Term Report of HRM on PAkistan Telecommunication Company PTCL.

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    HRM Research ReportOn

    Pakistan Telecommunication Ltd.

    Submitted to:Prof. Zaffar Manna

    Submitted By:

    M. Shaharyar Saeed

    (SP10-BB-0039)

    Dated:

    2nd May,2012

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    Abstract

    PTCL, Pakistans most reliable and largest converged services carrier providing alltelecommunications services from basic voice telephony to data, internet, video-conferencingand carrier services to consumers and businesses all over the country. Whether it is an officein the largest city of Pakistan or a home in a small village, PTCL is present in every corner ofPakistan to serve the customers.

    PTCL is eager to search for new opportunities for the betterment of services and generationof additional revenue for the benefit of its shareholders. PTCL is not only interested inrevenue generation but also interested in generating new employment opportunities. The callcenter application is one of the products of Information Technology applications. It hasenormous growth potential due to unprecedented growth in service industries of thedeveloped countries. Being labor intensive, call center business is becoming a major sourceof employment generation in developing countries like Pakistan and India where the laborrates are comparatively low and educated class is fluent in English language. Apart fromemployment opportunities, this business would become one of the major sources of foreignexchange earning for the country as well.

    Since PTCL is semi government, only the management is owned by Etisalat. PTCL hasdeclared year 2008-09 as Customer Care Year. In this regard PTCL is now focusing oncustomer friendly attitude and be more courteous with customers to make feel thedifference. As a result, elaboration on the various processes, policies, procedures, solutions,network, improvement and team building and change of attitude to achieve the customeraffable.

    PTCL Contact Center is part of critical measures that are taken-up to further improve thestandard of services that is why the concept of Contact center is new and it was establishedin January 2007. PTCL Contact Centre is a one-point contact facility designed to give value& Services to all type of PTCL Customers. Currently three different help line numbers areavailable:

    Help line 1236 for Order booking and Information

    CMS 1218 for Complaints and Technical Support

    CDAS 1217 for Directory Assistance.

    These helplines provide 24/7 support to customers.

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    1. Organizational Hierarchy: PTCL Contact Center

    This organogram was specifically designed for contact center and it is currently underimplementation phase.

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    2. Job Analysis

    For job analysis the positions mentioned below are the most recent hiring done at ContactCenter.

    Senior Manager Call Center

    Manager Call Center

    Assistant Manager Operations

    Assistant Manager Compliance

    Supervisors

    CSRs

    2.1 Senior Manager

    Job Specification:

    Job Title: Senior Manager Call CenterJob Type: PermanentJob Location: Karachi

    Age: 35 years - 45 yearsMinimum Education: Masters DegreeMinimum Experience: 7 YearsSalary Range: PKR. 100,000 to 125,000/month

    Skills Required

    - Strong leadership and interpersonal skills- Strong administrative skills- Excellent communication, presentation, collaboration and team-building skills- Detail Oriented- A team player- Able to manage stress and deliver under pressure- Self motivated- Adaptable

    Job Responsibilities Oversee the Implementations of all PTCL / CC policies & procedures at Contact

    Center Coordination/Resolution of all Financial Issues pertaining to Contact Centers with

    Zonal H/Q, Finance Department. Ensuring timely payment of utility bills, salary andother disbursements

    Coordination with Zonal H/Q, Finance, and IT to ensure smooth floor operation and

    building maintenance Coordination with vendors on issues of outsourced staff

    Coordinate with Zonal HR/A on any issue pertaining to Contact Center

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    Obtain reports from all CC Locations for compilation. Prepare aggregated reports.

    Provide timely reports to GM CC on Call Center Statistics of both Call Centers trafficand performance on daily/weekly/monthly basis

    Assign leaves and take disciplinary action as delegated in Authority Matrix

    Oversee the smooth floor operation of Contact Center and suggest strategies for

    improvement to the CC Management Responsible to request diversion of traffic to switching in case of any disaster

    Coordinate with ZTE/FT on Call Center IT issues and ensuring their timely resolution.

    Escalate all non resolved IT issues to management Hold monthly / bi monthly meetings with Manger CC, AM, Supervisors and TL on

    Contact Center Issues and address their concerns Suggest measures to improve on CC performance / issues/ financial expenses/ IT

    issues /HR/ Admin Advise on CC policies, rules and internal development plans

    Responsible & keep track of CC performance, proact in operational matters

    Keep abreast with Call Center industry trends, best practices, and KPIs for its

    possible implementation

    Empower and train team members to develop middle management for CC, Delegateauthority and establish strong checks & balances

    Provide effective leadership and guide /help Manager CC in meeting objectives

    Submit written quarterly report (3 months) on CC performance to GM CC indicating

    past performance. Plans for improvement in Service Levels, Success Rate, FCR,Reduction in churn levels and other CC KPI for next quarter will be included in thisreport

    2.2 Manager

    Job Specification:

    Job Title: Call Center ManagerJob Type: PermanentJob Location: Karachi

    Age: 30 years - 40 yearsMinimum Education: Bachelor's DegreeMinimum Experience: 5 YearsSalary Range: PKR. 35,000 to 60,000/month

    Skills Required

    - Have prior experience of call center management experience- Be intelligent- Be Technical- Have good supervisory abilities- Some mortgage knowledge- Should have prior managerial experience in a reputable call center.

