the audience at hand.

Although many individuals inherently possess these abilities, others must work to

develop them. Asking family and trusted colleagues for feedback can also help

employees identify which soft skills require improvement as can simply observing

and emulating how others successfully interact with others and handle difficult

interpersonal situations. A professional coach, self-help books and articles on

leadership can assist in this process, as can self-assessment tools like the Myers-

Briggs personality profile test.

4.01.04.02 Types of Soft Skills:

Soft Skills List – Self Management Skills:

Growth mindset – Looking at any situation, especially difficult situations, as an

opportunity for you to learn, grow, and change for the better. Focusing your

attention on improving yourself instead of changing others or blaming anyone.

Self-awareness – Knowing and understanding what drives, angers,

motivates, embarrasses, frustrates, and inspires you. Being able to observe

yourself objectively in a difficult situation and understand how your perceptions of

yourself, others, and the situation are driving your actions.

Emotion regulation – Being able to manage your emotions, especially negative

ones, at work (e.g. anger, frustration, embarrassment) so you can think clearly and

objectively, and act accordingly.

Self-confidence - Believing in yourself and your ability to accomplish

anything. Knowing that all you need is within you now. “Those who believe in

themselves have access to unlimited power” – wisdom from Kung Fu Panda

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Stress management- Being able to stay healthy, calm, and balanced in any

challenging situations. Knowing how to reduce your stress level will increase your

productivity, prepare you for new challenges and supports your physical and

emotional health, all of which you need for a fulfilling, successful career.

Resilience – Being able to bounce back after a disappointment or set back, big or

small, and continue to move onward and upward.

Skills to forgive and forget- Being able to forgive yourself for making a mistake,

forgive others that wronged you, and move on without “mental or emotional

baggage.” Freeing your mind from the past so you can focus 100% of your mental

energy on your near and long-term career goals.

Persistence and perseverance – Being able to maintain the same energy and

dedication in your effort to learn, do, and achieve in your career despite difficulties,

failures, and oppositions.

Patience – Being able to step back in a seemingly rushed or crisis situation, so you

can think clearly and take action that fulfills your long term goals.

Perceptiveness – Giving attention and understanding to the unspoken cues and

underlying nuance of other people’s communication and actions. Often times, we

are too busy thinking about ourselves and what we are saying, we leave little room

to watch and understand others’ action and intentions. If you misinterpret other’s

intention, you can easily encounter difficulties dealing with people and not even

know why.

Soft Skills List – People Skills:

People Skills address how to best interact and work with others so you can build

meaningful work relationships, influence others perception of you and your work,

and motivate their actions. I have split them into two sections – Conventional and

Tribal

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Conventional – List of people skills you can find in most job descriptions and you

will be assessed on some or all of these in your performance reviews depending on

your level.

Communication skills – Being able to actively listen to others and articulate your

ideas in writing and verbally to any audience in a way where you are heard and you

achieve the goals you intended with that communication.

Teamwork skills – Being able to work effectively with anyone with different skill

sets, personalities, work styles, or motivation level to achieve a better team result.

Interpersonal relationship skills – Effectively at building trust, finding common

ground, having empathy, and ultimately building good relationships with people at

work and in your network. This skill is closely related to Communication Skills. As

Maya Angelou said “I have learned people will forget what you said. People will

forget what you did, but people will never forget how you make them feel.”

Presentation skills – Effectively presenting your work results and ideas formally

to an audience that captivates their attention, engage their input, and motivates

them to act in accordance to your desired outcome. While presentation skills is a

form of communication skills, I decided to list it separately given the ability to

present plays a huge role in any business profession especially as you move up in

your career.

Meeting management skills – Leading a meeting to efficiently and effectively

reach productive results. At least 50% of meetings today are a waste of time.

Facilitating skills – Being able to coordinate and solicit well represented opinions

and feedback from a group with diverse perspectives to reach a common, best

solution.

Selling skills - Building buy-in to an idea, a decision, an action, a product, or a

service. This is not just for people in sales.

Management skills – Creating and motivating a high performing team with people

of varied skills, personalities, motivations, and work styles.

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Leadership skills – Defining and communicating vision and ideas that inspires

others to follow with commitment and dedication.

Mentoring / coaching skills - Providing constructive wisdom, guidance, and/or

feedback that can help others further their career development

Managing upwards – Proactively managing your relationship with your boss, his

expectations of your work, and his perception of your performance. Whether you

are challenged, given opportunities, or recognized at work heavily depends on your

ability to communicate, manage expectations, and build a good relationship with

your boss.

Self-promotion skills – Proactively and subtly promoting your skills and work

results to people of power or influence in your organization and network. It is not

enough that your boss knows you do great work. You need to subtly build your

reputation with all key people that can influence your performance review. This is

because hard work alone does not guarantee success.

Skills in dealing with difficult personalities – Being able to still achieve the

work result needed while working with someone whom you find difficult.

Skills in dealing with difficult/unexpected situations – Being able to stay

calm and still are effective when faced with an unexpected or difficult

situation. This includes being able to think on your feet and articulate thoughts in

an organized manner even when you are not prepared for the discussion or

situation you are in.

Savvy in handling office politics – Being able to understand and proactively deal

with the unspoken nuances of office and people dynamics so you can protect

yourself from unfairness as well as further your career. Office politics is a fact of

life. If you don’t choose to play, it can play you.

Influence / persuasion skills - Being able to influence perspectives or decision

making but still have the people you influence think they made up their own minds.

