3. Main Report.pdf

A WORKING REPORT ON HUMAN RESOURCES DIVISION OF ROBI AXIATA LIMITED

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CHAPTER-1:

INTRODUCTION


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1.1 BACKROUND OF THE REPORT

The world of work is rapidly changing. As a part of an organization Human Resource

Management (HRM) must be efficient enough to deal with the condition of the changing

world. For HRM it means that understanding the implications of globalization, technology

changes, workforce diversity. At the moment changing skill requirements, continuous

improvement initiatives contingent workforce, decentralized work sites and employee

involvement are the issue for confront. Now it is a big challenge for the HRM to support the

organization by providing the best personnel for the suitable position in shortest possible

time. Starting with recognizing the vacancies and planning for them is a difficult task.

Moreover, recruiting suitable candidates and selecting the best person in time is a challenge.

The cost of the recruitment is significant. So, proper planning on recruitment and

implementing the plan is the task that requires more focus and improvement. Equal

opportunity and sourcing is also a vital part. Realizing this need, I have tried to find the

difference and similarities between theoretical aspects with the practical steps taken by the

company. I have taken an attempt to demonstrate the feature for the further improvement

after finding out some laggings.

1.2 OBJECTIVE

To be specific, the objectives of this internship report are:

1. To focus on major elements and process of the recruitment and selection process;

2. To find out shortcomings and their solution of the recruitment and selection process.


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1.3 SCOPE

This report deals with the recruitment and selection process in terms of theoretical point of

view and the practical use. The study will allow to learn about how the process of recruitment

and selection actually takes place in multi-national organizations, what kind of medium and

methods they use, how they attract candidates for a vacant position, how they recruit and

select the right candidate for a specific position, how they ensure quality work by supplying

the qualified candidates and so on. Moreover, this report will help to understand why

recruiting and selecting candidates is very important for any organization.

1.4 METHODOLOGY

Primary Sources: Primary data sources are informal discussion with professionals and

observation while working in different tasks.

Secondary Sources: The secondary data sources are website, different published reports, and

different publications of Robi.

1.5 LIMITATION

The main limitation of the study is the collection of information as most of the information is

confidential. So they did not want to disclose any internal issue of the company. And I am not

able to show any forms which they use in the time of joining or what kind of information they

keep in the personnel file.


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CHAPTER-2:

COMPANY INFORMATION


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2.1 BACKGROUND AND CORPORATE PROFILE IN BNGLADESH

In order to keep a rhythm with the current era, infrastructural development of the

telecommunication sector should have a greater priority. Telecommunication is the

transmission of information, over significant distances, for the purpose of communication. As

a consequence, Robi Axiata Limited is considered as one of the pioneers in the

telecommunication sector of Bangladesh, also as a dynamic and leading countrywide GSM

communication solution provider. Formerly, it was known as Telekom Malaysia International

(Bangladesh) which commenced its operations in Bangladesh in 1997 with the brand name

AKTEL. But on 28th March 2010, the company came to be known as Robi Axiata Limited

and the service name was rebranded as Robi. Robi Axiata Limited is a joint venture

company between Axiata Group Berhad, Malaysia and NTT DOCOMO INC, Japan. Being a

Joint Venture company, ratio of share held between Axiata Group Berhad and NTT

DOCOMO INC. is 7:3; which means-

Robi AxiaLimited

+ = (10

(70%) (30%)

Fig No.1: Shareholdings

Vision:

To be a leader as a Telecommunication Service Provider in Bangladesh

Mission:

Robi aims to achieve its vision through being number one not only in terms of market share,

but also by being an employer of choice with up-to-date knowledge and products geared to

address the ever changing needs of our budding nation.


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Purpose:

Empowering you means, we are there for you, where you want and in the way you want,

in order to help you develop, grow and make the most of your lives through our services.