    Job Responsibilities

    Implement all PTCL/CC policies & procedures at Contact Center

    Manage issues relating to Human Resources for Contact Center. HR setup shall reportadministratively and functionally to Manager CC

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    Rostering, scheduling, Leaves, disciplinary cases and all Issues pertaining to HR willbe on responsibility of Manager CC.

    Timely documentation for salary disbursement thru HR

    Interview and selection of new hiring for Contact Center Staff

    Ensure smooth and effective running of Contact Center Operations. This includes

    checks on timely maintenance of equipment, plants and other hardware. Report on all admin issues pertaining to building and amenities will be forwarded to SM

    for coordination with Zonal help

    Forecasting of Call Center Traffic and Manpower requirements

    Monitor Call Distribution for better management of Service Levels and Success rates,agent utilization

    Development and Monitoring of overall KPI for Contact Center

    Provide reports on Contact Center Performance to SM/GM as per requirement ondaily/weekly/monthly basis

    Monitor daily reports on Contact Center performances including achieved Call Targets,Success Rates, Talk Time, Hold Time, Average Talk Time and other KPIs

    Ensure optimum efficiency & effectiveness. Keep track of Agents performance andconsequent decisions.

    Keep close liaison with QA for improvement

    Establish training setup and arrange training for new staff, recurring training,counseling sessions and awareness program. Maintaining training record and forwardtraining requirements to SM/GM/QA

    Providing effective leadership & guidelines to Contact Center Staff including AssistantManagers, Supervisors and Team Leaders. Create teamwork, professional andmotivating environment. Establish an effective system for appreciation of staff basedon performance

    Appraisal of Contact Center AMs, Supervisors, TLs and CSRs

    Quality Assurance personnel shall administratively report to Manager CC on issue of

    attendance, HR & policies Ensure safe keeping of all equipments of PTCL Contact Center, safety of staff.

    Escalate system related issues to Tech Support/SM. New requirements

    2.3 Assistant Manager (Operations)

    Job Specification:

    Job Title: Assistant Manager Operations Call CenterJob Type: PermanentJob Location: Karachi

    Age: 23 years - 35 years

    Minimum Education: Bachelors DegreeMinimum Experience: 3 YearsSalary Range: PKR. 25,000 to 35,000/month

    Skills Required

    - Great spoken skills- Energetic and hardworking- Complete Computer Knowledge

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    - Ability to assist managers, supervisors and other fellow workers- Good writing skills

    Job Responsibilities Assist Manager Contact Center in implementation of all PTCL policies & procedures

    at Contact Center in true spirit Responsible for smooth running of CC Floor Operations with the coordination of Floor

    Supervisors and TLs Plan and implement strategies to meet desired target for Call Center KPI such as

    Success Rate, Service Levels, etc Generate and Compile reports on timely basis as and when required by Manager CC/

    SM / GM Roster Maintenance: Responsible to plan and forecast number of required agents

    and shifts to ensure proper running of Floor Operations. Provide HR with number of

    agents required per shift for roster generation Monitor floor attendance of Supervisors, TLs, and CSR in each shift on daily /

    weekly / monthly basis Coordinate with HR on generation of reports Attendance and Casual /Sick / Annual

    leaves Assign leaves as per the authority matrix and monitor the assignment of leaves given

    to CSRs by Supervisor All Floor Supervisors will report to AM Ops

    Provide operational guidelines as decided by Management to Floor

    Monitor Team Performance and provide strategies to Floor for Team Improvement in

    Quality and Quantity Perform weekly meetings with Supervisors and TLs on their performances and their

    team performances and address their issues Perform one to one meetings with random CSRs on weekly basis for awareness to

    their issues and review their counseling forms Request resources to Manager CC for smooth floor operations

    Take disciplinary action as delegated in Authority Matrix

    Report any admin issue( Gen set failure, Electricity Failure, Air-conditioning, etc ) to

    Admin and Manager CC. Coordinate with AM Compliance for their resolution Report any system failure / CC Down status to Manager CC, SM and GM

