A Report on Pakistan Telecommunication Limited Comany.

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CHAPTER 1

INTRODUCTION

1.1 BACKGROUND OF THE STUDY

The Telecommunication Sector around the world is going through a process of rapid

change in information technology and convergence with focus on mobile internet and value

added services. In line with global trends and for meeting the emerging demand, major initiatives

have been taken by PTCL to upgrade its network, introduce a range of new value added services,

develop a portfolio of information technology, internet, bandwidth related services and should

revise its organizational structure to make it more conducive to deal with the change and

commercialization process to enhance the revenue potential of the company. The Socio-

economic growth of a developing country depends mainly on the telecommunication sector and

its involvement in information technology; Tele-marketing and E-Commerce makes it an integral

organ of the overall development of the country.

1.2 PURPOSE OF THE STUDY

The report is based on study carried out for the fulfillment of the degree requirement of

the BBA, in Muslim Educational Complex, Peshawar.

The purpose of the study is to gain practical knowledge.

To analyze PTCL Telephone House-1, The Mall Peshawar Cantt and perform SWOT and

financial analysis.

1.3 SCOPE OF THE STUDY

The scope of this particular study is confined to PTCL Management/ organizational

structure. More especially the Human resource management Department of PTCL is the major

emphasis of this study. The objective is to identify the most appropriate organizational culture

for PTCL in competitive environment.

1.3.1 LIMITATION OF THE STUDY

PTCL, being the largest organization in Telecommunication sector in Pakistan, is very

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difficult to analyze and cover all its departments in a limited time of two months. Nevertheless,

the requirement to specialize in one particular aspect of the organization (Human Resource

Management) made the study beneficial and an improved one. Thus the time factor becomes a

limitation of this study. Another limitation of this study is the lack of the information and no job

description of Human Resource Management department. However an analysis of the

organization as a whole, based on some reports, observation and interview is done. As PTCL is

the lone Telecomm service provider in Pakistan, it is impossible to do a comparative analysis. In

spite of the above mentioned problems.

1.5 SCHEME OF THE STUDY

The report has been divided into four sections in the following sequences; First section

comprises the background of the study. It also looks into the purpose of the study, scope, its

limitations, methodology and scheme of the study. The second section is the main body of the

report. This gives an overall review of the PTCL History, organizational structure, administration

and different Human resource policies of PTCL.The third section encompasses the analysis and

findings of organizational structure with special emphasis on HRM training and development

department in PTCL. In the fourth section recommendations have been given how to develop

and implement HR System and tools with a revision of the service regulations.

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CHAPTER 2

HISTORY OF PTCL

2.1 INTRODUCTION

It is considered appropriate now that the history of Pakistan Telecommunications is

compiled, from the pre-independence period starting from 1853 up to 2011. It should end up

with a very brief over-view.

2.2 PHASES OF DEVELOPMENT

The compilation of the history has followed a very logical plan and division in chronology

and major organizational changes in the Telecommunications entity. It also covers the period of

the Govt. of Pakistan’s five-year plans including the major part of the middle of the eighth

(1993-1998) plan progressively. In addition it also covers a period of an evolving restructuring of

the telecommunication sector structure and organization, starting from a combined P&T

Department at independence to a Telegraph & Telephone (T&T) in 1962 and a

Telecommunication Corporation (PTC) in 1990. Telecommunication Act 1996 brought the major

reorganization, separating policy, regulation and operations in the Ministry of Communications,

PTA and PTCL respectively. It also led to the area of liberalization and increasing participation

of the private sector in telecommunications especially since 1990 with the cellular, card pay

phones, data and paging services. The period also covers great advances in technology leading to

the digital revolution and open wire to coaxial to optical fiber transmission. The international

services developed in this period from the unreliable short-wave radio to the high quality service

by submarine cables and satellite radio. In this half century, the Pakistan Telecommunication

sector faced many challenges to set up a viable operational entity, production units and support

systems leading to the establishment of an adequate national infrastructure on which the

knowledge and information superstructure can be built.

2.3 COMPANY PROFILE

PTCL is all set to redefine the established boundaries of the telecommunication market

and is shifting the productivity frontier to new heights. Today, for millions of people, we demand

instant access to new products and ideas. More importantly we want them for their better living

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standards with increased values in this ever-shrinking globe of ours. We are setting free the spirit

of innovation.

2.3.1 Business & Corporate Users

For clear communication the first choice of business circles is PTCL telephone for

local, nationwide and international calling. Today businesses can have 10-100 lines with modern

day services to meet their needs. Now you get options like Caller-ID, call-forwarding, call-

waiting, Call Barring, to name a few.

2.3.2 Nationwide Infrastructure

We have the largest Copper infrastructure spread over every city, town and village of

Pakistan with over million installed lines. The network has over 6 million PSTN lines installed

across Pakistan with more than 3 million working. Furthermore installed capacity of broadband

is more than 0.6 million ports spread across 318 cities and town of the country.

We have over 10,400 km fully redundant, fiber optics DWDM backbone network. It connects

over 840 cities and towns with 270G bandwidth.

2.3.3 Carriers Services

Our interconnect services are provided from our 3200 exchange locations that connect

your carriers networks domestically, in addition to providing IPLC bandwidths to connect you

internationally through our four international gateways and SEA-ME-WE3 and SEA-ME-WE4

international submarine, also IMWE submarine cable will be added by the end of the year.

Furthermore to provide connectivity to operators in the extreme remote areas of the country,

PTCL launched its state of the art satellite service (Skylink) and provided using the Intelsat

Satellite System, an undisputed leader in satellite communications.

2.3.4 Evo Wireless Broadband

PTCL EVO 3G Wireless Broadband is Pakistan’s fastest wireless internet which

offers its customers – “superior 3G internet experience”. EVO Wireless Broadband is enabling

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the wireless broadband revolution in Pakistan with flexibility to roam freely like never before.

PTCL EVO has revolutionized the way people connect to the internet by offering true mobility.

PTCL EVO is currently offering its services in more than 18 cities on EV-DO technology

offering speeds up to 3.1 Mbps. PTCL EVO gives its customers the advantage of nationwide

roaming with seamless internet connectivity across Pakistan. The coverage of EVO is not limited

to 100 cities as EVO customers can enjoy CDMA-1X data rates of up to 153.6 Kbps at more

than 1000 destinations across Pakistan.

PTCL Introduced EVO 3G Nitro in Pakistan; “The World’s first & most cutting edge EV-DO

Rev.B commercial network”. PTCL is the first operator in the world to commercially launch EV-

DO Rev.B products which offer blazing fast speeds of up to 9.3 MBPS.

EVO 3G Nitro is all set to meet the next-generation’s need for ultimate speed & superior

performance. It is the next step in Evolution of the Wireless Broadband Revolution!

