A mobile phone enables us to be in two places at any given time.

It means that we can be in constant contact with our family when at work, and vice versa.

CHAPTER # 1 INTRODUCTION

CHAPTER # 1 INTRODUCTION

Cellular mobile communication is the fastest growing area in the telecomm sector. It has attracted almost 11% of the total investment in the telecomm sector and the growth rate can be measured by the estimate that there will be around one billion wireless subscribers by the end of year 2002. Number of licensed operators for mobile networks has increased e ponentially and they are running successful businesses with attractive returns in most of the developing as well as developed countries of the world. In !akistan the mobile phone companies started their operations in 1""0s. #uring the $welve years period mobile phone has become very popular in !akistan. Now% the world has gradually become a global village. $hat means% a revolution in field of communication in the business world. &asy accessibility of the wireless has paved the way for the mobile phone industry% the world over. Initially% it was regarded as a lu ury for the elite but as this industry goes on e pansion now it can found at more affordable prices for the general public. 's we all know this is the age of competition% as with the case of mobile industry in !akistan there are currently (our mobile operators doing business in the !akistan market% which are !aktel Instaphone )obilink *fone

In early "0s the mobile phone has been slow to grow the reason is that initially the rates of services and customer mobile e+uipment was very high. ,ut as more companies entering in this particular business the rates starts decreasing. 'nd now the concept of mobile has changed from lu ury to necessity. $hey are now fast becoming an integral part of business as well as personal life. -n the road% at work or even in the environs of our house% a mobile phone is security% privacy and reliability. !akistan $elecommunication Company .imited has been the monopoly operator of fi ed line telephony services in !akistan for the last /0 years. ,ut rapid deregulation% privati0ation and liberali0ation of telecomm sector% in !akistan as globally have necessitated broadening of the company1s investment base and business operations. $his would ensure company1s presence in all potentially profitable fields of telecommunications and successful operation in the future competitive environment. 2

!akistan with its large population% low fi ed3line as well as mobile penetration and high estimated demands presented an opportunity for e panding into mobile communication business.

CHAPTER # 2 COMPANY'S PROFILE

CHAPTER # 2 THE COMPANYS PROFILE

The company is a wholly owned subsidiary of Pakistan Telecommunication Company Limited. It was incorporated on 30th of June 1 ! under a license obtained from Pakistan Telecommunication "uthority to be the fourth licensed operator of cellular mobile ser#ices in Pakistan. The company has set up its head$uarters in Islamabad% Pakistan and will be offerin& its ser#ices under the brand name of Pakistan Telecomm 'obile Ltd.

2(0000

200000

1(0000 Instaphone 'obilink Paktel

100000

(0000

Instaphone Mobilink Paktel

34 /

/4 (

(4 5

54 6

64 !

The parent company% Pakistan Telecommunication Company Limited has been the monopoly operator of telecommunication ser#ices in Pakistan for the last (0 years. )eali*in& the current trends in the telecomm business and rapid dere&ulation% pri#ati*ation and liberali*ation of telecomm sector in Pakistan as elsewhere in the world% PTCL has been e+pandin& it,s business operations in other areas of telecommunication. It is with this in mind that PTCL has set up PT'L to compete in the mobile telephony business. PTCL is also the lar&est data communication and Internet ser#ice pro#ider in Pakistan. To further enhance it,s business in Internet ser#ices- it has now formed an independent subsidiary by the name of Paknet. PTCL has a sound financial standin&% with annual re#enues of about ).. /0 0illion. 1fone Launched on January 2 % 2001% 1fone is a new cellular operator in Pakistan. Pak Telecom mobile Ltd. offers 1fone ser#ices to you% which is a 1003 owned independent subsidiary of Pakistan Telecommunications Corporation Ltd.

*fone has been a highly successful venture% touching 100%000 subscribers in less than four months of operation. *fone is the only mobile service named after the people it is meant to serve3you. (rom the kind of +uality you were waiting for% to the price you always wanted to the service standards you deserved l *fone is designed to cater to your individual re+uirements. 6hether you need a mobile phone to enhance your business% or to stay in touch with your finance or to provide reliable security to your children. *fone has a package tailor made to your needs and your budgets. !akistan telecom mobile limited 7*fone8 was incorporated on 9uly 1: 1"": as a public limited company for establishing and operating cellular mobile services in !akistan on gsm"00 band.

Mission Statement
$he mission of *fone is to provide cellular mobile service in !akistan at affordable rate for the general public. $o achieve that mission they started their operation by providing ;uality mobile communication service to customers% tailored to their needs in a cost3effective manner.

Int!o"#$tion to U%one
*fone is a mobile service named after the people% it is meant to serve <-*. $hey have targeted the general public of country who cannot afford the e pansive mobile communication before the *fone. It is designed to cater the normal consumer classes. !rices charged by )obilink and Instaphone are little out of approach for most of the customers so in order to cater the needs of that deprived market% *fone is launched. !rices charged by companies. *fone are /0% lower than other mobile

Pa$&a'es Int!o"#$e"

Initially *fone have introduced two main packages i.e. !ostpaid !repaid

Main %eat#!es o% Post(ai"

.owest >ates ever offered &nhanced value 'dded services ,etter coverage #etailed and friendly bill statement Convenient locations for billing

Main %eat#!es o% P!e(ai"

Cards valid for si months Incoming calls up to si months even if our card e pires in between. No monthly charges 7*fone 9'?,'8 $wo customer friendly tariff options

>ich value added services included in the cost No hidden costs% now unpleasant surprises ,etter coverage &asily available at most retail outlets

)a*#e a""e" Se!+i$es

*fone packages come with bundled value added services such as C.I @oice mail Conference Call Call waiting ))A @!N

Inte!nationa* Roamin'
& pansion plans include international roaming (rom the beginning of 9uly 2001% international roaming is covering all maBor countries in )iddle &ast% &urope and (ar &ast.

P!o"#$t Li%e C,$*e an" -Ps o% U%one

's *fone is new in the market so it is in introductory stage. $he sales are in rising trend and also costs are high for the company. !rice !roduct !lacement !romotion Initially low and competitive prices charged CA) Initially at Islamabad and !indi and planning for the entire country 'dvertising through $@ and other media

S.OT ana*,sis U%one

St!en't/s
CA)% proven technology worldwide & perience and understanding of $elecom sector .ow and competitive prices

.ea&ness
No previous e perience of working in competitive environment .ate market entry

"

O((o!t#nities
.ow pricing is bringing substantial number of customers $hey have an opportunity to attract those customers which are not using mobile services yet as 5:% of population is uncovered by present operators $hey can use strong promotion

T/!eats
$hreats of new entrants & isting companies providing services *nstable economic and political conditions

UFONE as an O!'ani0ation
!ak $elecom )obile .imited is a 100% subsidiary of !$C.. It is one of the maBor initiatives taken by !$C. in the process of moderni0ing its services and e panding its business to wireless communications. #ue to stiff competition in the cellular market% !$C. has decided to hire professionals from the private sector with relevant e perience to run this company. $hrough its independent analysis of the cellular market% !$C. has come to the conclusion that there is still a lot of une plored potential that can be a prospective source of benefit for the company. $he technology chosen for this purpose is CA) "00. !ak $elecom )obile .imited has only invited the world1s topmost network providers to participate in the bid. Internationally renowned telecom consultants )ontale have been hired to advice and conduct the evaluation. In order to give a Bump3 start to the company% a comprehensive initiation plan has been made along with aggressive customer ac+uisition% care and retention strategies.

10

!roducts and services to be provided by !$). will be far richer in content and +uality than any of the e isting service providers. !$). will have to set up a completely new network since it re+uires radio wave propagation e+uipment that is not used in fi ed line communication that !$C. uses Improvements in voice +uality% level of interactive communication media1s convergence% value3 added services and IN based services will be concentrated on. $hey have bought the best e+uipment available in the international market. $he associated systems will eliminate complaints of billing errors% facilitate ease of subscription purchase and ensure that customers1 level of satisfaction is not only met but e ceeded to a level where it becomes a pleasure to become a !$). subscriber. $his is unprecedented. !$). is aiming to provide best in city coverage along with state of the art value added services for subscribers according to their needs. !$). is also ensuring that it is properly geared up for the future convergence of Internet with mobile telephony. It is a D50 million company that is provided by Nortel Networks% which is currently one of the leading names in the telecom e+uipment with the head+uarters in Canada. (rom conceptuali0ation till now% *fone management has observed gaps in services needed and provided by current operators. $hey believe that they will not only fill but also improve upon the service levels currently e perienced in the market at competitive prices.

O12e$ti+es
$he following +uantitative obBectives will provide a measure of the success of our marketing strategies outlined below. Capturing 11% of the market in the first year of our operations% which will be increased to about 2/% in five years time. Aervice availability in all the 22 maBor cities and towns within two years from the initial offering with subse+uent e pansion into other areas to cover most of the urban and rural population.

Life Cycle Analysis

$he *fone is still in the introductory stage of its life cycle as it is new in the market. (ollowing statistics apply to the *fone. 11

Aales >ising 7's Compared to )obilink 8 Cost Eigh Innovators Intense 7 's 'lready $hree )obile Aervices are In the )arket 8 to Create 'wareness 7 's 'll 'ds 're (ocused -n *fone (unctionality and Its Aelective7 's 'vailable In the Gey Ahops in Islamabad 8 *fone CA) 7 ' )obile Aervice !rovider 8 Customers Competition !romotion !lacement !roduct

!rice Competitive F .ow !ricing 7 $heir Competitive &dge 8 & istence 8

OR3ANI4ATIONAL STRUCTURE C78

IS

FINANCE

ENGINEERING

12

MARKETING

HR

12

S.OT Ana*,sis
A6-$ analysis is being carried out to evaluate the company in relation to its internal as well

STRENGTHS Understanding and experience of Telecomm sector Political and business clout Proven technology "hosen orld! ide from the

#E$%NESSES &ate mar'et entry &ac' of experience in mobile or'ing in business No previous experience of competitive environment Spill!over of mar'et image from PT"& THRE$TS Slo historical Gro th rate in mobile ell sector ith G,P"S "ompetitive pressures direct as as indirect. Ne entrants after year 3443. economic and political

management

industry (PP(RTUN)T)E *eregulation and liberali+ation of telecomm sector Possible operators #ith the help of PT"& and Pa'net offer fully pac'aged solutions to it-s customers. Success attract ne of pre!paid services to customers and increase cooperation

Unstable conditions

mar'et share. )ncreased customer a areness both for price and /uality built over the years by other mobile operators. )ncreasing rate of urbanisation. $ large rural population of about 012 mostly uncovered by present operators.