    Provide training need requirements to AM Compliance as and when required for team

    improvement Have strong coordination with counterparts at other CC Locations on operational

    issues of floor, team maintenance, KPI Reporting, CC Status Perform counseling of CSRs if requested by Supervisor Report all chronic cases of CSRs to Manager CC for further action

    Coordinate with AM Compliance on issues pertaining to IT, products, training, CC

    support Ensure Floor peace, adherence to rules, optimum productivity

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    2.4 Assistant Manager (Compliance)

    Job Specification:

    Job Title: Assistant Manager Compliance Call CenterJob Type: PermanentJob Location: Karachi

    Age: 23 years - 35 yearsMinimum Education: Bachelors DegreeMinimum Experience: 3 YearsSalary Range: PKR. 25,000 to 35,000/month

    Skills Required

    - Excellent Communication skills- Policies Designing- Energetic and hardworking- Complete Computer Knowledge- Ability to assist managers, supervisors and other fellow workers- Good writing skills- Excellent training skills

    Job Responsibilities Assist Manager CC Operations in hiring process of new CSRs Development of SOPs for Contact Center Operations and PTCL Products handled at

    Contact Center Development of Training modules and manuals for new hiring and existing staff

    Judge the abilities and aptitude of new hiring and then plan / deliver trainings to newly

    inducted staff according to findings Plan and implement strategies to improve Product Knowledge and Communication

    Skills of existing staff Responsible for awareness of staff on the use of tools, system, One Click, ECS, etc

    Coordination of with product owners /stakeholders at zonal / HQ level for PTCL

    products for updates and issues faced by operations in providing support for theseproducts.

    Development of modules and up-dation of Information in One-Click/ECS with strong

    coordination of Counterpart at other CC locations Information dissemination on product updates at CC and also to counterpart to avoid

    any lack of communication Review overall Quality reports and arrange group trainings / refreshers according to

    improvement required Provide directions and strategy to the staff of local IT at Contact Center for maximum

    support to operations

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    Coordination with ZTE/FT representatives on issues pertaining to IT and follow up on

    their timely resolution. All IT related issues shall also be brought in the notice ofManager CC

    Ensure smooth running of IT equipment and minimum downtime of PCs and

    maximum availability of agent positions

    Development of MIS for Training and IT Quiz development and scheduling of quiz for operations to determine Training Needs

    Analysis for further improvement through refresher sessions Provide Manager CC with daily / weekly / monthly reports on improvement brought in

    CC teams through trainings / refreshers Responsible to get feedback of training delivered from new trainees at the end of

    each training Compile Reports to Manager CC/ SM CC on faults of IT related issues, building, Gen

    set, electricity , etc on daily/ weekly/ monthly basis Coordinate with Admin on the timely resolution of issues mentioned in point above

    and report to Manager CC. Provide Feedback to AM Operations

    PTCL HR Department in this area is not working properly. Job specifications and Jobresponsibilities are not defined due to which Contact Center has developed its own HR

    Department for Supervisors and CSRs which reports to HR H/Q. The need for separate HR

    was necessary mainly due to weak HR and secondly due to large number of work force

    working at contact center.

    Total strength of CSRs working in contact center is given below:

    Total 171 at CDAS (1217)

    Total 47 at CMS (1218)

    Total 218 at Helpline (1236)

    That is why HR at contact center has developed its own SOPs for Recruitment process,

    Training and Development, Performance Management and Employee Separation approved

    by EVP Contact Center.

    3. Recruitment Process

    The recruitment process is divided into two categories for Contact Center. First one is of

    managarial staff and the second one is of Supervisors and CSRs. For managerial staff

    same policies and methods are used which are set by the HR. Whereas for Supervisors and

    CSRs is abit different, they are hired through third party contractors Catcos, ESquare and

    TRG.

    3.1 For Managerial Staff

    3.1.1 Internal Recruitment

    PTCL gives full opportunity to its existing employees to apply for the jobs available in

    different departments and for this purpose mails are sent to the employees and notices are

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    placed in which the description of the jobs are mentioned and the eligibility criterea along

    with the application form for that particular job is also attached. The interested employees

    can apply for that job without taking any permission from their existing manager.

    The application forms are then checked by the HR department and the suitable candidates

    are then interviewed by the department where they have applied for the position. After

    clearing this interview HR department also interviews the candidate and then the employee

    is transfferred to the new department if selected.

    Internal Recruitment is a very common tool of recruitment in PTCL and is highly preffered

    and effective.

    3.1.2 Employee Referrals

    Employee Referrals is practiced in PTCL, no doubt it is not a very common practice in most

    of the organizations in Pakistan but according to my findings employee referrals are

    practiced in PTCL.

    3.1.3 Internet Recruitment

    PTCL follow the application procedure online within its recruitment site. The site

    http://careers.ptcl.com.pk provides information about different career opportunities for

    different candidates.

