IN the NAME OF ALLAH,

THE MOST GRACIOUS,

THE MOST MERCIFUL.
Celestial
Light
Of
The
S
oul

"I ADVICE YOU TO RECITE THE QUR'AN

AND REMEMBER ALLAH MUCH, FOR
SURELY THE QUR'AN WILL REMEMBER YOU
(DO YOUR DHIKR) IN THE HEAVENS AND IT
WILL BE A DIVINE LIGHT (NUR) FOR YOU
ON THE EARTH."
(AL-QUR'AN)
 Acknowledgment

WE ARE GRATIFIED WITH THE CORE OF OUR HEART TO "ALLAH

ALMIGHTY" WHO MADE IT POSSIBLE TO COMPLETE THIS
PROJECT LUCRATIVELY.
WE MUST TAKE THIS OPPORTUNITY TO FULL PLEASURE TO OUR
RESPECTFUL TEACHER "MR.akif saeed", FOR HIS CONTINUOUS
ENCOURAGEMENT SUPPORT AND LEAD TOWARD THE PROJECT.
WE WOULD LIKE TO HIGHLY INTEND TO "MR.ZULFIQAR
HUSSAIN" SHAH ADMIN MANAGER OF CALL CENTRE (PVT)
LIMITED FOR HIS CONTINUOUS ASSISTANCE, PERSONAL
ATTENTION, ENCOURAGEMENT AND SUPPORT.

(MASTERMIND'S
GROUP)
PROJECT TITLE :
FINAL PROJECT FOR MANAGEMENT

SUBMITTED TO :
Mr. Akif Saeed

SUBMITTED BY : (MASTERMIND'S)
RAFAQAT ALI

IMRAN MALIK

SULMAN ASHRAF

RUBINA KAUSAR

SAMINA TAUFAIL

SEMESTER/CLASS :
MBA-1, A

DATE SUBMITTED :
July 03, 2009
TOOL USED :
System study, Physical visits, Interviews,

Department of Business Administration

Federal Urdu University of Arts, Science & Technology
Islamabad.

TABLE OF CONTENTS

CALL CENTRAL GROUP

Ottawa | California | Islamabad | London
 INTRODUCTION ABOUT COMPANY
W e are the leading and fastest growing Business Process

Outsourcing (BPO) and Call Center services provider in Pakistan. Call

Central (Pvt) Limited was established in Mar 2003. We manage customer
care services and back office processes for leading global organizations in
the domains of banking, insurance, financial services, travel, technology,
telecom and retail. Call Central ensures exceptional client experience
through world-class talent, strong management focus, dedicated business
units and a strong financial platform. We seek to provide 24/7 seamless and
indistinguishable back-end support for our global partners. The main
objective being to create a flawless extension for existing call centers in the
US and providing world class “Quality” service at offshore prices.

For our larger corporate clients, we create independent business units,

which are organized around large individual clients or groups of smaller
clients in line with our philosophy of 15-20 strategic partners. This
organization model enables individual BU heads to be highly focused on
operations delivery with direct control over operations, project-specific
quality, client-specific training & transitioning, recruitment, local
administration and BU specific finance & control. This ensures that all cross-
functional groups are working in a close-knit fashion and reporting to the
same entity. At the same time, the shared services functions such as
corporate HR, quality, training etc. provide a system of checks and balances
and a mechanism to integrate "best practices across projects" as well as
"the Call Central culture" into individual BUs.

CALL CENTRAL GROUP

Ottawa | California | Islamabad | London

Int'l Corporate Office Offshore Office

OTTAWA | CANADA ISLAMABAD | PAKISTAN
183, Gray Crescent, Ottawa, 304 Software Technology Park II
K2K 3L8, Canada. Evacuee Trust Complex
): 1-888-879-1397 F-5/1, Islamabad 44000

): +92-51-2823250
+92-51-2877267
 • External Corporate Communications deals with
the media to establish company position on
various subjects;
• Internal Corporate Communications
streamlines management-employee
interactions to create better understanding of
corporate objectives;
• Corporate Responsibility aims to integrate
community relations into corporate strategy.

What is Customer Services Representative Pakistan’s definition of CSR and how do

you practice it?

