Strategic Human Resource Project
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Transcript of Strategic Human Resource Project
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Final Project of Strategic
Human Resource Management
UNIVERSITY OF CENTRAL PUNJAB
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Table of Contents
Introduction ................................................................................................................................................. 3
MISSION: ................................................................................................................................................... 3
VISSION: .................................................................................................................................................... 3
ORGANIZATIONAL STRUCTURE: .................................................................................................... 3
Telenor Strategy ......................................................................................................................................... 4
HR Strategies .............................................................................................................................................. 5
HUMAN RESOURCE PLANNING ....................................................................................................... 5
Strategic Planning ....................................................................................................................... 5
Determining Labor Demand........................................................................................................ 6
Determining Labor Supply .......................................................................................................... 6
HUMAN CAPITAL STRUCTURE: ....................................................................................................... 6
FUNCTIONS:- ............................................................................................................................ 6
Recruitment and Selection ....................................................................................................... 6
Recruitment : Recruitment is responsible for personnel selection for all of Telenor Pakistan.................................................................................................................................................. 6
Training and Development ...................................................................................................... 7
Training Methods and Employee Development..................................................................................... 7
Types of Training Programs .................................................................................................... 7
Compensation and benefit ....................................................................................................... 9
Performance management ....................................................................................................... 9
Performance Appraisal .............................................................................................................. 10
Telenor Development Process (Web competence) ................................................................ 12
HIGH PERFORMANCE WORK SYSTEM........................................................................................ 12
RECOMMENDATIONS ........................................................................................................................ 13
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Introduction
Telenor ASA is an international provider of high
quality telecommunications, data and media
communication services. Telenor Pakistan is 100%
owned by Telenor ASA and adds on to its
operations in Asia together with Thailand,
Malaysia and Bangladesh. Telenor Group is among
the largest mobile operators in the world with 150
million mobile subscriptions and a workforce of
approximately32, 000.
Telenor is spread across Pakistan, creating 2,800
direct and 25,000-plus indirect employment opportunities. It has a network of 23 company-
owned sales and service centers, more than 200 franchisees and 200,000 retailers. In October
2012, Telenor Pakistans crossed the active subscriber base is 30 million retaining its position as
the country's second largest mobile operator.
MISSION:
Telenor is a customer focused business mobile service operator/telecommunications Companythat seeks competitive advantage in quality and valued added service in both prepaid and
postpaid categories through state of the art technology. Telenor relies on building trusting
relationships with customers, owners, employees and society in general
VISSION:
Our vision is simple: Telenor exists to help customers get the full benefit of communications
services in their daily lives. We're here to help.
ORGANIZATIONAL STRUCTURE:
The structure of Telenor is functional as there are eight departments Finance, Customer Services,
Commercial, Technical, I.T, Human Resources, Administration and Legal Affairs.
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Telenor Strategy
Telenors current strategy is based on building a closer relationship with its customers by
taking advantage of their position as a global market leader. The strategy is focused on winning
CEO
Chief FinanceOfficer / Vice
President FinanceDivision
Business
Planning &
Finance
Accounts
ProcurementTreasury and
Financial
Operations
Revenue
Assurance &
FraudManagement
Audit and
Internal Control
Credit Control
Chief InformationOfficer / VicePresident IT
Division
Business
Support
System
IT Operations
IT Security
Chief TechnicalOfficer / Vice
PresidentTechnicalDivision
Network
Planning &
Design
Implementatio
n
Operations &
Maintenance
Real Estate &
SiteAcquisition
Chief MarketingOfficer / Vice
PresidentCommercial
Division
Sales &
Distribution
Marketing
Customer
Relations
Segments &
Pricing
Products &
Platforms
Vice PresidentStrategy
Executive Vice PresidentCorporate & Regulatory Affairs
Regulatory &
InterconnectLegal Affairs
Public &
GovernmentAffairs
Corporate
Communications
Vice PresidentHuman Capital
Division
People
Excellence &Business
ProcessImprovement
Safety and
Security
Organizational
SupportServices
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and retaining a growing market share in all customer groups. Telenor will continue to focus on
growth and value creation.