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Negotiation skills - Being able to understand the other side’s motivations and

leverage and reach a win-win resolution that you find favourably, satisfies both

sides, and maintains relationships for future interactions.

Networking skills - Being able to be interesting and interested in business

conversations that motivate people to want to be in your network. The bigger and

stronger the network you have, the more easily you can get things done (e.g., find

a job, get advice, find business partners, find customers, etc.)

4.01.05 Simulation Program

Simulation is done during the training session. After teaching the basic information,

trainees are given a fake call handling tasks. Where every employee takes one or

more than one fake call as practicing services. Fake calls are done by the trainers

themselves. In this session, trainees are taught how to pick up the call,

understanding the problem, checking up the possible solution and providing

solution meeting up the etiquettes and finally closing the call. Here, one trainee can

watch the call of others so that they can improve their problem and find out the

weakness.

4.01.05 KBS – Knowledge Base System

A knowledge-based system (KBS) is a computer program that reasons and uses a

knowledge base to solve complex problems. A knowledge based system has two

types of sub-systems: a knowledge base and an inference engine. The inference

engine represents logical assertions and conditions about the world, usually

represented via IF-THEN rules.

Knowledge-Based systems were first developed by Artificial Intelligence

researchers. These early knowledge-based systems were primarily expert systems.

In fact the term is often used synonymously with expert systems. Expert system

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refers to the type of task the system is trying to solve, to replace or aid a human

expert in a complex task. Knowledge-based system refers to the architecture of the

system, that it represents knowledge explicitly rather than as procedural code. I.e.,

virtually all expert systems are knowledge-based systems but many knowledge-

based systems are not expert systems.

In KBS of Grameenphone, it is taken as the most important application which is

accessed by CSP (Certified service provider). Here kbs consists of each and every

information and tool used in providing service to the subscribers.

4.01.07 HLR (Home Location Register)

A Home Location Register (HLR) is the definitive database of mobile subscriber

information for a wireless carrier's network. It is the real-time list that matches

phones, phone numbers, user accounts and service plan information. Through HLR

parameters, the condition of subscriber’s status can be understood. Whether

his/her number is active or not, is there any outgoing or incoming bar problem or

not and what is the reason. If there is any problem, through HLR execution,

problem can be solved. There several main HLR execution. They are:

Incoming & Outgoing Bar of Voice call & SMS Execution

Password unlock execution

4.01.08 Training on Corporate Culture:

In this segment of the training session, the trainees are given idea about the

corporate culture of Grameenphone. They are also notified about formal dress code

for males from Saturday to Thursday and ‘Smart Casual’ in Friday and for females

there is no fixed dress code but one thing they have to maintain is that the dress

must be ‘Modest’ according to our local values and customs. Sometimes Service

managers take 15-30 minutes training session for sharing the cultural practices.

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4.01.09 Product and Service Training:

Since the newly recruited customer managers have to serve the valued customers

over the phone, answer various questions about products, services and their costs,

at first they need to have a very clear idea about the products and services the

company offers. This training is conducted throughout the whole training session.

4.01.10 Training on Different Application:

The trainees, when they will be on productions, will have to operate different types

of tools and software’s to execute the subscribers’ query and requests. So there is

computer training in between the two weeks. The CS Department uses various

types of tools and software’s to control or view the profile of the subscribers. For

example, ECMS for controlling prepaid subscribers, CBIO and FCCS for post-paid

subscribers. Moreover, they use CRM for keeping track of the subscribers query,

complain and request. So, software training is a crucial part of the whole training

session.

4.01.11 Miscellaneous Training:

The training session, taken by Customer Services Department also included some

miscellaneous issues, which are directly related with the health, safety, security and

environment of both the employees and the organization. For example –training

session on Fire Extinguishing is conducted where the employees are taught

particularly how to use fire extinguisher equipment. They are given training on how

to perform physical relaxation during work to minimize work stress. They are also

given training on first-aid related issues. Sometimes they arrange online

communication through internal mail to provide information about how to remain

safe in any problem like, in strike time, sudden sickness, in fire etc.

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4.01.11.01 Attachments:

Attachments is done almost regular basis during the training session. In the

attachments, the trainees are usually sent to the different floors of the contact

centre for attachment with senior colleagues or mentors for practical experience.

This time they gain practical experience about the job. Most of the time, they sit

beside the senior colleagues and learn how use the applications, service etiquette

and how to deal with customers and to satisfy them. They also receive calls from

subscribers directly during this time and learn how to talk to them. This industrial

attachment is very helpful for the trainees because there is nothing like practical

experience and they come to know many different situations that are usually not

covered in the training period and not always possible to do.

4.01.11.02 Password Test / Post Evaluation:

After completion of the above mentioned training and Attachment session, a test

named ‘Password Test’ which is now popular with ‘Post Evaluation’ is taken by the

Line managers, where trainees are asked different questions about products,

processes, tools and problems etc. which they are already taught in the training

program. Trainees, who successfully pass the test, are given passwords for using

various tools that they use to provide service to customers when they are in

production. Employees who cannot pass the test need to go through another three

days training session, where they review all the things over again. After that, they

are given the password for various tools.

Floor Handover:

After passing the ‘Password Test’ or ‘Post Evaluation’, they are handed over to the

production floors, to respective teams and to their team leaders where they will be

in industrial attachment for some more days and finally included in the roster of

production.

