FYP SZABIST Plagirism

HUMAN RESOURCE
MANAGEMENT
Project Report
on
“Comparative study of Human Resource Practices In ZONG

And MOBILINK”.
SUBMITTED BY
SHAHRYAR AYUB KHAN-1855104
KASHMALA BANGASH-1855116
Shaheed Zulfikar Ali Bhutto Institute Of Science And

Technology
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CERTIFICATE:
This is to certify that the project named as “Comparative study of two

organization with respect to HR practices and their impact on organization and
employees performance in Zong and Mobilink conducted by Shahryar Ayub Khan
and Kashmala Bangash, students of Masters in Human resource management
under Dr Shazia’s Supervision.
Dr. Shazia
Project Supervisor
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DECLARATION
We hereby declare that the project report titled:
“Comparative study of Human Resource Practices in ZONG and

MOBILINK”
The project carried out under the Supervision of:

DR. SHAZIA
And submitted in partial fulfillment of the requirement for the award of the
degree of
Masters in Human Resource Management (MHRM)
Shaheed Zulfikar Ali Bhutto Institute Of Science And

Technology
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Table of Contents
EXECUTIVE SUMMARY: ................................................................................................................................ 7

SWOT ANALYSIS: ........................................................................................................................................ 11
STRUCTURE OF HR DEPARTMENT AT ZONG:............................................................................................. 13
GENERAL CONDITIONS FOR RECRUITMENT: ............................................................................................. 15
Training Practices at ZONG: ....................................................................................................................... 18
Policies at ZONG for Performance Appraisal: ....................................................................................... 20
Critical Review on Performance Appraisal ................................................................................................ 21
JOB ENLARGEMENT: ............................................................................................................................... 23
Job Enrichment: ...................................................................................................................................... 23
Job Rotation: .......................................................................................................................................... 23
Rewards System ......................................................................................................................................... 23
Salary: ................................................................................................................................................. 23
Practices on Reward systems at ZONG:................................................................................................. 24
Critical Review: ....................................................................................................................................... 24
HEALTH AND SAFETY MEASURES:.............................................................................................................. 25
Questionnaire on HR policies in ZONG: ..................................................................................................... 25
MISSION STATEMENT:................................................................................................................................ 27
MOBILINK’S VISION: ................................................................................................................................... 27
Mobilink's Values: ...................................................................................................................................... 28
Total Customer Satisfaction: .................................................................................................................. 28
Business Excellence ................................................................................................................................ 28
Trust & Integrity: .................................................................................................................................... 28
Respect for People: ................................................................................................................................ 28
ORGANIZATIONAL MANAGEMENT:.............................................................. Error! Bookmark not defined.
Head Office Location: ................................................................................................................................. 29
Branch Offices: ........................................................................................................................................... 29
Principal area of Business: ......................................................................................................................... 29
Jazz: ......................................................................................................................................................... 30
Indigo: ..................................................................................................................................................... 30
Services offered: ......................................................................................................................................... 30
Competition: ............................................................................................................................................... 32
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Level of Technology Used: ......................................................................................................................... 33
Major Departments:................................................................................................................................... 34
1. Finance Department........................................................................................................................... 34
3. Commercial Department .................................................................................................................... 34
4. Technical Department ........................................................................................................................ 34
5. Information Technology Department ..................................................................................................
6. Human resources ........................................................................................................................
7. Administration and legal affairs & government relation department ............................................
8. Internal audit department ................................................................................................................. 34
9. Customer services .............................................................................................................................. 35
HRM DEPARTMENT: ................................................................................................................................... 35
HR Mission Statement............................................................................................................................ 35
HR DEPARTMENT SECTIONS: ..................................................................................................................... 35
Employee services .................................................................................................................................. 36
OD and Effectiveness ............................................................................................................................. 36
Staffing and compensation .................................................................................................................... 36
HR Strategies: ............................................................................................................................................. 36
HR Practices at Mobilink: ........................................................................................................................... 38
Recruitment and Selection:.................................................................................................................... 39
Internal Recruitment: ............................................................................................................................. 39
External Recruitment: ............................................................................................................................ 39
Orientation: ............................................................................................................................................ 41
Training: .................................................................................................................................................. 41
Types of Training in Mobilink: ................................................................................................................... 42
Performance Appraisal: ............................................................................................................................. 43
Appraisal Policy: ..................................................................................................................................... 44
Performance Review: ............................................................................................................................. 44
Sources of Performance Appraisal: ....................................................................................................... 45
CAREER PLANNING & DEVELOPMENT: ...................................................................................................... 46
Promotion Policies: ................................................................................................................................ 46
Reward System: .......................................................................................................................................... 47
Compensation and benefit plans: .............................................................................................................. 47
Salary policy:........................................................................................................................................... 48
Promotions ............................................................................................................................................. 48
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Bonuses................................................................................................................................................... 48
Health & Safety Policies ............................................................................................................................. 49
Employee Relations:................................................................................................................................... 50
Discipline Procedure: ............................................................................................................................. 50
Penalties: .................................................................................................................................................... 51
Insubordination ...................................................................................................................................... 51
Dishonesty .............................................................................................................................................. 51
Violation of Safety Rule.......................................................................................................................... 51
Violence .................................................................................................................................................. 52
Profanity or Indecent Conduct ............................................................................................................... 52
Intoxication............................................................................................................................................. 52
Willful Damage to Property ................................................................................................................... 52
Misrepresentation .................................................................................................................................. 52
Motivation: ................................................................................................................................................. 52
SWOT Analysis: ........................................................................................................................................... 53
Weaknesses: ........................................................................................................................................... 54
Opportunities: ........................................................................................................................................ 55
Threats: ................................................................................................................................................... 55
Questionnaire on HR policies in Mobilink: ................................................................................................ 56
REFRENCES:................................................................................................................................................. 64
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EXECUTIVE SUMMARY:
Telecom sector have undergone a radical change in the recent years.

Once operating in a non-competitive environment similar to utilities, it is
now facing true competition not only from domestic but also from
international competitors. In order to keep themselves up-to-date, telecom
sector members have improved and strengthened their internal as well as
external policies. As a result, they are spending more on advertising and
Branding concepts and at the same time continuously improving their
workforce.
A very important factor of skilled workforce in an organization is
that it reduces the cost and also helps to maintain an unbreakable and long
lasting relationship with the various facets of consumer behavior. Now the
companies have realized that by concentrating more on their workforce,
they can achieve better efficiency and higher profits. Although HR
department has been ignored in Pakistan for many decades, but now it has
been proved from the experience of other companies that without app lying
HR policies, no organization can achieve efficiency and perfect labor force.
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ZONG
Talking about ZONG, it is the first International brand of China Mobile being launched in
Pakistan. It is meant to empower and liberate the people of Pakistan in every nook and corner
of the country. It will become a part of their hearts, their minds and bring about a change in
their lives that everyone desired but few thought would be possible.
The core essence of ZONG is to allow people to communicate at will without worrying about
tariffs, network coverage, capacity issues or congestion. ZONG will be supported by ground
breaking communications, trend setting customer service and an unmatched product offering
which will redefine rules of the game and establish ZONG as a serious competitor for the
number one spot.
ZONG offers its customers with entertaining & innovative value added services and
empowering them by giving a wide variety of products, services & content to choose from.
They are honored to be the revolutionary country introducing this brand with others to follow.
And their aim is to make ZONG a success story for others to try and reproduce. With ambitious
plans to provide to the fastest growing Pakistani market and to win over the ever demanding
Pakistani customer, it will be offering extraordinary coverage, voice and data services as well as
a wide range of tariff options to choose from.
CM Pak's edge comes from the experience and expertise of running the world's largest telecom
service and the commitment they make to setting quality and customer relations standards. CM
Pak is geared to offer neatly packaged VAS products that will benefit the individuals, corporate
as well as small businesses. Led by a team of professionals from the field of cellular
communication, CM Pak is determined to make its mark in the Pakistani market and to change
the way people communicate. China Mobile Pakistan (ZONG) is a 100% subsidiary of China
Mobile. So far CM Pak has invested more than US$ 700 million in the telecom sector in Pakistan
and an additional US$ 800 million has been invested till the end of year 2008. These largest
investments by CM Pak act as ambassador of friendship between China and Pakistan.
CM Pak will invest more investments to enhance its services and bring innovation to sustain its
leadership in the Telecom industry of Pakistan. ZONG is having its operative roots in China and
Pakistan, so we can regard it as an international telecom company, having its parent company
CMCC in China.
With the help of globalization, HR management has an advantage of having a bigger pool of
workers to be chosen from.
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INTRODUCTION:
“Listening to our employees attentively is the responsibility of ZONG HR.
Your feedback will be kept in absolute confidentially by being sent only to HR Operational
Excellence Team. We ensure the facilitation of the process in the best interest of the Company
and the Employees!”
Zong Human Resource Department that has the capability of performing functions such as job
analysis, recruitment, training and development, performance appraisal, setting compensation
policies and providing safety and health to their employees.
This report covers all the aspects of the human resource management concepts presently
applied in ZONG. On the basis of observation it has been extracted that Human Resource in
ZONG is highly motivated due to the perfect conditions provided to them.
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"Mission Statement"
To be the number one cellular operator in Pakistan
"Vision Statement"
To deliver the best network services with value added services that is in reach of common
person.
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SWOT ANALYSIS:
S trengths:
Backup support
Value-added services
Ever-increasing subscribers
Ever-increasing coverage area
W eaknesses:
Late entry into the market