Whether it is streaming High Definition video or music, conducting a video conference while

simultaneously browsing the Internet or uploading multimedia content, in the Nitro Universe

everything happens at the speed of light.

The portable, small & stylish EVO USB device is a multipurpose device which not only delivers

fastest wireless internet but can also be used for Voice Calls by inserting a Vfone SIM and for

data storage by inserting a standard Micro SD Card.

2.3.5 Broadband Pakistan

PTCL Broadband is the largest and the fastest growing Broadband service in

Pakistan. In less than three years of it launch, PTCL has

acquired approximately 668,376 Broadband customers in over 605 cities and towns across

Pakistan, leading the proliferation and awareness of Broadband services across Pakistan.

Unique offers that makes PTCL’s Broadband unmatchable are special packages for the student

segment, FREE modem and installation, Availability of Wi-Fi Modems, FREE dial up service

for its Broadband customers and FREE access to movies, music, classical Pakistani dramas,

cricket matches, online gaming, educational and religious content on PTCL’s entertainment

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portal ‘BUZZ’, (the access to PTCL Buzz & Gaming lounge is exclusive to PTCL Broadband

subscribers). PTCL also offers multiple FREE personalized e-mail accounts exclusively to its

broadband users. In addition, PTCL recently doubled its broadband speed for all its existing and

new customers at the same price, making 1 MB as its minimum offered speed.

For a connection you simply dial 0800 8 0800 or visit www.ptcl.com.pk

2.3.6 IPTV Service (Smart TV):

PTCL SMART TV Using its state of the art Broadband network, PTCL entered the

media sector on 14th August 2008, by launching a digital interactive television service for the

first time in Pakistan. Employing the IPTV (Internet Protocol TV) technology, PTCL brought

Pakistan in the list of a few countries across the globes that offer this state of the art interactive

TV service to its subscribers.

Branded under ‘PTCL Smart Line’, the service includes Interactive Television, Broadband and

voice telephony all at the same time on PTCL’s telephone line. Besides offering the highest

digital quality TV picture, the most revolutionary section of this offering is the ability to ‘rewind’

and ‘pause’ live TV channels through TSTV (Time Shift Television) feature, the ability to

block / unblock any TV channel for parental lock and the ability to search through video on

demand content. Currently PTCL Smart TV offers its viewers 125 live channels and over 500

Movie titles through its Videoon Demand service’. The service is available in 16 cities including

Karachi - Lahore - Islamabad - Rawalpindi - Gujranwala - Faisalabad - Peshawar - Sialkot -

Multan - Sargodha - Jehlum - Wah Cantt - Taxila - Hyderabad - Abbotaba and Sukkur however

it is planned to be expanded to all the major cities and towns across Pakistan during the year

2010

2.3.7 V-fone:

PTCL also continues to be the largest CDMA operator in the country with

approximately 1.25 million V-fone customers. It offers fixed wireless telephone for your homes

& business. With CDMA2000 1X technology, ours is the largest WLL network with a capacity

of 2.6M, covering over 10,000 urban & rural areas. The network is already enabled for Voice,

Dialup-Internet access (153.6kbps) and EVDO Broadband.

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V-fone can be bought from our franchises or by dialing 1236 and it will be delivered within 48-

72 hours.

2.4 Privatization of PTCL

1. Pakistan Telecommunication Corporation was established in Dec 1990 to take over the

functions of the Pakistan Telephone and Telegraph Department. Its operations were governed by

the Pakistan Telecommunication Corporation Act 1991. In 1991 GOP announced its intent to

privatize PTC and appointed a financial advisory team led by Bear Steams and Coopers &

Lybrand based on whose advice the GOP decided to sell the 26% stake of the share capital, with

management rights, of PTC by converting into a limited company under the provisions of

Companies Ordinance 1984.

2. Later on, GOP decided to sell 11.8% of its share, in the shape of vouchers, on stock market

through domestic and international offering. The sale of 26% stake to Strategic Investor

remained on the agenda. PTC Vouchers contributed to the National exchequer about US $ 900

million (UK placement) and Rs.3 billion domestic issues. The vouchers were listed and traded on

the stock exchanges. GOP also issued Exchangeable Notes worth US $.150 (M) to International

Investors in Feb 1997. These Notes are exchangeable into fully paid “An” ordinary shares of

PTCL - about 3.3% of total issued share capital. If the Notes are converted into shares it will

amount to total 15.06% of GOP equity divestiture. In August 1997 a deal of Securitization of

PTCL foreign receivables has been successfully done which fetched US$ 250 (M) to GOP and

equivalent rupee to PTCL. The concept of Securitization of PTCL future receivables from major

operators has given opportunity of cheapest possible loan to PTCL.

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CHAPTER 3

ORGANIZATIONAL REVIEW

3.1 ORGANIZATIONAL STRUCTURE

An organization is a group of people working together in a structured and coordinated

manner to achieve a set of goals. In PTCL the functions of planning and policy formulation are

carried out by the Board of Directors whereas the management of the organization is carried out

by the executive management

3.1.1 BOARD OF DIRECTORS (2011)

It is the highest body of PTCL, which has been rested the function of policy formulation.

The first Director shall be elected by the subscribers in their meeting. The directors appointed

shall not be less than seven (7) in numbers. (Presently it has 10 members).

There is general body meeting once a year of all the shareholders to elect the members of board

of directors. A director elected shall hold office for a period of three years unless the earlier

resigns, becomes disqualified from being a director or otherwise ceases to hold office. A retiring

director shall be eligible for re-election. These boards of director are

Saeed Ahmad KhanChairman PTCL BoardSecretary (IT & Telecom Division)Ministry of Information Technology

Abdulrahim A. Al NooryaniChairman & Chief Executive OfficerEtisalat International Pakistan L.L.C

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Executive Vice President (Contracts & Administration) Etisalat, UAE

Dr. Waqar Masood KhanSecretary (Finance) Ministry of Finance

Abdulaziz A. Al SawalehChief Human Resources OfficerEtisalat, UAE

Jamil Ahmed Khan

Ambassador

Embassy of PakistanAbu Dhabi, UAE

Mushtaq Ahmad BhattiMember (Telecom)Ministry of Information Technology

Fadhil Al AnsariExecutive Vice President (Engineering)Etisalat, UAE

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Abdulaziz H. TaryamGeneral Manager (Northern Emirates)Etisalat, UAE

Dr. Ahmed Al Jarwan

General Manager/eREEtisalat, UAE

Farah QamarCompany Secretary

3.1.2 CHAIRMAN PTCL

Chairman of the board is also the chairman of PTCL. He is appointed by the Govt. He

advises the members of the board of directors on policy matters. He directs and monitors the

business activities. He also ensures the best utilization of the material and human resources. The

board of directors determine the period for which the Chairman is to hold office. The Chairman

shall preside over meetings of the board.