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    Applicants can review current job openings by running a search using the job finder tool.

    Once they have identified positions of interest, complete and submit the online resumes. If

    their qualifications and experience are found to be suitable for the position applied, they willbe contacted for interview.

    Applicants can also post their resume to explore other job opportunities, which have not been

    publicized, on the web page. Their skills can also be matched against future job openings

    and they will be notified if their skills and qualifications match the requirements for these

    openings.

    All applications are treated in strict confidence. Submitted resumes are kept for a period of

    six months and will only be used for recruitment purposes.

    3.1.4 Internship Programs Procedure

    PTCL has a range of internship programs designed to support, nurture and challenge the

    prospective candidates.

    3.1.4.1 Internship Time Period

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    http://careers.standardchartered.com/jobfinder_pop.htmlhttp://careers.standardchartered.com/resume_pop.htmlhttp://careers.standardchartered.com/jobfinder_pop.htmlhttp://careers.standardchartered.com/resume_pop.html
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    At PTCL internship usually lasts 8-12 weeks, giving the internee best opportunities for career

    development and personal growth.

    3.1.4.2 Candidate criteria

    PTCL is mostly interested in students who are in final year of their professional studies. The

    candidates who think can make the difference can apply for the internee positions.

    3.1.4.3 Applying for an Internship

    The interested candidates apply for internships through their universities.

    3.1.5 Newspaper Advertisement

    The most common source of recruitment is through newspaper advertisement. PTCL also

    gives advertisement in the newspaper for the positions available in the organization. PTCL

    gives the advertisement in the newspaper but the applying procedure remains the same that

    is the candidate after reading the newspaper has to apply online by filling the application

    form available on the site.

    Following the recruitment process, the selection process begins by choosing the individuals

    who have a required qualification to fill in the job in the organization. Selecting the right

    people is of paramount importance and PTCL realizes the necessity of making right selectionand placing them in the right job. The time allocation in the process of selection though high

    but considering the importance of hiring the most appropriate employees in the company, the

    cost and time involved is ignored.

    3.1.6 Use of Application Form vs Resumes

    In PTCL candidates have to fill the application form available on their website when they

    apply. They ask the candidate to send their resumes along with the application but the filling

    of application form is must.

    3.1.7 Salary Publishing

    PTCL does not publish their salaries in the advertisement because everyone knows that they

    give market compatible salary and its telecom giant in the market.

    3.1.8 Selection Test

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    Incase of specific job vaccancy in a particular department a test is conducted otherwise

    interviews are conducted directly.

    3.1.9 Interview

    At PTCL interview is conducted by the department where the vacancy is available in the

    presence of a member of advisory committee from Etisalat and GM HR.

    3.1.10 Submission of Documents

    When a certain candidate passes the interview he/she then has to submit all the necessary

    documents like matriculation/intermediate certificate, professional degree and experience

    letter (if any) at HR office.

    3.1.11 Medical Test

    Medical test is taken at the very last step of the selection process when a certain candidate is

    selected for the job then he/she is asked to go for certain specific medical tests like ECG,

    HIV test. Final medical test is conducted at PTCL Medical Center.

    3.1.12 References Verification

    References are also verified and they are verified before the hiring of the candidate that is

    before signing any kind of bond.

    3.1.13 Placement

    The selected candidates are posted to that department and assigned the job for which the

    candidate applied.

    3.2 For Non-management staff (CRSs/Supervisors)

    There are lots of benefits in hiring through third party contactors because they offer complete

    recruitment solution by providing skilled and trained Human Resources to PTCL. With the

    help of third party contractors PTCL has the option to induct trained staff into its own pay-roll

    system as permanent or contractual employees or it may place them in contractors pay-roll

    system as its outsourced-staff. Outsourced-staff policy is preferred and used in PTCL

    Contact Center.

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    Unlike, normal hiring i.e. for managerial staff, the greatest benefit is that contractors provide

    trained human resources which not only saves training cost but also hiring cost. Job switch

    ratio in Contact Centers is very high so PTCL doesnt have to go through all the hassles

    involved in hiring like

    Advertising

    Interviewing

    Screening

    Voice Test

    Final Selection and Induction

    4.1 Training

    CSRs already have basic training; all they need is product knowledge. Contact center has its

    own in-house training room for CSRs. Assistant manager compliance is responsible for allthe trainings and refresher courses.

    To run a successful company it is a core need to pay attention on each and everydepartments training and development needs. Like all other good companies we too believeon getting our employees trained in their field and we provide them training from time to timeto keep them with pace of this growing world. No good HRD spend money on useless andmeaningless trainings. To train our employees we analyze needs of training from departmentto department because every department have a different work to perform, different dutiesand off course different technology requirement to perform their work.