Principles:

No matter what Robi does in order to realize its purpose, it holds itself accountable to the

following overarching guiding Principles for the organization:

1. Being respectful towards everyone.

2. Being trustworthy by action. Being passionate and creative in all we do.

3. Keeping things simple in the way we do things.

4. Being ethical and transparent.

5. Demonstrating individual and collective ownership.

6. Practicing an open culture in communication and interaction.

Robi promises, To provide relevant and affordable solutions supported by exceptional

customer service and availability, continuously improving our network coverage and

quality.

2.2 MAJOR COMPANIES OF THE TELECOMMUNICATION

INDUSTRY IN BANGLADESH

The telecommunication industry is characterized by a high level of concentration with six

multinational and local companies dominating the industry. Following Table contains

information about the major telecommunication companies that are sorted in the order of

their 2010 market share.


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Competition among Major Telecommunication Companies in Bangladesh

Company Brand Subscriber (in millions) Market Share

Grameenphone Ltd. GP 24.55 43.56%

Orascom Telecom Bangladesh Ltd. Banglalink 14.94 26.51%

Robi Axiata Limited Robi 10.82 19.20%

Pacific Bangladesh Telecom Ltd. Citycell 1.89 3.35%

Teletalk Bangladesh Ltd. Teletalk 1.13 2.00%

Warid Telecom, Bangladesh/ Airtel

Bangladesh

Warid/

Airtel

3.03 5.38%

Total 56.36 100.00%

Source: Bangladesh Telecommunication Regulatory Committee (BTRC) website in April 30, 2010

On the mentioned figure, it is seen that the total market of the mobile phone is with 56.36

million subscriber where Grameenphone still dominating the market with 43.56% market

share which is far higher than its immediate follower Banglalink, with 26.51%, and Robi,

with 19.20%. The rest of the operators are not in competition with these three operators and

hold much low market share compared to them.

Some Company Achievements:

Robi has been conferred the prestigious Frost & Sullivan Asia Pacific ICT Award

2010 for "Emerging Market Service Provider of the Year"

Awarded the prestigious fund grant from GSMA MMU (Mobile Money for the

Unbanked) in 2009

Crossing 10 million subscribers mark in 2009

Ranked within top 6 global comparable telcos in A.T. Kearney benchmarking

exercise in 2009

Cost optimization project saved 2 times of what was projected

Bangladesh Mobile Phone Businessmen Association (BMBA) Award 2008-2009 as

the best service provider in Bangladesh


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The Weekly Financial Mirror Samsung Mobile & Robintex Business Award 2008-

2009 as the best Telecommunication company

TeleLink Telecommunication Award 2007 TeleLink Telecommunication Award

2007" for its excellence in service, corporate social responsibilities and dealership

management for the year 2006 in commemoration of WORLD Telecommunication

Day 2007

Arthakantha Business Award Given by the national fortnightly business magazine of

Bangladesh for its excellence in service in telecom sector

To ensure leading-edge technology, Robi draws from the international expertise of Axiata

and NTT DOCOMO INC. Its GSM service is based on a robust network architecture and

cutting edge technology such as Intelligent Network (IN), which provides peace-of-mind

solutions in terms of voice clarity, extensive nationwide network coverage and multiple

global partners for international roaming. Its customer centric solution includes value added

services (VAS), quality customer care, easy access call centers, digital network security and

flexible tariff rates.


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CHAPTER-3:

ORGANIZATIONAL PART

(HUMAN RESOURCES DIVISION)


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3.1 ORGANOGRAM

Human Resources Division of Robi Axiata Limited has 4 (Four) departments. Each of them

has small units. I have done my internship in Resourcing Management which is under

department of HR Operations. The total picture is given below as an organogram-

Fig No.2: Organogram of Human Resources Division (Robi Axiata Ltd.)