3.1.3 SECRETARY PTCL

A secretary may be appointed by the directors, and any secretary so appointed may be

removed by them as and when they deem fit. He manages the co-ordination and communications

of strategies and policies between various departments of the corporation. He sets agenda for

monthly meeting of board and informs members for meeting and keep the record for decision.

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3.1.4. MANAGEMENT

According to PTCL, chairman is the chief executive officer under whom there is four

members, (Member Admin, Member Finance, Member Technical and Member operation). The

company Secretary, G.M NSS, and G.M Internal Audit are directly responsible to the Chairman

under member (Admin). There are four Chief Engineers, Four General Managers and one legal

advisor, under Member Finance. There are two Director Generals, two General Managers, and

one Chief accounts officer. Under Member Technical there is one MD (TIP) one MD CTI, one

MD TF, one D.G (Dev) and one D.G (SBP). Under D.G (Dev) there are 4 Chief Engineers and

eight General Managers. While under D.G (SBP) there are five Chief Engineers and 3 General

Managers. Under the jurisdiction of Member Operation there are two D.G overseas, North and

South. D.G (O) North control two Chief Engineers, Twelve General Managers with various

functions. Under D.G (O) south there is one Chief Engineer (M&O) and six General Managers.

At the PTCL Headquarter Islamabad there are 16 Chief Engineers, 12 G.Ms, 45

Directors, 23 Dy-Chief Engineer, 4 Dy-General Managers. The rest of Departmentation has been

done on regional basis headed by 31 General Managers. The regions are furthers subdivided in to

different zones headed by directors. Each zone is further subdivided into divisions and sub

divisions.

Management (2011)

Walid IrshaidPresident & Chief Executive Officer

Muhammad Nehmatullah ToorS.E.V.P (Finance) / Chief Financial Officer (C.F.O)

Mohammad Nasrullah Chief Technical Officer (C.T.O)

Syed Mazhar HussainS.E.V.P (HR / Admin & Procurement)

Hamid FarooqS.E.V.P (Business Development)

Javed MushtaqC.I.O

Sikandar NaqiS.E.V.P (Corporate Development)

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Naveed SaeedS.E.V.P (Commercial)

Abdullah YousefS.E.V.P (Business Zone South)

Nasir IqbalS.E.V.P (Business Zone Central)

Farah QamarCompany Secretary

Legal Affairs

Zahida AwanGhulam Mustafa

Bankers

Allied Bank LimitedAskari Bank LimitedBank Alfalah LimitedBank Al Habib LimitedThe Bank of PunjabCitibank. N.ADubai Islamic BankFaysal Bank LimitedHabib Metropolitan Bank LimitedMCB Bank LimitedMeezan Bank LimitedNational Bank of PakistanRoyal Bank of ScotlandSilkbank LimitedStandard Chartered Bank (Pakistan) LimitedUnited Bank Limited

3.2 ADMINISTRATION

It is a rational action, an attempt to minimize one goal by relating means to ends. The

administration is required to follow a definite set of rules and a specific procedure, Professor-

waldo defines procedures as "the prescribed or customary way of working together with the

conduct of an organization business. It is the procedure that governs the internal and external

relationship between an individual and another, between one organizational unit and another,

between one process and another, between one sill or technique and other between organization

and the public. Every organization has its peculiar administrative structure, which suits the

functions, objective, strategies, rules and procedures of that organization. The PTCL has an

administrative Department which involves the organization and management of man and

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material in order to accomplish its goals. The administration department is headed by Member

administration with one G.M (admin) at H/Q level. At regional level head of the overall

administration is G. Manager of the region. The administration manager (Dy-General Manager)

is directly under the control of a G. Manager of the respective region. The administration

department of PTCL is concerned with the following functions.

3.2.1 WORKING PROCEDURE

The working procedure in PTCL includes matters like general functions and powers of

the committees, eligibility for membership, and appointment of committee members, finance,

meeting and recommendations.

3.2.2 INSTITUTIONAL PROCEDURES

The institutional procedures in PTCL includes, communications, meeting, conferences,

internal reporting, mail, preparation, issuance and distribution of documents, space, library

service, file, and records, procurement and all aspects of personal administration.

3.2.3 OFFICE PROCEDURES

The corporation activities are conducted by means of communications, like, Telephone,

Fax, e-mail and letters writing. The office procedures are actually the administrative procedure,

which is followed from the Chairman to the clerk. The office procedure starts working, when

some letter or application reaches from outside. The letter is entered into a register used for the

receipts of letters and a receipt number is put to that. The clerk or assistant sends/hand over the

letter to the concerned officer, which after being seen by the section head is processed and put to

the officer or department which has to take action. The section head passes on the letters for the

approval of higher authority like, director, G.M, D.G or Member, who further forward the letters

to the Chairman if important policy decisions are involved.

There is no denying the fact that in between the receipt clerk and Chairman, there might

be many coming-down and going ups. Each officer would add his own note, memorandum or

minute. Old records would be looked into precedents, would be discovered and information from

various sources would be gathered. The case may require consultation or discussion with another

section, departments or even private associations, groups or individuals at the appropriate level.

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Thus the file by this time becomes correspondence, notes, minutes or memoranda. At lasts a

stage of decision reaches. Then begins a final downward journey of the file. Ultimately the file

reaches the officer or assistant, who dispatches the draft to the typist. The typist types the draft,

sends it to the officer for approval, who examines the draft, corrects it if any discrepancies/error

found. After retyping the letter is passed on to the competent authority for signature.

3.2.4 PERSONNEL FUNCTIONS

All the matter pertaining to the employees are dealt with by Chief Engineer (RRR) and

Chief Engineer (S&E). The personnel functions like recruitment, promotion / transfer,

retirement/pension, control, leave, training, benefits, allowances record manpower planning etc

are carried out by these departments.

3.2.5 ACCOUNTABILITY FUNCTIONS

The administration department in PTCL carries out the investigation and Inquiries of any

officer or employees, violating the rules and regulations in discipline and misuse of his authority

etc.

3.2.6 COORDINATION & COMMUNICATION BETWEEN VARIOUS

DEPARTMENTS

There is one chief Engineer (Coord) who is responsible to ensure the proper coordination

between the employees, management rules and procedures and functions of different

departments. The technique and process of working and the inter-relationship of various firms is

determined by the administration department.

3.2.7 SECURITY OF THE ORGANIZATIONAL

ENVIRONMENT

The Security of the offices, Exchange Buildings, Switching equipment, cables, furniture

fixtures, and supplies, is the responsibility of the administration department at Headquarter level

and General Manager at Regional level. These are usually ensured by hiring security guards from

security agencies.

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3.2.8. LEGAL FUNCTIONS

There is one Legal Advisor under the administrative control of Member Admin. All the

legal matters are handled by this department.