14

CHAPTER #5

HR DEPARTMENT OF UFONE

1/

CHAPTER #5

HUMAN RESOURCE DEPARTMENT

ROLE OF HR DEPARTMENT

15

 !olicy initiation and formulation 'dvice 7on personnel policy% labor agreement% needs and welfare of company and employees8 Aervice 7employment% training% benefits functions% recruiting% interviewing% testing Bob applicants% maintenance of ade+uate employee records etc.8 Control 7monitoring performance and conformance of other departments to personnel policy% procedures and practices8

FUNCTIONS OF HR DEPARTMENT
&mployment 7recruitment% selection and induction into the organi0ation8 $ransfer% !romotion% .ayoff 7checking conformity of skills with new department in case of transfer8 $raining and #evelopment 7coaching% performance appraisal% post appraisal counseling% Bob rotation% understudies% special broadening assignments% feedback8 Compensation 'dministration 7designing and installing Bob evaluation program% pay structure% analy0ing Bobs and their dollar3worth% maintaining suitable records% wage and salary surveys of the labor market8 Eealth and Aafety 7health programs% safety programs8 #iscipline and #ischarge 7#iscipline H training that mould or corrects% punishment of wrongdoers. $raining people to abide by rules of behavior and punishing those who don1t% formulating list of rules and penalties for each offence% approval for discharge8 .abor relations 7wages% rates of pay% hours of work% conditions of employment% negotiation% contract interpretation and administration% grievance handling% allocation of overtime8 ,enefits and Aervices 7pensions% insurance programs% sick leave pay plans% loan funds% social programs% recreational programs8 -rgani0ation !lanning 7developing concept of company as a structure or system8 -rgani0ation #evelopment 7increase level of trust and supportiveness among people in the organi0ation% enhance interpersonal skills% make communication more open and direct% directly confront problems% tap the knowledge of all who can contribute to problem solutions wherever they may in the organi0ation8

1=

 Euman >esource !lanning 7right number of +ualified persons available at the proper times% performing Bobs that are useful to the organi0ation and which provide satisfaction for the individuals involved% goals and plans of organi0ation% current human resource situation including skills inventory% human resource forecast including comparison of proBected future demand for employees with proBected supply% designing programs to implement the plans of recruitment% selection% performance appraisal% transfer% promotion% training% motivation% compensation% audit and adBustment8 &+ual &mployment -pportunity 7no discrimination in terms of gender% race% age% national origin% religion. Involves complaint investigation% interpretation and policy% monitoring performance8 !ersonnel and ,ehavioral >esearch 7improving worker productivity and also increasing the +uality of working life% employee attitudes and motivation% predicting success in management and organi0ational relationships8 !ersonnel Information Aystems 7E> planning% skills inventories% employee benefits analysis and productivity studies8

ASSESSIN3 .OR6 AND .OR6 OUTCOMES

6ork is designed to ma imi0e productivity. $he +uantity and +uality of services% behaviors and products that employees are providing are also identified. $his area of the *fone E> management deals withI #esigning work to ma imi0e employees1 innovation% creativity% product +uality and customer service #etermining employees1 productivity and +uality of their work )easuring employees1 attitudes about the work and work environment

1:

HUMAN RESOURCE DEPARTMENT

97:7)"L '":"97)

.7C)7T");

ADMINISTRATION

HUMAN RESOURCE DEVELOPMENT

HUMAN RESOURCES

1"

RECRUITMENT PROCESS AC7UIRIN3 HUMAN RESOURCES

Customer needs for newer and better cellular services influence the number and type of employees that mobile phone businesses need to be successful. )anagement of *fone is in the process of predicting the number and type of employees who are needed to meet customer demands for cellular services. )anagement is also identifying current or potential employees who can successfully deliver the re+uired services. $his area of *fone1s human resource management deals withI #etermining human resource re+uirementsJthat is% human resource planning. >ecruiting employees and placing them in Bobs that best use their skills Aelecting employees

GETTING THE RIGHT PEOPLE:

$he recruitment process is planned to provide *fone with the best available talent% consistent with the needs of the business and its capacity to make full use of those recruited.

GETTING THE PEOPLE RIGHT:

*fone has consistent policies and practices in training and developing staff and involving them as Kpartners1 in the business rather than as functionaries whose roles are restricted to obeying instructions.

20

PLANNING THE RECRUITMENT PROCESS:

,efore deciding on the e istence of a vacancy% management checks whether there is a need for the work to be carried out at all or whether it can be incorporated into an e isting employee1s Bob. In case an e ternal source is needed% management then checks whether it should be a permanent% full3time employee or whether it should be a contractual one.

CONSULTIN3 OTHER STAFF .HO ARE IN)OL)ED

$he human resource management then considers other departments in the organi0ation that might be interested in the appointment in order to make it a Boint effort. $hey talk to relevant supervisors and especially to the people the new person will work with. Aets of e pert panelists are then selected from each relevant department to interview applicants.

.OR6IN3 OUT THE SORT OF PERSON RE7UIRED

$he human resource management then lists the duties% responsibilities% authority and relationships that the Bob involves. $hey decide what +ualifications are needed% what type and length of e perience are re+uired% and what personal attributes are important. -n this basis they then draw up an up3to3date Bob description and person specification and proceed to forecast how soon the person is e pected to be competent% what training they are prepared to give and when the start date of the Bob should be.

FINDIN3 OUT IF HE8SHE E9ISTS

$he E> management then speculates whether they are likely to find the +ualities% +ualifications and e perience that they are seeking in one person. If so% research is carried out on the kind of pay and benefits package to offer. $hey do this through monitoring advertisements% referring to salary surveys and networking with other employers in their area and sector. $his research will also determines whether they are likely to find suitable candidates locally or whether they will have to look further afield. $hen they contemplate whether people will want to Boin the organi0ation and on how to attract them.

21

PLANNIN3 ON HO. TO FIND THEM

$he E> management gives priority to its own employees even in case of a negative assessment. $hey first advertise the post internally% both as a courtesy to staff and because they may pass the information on to any interested friends and relations. 6ord of mouth is also a valuable recruitment method for them and they draw on all appropriate contacts they have.

DECISION ON .HETHER TO AD)ERTISE

-nce the E> management decides that there is a need to advertise% they pinpoint the part of the press that they need to contact. Aince most of the posts are of a specialist nature% they intend on advertising in the Bournals of professional bodies and the trade press. $heir ne t step is to find out how much adverts cost for varying amount of space and decide what they can afford.

.RITIN3 THE AD)ERTISEMENT

$he E> management has hired the services of Interflow% an advertising agency% to propagate their service and company for them. $hey are also using the services of a web designer% &veready media% to post the advertisement of the company on the Internet. $he logo of the organi0ation is right across the middle of the page and they have dedicated an entire page especially for +uestions that anyone might have. 'll their adverts for Bobs mention the following clearly but succinctlyI $he duties and responsibilities of the Bob $he +ualification and e perience re+uired including hands3on e perience% internal and e ternal e perience $he personal +ualities sought including age% gender etc. 6here the Bob is based and e3mail contacts Indications of the salary or type of salary 6hat form of reply is demanded 7C@ or re+uest for an application form8

22

DRA.IN3 UP A SHORT LIST

$hen the E> management decides on the length of the short3list% which includes five or si people at the most. (ollowing the advert they need help to sift through the applications. &verything is computeri0ed and on3line which makes it easier to handle large numbers of replies. In case they run short of time% they get the help of other staff% supervisors and managers in the organi0ation. 'part from the +uestion of time% they do this to get second opinions. $hey look out for the following when reading an applicationI Eow well3matched is the candidate to the re+uirements 'ny une plained employment gaps $he +uality of presentation Eow tailored the reply is to the particular Bob and *fone as an organi0ation.

REPLYIN3 TO CANDIDATES
$he candidates that do not match the Bob are contacted as +uickly as possible and dealt with courteously since the E> management believes in the philosophy that these people% and their relatives and friends% may be future customers or ac+uaintances of potential% future applicants. $hose that match the Bob are called over to undertake an on3line evaluation test.

INTER)IE.IN3 POTENTIAL CANDIDATES

$he candidates that pass the on3line evaluation test are then called for interviews. ' date and a time are arranged and the candidate appears for the interview. $he +uestions of this interview are designed especially for gauging the personality and ability of the candidate.

22

THE SCREENIN3 PROCESS

$he results are screened by a set of panelists in order to minimi0e chances of error in selecting the candidates. $he E> management sometimes keeps a small number of candidates in reserve.

SUPPLY OF HR:
)anagement determines the supply of human resources as followsI

INTERNAL SUPPLY
$his is determined throughI

HR A#"it
It summari0es each employee1s skills% knowledge and abilities.

Re(*a$ement C/a!ts
@isual representation of who will replace whom if there is a Bob opening

E9TERNAL SUPPLY
$his is determined throughI #emographics .abor market

OR3ANISIN3 THE INDUCTION OF NE. RECRUITS

$he purpose of induction is to ensure that new employeesI 're integrated into their working environment as +uickly as possible

24

 .earn relevant aspects of the organi0ation1s mission% culture% policies% procedures and methods of working ,ecome productive and well motivated ,ecome aware of the skills and knowledge needed for the Bob *nderstand their responsibilities

ADVANTAGES:
Newcomers are integrated more +uickly into the organi0ation and become productive earlier <ou show that you value the newcomer% making them feel welcome and giving them a sound impression of the organi0ation >ecruitment costs are seem as an investment Auccessful induction is an essential first stage of an employee development program

APPOINTING A MENTOR:
$he E> management usually makes someone about the same age and grade of the newcomer act as a friend and advisor for the first few weeks. $hey monitor the relationship and step in if it isn1t working.

PLANNING THE INDUCTION AND INVOLVING AND INFORMING OTHERS:

$he induction program is drawn up and authori0ed by the newcomer1s manager. $he mentor% if any% is also involved in the process. -ther staff that will be working with the new employee are informed of the induction program whether or not they will be involved. $he induction plan contains three stages in a thirty3day periodI the first stage covers the bare essentials and the obBectives to be metL the second stage involves learning by a mi of approachesL the final stage familiari0es the new comer with all departments.

PREPARING THE WOR

AREA:

$he new employee1s work area is kept in tiptop shape. 'll relevant stationery is checked and it is seen to that the e+uipment is in working order. 2/

INTRODUCING THE RECRUIT TO THE ORGANI!ATION AND THE DEPARTMENT:

$he newcomer is informed of housekeeping arrangements and provided with the employee handbook. EeFshe is given copies of the necessary documentation% the organi0ation chart and Bob description etc. 'n introduction to the department and team in which heFshe will be working must also be made. 'lthough the newcomer will be introduced to people around the organi0ation% a detailed look at what other departments do will follow at a later stage of the induction process.