Human

Resources

Division

Organizational

Development

HR

Operations

Competence

Development

(CD)

Employee

Relations &

Compliance

Talent

Management

Compensation

& Benefits

Managements

Culture

Management

HR Analyst

Business

Partner

Resourcing

Management

Payroll

Management

HR

Services

CD - Function

Specific

CD -

Management

Transformation

& Change

Support

Process

Improvement

Employees

Relations

Compliance &

EHS

(Environmental

Health &

Safety)

Internship

Program

3.2 HIERARCHY AND CHAIN OF COMMAND

In Robi Axiata Limited, almost all the divisions follow a common hierarchy and chain of

command. In Human Resources Division, Chief Human Resources Officer (CHRO) is at the

top most position and acts as divisional head. Along with CHRO, Executive Vice President


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(EVP) and Vice president (VP) are in the top level management. Then, General Manager

(GM) and Manger are associated in the mid level management. Finally, in the low level

management there are Specialist, Officer and Assistant Officer. Their hierarchical positions,

management levels and chain of command can be shown as-

CHRO Top Level

EVP

VP

GM Mid Level

Manager

Specialist

Officer Entry Level

Asst. Officer

Fig No.3: Hierarchy, Management Levels & Chain of Command

Overall organizational decision is taken by the Chief Executive Officer (CEO). But, for any

HR decision or activity CHRO is authorized to take decision. CHRO passes his decision to

his/ her immediate subordinate, who is EVP of particular department of HR Division. Then

the total process ends to Assistant Officer.

The decision making process is quite centralized. To take any decision most of the time they

need to wait for their immediate supervisor to approve. Considering the hierarchy and chain

of command; for entry level employees it takes a long to have proper instructions.


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CHAPTER-4:

HR FUNCTIONAL DEPARTMENTS


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As mentioned earlier, Human Resources Division of Robi Axiata Limited has following 4

(Four) major functional departments in Operation. And their activities are listed below:

Organizational

Development

HR Operations Competence

Development

Employee Relations

& Compliance

Align and support

Human Capital

requirement to

Strategic Business

Objectives

To lead HR

Business Partners

for providing

Employee Services.

Ensure minimum

downtime due to

employee shortage

in approved

positions within

divisions

Identify, prepare,

propose and execute

competence

development

activities to

continuously

upgrade skill set of

available resources

to excel in their

roles

Ensure effective and

efficient roll-out of

HR processes for

employee satisfaction.

Facilitate

implementation of HR

Policies, employee

engagement activities

throughout the

organization

Support Organization

in nurturing talents by

creating a transparent

environment for

performance

management

Facilitate effective

and efficient

implementation of

HR processes and

management of

staff lifecycle

Support

implementing

Change Projects

through people

engagement

Ensure

implementation and

compliance of all

statutory requirements

HR Strategy analysis

& periodic review of

HR effectiveness.

Review and propose

changes in HR policy.

Drive Employee

Satisfaction Index

through periodic

surveys and follow up

action plans

Implement and

comply with

Headcount Plans,

Policies and Work

Codes

Liaison with top

local and

international

institutions and

training providers to

develop training

intervention to

minimise identified

competency gaps

Represent

organization in

employers

organizations, and all

relevant inspectorates.

Drive performance

management culture

Provide support to

Internal Audit from

HR

Drive collective

leadership agenda

Lead EHS

(Environmental

Health & Safety)

services


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4.1 HR ACTIVITIES OF HR OPERATIONS AT ROBI

Business Partner: Business Partner creates effective partnership with line management. It

involves line management on HR processes, systems and tools. It facilitates HR events

(career mgt. succession planning) to support leadership pipeline. It also participates in

divisions selection processes and ensures right talent.

Payroll Management: Payroll Management ensures top most confidentiality on salary

information across business administers with accurate monthly payroll up to issuance of pay

slip through SAP (Systems, Applications and Products). It process annual salary revision. It

also disburses other incentives and bonuses on time. Payroll Management effectively

maintains payroll related records. It prepares and timely provides tax computation for

employees for income tax purpose.

HR Services: HR Services deliver standard staff records management, fund Management,

leave and attendance management, management of board of trustees, expatriate management,

staff transition management.