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CHAPTER 4

HUMAN RESOURCE MANAGEMENT

(EXISTING SITUATION IN PTCL)

Human Resource Management is a process consisting of inception, development,

motivation and maintenance of Human resources. Based on the data collected and other

information made available, an analysis of the existing situation is presented as follows

4.1 PTCL Current Personnel Assessment

4.1.1 Number of Employees:

According to the information obtained from PTCL H/Q Islamabad (2005), the total

number of employees at PTCl is 70,000. The data is from four provinces (Sindh, Baluchistan,

Punjab, and NWFP), and four federally controlled areas (Islamabad, Northern Areas, Azad

Jammu & Kashmir and FATA).

President & Company Secretary 02

Senior Executive Vice President 07

Executive Vice President 22

Chief Engineers 26

General Managers 94

AGM, DY. GM, Director, System Analysts, Dy. Managers, RTO, CS, SE, DE, SAO, DM, SRO etc 2500

ADE, AE, SDO, AO, SL, Lect etc 20,000

ES, Assistant. PA, Tech, LM. UDC, KPO,Khakroob, Mali, HC, etc47,000 (almost)

Total EmployeesNote: This figure includes all permanents, contract bases and also appointed under new terms and conditions during the year 2005.

70,000 (almost)

There is conflicting information regarding the number of employees. The PTCL

management clarified that, the error in reporting had occurred as the regions had included the

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employees on daily wages in some reports and in some these were excluded. Finally the figure

given by PTCL excluding the daily wage workers has been taken as correct.

Distribution above has been calculated on the basis of region-wise employee's chart. It is

impossible to get a more detailed organization chart, providing the number of employees by

department, Function or Activity. The number of employees is confirmed by a Table provided by

C.E (HRM &P), from a "Presentation on Staffing". Table-1 shows PTCL Past & Future

Projection of lines per employee.

Table-1. PTCL Past and Future Projection of Lines per Employee

1996 1997 1998 1999 2000 2001 2002 2003

Installed main Lines 3.09M 3.26M 3.4M 4.1M 4.7 M 5.3M 5.9 M 6.5 M

Main Lines in Use 2.37M 2.56M 2.8M 2.69M 4.23M 4.77M 5.3M 5.84M

Regular Employees 54478 52853 5466

9

57624 57624 57624 5762

4

57624

Total employees

with daily wage

workers

62978 61353 6612

4

66124 66124 66124 6612

4

66124

Main.

Lines/Employee

44 48 51 64 73 83 92 101

Main

Lines/Employee

with daily wage

work

38 42 47 56 64 72 80 88

Source: Census-2001 of PTCL Employees

Human Resource Management & Planning Wing PTCL Headquarters, Islamabad

A Crash Program could be launched, accelerating the annual increase of the number of lines, for

instance by 0.5 Million lines/year. In that case, the number of lines could be about 8 Millions in

the year 2003, and the ratio between the Main Lines per Employee could be around 130, which is

highly acceptable. Table-1 also shows the following.

The total number of employees is supposed to be kept constant during the coming year.

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The total number of employees has increased during the recent past, even though there was a

ban on recruitment from the Government.

That last result is confirmed by Table-2 on “Sanctioned number of Post of maintenance

Region in PTCL". The number of employees comes to 53,097 in June 1995 as compared to

52127 in June 1992. This shows that despite the ban on recruitment there has been an

approximate increase of 2% in the manpower of Maintenance region only.

Table 2. Sanctioned Posts of Maintenance Region

Sr. Name of Region June-92 June-93 Dec-94 June-95

1 C.T.R. Lahore 12112 12808 14245 14249

2. F.T.R. Faisalabad 4075 4180 4265 4269

3. I.T.R Islamabad 3638 3747 3686 3689

4. K.T.R-1, Karachi 6263 6373 5446 5426

5. K.T.R-II, Karachi 3781 3923 3424 3426

6. L.T.R-I Lahore 5764 5887 6563 6569

7. N.T.R. Peshawar 5801 5893 6134 6138

8. S.T.R. Karachi 7251 7357 7533 7542

9. W.T.R. Quetta 3442 3538 3787 3789

Total 52127 53613 54989 55002

Source: Human Resource Management & Planning Wing PTCL Headquarters, Islamabad

The Senior Executives agree that a large number of personnel employed in PTCL could be

surplus to its requirements if measured against the laid down staff standards. It is their opinion

that approximately the same number would stand redundant if proper utilization of Human

Resources was exercised. In short, in departments where redundancy occurs, manning levels

could be reduced which consequently would increase profitability.

4.1.2 Age and Seniority Level

The number of employees according to their Age and Seniority groups is indicated as

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follows:

Table 3. Employees by Age & Seniority

Sr. Age Year of Service Total

1-10 11-20 21-30 31+

1 18-30 13022 2328 3235 34 18619

2. 31-40 8423 8196 2510 35 19164

3. 41-50 1974 2391 5994 1325 11684

4. 51-60 656 197 1154 2749 4756

Total 24075 13112 12893 4143 54223


The validity of the data provided by PTCL is inconsistent. For example, in the age group of

18-30 thirty-four employees are shown to have a service span of 31 or more years. Similar

discrepancies have crept into other age groups making the reliability of this data very

dubious.

From PTCL's perspective this data also indicates that about 34% of its work force falls under

the 30 years or less age group. This will perhaps be the group on which PTCL should

concentrate for retaining and 'investing' as the work force of the future.

4.1.3 Competency and Educational Level

PTCL currently follows a 24 grades system for its 241 positions or designations. The grading

system is the same that used by federal government with Basic Pay Scale starting form 1 and

ending at 22.

There are four categories of employees. They are classified as full time, part time, temporary

and contract staff.

The Break-up of the existing work force by education is given in Table-4 below.

Table 4. PTCL Education Level

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Sr Percentage Educational Level Number of

Employees

1. 20% Up to Middle Grade (08) 10929

2. 26% Up to Matric Grade (10) 14207

3. 20% Up to Intermediate Grade (12) 10929

4. 27% Up to Graduates B.A, B.Sc 14754

5. 06% Post Graduates M.A M.S and above 3279


66% of the work force has educational level equivalent to Grade 12 or less. Given the poor

quality of education in Pakistan, this composition does not bode well for the future of PTCL

especially in terms of skills and knowledge required for operating a modern telecom

company today.

It is alarming to note that in a highly technical organization the number of employees having

post graduate qualification is only 6%, while it is more than 20% in other developed

countries.

4.1.4 Performance Level

Performance Appraisal at PTCL exists in the shape of Annual confidential Report (ACR).

Not all the regions reported data on this issue. The data shown in Table-5 is based only on this

data. This information therefore is not complete for all regions.

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Table 5. Performance Level Number of Employees Appraised during 1993-2000.