EMPHASISING THE IMPORTANCE OF ORGANI!ATION POLICIES AND PROCEDURES:

New employees are made aware at an early stage of policies and regulations based on legislation. -ther procedures based on national standards and other schemes are also introduced.

PLANNING A "ALANCED INTRODUCTION TO THE WOR :

No matter how the training is done% a mi of e planation% observation% practice and feedback is continuously dispersed. Information overload is avoided. $he new employee is straightaway given real work to do to avoid boredom and to give early opportunities for achievement.

CLARIFYING PERFORMANCE STANDARDS:

$he performance levels re+uired are made clear from the outset since E> management is aware of the fact that employees cannot be e pected to meet standards of which they are unaware.

CONDUCTING REGULAR REVIEWS OF PROGRESS:

25

$hese are made during the induction program on a periodic basis% to ensure that all the obBectives and the new employee1s needs are being met. $he program sometimes has to be adapted to match individual learning re+uirements and speeds. $he usual reviews consist of informal chats but a more formal appraisal interview takes place at the end of the program% particularly when the employee is on probation. $he views of the employee on the overall induction process are sought for the design of future programs.

ROLE OF HR RECRUITMENTPERSONNEL POLICIES

$hese are organi0ational decisions that affect the nature of the vacancies for which people are recruited. $hey affect the following specific features of a vacancyI

INTERNAL )S: E9TERNAL RECRUITIN3

-ne desirable feature of a vacancy is that it provides ample opportunity for advancement and promotion. *fone recruited for upper3level vacancies e ternally. $he top brass of *fone is a top e ecutive working previously for other cellular service companies and hence carrying the re+uired e perience and e pertise.

EMPLOYMENT;AT;.ILL POLICIES
$hese state that either party in the employment relationship can terminate that relationship at any time% regardless of cause. *fone does not believe in employment3at3will policies and has the typical due process policies. #ue process policies formally lay out the steps an employee can take to appeal a termination decision.

LEAD;THE;MAR6ET PAY STRATE3IES

' policy where applicants are offered higher3than3market wages. *fone believes in these strategies and has successfully implemented them.

IMA3E AD)ERTISIN3
*fone is portraying itself as a people3oriented organi0ation where human resources are the primary concern and it is aiming at being the best cellular operator in !akistan. 2=

RECRUITMENT SOURCES
INTERNAL VS# E$TERNAL SOURCES:
& ternal recruitment is currently the trend at *fone as it is still in its infancy but once all vacancies are filled% the organi0ation will switch over to internal sources. *fone at this moment is looking for the perfect mi of employees in order to combine the best of all worlds and e pose the organi0ation to new ideas and new ways of doing business etc. $he final philosophy behind internal recruitment sources is that a sample of applicants are generated who are well known to the firm% these applicants are relatively knowledgeable about the company1s vacancies which minimi0es the possibility of inflated e pectations about the Bob and above all% it is faster to fill vacancies internally.

DIRECT APPLICANTS AND REFERRALS:

#irect applicants are people who apply for a vacancy without prompting from the organi0ation. >eferrals are people who are prompted to apply by someone within the organi0ation. *fone uses both sources of recruits since they have certain advantages e.g. before applying for the vacancy% they have already collected information regarding the Bob and believe themselves to possess +ualifications in conformity with the re+uirements.

ADVERTISEMENTS IN NEWSPAPERS AND PERIODICALS:

*fone believes that these generate less desirable recruits and at a greater e pense. $wo points that management especially notes in designing the Bob advertisementsI W%a& &' say: $he organi0ation tries its utmost to give enough information to persons reading an ad to evaluate the Bob and its re+uirements% allowing them to make a well3informed Budgment regarding their +ualifications. Aometimes this means running longer advertisements% which costs more. Eowever% these additional costs are evaluated against the costs of processing a huge number of applicants who are not reasonably +ualified or who would not find the Bob acceptable once they learn more about it.

2:

T' (%') &' say i&: $he organi0ation is using the Internet% newspapers% word of mouth etc. and is taking one step at a time. >ight now they are involved in general advertising but will soon try to reach specific parts of the overall labor market.

COLLEGES AND UNIVERSITIES:

(resh graduates from colleges and universities are also a welcome source to *fone.

RECRUITMENT CHANNELS
INTERNAL CHANNELS:
$hese includeI *'+ P's&in, P-',-a)s: $hese inform employees about openings and re+uired +ualifications and invite +ualified employees to apply. De.a-&in, E).l'yees: In the case of *fone% a buyback occursJthat is% when the employee resigns to take another Bob% management tries to outbid the new Bob offer.

E$TERNAL CHANNELS:
Aame as e ternal sources.

SELECTION
TYPES OF SELECTION METHODS

2"

(ollowing are common selection methods employed by E> management at *foneI

INTERVIEWS:
M' dialogue initiated by one or more persons to gather information and evaluate the +ualifications of an applicant for employmentN. $he E> staff I Geep the interview structured% standardi0ed% and focused on accomplishing a small number of goals. $hat is% they plan to come out of each interview with +uantitative ratings on a small number of dimensions that are observable and avoid ratings of abilities that may be better measured by tests. 'sk +uestions dealing with specific situations that are likely to arise on the Bob% and use these to determine what the person is likely to do in that situation. -ne part is Me perience basedN +uestions% which re+uire the applicant to reveal an actual e perience heFshe had in the past when confronting the situation. $he other part are Mfuture orientedN +uestions% which re+uire the person to state what heFshe is likely to do when confronted with a certain hypothetical situation in the future.

REFERENCES AND "IOGRAPHICAL DATA:

*fone solicits information on the employee from the people who know the candidate through reference checks. 5iographical data is collected directly from the 6ob applicant.

COGNITIVE A"ILITY TESTS:

$hese tests differentiate between the mental capacities of individuals. $here are three dominant facets of the tests that the E> management applyI

VER"AL COMPREHENSION:
$hey check on the candidate1s capacity to understand and use written and spoken language

/UANTITATIVE A"ILITY:
$hey check the speed and accuracy with which the candidate can solve arithmetic problems of all kinds

20

REASONING:
$hey check the candidate1s capacity to invent solutions to many adverse problems

PERSONALITY INVENTORIES:
$here are five common features of personalityI & troversion 'dBustment 'greeableness Conscientiousness In+uisitiveness $he E> management records the mi of these features in each employee1s individual record.

WOR

SAMPLES:

6ork3sample tests and Bob3performance tests simulate the Bob in miniaturi0ed form. E> management checks the behavioral consistency between the re+uirements of the Bob and the re+uirements of the test.

21

TRAININ3
$raining is the organi0ed procedure by which people learn knowledge andFor skills for a definite purpose. 'lmost every employee hired by an organi0ation will re+uire some training in his or her Bob. Aome training programs may be more e tensive than others% but all re+uire the trainer to have identified content and subBect matter needed in the training and tasks to be performed on the Bob to ensure that the training will prepare individuals to perform the Bob effectively. )any firms provide new employees with copies of the descriptions and specifications for the Bobs to which they have been assigned. $his aids in orienting them and ac+uainting them with what they are e pected to do.

DESI3NIN3 EFFECTI)E TRAININ3 SYSTEMS

*fone uses an MInstructional design processN 7which refers to a systematic approach for developing training programs8. It consists of the followingI

CONDUCTING NEEDS ASSESSMENT:

$here are different pressure points that suggest whether training is necessary such as performance problems% new technology% internal and e ternal customer re+uests for training% Bob redesign% new legislation% changes in customer preferences% new services or employees1 lack of basic skills. $he assessment carried out by *fone involvesI

ORGANI!ATIONAL ANALYSIS:
#etermining the appropriateness of training% given *fone1s business strategy% its resources available for training and support by managers and peers for training activities.

PERSON ANALYSIS:
#etermining whether performance deficiencies result from a lack of knowledge% skill% or ability or from a motivational or work design problemL identifying who needs trainingL and determining employees1 readiness for training.

TAS

ANALYSIS:

Identifying important tasks% knowledge% skills and behaviors that need to be emphasi0ed in training.

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CREATING A LEARNING ENVIRONMENT:

(or employees to ac+uire knowledge and skills in the training program and apply this information to their Bobs% the training program includes specific learning principles. (ollowing are some of the principles followed by *foneI

EMPLOYEES NEED TO

NOW WHY THEY SHOULD LEARN:

*fone E> management reali0es that employees learn best when they understand the purpose and e pected outcome of training activities. $he training obBectives have three components and help employees understand why they need the trainingI ' statement of what the employee is e pected to do 7performance8 ' statement of the +uality or level of performance that is acceptable 7criterion8 ' statement of the conditions under which the trainee is e pected to perform the desired outcome 7conditions8

EMPLOYEES USE THEIR OWN E$PERIENCES AS A "ASIS FOR LEARNING:

Aince employees are more likely to learn when the training is linked to their current Bob e periences and tasks% hence they are provided an environment that is identical to the environment they will be working in.

EMPLOYEES NEED TO HAVE OPPORTUNITIES TO PRACTISE:

!ractice involves having the employee demonstrate the knowledge% skill or behavior emphasi0ed in the training obBectives under the conditions and performance standards specified by the obBective. $he *fone E> management makes it a point that instruction does not e ceed employees1 short3term and long3term memory capacity. If lengthy procedure or process is to be taught% instruction is delivered in shorter sessions% or chunks% in order not to e ceed memory limits. @isual images are also used to reduce demands on memory. $here are multiple practice sessions distributed over a period of 2 months.

22

EMPLOYEES NEED FEED"AC :

&mployees need information about how well they are meeting the training obBectives. (eedback focuses on specific behaviors and is provided as soon as possible after the trainees1 behavior in order to be effective. 'lso% positive trainees1 behavior is verbally praised or reinforced depending on the circumstances. @ideotapes are also an integral part of the practice sessions. $he trainers view the videotape with trainees% provide specific information about how behaviors need to be modified% and praise trainee behaviors that meet obBectives.

EMPLOYEES LEARN "Y O"SERVING THE OTHERS:

' process called behavior3modeling training% which uses models to get trainees1 attention and to demonstrate the skills or behaviors that trainees need to learn. (or the model to be effective% E> management clearly specifies the desired behaviors or skills and gives the model characteristics similar to the target audience. 'fter observing the model% trainees are given the opportunity to reproduce the skills or behavior shown by the model in practice sessions.