Resourcing Management: Resourcing Management facilitates recruitment processes along

with HRBPs (HR Business Partner) by consistently applying recruitment policy across all

divisions. It effectively manages job portal and campaign employment brand together with

OD (Organizational Development). It also represents the company to all university placement

offices for graduate hires.

4.2 RECRUITMENT AND SELECTION PROCESS

Recruitment involves locating individuals with appropriate qualifications, in sufficient

numbers and encouraging them to apply for jobs in a particular organization. The basic

purpose of recruiting is to ensure a sufficient pool of applicants from which the most

qualified individuals may be selected. On the other hand, selection process begins where


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recruitment process ends, with the applicant pool. Selecting is actually the process of

choosing from a group of applicants that individual deemed to be best qualified for particular

job. Recruitment and selection of candidates is very important for any organization as

qualified employees can lead an organization to its success.

4.3 PRELIMINARY ISSUES

There are some issues which are controlled by the respective department and HR of the

company during the recruitment process. These are given below:

Timing: Resourcing Management usually gets 60 days to recruit and select a

candidate. This time is not specified by the respective department in which a vacancy

has been opened. Time period is totally controlled by the HR Operations.

Types of Contact: Qualification needed to perform the job is provided to the

Resourcing Management by the respective department to make the recruitment

process more efficient.

Recruitment Budget: Robi Axiata Ltd. allocates a fixed amount of recruitment

budget every year. Basically this budget is allocated division wise.

4.4 SOURCES OF CANDIDATES

Fig No.4: Sources of Candidates

Internal

External

Sources


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Internal Source: Robi Axiata Ltd. usually does not follow any separate internal

recruitment process. Robi believes in equal opportunity for all. If there is any vacant position

in the company and someone who is currently working in the company and is interested to

apply for that position, he or she has to go through all the steps of general recruitment process

of Robi Axiata Ltd. They can apply for the vacant post through the internal job portal of the

website of Robi.

External Source: Robi Axiata Ltd. prefers recruiting through online. HR Division

collects CVs of the external candidates from www.prothom-alojobs.com and

www.bdjobs.com. It also takes part in job fairs, and also uses Word of Mouth to attract

competent candidates. Occasionally they take help from employment agencies. These

agencies only provide CVs of competent candidates.

4.5 STEPS INVOLVED IN THE PROCESS

There are few steps in the recruitment and selection process of Robi Axiata Ltd, which are

first shown in a graphical presentation and later it has been discussed in detail:

Fig No.5: Recruitment & Selection Process

Requisition of

Employee

Recruitment

Employee Pool

(Potential &

preferable for

another position)

Selection of the

Candidate(s)

Final

Interview

First

Interview

Written

Test

CV Sorting

Advertisement

of the Vacant

Position

http://www.prothom-alojobs.com/


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i. Requisition of Employee Recruitment: The recruitment process of Robi Axiata Ltd.

starts with a manpower requisition form. A manpower requisition form is a formal

document that authorizes the filling of a job opening indicated by the organization by

the signatures of top management. Whenever any department is in a need of employee,

they send the manpower requisition form to HR operation to start the recruitment

process. They pass different criterion, such as, type of employee they need, for which

position they want to recruit etc. Then they verify the requisition form. For new position

they basically verify whether their headcount figure supports it or not. Conversely for

replacement, they verify whether there is an actual need for replacement or not. If all

goes well, then the manpower requisition form is signed by the HR head and divisional

head.

ii. Advertisement of the Vacant Position: Once the manpower requisition form is signed,

they give add on their Robi Career Site. They also advertise job vacancy on

www.prothom-alojobs.com and www.bdjobs.com. In their job add they include

title of the position, number of vacancy opened, their requirements, what kind of

educational qualification in needed, how many years of experience is needed etc.

Usually the deadline for job advertisement is seven to eight days. Interested candidates

have to fill up a form and apply online for a vacancy. Robi Axiata Ltd. does not take

any hard copy of CV. Because it makes the CV sorting time consuming.

iii. CV Sorting: After getting CVs from the applicants the company sort those out and

makes short list of the candidates whose qualifications match the criteria of vacancy.