Performance Rating In %

V. Good Good Average Below Average Poor

1993 6769 31 55 15 0 0

1994 5820 27 56 17 0 0

1995 3617 28 55 17 0 0

1996 6456 28 53 19 0 0

1997 8182 23 63 13 0 0

1998 3088 26 59 15 0 0

1999 7301 25 59 16 0 0

2000 5208 24 58 18 0 0

Source: Human Resource Management & Planning Wing PTCL Headquarters, Islamabad.

Some indication of how this aspect is managed can be gauged from the fact that none of the

employees appraised received a rating of 'Below Average' or 'Poor'. Given the prevailing

environment in PTCL and the size of its workforce, this appears very odd and not consistent

with the experiences of other organizations of this type and size. ACRs are considered a

highly sensitive process and in most cases this information is not even shared with the

employee who is evaluated.

Reliability of this data remains dubious and use of this data for identifying the 'good

performers' would also be highly risky.

4.1.5 Absenteeism

PTCL has no reliable records of Absenteeism, especially of the unionized staff. Year

wise details or statistics are not available. It is a reflection of poor control on attendance. Only 11

out of the 52 regions reported any data on absenteeism, which is presented in Table-6. Some

regions have provided very little information on the state of Absenteeism.

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Table 6. Absenteeism % of Annual Time Loss Reported by Regions

Regions % of Annual time Loss

G.M. OTR. Islamabad 3

G.M. TRNG & Research 3

G.M OFS, Islamabad 30

G.M. RTR, R.Pindi 12

G.M. FTR 9

G.M. STR-IV Karachi 3

C.E. (Dev) PTCL H/Q Islamabad 25

G.M. Computer Islamabad 133

G.M.II Karachi 35

C.E (I/C) PTCL H/Q 6

G.M. Dev. (S) Karachi 16


4.1.6 Management Staff

G.M (Admin) was requested to provide details about the number of Management cadre

staff members, to help determine the hierarchy in the existing system. Under the prevailing

system in PTCL, the hierarchy breakdown is as follows:

Grade 1-15: Unionized Staff

Grade 16-22: Management Staff

For the purpose of this exercise, the Management staff has been classified into the following

categories:

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Table 7. PTCL Management Staff

Sr. No. Of Managers Grades Categories Title

1. 3104 BPS 16-17 Junior Management A.E, ADE

2. 1144 BPS 18-20 Middle Management G.M, C.E, Dir, DE

3. 14 BPS 21 & 22 Senior Management Members, Chairman


In PTCL the level of Managers starts from the designation of Assistant Divisional Engineer /

Assistant Engineer. The regions work under the control of their respective Members, who are

designated at a tier lower than the Chairman and who, at their end, report directly to the

Chairman.

The number of Management cadre employees in PTCL is grossly under reported. In an

organization with over 60'000 employees, the size of the Management staff must be

significantly larger than 4262. According to PTCL's document ' Breakdown of staff the total

sanctioned positions for Management level staff is 5671.

There is predominance in management of senior staff with engineering backgrounds. In

addition, many of the senior staff have risen through the ranks and have served PTCL for

many years. Consequently, there is a lack of specialist skills and a lack of exposure of senior

staff to modern techniques found in the private sector.

Middle Management is a great strength of PTCL. A number of key departments are being

controlled and kept operational by the efforts of middle managers despite an increasing

number of untrained and unproductive staff in their ranks. However much needs to be done

to help them such as offering better rewards for efforts and success, helping them to be

trained and learn new skills, providing them with a suitable environment so that they can

perform their duties effectively without being intimidated.

Top Management Decision Process. During my discussion with the members of the Senior

Management it was stated that minor decisions are taken by the competent authority,

according to the powers laid down by the Service Regulations or as authorized by the

Chairman from time to time through the exercise of this power.

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In case a matter is not within the powers of an officer the matter is then referred to the next

higher authority for consideration and decision.

As far as the matters related to the company's development are concerned the discussion of

ideas and the decision making process is carried out at the level of the Members, Executive

Committee and the Chairman.

For matters beyond the powers of the Chairman, the Secretary Information or the Minister

for Communication are involved in the decision making process.

From Discussion with senior management it appears that too much time is spent in

committee meetings with too many participants resulting in work stoppage.

4.1.7 Personnel Department

The Personnel division at the Headquarters is split into four departments

HR & Manpower.

Staff & Establishment.

Recruitment Rules & Regulations.

Administration.

The Personnel Division of the PTCL functions under the Member, Administration at the

Headquarters.

According to the new organization chart of PTCL Headquarters, the HR department is placed

under the member (Admin) office but not responsible for local training, while the cases for

training abroad are handled by DEC Training through (RRR). On the basis of the information

provided the local training is controlled by Member Operation.

Complete Personnel functions and the data for employees from Grade 1 to 19 are controlled

from the head office. During the interviews with the representatives of the Personnel

Division, it was observed that regions maintain the personnel records of employees from

Grade 1 to 17. However, there is some contradiction as review of job descriptions of two

Directors under the Chief Engineer (Staff & Establishment) indicates that their office

controls the complete personnel record of all employees. Director Staff-1 controls the record

for employees in grades 18 to 22 and Director Staff-2 for employees in grades 1 to 17.

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Other issues related to Personnel Division, which were highlighted included:

Reporting and Feedback system is not streamlined.

No data bank or standby information with the Head of the Departments. They are dependent

on others for information.

Proper Personnel Departments do not exist at the regional levels as appropriate number of

personnel are not assigned to control and manage the personnel activities.

The HR Division at the Headquarters is a recent creation. It is still in a state of infancy, being

staffed and equipped with the necessary paraphernalia.

4.2 TRAINING AND DEVELOPMENT

One key factor in employee motivation and retention is the opportunity employees want

to continue to grow and develop job and career enhancing skills. In fact, this opportunity to

continue to grow and develop through training and development is one of the most important

factors in employee motivation. As a brief review of terms, training involves an expert working

with learners to transfer to them certain areas of knowledge or skills to improve in their current

jobs. Development is a broad, ongoing multi-faceted set of activities (training activities among

them) to bring someone or an organization up to another threshold of performance, often to

perform some job or new role in the future. Training and development can be initiated for a

variety of reasons for an employee or group of employees,

When a performance appraisal indicates performance improvement is needed

To "benchmark" the status of improvement so far in a performance improvement effort

As part of an overall professional development program

As part of succession planning to help an employee be eligible for a planned change in

role in the organization

To "pilot", or test, the operation of a new performance management system

To train about a specific topic.

PTCL embarks heavily in employee development and tries to nurture their employees to the full

extent of their potential. Since their employees are most important to them, the career

opportunities offered are virtually limitless. With their distinctive approach to careers, learning

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and professional development, they ensure that applicants have many options from which to

choose.