EMPLOYEES NEED THE TRAINING PROGRAM TO "E PROPERLY COORDINATED AND ARRANGED:
Cood co3ordination ensures that trainees are not distracted by events that could interfere with learning. 'ctivities before the program include communicating to trainees the purpose of the program% the place at which it will be held% the name of a person to contact if they have any +uestions% and any preprogram work they are supposed to complete. ,ooks% speakers% handouts and videotapes are prepared. 'll necessary arrangements to secure rooms and e+uipment are made. $he physical arrangement of the training room complements the training techni+ue. $rainees are informed of starting and finishing times% break times% and location of bathrooms. #istractions are kept to a minimum. 6hen trainees are asked to evaluate the program and take tests to determine what they have learned% time is allotted for this activity at the end of the program. (ollowing the program% any credits or recording of the names of trainees who completed the program are noted down. Eandouts and other training materials are stored or returned to the consultant. 't the end of the program% the manager considers how it could be improved for the following time.

24

ENSURING TRANSFER OF TRAINING:

(or training programs to be successful% trainees are made to use training in their work. $ransfer of $rainingJthe use of knowledge% skills and behaviors learned in the training environment on the Bob Jis influenced by the degree to which learning occurred in the training program% the work environment% and the e tent to which trainees are prepared to deal with factors in the work environment that inhibit use of new skill% knowledge or behavior.

SELECTING TRAINING METHODS:

*fone uses the followingI

PRESENTATION TECHNI/UES:
$hese involve traditional classroom instruction% distance learning and audiovisual techni+ues. $hey are used ideally for presenting new facts% information% different philosophies and alternative problem3solving solutions or processes. $hey consist ofI Class-'') Ins&-0c&i'n: $he trainer lectures a group. In many cases the lecture is supplemented with +uestion3and3answer periods% discussions and case studies. $he instructor tries to build active participation% Bob3related e amples% and e ercises into traditional classroom instruction so that trainees will learn and use the information presented on their Bob. Dis&ance Leanin,: It will be used by the Eead -ffice and ,ranch offices to provide information about new services% policies or procedures as well as skills training and e pert lectures. It involves two3way communication between people. It includes audio conferencing% videoconferencing and do cuconferencing 7this allows employees to collaborate on a shared document via computers8. A01i'2is0al Tec%ni30es: $his is a common method used by *fone that involves overheads% slides and video. @ideo is the more popular instructional method. It is being used by the organi0ation for improving communication skills% interviewing skills and customer service skills and for illustrating how procedures should be followed. It is usually used in conBunction with lectures to show trainees1 real life e periences and e amples.

2/

HANDS;ON TECHNI7UES
$hese includeI On4&%e45'+ T-ainin,: It is used for newly hired employees% upgrading the skills of e perienced employees when new technology is introduced% cross3training employees within a department or work unit% and orienting transferred or promoted employees to their new Bobs. $he basic philosophy of the E> management of *fone is that employees learn through observing peers or managers performing the Bob and trying to imitate their behavior. Si)0la&i'ns: ' training method that represents a real3life situation% with trainees1 decisions resulting in outcomes that mirror what would happen if the trainee were on the Bob. $hey allow trainees to see the impact of their decisions in an artificial% risk3free environment and use simulations to teach management% interpersonal as well as technical skills. "0siness Ga)es an1 Case S&01ies: $hese are designed to make the trainees study and discuss among themselves 7case studies8% while in business games% the trainees must gather information% analy0e it and make decisions. *fone believes in business games because they stimulate learning since participants are actively involved and they mimic the competitive nature of business. $he types of decisions that participants make in games include all aspects of management practice. "e%a2i'- M'1elin,: &ach training session focuses on one interpersonal skill and includes a presentation of the rationale behind the key behaviors% a videotape of a model performing the key behaviors% practice opportunities using role playing% evaluation of a model1s performance in the videotape and a planning session devoted to understanding how the key behaviors can be used on the Bob. In the practice sessions% trainees are provided with feedback regarding how closely their behavior matches the key behaviors demonstrated by the model. $he role3playing and modeled performance are based on actual incidents in the employment setting in which the trainee needs to demonstrate success. In&e-ac&i2e Vi1e': Instruction is provided one3on3one to trainees via a monitor connected to a keyboard. $rainees use the keyboard or touch the monitor to interact with the program. $his is used to teach technical procedures and interpersonal skills.

25

GROUP "UILDING TECHNI/UES:

$hese help trainees share ideas and e periences% build group identity% understand the dynamics of interpersonal relationships% and get to know their own strengths and weaknesses and those of their co3workers.

EVALUATING TRAINING PROGRAMS:

*fone continuously monitors its training programs in order toI #etermine whether the program is meeting obBectives% is enhancing learning and is resulting in transfer of training to the Bob. #etermine whether trainees believe that the content and administration of the program were satisfactory.

EMPLOYEE DEVELOPMENT

DE)ELOPIN3 HUMAN RESOURCES

$he E> manager ensures that employees have the necessary skills to perform current and future Bobs. ,ecause of the new technology and the +uality movement in this field% *fone believes in work performed by teams. Eence% managers and employees develop skills to be successful in a team environment. ,ecause many employees value work that is personally rewarding and does not interfere with non3work activities% the E> management also helps employees identify their work interests and goals and cope with issues such as balancing work and family roles. $his area of *fone1s human resource management deals withI &nsuring that employees have the skills needed to perform their current Bob !reparing employees for future work roles Identifying employees1 work interests% goals and values and other career issues.

APPROACHES TO EMPLOYEE DEVELOPMENT:

$here are 4 approachesI

FORMAL EDUCATION:

2=

$hese involve lectures by business e perts% business games and simulations and meetings with customers. Aeparate education programs are offered for supervisors% middle managers and e ecutives. Apecial programs for particular Bobs are also offered.

ASSESSMENT:
$his involves collecting information and providing feedback to employees about their behavior% communication style or skills. $he employees% their peers% managers and customers are asked to provide information. It is used to identify employees with managerial potential and to measure current managers1 strengths and weaknesses. It is also used to identify managers with the potential to move into higher3level e ecutive positions% and is used with work teams to identify the strengths and weaknesses of individual team members and the decision processes or communication styles that inhibit the team1s productivity.

*O" E$PERIENCES:
' maBor assumption of *fone is that development is most likely to occur when there is a mismatch between the employee1s skills ad past e periences and the skills re+uired for the Bob. $o be successful in their Bobs% employees must stretch their skillsJthat is% they are forced to learn new skills% apply their skills and knowledge in a new way% and master new e periences. $he various ways in which Bob e periences are used by *fone for employee development isI

ENLARGEMENT OF CURRENT *O":

)anagement gives its employees an opportunity to develop in their current Bob by adding challenges or new responsibilities.

*O" ROTATION:
It involves providing employees with a series of Bob assignments in various functional areas of the company or movement among Bobs in a single functional area or department. )anagement does this to help employees gain an overall appreciation of the company1s goals% increase their understanding of different company functions% develop a network of contacts% and improve their problem3solving and decision3making skills.

2:

INTERPERSONAL RELATIONSHIPS:
&mployees are made to develop skills and increase their knowledge about the company and its customers byI Men&'-in,: ' mentor is an e perienced% productive senior employee who helps develop a less e perienced employee 7the protOgO8. )ost mentoring relationships develop as a result of interests or values shared by the mentor and the protOgO. Civen the advantage of these programs that they ensure access to mentors for all employees% regardless of gender or race% *fone management uses them to sociali0e new employees% to increase the likelihood of skill transfer from training to work setting% and to provide opportunities for women and minorities to gain the e posure and skills needed to move into managerial positions. C'ac%in, Rela&i'ns%i.s: ' coach can be a peer or a manager who works closely with a person to help him or her develop skills and strengthen behavioral weaknesses. $he coach provides feedback% interprets company issues related to their weaknesses% acts as a sounding board for new ideas and sets up e ercises to help the person practice new behaviors. $he progress is evaluated after 5 to : months of working together.

SUCCESSION PLANNING:
It involves the identification and tracking of Mhigh3potentialN employees. $hey are those that the company believes capable of being successful in higher3level managerial positions. $he E> management then gives them special assignments% such as making presentations and serving on committees and task forces.

DEVELOPMENT FOR MANAGERS WITH DYSFUNCTIONAL "EHAVIORS:

2"

Certain managerial behaviors can cause otherwise competent managers to be ineffective. $hese behaviors include insensitivity to others% inability to be a team player% arrogance and poor conflict3management skills. 'ssessment% training and counseling is typically used by *fone to help managers change the dysfunctional behavior.

HUMAN RESOURCE PLANNIN3

!lanners analy0e an organi0ation1s human resource in a dynamic environment and develop activities that enable a firm to adapt to change. $his planning process re+uires accurate information about the levels of skill re+uired in various Bobs to ensure that enough individuals are available in the organi0ation to meet the human resource needs.

COMPENSATIN3 HUMAN RESOURCES

,esides interesting work% pay and benefits are the most important incentives that companies can offer employees in e change for contributing to productivity% +uality and customer service. 'lso% pay and benefits are used to reward employees1 membership in the company and attract new employees. $he positive influence of new work designs% new technology% and the +uality movement on productivity can be damaged if employees are not satisfied with the level of pay and benefits or believe pay and benefits are unfairly distributed. $his area of *fone1s human resource management deals withI Creating pay systems. $hey have a competitive pay system in which the basic pay is maintained 20% over and above the market rates. >ewarding employee contributions with monetary and non3monetary incentives. !roviding employees with benefits. $hese include medical insurance and retirement benefits.

DE)ELOPIN3 PAY LE)ELS

MAR ET PRESSURES:
$he company has developed pay levels based on two important competitive market challengesI

40

SERVICE MAR ET COMPETITION:

*fone needs to be able to sell its services at a fre+uency and price that will bring a sufficient return on its investment. *fone is maintaining its labor costs at par with its service3market competitors and hence is able to compete with attractive price levels. a8 $he maBor component of their labor costs is the average cost per employee% which includesI #irect payments 7in wages% salaries and bonuses8 Indirect payments 7in health insurance etc.8 b8 $he second maBor component of labor costs is the staffing level 7the number of employees8 which is ade+uate and economic in this case.

LA"OUR MAR ET COMPETITION:

It is the amount *fone must pay to compete against other mobile companies.

EMPLOYEES AS A RESOURCE:
*fone considers the employees as a resource in which it has invested and from which it e pects valuable returns. 'lthough controlling cost has a direct effect on *fone1s ability to compete in the service market% it maintains its competitive position by not keeping costs low at the e pense of employee productivity and +uality. *fone offers attractive and competitive pay policies and programs for encouraging desired employee behaviors and discouraging undesired behaviors.