Considering job requirements, number of applicants differs in different job positions.

For entry level job, number of applicants is higher than that of top level job. After

sorting the CVs, 5 candidates for 1 position are considered for the next step. That

means, the yield ratio is 5:1.


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iv. Written Test: Those who are shortlisted have to sit for a written exam. Here the

candidates are asked questions on general knowledge, work related questions etc. The

questionnaire is usually designed by HR personnel of HR operations. However,

sometimes the questionnaire can be designed by the personnel of the respective

department where there is an opening of vacancy.

v. First Interview: Those who qualify the written exam are then called for 1st interview.

The interview is taken by the divisional representative and HR representative. After the

1st Interview the interview board eliminates some candidates who are unable perform up

to the mark. The remaining candidates then face Final Interview. But if they have only a

few qualified candidates they go for only one interview.

vi. Final Interview: After having the 1st interview the interview board selects the top

performers for the Final Interview. Final Interview of upper level employees is critical

compare to entry level candidates. Sometimes candidates are evaluated by asking them

to solve a case study. Occasionally candidates have to do a presentation on it. Often

candidates are evaluated by a competency evaluation.

Step (iv), (v) and (vi) are not always remain in the same sequence. Basically, step (iv) is

taken place for entry level candidates. Those who perform well in this step they are

carried out to step (v). If a good number of candidates performs well then the step (vi) is

taken place. But for the candidates of top level management, only step (vi) is performed

among all these 3 steps, as number of eligible candidates are less in most of the times.

vii. Selection of the Candidate(s): HR Operations of Robi Axiata Ltd. always selects those

whom it thinks is most preferable. Once it has selected a candidate, it carries out

reference check and background investigation. If everything is alright, for entry level

position, it offers the standard salary according to the company policy. And for top level


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position, it asks the selected candidate to e-mail them his pay slip of his present

organization in which he is working. HR Operations analyze the pay slip and send

him/her offer letter via e-mail. If the selected candidate agrees with the offer letter then

he/ she let the HR operations department know that he/she has accepted the offer letter.

Once the salary negotiation is done, the HR Operations then closes the position. After

that it prepares an approval note. This approval note is signed by the Chief Human

Resource Officer and the respective divisional head. Next, the candidate is sent for

medical test in their prescribed medical center which is Medinova Medical Services

Ltd. This is done to ensure that the selected candidate is physically capable of

performing the work. The medical test reports are directly sent to the HR Operations

department. However, it is mandatory to pass the physical examination. If the selected

candidate passes the medical examination then he is provided with a joining letter. But

if the candidate fails to meet the physical requirements, the second best candidate from

other participants is selected.

viii. Employee Pool: After finishing Final Interview, if the interview board finds more than

one capable candidates then the interview board creates an Employee Pool and keeps

the second best candidate on that. If the number one selected candidate denies to join

for any reason or fails in medical test then the second best candidate is call the for the

job. In general, the second best candidate is called for similar position for which the

person has given the interview before.

It is always a big challenge for HR Division to hire the right person for the right job at the

right time with proper remuneration, to make the person compatible through training and

development with proper documentation. As a consequence, HR Division of Robi is doing it

quite successfully.


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CHAPTER-5:

MY ASSIGNED UNIT/DEPARTMENT

AND RESPONSIBILITIES


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5.1 MY ASSIGNED UNIT/DEPARTMENT

As a HR graduate the HR division of Robi assigned me in their own HR division. As

mentioned earlier that HR division has four departments, each of them has few units. In Fig

No.3 I have mentioned my assigned position in Resourcing Management under HR

Operations of Human Resources Division in Robi Axiata Ltd.

5.2 MY EXPERIENCES

My respective supervisor Mr. Khandakar Raihan Sayeed asked me to do work in Resourcing

Management under HR Operations as its under the Human Resources Division. Being an

intern I was not assigned to handle any major responsibility. Things that I did there are

mentioned below:

Called candidates for written test or interview time, date, position and location

Coordinated written test and interview

Assisted new employees in their joining process with forms like Joining Letter, Form

2 (Gratuity), Employee Disclosure Form, Certificate of Compliance etc.