PTCL provides its employees with the sort of training thought necessary for their intellectual and

personal growth. They see this as the process of transforming new and ill-at-ease recruits into

experts at PTCL that fit the requirements of the company like a glove. The idea is to retain the

employees, and see that they melt in to the organization like butter. PTCL emphasize more on

following managerial skills:

1. Communication skills

2. Influencing skills

3. Resource management

4. Leadership capabilities

5. Creative problem solving

6. Rational decision-making

7. Business development

8. Career commitment

The main training and development functions are:

1. Training on induction

2. Functional training courses

3. Managerial training courses

4. Business awareness programs (carried out via cross-functional attachments)

5. Performance monitoring

6. Succession planning

4.2.1 Training Facilities & Infrastructure

PTCL has substantial training facilities in terms of infrastructure and coverage. PTCL has

inherited a sufficiently vast spread network of training institutions all over the country. This

includes:

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Nine Regional Telecom Training Schools

Fifteen Divisional Telecom Training Centers

One Telecom Staff College

NPGI

Currently Pakistan Telecom Training Region is providing training in In-Service / Pre-Service for

employees of BPS -19.

These institutions are variant in classification and are assisting in training programs cadre

wise. The main objective of the training is to cater for the training requirements of all regions by

providing training in various modes like technical, administrative and financial fields.

With the help of foreign organization joint training centers have been established to

impart training in Digital Equipment. A computer network to manage a training MIS is being

established to manage a database related to training all over the country. In future it plans to raise

its utility and activity by developing INTRA NET on inter training region basis.

Computer Literacy Program institutes has been opened for private / general public to

promote computer literacy in the country.

4.2.2 Quantity, Content and Quality of Training

The Mission Statement of the Telecom Training and Research Region states: to provide

quality telecommunication services, achieve customer satisfaction, ensure proper return by

motivated personnel.

While there is significant emphasis on training within the PTCL environment today, it is

mostly focused on infrastructure rather than quality of training. Hence the data related to

assessment of quality of training was also sparse.

The statistical data provided by PTCL relating to Quantity of Training is incomplete and

sketchy. In particular, incomplete information has been provided because data about

'Training Abroad' has not been given. Reliable Data available is only related to Training

Request

Table 12. Training Requests Analysis

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No. Of Training

Requested Initiated

Demand Trained

1993 12069 5626 6443 Trainees not relieved or

shortage of class

rooms/Staff

1994 10488 12964 Nil Nil

1995 8234 7182 1052 Same

1996 8741 4082 4659 Same

1997 9338 6417 2921 Same

1998 1031 5311 4280 Same

1999 8540 4021 4519 Same


The highest number of training requests was initiated during the year 1993. The highest

number of training requests rejected is also during the same year i.e. 53%.

Major reasons for turning down training requests were.

Planning for training and development of Human Resources is not realistic or Pro- active.

Employees are simply nominated for training without foreseeing their availability or

otherwise.

Importance is not attached to career development or enhancement of professional

knowledge and skills of the employees.

Holding the employees back from the course neither well for the organization nor for the

employee and also not for the customers.

The shortage of space / classrooms means that PTCL sustaining a large number of

employees who are incompetent / inefficient, or need refresher courses or orientation on

new equipment.

It also shows that PTCL has previously not been live to its training needs as an expanding

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organization and has not been able to create an able workforce of instructions.

The senior officer’s responsibilities for the control and conduct of training Activities are

either short of funds that they cannot increase the intake at the training school, or they

face shortage of instructors to handle a large number of trainees and are not competent to

take stock of the situation and carryout a re-engineering of their training programs and

schedules.

The General Manager (Training) of PTCL has reported that the training courses being run at

its various training schools are not satisfactory. This has led to a lowering of quality

standards of its staff. As a result of discussion with him and with the other representatives of

the senior management, it was concluded that a great deal of improvement is desirable in the

development of skills and enhancement of the work performance of employees at all tiers of

the organization.

4.3.1 PTCL Training objectives.

The PTCL Training and Development wing will be a center of excellence in training

services and consulting that works in close partnership with its internal/external clients to build

competencies that achieve business goals. (Vision of T&D Department)

To provide a learning environment and tools to help our customers reach their full potential.

(Mission of T&D Department)

Core Values:

Open and free exchange of information at all levels.

Continuous learning.

Improve skills and knowledge that can be immediately applied at work

Learners are active participants in all aspects of the training process.

Increase motivation and job satisfaction

Search for innovative PEOPLE DEVELOPMENT solutions.

Promote communication and planning throughout campus and department networks

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4.3.2 PTCL Training Programs

PTCL training programs are conducted on the following basis;

I. Urgent Training Needs Programs:

The Urgent Training Needs which realistically depict the post VSS scenario are

being assessed and catered immediately by conducting customized training

programs. The involvement of all departments, regions and business units for

providing their valuable input in the form of TNA response is essential for

accurate identification of their requirements. Given the transformation stage, the

most eminent developmental needs were highlighted and incorporated in this

program.

II. Customer Care Initiative:

To achieve the pinnacle of Excellence in Customer Service envisioned by the

President/CEO the Training and Development department has assumed the

responsibility for effectively imparting training under the Customer Care

Initiative to all PTCL employees.

III.HRD Plan for 2009-10:

Training is one of the tools used for the development of employees and to

consolidate change on sustainable ground. In order to address the training needs

of all stakeholders of PTCL, EVP (T&D) has directed training region

administration to conduct comprehensive Training Need Assessment of PTCL

employees. This exercise of TNA is required for developing an effective and need

satisfying Human Resource Development Plan for PTCL training centers. The

pilot run of this program is expected to commence by the end of April 2009.

IV. Training Incentive offered to VSS Optees:

For the rehabilitation of VSS Optees, PTCL offered a package of post VSS

training & development services, out of which the most beneficial and helpful

service offers were Vocational and Technical trainings

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V. Revamping Project of PTCL Training & Development by Etisalat Academy:

PTCL has a huge training infrastructure throughout the country that is

geographically wide spread. To revamp this wing of PTCL and transform it into a

profit center, Etisalat Academy has been engaged for this project with the

following main objectives:

1 Evaluation of existing training infrastructure

2 Identification of potential and non-potential training institutes

3 Development plan for proposed training set-up

4 Comprehensive workforce analysis of existing Human Resources in T&D

department

5 Proposals regarding computerized learning management system

6 Preparation of Quality Assurance (QA) systems & procedures

7 Determination of Key Performance Indicators (KPIs)

VI. Implementation of ERP system in T&D:

The focus of the project is to set up and maintain the qualifications catalogs,

create and evaluate profiles for a range of objects (for example, persons and

positions), evaluate career and succession planning scenarios, set up appraisal

systems, as well as plan, hold, and evaluate appraisals, create development plans,

and work through individual development planning scenarios by customizing the

functions of personnel development to meet customer requirements.