DECIDING WHAT TO PAY:

$he advantage of paying above market level is the ability to attract and retain the top talent available% which can translate into a highly effective and productive work force. *fone management has collected market3survey data on minimum and ma imum rates of pay. $he company makes use of ranges to recogni0e differences in employee performance% seniority% and training% and so forth in setting individual pay.

41

EMPLOYEE COMPENSATION:
$his includesI )inimum wage -vertime &+ual employment opportunities 7in terms of e+ual pay without discriminating against se or race8 )erit pay 7payment based on performance8 Individual incentives 7reward for individual performance that can be earned and re3earned8 !rofit sharing 7focuses on individual employee8

EMPLOYEE PARTICIPATION IN DECISION MA ING:

*fone believes that involvement in design and implementation of pay policies leads to higher Bob and pay satisfaction because employees have a better understanding of and greater commitment to the policy when they are involved.

EMPLOYEE "ENEFITS:
$hese includeI Insurance benefits 7health% life% disability8 &mployee security benefits 7income security% retirement security8 $ime off benefits 7on3the3Bob breaks% sick days and well pay% holidays and vacations% leaves of absence8 6ork scheduling benefits 7deadlines must be met whether from home or from office8 &mployee services 7educational% financial% social8

42

CAREER PLANNING:
It entails matching an individual1s skills and aspirations with opportunities that are or may become available in the organi0ation. $his matching process re+uires that those in charge of career planning know the skill re+uirements of the various Bobs. $his allows them to guide individuals into Bobs in which they will succeed and be satisfied.

CAREER DE)ELOPMENT ISSUES

$he issues at *fone involveI

SOCIALI!ATION AND ORIENTATION:

$here are various aspectsI

ORGANI!ATIONAL SOCIALI!ATION:
$he process by which new employees are transformed into effective members of the company. It involves being prepared to perform the Bob effectively% learning about the organi0ation% and establishing work relationships. It involves four phasesI

42

An&ici.a&'-y S'ciali6a&i'n: It occurs before the individual Boins the company. Individuals develop e pectations about the company% Bob% working conditions% and interpersonal relationships through interactions with representatives from the company during the selection process and prior work e periences in similar Bobs. !otential employees are provided with realistic information about the Bob% working conditions% company and location% to ensure that they develop appropriate e pectations. *fone management ensures that there are no unmet e pectations. Enc'0n&e-: No matter how realistic the information they were provided during the interviews and site visits% individuals beginning a new Bob will e perience shock and surprise. &mployees need to become familiar with Bob tasks% receive appropriate training% and understand company practices and procedures. *fone ensures challenging work and complete cooperation and help of managers and peers to enhance employees1 learning a new Bob. Se&&lin, In: In this phase% employees begin to feel comfortable with their Bob demands and social relationships. $hey begin to work on resolving work conflicts and conflicts between work and non3work activities. &mployees are interested in the company1s evaluation of their performance and in learning about potential career opportunities within the company. *fone facilitates all their needs and desires. O-ien&a&i'nI 't this point *fone management familiari0es new employees with company rules% policies% and procedures.

44

CAREER PLATEAUING:
'n employee is considered platitude if the likelihood of receiving future Bob assignments with increased responsibility is low. &mployees can plateau for several reasonsI .ack of training .ow need for achievement *nfair pay decisions or dissatisfaction with pay raises Confusion about Bob responsibilities Alow company growth resulting in reduced development opportunities )anagers have developed preventive measures to avoid plateauing. $hey are as followsI Eelp the employees understand that being MstuckN in a position is not necessarily the employee1s fault !rovide performance feedback to employees% especially to unproductive ones &ncourage employees to become involved in developmental opportunities% including training courses% Bob e changes% and short3term assignments in which the employees can use their e pertise outside their departments. &ncourage employees to seek career counseling if they ever feel plateaued and available options accompanying the counseling to help deal with the problem.

S ILLS O"SOLESCENCE:
It is a reduction in an employee1s competence resulting from a lack of knowledge of new work processes% techni+ues% and technologies that have developed since the employee completed hisFher education. *fone management has made provision for this byI !roviding employees with the opportunity to e change information and ideas Civing employees challenging Bob assignments early in their careers !roviding Bob assignments that challenge employees and re+uire them to MstretchN their skills !roviding rewards for updating behaviors% suggestions% and customer service and service innovations 'llowing employees to attend professional conferences% subscribe to professional Bournals and maga0ines% attend seminars

4/

COPING WITH *O" LOSS:

Companies that lay off employees can e perience lowered Bob commitment% distrust of management% and difficulties recruiting new employees. It also causes stress and disruption in the personal lives of laid off employees. )anagers must first help the employees who will lose their Bobs and then take steps to ensure that the MsurvivorsN of the layoff remain productive and committed to the organi0ation.

RETIREMENT:
It involves leaving a Bob and work role and making a transition to life without work. *fone management has taken a proactive approach on this issue in the following mannerI

PRE4RETIREMENT SOCIALI!ATION:
$he process of helping employees prepares for e it from work. )anagement encourages employees to learn about retirement lifeL plan for ade+uate financial% housing and health3care resourcesL and form accurate e pectations about retirement.

EARLY RETIREMENT PROGRAMS:

$hese offer employees financial benefits to leave the company. *fone management has decided on a lump sum of money and a percentage of salary based on years of service. &ligibility for early retirement is based on age and years of service.

CURRENT ISSUES REGARDING DIVERSITY AND E/UAL

EMPLOYMENT OPPORTUNITY

45

,ased onI >ace

Gender Nationality Religion *isability $ge

*fone is free from all sorts of discriminatory problems and maintains employment opportunities on the basis of performance. Nobody is given preference e cept for the ones that perform better. ' maBor percentage of the workforce at *fone is of the female gender and there are people from various religions working there as well. $he Bobs have been designed to accommodate a diverse workforce and the company has maintained policies that work towards avoiding conflict between the employees. &veryone concentrates on the obBectives that they have been assigned.

EMPLOYEE SAFETY
SAFETY AWARENESS:
$he employees are given a physical environment that is comfortable and healthy. In summer there is ade+uate air3conditioning and in winter there is central heating. $here e ists an auto fire e tinguishing system. $here are numerous fire e its and all the employees are made aware of the locations. Aince *fone is handling cellular services and there is no potential danger in the nature of its business% hence the only thing that the E> management needs to ensure is a healthy environment.

EMPLOYEE HEALTH
&mployees who are dependent on any drug or other element% or who have emotional or physical health problems often e perience difficulties on the Bob and create difficulties for those who work with them. $he E> management takes great care in training the supervisors to handle such problems and with an organi0ationally sanctioned program in place to help these employees% the supervisors stick to their area of e pertise 7i.e. monitoring employee performance8 and refer any employee whose performance seems to be hindered by health problems to a staff of e perts. E> management is hoping to kill two birds with one stone with these programsI 4=

 $hat these kinds of programs will help in preventing problems that inhibit performance% hence giving a substantial payoff in productivity. $his will also create goodwill among the employees that will translate into increased Bob satisfaction and higher retention rates. *fone has two general types of programsI

EMPLOYEE ASSISTANCE PROGRAMS:

$hese programs are remedial in nature. $hey attempt to ameliorate problems encountered by workers who are drug dependent or psychologically troubled.

EMPLOYEE WELLNESS PROGRAMS:

$hese programs are preventive in nature and attempt to promote good health among employees who are not necessarily having current health problems.

COMPONENTS OF SAFETY AND HEALTH PRO3RAM

(ollowing are the components of the safety and health programs at *foneI -bBectives and policies $op management support -rgani0ation 7arrangements created are conditioned by the si0e of *fone and the nature of its safety problems8 &stablishing >esponsibility for Aafety &ngineering 7proper engineering to remove work ha0ards8 9ob Aafety 'nalysis 'nalysis of accidents &ducation and training &nforcement 7of standard operating procedures and safety rules8 Eealthful work environment 'de+uate medical treatment >ehabilitation 7in case of a serious disability caused to employee8

4:

HEALTH SERVICES:
(ollowing are included in the health services of *foneI 'de+uate facilities for emergency care of work inBuries and for conducting pre3employment and periodic medical e aminations !roper first3aid treatment for inBuries. Aerious cases are referred to private practice physicians and hospitals !re3employment medical e aminations >easonable first aid to employees for non3occupational illness while on the Bob. Information and education services for the personal health of employees Consultation with those suffering physical or emotional maladBustment to the work situation. Co3operation with public health authorities in regard to mass inoculations and other measures for the prevention of communicable diseases 'dvice and supervision% where necessary% to maintain proper company sanitation.

DISCIPLINE AND DISCHARGE:

Aome employees will occasionally fail to meet performance re+uirements or will violate company policies while on the Bob in any company. *fone has prepared a discipline program for such cases that could ultimately lead to the individual1s discharge. $he employee will be given an unofficial warning for the first offence% followed by a written reprimand for additional offences. 't some point% later offences will lead to a temporary suspension. ,efore suspending the employee% the E> management will issue a Mlast chance notificationN% indicating that the ne t offence will result in termination.

.OR6 SCHEDULES
$he timings are the same as any other organi0ation with the e ception that performance is the criteria for everything and not the person1s presence in office. 6hether heFshe sits at home or comes to office% the deadlines must be met% the work must be performed and the output must meet the standard set. E> management believes that this will reduces tardiness% absenteeism and increase employee satisfaction. It will also enhance the mental and physical health outcomes for employees% giving them an increased sense of control as well as a means for managing potentially distracting work3family conflict. 4"

FAMILY FRIENDLY POLICIES

$hese includeI

FAMILY LEAVE:
$his involves maternal and paternal leave. #uring the leave *fone continues to provide health benefits% and after the leave the worker gets hisFher old Bob back.

*O" ANALYSIS:
$he E> management at *fone indulges in the process of getting detailed information about Bobs. $his includes the identification of the tasks performedL the machine and e+uipment utili0edL the services involvedL and the training skills% knowledge% and personal traits re+uired of the worker. It helpsI >ecruitment% selection and placement !erformance appraisal $raining and development 9ob evaluation and redesign Career planning Euman resource planning

PURPOSE:
&valuate how environmental challenges affect individual Bobs &liminate unneeded Bob re+uirements that can cause discrimination in employment #iscover Bob elements that help or hinder the +uality of work life !lan for future human resource re+uirements )atch Bob applicants and Bob openings #etermine training needs for new and e perienced employees Create plans to develop employee potential Aet realistic performance standards !lace employees in Bobs that use their skills effectively Compensate Bobholders fairly

/0

<O= DESI3N >FOR MOTI)ATION?