    Etisalat Academy signed a Memorandum of Understanding (MoU) with PTCL to implement astrategic training program that extends to all main Training Colleges of PTCL acrossPakistan. This is in line with PTCLs continuous effort to reach the highest customer servicestandards in both technical & non-technical solutions.

    The agreement planned will include launching a unique e-learning initiative to support theBroad Band technology services offered by PTCL to the Pakistani community, to promotelearning & development; any time any where and any place.

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    4.1.1 PTCL Training Academy:

    This HRD pays great importance to creating a learning environment in order to enhance theabilities and capabilities of the workforce within PTCL and ensuring that the maximum benefitis derived, in order to fulfill create an exceptional learning environment PTCL has Regional

    Telecommunications Training Schools (RTTS) in major cities (Karachi, Lahore andIslamabad) and Telecom Staff College (Haripur) for training new employees speciallyManagement Trainee.

    4.1.2 Training Need:

    Human Resource Development department has a huge task of fulfilling training anddevelopment needs of the employees of PTCL. There are a number of training anddevelopment programs that are offered according to the training needs. The programsplanned will address Change Management, Marketing, Customer Profiling & Segmentation,Fault Reduction Control, Call Centre Upgrades, Sales Skills, Customer Service, Accounts &Finance, Project Management, Quality, Broadband Applications, Content Management, ITSecurity, Professional Assessment and e-Learning Packages. From this we get a clearpicture that where we want to work on what? And what is our requirement?

    4.1.3 Instructional design:

    For this training we will use audiovisual and computer base training for our employees. Wewill arrange a detailed training as it is very important for our company. The skilled trainersprovide necessary documents, workbooks important software all the technical equipment inorder to fulfill the basic requirement of training.

    4.1.4 Validity

    After instructional design our next step is to check the validity of this training session that iswe will check it for flaws if there is any we will remove it, management will decide if anychange is required in this or not. Because they understand their employees in a better wayand they know what is good and effective for them.

    4.1.5 Implementation

    Once validity is done here comes our final training. The final training can be of:

    Etisalat Academy

    Quality Culture Surveys

    New employees training

    Internal technical training program

    Customer Satisfaction Surveys

    Direct requests from department heads

    Performance Appraisals

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    Workshops

    Easy-learning program

    4.1.6 Evaluation

    In this we will get the feedback that how meaning full our training was and how it improvesour employees. We got the following output after our training session;

    Trainings are well-organized and easy to follow;

    Tools and materials are relevant and useful;

    Staff are experienced and knowledgeable;

    Trainings are interesting and engaging; and

    Trainings prepare them to facilitate the development of a practical and realisticsustainability plan.

    So that we can identify that the training was successful or not.

    4.1.7 Training of the Master Trainers:

    In order to cater to the training needs of employees, the HRD department needs to enhanceits capacity through creation of what is called a satellite trainers or adjunct faculty this type oftraining is held in Etisalat Academy in Dubai. This is being achieved through Training ofTrainers programs that constitute of:

    Generic Training of Trainers

    Training of Trainers for Supervisors staff

    Training of Trainers for Specialized Skills

    We believe on good training of our employees and for that we do not compromise onanything because more trained and skilled employees are more profitable for a company.Like by providing a better training we develop out employees skills and improve ourcompanys reputation in market by keep our employees up to date about the new technologywe get more competitive advantage over others. Well-trained staff is always a backbone ofthe company, without trained employees there is no carrier development.

    4.2 Development

    Telecommunications is now an integral part of the social, economic and political fabric of theworld. As we embrace new next generation technologies and make the world of globalcommunications accessible to more people in more ways we perfect the art of bringingpeople together.

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    With this new vision and many new opportunities to excel, PTCL offers a continuallychallenging and professionally rewarding experience be it in data networks, Internet,mobile networks, information technology, finance or sales management.

    4.2.1 Individual

    Every individual in PTCL has its own interest, skills, values, goals and career developmentplan. That career development plan includes listing of the short and long term goals that anindividual has pertaining to the current and future jobs.

    4.2.2 Manager

    The purpose of a career development plan is to help an individual in achieving their goals. Indoing so, the manager has helped the worker consider how to accomplish career goalswithin the organization, rather than by leaving it.

    The PTCL career development plan also facilitate an individual set realistic opportunity ofcareer growth, by suggesting time frames for certain milestones to happen (like promotions)and identifying areas that an individual needs to grow before becoming entitled for the nextmilestone. The career development plan is the part of the performance appraisal toolattached which helps an organization to set an individuals next milestone.

    4.2.3 Organization

    Different career development programs are announced in PTCL in order to move anemployee through the preplanned series of positions in order to prepare the person forenhancing his skill either by providing training or development opportunities like:

    Career Development Program inside PTCL

    Career Development Program inside Etisalat

    In continuation to extend opportunities of career growth, PTCL Management alwaysannounces internal and overseas employment opportunity in Etisalat exclusively for PTCLemployees.