Least count current subscribers
Low area coverage (so far)
O pportunities:
Covering such areas where others have not yet reached

Quality services to obtain customers’ loyalty
Lower tariffs
T hreats:
Security threats to towers

Threat of competitor strategies for tariffs and packages.
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HIERARCHY
President
Islamabad Karachi Lahore
Marketing Fianance HR IT Sales Engineering
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STRUCTURE OF HR DEPARTMENT AT ZONG:
Cheif HRM Officer
Director HRM
Senior HR Manager
Regional HR
manager
Assistant HR
Manager
Team Leader
Team
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ZONG POLICIES FOR RECRUITMENT AND SELECTION
Policies for Recruitment and Selection as experienced at ZONG are:
Recruitment policy:
Objectives:
The policy is meant to ensure an effective and efficient method of recruitment and selection. It
is aimed at hiring without any discrimination based on race, color, sex, nationality, ancestry,
religion or disability.
Policy guidelines:
The recruitment policy must abide by regulations set out by the Government of Pakistan.
The Sources of recruitment for different job vacancies in ZONG shall include:
a. Internal Advertisement.
b. Databank.
c. Advertising.
d. Head hunters/executive search organizations.
e. Walk in candidates.
f. Colleges and Universities
a) External Recruitment:
Candidates are considered on the basis of their qualities & qualification to strictly discourage
conflict of interest, like hiring of close relations (brothers, sisters, first cousins, brothers/sisters
in law and friends etc.). Although candidates falling in this category who have extremely good
qualifications may be considered. Final decision is up to with the concerned Divisional Head
who will verify that there is no conflict of interest.
Human Resources will give advice to Department Heads regarding salary range which is to be
offered to the applicant keeping internal and external equity in viewpoint. Minimum
qualification must be a Bachelor degree or equivalent.
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b) Internal Recruitment:
ZONG employees who have completed one year of service and those who are exceptionally
good are considered. Selected candidates will join the new job/position after getting clearance
from existing line manager. Hiring from vendors, franchises, and clients is discouraged.
Exceptionally where offers are made to employees of these entities their prior consent must be
obtained.
GENERAL CONDITIONS FOR RECRUITMENT:
All recruitment will be done through the Human Resource Department in consultation with the
Officers and Heads of the concerned Department.
An applicant’s knowledge, skill and aptitude related to the position shall be judged according to
a range of factors including:
a) Education (Academic / Professional).

b) Experience.
c) Profile and Psychometric Tests
d) Interviews.
e) References.
Application:
Applicants may apply online by registering with the web based recruitment gateway. Though
for a specific position, they will be required to fill the standard application form of the
Company.
All applications will be kept on HR database for a period of 6 months only.
Conditions for selection:
Request forms for hiring and transfers must be forwarded to HR department for signatures. In
order to gets appropriate candidates information regarding qualifications and job description
should be forwarded to HR department.
At least ten working days should be given for selection of candidates.
Firstly, internal advertisement would be placed for suitable candidates or shortlist for databank
if no suitable candidates found than external advertisement is referred. Screened CV’s are than
provided to departments and they’ll conduct an interview with the immediate Supervisor /
Department / Divisional Head or his / her nominee and any job related selection tests after that
short listed candidates are interviewed finally by HR department.
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To check suitability Human Resources Department may conduct Profile and Psychometric Tests
for the selected candidate.
Two Reference checks will be completed for the selected candidate either before hiring or
during the probationary period. Appointment will be subject to satisfactory references being
received.
On Selection the following information will be forwarded to HR to be kept in the Employees

Personal File:
a. Interview Evaluation form

b. Passport size Photos.
c. Any other special clause.
d. References.
e. Copy of N.I.C.
f. Copies of degree(s): Bachelors and above only and copies of experience certificates.
g. Duly filled application form
In the Case of Consultants the Company will sign a contract with the Consultant for a duration
ranging from 3 months to 1 year. The Human Resource Department shall prepare and deliver
the Employment Letter to the Employee and take signatures on a copy. These were the
practices but what actually are the practices for Recruitment and selection at ZONG. Let’s
explore.
Practices at ZONG regarding Recruitment and Selection:
Practices regarding the recruitment and selection are in accordance with the policies
formulated by the HR department.
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According to employees following were the recruitment practices. Two types of Recruitments:
Internal and External.
Sources of Internal Recruitment Sources of External Recruitment
Employee referrals Job fairs

Internal advertising university hunts
Advertising
Emplacement Agencies
Walk in candidates
All recruitment and selection process is handled by the Human resource department.
Applications for jobs are mostly made via internet.
A selection criterion is totally based on merit. A series of interviews are conducted followed by
a panel interview and a group discussion. Only deserving candidates from a lot of applicants are
considered.
Critical Review on Recruitment and Selection Process:
References are used everywhere to get a job and so are used in ZONG too. Tough it's not a
positive parameter in the recruitment process but people use it as an entry point. In study we
came to know that there are number of employees who were hired in ZONG on the reference
basis. But on the other hand retaining or keeping a job is way different then getting a job.
ZONG is using the online system for the Recruitment and Selection process, which is a very
positive sign. With the growing factor and use of Internet, it’s much economical in terms of
time and money to fill an online application. And also it’s easier for a company to organize their
data electronically, which does not only help in organization but provides easy access, longer
stay and remotely accessible. This has surly reduced the stress of physical offline requirement
and the company can build a good impression to their consumers by using the latest
technology.
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Training:
Training needs assessment Policy at ZONG
Objective: To Identify the most appropriate solutions to performance problems.
Procedures: All Company Heads should differentiate between problems that require training
and problems that require coaching or other solutions. Generally, about 20% of performance
problems require “training” solutions and remaining 80% is handled by the quality of
supervision and other work environmental factors (rewarding good performance, punishing
poor performance, and removing obstacles to good performance).
Developing a Company – Wide Management Training Plan:
Objective: Identify the needs, by management level, for the whole Company. Employees are
also Facilitate with Short Management Courses from time to time.
A total-company plan after coordination of HR Department is finalized and its implementation

process starts after a follow-up with Department Heads.
After focusing discipline need of an individual, plan is to design schedule to assemble the total-
company training need.
The trainer should be under the headcount of HR so that adequate training sessions can be
planned and conducted nationwide. Requirements for training an employee are made on
supervisor’s recommendation in the appraisal form or if it is not mentioned in performance
appraisal than requirements can also be forwarded by the supervisors.
Training Practices at ZONG:
By getting information we have found that ZONG mostly use On Job training technique with its
employees which means employees are get trained by their performance in assigned job with
supervisors’ guidelines how to boost up their efficiency regarding work.
ZONG Internees are trained in various departments with basics of everything and most of them
are hired by ZONG itself.
Types of Training in ZONG:

On a general basis the training done in ZONG can be divided into two
categories:
• Soft skill training
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• Technical Training
Soft Skill Training:

Training based on strong knowledge regarding personal lives to increase productivity and
lessened their distraction.
Soft skill development courses in areas like personal finance and childcare can help your team
better manage the most important areas in their personal lives.
This may include the following things for e.g.