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4.01.11.03 Mentorship Program:

In Mentorship program every trainees are assigned under a mentor who is

responsible to help him practicing the services. Mentors are selected from the best

employees of the customer service and they are also given a training program

about their responsibilities and performance. Trainees take the most support of his

mentor. From picking up call to ending up the call mentors help the trainees to

learn and practice.

4.01.11.04 Workshop

In training program different workshops are arranged to give a practice session to

the trainees where they can judge them with each other and also can groom them.

At the time of Induction, after several classes trainees get the workshop session.

There includes:

Ask & Answer session

Group task

Individual activities based on particular topics

Not only in induction, but also in production several workshops is arranged. One of

the popular workshops is LOV session.

4.01.12 Training on Guideline: New Inbound Checklist

4.01.12.01 Standard Greeting:

Objective: To ensure warm welcome and eagerness to help.

Subscriber must be warmly received which could be measured by the smile in the

tone during greeting. Pace, pitch and overall clarity must be maintained.

Proper Greeting:

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Use approved unique greeting from KBS

Should respond right after the call lands

4.01.12.02 Service Skills:

a. Professional Tonality & Liveliness:

A courteous, pleasant and respectful tone throughout the call must be maintained.

Address the subscriber with Sir/ Madam. The CM must be courteous in attitude and

word with the subscriber.

The pitch of tone should be moderate. A high pitch is unpleasant to the caller and

low pitch is usually inaudible. Having a high pitch is also an indicator of annoyance

and frustration.

Volume refers to the level of tone. Moderate volume is expected during subscriber

handling. High volume may be cause irritation and low volume may be inaudible to

the subscriber.

The tone of the agent should convey eagerness and willingness to help. Sound

“alive” and “animated” rather than robotic and rehearsed. It is important to

maintain this throughout your call shift.

Pace the conversation to match the subscriber’ ability to comprehend. Too fast

might lead to misunderstanding and too slow might make the subscriber feel

uncomfortable and lead to confusion or lead the subscriber to feel that CM in

disinterested.

b. Voice Skills:

Pronunciation to be clear, sharp, understandable, without having mumble,

colloquial wording, dialectical wording, and fumble.

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c. Call Etiquette:

Maintaining telephony etiquette-

Must Do: Situation/Example

Recovery of subscriber

(using Sorry

Apologize for any wrong doing, mistake made,

inability to help

or Excuse Me

customer due to system or product limitation,

unintentional

Interruption or overlapping.

Polite and Professional

Thank you, please, excuse me, kindly, sorry - used

asking for

more information, providing instructions or

directions, if there is

a need to interrupt the caller, unable to understand

what

subscriber said

Showing proper courtesy, professionalism,

concentration,

attentiveness, respect throughout the call

Using proper hold etiquette.

Avoid side talk, taking foods and drinks, making

unnecessary

Noise.

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Appropriate thanks or

relevant Welcome, congratulations if appropriate, Walaikum-

as-

phrases for the call

Salam/Namashkar

Must Not Do: Situation/ Example

Prevent the usage of Jargon CRM, CCAPS, GPTTS, etc.

Offensive words or

expressions Don’t you know this simple thing

Negative Expressions

“You can’t do it”, “How could I say”, “Let me say

first”, etc.

“You have to do it”, “Listen to me first”, “Turn of the

loud

Dictating/Directive/Authoritat

ive speaker

Expressions first”, etc.

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Confront or blame the

subscriber

“The problem took place due to your wrong

attempt/sms”, “You

are charged as you activated by yourself”

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d. Helpful with Empathy:

Placing ourselves in the customers’ shoes.

Agent should demonstrate an understanding of the customer’s

query/complaint and should acknowledge customers’ feelings and

requirements before finding for a solution.

Verbal empathy and Sincerity needs to be expressed.

Showing proper empathy is a must while handling angry, frustrated,

dissatisfied customer. It is expected to be diligent in understanding the

customers’ concern.

Example: “I am sorry to hear the difficulty you are having with this number, I will

work on your issue now to rectify your situation”

e. Active Listening:

There are some major measures in this skill, of which some are given below-

Attentiveness:

Nod where applicable, and answer questions properly and in a timely

manner

Recap summery of what subscriber said if the agent is unsure about

customer’s query

Avoid repeating same questions multiple times, unless any

misunderstandings, unclear point, linguistic barrier take place

Interruption:

Avoid pushing own opinion, even that is the ultimate solution, if the

customer starts talking at the middle

Generally allow customer to finish first

Avoid audibly breathe/sigh

If required, agent can interrupt politely.

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Immediate Response:

CM Should respond promptly to customer at any time in the interaction

f. Managed hold procedure

Utilize talk-time efficiently by managing intermission in a positive way

Avoid keeping subscriber on hold for more than 30 seconds; if required

more time-nod/seeking more time within the 30 second

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4.01.12.03 Accuracy End-User Critical Error, Business Critical

Error, Compliance Error

Objective: To ensure accurate solution/ information after proper identification

of the customer’s problem/ issue and to keep proper insights by following the

standard service delivery procedures and service models.

3a. Rude or unprofessional behaviour/ lost temper/ Violation of COC/ Unethical

practice/ improper way of delivery/ false info

Maintain available and applicable guidelines, COC, etc.

Control and avoid temperament

Do not show anger or interrupt the customer

Do not provide any unauthorized or false, fake information

Do not humiliate the customer at any case

3b. Issue/ Problem Identified

Understanding and identifying the reason customer called for correctly.