Syed Hasnat Masood: Customer Services Representative Pakistan has come up with
a new concept about Corporate Social Responsibility (CSR) called ‘Shared Value’;
basically based on an idea to minimize the conventional expectations that social
sector bears from a profitable business. Shared Value can be termed as a workable
business environment which benefits its stakeholders and social community alike.

I believe that businesses’ responsibility towards the society begins when the
company’s product or service is launched. Under the ‘Shared Value’ concept, a
perfect business must make positive difference to social lives, is profitable to
stakeholders and should be ethical in its nature.

If we look at telecom sector and its contribution towards the community, we can
easily measure the difference it has made over the years. The Telecom sector alone
has contributed 5 percent towards GDP of the country, created countless job
opportunities (direct and in-direct), produced not only in-expensive but also effortless
mode of communication and much more. The Telecom sector by default provides a
major boost to the national economy, while Customer Service’s own business impact
can be felt with 18 million customers aboard – most of which are from rural areas.
Majority of these 18 million customers, for instance from Gilgit, Sakardu etc, now for
the first time have the opportunity to be a part of the information highway. They can
use internet, make calls, and have a single click solution to communicate with anyone
across the globe.

Over the years, Customer Services Representative Pakistan has played its effective
role in boosting country’s economic cycle but not compromising with the standards
that can harm society by any means. For this very purpose, we have code of conduct
for everything, from workforce hiring to vendor management, from network rollout to
anti-corruption. We have been strictly following these standards to remain
responsible; so as to help our core business needs and also support the community
with equal spirit.

How do you see in-practice CSR activities in Pakistan from corporations, and in
what areas we need further improvements?

Syed Hasnat Masood: I think, as an industry, we need to clear our concept about
CSR. Practically and realistically, I believe any business has its first responsibility
towards its shareholders, as they risk their money by investing it into business, so
naturally they deserve a return. Next comes the community, since a business
depends on the community to generate returns for its shareholders. Here is the point,
you can’t reprioritize any of the responsibilities; neither can you switch their positions.

We see many organizations participate in CSR activities by contributing with funds

that business generated from the community itself. In my opinion this is not the right
approach.

So now back to CSR concept, a business should do CSR as part of its business cycle to
keep it sustainable.
In my opinion, the core purpose of CSR should not be charity, as is usually termed,
rather a company should strategically involve itself in a CSR activity primarily based
on the expertise it carries.

How would you comment on strategic difference in CSR activities in Pakistan when
compared to other regions of the world?
Syed Hasnat Masood: Like I said, in the Public and Private sector alike, we see a lot of
contributions in the name of charity. Unfortunately, lending money and leaving the
community to do the rest doesn’t solve the problem.
In the western world, businesses evaluate their project and its impact through
scientific and systematic methods.

Directors Signature:
 “Centers of Excellence around the Globe!”
Call Central is to be a leading provider of business services through a network of “Centers of
Excellence” leveraging technology and arbitrage in order to deliver services globally to customers.

“Our vision is driven by our values”

Call Central will be recognized for its passion for excellence and a global leader in providing
innovative and top tier outsourced business processes to the markets we serve.
 We’ll provide our clients leading-edge products and services that offer a compelling value
and create competitive edge.
 We’ll achieve for our shareholders returns in the top quartile of its industry.
 We’ll create for our employees an environment that attracts, develops, and rewards highly
effective people and is recognized as one of the best companies to work for.

“Leadership is about People”

Team Call Central is driven by our commitment towards Unparalleled Client Satisfaction,
Teamwork, and Respect for the Individual, Diversity, Shareowner's Trust, Corporate Citizenship
and Integrity.
Leadership is about People - Our primary asset as a company is our people. We believe in
investing in the growth and development of our employees, both on a professional and personal
level. Our culture is driven by performance and recognition of initiatives by our team members.