Created personal file of new employees

Assisted in personal file automation process through scanning the personal files of

employees

Activated or replaced SIM card for employees

Created user name in ITS (Incident Tracking System) to claim for benefits

Updated the files of existing employees with different updated papers


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Coordinated the joining process or new interns

Prepared and updated salary sheet of the interns

5.3 PROBLEMS IDENTIFIED

As one of the largest telecommunication companies in the world, still this multinational

company has some problems which I felt during my three months internship.

The problems what I observe and they are listed as below:

1. After re-branding from AKTEL to Robi the company yet not fixed its HR Policy, still

it is under construction. So there is no proper written guidance for recruitment and

selection at the moment.

2. Number of HR personnel is less, which is around 25 (Twenty Five). So sometimes 1

(One) HR person has to take the responsibility of recruitments of many departments at

a time.

3. HR personnel are told to complete the total recruitment and selection process within

60 days, but as there is no written HR policy yet sometimes they fail to fulfill it as

they are not penalized for failure.

4. Sometimes if any authorized interviewer remains unavailable during the interview

period then the interview may be postponed which may take some additional but

valuable time to hire new people.

5.4 RECOMMENDATION

From my observation the problems what I found out they are listed in the above paragraph.

Now I would like to recommend some steps which can be taken to overcome this situation.

And they are listed below:


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1. Running an organization without any policy/guideline is like ruling an empire without

any rule. So Robi should introduce its complete HR Policy as soon as possible.

2. If a HR person is done with his respective assignment then he/she may be assigned

again with another HR person who is running out of time with his works.

3. The organization may hire some people in its HR department itself. Then the total

work pressure can be divided into small assignments among HR people.

4. As there is no written policy and no rule of penalized for the failure of the

assignment, the authority can arrange weekly or by-weekly meeting with all the HR

personnel. The HR team can review the progress of their work and the authority can

push them hard to fulfill their assignment within the time line.

5. If the authorized interviewer thinks he/she cannot stay during interview period then

he/she can assign someone else on behalf of him/her so that they do not need to waste

valuable time to hire people.


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CHAPTER-6:

CONCLUSION


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In performing the internship, I was specially introduced to the real life experience. I also feel

that it is a unique opportunity for me to learn about the practical work and Human Resource

Management system in a reputed organization. This internship has improved my knowledge

and attitude about the field to a large extent. During my internship period, I have learned a lot

of things which I have mentioned earlier. Robi Axiata Limited has always emphasized on

developing a good guidance system in order to achieve its desired corporate objectives. From

the origin of the company, Robi has come to a long way in reaching these objectives by

listening to clients needs, learning real time lessons from past projects, innovating and

partnering. Finally, Robi Axiata Limited has become one of the leading position holders in

telecommunication Sector of Bangladesh. As a result, Robi is still in this competitive market.


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REFERENCE

Asif Ahmed. An Analysis of Market Performance of Mobile Phone Operators in Bangladesh.

University of Dhaka. November, 2010.

Khandaker. Sayed, Manager, HR Operations, Human Resources Division. personal

communication. February 24, 2011.

Upama Khayer. Recruitment and Selection Process of Robi Axiata Ltd. Brac University.

December, 2010.

Unknown. (n.d). About Robi. Robi Axiata Ltd.

http://www.robi.com.bd/index.php/page/view/98, February 20, 2011

Unknown. (n.d). Key Achievement. Robi Axiata Ltd.


Unknown. (n.d). Principle & Purpose. Robi Axiata Ltd.


Unknown. (n.d). Shareholders. Robi Axiata Ltd.


Unknown. (n.d). Wikipedia.com. http://en.wikipedia.org/wiki/Robi, February 26, 2011

http://www.robi.com.bd/index.php/page/view/98

3. Main Report.pdf

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