HR StrategiesThe Telenor entered the market with aggressive strategies at all level, never compromised on
quality service and positioned as self as Better Quality at lower possible rates services
provided in the market, succeed in capturing major market share in a very short time. All this
credit goes to the Human Resource Management, which strategically aligned all HR practices
with the core Business strategies of becoming market leader. We will here discuss only the
compensation strategies of Telenor as a tool for attracting, retention and motivation of productive
employees.
The Telenor from the very first stages concentrated on the Best fit approach rather the
traditional and Best Practice Approach.
The Performance Management system of any company is to check whether the employee
performance is aligned with strategic goals. Telenor claims to be value leaders in the Mobile
Phone industry and future goal is to transform Telenor to perform with speed flexibility and
enterprising spirit of being an innovative, consumer focused company.
HUMAN RESOURCE PLANNING
Human resource planning in the Telenor is basically performing different kind of functions
which are as follows,
1. Whether there is need for recruitment in the organization.2. If there is demand from any department, they (HR department) identifies. the need
of the that department.
3. Placement of their employees.4. Work for employees motivation.5. check on employees performance6. Developing career plans for their employees.
Strategic Planning
The company does not use any statistical technique or method for the determination of labor
shortage or surplus. The company however, relies on subjective judgmental methods. The
judgmental methods are based on the expert judgment that ascertains the supply and demand of
labor. Whenever the company feels the need of a required person, the company conducts
interviews of the aspiring applicants.
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Determining Labor Demand
Labor demand at Telenor is forecasted, through the demand of the product in the market,
through the introduction of new technology or service and through the present availability of
labor in the organization. If the demand for Telenors connections in the market increases ora new technology is adopted, this may result in an increased demand for employees within
the organization.
Determining Labor Supply
The labor supply, at Telenor, is determined by the analysis as to how many people are
currently in the job with specific skills within the company. The analysis reflects the changes
in the near future due to promotions, demotions, and retirement or through transfers etc.
The HR department has the responsibility of helping other departments overcome the
problems of labor shortages and labor surpluses. The company usually realizes the laborshortagewhenever there is an introduction of the new technology within the organization or
whenever the company is offering a new service. The excess of qualified people in the labor
market, struggling to get jobs in help conquer the problem of labor shortages. Telenor gives a
short-term contract usually of two to three months to such qualified unemployed people to
avoid the possible labor shortage. In case of labor surplus, the company decreases the number
of employees by downsizing. Retirements and internal transfers are traditional procedures for
reducing the number of employees. But the company does not emphasize more on
downsizing.
HUMAN CAPITAL STRUCTURE:
The human resource department plays a vital role in development and growth of an
organization. Telenor Pakistan HR Department is known as Human Capital Division within
Telenor. The philosophy at Human Capital Division (HCD) is simple - "Creating Passion,
Making a Difference". Personnel management program varies from organization to
organization and strives to achieve organizational goals through effective personnel programs,
policies and procedures.
FUNCTIONS:-
In Telenor human resource department performs various functions and these are few listedfunctions performed by the human resource department in Telenor Pakistan.
Recruitment and Selection
Recruitment: Recruitment is responsible for personnel selection for all of Telenor Pakistan.
Main processes include:
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-Coordination with all departments on sourcing and recruitment of qualified candidates in
accordance with the approved hiring plan.
- Job advertisements (website and newspaper).
- Screening, short-listing of CVs, conducting interviews, assessment centers and tests.