*fone indulges in Bob design by defining the way work will be performed and the tasks that will be re+uired in a given Bob. $he procedure that management undertakes involves the following componentsI

9ob >otation .arger *nits of 'ccomplishment 7breaking the whole task into little steps8 9ob &nlargement 7adding more and different tasks to a speciali0ed Bob8 9ob &nrichment 7adding duties and responsibilities that will provide for skill variety% task identity% task significance% autonomy and feedback on Bob performance8 Aelf )anaged 6ork $eams

PERFORMANCE MEASURES:
*fone determines% through Bob analysis and design% the kind of performance it e pects from its employees% and maintains regular records on each employee right from the Boining date.

CHOOSING A SOURCE OF PERFORMANCE INFORMATION:

/1

SUPERVISORS:
$he opinion of the supervisors will be taken over and above all since E> management believes that supervisors have e tensive knowledge of the Bob re+uirements and that they have had ade+uate opportunity to observe their employeesJin other words% that they have the ability to rate their employees. In addition% because supervisors have something to gain from the employees1 high performance and something to lose by low performance% they have the motivation to make accurate ratings. In case of any problems such as the supervisor not having an ade+uate opportunity to observe the employee performing his or her Bob duties% the computer tracking system and other appropriate records will used as indicators.. $he performance evaluation system seeks to minimi0e the opportunities for favoritism to affect ratings% and to do this *fone will not rely on only the supervisor1s evaluation of an employee1s performance.

PEERS:
$he employee1s co3workers. E> management believes that peers have e pert knowledge of Bob re+uirements% and they often have more of an opportunity to observe the employee in day3to3 day activities. !eers also bring a different perspective to the evaluation process% which can be valuable in gaining an overall picture of the individual1s performance in several different settings. Eence they shall also be used to obtain feedback on the employee.

SU"ORDINATES:
Aubordinates will also be given a chance to voice their opinions regarding their supervisors and managers.

SELF:
Aince individuals have e tensive opportunities to observe their own behavior% and they will have access to information regarding their results on the Bob in *fone% hence their opinion on their own performance shall also be taken into account.

CUSTOMERS:
$he E> management is planning on using the customer as a source of feedback on employee performance as well since they have direct contact with the employee.

<O= .ITHDRA.AL
/2

' set of behaviors that dissatisfied individuals enacts to avoid the work situations. $here are four componentsI

"EHAVIOR CHANGE:
-ne might e pect that an employee1s first response to dissatisfaction would be to try to change the conditions that generate the dissatisfaction. $his can lead to supervisor3subordinate confrontation% perhaps even conflict% as dissatisfied workers try to bring about changes in policy or upper3level personnel.

PHYSICAL *O" WITHDRAWAL:

If the Bob conditions cannot be changed% a dissatisfied worker may be able to solve his or her problem by leaving the Bob. $his could take the form of an internal transfer if the dissatisfaction is Bob3specific. -n the other hand% if the source of the dissatisfaction relates to organi0ation wide policies% organi0ational turnover is likely. In addition to the overall turnover rate% one also needs to be concerned with the nature of the turnover% in terms of who is staying and who is leaving.

PSYCHOLOGICAL *O" WITHDRAWAL:

6hen dissatisfied employees are unable to change their situation or remove themselves physically from their Bobs% they may Mpsychologically disengageN themselves from their Bobs. 'lthough they are physically on the Bob% their minds may be somewhere else.

/2

HEALTH PRO"LEMS:
If a person is truly in a dissatisfying situation and can neither change it nor leave% the stress related to this situation can translate into health problems without psychological disengagement.

SOURCES OF <O= DISSATISFACTION

CHARACTERISTICS OF ORGANI!ATIONAL TAS S:
$he E> management reali0es that there are three aspects of tasks that affect Bob satisfactionI

COMPLE$ITY OF TAS :
$here is a strong positive relationship between task comple ity and Bob satisfaction. ,oredom generated by simple% repetitive Bobs that do not mentally challenge the worker leads to frustration and dissatisfaction. $his also leads to lack of attention. $he E> management believes in M9ob &nrichmentN 7which refers to specific ways of adding comple ity and meaningfulness to a person1s work8 to ensure that the employees are constantly interested% attentive and alert on their Bobs.

PHYSICAL STRAIN AND E$ERTION ON THE *O":

#espite e tensive automation% many Bobs can still be characteri0ed as physically demanding. $herefore the system has been designed in a way to minimi0e stress% distribute the workload e+ually over the employees and give them ample time to meet deadlines.

VALUE OF THE TAS

TO THE EMPLOYEE:

*fone management has added value to tasks by making the employees feel that they are responsible appealing to the prospective employee1s non3financial values.

FACTORS THAT INFLUENCE <O= CHOICE

VACANCY CHARACTERISTICS:
'ttractive characteristics includeI

PAY LEVEL:
*fone is offering an attractive and competitive pay structure relative to market rates.

/4

CHALLENGE AND RESPONSI"ILITY:

$he E> management of *fone reali0es that for many people work plays a large role in establishing their personal identities. Eence the challenge and level of responsibility of the Bobs are kept at optimal levels.

*O" SECURITY:
9ob security is a maBor concern of every employee. *fone offers its employees ample benefits in case of termination and gives a notice in ample time.

ADVANCEMENT OPPORTUNITIES:
Eaving opportunities to advance within the organi0ation is important to most people% especially applicants for managerial and professional vacancies. 'll such opportunities are on the basis of performance in *fone% hence providing all employees an e+uitable system.

GEOGRAPHIC LOCATION:
Aome Bob applicants have strong preferences for where they want to work. 'll offices are centrally located and easy to access. Ao far the Eead -ffice is in Islamabad with branches opening in Garachi and .ahore and further plans of e pansion all over the country.

EMPLOYEE "ENEFITS:
$hese are also ranked important in choosing a Bob. $he employees are offered retirement benefits with 100% medical for the employees. $here is also the facility of paid leave under special circumstances.

<O= E)ALUATION AND REDESI3N

$he process of Bob evaluation involves assessing the relative dollar3worth of each Bob to the organi0ation to set up internally e+uitable pay structures. If pay structures are not e+uitable% employees will be dissatisfied and +uite% or they will not see the benefits of striving for promotions. $o put dollar values on Bobs% it is necessary to get information about different Bobs to determine which Bobs deserve higher pay than others.

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9ob redesign involves improving work methods% reduce errors% eliminate unnecessary handling of materials and duplication of effort% reduce fatigue% increase employee commitment and responsibility% and in general% to improve the performance of the employee3Bob unit.

PERFORMANCE APPRAISALS:
$he E> management has set clear3cut standards of performance for every Bob. $he performance appraisal designed by the E> management involves getting information about how well each employee is performing hisFher Bob in order to reward those who are effective% improve the performance of those who are ineffective% or provide a written Bustification for why the poor performer should be disciplined. *fone identifies the behaviors and results that distinguish effective performance from ineffective performance. $he performance appraisals designed by *fone are distinct in that their focus is not typically on evaluation and strict appraisal towards improving performance and developing the appraisee. $hey focus on behaviors and outcomes% not on personalityL issues and problems% not subBective gripesL constructive development to improve motivation% and growth and performance of the appraisee. $hrough the performance appraisals designed by *fone% the appraisees willI Eave a clear picture of what is e pected of them ,e able to discuss priorities Cain a platform to remove confusion when overload occurs >eceive feedback on their performance ,e heard and respected ,e offered constructive guidance on attaining agreed goals >eceive help in constructing personal development plans and targets $ake ownership for their performance $he E> management hopes that the appraisal system will provide the opportunity toI .earn at first hand about the way the Bob3holder works and performs Cet a better understanding of the Bob3holder1s potential and needs )otivate the Bob3holder #evelop a consistent approach to guidance and encouragement $ackle problems more effectively /5

 Improve the communication process

PURPOSE AND USES

EMPLOYEE PERFORMANCE:
'ppraisals are an aid to creating and maintaining a satisfactory level of performance by employees on their present Bobs. 6hen the actual evaluation process is followed up with an appraisal interview with each employee% it may contribute toward more effective or improved performance on the part of the individuals.

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EMPLOYEE DEVELOPMENT:
$he appraisal may highlight needs and opportunities for growth and development of the person. Crowth may be accomplished by self3study% formal training courses% or Bob3related activities% such as special broadening assignments and Bob rotation. It should be clear that training and development.

3RIE)ANCES
Crievance is any dissatisfaction or feeling of inBustice in connection with one1s employment situation that is brought to the attention of management.

HANDLIN3 CONFLICT SITUATION

!ersonal conflicts occur when two or more parties have opposing attitudes or approaches to a particular situation% issue or person. -bvious sources of conflict range from a difference of opinion% problematic working conditions or unrealistic work e pectations through discriminatory behavior% to poor communication or non3compliance with organi0ation norms or values. Conflict can occur between a member of staff and the manager% between two or more members of a team% or between departments% sections or managers. $he options available to the E> management are to apply grievance procedures% disciplinary measures or mediate between the parties. Conflict can be covert and take the form of resentment or irritation. Auch conflict is much harder to detect and easier to ignore. 6hichever type it is% the E> management is completely prepared to handle it. 'dvantages of managing conflict situations for the *fone management areI ,etter motivated staffL staff energies are directed to work rather than emotions 'n organi0ation or staff that presents a positive name to the outside world Improved team work ,etter personal development of individuals

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RECO3NISIN3 CONFLICT
)anagement reali0es that in order to handle conflict% it has to be spotted first. It could be overt3from an obvious or identifiable cause% clearly visible and defined% or covert3from a less obvious cause% hidden and with a potentially unrelated root source.

MONITORIN3 THE CLIMATE

)anagement continuously monitors the climate at work and this acts as an early warning system% which makes it far easier to deal with conflict swiftly and efficiently before it gets out of hand. 6hen management sees a likely conflict situation% it takes proactive measures in order to prevent it getting out of hand or actually becoming a conflict.

RESEARCHIN3 THE SITUATION

)anagement then takes time to find out the real cause of the conflict% who is involved% what the key issue is% and what its actual and potential effects are. It empathi0es3sees the situation from other people1s point of view rather than come to snap Budgments.

PLANNIN3 THE APPROACH

)anagement maintains a neutral stance and does not take sides. Instead% it encourages the parties concerned to e amine the interests behind their position and tries to create a climate of e change so that the parties may deal with each other more constructively ne t time. $hen it works out a strategy based on the results of the investigation. $he management then decides upon the result wants to achieve bearing in mind that% as different evidence emerges% this outcome may not always be possible.