Probing properly to understand the root cause of the problem subscriber

called for

3c. Correct & Complete Information

Ensure providing correct and relevant information

Intend to fulfil all the queries made by the subscriber from available

information

Information (shared/unshared) which is not leading customer to any

negative consequence

3d. Issue/ Problem Resolved

CM must give solution exactly on the customer query/ complaint/

request.

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3e. Proper Service Request (SR)

SR must be accurate in terms of Type, Category, and Sub Category

Should be kept following SR guideline/ service models/ other

communication

Keep proper remarks

3f. Following Process

Follow applicable processes/ service models

Check necessary tools

4.01.12.04 Closing:

Closing caters the further helping attitude and maintaining approved closing

dialogue with clarity and understandable pace

Note:

End-user Critical Error:

Anything from the customer perspective that causes the transaction to be

defective, such as: Not solving the query (whether or not this necessitates a

repeat transaction); mistreating the customer; Failure to communicate clearly.

Business Critical Errors:

Anything from the business perspective that causes the transaction to be

defective such as: Unnecessary cost to the business; unnecessary loss of

revenue to the business.

Compliance Critical Errors:

Inaccuracies that cause an entire transaction to be deemed defective because it

is against prevailing regulations or laws and could cause personal or company

liability.

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4.01.13 Training on Basic Applications

Customer Relationship Management (CRM)

A complete and integrated CRM solution that breaks down silos to deliver a

seamless customer experience across marketing, sales, commerce, service,

social, and quote. Whether deployed modularly to tackle specific business

challenges or deployed as a comprehensive solution, CRM approach enables the

company to:

Provide cross-channel, consistent customer experiences using pre-built business

processes that span silos

Integrate CRM with enterprise applications, providing connections throughout

the buyer's journey and making operations more efficient

Leverage industry-specific best practices for competitive advantage and lower

TCO

In CRM training of Grameenphone, Trainees are trained how operate this

application, its 360 view of the subscribers, how to check subscribers

information as well as related code of conducts.

Certified Service Partner (CSP)

The Huawei Service Certification Program is a program that establishes service

relationships between Grameenphone and its customers. This program enables

CSPs to collaborate and grow together with Grameenphone, provide customers

with better services, and improve customer satisfaction. Grameenphone

integrate Collaborative Services solution and sell and deliver the solutions to

customers. CSP helps to integrate all the customer service in a single line. As a

result, providing service become easier.

Ericsson Customer Management System (ECMS)

Ericsson Customer Management System Basics is a web-based course designed

to give you a flexible and convenient way to learn about ECMS.Ericsson

Customer Management System (ECMS) is an end-to-end customer care system

for Ericsson Charging System (CS). ECMS enables simplification and ease-of-use

for CSRs and customer care administrative personnel through Web-based user

45 | P a g e

interfaces that provide a business view and workflows, rather than a highly-

technical view of the system. Additionally, EMCS facilitates easy system

operations and maintenance by providing GUI based monitoring tool.

Ericsson Charging & Billing in One (CBIO)

Ericsson Charging & Billing in One is Ericsson’s end-to-end real-time convergent

business support system that allows CSPs to support a full range of charging and

billing needs for all market segments: retail, wholesale, residential and corporate

subscribers in a streamlined, convergent process. It covers prepaid and post-

paid, voice and data, and fixed and mobile accounts, to support each CSP’s

specific objectives for convergence.Charging and Billing in One offers a flexible

evolution path to convergence enabling CSPs to move to fully convergent BSS

environment in a step wise fashion in-line with their specific business priorities

and starting point, in terms of their existing IT environment.

4.01.14 LOV (Living Our Values) Session:

Main reason of LOV session is to make employees know about the 4 values of

Grameenphone and to implement them in their regular and professional life.

Those values are:

1. Make it easy

2. Keep Promises

3. Be Respectful &

4. Be Inspiring

In this session, Employees are given a full day workshop which is taken by

trainers of People Quality Management and Managers. In this workshop

employees get full information about 4 values, they get practical examples of

using these values as well as they are given 4 tasks based on these 4 values as

group task to make the workshop hundred percent effective.

Communication Training

Employees are communicated about new updates through two ways. Recent

updates and changes are informed by these two medium. Employees who are

46 | P a g e

outside of workplace or in leave, they can be updated by listening free IVR

service 477 which only accessible for the employees and can check details in

mail after joining to the duty.

1. Knowledge IVR-477

2. Internal Mail communication

So, the Training team ensure to the employees in Induction and Production, they

know about this procedures.

4.02 Training Need determination

Needs of Training is determined by a formal process. Different evaluation tools

and checklists are used to check the needs of training of the employees. Some

are introduced below:

4.02.01Checklist for SQI (Service Quality Indicator)

New Inbound Checklist

Quality Assessment

Criteria

Points Scoring

Greeting

Proper Greeting Section Fail Y(0.00)/N(-5.00)/ NA(0)

Service Skills 40 points

Professional Tonality &

Liveliness

5 Y(5)/N(0)

Voice Skills 5 Y(5)/N(0)

Call Etiquette 10 Y(10)/N(0)

Helpful with Empathy 5 Y(5)/N(0)

Active Listening 5 Y(5)/N(0)

Managed Hold Procedures 10 Y(10)/N(0)

Accuracy - End-user Critical Error (EE), Business Critical Error (BE), Compliance Error

(CE) 60 points

Rude or unprofessional

behavior/ Lost temper/

Violation of CoC/ Unethical

Form Fail Y(-100)/N(0)

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practice/ Improper way of

delivery/ False info- (BE)/

(CE)

Issue/ Problem Identified (EE) Y(0)/N(-10)

Correct & Complete

Information (EE)

25 Y(25)/N(0)

Issue/ Problem Resolved

(EE)

Form Fail Y(0)/N(-100)

Proper SR (EE) 10 Y(10)/ N(0), N/A(10)

Followed Process (EE) 25 Y(25)/N(0)/NA(25)

Closing

Proper Closing Section Fail Y(0)/ N(-5)/ NA(0)

This check list is using recently, where Customer service representatives are

evaluated from his or given service. Here, they are evaluated within 100 marks.