- Maintenance of the TP Online application system atwww.telenor.com.pk/careers
- Communication and feedback to all applicants through the HC link:[email protected]
Recruitment Sources
Telenor recruits both internally and externally, by giving advertisements in the newspapers, by
employees referrals, by notifying the Job centers of the potential vacancy, through private
employment agencies like Job pilots and also through online recruiting
Selection:The selection is not influenced in any manner by gender, age, race, color, religion, national
origin or disability. Today, 18% women working at all levels in the organization.
The candidates are selected on the basis of
Written Test
Interview by HR Manger
Interview by Concerned Department Head
Final Interview by MD/Director
Training and Development
Training Methods and Employee Development
The principles relating to the development of the working environment are made available on the
learning portal Learn at Telenor in the form of separate e-learning programmes for both
employees and managers.
Telenor Pakistan is providing the training to its employees at level where the organization feels
about the performance gaps especially in engineering department and IT division and level of
technology does matter too. Telenor at present providing the training to its employees when they
introduce any kind of new technology and further more they also provide training to their
employees in the call center division.
Types of Training Programs
The most common type of training programs are Orientation Training, technical skill
training, and management development training.
Orientation Training is usually a formal program designed to provide newemployees with information about the company and their jobs.
http://www.telenor.com.pk/careersmailto:[email protected]:[email protected]://www.telenor.com.pk/careers -
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Technical Training is oriented towards providing specialized knowledge anddeveloping facility in the use of methods, processes, and techniques associated
with a particular discipline or trade.
Management Development Program focuses on developing managerial skills foruse at the supervisory, managerial, and executive levels. Overall training has
positive impact on both productivity and employee morale.
Telenor offered three main categories in which offered programs are: Leadership,
Culture, and Competency.
I. The Leadership Category.
Within the Leadership category, several programs are offered which include:
Outdoor Leadership With activities related to trust building, team building,and exploration in the wilderness, the leaders are able to identify their true
leadership styles, their managerial skills are put to test, making them better
and bringing in more teamwork and transparency in the organization.
LUMS/Telenor Post Graduate Certificate in Business Management :Togive managers holistic business understanding, and manage succession
planning for various cadres, this academic program focuses on strategy,
pricing, market segmentation etc within its various courses and help
employees to build the organization.
Leadership-The Care & Growth Model : This three day workshop for allthose in command positions, teaches managers and supervisors what they
should be contributing to those who report to them.
II. The Culture Category Within the Culture category the following
programs are being offered which are open to all employees:
Mastery of Self: To enable people to overcome obstacles and dysfunctions intheir behaviors, and therefore create new perceptions by exercising the power of
mind.
Emotional Intelligence: Including the emotional quotient to employeesintelligence quotient enables one to be smarter in work, relationships and health.
To bring emotional maturity, this training focuses on increasing energy and
effectiveness under pressure, dealing with turbulence, and developing personal
power.
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III. The Competency Category Within the Competency category we
Telenor is offering program which is required as the basic skill builders in
the organization. These include:
Creative Problem Solving : To ensure that people have the ability to thinkout of the box and are not stuck with old thought patterns.
Breaking Communication Barriers : To help employees come out of theirinhibitions and improve interpersonal communication and public speaking.
Team Work :To enable employees to rise above the individual objectives andcome together as a team with one vision.
Results Through Resources : To help employees manage their resources atwork efficiently and effectively.
Compensation and benefit
Telenor has a separate department for compensation. That department deals in staffing and
compensation planning. First of all this department has all the information regarding who is
being employed and how it is performing
Compensation and benefit plans are particularly based on performance. If performance is up to
the standards of Telenor and the employee has good conducts he is rewarded. After performance
evaluation, results are rechecked and matched with the standards. Based on that, proper
compensation plans are designed.
The core compensation includes:
Base salary
Bonus/commission
Long-term incentive plans
In addition, Telenor offers a total package that may include insurance, recreational activities and
other benefits adapted to the local market and individual employees need.
Managers are rewarded according to the achievement of assigned goals. Apart from monetary
rewards, such as variable pays/increments, other motivational tools such as recognition
(Employee of the Year rewards) are used.