VII. PTCL Academy activities:

PTCL Academy has been revitalized with a new vision to be recognized locally

and regionally as a center of excellence in the provision of state-of-the-art training

and consultancy services in telecommunications and related fields. It will provide

a platform for the creation, dissemination and exchange of knowledge and

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expertise in all areas of telecom and IT to internal and external stakeholders.

Some of the programmes on its agenda are:

Ph.D. Programme

MS programme

Post Graduate Diploma

Cisco Regional Academy Programme

Oracle Academy Programme

Joint venture with CISCO and NUST

Seminars / Short Courses / Certificate programmes

Course development for new offerings (technical and management courses)

Testing / Inspection of telecom equipment

VIII. Lineman Training Programme:

The declaration to celebrate year 2008-09 as year of Customer Care & Satisfaction by the

President/CEO of the company, has entrusted upon Training & Development Department

a gigantic task to transform our line staff who are the real customer care agents of PTCL.

This initiative is the part of company’s strategic vision to turn PTCL a leading corporate

entity in highly competitive business environment of telecom industry. A mega training

campaign has been launched for all the Linemen of PTCL. The training module prepared

by Training & Development department has tried to address all skill needs most direly

required by our Linemen to cope with emerging technologies in telecommunication. This

training will significantly improve both soft and technical competencies of our linemen

and we believe that this training shall be remembered as a milestone in PTCL’s history.

IX. Quality Awareness Programme:

In order to create quality awareness and skills improvement of PTCL staff, a 3-year QA

plan has been made. The project is scheduled from March 2007 to December 2009.

Following four types of programmes are under the work plan:

1 Installation Quality Standards

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2 Quality Auditor Course

3 Companywide Quality Awareness.

4 ‘Train the Trainer Programs’ offered to the faculty of PTCL training centers.

X. Senior Management Development Program:

Etisalat Academy being the lead consultants of PTCL’s Training and Development

department has proposed a meritorious program for the development of Senior

Management Team (SMT) of PTCL. The workshops, their contents and out comes have

been reviewed and have been found beneficial for the company. Proposed plan of five

workshops is in line with emerging concept of Continuous Professional Development.

CPD is being promoted for conscious updating of professional knowledge and

enhancement of professional competence throughout a person's working life. PTCL

Training & Development wing is committed to the pursuit of professional excellence

with its Senior Management Team. PTCL’s SMT, though possesses matchless functional

competencies, will benefit from these workshops.

4.3.3 Who are trained and for what

PTCL T&D department Train its internal customers as well as external customer.

Internally employees are trained at all the levels starting from Lower cedar till the top

management. They are trained on Soft skills and the Technical (Hard skills) part of the job.

External customers (clients from other organization) get training on different topics (Soft skills

and hard skills) as per their requirement.

4.3.4 Need assessment

Training needs assessment can be as simple as asking an employee what they'd like to be

able to do better to as complex as developing an individualized training plan for every employee.

Training needs assessment is a tool that helps you create a superior workforce.

Need assessment takes place in PTCL in two ways. One that depend on the departmental need

and other after the PMS (Performance Management System- i.e. the annual appraisal).

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1 Performance Appraisal

The matter related to performance appraisal and ACR's was discussed with members of

the Senior Management. Their views are reflected in the following.

Performance Appraisal of the employees is not being done on a regular basis.

Statistical data of the performance Appraisals is not maintained nor are the results compiled

for any analysis. Therefore analysis of any type is not available.

Department wise or Sector of activity wise data is not available.

The initiating officers generally have a very casual and unprofessional attitude towards the

completion of Appraisal process.

Evaluation of the existing Appraisal System, for its efficacy, has not been carried out for

many years.

Expert’s analysis has never been carried out to evaluate the Qualitative performance Level of

the employees.

As per the understanding prevailing in PTCL the performance Appraisals are used for

promotions, increments and courses abroad. If an employee has been penalized for something

he is not sent for training abroad.

For employees up to grade 16 there are courses and examinations for their further

promotions. At the senior level the courses is held at National Institute of Public

Administration (NIPA) for those officers of the Grade 20, who have the potential for further

promotion.

The validity of the opinion about the utility of ACRs is related to the existing situation

prevailing at PTCL. The situation reported highlights that performance appraisals are not

carrying much importance. The grades are simply awarded by the officers to keep the

subordinates satisfied and happy.

Selection for most of the staff proceeding abroad for training is a type of a nomination by the

Ministry. In the light of this situation it seems that performance Appraisals have a limited

part to play in the career development of an employee.

4.3.5 Training at Organizational level and Person level

Training in PTCL takes place on 3 levels, offered at

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1 organizational level

Trainings on customer care and Soft skills are delivered at organization level

2 departmental level

Departmental trainings are provided on the departmental request (can be soft skills and

can be hard skills/Technical Trainings)

3 individual level

Individuals are sent on trainings outside PTCL on the individual requests.

CHAPTER 5

SWOT ANALYSIS

Now we move towards the most important part of the internship report the SWOT analysis after

working 2 month in the company I find some critical issues about PTCL. After carefully

analyzing these true issues of an organization now I am able to understand the organization in

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right way so at the end of my report I will go for SWOT analysis of PTCL.

V.1STRENGTH

1 PTCL enjoy monopoly

2 State of the Art International Gateway Exchanges & Satellite Earth Stations

2 Large earnings

3 Good quality international connectivity

4 Customer Base of over 4 million

5 Government support

These are the few basic strengths of the PTCL now we look each one in isolation.

5.1.1 PTCL Enjoy Monopoly:

PTCL is sole provider of land line services in Pakistan .so there is no competition

regarding their basic service. it means that there is a monopoly of PTCL.

6 International Submarine Cables

7 High Capacity National Fiber Optic Backbone Ring

8 36 Transit Exchanges with easy Facility of Expansion

9 About 99% Digitization of Country Network

10 Strong Platforms & Exchanges for Value added Services

11 Access Network & Customer Base of over 04 millions

5.1.2 State Of The Art International Gateway Exchanges & Satellite Earth Stations:

PTCL have largest net work with its state of art technology and new digital exchanges.

These are the few important characteristics of PTCL network.

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1 International Submarine Cables

2 High Capacity National Fiber Optic Backbone Ring

3 36 Transit Exchanges with easy Facility of Expansion

4 About 99% Digitization of Country Network

5 Strong Platforms & Exchanges for Value added Services

5.1.3 Large Earnings:

As described earlier that PTCL with more then 4 million users having greet revenues this

is strength of the company.

Government support: As you know PTCL is government organization so it has great support and

it is strength for PTCL.