Their marks can be varied from 0-100 where 0 is the critical error. If CS agents

get less than 90% to 100% marks, they usually solve their problem in Team

Discussion. But if there any critical error observed, training team take the step

to give him/her a formal training to clear their concept in their wrong service.

Critical error can be happen in different way. It can be happen,

By providing wrong service

Behavioural issue

Compliance issue

Trainings are given based on availability of the employees and the Scenario of

that times total call pressure.

4.02.02 Input of Training Need Training team give the opportunity to the

employees to input their needs of training in a particular topic or in several

topics 2 to 3 times in a year. After the requisition, training are provided in slot

basis and based on priority.

48 | P a g e

4.03 Effectiveness of Training Program

Training Effectiveness:

The effectiveness of training is a measurement of learning. It is determined by

comparing post-test scores with pre-test scores and then measuring the net

change. There are several methods to measure this—on a per-student basis, on

a per-“skill point” base or. Let’s look at the skill-point base, which measures the

cost of raising a student’s skill by one unit."

Training effectiveness can be measured as:-

1. On the job observation

2. Interviewing with the participants

3. Taking the objective question test

4. Review or feedback by superior

5. Actual performance by participants

Advantages of Training Program

A training programme has the following advantages. They are:

ADVANTAGES TO THE COMPANY:

1. Increased efficiency of employees: An effective training programme can

make the employees of the company work in an effective manner. With training

people gain confidence and this confidence is seen in the output and results.

2. Reduced supervision: An employee needs to be supervised when he

works. When the employee has got sufficient training the amount of

supervision required is less as mistakes are less. This reduces the workload of

the supervisor.

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3. Less amount of wastage: The amount of wastage by an employee is

reduced a lot due to training and therefore if we take an account of the amount

of wastage we find that the company has saved a lot of money.

4. Reduced turnover: Proper training improves chances of obtaining

promotions and employees are happy because they have better opportunities

Due to this their chances of leaving their current job reduces greatly thereby

reducing labour turnover in the company.

5. Helps new employees in the organization: Training always benefits

employees whether old or new. In case of new employees, training helps them

a lot . This is because new employees may not be aware of the functioning of the

organization and training helps them to gain knowledge and insight into the

working of the company.

6. Better labour –management relations: Labour – management relations are

very essential for any organization. When companies introduce training

programmes and prepare employees for future jobs and promotions they send

out a message to the unions that they are interested in employee welfare. Due

to this the unions also adopt a positive attitude and labour- management

relations improve.

ADVANTAGES TO THE EMPLOYEE:

1. Self-confidence: Training leads to increase in employee self-confidence.

The person is able to adjust to his work environment and doesn’t feel humiliated

in front of his seniors. This confidence leads to chances of better efforts in the

future from the employees.

2. Increased motivation levels: Training brings positive attitude among

employees and increases the motivation levels of the employees in the

organization, thereby improving the results of the organization.

3. High rewards: An effective training programme helps an employee to take

the benefit of the rewards systems and incentives available in the company.

Thus the employee is able to get these rewards, which in turn increases his

motivation levels.

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4. Group efforts: An effective training programme not only teaches an

employee how to do his work but also trains him to work as a part of the

group. Thus training programmes improve group efforts

5. Promotion: Effective training programmes increase performance and

increase the chances of obtaining promotions. Many employees even opt for

certain programmes so that they can help the employee to improve his chances

of promotions and obtaining higher positions in the organization.

It is very much important for Grameenphone as a leading service provider in the

country to give the best services. And for that employees must be efficient and

for that their training has to be effective.

Effectiveness of training program is assessed in Monthly, Quarterly and Yearly

basis by checking up the Team performance report, total training taken by the

particular team and individual employees.

For instance, randomly a performance report of 3 months of a team was

collected to discuss as the training team does.

Performance Report of a Team

SQI

(90%)

AHT

(1:55sec)

Adherence

(90%)

RTC

(90%)

Sales

(100%)

Login-

logout

Accuracy

(90%)

December/2015 90.6 1:49 93.5 116% - 92.5

January/2016 90 2:01 92.3 91% - 95

February/ 2016 90.7 1:54 90.3 101% - 91

Here,

SQI = Service Quality Indicator. Here target for meeting performance is 90%. If

it is crosses 95% it will be exceed and if below 90% then it will be below

performance.

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AHT = Average Handling time. Here target for meeting performance is 1:55

sec/call. If it is below 1:50sec/call it will be exceed and if more than

2:10sec/min, then it will be below performance.

Adherence = Here target for meeting performance is 90%.

RTC = Reason to Call. Here target for meeting performance is 90%. If it is

crosses 95% it will be exceed and if below 90% then it will be below

performance.

Sales = Sales refers here, Internet package sales. This kpi will be effective only

if CS representative take it.