 By the year 2008, we will be Pakistan’s leading service provider with “Centers of
Excellence” in other emerging markets around the globe.
 Pioneers and industry leaders in “Best Practices” and “Quality” in Pakistan’s emerging
offshore market.
 #1 Choice of International Partners seeking partners in Pakistan in the BPO/Call Center
space.
 We make work Fun!
1. SERVICES
1.1 Telecom/ISPs

Telecom and Internet Service Providers require 24/7 services with a

staff that can handle complex billing and technical support problems.
Call Central offers a cost effective solution that includes basic technical
and billing support.
1.2 Financial Services

Banks, Credit card brokerages and Insurance companies require

customer service representatives who can understand a variety of
transactions from stock trades to mortgages. All of Call Central's
representatives are college educated, many in economics or commerce
related degrees. With Call Central you can trust that you have qualified
and intelligent customer service representatives to handle your most
complex service and product offerings.
1.3 Online Retailers

Only a fraction of online baskets are converted to actual sales and

many customers have become frustrated by the online shopping
experience. Call Central designs client programs to convert hits into
transactions and to build customer loyalty through superior customer
service. Our combination to build chat support and rapid response
programs for email support is a sure way to make your online company
stand apart from your competitors.
1.4 Tech Support

PC Software and hardware tech support for home users and small
businesses.
We are providing LIVE 24HR TELEPHONE & CHAT technical support for
worldwide corporations including some of the Fortune 500 companies.
We have certified system engineers specializing in live PC application
software and hardware support diagnostics.

Whether you're new to computers or an experienced user who needs

help with a new program, a leading international software-marketing
firm or a company looking for corporate level technical assistance, our
specialists can provide expert level support.
1.5 Welcome to Call Central BPO Services

We provide high quality, value added contact center services and

Business Process Outsourcing (BPO) services to Fortune 500
companies. Our contact centers in California and Islamabad, Pakistan
that offer English language support in an ISO 9001 certified
environment. We also provide Spanish language solutions through our
partner facility in Costa Rica.

Call Central offers the satisfaction that comes from working with a
technologically sound business partner. We are committed to
continually investing in our people, processes, infrastructure and
facilities. Our objective is to provide our clients with the highest levels
of performance. We are committed to building scalable and repeatable
business solutions that ensure our customer’s

1.6 BPO Services – Overview

Call Central provides offshore end-to-end customer interaction services

- both voice and data, to Fortune 500 type corporations across the
globe. We offer various customer interaction services using multiple
channels of communication viz. voice, email, chat and related support
channels.
Call Central partners with leading companies in the world, operating in
service-intensive industry sectors such as consumer banking, credit
cards, asset management, insurance, mortgage, retailing, logistics,
telecommunications, hospitalities, utilities, and airlines.

1.7 Key Differentiators for BPO:

We are a North American Corporation with

contact center operations around
the world. Our clients get the full benefits and protection of U.S. laws
including confidentiality, security, Intellectual Property Rights (IPR), etc.
We have a dual, fully redundant, high availability network and operational infrastructure
(currently existing in the U.S.). We have two telecommunication centers
and operations centers, dual links (fiber backed up by satellite/fiber),
Uninterrupted Power Supply (UPS) and diesel generators, spare
equipment and a full COB Plan. We have undergone reviews by some of
the largest financial institutions in the world to help us perform at high
levels of availability and security.
We can scale We have the facilities and the network to meet whatever
growth your needs demand. With nearly 10,000 square feet in
Islamabad, 20,000 square feet in California, and 23,000 square feet in
Costa Rica; we can ramp up fast. We also have very strong
relationships with WorldCom, XO, TelephonyAtWork, Promero, Cisco
etc. to enable meeting any scale projections for technology and
telecommunication.
We believe in quality and depth of relationships versus quantity or numbers Our focus is
targeting, acquiring, nurturing and growing a global clientele.
We are flexible We will work the client's way. We believe that each client
would be a great client and we want to work with them.
We have maturity and critical mass in both IT and BPO We are, as a result, offer our
clients a comprehensive set of value added services.
We have deep domain expertise in financial services Most of our senior
management have spent many years in key positions at some of the
world's largest financial institutions and technology companies.
1.7.1 INBOUND TELESERVICES
Our call handling and inbound telemarketing services for business-to-
business and business-to-consumer campaigns will help drive customer
acquisition, increase customer retention, improve sales and rapidly
expand your markets. Our inbound supports include:

Help Desk: Customer Support

Technical Support
E-Mailing Customers
Inbound Telemarketing /Up-Selling & Cross-Selling
Invoice Processing
Escalations Through Fax
Web Based Self Help
Web Collaboration Form Sharing
Voice Over Web

1.7.2 OUTBOUND TELESERVICES

Our Customer Support professionals help you to turn your prospects
into customers, and then our customers into advocates. We focus on
building a relationship that lasts by using a personalized approach that
provides the value addition necessary to maintain and grow your client
base. Our outbound capabilities include:

Telemarketing and Sales: We

use predictive dialing to connect to customers.
Our tele-sales techniques also include:
Reactivation: Approaching your 'expired' customers with the right offer
Targeting: Isolating
key decision-makers and discovering their budgets
before you spend resources on more costly mail or sales calls
New Movers: Tapping people who have just moved residence, for
example, and asking them to pre-register for your service or
organization
Web Call Back
2. STRATEGIES AND PLANNING
2.1 Strategic and Annual Planning Processes

Our company can glide to the top using an approach in which each
subsidiary or sub-segment dynamically positions itself to anticipate the
market's direction and competitors' responses. That's one way strategic
planning gives you an edge. Unlike operational planning, strategic
planning focuses on where you need to be in three to five years.

The idea behind strategic planning is simple. It’s a road map to define
how we will achieve our goals. Each department’s strategic plan must
be developed with the following in mind:

Goal setting: What are the specific company goals for the next 12
months that will move you toward achieving your strategic objectives?
Department goals: How will each department contribute toward the
company goals?
Action steps: What activities need to occur to achieve your goals?
By when? By whom?
Communication: Inspire and update employees along the way

2.2 Departmental and Executive Committee

Each department, on a quarterly and annual basis must evaluate its

past performance based on KPI and other predefined metrics. The
evaluation process must incorporate the following:

Trend Analysis 4
Cost Analysis
Customer Feed back
Forecasting/budgeting
Corrective Action Plan and Review
Competitive landscape analysis
Contingency Review
Quality of Service Audit
(Table F – Operations)

This analysis needs to be backed with business plans for further

improvement and supplemented with action plans.

Following Departmental Managers and Teams are required to follow

this strategic planning and exercise:

Operations
Finance
Administration
Technology
 Sales
Marketing

The strategic plan must include both quantitative and qualitative

targets for each department with a process to track their progress over
a period of time. Trackers are to be developed by each departmental
head for this purpose.

Based on the quarterly data collected over the last year, each
department must meet with the executive team to draft a
comprehensive annual plan in line with the mission, vision, and goals of
the company.

To ensure alignment of interdepartmental strategic plans and goals,

the executive committee will have representation of each departmental
head and will meet on a monthly/quarterly/annual review basis. The
committee will be chaired by the CEO or incase of his absence by VP
Operations / General Manager.

2.3 Business Strategies and Plans

Following a review of the past years performance, each department

head will create a strategic plan for at least 2 years. This should include
clearly defined “end-goals” for their respective departments.
Basic Approach to Strategic Planning

Essential points which should to be observed during the review and

planning process include the following:
Relate to the medium term i.e. 2/4 years
Be undertaken by owners/directors
Focus on matters of strategic importance
Be separated from day-to-day work
Be realistic, detached and critical
Distinguish between cause and effect
Be reviewed periodically
Be written down.

As the precursor to developing a strategic plan, it is desirable to clearly

identify the current status, objectives and strategies of an existing
business or the latest thinking in respect of a new venture. Correctly
defined, these can be used as the basis for a critical examination to
probe existing or perceived Strengths, Weaknesses, Threats and Opportunities.
This then leads to strategy development covering the following issues
discussed in more detail below:
Vision
Mission
Values
 Objectives
Strategies
Goals
Programs

2.4 Site Strategic Plan

2.4.1 SWOT Analysis:

Internal Strengths: Internal Weakness:

Team Gaps in team work

Quality Orientation Execution and ownership of our

processes
Market Positioning & Leadership
Only 1 Client longer than 1 year

External Threats: External Opportunities:

Emerging competition in Pakistan Middle Management Development

Geo political situation HR policies and roll out

Attrition Workforce management

2.4.2 Set out key long-term objectives:

5a Shareholders

• Present the investors with clear and accurate business analysis

• Each project should meet minimum margin parameters
• Employee Ownership of the company
• Financial results in top quartile of the industry

5b Management (If different from shareholders)

• Promote from within

• Develop, seek and support Leadership
• Highly aligned with our mission, vision and goals

5c Business (Relative to competitors etc.)