• Conflict management training
• People management training
• Communication skills
• Anger management
• Time management training
• Teamwork training etc.
Critical Review on Training at ZONG:
ZONG provides good professional development to their employees by several training

opportunities. Company has policies and procedures defined for trainings, assessment, their
needs and the application process. Different units can apply for the related training through
HR. e.g. Finance department in ZONG gets a training in customer services and so on.
Training is a compulsory factor in the organization and is open to everyone, related to his/her
field or unit.
Some organizational training is offered and practiced often like supervisory skills training and
conflict resolution management etc to achieve a quality and practice good business habits.
More focus in training can be paid by addressing different levels. Like these training are more
helpful for managers or supervisors but may not develop the related skills for the lower level
employees. Though company provides many opportunities and surely if these were asked, then
must have been provided for other levels too.
Adoption Towards Organizational Change:
Telecom industry is a change oriented industry which should modify itself with time and ensure
that whether it is change in tariffs or an internal change it should be flexible to an extent to
accept that change. Usually top down change is applied by management so that change is not
restrained by employees. Changes are clearly planned to ensure maximum benefits available
from the change.
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Performance Appraisal System:
Policies at ZONG for Performance Appraisal:
Objectives: The basic purpose is to evaluate and improve the actual performance of employee
(current/past) towards performance standards and also future potentials of ZONG.
The Objectives of the Performance Review Program are:
To measure work performance

To motivate and assist employees in improving their performance and achieving their
personal/professional career goals
To identify employees with high potential for advancement
To provide objective information for making decisions on salary increases, promotions, bonus
and transfers.
To identify employees training and development
To provide a solid path for career planning for each individual
Practices at ZONG for Performance Appraisal:
To meet company’s performance standards ZONG conducts performance appraisal in order to

evaluate their employee’s current performance or past performance. To eliminate this
deficiency ZONG try to adapt the performance appraisal so that employees should aware of
their performance, also get feed backs from their supervisors and from getting incentives and
development program they could increase their performance.
There are many performance appraisal methods. ZONG uses the computerized performance
appraisal method. ZONG conduct its performance appraisal of employees in December.
Performance appraisal sheet has been developed by the HR Department and has downloaded it
on the intranet of ZONG so that the supervisor may evaluate their employees. After completion
of evaluation it is forwarded to employees for confirmation and if employee doesn’t agree with
supervisor he will not sign it and when HR Department get that within due date than problems
are identified and solved.
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Critical Review on Performance Appraisal:
For the performance evaluation different ways are adopted like online 180 degrees and 360
degrees. In the past only 180 degree methodology was adopted for the performance appraisal
but they have moved to online 360 degree evaluation. Adopting this new strategy is quite
supportive and is appreciated by the employees because if an employee is happy with the
performance evaluation of this head then he or she may challenge it for the review.
CAREER PLANNING AND DEVELOPMENT:
Telecom industry is full of competition therefore ZONG has focused on career management of
its employees so that they might understand better and develop their skill for their interest as
well as for organizations benefit. A thoughtful process through which someone becomes aware
of personal skills, interest’s knowledge, motivation, and other characteristics; acquires
information about other opportunities and choices; identifies career related goals and
establishes action plans to attain specific goals. Career development is the lifelong series of
activities (such as workshops) that contributes to a person career exploration, establishment,
and success and fulfillment.
Career Development Process:
Assess Explore
Set
Act
Goals
ZONG gives promotion of their employees on the performance basis. The ZONG HR department
develops the employee’s career development plans in which the HR department predicts the
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next logical step for their employees within five years.
Motivation
Motivation of ZONG employees is based on two factors, intrinsic and extrinsic. Intrinsic due to
fast growing image of ZONG and Extrinsic due to attractive pay scale together with basic
facilities such as medical play important role to keep the employees motivated. ZONG keeps its
employee motivated by fulfilling the five hierarchical needs of physiology, safety, social needs,
self-esteem and ultimately self-actualization needs.
Self
Actualization
Self Esteem
Social Needs
Safety Needs
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MOTIVATION BY DESIGN:
Job Enlargement:
To motivate employees in every level Management frequently takes steps. Due to this
management use technique of job enlargement by increasing the number of subordinates and
giving extra span of control.
Job Enrichment:
At the same time job enrichment tool is useful to boost up the skills of employees and discover
their talent which motivates them to do something extraordinary.
Job Rotation:
Tool to motivate and expand their skills, knowledge, interest & abilities. It can be either
horizontal or vertical. In Vertical employee are promoted to a new position and in horizontal
jobs are rotated among same statuses. After this it is easy for a supervisor to evaluate reliably.
ZONG is doing a vertical job rotation at a very low level usually.
Rewards System
Policies on Reward system at ZONG:

ZONG reward policies have lists which are both Intrinsic and Extrinsic followed by policies:
Salary:
Objectives:
The purpose of this policy is to have salaries subject for review in January of each calendar year
in the light of merit and inflation.
An employee with his/her specific job title will receive salary relevant to his position.
Policy Guidelines:
The Company will pay salaries and other compensations during office hours and on the job site
as follows:
All New Employees have to open bank accounts in specified banks prescribed by the Company
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to get their salary every month. Upon termination of service (end of service), the employee will
receive his / her salary within 15 working days from his last day. Upon resignation, the
employee will be paid his / her dues during a maximum period of 15 working days from the
date he / she left the job. Besides there are other intrinsic and extrinsic awards that leads
towards one objective only to motivate the employees to achieve organizational goal.
Other intrinsic and extrinsic rewards include:
a. Medical care
b. Life insurance
c. Vacations
d. Relocation
e. Credit advance policy/provident policy/advance against provident fund
f. Recreation
d. Club Policy Travel
e. Mobile phone
f. Business mobile phone policy.
Practices on Reward systems at ZONG:
Reward system policies are strictly practiced at ZONG. Employees are paid when they are
supposed to pay. Other rewards are also fast but they are mostly tenure based rather than
performance based.
Policies shows that rewards are totally performance based but in actual this policy is not
followed strictly. Mostly rewards are determined by the organizational membership and
seniority. Promotion is given on the basis of performance, as well as tenure.
Critical Review:
Reward system at ZONG is quite complicated. The reason for this is that there are many
intrinsic and extrinsic, direct and indirect, compensating and non-compensating rewards. There
is even a department that looks after the motivational aspect of the employees. How
motivation level of employees can be kept to a level so that they can be more productive. PMO
(Project management office) introduces many club memberships, game shows, lunch
arrangement and many more for employee to be motivated.
Similarly, there are special achievement awards at each individual level. Then there are even
team awards, department awards and division awards. One thing to mention is criteria for
rewards. As mentioned earlier in policies, rewards are performance based. But this is true only
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in case of achievement awards, group awards etc. If we observe basic pays and increments,
then those are not performance based. Those are more of tenure based. ZONG does say that all
rewards are performance based. However, it is not the case in practice.
HEALTH AND SAFETY MEASURES:
Maximum jobs of ZONG are not hazardous to health so, there is no such need of health
measurements. Though everybody wants to be safe and that’s why when you visit some ZONG
office to meet someone of a high designation level. You need to fulfill various safety measures.
Questionnaire on HR policies in ZONG:
1. Organization’s HR executives are fully aware of the business needs and strategies?
Agree 90% disagree 10%
2. Efforts are taken to generate awareness amongst the employees about the organization’s
financial position, customers’ needs, quality of product/service, cost etc?
3. The organization’s human resource requirements are systematically ascertained and an

appropriate plan is formulated for satisfying the requirements?
4. All major jobs are subject to formal job analysis?
5. The organization has a wide network of computerized human resource information system
with the latest software?
6. The organization has a formal policy of career planning and development?