Here, <100%= 85% incentive

100% = 100% incentive

>150% = 150% incentive

Login-Logout Accuracy = It refers to the on time login to the system and on

time log out from the system.

These all KPI will be meet up then =, when the training program will work

effectively.

From the Performance report given above, it shows that the RTC % reduces in

January then December is about 25%. This was happened because of RTC

system change. This also affected to AHT. But after proper training on AHT &

RTC, performance increased again.

In this way training team, keep track on performance which is much effective for

the employees as well as company.

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CHAPTER FIVE

5.01.01 Findings on Survey

This survey report presents selected results from employees of Grameenphone

Ltd. The survey is based on two parts, Part A conducted with the employees’

satisfaction about the training program of Grameenphone and Part B conducted

with the employee performance and, Training and Development (T&D) of

induction & mentorship. Survey methods included telephone interviews, through

questionnaire and also direct approach to the employees’ to collect demographic

information about training program that was designed to measure the

effectiveness of the training program. The data will be used to evaluate all the

components of training. All data collection activities conformed to standard

procedures for conducting Grameenphone Ltd. surveys. The sampling, survey

design, and reporting methodologies are recognized by major research

organizations.

The survey statistics:

Number of Surveyors 50

Organization Name Grameenphone Ltd.

Year of Survey 2016

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Survey Data:

1. Quantity of our employees' work output has improved in last 3 months

Strongly

Agree 72% Agree 20% Neutral 8% Disagree 0%

Strongly

Disagree 0%

In our survey we asked surveyors about the increasing quantity of the

employees work output how much improved in last 3 months, and we found that

72% of them are strongly agreed & 20% agreed that the quantity of output of

the employees is increasing because of proper training and rest employees have

showed their mix impression.

72%

20%

8% 0%0%

Strongly Agree

Agree

Neutral

Disagree

Strongly Disagree

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2. Most of the employees achieved organizational goals of last 3 months.

Strongly

Agree 60% Agree 12% Neutral 8% Disagree 20%

Strongly

Disagree 0%

In our survey we asked surveyors that the most of the employees achieved

organizational goals of last 3 months, and we found that 60% of them are

strongly agreed, 12% agreed, 20% disagreed and rest are depends on other

parameters. But on a quick vision we can easily find out from the graph that the

statement is correct and a large number of employees agreed with that.

Employees can easily find out among them about the training effectiveness.

60%

12%

8%

20%

0%

Strongly Agree

Agree

Neutral

Disagree

Strongly Disagree

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3. There are formal training programs to teach new employees the skills

they needed.

Strongly

Agree 80% Agree 20% Neutral 0% Disagree 0%

Strongly

Disagree 0%

In our survey we asked surveyors about, formal training programs to teach new

employees, the skills they needed and we found that 80% of them are strongly

agreed, 20% agreed that they are provided the proper formal training and rest

are depends on other parameters. But on a quick vision we can easily find out

from the graph that the statement is correct and a large number of employees

agreed with that.

80%

20%0%0%0%

Strongly Agree

Agree

Neutral

Disagree

Strongly Disagree

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4. Employees feel happy to work in teams.

Strongly

Agree 80% Agree 20% Neutral 0% Disagree 0%

Strongly

Disagree 0%

In our survey we asked surveyors about, are employees feels happy to work in

teams and we found that 80% of them are strongly agreed, 20% agreed and

rest are depends on other parameters. But on a quick vision we can easily find

out from the graph that the statement is correct and a large number of

employees agreed with that.

80%

20%0%0%0%

Strongly Agree

Agree

Neutral

Disagree

Strongly Disagree

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5. Majority of our employees can work independently and they give high

performance.

Strongly

Agree 80% Agree 12% Neutral 8% Disagree 0%

Strongly

Disagree 0%

In our survey we asked surveyors about, majority of employees can work

independently and they give high performance and we found that 80% of them

are strongly agreed, 12% agreed, 8% strongly disagreed and rest are depends

on other parameters. But on a quick vision we can easily find out from the graph

that the statement is correct and a large number of employees agreed with that.

Employees can easily find out among them about the training effectiveness.

80%

12%

0%0%8%

Strongly Agree

Agree

Neutral

Disagree

Strongly Disagree

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6. Employees in our organization have been enabled to make decisions

well.

Strongly

Agree 72% Agree 8% Neutral 8% Disagree 0%

Strongly

Disagree 0%

In our survey we asked surveyors about, are employees in the organization have

been enabled to make decisions well and we found that 72% of them are

strongly agreed, 20% agreed and rest 8% are depends on other parameters.

Their

72%

20%

8% 0%0%

Strongly Agree

Agree

Neutral

Disagree

Strongly Disagree

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7. Employees' communication skills have been improved in this

organization

Strongly

Agree 72% Agree 28% Neutral 0% Disagree 0%

Strongly

Disagree 0%

In our survey we asked surveyors about, are employees' communication skills

have been improved in this organization, and we found that 72% of them are

strongly agreed, 28% agreed and rest are depends on other parameters. But on

a quick vision we can easily find out from the graph that the statement is correct

and a large number of employees agreed with that. Employees can easily find

out among them about the training effectiveness.

72%

28%

0%0%0%

Strongly Agree

Agree

Neutral

Disagree

Strongly Disagree

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8. Employees' competencies are in line with the organizational operational

and strategic goals

Strongly

Agree 72% Agree 8% Neutral 8% Disagree 12%

Strongly

Disagree 0%

In our survey we asked surveyors about, are employees' competencies in line

with the organizational operational and strategic goals and we found that 72% of

them are strongly agreed, 8% agreed, 12% disagreed and rest are depends on

other parameters. But on a quick vision we can easily find out from the graph

that the statement is correct and a large number of employees agreed with that.