    5. Performance Appraisal System

    5.1 For Non-managerial staff

    A separate department with the name of Quality is working in Contact Center. Thisdepartment evaluates performance of each and every CSR. Software named as QualityControl System developed by PTCL Contact Center is used for evaluation. Through thissoftware a report is generated at the end of the month for each CSR which shows theperformance of CSR.

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    5.1.2 Role of Immediate Supervisor

    The Supervisor monitors these reports on daily/weekly basis and submits it to Assistant

    Manager Operations. In PTCL Contact Center the immediate supervisors only recommends

    CSRs for Appraisals, bonus, promotion as Team Lead to higher management. In addition to

    personal skills, call quality, their performance is also evaluated using the guidelines provided

    by the internal HR at contact center.

    5.1.3 Process Flow

    HR Contact Center has developed format for the appraisal process. All the helpline number

    follows the same process.

    5.1.4 Appraisal/Confirmation Forms

    In PTCL Contact Center, a simple two-page evaluation/appraisal format has been designed.

    Review of salary and allowances, which is based on previous years performance of CSR, is

    carried out. Appraisal exercise is done for CSRs who have completed six months service in

    PTCL.

    The salary increment is recommended by the Senior Manager Contact Center and General

    Manager Contact Center. After the approval of EVP Contact Center, third party contractor

    puts that CSR to premium package a term used for CSRs who get increment.

    5.2 For Managerial Staff

    PTCLs performance appraisal system has improved and upgraded recently after

    privatization. Now HR has created policies and has standardized the Performance Appraisal

    system. Each department is notified about the time to time (quarterly) assessment of

    employees which leads to final appraisals.

    5.2.2 Role of Immediate Supervisor

    A supervisor is defined as the person to whom one or more employees report on a regular

    basis. In PTCL the immediate supervisors do the actual appraising. Supervisors evaluate

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    subordinate staff directly. In addition to personal skills, their supervisory skills will also be

    evaluated, using the guidelines provided in the appraisal form.

    5.2.3 Process Flow

    HR forwards detailed guidelines and the current adapted format on the appraisal process to

    all departments before the start of the schedule of activities under the annual appraisal

    exercise.

    5.2.4 Appraisal/Confirmation Forms

    In PTCL, a simple two-page appraisal format has been designed. Review of salary and

    allowances, which is based on previous years performance, is carried out once a year.

    Appraisal exercise is done for employees who have completed six months service in PTCL.

    The extent of salary increases is recommended by the Senior Manager or General Manager

    of the department.

    Now the whole system adapted by PTCL seems ideal for small organizations, since PTCL is

    a huge organization it has variety of departments and variety of positions includingmanagerial and non-managerial staff. Here is one core feature of the system that covers this

    area. Different levels of employees have different grades in PTCL here is the hierarchy:

    BPS 1-16 category is for non management staff which includes supervisors,

    line men, drivers, guards, sweepers.

    BPS 17 category includes Management Trainees, Assistant Managers,

    Senior Engineers, Assistant Divisional Engineers.

    BPS 18 category includes Managers, Senior Managers, Divisional Engineers.

    BPS 19 category includes General Managers, Regional General Managers.

    BPS 20 category includes Executive Vice President, Senior Executive Vice

    President.

    BPS 21 is for President of PTCL.

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    To ensure uniformity of rating among departments, HR has set certain parameters to be

    followed while rating staff. These parameters relate to the bell shaped curve indicating

    maximum percentage rating that can be assigned in categories of Outstanding, Exceeds

    Job, Meets Job Requirement, Needs Improvement and Unsatisfactory.

    5.2.5 Promotion to Higher Grades

    PTCLs has set an overall policy of promoting certain number of people in specified salary

    category to maintain a balance between numbers of employees in various categories.

    Decision in this regard is taken in consultation with respective Senior Manager, General

    Manager and Manager.

    Departments are to support their promotion recommendations with reference to the

    organogram of that particular department, explaining precisely the operational requirements

    that justify the need of staff with higher seniority.

    5.2.6 Eligibility conditions for promotion

    Availability of positions of higher responsibility.

    5.2.7 Capability of the individual employee

    Promotion to higher cadre reflects a persons capability, maturity and readiness to assume

    higher responsibility, supported by sustained excellent performance over a period of time.

    5.2.8 Performance of Department

    When competing for promotions to higher grades, overall performance of Region and

    Department will also be a factor in considering promotion recommendations.

    5.2.9 Minimum service in PTCL

    An employee recommended for promotion to a higher cadre must have completed the

    probationary period. Similarly for Management Trainees, they have to complete 11 months

    training period.