• Sustainable and profitable growth

• Remain in high growth areas and verticals
• Mining core competencies fully before seeking adjunct competencies

• To be known for our quality of service, excellence, leadership and

innovation in the industry.
2.5 Specify Major Goals Achievable Over The Next 3/4 Years:

Moving into a phase II:

• Strategic Alliance with TBT

• Growing Senior Team
• Full time US / UK Presence
• Multiple sites in Pakistan and overseas sites
• Operations
• Expansion up to 150 seats - 2007
• Expansion up to 500 seats - 2008
• Expansion up to 1000 seats – 2009
• Expansion up to 1500 seats - 2010
• Sales Target
• $2.5m/Revenues annually - ‘07
• $8 m/Revenues annually - ‘08
• $15m/ Revenues annually – ’09
• $21m/ Revenues annually – ‘10

2.5.1 Define strategic action programs:

Finance Department:

• Working towards listing on KSE

• Working with our financial advisors
• Reduce Costs

Operations:

• Achieve COPC Certification Year 2007

• Renew ISO certification
• Growing the team internally and externally
• Reduce costs

Technology:

• Revise our redundancy and disaster recover plans

• Goal - 99.9999% uptime for the year
• Internal team development
• IS certifications
• Data security and back up - 100% track record

Administration:
 Reduce expenditures in petty cash by 5% month on month
 Improve language and professional skills sets in the team
2.5.2 Strategic Plan Performance Review

Each department is to develop their own trackers for this purpose. In

addition each department head is to present his tracker at each
Executive Committee meeting with clearly defined milestones.
3. HIRING, TRAINING, PERFORMANCE REVIEW & REAWRD PROCESS

3.1 Human Resource Functions

The Human Resource function prides itself in creating a truly world-

class environment of passion towards excellence in work, career
enhancement and leadership development. A strong community
culture, exemplified by the Call Central talent shows, the Call Central
cricket team and various cultural groups builds lasting relationships.
Progressive employment practices like free transport, graduation
parties and developmental work practices like Open house forums,
cross-functional exposure provide an exceptional environment to
retain, develop and continuously build our customer delivery teams.
Almost a third of our employee workforce comes through referrals,
reflecting the high degree of personal and professional satisfaction they
achieve at Call Central.

3.2 Hiring Policy

We are an equal opportunity employer. The overall requirements of the

job and relevant qualifications and experience of the individual will be
the determining factors in the selection of employees. The policy of the
company is to develop its own employees and fill in the vacancies from
within the organization, whenever possible by promotion or up
gradation. In case of non-availability of qualified personnel from within,
the company shall recruit qualified and appropriately experienced
personnel in the respective discipline from outside. New employees will
be inducted only on the basis of a personnel requisition against a
specific function within the approved manpower budget.

 Employment requisition
 The H.R Department will maintain active application files. In addition application for
employment may be obtained, when necessary through
• Advertisement in the news paper
• Contacts with Universities, professional institutions etc
 Review of Applications/Qualifications
 Interview Process
 Preliminary Test/ Interview
 Final Interview/Selection/ Appointing Authority

Candidates will be interviewed by the selection committee and

appointed as indicated against each category

Categories Selection committee Reported To

CSR Operations Manager CEO/VPP
HR & Training Managers
Supervisors/Officer Operations Manager CEO/VPP
s/Middle HR & Training Managers
 Management
Managers CEO CEO/VPP
COO
Concerned VP
Manager Admin & HR
COO & above CEO Chairman/
Manager Admin & HR CEO

Call Central Skills Requirement

 Required Skills
 Optional Skills

3.3 Training Policy

Training at Call Central revolves around the myriad facets of voice and
accent, product and soft skills development. We from time to time bring
onboard, internationally certified trainers who deliver client specific and
Call Central’s generic training modules. Finally, the management team
retains high quality of understanding and experience of operating in
the International business environment. This enables quick resolution of
problems and allows for greater flexibility removing potential problems.