Employees can easily find out among them about the training effectiveness.

72%

8%

8%

12% 0%

Strongly Agree

Agree

Neutral

Disagree

Strongly Disagree

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9. Training needs are identified through a formal performance appraisal

mechanism.

Strongly

Agree 72% Agree 8% Neutral 8% Disagree 12%

Strongly

Disagree 0%

In our survey we asked surveyors about, are training needs identified through a

formal performance appraisal mechanism and we found that 72% of them are

strongly agreed, 8% agreed, 12% disagreed and rest are depends on other

parameters. But on a quick vision we can easily find out from the graph that the

statement is correct and a large number of employees agreed with that.

Employees can easily find out among them about the training effectiveness.

72%

8%

8%

12% 0%

Strongly Agree

Agree

Neutral

Disagree

Strongly Disagree

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10. There we formal training evaluation methods to assess the

effectiveness of the training.

Strongly

Agree 60% Agree 12% Neutral 8% Disagree 20%

Strongly

Disagree 0%

In our survey we asked surveyors about, are there formal training evaluation

methods to assess the effectiveness of the training, and we found that 60% of

them are strongly agreed, 12% agreed, 20% disagreed and rest are depends on

other parameters. But on a quick vision we can easily find out from the graph

that the statement is correct and a large number of employees agreed with that.

Employees can easily find out among them about the training effectiveness.

60%

12%

8%

20%

0%

Strongly Agree

Agree

Neutral

Disagree

Strongly Disagree

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11. Attachments are effective for the new trainees

Strongly

Agree 80% Agree 12% Neutral 8% Disagree 0%

Strongly

Disagree 0%

In our survey we asked surveyors about, are attachments effective for the new

trainees, and we found that 80% of them are strongly agreed, 12% agreed, 8%

neutral and rest are depends on other parameters. But on a quick vision we can

easily find out from the graph that the statement is correct and a large number

of employees agreed with that. Employees can easily find out among them about

the training effectiveness.

80%

12%

0%0%8%

Strongly Agree

Agree

Neutral

Disagree

Strongly Disagree

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12. Training for Induction batch done within 21-23 days

Strongly

Agree 72% Agree 20% Neutral 4% Disagree 4%

Strongly

Disagree 0%

In our survey we asked surveyors about, does training for Induction batch done

within 21-23 days, and we found that 72% of them are strongly agreed, 20%

agreed and rest are depends on other parameters. But on a quick vision we can

easily find out from the graph that the statement is correct and a large number

of employees agreed with that.

72%

20%

4% 4%0%

Strongly Agree

Agree

Neutral

Disagree

Strongly Disagree

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13. Orientation program is very helpful for new trainees.

Strongly

Agree 72% Agree 8% Neutral 8% Disagree 12%

Strongly

Disagree 0%

In our survey we asked surveyors about, is orientation program very helpful for

new trainees and we found that 72% of them are strongly agreed, 8% agreed,

12% disagreed and rest are depends on other parameters. But on a quick vision

we can easily find out from the graph that the statement is correct and a large

number of employees agreed with that. Employees can easily find out among

them about the training effectiveness.

72%

8%

8%

12% 0%

Strongly Agree

Agree

Neutral

Disagree

Strongly Disagree

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14. Product Information is informed clearly

Strongly

Agree 80% Agree 12% Neutral 8% Disagree 0%

Strongly

Disagree 0%

In our survey we asked surveyors about, is product information informed clearly

and we found that 80% of them are strongly agreed, 20% agreed and rest are

depends on other parameters. But on a quick vision we can easily find out from

the graph that the statement is correct and a large number of employees agreed

with that. Employees can easily find out among them about the training

effectiveness.

80%

12%

0%0%8%

Strongly Agree

Agree

Neutral

Disagree

Strongly Disagree

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15. Tools & Application are learned practically.

Strongly

Agree 60% Agree 12% Neutral 8% Disagree 20%

Strongly

Disagree 0%

In our survey we asked surveyors about, are tools & application learned

practically, and we found that 60% of them are strongly agreed, 12% agreed,

20% disagreed and rest are depends on other parameters. But on a quick vision

we can easily find out from the graph that the statement is correct and a large

number of employees agreed with that. Employees can easily find out among

them about the training effectiveness.

60%

12%

8%

20%0%

Strongly Agree

Agree

Neutral

Disagree

Strongly Disagree

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16. Evaluations are done frequently.

Strongly

Agree 72% Agree 8% Neutral 8% Disagree 12%

Strongly

Disagree 0%

In our survey we asked surveyors about, are evaluations done frequently and

strategic goals and we found that 72% of them are strongly agreed, 8% agreed,

12% disagreed and rest are depends on other parameters. But on a quick vision

we can easily find out from the graph that the statement is correct and a large

number of employees agreed with that. Employees can easily find out among

them about the training effectiveness.

72%

8%

8%

12% 0%

Strongly Agree

Agree

Neutral

Disagree

Strongly Disagree

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17. Mentorship program is done effectively.

Strongly

Agree 72% Agree 20% Neutral 8% Disagree 0%

Strongly

Disagree 0%

In our survey we asked surveyors about, is mentorship program done effectively

and we found that 72% of them are strongly agreed, 20% agreed and rest are

depends on other parameters. But on a quick vision we can easily find out from

the graph that the statement is correct and a large number of employees agreed

with that. Employees can easily find out among them about the training

effectiveness.