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    5.2.10 Minimum period between promotions

    A certain period must intervene before an employee is recommended for promotion to higher

    salary category. Minimum suggested period for moving up the ladder is already established

    by the HR Department.

    5.2.11 Promotion Procedure

    The promotion procedure revolves around the Promotion Interview and quarterly/yearly

    assessment.

    6. Employee Separation

    There are different possible ways of employee to leave PTCL domain.

    6.1 Non-managerial Staff

    Employee separation for CSRs / Supervisors is very easy; they have to submit resignationwith one month notice period. HR at contact center forwards it to contractor.

    6.2 Managerial Staff

    6.2.1 Voluntarily Separation Scheme (VSS)

    The new management of the Pakistan Telecommunications Company, Limited (PTCL) willtake up the task of announcing and implementing the controversial Voluntarily Separation

    Scheme (VSS) in order to implement a culture of total professionalism in the company. Theywill evolve a system of appreciation for those who perform well and a system to deal withnon-performers. The government on Thursday formally allowed the management of thePakistan Telecommunication Company Limited (PTCL) to lay off more than 29,000employees under its Rs17 billion voluntary separation scheme (VSS). So PTCL managementhad categorized 33,000 workers as Redundant and Surplus Not Needed.

    The primary objective for bringing about these changes in the company was to remove morethan 25 per cent of the companys regular and contractual staff across the country throughVoluntarily Separation Scheme.

    6.2.2 Compulsory Separation Scheme (CSS)

    Since PTCL is a company which emphasize on work quality so for those employees who arenot capable of work. PTCL keeps the rights to fire them forcefully without compromising ondiscipline or quality of work.

    6.2.3 Age Limit

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    Once the employee reaches to age of 60, PTCL offers Age of superannuation program, bywhich he can get separate from organization with his handful of benefits and ruminations.

    6.2.4 Expire

    After the death of employee this scheme is initiated in order to provide the benefits to thefamily of the expire one by taking only one of his son or daughter above 16 year of age in theavailable best fit position.

    7. References

    http://ptcl.com.pk/www.catcos.orgwww.wikepedia.orghttp://www.etisalat.ae/http://ptcl.com.pk/contentp.php?NID=47http://ptcl.com.pk/careers.php

    www.rozee.pk

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    http://ptcl.com.pk/http://www.catcos.org/http://www.etisalat.ae/http://ptcl.com.pk/contentp.php?NID=47http://ptcl.com.pk/careers.phphttp://ptcl.com.pk/http://www.catcos.org/http://www.etisalat.ae/http://ptcl.com.pk/contentp.php?NID=47http://ptcl.com.pk/careers.php
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    8. Forms

    8.1 Training Evaluation Form

    Annex. HR-43

    TRAINING EVALUATION FORM

    Training Title: __________________________________________

    Training Start Date: ______________________________________

    Note: For each of the following areas, please indicate your reaction:

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    Content Check your response

    Preparation Excellent Good Needs

    Improvement

    Not

    Applicable

    raining Covered Useful Material

    raining was Well Organizedhe goals of the training were clearly defined

    he topics covered were relevant

    ach session stated the objectives clearly

    seful Visual Aids and Handouts

    nstructor has enough Knowledge

    nstructors Presentation Style

    he training was too technical and difficult to understand

    he training experience will be useful in my work

    got most of my questions answered during the training

    he facilitator modeled cross-sector collaboration

    verall, how would you evaluate this Training session?

    How could this Training be improved?__________________________________________________________________________________

    ___________________________________________________________________________________________________________________________

    Any other comments or suggestions?__________________________________________________________________________________

    __________________________________________________________________________________

    _________________________________________

    8.2 Quality Control System

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    Quality Control System

    Quality Officer

    Call Category

    Agent Name

    Calling Number

    Date/Time of Call Calendar

    Call Duration

    Opening Greeting Marks

    Opening Greeting Deficiency

    Problem Identification/Finding & Deliverance

    Marks

    Problem Identification/Finding & DeliveranceDeficiency

    Problem Resolution/Accuracy of info. Marks

    Problem Resolution/Accuracy of info.Deficiency

    Closing Greeting Marks

    Closing Greeting Deficiency

    Courtesy Marks

    Courtesy Deficiency

    Communication Skill Marks

    Communication Skill Deficiency

    Abondoned/Not Entertained Call

    Total Marks

    Nature of Call

    What was wrong

    What should be right

    Training Required

    Monitoring Remarks25

    http://__dopostback%28%27linkbutton1%27%2C%27%27%29/http://__dopostback%28%27linkbutton1%27%2C%27%27%29/
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    8.3 Confirmation/Appraisal Form

    Annex. HR-10

    CONFIRMATION/APPRAISAL REVIEW FORM

    Employee Name Designation Department Location/RegionKarachi South

    Date ofAppointment

    Date ofConfirmation

    Date of Review ReviewingManager

    SECTION IEVALUATION OF PERFORMANCE & ACCOMPLISHMENTS.Following Ranking Scale should be used to evaluate the performance andaccomplishments - Rate the performance on a scale of 1 to 5, keeping in mindwhat went well and what could be improved. Give specific examples andcomments as it will assist in employees development.