3.3.1 Possible training at Call Central:

o Objectives
o Call/Contact Center Training
o Specific Project related Training
o Quality/ Environmental Policy
o Working Procedures
o Rules and Regulations
o First aid
o Fire fighting
o Emergency preparedness
o Auditing
o Quality Management System
o Business Development strategies/Plans
o Development course for Supervisors
o Computer applications
o Development course for Junior Accountants
o Budget/Tax Regulations
o Development course for Managers
S# When training might be needed Training Objective Training Evaluation
method
-New employee is hired To understand the Internal The concerned
-Employee is transferred to company policy, (orientat departmental
new job objectives, ions & head evaluate
-Individual doesn’t follow process, instructi their sub ordinates
procedures/ instructions procedures, work ons, on the basis of
-Procedures are changed instructions, to procedu their performance
-New process or equipment update the res, in order to ensure,
is introduced employees manuals how far the
-Company changes regarding the , training objectives
objectives/ targets rules/regulation internal have been
-New regulation affects the applicable on sessions achieved.
Company ’s activities company, to learn , brain
- Job performance is not the new stormin
satisfactory technologies, g
- Offer courses sessions
)

External
training
s

3.4 Staff Performance Evaluation

Every employee at Call central is entitled to a performance review. This

review enables everyone to ensure they are being evaluated and given
feedback for improvement of their performance. The employee will be
eligible for a merit increase based on the evaluation.

The performance appraisal is carried out once a year (on anniversary).

The performance of an employee is the most important consideration in
the annual salary review. The Manager Human Resources will inform
the respective Department Head two weeks prior to when the review is
due of an employee. To ensure employee’s motivation, Performance
Appraisal must be conducted within one week of the due date.
Managers will be responsible to conduct the performance appraisal of
all staff within their departments. In case of a transfer from one
department to another, the Manager with whom the employee has
spent most of the time during the past six months will conduct the
review and forward it to the Manager of the other department. All
department heads and General Manager should use the prescribed
Performance Appraisal forms.
3.4.1 Salary Reviews
Unless agreed upon at the time of hiring, salaries will be reviewed on
employee’s anniversary date. Salary reviews during the year, without a
promotion, will be discouraged and in case a department head makes a
request, CEO’s approval will be required before awarding such
increase. Manager Human Resources will inform the Department Head
if an employee of that particular department is completing another
service year. The reviews are based on the following criteria:
3.4.2 Performance Reviews

Job content and impact on Commission’s results & organization

Area and level of responsibility

Qualification and experience on the job
External labor market
Prevailing inflation

The Salary review will consist of two parts.

Cost of Living Adjustment (based on the prevailing inflation rates
announced by the Government)
Performance based increment

Performance based increment will be calculated as following:

Outstanding 6% of the gross salary + COLA

Excellent 4% of the gross salary + COLA
Good 2% of the gross salary + COLA
Need Improvement No salary increment, just COLA
Unsatisfactory No salary increment, just COLA

A copy of the Employee Status Form with the salary change must be
forwarded to the Manager Human Resources by the respective
department head for necessary action before the payroll. All
increments will be effective from the 1st of the same month in which
the review was due, regardless of the actual hire date. All increments
due to promotion will be effective from the following month regardless
of date when the promotion was announced.

Every CSR is evaluated based on Key Performance Indicators. These

are always; Attendance; Quality; Accuracy and Efficiency metrics.
The efficiency metrics are based upon program requirements and
can be Average Talk Time, Average after Call Work (ACW) - wrap,
Average Hold time, Number of Sales per day, Rate of Up sells per
day or any other targets as defined by client requirements or
Operations.
Supervisors are evaluated on Key Performance Indicators. These are
always Attendance, Team Quality, Team Accuracy, and individual and
team Efficiency metrics.

Individual efficiency metrics are: Required Number of Monitoring

and feedback completed action plans completed and followed up
as well as other metrics that may be defined on specific teams.
Team metrics are Service levels, Average Talk Time, Average
After Call Work (ACW) - wrap, Average Hold time, Number of
Sales per day, Rate of Up sells per day or any other targets as
defined by client requirements or Operations.