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7. There are distinct career paths and internal promotion norms within the organization?
8. The organization utilizes the assessment center/development center for identification and
development of management potential?
9. The organization carries out succession planning in order to ensure that executives are
available to fill gaps in key managerial positions?
10. The organization encourages employees to suggest product/process improvement?
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MOBILINK:
MISSION STATEMENT:
“To be the unmatchable mobile system of communications in Pakistan this

provides the best value to its customers, employees, business partners and
shareholders.”
MOBILINK’S VISION:
“To be the leading telecommunication services provider in Pakistan by offering innovative

communication solutions of our customers while exceeding shareholder value and employee
expectations”
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Mobilink's Values:
Total Customer Satisfaction:

Customers are at the heart of our success. They have placed their trust and confidence in us. In
return, we strive to anticipate their needs and deliver service, quality and value beyond their
expectations.
Business Excellence:
We strive for excellence in all that we do. We aspire to the highest standards and raise the bar
for ourselves everyday. This commitment to delivering world-class quality translates into
unmatched service and value for our customers and all stakeholders.
Trust & Integrity:
At Mobilink, we take pride in practicing the highest ethical standards in an open and honest
environment, and by honoring our commitments. We take personal responsibility for our
actions, and treat everyone fairly, and with trust and respect.
Respect for People:
Our relationships drive our business. We respect and esteem our employees and all
stakeholders. We believe in teamwork, empowerment and honor.
Corporate Social Responsibility:

As the market leader, we recognize and fulfill our responsibility towards our country and the
environment we operate in. We contribute to worthy causes and are dedicated to the
development and progress of the society.
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Total Strength of Employees:
Over all:
(Total 4500)
Top Managers 75
Middle Managers 750
Line Managers 3675
Human Resource Department:

(Total 47)
Director 01
Vise President 04
Middle Managers 16
Line Managers 26
Head Office Location:

The head office of Mobilink is located at KULSUM Plaza, Blue area, Islamabad.
Branch Offices:
Its branch offices are located in Lahore, Karachi, Faisalabad, Rahim Yar Khan, Sukkur, Peshawar,
Quetta, Swat, and Kohat. Mobilink has three main contact centers in three regions of Pakistan.
As for the customer’s centers there are about 2000-2500 customers service centers all over
Pakistan.
Principal area of Business:
Mobilink have two products
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Jazz:
Indigo:
Services offered:
MOBILINK GSM has always been the market leader when it comes to introducing state-of-the-
art communication solutions for its customers. they are continuously adding up to the range of
their Value Added Services, all for your convenience.
The Value Added Services (VAS) Section will familiarize you with the new services you can now
benefit from, which will give you all the freedom you need, making mobile communications
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more exciting, convenient and enjoyable. This section will walk you through services, which are
not only useful but also cost-effective for both your business as well as personal use. These
include the very basic yet indispensable services like Voice Mail to the more innovative and
sophisticated ones like G-Mail.
They are confident that their innovative and exciting new services will bring about a revolution
in the way you look at mobile communications.
Following are the major services:
a. Caller time identification

b. Call waiting
c. Call holding
d. Call forwarding
e. Short messaging services
f. Fax and data services
g. International rooming
h. News information services
i. Mobilink(GSM)G mail
g .Superior security in billing
k. Mobile TV
l. Entertainment & many more
Major Clients/Customers:
Mobilink has about 53% market share.
Number of customers:
Total numbers of subscribers are about 25 Million. The major customers are from jazz package.
Type of customers:
a. Major part of corporate sectors

b. Armed forces
c. Business community
d. Govt. organizations
e. Teenagers using JAZZ
f. Students
g. Shopkeepers
h. Bankers
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Customer services centers:
Mobilink currently has 10 CS centers all over the Pakistan.
Competition:
Company is facing competition from all the operators in telecom that includes all the face GSM
(Global System of mobile) operators, CDMA operators and and line operators. All these telecom
companies Human Resource Departments are in constant need of new employees. So there is
stiff competition in the telecom market for Mobilink.
Major competitors of Mobilink include;
Telenor:
Ufone:
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Warid:
Zong
& others.
Level of Technology Used:
Mobilink is using high IT based technology for operations. Mobilink uses Motorola’s
infrastructure mostly at radio based stations, but now it has been exceedingly using Alchatel
equipment too. Switching equipment is of Siemens and Alchatel, billing system from Telesens
KSCL and Ericsson, Intelligent network from Siemens, Microwave equipment DMC. The GSM
(Global System of Mobile communication) band that is used by Mobilink is in 900/1800 MHz
and Pakistan’s No 1 4G Internet.
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Major Departments:
1. Finance Department
Credit and collection
Procurement imports
Revenue assurance
2. Customer Services Department

Customer services operations
Customer services system
3. Commercial Department
Marketing
Direct sales
Indirect sales
4. Technical Department
Switching
Operations / operation support
Logistics
Infrastructure
Systems planning
5. Information Technology Department

Billing
IT
6. Human resources
7. Administration and legal affairs & government relation department
8. Internal audit department
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9. Customer services
HRM DEPARTMENT:
HR Mission Statement
“To lead the organization in enhancing its human capital and creating a winning environment
where everyone enjoys contributing to the best of one’s ability.”
Mobilink will achieve this by:
Inspiring and motivating its people.

Developing its people to strive for higher standards.
Driving an open minded and enterprising corporate culture where people through leadership at
all levels dare to dream, dare to try, dare to fail and dare to succeed.
Attracting and recruiting the best talent
Mobilink has a very defined and well structured department and its various policies of keeping
each employee productive part of the organization are intoned with the corporate world’s
requirement.
Employees in the company are largely committed to their organization and have shown
progress in the company. Employees are satisfied with the HR department of Mobilink GSM
Company.
Humans are the basic tool for having competitive edge in the market for most of the
organizations and Mobilink is one of these. Mobilink has one of the best HR systems in Pakistan
that gives it an edge over its competitors.
HR DEPARTMENT SECTIONS:
HR department of Mobilink has three sections.
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Employee services
Payroll information
Leave and medical record
Final settlements and provident fund
Policies and procedures
Employees record and recreation
OD and Effectiveness
Training plan
Talent management
Performance management
Employees presentation
Orientation employee communication
Staffing and compensation
Staffing plan and HR budgeting

Management trainee and internship program
Interviewing and selection
Headhunters
Compensation, benefits and incentive
HR Strategies:
Human resource department is putting its efforts towards nurturing a winning corporate
culture and building organizational capabilities by ensuring that its people at all levels are both
able and willing to perform at consistently exceptional levels. At MOBILINK the people have
been empowered to a large degree by minimizing out dated rules /regulations and plan to
further eliminate the bureaucratic barriers to capitalize on their ingenuity and talent.
HR strategy refers to the specific human resource management course of actions that a
company pursues to achieve its objectives.
But how these strategies/policies/practices are formulated and implemented at Mobilink.
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There is a whole process behind this.
The top team continues to play its role in providing the guidance and support to people at all
levels. The HR (people’s) function ensures that it leads the transformational change by
nurturing a climate, which would help in converting the huge potential at disposal of the
company into world-class performance.
The active and effective role played by HR in people development at different levels
organizational, departmental and individual is considered in MOBILINK to be one of the most
critical factors leading to the development of a winning corporate culture. The effort continues
to be directed towards developing the skills of the shop floor employees, improving
competencies of Business Support Officers (BSOs), and enhancing the leadership qualities of
managers.
Like most big organizations, the development of HR Strategies is also done in accordance with
company’s mission. First, Strategic planners analyze what actually is the prevalent culture of the
organization, what are the strengths, weaknesses, opportunities, threats (SWOT analysis) of
business and its market, and on the basis of all the above analysis, company’s strategic plan is
established. In the end HR strategies are formulated in accordance with this overall
business’/companies’ strategic plans.
Based on these HR strategies, HR policies and practices are also formed and implemented. Any
abrupt change in the market requires the organization to follow this analysis in order to be
successful. That why organizations continuously keep on updating their strategies and policies.
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Whole system for development of HR strategies/policies/practices is as below:
Mobilink’s Competitive Environment
Economic, Political, Demographic,

Competitive and Technological Trends
Company’s Strategic Situation Company’s Strategic Plan
Company’s Internal
Strengths and Weaknesses
Organizational Performance Company’s HR strategies
Formulation of HR policies Formulation of HR practices
HR Practices at Mobilink:
These are few of the HR practices that I have learned from my resource person.
Planning
Recruitment
Selection
Training & Development
Compensation
Performance Appraisal System
Occupational Health and Safety measures
Career Planning and Development
Research and Development
Reward Management
Employee Relations
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Planning:
After the emergence of new telecom companies, market has become much more competitive
and employees are less loyal to the company. Whenever they get any opportunity better than
the existing job, they just opt for that. Which is there right, however Mobilink is aware of this
fact and that’s why they do not have any formal strategy for succession planning. They do
consider the people from inside but proper succession planning is not practiced in Mobilink
these days. When they entered into the market they used to have strategy regarding this
matter.
But now due to market trends they have transformed there new strategies. According to the
management it’s not useful to invest a lot in the employee at a larger extent. They do develop
employees for their career planning but no formal succession planning is practiced
Recruitment and Selection:

In MOBILINK, the activity to fill a vacancy or a new job starts with the requirement
communicated by the respective managers to the HR department. The HR department then
looks for the possibilities of internal and external recruitment.
Internal Recruitment:
In MOBILINK, internal recruitment is done for the managers of the higher grade and directors.
When a position is vacant, the HR department views the past performance of the people
working at lower levels than the vacant position and chooses the right person who is promoted
to that position.
At the manager and director level, the internal recruitment process is mostly carried out but
when managerial position is vacant and a suitable person is not available for the desired post
from within the organization then external recruitment is carried out.
External Recruitment:
For external recruitment in MOBILINK, the line managers are required to make a requisition
form for the job in which they have to mention their need taking in account the budget for
establishment and salaries for the position of Management, Business Support Officers and
Workers. Role profile for the specified job is also prepared matching up the requirement and
the grade of the job. Training period is also specified on the requisition form.
The requisition form along with the role profile is sent by the line manager to the functional
director for his approval and then forwarded to HR Manager. The HR manager confirms the
availability of budgets required for establishment, salaries and cost of advertisement for the
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job. After all this, the requisition form along with the job profile and the budget forecast is sent
to the HR Director for his final approval.
After approval from the HR director the HR manager and the line manager work hand in hand
to prepare job and person specifications for advertising or giving to the head hunters.
The sources that MOBILINK uses to attract applicants are:

Inviting applications through advertisement
Recommendations from the head hunters
Applications obtained from the data bank of MOBILINK where direct applications are received
from time to time.
After a substantial amount of applications have been received, the line and the HR managers
again work together to shortlist the applications. This is done by carefully going through all the
application and by giving different weightage to the following criteria:
Quality of early schooling

Grade obtained
Extra Curricular activities
Overseas travel and education
Age
Target University
Relevant experience
The HR Department then issue call letters to the short listed candidates along with blank
application forms by Date, time and venue for the preliminary interview is advised and
candidates are asked to bring along completed application forms. A two-member panel of HR
and line management carries out competency-based interviews focusing on functional skills and
managerial and supervisory skills.
After the preliminary interview is cleared people applying for different jobs are tested in
different ways. The following management competencies are assessed by a panel of cross
functional assessors In the case of management selection:
Communication skills
Resource management
Rational decision making
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Influencing
Creative thinking
Business development
The HR department is responsible for overall administration of the assessment centre including
training of the assessors.
The HR department provides details of remuneration package and terms and conditions of
service. The HR department also prepares appointment letter, service agreement and finalizes
other documentation for service record.
Measures to improve competences and employee Skills:
In order to make its human resource productive and efficient, Mobilink aggressively work in
developing its human resource capital through international and local trainings as well as
structured employee ‘well-being’ programs, making it one of the most sought after companies
to work for in Pakistan. Mobilink conducts several training program in order to improve the
competencies and skills of employees.
Orientation:
Mobilink has a very well organized and well established HR department that practices all the HR
strategies which are beneficial for the organization. As other departments are well established
and operational for their matters, HR department is empowered to develop and plan what so
ever is required for the company.
Orientation and induction is required for employee familiarization with the organization and
Mobilink is well aware of this fact. Affiliation with organization is only possible if the employees
are informed about each and everything. When the employee is hired he get proper orientation
and that orientation may exceed to few months until he gets the feeling of affiliation and get to
know the organization well.
Training:
Training is a planned effort by a company to facilitate employees learning of job-related
competencies. These competencies include knowledge, skills or behaviors that are critical for
the successful job performance.
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At MOBILINK, there is a continuous assessment of the technical and managerial skills. For the
further enhancement of these skills formal training programmes offered at all levels. The
employees are provided with opportunities to put these skills into practice, in preparation for
the move to a managerial role.
Training is viewed at MOBILINK as a way of creating intellectual capital. Employees are

expected to acquire new skills and knowledge, apply them on job and share this information
with other employees. The training is cross-functional for sharing of skills.
The employee are trained periodically either locally or abroad according to preplanned
schedules. The objective of such training is to upgrade the capabilities of employees.
If an employee attends an overseas training then he/she has to serve the company for a certain
period after the date of completion of training subject to the cost and duration of training itself.
In case an employee leaves the company during this period he/she will have to pay the amount
specified at that point in time.
Training Methods
On Job Training
Special Training Sessions
Team Building
Problem Based
Refresher Courses
Types of Training in Mobilink:

On a general basis the training done in Mobilink can be divided into two categories:
• Soft skill training
• Technical Training
Soft Skill Training:

Helping your employees develop a stronger base of knowledge on topics that affect their
personal lives can make them more productive and less distracted in their jobs. Soft skill
development courses in areas like personal finance and childcare can help your team better
manage the most important areas in their personal lives.
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This may include the following things for e.g.
• Conflict management training
• People management training
• Communication skills
• Anger management
• Time management training
• Teamwork training etc
Technical Training:
This type of training has direct effect on the job of the employee. Specific skills are focused and
developed accordingly. The engineering trainings of Mobilink are also included with this along
with
• Customer Services training
• Sales related training
• Marketing and technology training etc.
All these types of training are done to enhance the employees job skills at the level he is at.
Training programs leads to:

Leadership
Influencing
Creative Problem Solving
Performance Appraisal:
Reviewing performance and taking positive steps to develop employees further is a key
function of management and is a major component in ensuring the success of the company
through effective employee performance.
A review is about ensuring people know what levels of performance are expected of them and
then taking action to ensure they are trained and developed to perform effectively.
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Objectives of Performance Appraisals:
To measure the work performance

To motivate and assist employees in improving their performance
And achieving their professional goals
To identify employees with high potentials for advancements
To identify employees training and development needs
To provide a solid path for career planning for each individual
Appraisal Policy:
The intent of these appraisals is to review current job performance and responsibilities, set
goals and discuss further opportunities with reference to past performance at Mobilink.
Performance Review:
At MOBILINK a review is intended to be an open and frank discussion between an employee

and their Team Leader/Manager. Generally, there are two elements: first is the element in
which discussion takes place over the strengths and areas which need to be developed as
displayed by the job holder over the past 12 months.
The performance is of course judged comparing the performance against the core indicators of
Job. The second element is concerned with discussing the training needs/inputs activities that
are considered to be appropriate to help the jobholder overcome some of development areas
discussed in the review and also those activities that are deemed appropriate to build upon
their current strengths.
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Appraisal categories
% Of total numbers of
Appraisal category Definition of category employees which can be
rated in this category
1. Expert Indicates exceptional 15%
performance
2. Very Good Indicate performance 10%
that consistently meets
the requirements of the
position,” very good”
indicates the individual is
on track for
advancements
3. Good Indicated performance 8%
that requires
improvement (i.e. meet
requirements without
initiative or
advancement)
4. Basic Performance to be 5%
improved (hardly meets
requirements)
Sources of Performance Appraisal:

At MOBILINK the primary sources of performance appraisal are the managers and secondary
sources are employees themselves. Though the peers also give their opinion but it usually does
not have any weightage unless a conflict arises between the manager and the employee.
Feedback:
Workers at MOBILINK are informed of their performance and given the opportunity to express
their opinion over their own level of performance against each competence. This enables the
reviewer to redefine whether the initial assessment was correct, as circumstances may exist
that the reviewer is unaware of.
By asking the worker what he sees to be his own strengths and development areas often help
to reduce negative responses and makes planning training needs/inputs activities easier if the
person is able to express for himself the areas in which he feels he can improve.
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CAREER PLANNING & DEVELOPMENT:
Mobilink faces much competition in the telecom industry so now they are focusing on career
Management of their employees in which they enable the employees to better understand and
develop their career skills and interests and to use these skills and interests most effectively
both within the company and after they leave the firm.
Career planning is the deliberate process through which someone becomes aware of personal
skills, interest’s knowledge, motivation, and other characteristics; acquires information about
other opportunities and choices; identifies career related goals and establishes action plans to
attain specific goals.
Career development is the lifelong series of activities (such as workshops) that contributes to a
person career exploration, establishment, and success ad fulfillment.
Mobilink gives promotion to their employees on the performance basis. The Mobilink HR
department develops the employee’s career development plans in which the HR department
predicts the next logical step for their employees within five years.
Importance of Career planning in today’s competitive world is as important as any other HR

function. Retaining your valuable Human resource today is one of the biggest challenges that
organizations are facing. So, HR needs to come up with new strategies. Career planning and
development is one of the basic tool and strategy organizations are using for retaining their
employees. This function actually makes employees feel that they are important to the
organization and Mobilink wants them to be at the top in their careers.
However, at Mobilink this function is not fully performed or we should say this function is not
performed satisfactorily. There are some policies on these but those are not recognized that
well. One point of policy is found along with the compensation other with the recruitment.
There should have been separate head for these policies.
As far as the practices are concerned, all the employees were reluctant to talk about this during
our interview. However, what we analyzed is that career development is practiced but not that
openly. Specially, in case if some employee is considering of joining the competitor’s firm. If
such is a case then organization has discipline policies for that even.
Promotion Policies:
The new company structure is in five layers, comprising associates, specialists, managers,
directors and chief officers------in that order starting from the bottom and working towards the
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top rung of the ladder.
Until approved otherwise, it would be mandatory for the employees to spend the following
maximum period at each level before a promotion to the next level depending upon availability
of a slot:
Associate 3-4 years

Specialist 3-4 years
Manager 2-3 years
Director According to the president decision
Chiefs According to the president decision
However, employees who may not get a chance of promotion due to the non-availability of an
existing slot, will be compensated by being “moved over” with in the new salary range specified
Reward System:
MOBILINK considers its employees not just as a cost but also as a resource in which the
company has invested from which it expects valuable returns. Pay policies and programs are
one of the most important human resource tools for encouraging desired employee behaviors.
The advantage of paying above the market average is the ability to attract and retain the top
talent available, which can translate into highly effective and productive work force.
The incentive schemes and incentive objective have been clearly communicated to all
individuals and weekly progress report is also communicated to all concerned.
Compensation and benefit plans:
Mobilink has a separate department for compensation. That department deals in staffing and
compensation planning. First of all, this department has all the information regarding who is
being employed and how it is performing. What so ever promises are made to the employees,
they know that. So it’s easy for them to design compensation plans because they know every
employee which is being hired.
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Compensation and benefit plans are particularly based on performance. If performance is up to
the standards of Mobilink and the employee has good conducts he is rewarded. After
peformance evaluation, results are rechecked and matched with the standards. Based on that,
proper compensation plans are designed.
Salary policy:
The company will pay salaries of the employees as follows:

All new employees have to open bank accounts in specified banks prescribed by the company
so that their salary will be credited at the end of each month.
After opening account with the bank employees should forward his account number to HR.
Upon termination of services the employee will receive his salary within 15 days up to the time
of date of his last working day.
Upon resignation the employee will be paid his dues during a maximum period of 15 days from
the date he left the job.
Promotions:
Promotions are also reward management technique to motivate employees. In MOBILINK

promotions are based on the merit and seniority (experience) basis. The one who performs well
consistently over time gets reward in the form of promotion.
Bonuses:
The employee may receive 1 to 3 month bonus subject to evaluation of accomplished

objectives.
In Mobilink the reward system is based on the individual performance and individual employee
performance is judged for the reward. The manager of respective departments recommends a
candidate from his section for the reward purpose to HR.
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Reward Categories at Mobilink:
Intrinsic and Extrinsic rewards include:
Smart/Quality work
Exceptional performance in a project
Targets achievements
Special assignments
Medical care
Life insurance
Vacations
Relocation
Credit advance policy provident policy/advance against provident fund and a capping of
gratuity
Recreation
Club Policy Travel
Education assistance policy
Mobile phone
Business mobile phone policy
Official Blackberry Policy
Life insurance
Medical entitlement
Health & Safety Policies:
The safety of employees is everyone’s responsibility. Accidents, precaution and efficient work
go hand in hand. All levels of employees have a primary responsibility for the safety and
wellbeing of all of us.
Therefore, interest in practicing safety prevention must be encouraged by:
Setting good examples.

Acting upon safety records.
Reviewing safety programs.
Holding personal interviews or group conferences.
Starting activities that will stimulate and maintain employee’s interests.
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No phase of operation of administration is of greater importance than accident prevention. It is
the policy of the Company to provide and maintain safe and healthy working conditions and to
follow operating practices that safeguard all employees and result in safe working conditions
and efficient operations. Proper First Aid Kit will be available at all Mobilink Offices including
remote locations.
There is no need for such measures at Mobilink as maximum jobs do not expose you to the
health hazards and are not such that require safety measures. However, there is a tendency of
being safe in every human and that shows when you visit some Mobilink officer to meet
someone of a high designation level. You need to fulfil various safety measures.
Employee Relations:
It is the company policy to ensure that the required standards of performance and conduct are
maintained. The disciplinary procedure is intended only as a statement of Company policy and
management guidelines. It does not form part of the contract of employment or otherwise
have contractual effect.
Discipline Procedure:
Warning may be addressed to the employees verbally and in written through their immediate
supervisor. The warning shall refer to the contraventions committed by the employee and will
serve to remind the employees the he/she abide by the company rules and regulations in
performing his/her work, and that this contravention should not be repeated in future.
A written letter may be addressed to the employee describing the contravention committed.
The employee will also be notified that a higher penalty may be inflicted on him in the
contravention is repeated in future. The warning letter may be registered in the employees
personal file. Issuance of written warning can be recommended by the respective supervisor
and HOD. It will be issued by the HR department after approval of VP HR.
Deduction from the salary will be an amount of employee salary depending on the type offence
and decision taken accordingly.
The employee may be suspended from performing his or her duties for a period of time as
conveyed in written.
Unauthorized absence of more then two times in Six month can result in termination of
employment.
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An employee who is absent from the job with out satisfactory explanation is considered to be
an unauthorized unpaid absence.
Discrimination, intimidation and harassment based on sex, race, religion, age, color, disability,
sexual orientation and cultural background is prohibited at the workplace.
The Head of Department should maintain direct control of all disciplinary records. A copy of all
records must be placed on the employee's personal file in the Human Resources Department.
All warnings will remain upon the employee's personal file indefinitely, but will normally be
disregarded for disciplinary purposes after the following periods:
Stage 1 - Verbal warning: 03 months
Stage 2 - Written warning: 06 months
Stage 3 - Final written warning: 12 months
Stage 4 - Dismissal
These time periods may however be extended in appropriate circumstances taking into account
the nature of the offence.
The time period will commence from the date of the letter/memorandum confirming the
warning, even though any specified time for improvement has expired.
Penalties:
Employee’s services may be terminated in following cases
Insubordination:
Willful failure to carry out reasonable orders including the performing of job assigned by
supervisor.
Dishonesty:
Falsification of any official company records will subject to the termination without prior notice.
Violation of Safety Rule:

Failure is refusal to conform to safety practices or the misuse of safety device
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Violence:
Causing a disturbance on company property resulting from fighting.
Profanity or Indecent Conduct:

The use of profane language or engaging in immoral conduct.
Intoxication:
Coming to work under the influence of drugs or bringing drugs into the facility.
Willful Damage to Property:

Careless spoilage, destruction of company property or material.
One Day Absenteeism:

Unauthorized absence from work for one day without notifying employer.
Misrepresentation:
Deliberate misrepresentation of past history or other important matters.
Accepting Money or Gift:

Taking advantage of one’s positions to accept money or gift is against the rules of company.
Motivation:
As we know MOBILINK is highly aware of how to motivate its employees in the best way. This
can be judged by the enthusiasm and good spirit that people show in performing their jobs.
There is a well-devised system that MOBILINK follows for the purpose of motivation. It includes
both financial and non-financial rewards along with the major Motivators and Dissatisfies.
The company recognizes the importance of making people drive towards their goals and the
basic step towards this is made through recognizing the value of importance that the company
gives to its employees. MOBILINK has a set of financial rewards, medical, dental, vision and life
insurance, retirement plan, educational refund assistance, paid vacation days, family and work
life balance benefits and profit sharing plan, Annual bonus opportunities, company cars etc.
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other ways in which employees are motivated are:
Employees are safe in knowing that they will be rewarded for any exceptional work. This
reward is not only monetary. It is accompanied by the employee being given recognition and
greater empowerment.
Employees are given a very beautiful and healthy work environment. Special attention is given
to make the physical environment most productive. This is why MOBILINK offices are
considered to be the most well decorated and organized.
As we know MOBILINK has a desire to promote the high achievers from within the company.
Positions are given on merit and are transparent and fair in nature. There is no special
treatment. Therefore, each employee knows that he can aim for the top and actually get there.
This has proved to be a great source of motivation for the employees of MOBILINK.
Motivational factors:
Mobilink is a leading telecom company and all the employees working there feel pride in
affiliating them with the organization. It’s the biggest intangible motivational factor. Affiliating
with organization, employees are self-motivated to work and loyalty comes from within.
However, they have other factors too. They believe in praising the good work done by
employees and reward them on that. Reward may be tangible or intangible. They also arrange
parties in which star performers are highlighted. Also they have informal meetings after
performance evaluation and supervisors, subordinates, colleagues talk about their success and
are motivated through intrinsic factors. Delegation of authority and empowerment re the tools
which they use to motivate employees and that is how they keep up the good work.
SWOT Analysis:
Strengths:
MOBILINK has been operating for a long period of time and has been able to adjust with the
changing environment because of its effective Human Resource Management. The HR practices
of MOBILINK have the following strengths:
MOBILINK has the latest employee training and development approaches. Therefore, it can
adapt to all sorts of change and bring immediate improvement in work practices whenever the
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need arises.
MOBILINK hires only the most highly qualified and exceptionally intelligent and energetic
people. This result in lesser HR problems as people are willing to change, take constructive
criticism and focus on personal and professional development by focusing solely on achieving
their work.
MOBILINK believes in making people realize their full potential and capabilities which is why
jobs are designed to be challenging and goals are made to be achievable yet competitive. This
results in a high level of motivation and job satisfaction for the employees and automatically
promotes a healthy work environment.
The company has a very well balanced and realistic incentive program. It also focuses on giving
additional benefits to its employees apart from the basic remuneration. This results in
employees giving their “Heart and Soul” in working for their employer.
The HR practices of MOBILINK greatly enhance its image as a company that wants to contribute
towards the society in every possible way. As the main focus is on developing better people not
just better employees.
There may be various other strengths of the HR practices and management system of
MOBILINK, only the most important have been discussed above.
Weaknesses:
It is very difficult to find any weaknesses in the HR management of a company that has
developed and created its HR strategy with near perfection. However some weaknesses can be
pointed out.
MOBILINK has a trend of maintaining long working relations with employees and sticking with
the same people as long as it is productive. Most of these people are promoted from within the
company to form the middle and upper management. This results in loss of creativity that can
be recognized by external recruitment for these core managerial positions.
The employees are supposed to work at late night without being paid additionally. This creates
mental tension. CV’s are not properly entertained certain non-financial rewards such as
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“employee of the year” which is used as motivation tool are not properly communicated to the
employees regarding their importance.
The most common complaint that is heard by the employees is the biasness of immediate
bosses. That creates a sense of concern within the employees.
Opportunities:
There are a number of opportunities that are available in areas of HR for MOBILINK during the
course of its future activities.
These are:
The company can discover great potential through the future graduates as every generation is
being taught in more effective manner that leads to better growth. Being a leading company in
the employment rankings of Pakistan MOBILINK can recruit the “cream of graduates” every
year and utilize their improved knowledge and abilities.
There is an opportunity to create the best image of the company in the mind of customers by
adding the value added services. With the expansion in the company business in Pakistan, the
HR department can be expended in order to manage diversity of workforce.
Threats:
Due to entering of new companies in cellular industry the competition has been enhanced. Like
other areas HR departments is facing the threat of employees switching from Mobilink to other
companies.
The skilled and qualified workers are being attracted by the other cellular phone &
multinational companies.
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Questionnaire on HR policies in Mobilink:
1. Mobilink’s HR executives are fully aware of the business needs and strategies?
Explanation:
In Mobilink 90% of the HR executives are fully agree with the given statement and 10% from
them are fully disagree because 90% of them are old employees and they are fully trained and
10% are newly hired and didn’t have any training yet.
2. Efforts are taken to generate awareness amongst the employees about the organization’s
financial position, customers’ needs, quality of service, cost etc?
Agree 80% disagree 20 %
Explanation:
In Mobilink 80% are agree with the statement and 20% are disagree because the majority of the
company employees got proper training session and the 20% didn’t get any ay training sessions
because Mobilink haven’t arranged any sessions for them.
3. The organization’s human resource requirements are systematically ascertained and an

appropriate plan is formulated for satisfying the requirement?
Explanation:
All employees working under Mobilink’s HR department are agree with the statement.
4. All major jobs are subject to formal job analysis?
Explanation:
Everyone in the organization is agree with the statement because all the major jobs are
assigned to professionals.
5. The organization has a wide network of computerized human resource information system
with the latest software?
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Explanation:
In this statement half of them are agree and half are disagree because in Mobilink not all the
latest software’s are installed. The organization is working on it with professional employees?
6. The organization has a formal policy of career planning and development?
7. There are distinct career paths and internal promotion norms within the organization?
Explanation:
Mobilink has a clear path and also internal promotion norms, so all employees agree with this
statement.
8. The organization utilizes the assessment center/development center for identification and
development of management potential?
Explanation:
In this statement majority disagree because Mobilink does not properly utilizes the
development center for identification and development of management potential.
9. The organization carries out succession planning in order to ensure that executives are
available to fill gaps in key managerial positions?
Explanation:
majority agrees because Mobilink has highly qualified employees working on managerial
positions to fill all the gaps.
10. The organization encourages employees to suggest product/process improvement?
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Explanation:
majority of the employees are agree and some disagree because they think that there is some
sort of nepotism in the organization.
Recommendations For Zong and Mobilink:
Human Resource Management in the age of Information Technology, Globalization, Media,