    5 Outstanding (Consistently exceeding job requirements)

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    4 Exceeds Job (Exceeding job requirements)3 Meets Job Requirement (Meets Standard / Job requirements)2 Needs Improvement (Meets some requirements)1 Unsatisfactory (Does not meet any job requirements)

    The sub-heading for each group are suggested criteria to be evaluated & notintended to be all-inclusive and may be changed, deleted or added to asrequired. The comments area for each should be used for expansion,explanation, description of strength and/or problem areas for each grouping.Specific improvement actions, suggested trainings, however, should be describedin the following sections.

    PERFORMANCE RESULTS RATING1. QUALITY OF WORKAccuracy, Neatness, Confidentiality. Complete Assignment, process,maintenance thoroughly. Work independently when necessary. Processnecessary paperwork with attention to details.Comments:

    2. QUANTITY OF WORKComplete assignment by or before deadline. Produce acceptable quantity ofwork. Work at a steady pace regardless of environmental pressure.

    Comments:

    PERFORMANCE FACTORS RATING

    3. JOB KNOWLEDGE & TECHNICAL APPLICATIONExhibits necessary job knowledge & technical skills & keeps them current.Comments:

    4. ORGANIZATION & PLANNINGSchedule time effectively. Prioritize assignment to avoid crises. Keep work areaorderly. Initiates activities to stay busy & productive when necessary.Comments:

    5. DECISION MAKING & PROBLEM SOLVINGPresent & weighs alternatives before making decisions. Consult others whenappropriate. Anticipates & prevents problems. Generates alternative solutions& selects optical solution.Comments:

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    6. ADAPTABILITYShows flexibility in responding to change. Willingly takes on newresponsibilities. Effectively handles pressure.Comments:

    7. DEPENDABILITYPunctuality, attendance & attentiveness. Meets commitments, acceptsaccountability, stays focused under pressure. Adheres to establishedguidelines & rules of the organization.Comments:

    8. INITIATIVEPersistence & resourcefulness. Sees beyond immediate assignments & acts onopportunities & problem areas. Generate new ideas & practice self-development.

    Comments:

    INTERPERSONAL SKILLS RATING9. COMMUNICATIONPresent ideas effectively & listen to others. Write clear, concise documentation.Provides professional service to both internal & external clients.Comments:

    10. SUPERVISIONAccepts direction & supervision in a positive manner. Keeps supervisor advisedof problems, ideas & decision when needed.Comments:

    11. TEAMWORKWorks well with others. Demonstrate responsiveness to requests from others.Provides assistance when needed. Helps resolve conflicts.Comments:

    SUMMARY & OVERALL EVALUATION

    Total points _________ / 11* ________ Overall Rating (* use number of categoriesrated)

    OVERALLRATING

    SECTION II

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    GOALS / OBJECTIVES

    Agree on key objectives that need to be completed before the next evaluation.Ensure that the objectives are Specific, Measurable, Achievable, Realistic, Timebound (SMART). Suggest ways in which they could be achieved.

    Description ofObjectives

    How will the Objectives be Measured TimeRequired

    1. Per / Month

    2. Per / Month

    3. Per /

    Annum

    4. Per / Month

    5. Per / Month

    SECTION III

    TRAINING

    Consider the main area skills, knowledge & attitudes to agree on the:-6 Training & development needs in understanding future roles.-7 Training & work most suited to your particular skill profiles, strengths

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    Specify training and development needs identified during this review period.

    Technical

    General / Managerial

    REVIEWERS COMMENTS

    (Signature)REVIEWEES COMMENTS

    (Signature)RECOMMENDATIONS

    Employee is to be confirmed.

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    Probation to be extended for ____________ month(s).

    SIGNATURES

    DEPARTMENT /DIVISIONAL HEAD ______________________________ DATE __________

    CONCERNED EVP, ______________________________ DATE __________SEVP

    EVP (HR),SEVP (HR&A)______________________________ DATE__________

    PRESIDENT /CEO ______________________________ DATE __________(if applicable)

    HR USE ONLY

    Confirm Yes No

    Probation Extended: _______________ Month(s)

    Next Review: _______________

    Comments: ___________________________________________________

    Manager Recruitment: __________________ General Manager (Personnel): ______________