Operations Support Coordinators are evaluated on Key Performance

Indicators. These are Attendance, Accuracy of reports created and on –
time creation of reports. These will be Internal and Client reported
separately. They track these metrics and report them to Operations
Managers on a weekly and monthly basis

Operations manager is to ensure smooth running of programs, meeting

of Kepi’s and management of the staff that ensures that metrics are
met.

All other Managers report Kepi’s, challenges, successes and actions

taken on a weekly basis to their Manager.

3.5 Remuneration & Recognition

Remuneration means the salary and benefits; while, recognition means

any act of acknowledgement or appreciation for a job well done and
being rewarded for the same. Salary and benefits are set individually
within the framework of company’s salary structure, wherever possible
according to the position’s degree of complexity, the individual’s
competence, individual performance record and external market
conditions.

The benefit and compensation package of Call Central is designed

around the Grading structure of the Commission. All employees must
know what Grade they belong to according to the Commission’s policy
in order to fully understand their entitlements. Employees shall draw
their pay, allowances and fringe benefits as per the grades approved by
the company.

Company focuses on the recognition & reward policy very consistently.

The following are the most common awards offered to the employees in
different categories.
Employee of the Month
Best Attendance Award
Best CSR
Most Dedicated Employee
TOP Seller
ACE Award
Certificate of Achievement
Cash Reward
Education Allowance

3.6 Working Environment

3.6.1 Skill Development

Our long-term objectives are the basis on which to determine what

skills and qualifications our people should have. The Department Heads
and the employee together must analyze the actual level of
competence and take whatever measures are deemed necessary to
achieve the desired level. Personal and professional development is
important not only for the organization but also for the individual. Call
Central is aware of the necessity to provide a working environment,
which takes care of the individual employee needs for development
and growth of his/her knowledge and skills. The individual’s supervisors
will fully support this process by providing appropriate information and
opportunities.

3.6.2 Freedom and Empowerment

Responsibility and authority may be delegated as often as possible in

accordance with the employee’s capacity and willingness to accept
these, and will be based on the job description of the respective
position assigned to the employee.

3.6.3 Involvement

Every employee must be provided the opportunity to contribute

effectively to his/her department’s efficiency. Ideas and opinions of the
individual will be valued and treated constructively. Consultation will be
the underlying spirit in the working environment of Call central.
3.6.4 Fairness

Every employee must receive fair and objective treatment.

Our Values
Job Satisfaction
Trust
Honesty, Integrity and respect for all
Teamwork & initiative
Quality of work
Safety
Gender sensitivity

3.6.5 Working Hours, Leaves, Compensation

Workweek at Call Central is Monday to Friday. The official working

hours for all locations are 2200 to 0600 from Monday through Friday.
Additionally, the schedule changes according to the project allocation
and shift time.

3.6.6 Attendance

For details please see the Attendance Tracker.

3.7 Culture at Call Central

Organization culture is the combination of views, norms, values and

habits which are shared by the members of the organization. Strong
culture means that organization has well defined rules, patterns and
values, which are known and adopted by all or most of the members of
that organization.

Sustained success is generally the result of a strong culture. Call

Central culture is based on the values of job satisfaction, honesty,
teamwork, initiative and quality of work. These values characterize
everything we do and represent the foundation upon which our
operations are based. They should be reinforced in our dealings with
each other, in our contacts and with society at large.

3.8 Staff Welfare

3.8.1 Medical Plan

All full-time confirmed employees will be entitled to the medical

benefit.

3.8.2 Hospitalization

Hospitalization entitlement for all full time confirmed employees of Call

Central according to their designations.

3.8.3 OPD

OPD includes Doctor’s (Allopathic, Homeopathic & Hakims) fees,

Diagnostic test and pharmacy bills of the employees and immediate
family members
4. SOCIAL ASPECTS

4.1 Extra Curricular Activities

 Organize annual sports week.

 Free Meal.
 Hajj Scheme for Muslims
 Car Scheme
 Two trips in a Year
 In Summer two day trip for Murree for each Member with Family
 Arrange cricket tournament with other industry members
 Arrange annual Basant Festival.