HANDLIN3 THE ISSUE

)anagement makes sure to stay in control of the situation. Eandling conflict is a difficult process that can create e treme emotions% hence it uses the following techni+uesI It stays calmJtakes time to respond% doesn1t give a knee3Berk reaction. If necessary takes a rain check until everyone involved is calm enough to discuss the issues rationally and constructively

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 It listens to the points of view of all involved and takes time to understand all the issues involved in the conflict. It makes a note of the fact that people will be more open and honest if they feel that they have a receptive and interested audience. It takes into consideration body language and spoken language. It avoidsI a8 (lightJrunning away from the conflict. It leads to loss of respect b8 (ightJbeing aggressive. It causes greater long term conflict and intimidates staff It stays assertiveJthis means avoiding being either passive or aggressiveL neither is assertive% and each is a short term approach unlikely to solve the conflict a8 !assiveJapologi0ing% withdrawn body language% always accepting the other person1s point of view whether it is right or wrong b8 'ggressiveJbeing authoritarian% rarely listening to reasoned argument 'n assertive approach involvesI 'cknowledging the views and rights of all parities &ncouraging the parties to find the causes of the conflictJand solutions $rying to ensure that opinions and thoughts are e pressed honestly and openly Auggesting a constructive way forward

LETTIN3 E)ERYONE HA)E THEIR SAY

If the E> management has managed to get the parties around a table for discussion in a climate where e change is possible then a compromise solution may be feasible. )anagement works on the principle that the desired solution must hit a wide range or targets. It mustI Eelp to build good working relationships ,e legitimate% non3discriminatory and compatible with organi0ational practice >ecogni0e all parties1 alternatives Eelp to improve communication Eelp to generate a lasting commitment to the solution

FINDIN3 THE .AY FOR.ARD

)anagement recogni0es that the most important aspect of handling a conflict situation is to find an acceptable way forward. It e amines the options and decides what to do ne t. It ponders over +uestions likeI

50

Can it reach a compromise acceptable to both% or all% sidesP If not% what action needs to be taken to prevent the conflict from continuingP It makes sure everyone knows what the conclusion is and what they are e pected to do. $he ne t steps need to be agreed and spelled outJit could be an individual1s need for counseling% the likelihood of disciplinary proceedings or an agreement to be followed. Aometimes there may be problems relating to health or psychologyJmanagement Budges where its limits lie in resolving apparently intractable personal antagonisms.

APPRAISE@DONT D.ELL
It is important to learn from conflict situations and move forward. )anagement believes in the principle% M 'ppraiseJdon1t dwellN% meaning to say that it should not dwell on the past and re3 open old wounds. It appraises the conflict and the way in which it was handled. $hen it decides what can be learnt from this and ponders over +uestions such as%1 Eow can similar conflicts be avoided in the futureP Eow could it be handled better ne t timeP1 $his enables it to prevent similar conflicts flaring up again.

SOURCES OF EFFECTI)E SUPER)ISION

(ollowing are effective sources of supervision at *foneI Aupportive behavior (acilitation of work 7providing ade+uate tools% e+uipment and materials% proper Bob information% production plans and schedules etc.8 !erformance Coals 7which are challenging but attainable8 Influence in hierarchy 7having it in order to influence the higher ups to provide ade+uate resources for the department and for them to understand the problems of the department8 Croup >elationships and !articipation 7involve the group as a whole in the problems of the department% engenders feeling of group responsibility for the success of the whole section or department8 Concentration upon )anagement (unctions 7devote time to planning% anticipating and preventing crises% coordinating% motivating% coaching% training% deciding% organi0ing% measuring performance and taking corrective action where necessary8 -rgani0ational Climate

51

DISCIPLINE:

UNDERTA6IN3 A DISCIPLINARY INTER)IE.

' disciplinary interview is a meeting between at least one manager and an employee to investigate and deal with an employee1s misconduct in a fair and consistent manner. $he benefits are as followsI It will tackle the cause of ill3discipline and provide solutions to remedy it It will prevent further% more serious action needing to be taken against an employee It will aid general morale% although an ineffective process will have the opposite effect

PREPARING FOR THE INTERVIEW:

!reparation and planning before the interview are essential in order to be fair and accurate in making a decision on the employee1s conduct. $he procedure3and the tone3are as positive as possible% to help prevent recurrence and to improve behavior where possible.

GATHERING ALL THE FACTS:

'll written evidence that highlights the employee1s misconduct is obtained. $he E> management always looks for any special circumstances inside or outside work that may help to e plain the problem in order to obtain a balanced view.

CHEC ING THE EMPLOYEE7S RECORD:

$he E> management then tries to find out if the employee has already received one or more warning under the disciplinary procedure.

CHEC ING THE ORGANI!ATION7S DISCIPLINARY PROCEDURE:

$he E> management then ascertains what options are available if the employee is guilty of misconduct% bearing in mind hisFher disciplinary record and the seriousness of the offence.

LOO ING FOR SIMILAR CASES AND OUTCOMES:

)anagement confers with colleagues to see if they have dealt with similar cases and what the outcomes were. It is also checked whether the employee is committing an offence that is widespread in order to ensure that heFshe is not being singled out unfairly over an offence that should be tackled organi0ation3wide.

DRAWING UP A STRUCTURE FOR THE INTERVIEW:

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'lthough no two disciplinary interviews run e actly the same% a brief structure is mapped out. )anagement starts by trying to define what they need to achieve from the interview and note important points that need to be covered. $hought is given to the reasons% mitigating circumstances or e cuses that the employee might make and how they should be recorded for checking out later. )anagement also considers who should be present at the interview% including witnesses.

INFORMING THE EMPLOYEE:

$he employee is informed in writing ofI $he reason why heFshe faces a disciplinary interview $he time and place of the interview 6ho will be present and who may accompany the employee at the interview )anagement determines if all present should have access to all documents% because in some cases this will not be in the employee1s own interests. Aufficient notice is given for the employee to prepare hisFher case% and it is seen to that the room to be used for the interview is available. ' phone is kept in order to call witnesses to the interview but incoming calls are diverted to avoid unnecessary interruptions. $he manager responsible for taking notes is informed in advance% and witnesses are called to arrange their availability. If witnesses cannot be present% written statements are obtained from them.

CONDUCTING THE INTERVIEW:

#isciplinary interviews are stressful for both the manager and the employee. $he ultimate purpose of these interviews conducted by the E> management is to create a satisfactory environment for all employees. &veryone is re+uired to stay calm and collectedL the interview is not allowed to develop into a free3 for3all shouting match at any point% and management ensures that the employee is aware that the interview is more than an informal reprimand. $he length of the interview is dependent on many factors% but it may become clear at any stage that the problem has either cleared up or that there needs to be further investigation% in which case the proceedings are adBourned. Aimilarly% the interview is called to a halt if matters get heated or unconstructive. )anagement has no set structure for a disciplinary interview.

INFORMING THE EMPLOYEE OF THE ACTION TO "E TA EN:

52

'fter management has made the decision% it brings together the employee and hisFher representative to inform them of the action to be taken% if any. 6henever appropriate% actions for improving the situation are agreed. $hese are written down and signed by both parties and a date set for review. $he employee is informed of the appeals procedure in case heFshe disagrees with the result of the interview or thinks that heFshe has been treated unfairly.

A"SENTEEISM

MANA3IN3 A=SENTEEISM
*fone has developed an absence control policy that provides the following advantagesI >educes absence levels )inimi0es disruption to workflow and production 'chieves a better motivated workforce !revents unnecessary e tra pressures and stress being placed on co3workers &nsures that absence is tackled in a fair and consistent manner throughout the organi0ation >emoves managerial subBectivity by indicating what are unacceptable levels of absence and the procedures to deal with them >educes e pectations of staff to what might be regarded as e tra annual leave

54

NOWLEDGE OF THE LEGAL FRAMEWOR :

*fone management approaches the case of each employee who is fre+uently sick or has a long3term illness on an individual basis% as each situation is different. $heir philosophy is%N #o not treat an underlying medical condition on a disciplinary but on a sympathetic basis% thoroughly investigating the situation with the employee and doctors and following fair proceduresN. In the case or persistent% intermittent% unconnected illness% again fair procedures are followed with the situation reviewed and discussed with the employee. $he person is given the opportunity to improve and a warning that appropriate disciplinary procedures may be invoked if the situation continues.

DEFINING WHAT ARE UNACCEPTA"LE LEVELS OF A"SENCE:

*fone management has set trigger points where employees know that if they are absent more than a certain number of times within a given period% action will be taken. *fone does not allow a culture where absence is accepted without e planation% where staff feel they are entitled to take so many days sick leave and where managers set bad e amples.

EEPING RECORDS OF A"SENCE:

*fone maintains a system where absence is recorded% monitored and managed. )anagement then analyses patterns of short3term absence% focuses on individuals whose attendance records need special attentionL and evaluates trends in types of illness or accidents that might indicate problems within the organi0ation. $he figures are published so that employees are aware of how much time the organi0ation is losing through absenteeism.

FORMAL REPORTING PROCEDURES:

&mployees are re+uired to notify either the personnel department of their absence by 10 a.m. on the first day and to give some indication of the reason for the absence and how long it is likely to last. 'll other notifications needed to cover the employeeQs absence% including self3certification forms and doctors1 medical certificates are also communicated to the employees.

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HOLDING RETURN TO WOR

INTERVIEWS:

$he reason for absence is established and whether the illness is likely to recur. $he line manager then takes the opportunity to update the employee on developments that have occurred during hisFher absence. $he purpose of this approach is to deter others from taking avoidable absence% while not giving the ones with genuine illnesses any reason to worry. )anagement then tries to find out if there are underlying causes of absenteeism such as personal difficulties or problems of motivation.

TRAINING LINE MANAGERS:

*fone management e plains to line managers why they are key figures in absence control and provides support and training for them.

DON7T RECRUIT POOR ATTENDEES:

6hen recruiting% management asks for references that refer to the candidate1s attendance record and assure them of their fitness for work. #isabilities and age are not an issue.

MAINTAINING A SAFE AND HEALTHY WOR PLACE:

*fone E> management ensures that the legal re+uirements on health and safety at work are being followed. !eople are encouraged in healthy lifestyles through policies that embrace no3 smoking and employee assistance programs. )oreover% people are encouraged to take their annual leave and are not allowed to habitually work and skip lunch. Eowever% employees are consulted in health promotion activities.