72%

20%

8% 0%0%

Strongly Agree

Agree

Neutral

Disagree

Strongly Disagree

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18. Re-evaluation for failing in post-evaluation is more effective.

Strongly

Agree 80% Agree 12% Neutral 0% Disagree 0%

Strongly

Disagree 8%

In our survey we asked surveyors about, is re-evaluation for failing in post-

evaluation more effective and we found that 80% of them are strongly agreed,

12% agreed, 8% strongly disagreed and rest are depends on other parameters.

But on a quick vision we can easily find out from the graph that the statement is

correct and a large number of employees agreed with that. Employees can easily

find out among them about the training effectiveness.

80%

12%

0%0%8%

Strongly Agree

Agree

Neutral

Disagree

Strongly Disagree

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19. Training is given based on individual employees.

Strongly

Agree 60% Agree 12% Neutral 8% Disagree 20%

Strongly

Disagree 0%

In our survey we asked surveyors about, is training given based on individual

employees and we found that 60% of them are strongly agreed, 12% agreed,

20% disagreed and rest are depends on other parameters. But on a quick vision

we can easily find out from the graph that the statement is correct and a large

number of employees agreed with that. Employees can easily find out among

them about the training effectiveness.

60%

12%

8%

20%

0%

Strongly Agree

Agree

Neutral

Disagree

Strongly Disagree

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20. Supervisors are concern about evaluation of the induction

trainees

Strongly

Agree 72% Agree 8% Neutral 8% Disagree 12%

Strongly

Disagree 0%

In our survey we asked surveyors about, are supervisors concern about

evaluation of the induction trainees and strategic goals and we found that 72%

of them are strongly agreed, 8% agreed, 8% showed their mix impression and

12% disagreed and rest are depends on other parameters. This result shows

that in term of evaluation, supervisors are concerned so that there may not any

discrepancy.

Summary of the findings:

From part A & B of the survey, we can summarise that Grameenphone. The

leading brand of communication sector in Bangladesh is providing the best way

formal training program which has made the employees happy, skilled, more

productive, good decision maker which result the ultimate productive

organization. Trainers are well arranged and they provide various types of

training to the employees. And not only this, they also check the output so that

their effort may not go in vain.

72%

8%

8%

12% 0%

Strongly Agree

Agree

Neutral

Disagree

Strongly Disagree

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5.01.02 Recommendations for the Institutions

Training program on customer service of Grameenphone is a very significant

part for the inbound division of that company. According to the all above findings

of the report, the following recommendation can be given for the furtherance of

the training segment of Grameenphone. Although the following list of suggested

theme is by no means exhaustive, I can provide some tentative directions for

consideration:

Grameenphone Ltd.’s is providing training as a multinational company where

developing the performance objectives for the task, the support available to the

employee is also identified. Based on this information, some recommendations

on how to deliver the training can be made. For example, if a skill or knowledge

expert is available as a support resource to the employee, there may be less

time required in formal training and more time spent in on-the-job

training.When training objectives and recommendations are made, take into

account the degree of importance the associated task has within the job

function. Important or critical tasks should be highlighted in training

recommendations.

Finally, the above recommendations will be prolific if the company and obviously

the employees co-operate and being respectful to each other’s.

74 | P a g e

CHAPTER SIX

6.01 Conclusion & References

6.01.01Conclusion

As a corporate rule, in order to achieve the business objective of the company,

individual divisions should have their own objectives to support this. The

divisional objectives are far different compared to each other, according to their

nature of job and functional role. No doubt it is a great big teamwork which

makes the business objective happens. And considering Grameenphone Ltd.’s

success we can confidently say that they have such a good training program &

its effectiveness in customer service of Grameenphone can be identify easily.

From the survey we can measure that the level of satisfaction is very high

among the employees. In addition, the employees are getting adequate support

and facilities from the company.

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6.01.02 References

Anderson, A. H. (1993). Successful Training Practice. Oxford, UK: Blackwell

publishers.

Brown, & Gerhardt. (2002). Formative evaluation: an integrative practice model

and case study. Personnel Psychology, 951-983.

Cihan Besir, Training Specialist, Fortis Bank, Turkey,

https://www.contactcenterworld.com/view/contact-center article/measuring-

training-effectiveness.aspx

Donald L. K. (2010). Kirkpatrick's learning and training evaluation theory.

Retrieved from

http://www.businessballs.com/kirkpatricklearningevaluationmodel.htm#HRD%2

0performance%20evaluati

Gilson, K., & Khandelwal, D. (2005). Getting more from Call Centers. The

Mckinsey Quarterly, November 22, 1-8.

McClelland, S. D. (2002). A Training Needs Assessment for the United Way of

Dunn County Wisconsin.Retrieved from

http://www.uwstout.edu/lib/thesis/2002/2002mcclellands.pdf

on%20survey%20questionnaire%20sample%20questions

https://en.wikipedia.org/wiki/Grameenphone

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https://www.telenor.com/about-us/global-presence/bangladesh/

http://www.grameenphone.com/sites/default/files/investor_relations/annual_rep

ort/History-Milestones.pdf

Grameenphone Annual report/ 2015

http://www.donnaearltraining.com/Articles/InternalCustomerService.htm

http://smallbusiness.chron.com/effective-communication-customer-service-

4806.html

http://www.bain.com/publications/articles/can-communications-service-

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