Performance management
Performance management has three parts:
Defining the performance Measuring or appraising performance Feedback of the performance.
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Process of Performance Management
At Telenor, the process of performance management starts by defining performance.
Performance cannot be defined without a clear knowledge of the job that is to be performed bythe employees.
After defining performance is communicated to all the employees and it is made sure that they
work on these measures as they are also appraised on the same measures.
After performance has been defined, all the required behaviors for the managers are studied in
detail and some indicators are developed which are necessary to judge whether the employee is
performing good or bad. The indicators that are in favor of the required performance are called
Positive Indicators and the indicators against it are called Contra Indicators.
Performance Review:
At TELENOR a review is intended to be an open and frank discussion between an employee and
their Team Leader/Manager. Generally there are two elements: first is the element in which
discussion takes place over the strengths and areas which need to be developed as displayed by
the job holder over specific time period. The performance is of course judged comparing the
performance against the core indicators of Job. The second element is concerned with discussing
the training needs/inputs activities that are considered to be appropriate to help the jobholder
overcome some of development areas discussed in the review and also those activities that are
deemed appropriate to build upon their current strengths.
Feedback:
Workers at Telenor are informed of their performance and given the opportunity to express their
opinion over their own level of performance against each competence.
Performance Appraisal
Evaluating performance based on the judgments and opinions of subordinates, peers,supervisors, other managers and even the employees themselves.
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Performance Appraisal Methods
Goal Setting, or Management by Objectives (MBO) Multi-Rater Assessment (or 360-Degree Feedback) Work Standards Essay Appraisal Critical-Incident Appraisal Graphic Rating Scale Checklist Behaviorally Anchored Rating Scale (BARS)
Appraisal category Definition of category
1.expert Indicates exceptional performance
2.very Good Indicate performance that consistently meets the requirements of
the position, very good indicates the individual is on track for
advancements
3. Good Indicated performance that requires improvement (i.e. meet
requirements without initiative or advancement)
4. Basic Performance to be improved (hardly meets requirements)
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Telenor Development Process (Web competence)
The Telenor Development process is supported by Atlas TDP, a web based centralized IT
system. The Atlas TDP replaces the Web Competence tool with enhanced functionality covering
the various process steps with many improved features.Web Competenceis the tool used in the
Telenor Leadership Development Process (TLDP) for registering the dialogues and Review
Meeting. It is also used for Performance Management in certain Business Units.
HIGH PERFORMANCE WORK SYSTEM
SYSTEM OF HIGH PERFORMANCE HUMAN RESOURCE PRACTICES
1. Skill system
Selection test for hiring Employee training Performance based incentive Merit based Promotions
2. Commitment-Oriented System
Training Hiring of highly skilled employees Decentralized decision making
3. Organizational structure
Learning environment Training Work teams projects Decentralized decision making
4. Motivation of employees
Training of employees Performance based incentive Merit based Promotions Decentralized decision making
STRATEGIC STAFFING POLICIES
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HR STRATEGY: RECRUITMENT/DEVELOPMENT
ENTRY: RECRUIT AT ALL CAREER STAGES
DEVELOPMENT: ON-THE-JOB,FORMAL,TECHNICAL AND
MANAGMNET DEVELOPMENT TRAINING
EXIT: AVERAGE TURNOVER
RECOMMENDATIONS
Introduction of employees stock options would further enhance the motivationlevel because then the employees too would have a stake in the organization.
In their workforce there should be a quota for the disabled people. This iscurrently being practiced in the parent company. This would enhance the image of
the organization being socially responsible.
They should retain their IT specialist and other technical employees. They should invest in their employee health as it can increase the productivity of
employees.
They must use different statistical techniques or method for forecasting supplyand demand of human resources such as replacement charts, markov analysis,computer simulations etc instead of relying on subjective judgmental methods.