V.2WEAKNESS:

1 Image – Government organization

2 Image – Lack of customer focus

3 Image – Outdated people and technology (perception)

4 Lack of aggressive marketing

5 Lack of customer services

6 Ambiguous management style

7 Lack of corporate culture

8 Social responsibility

5.3 OPPORTUNITY:

8 Growth in telecommunication industry

9 More aware and technology understanding consumer – a base that is growing at a fast

rate

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10 Market open for more number of products – less dependence on single category or

product

11 Opportunity to introduce High Value Added Products / High margin products for the

new, more aware consumer

12 Time to establish brand loyalty, Pre-empt competitors, co-opt partners, invest in

technology and networks

5.4 THREATS:

3 Internet Telephony & other rapidly evolving technologies

4 Expected competition due to the deregulation in December 2003

5 New technologies

6 Efficient operators

7 International players, reduction in settlement rates,

8 Migration to satellite and cellular telephony

CHAPTER 6

FINDINGS

Facts collected and presented in chapter 4 provided a general idea of PTCL's existing situation in

the HR field. Now, five set of findings stem from this situation. In this context, the "Findings"

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means a particularly significant combination of facts, significant enough to determine the

recommendations. These five set of findings are described in detail in the following pages.

Set of Finding 1 is about HR flexibility versus downsizing.

Set of Finding 2 is about HR concepts.

Set of Finding 3 is about PTCL current HR management tools.

Set of Finding 4 is about PTCL's constraints and priorities.

6.1 Finding 1: Need for Development of a Flexible HR Management and 'Rightsizing' of

PTCL Workforce

It is forecasted by PTCL that after two to three years (by 2003), the number of main lines

in operation will increase between 6 to 8 million. The ratio between lines per employee will also

increase between 100 to 130 at that time, if the number of employees is kept constant is

acceptable.

"The existing strength on the technical side will be utilized optimally as far as possible

and, as there is speedy growth in number of lines, the excess of staff will fade out with the

passage of time by dilution. However, some (adapted) induction will be required at essential

levels to keep up with the wastage due to retirement/deputation abroad. Also some

rationalization will be needed to deploy staff on other points by re-locating them according to the

needs. It also entails re-training and re-designation in some cases".

6.2 Finding 2: HR Concepts

Considering the underlined words in C.E (HRM & P) quotation above, it is possible to

precise what HR flexibility is:

"Utilized optimally" is to put the right man at the right place. But to do that, PTCL has to

know who the right man is and where is the right place for him, now and tomorrow.

"Dilution" can be considered as a natural phenomenon, but PTCL's interest is to retain the

best employees, and to let go only the others.

"Adapted induction" means hiring precisely specified persons must be assigned to new

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significant jobs.

One can understand that the aim of more precisely defining these concepts (already

known and used as current words) is to improve the perception of HR management, allowing it

to express knowledge about persons and jobs into available and quantitative form with more

accuracy.

6.3 Finding 3: PTCL Current HR Management Tools

Following are the main HR management tools in PTCL:

Service Regulations have not been updated since PTCL became a “Company", but they still

include all the management rules currently applied in PTCL.

Remuneration is still attached to the Government system, and wages are now very higher in

private companies (about 80% more).

Recruitment is curbed by quota system. But there is a full set of recruitment rules PTCL has

experienced.

Performance Appraisal is no longer satisfying; in ACR, all employees are for long rated

very good, good or average, but at least, they are used to be rated.

Job Description exists and is used to assign job to people, but Evaluation is impossible

because HR concepts are lacking in descriptions.

Promotion, Posting, Mobility is currently practiced, but Career management is not

effective.

6.4 Finding 4: PTCL Constraints and Priorities in Rules Regulation & State of

Communication

The relationship between Management and Union is not as good. If not applied in a

constructive manner for the good will of PTCL and its workers, Union influence could lead to a

difficult situation and cause loss to the organization. At present, the Supreme Court of Pakistan

has stayed the status of the present CBA.

From the above discussion the accent should be put on improved communication as follows.

Communication between managers, because during the period where Board's powers have

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still to be confirmed and preside, communication is the best way to curb responsibilities

problems and to improve co-ordination, thus preparing the change management which will

be necessary during the implementation period.

Communication with all Employees, because it is the best way to prepare communication

with a new CBA.

CHAPTER 7

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RECOMMENDATIONS

Following are the recommendations’ from chapter 5.

7.1 SHORT TERM RECOMMENDATIONS

6

Formation of a HR Task Force to implement and develop HR systems and tools along with

a revision of the Service Regulations under the advice and supervision of Technical

Auditor.

Formation of a HR Task Force

The HR Task Force will consist of HR Division members, representation from each

division and CBA representative.

New Service Regulations.

The Technical Auditor will support the Task Force in formulating the revised Service

Regulations.

They will also create additional procedures and ensure that new regulations accelerate the

change process.

At the end of the Action Plan, the Task Force will be equipped and trained enough to

continue the change process without any assistance from technical assistance.

7.1.2 PTCL should begin by communicating changes to its key people (top management

and downwards), by sharing information and ensuring its acceptance.

7.1.3 Before starting implementation and constituting the Task Force, training about new

HR concepts is necessary for those who will apply them.

Induction of new managers (Change Agents).

PTCL has to revise its existing salary structure to make it commensurate with the

prevailing market rates for hiring new professionals.

Training of Managers.

Managers who will participate in actions will receive a special training by the

Technical Auditor and by the Task force on the new HR practices and procedure.

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6

PTCL should start the process of improvements in HR Development, such as Performance

Appraisal and Job Descriptions, beginning from the top as soon as possible.

Performance Appraisal System.

The Technical Auditor will design a Performance Appraisal System for PTCL.

The action will aim at improving Performance Appraisal process, starting from the

very top, and progressively going down by hierarchical levels.

Development of Job Descriptions for Senior Level and Middle Level

Managers

The Technical Auditor will design and assist in the development of new job

Descriptions for selected Senior and mid level Managers.

This action will be completed within six months of the implementation plan.

7.1.5 One of the immediate priorities of PTCL should be the development of a first

Manpower plan.

First Manpower Plan.

A fresh census of PTCL employees will be undertaken immediately by Technical

Auditor after the approval of the implementation Plan within the first 2 months.

The first Manpower Plan will be an outline of future regular results to be expected

from Manpower Planning, in terms of staffing, activities and competencies.

7.1.6 PTCL should develop its HR database by acquiring HR Management Information

System.

Completion of HR Database and MIS.

This action will result in quantitative decision-making on HR issues by providing

access to employee's data.

7.2. LONG TERM RECOMMENDATION

6

PTCL should encourage and harness the emergence of a new HR culture putting in use

specific HR and general management concepts in the company.

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The new concepts have to be assimilated by everyone in the company.

New HRM practices will have to assimilate with other key functions, for instance

marketing, IT or financial.

7.2.2 PTCL has to transform its HR division to focus on modern management practices,

with responsibility for creation and diffusion of the new HR culture.

The new division will be the catalyst for the change, for use of new concepts, and their

transformation into new procedures.

A Report on Pakistan Telecommunication Limited Comany.

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Transcript of A Report on Pakistan Telecommunication Limited Comany.