Technological and Scientific advancements is the master weapon for any organization, company
or project in all fields together without proper Human Resource Policy and Strategy it’s likely
that the organization will not be able to achieve its objectives thoroughly and will compete at
an ordinary stage in all of its processes and objectives so latest innovations in the field of
Human Resources related to technology, policies, management issues and methods are need of
the hour to compete successfully at world level and produce the best results and performance
of the organization, company or project.
Digital Business Strategy and Role of HR: How to lead digital transformation with practical
frameworks to develop innovative new strategies, products, and business model.
2. Data Breaches and Record Keeping with respect to HR is now a serious offence.
3. HR Tech Moves Within the Flow of Daily Work: HR Apps, Intelligence and aptitude testing
apps like access first.
4. Internal Talent Marketplaces Trending Up through AI: Using artificial intelligence (AI) to
match people to opportunities.
a. AI is Going Mainstream although AI has become ubiquitous in many HR technologies, buyers
should be sure to do their due diligence. "Evaluate AI based on the amount and quality of data
underpinning it, on the maturity of the model, and on how applicable it is to your particular HR
challenges and company to increase internal efficiencies and processes.
b. The continual worry of “robots coming for your job” has sharpened in the era of AI and
robotics. Will automation replace human workers — or will it support them, helping to expand
their capabilities and productivity.
5. Well-Being Tech Is Thriving: Driven in part by the growing stress employees feel from
managing work/life balance, health issues or financial challenges.
6. HR Training Methods: Payroll process, Building Your Career, Mentoring and Employee
Growth, Dealing with presentations and audience, team roles, conflict resolution.
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7. Screening: While hiring quickly is imperative to keeping the business moving forward, HR
must also be thorough and accurate in screening candidates to ensure quality hires and to keep
workplaces safe. Hiring organizations can stay ahead of the curve by choosing quality
background-check packages and processes.
8. About SHRM: Society For Human Resource Management it certifications which include
Certified Professional and Senior Certified professional in HR.
9. Guiding international, local, company laws and company procedure and policies document.
10. In a competitive talent market, employee benefits are crucial tool in recruiting and retaining
talent. Employees want benefits to reflect their needs and aspirations. Employers whose
benefits strategies address employee needs as well as business goals may be rewarded with
more satisfied, more productive and more loyal employees.
11. Employers often struggle to fill urgent or unexpected labor needs on short notice. Contract
and temporary workers often struggle to find such work in time-efficient ways. Enter cutting-
edge, on-demand staffing apps to resolve some of these age-old staffing quandaries.
12. Employee self-service platforms. Mobile timesheet systems. Virtual training. The newest
generation of technology promises to streamline core HR tasks. But not every organization will
experience a smooth transition. On many teams, there are still employees who are
uncomfortable with technology, worried about privacy or just reluctant to let go of old ways.
13. To be a successful HR professional in a digital world, you need to understand what people
analytics are, how they’re helping solve crucial business problems like retention, and why HR
needs to take a more strategic role in business growth. Walk step-by-step through what people
analytics is and how to start your company down a path toward data-driven decision-making.
14. Conduct: New Google guidelines instruct the company's employees to avoid workplace
conversations on company intranets and in the hallways that are disruptive and create division.
15. Job Satisfaction and Performance
16. Employment law: Hiring and firing
17. Coaching and motivating employees
18. Guide to managing difficult situation
19. Tasking: Goal setting
20. Employee handbooks
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21. Psychological Aspects:
a. Dealing with employee morale and negativity
b. Coaching and mentoring
c. Employee engagement
d. Tips for first time employee
e. Difficult discussions with employees
f. Motivating your staff
g. Office technology
i. Business negotiation
22.: Legal Section:
a. Contracts check them.
b. Independent contractors, dealing with contractors.
23. Bosses:
a. Work with different bosses and change style be compatible, Techniques to set up
clear plans and needs concrete expectations schedules to avoid crises frustration
miscommunication
b. Manage up assertive communication
c. Strategies and tactics to resolve conflict between different managers
d. Experience of multiple managers positively
e. Leadership skills
f. Simple ways to boost confidence
g. Avoiding conflict
i. Effective decision making
j. How to create the right team
k. Successful networking
l. Transforming interactions between HR and management
j. Steps to improve multi-generational productivity
h. Long term retention
i. How to create employee value prepositions
60 | P a g e
24: To be a valuable assistant
 Learn
 Recognize
 Discover
 Receive
 Understand
 Managing people
 How to defuse anger
 How to have an upper hand
 How to read faces and minds
 How to say no
25. Harassment’s punishable under employment law.
26. Hidden costs of conflict:

 Quick fix approach to conflict resolution aren’t enough
 Fundamental mindset that makes conflicts difficult to resolve
 Emotional forces that bring people to decisiveness
 How to counteract dynamics and reconcile relationships
 Surprising power of appreciation turning conflict into opportunity
 How to appreciate your adversary
 Intense disagreements
 Dealing with slack
 Lost production
27. Core Competencies that the employees must demonstrate:
 Intelligence
 Creativity
 Tactics
 Diplomacy
 Communication skills
 Knowledge
 Traits and skills
 Adaptable to situations
 Alert to social environment
 Ambitious and achievement oriented
 Assertive
 Cooperative
 Decisive
 Dependable
 Dominant
 Energetic
 Persistent
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 Managers
 Functionaries
 Protect their operations
 Accept responsibility
 Control employees
 Competent
 Specialist
 Minimize risk
 Accept speaking opportunities
 Set reasonable goals
 Pacify
 Strive for a comfortable working environment
 Use power cautiously
 Delegate cautiously
 View workers as employees
 Leaders
 Innovators
 Advance their operations
 Seek responsibility
 Trust employees
 Creative
 Flexible
 Take calculated risks
 Generate speaking opportunities
 Set challenging goals
 Challenge
 Strive for an exciting work environment
 Use power forcefully
 Delegate work
 View workers as followers
 Tolerant of stress
 Willing to assume responsibility
 Office technology
 Communication
 Managing
 Office administration
 Operations
 Human resources
 Time management
 Morale
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Conclusion:
The training development process of Mobilink and Zong is very extensive and responds
perfectly for the changing needs of the organization. Although too much expenses have to be
incurred due to these programs one thing which was told to us during this project was that
sometimes Training and Development Budget gets slashed most of the times which is not good
for the overall organizational development we strongly recommended on not doing that. Line
managers should be given the budget as it is the best way possible of delivering effective
training the training policy should be devolved to line managers so that they can discern the
training needs and suggest a suitable training program for the employee usually in consultation
with training department. Mobilink has shifted from traditional to performance driven training
by keeping this strategic direction.
• Improving organization’s learning capabilities
• Facilitating organizational development
• Upgrading operational excellence
• Cultivating better customer care
• Building, expanding and managing knowledge
Mobilink has strategic long term training plans tied into career progression for targeted job
families and across the level of management. We will suggest Mobilink and Zong to develop
its own functional training centers, development of a strong internal faculty which should
travel throughout the year and deliver training across all established workplaces. We
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suggest of introducing the best Talent Management Programs for employees enhancing
their skills to improve performance on the current job and deal with forthcoming changes
development needs that will enable the individuals to progress in their career. It is very
important to understand that well planned effective training also works as an effective
retention strategy.
REFERENCES:
http://www.zong.com.pk
http://derekstockley.com.au/courses/human-resources-c.html
www.mobilinkgsm.com
www.google.com
www.wikipedia.com
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FYP SZABIST Plagirism

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HUMAN RESOURCE

“Comparative study of Human Resource Practices In ZONG

Shaheed Zulfikar Ali Bhutto Institute Of Science And

This is to certify that the project named as “Comparative study of two

We hereby declare that the project report titled:

“Comparative study of Human Resource Practices in ZONG and

The project carried out under the Supervision of:

Masters in Human Resource Management (MHRM)

Shaheed Zulfikar Ali Bhutto Institute Of Science And

EXECUTIVE SUMMARY: ................................................................................................................................ 7

Telecom sector have undergone a radical change in the recent years.

Late entry into the market

Covering such areas where others have not yet reached

Security threats to towers

Islamabad Karachi Lahore

Marketing Fianance HR IT Sales Engineering

Cheif HRM Officer

Policies for Recruitment and Selection as experienced at ZONG are:

GENERAL CONDITIONS FOR RECRUITMENT:

a) Education (Academic / Professional).

Conditions for selection:

On Selection the following information will be forwarded to HR to be kept in the Employees

a. Interview Evaluation form

Practices at ZONG regarding Recruitment and Selection:

Sources of Internal Recruitment Sources of External Recruitment

Employee referrals Job fairs

Critical Review on Recruitment and Selection Process:

Training needs assessment Policy at ZONG

Objective: To Identify the most appropriate solutions to performance problems.

Developing a Company – Wide Management Training Plan:

A total-company plan after coordination of HR Department is finalized and its implementation

Training Practices at ZONG:

Types of Training in ZONG:

Soft Skill Training:

This may include the following things for e.g.

Critical Review on Training at ZONG:

ZONG provides good professional development to their employees by several training

Adoption Towards Organizational Change:

Policies at ZONG for Performance Appraisal:

The Objectives of the Performance Review Program are:

To measure work performance

Practices at ZONG for Performance Appraisal:

To meet company’s performance standards ZONG conducts performance appraisal in order to

CAREER PLANNING AND DEVELOPMENT:

Career Development Process:

Policies on Reward system at ZONG:

Other intrinsic and extrinsic rewards include:

Practices on Reward systems at ZONG:

HEALTH AND SAFETY MEASURES:

Questionnaire on HR policies in ZONG:

Agree 50% disagree 50%

3. The organization’s human resource requirements are systematically ascertained and an

Agree 70% disagree 30%

4. All major jobs are subject to formal job analysis?

Agree 100% disagree 0%

Agree 90% disagree 10%

6. The organization has a formal policy of career planning and development?

Agree 100% disagree 0%

10. The organization encourages employees to suggest product/process improvement?

Agree 50% disagree 50%

“To be the unmatchable mobile system of communications in Pakistan this

“To be the leading telecommunication services provider in Pakistan by offering innovative