MOTIVATING AND GAINING COMMITMENT FROM STAFF:

)anagement tries to find out what motivates staff and affects their commitment to the organi0ation. $he E> management is emphatic and thinks in terms of the way staff is managed% the content of their Bob% their role within the organi0ation% and their employment and working conditions. $here is a regular periodic evaluation to see if there are benefits that would help improve attendance.

55

OFFERING INCENTIVES:
'ttendance bonuses and rewards are offered as incentives for a good attendance record. $he policy of taking sick leave is not hampered with because the longer term implications of such a move might force genuinely ill people to come to work% perhaps thus creating other problems.

EVALUATING THE A"SENCE CONTROL POLICY:

)onitor the success of control efforts by seeing if absence levels are falling% whether the policy is more successful in some areas of the organi0ation than others and why% and by offering more support and training to line managers.

EMPLOYEE TURNOVER MANA3IN3 STAFF TURNO)ER AND RETENTION

$urnover can be classified in three waysI E).l'ye- c'n&-'lle1: dismissals% redundancies and early retirements E).l'yee le1: dissatisfaction of varying kinds E).l'ye- an1 e).l'yee 0nc'n&-'lle1: long3term sickness% normal retirement% maternity leave and death in service $he advantages of managing staff turnover areI )ore effective recruitment ,etter staff morale Improved knowledge of labor market as a whole )ore constructive development of organi0ation1s knowledge base

ESTA"LISHING THE E$TENT OF THE PRO"LEM:

*fone management uses many measurement techni+ues

"ENCHMAR ING THE ORGANI!ATION AGAINST OTHERS:

$he *fone management will continuously monitor national% regional and industry figures in order to see whether its turnover rates are reasonable or not. $hey also monitor general labor market trends to assess how these will affect the organi0ation. $hese include demographic factors% the number of women% ethnic minorities and graduates in the workforce% and labor mobility.

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WOR ING OUT WHY TURNOVER TA ES PLACE:

'lthough e ternal forces may influence turnover% internal factors are usually more significant. )otivation factors includeI 6orking for an efficient boss $hinking for yourself Aeeing the end result of work and gaining a sense of achievement ,eing assigned interesting and challenging work ,eing informed% listened to and respected ,eing recogni0ed for efforts Eaving opportunities for development 6orking with good and supportive colleagues 't the same time management also studies the hygiene factors such as pay and working conditions as well as the safety needs of employees.

AS ING THEM WHY THEY LEAVE:

*fone management conducts an e it interview with leavers and gives them a +uestionnaire to complete. ,oth are structured carefully but are not relied on as the sole source of data.

ASSESSING THE EFFECTS OF TURNOVER:

)anagement gauges employees1 reaction through employee attitude surveys.

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LA"OR UNION7S ROLE AND COLLECTIVE "ARGAINING:

'ccording to telecom act 1""5% !$C.1s subsidiary !$). has a autonomous body having its own procedures and policies. In !$C. labor unions play an important role but in !$).% *fone there is no labor union under the telecom act of 1""5. ,ut E> department of *fone plays an important role in contract negotiation and performs a beneficial role of a collective bargainer for its all employees. E> department of *fone consist of small number of people and also handle a very less number of employees. !ay packages and other benefits are negotiated with the employee before his intake into the organi0ation. Eealth% housing% telephoning and transport facilities are given to all level of employees so to create suitable working conditions for company men1s. Contract negotiations are present in the start of the employee contract but also sometimes available to upper level of employees so to avoid brain and talent drain from the company. Company E> tries its best to maintain an e cellent corporate culture and working conditions for all technical% non3technical and upper level management employees. 'lso provide a challenging and competitive environment so the enhance labor productivity in the organi0ation.

GRIEVANCE HANDLING:
$he E> department plays an efficient role in handling employee1s grievances% which may comes rarely in the form of employee1s complaint to the organi0ation. Corrective and preemptive actions are taken to solve and report the complaint by an employee. 'ccording the company law all complaints are entertained and according to law organi0ation decide the future of an employee grievance.

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CHA !"# $ %

RESTRUCTURIN3 AND FUTURE UFONE POLICIES

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=1

CHAPTER # -

=2

Res&-0c&0-in, an1 F0&0-e Uf'ne .'licies

In this deregulated scenario of telecom sector% !$). 7*fone8 is facing a number of future challenges its competitive environment of cellular sector of !akistan. 'fter the latest cellular policy issued by !$' 7!akistan $elecommunication 'uthority8 in 9anuary 2004% the shape of mobile industry has been totally changed. #ue to this policy !$' issues two new licensees for mobile operators. Now *fone will pass an e tensive restructuring and e pansion phase to cope up with new competitive challenge ahead of it. $he restructuring has been started by adopting new trends and technologies for its E> and marketing departments% so to work in a new challenging manner to cope up with the mobile sector changes. ' revolutionary policy has been adopted for hiring a talented E> for its organi0ation. ' web base portal is formed to make a pool of online C@1s so to cope up with the competitive E> re+uirements of the telecom sector. Aelection and evaluation system is going through its computeri0ation phase so to adopt a automated E> department for the new restructured company. 'utomated training centers has been established so to make its E> the best among the other operators giving them a big benefit of career development and personality development as well. ' open door policy for E> is adopted so to avoid any employee grievances on paper. ' healthy work environment is given to all employees by redesigning its office structures. 'dopting more and more automated work functions increases worker1s efficiency. )ore towards *A concept of ),- 7management by obBectives8 is adopted in the company and more employee involvements in work activities% make a very positive impact on the employees. .ike other operator )obilink% *fone is not going through an e tension restructuring. *fone from its start adopted the latest and new trends of E>) and $echnology as it entered into market in 2001. 's semi government body it is more Bob secured and incentive oriented organi0ation than the other private operators of mobile in the market. Now *fone had completed his 2rd e pansion phase and lunches new connection from /th )ay 2004. Coing towards its 4th e pansion plan to cope up with the treat of new operators in the market has to e+uipped his E> and organi0ation with most updated technologies and new trends and policies% so to make it the best organi0ation in the market.

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CHA !"# $ &

CONCLUSION A RECOMMENDATIONS

=4

CHAPTER # B CONCLUSION A RECOMMENDATIONS

CONCLUSION Ufone management is confident that such problems will not occur since they believe in a labor-oriented environment where the people are the ones that count. Anyone can voice his/her opinion and thoughts at any time and will be taken into consideration by upper management. The HR department is especially trained to handle these kinds of problems and they are confident that all such situations that may lead to any of the above will be avoided.

)anagement takes the following steps toI &nsure pay rates are competitive. -ffer a wider choice of benefits. >eview recruitment literature to ensure it gives and accurate picture of the organi0ation and look at the +uality of induction and training offered. Improve Bob design and introduce fle ible working practices. &+ual opportunity policies. !romote career progression opportunities. Improve the +uality of supervision and management.

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RECOMMENDATIONS

,ased on our comprehensive and in3depth analysis we have come up with the following recommendationsI $he biggest need is that they start work on their network e pansion as soon as possible $hey should establish their engineering and +uality assurance departments to a formal working condition with proper supervision% as soon as possible )ake the Bob of the ,*)s easier by subBecting them to answer only to the C& (orecasting of subscribers should be done with careful estimation for all future e pansion programs $hey should try to attain a balance between their post paid and pre paid customers. $his also holds true for their normal users and corporate users $hey should tailor their market communication efforts so that they attract only the markets that they want to Implement international roaming as soon as possible A)A messaging from *fone to )obilink should also be started soon $hey should manage their website on a more regular basis and avoid changing their domain names in the future New features and services must be well communicated to the end consumer. (or instance as they have started a 6eb2Ams service but have not notified their customers through any means. $hey could have alerted their customer of their new website through their info services $hey should also focus on their differentiation policy and try to keep a balance between their cost leadership and differentiation strategies $hey can use our survey as a first step towards analy0ing the present perception of the mobile customers 'dopt new trends and polices for hiring the most talented youth of the country Cive more benefits in the shape of more financial rewards Cive e cellence awards to outstanding employees in their respective fields =5

 'dopt more private oriented corporate culture rather than a public .td. -rgani0ational culture )ake your E> more interactive to market and technology oriented changes% by training and motivating them to face the challenge 'dopt latest performance appraisal methods to reward its employees Cive them retirement compensation packages to make E> more productive and ever lasting too

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APPENDI9ES

>A?

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>=?

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C: 7UESTIONNAIRE
18 6hat are your recruitment policiesP 28 6hat steps do you take in planning the recruitment process and how do you indulge in each stepP 28 6hat are some of the more important personnel policies implemented at your organisationP 48 6hich source of E> do you useP Eow do you determine the internal and e ternal supply of E>P /8 6hat channels of recruitment e ist at your organi0ationP 58 6hat selection methods do you employ at your organi0ationP =8 6hat e act steps do you follow in each of the methods employed by your organi0ationP :8 Eow would you define the training system at your organi0ationP 6hat steps have you taken in designing itP "8 #o you carry out an induction for the newcomersP If yes% then what steps e actly do you followP 108 6hat are the advantages of carrying out this inductionP 118 #o you believe in E> developmentP 6hat do you e pect to achieve out of itP 6hat are your approaches to itP 128 6hat system do you have regarding employee compensationP 128 6hat sort of pay system will you be offering your employeesP Eow will you develop the pay systemP 148 #o you have any sort of problems regarding diversity and e+ual employment opportunitiesP 1/8 6hat are your policies and procedures on employee health and safetyP 158 #o you have any specially designed programs in this regardP 6hat are the components of your programP 1=8 6hat are your policies on disciplining an employee and under what circumstances would you feel the need to do soP 1:8 6hat is the procedure at your organi0ation for carrying out a disciplinary interviewP 1"8 6hat are your procedures in case of termination of employmentP 208 6hat sort of work schedules do you offer your employeesP 218 #o you carry out a Bob analysisP If yes% which areas of operation do you reviewP 228 Eow do you indulge in 9ob #esignP 6hat are your sources of Bob performanceP :0

228 Eow do you plan on preventing and in case of occurrence% handling 9ob 6ithdrawal symptomsP 248 2/8 6hat do you think the typical sources of 9ob #issatisfaction would beP Eow would you prevent themP 6hat are the factors that typically affect Bob choice among prospective candidatesP Eow does your organi0ation affect that choiceP 258 6hat issues do you face on career developmentP Eow will you handle themP 2=8 Eow do you handle absenteeismP !lease describe the e act stepsP 2:8 Eow e actly do you manage staff turnover and retentionP 2"8 Eow do you handle grievancesP #o you take any proactive measures in this regardP 208 6hat system of performance appraisals do you useP

:1