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Internship Reporton GPbyalam 2
Internship Reporton GPbyalam 2
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Samsul Alam
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(For the Requirement of the Partial Fulfillment of the BBA Program, Dept. of MIS, DU)
Samsul Alam
a
b
Letter of Submission
To
Professor
Department of MIS
University of Dhaka
Dear Sir,
With a great pleasure I here submit the report on the “HRIS: A Case of
GrameenPhone Ltd.” that I have prepared for as the requirement of B.B.A
Program.
While doing my internship, I had the opportunity to meet about all the
employees of the Business Partner (BP) Department under P&O (People
& Organization) Division of Grameenphone Ltd. Almost each of the people I
came across had been very helpful to me.
Sincerely yours,
Samsul Alam
Samsul Alam
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DECLARATION
I do hereby solemnly declare that the work presented in this report entitled
“HRIS: A Case of GrameenPhone Ltd.” has been carried out by me and
has not been previously submitted to any other University/ College/
Organization for academic qualification/ certificate/ diploma or degree.
The work I have presented does not breach any existing copyright act and no
portion of this report is copied from any other work done earlier for a degree
or otherwise.
………………………….
Samsul Alam
Roll: 05-002
University of Dhaka
Dhaka-1000, Bangladesh.
Samsul Alam
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SUPERVISOR’S CERTIFICATE
..................................................
Professor
Department of MIS
University of Dhaka
Samsul Alam
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ACKNOWLEDGEMENT
I, Samsul Alam, first of all, would like to express my gratitude to almighty Allah
for keeping me mentally and physically sound to prepare this report. Again, I
would also like to express my heartiest gratitude & thanks to those people,
because without their dedication and contribution this report would not get the
successful completion.
Samsul Alam
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EXECUTIVE SUMMARY
Being the leading telecommunication company Grameenphone Ltd. enters in
the business field that has already become the top telecommunication
company of the country. To achieve this goal P&O Division should play a
leading role. We know that proper management of people of an organization
using IS is essential for achievement of efficiency and effectiveness of
operation. If people are properly managed & organized then it will result in the
overall performance in a positive way to achieve short term & long term goal.
On the other hand, if these are not properly managed & organized then it will
result in poor performance. This report covers a thorough analysis about the
HRIS in P&O Division of Grameenphone Ltd.
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Table of Contents
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3.15 Product and Internet service of GrameenPhone ......................................................... 17
3.16 Company’s Awards: ...................................................................................................... 18
CHAPTER 4 COMPETITIVE SCENARIO & SWOT ANALYSIS OF GRAMEENPHONE .................................... 19
4.1 Competitive Scenario of GrameenPhone ...................................................................... 19
4.2 SWOT analysis ................................................................................................................ 22
4.2.1 SWOT analysis of GrameenPhone ........................................................................... 23
4.2.2 SWOT Analysis of P&O Division:.............................................................................. 25
CHAPTER 5 HRIS: SYSTEM CONSIDERATIONS IN DESIGNING P&O OF GP ............................................ 26
5.1 HRIS ................................................................................................................................ 26
5.2 History of HRIS ............................................................................................................... 27
5.3 Development of HRIS ..................................................................................................... 28
5.4 Components of an HRIS ................................................................................................. 28
5.5 Users of HRIS applications ............................................................................................. 28
5.6 HRIS functions ................................................................................................................ 29
5.6.1 Integrating the Technologies of HR ......................................................................... 29
5.6.2 Increased Efficiency ................................................................................................. 30
5.6.3 Increased Effectiveness ........................................................................................... 30
5.6.4 IT-Enabled Processes............................................................................................... 30
5.7 Cost and benefit of HRIS ................................................................................................ 31
5.8 Key Human Resource functions and risks ...................................................................... 31
5.8.1 HR and payroll data management .......................................................................... 31
5.8.2 Workforce management ......................................................................................... 31
5.8.3 Payroll processing ................................................................................................... 32
5.8.4 System maintenance and integration ..................................................................... 32
5.8.5 Feature article: Implementing self-service functionality ........................................ 32
5.9 Payroll configuration ...................................................................................................... 33
5.10 Feature article: Managing and maintaining the HRMIS ............................................... 34
5.10.1 Change Management ............................................................................................ 34
5.10.2 Interface Management ......................................................................................... 35
5.10.3 User Access Management ..................................................................................... 35
5.10.4 Business Continuity Management ........................................................................ 35
10.11 Best of Breed.............................................................................................................. 36
10.12 System Implementation Process ................................................................................ 36
10.13 Evaluation of Project .................................................................................................. 37
10.14 Potential Pitfalls ......................................................................................................... 37
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CHAPTER 6 INTERNSHIP EXPERIENCES & JOB DESCRIPTION WITH GRAMEENPHONE............................... 38
6. 1 Starting Journey to Corporate world............................................................................. 38
6. 2 Daily activities and Reporting........................................................................................ 38
6. 3 Leadership Process ........................................................................................................ 46
6. 4 Strategic Planning.......................................................................................................... 46
CHAPTER 7 FINDINGS OF THE STUDY ............................................................................................... 48
7.1 Conceptual Framework .................................................................................................. 48
7.2 Findings & Overall Impact .............................................................................................. 49
7.3 Solutions offered by HRIS Systems................................................................................. 50
CHAPTER 8 SUMMARY, CONCLUSIONS AND RECOMMENDATIONS ....................................................... 53
8.1 Summary ........................................................................................................................ 53
8.2 RECOMMENDATION ....................................................................................................... 54
8.3 CONCLUSION .................................................................................................................. 55
References: .................................................................................................................................. I
Bibliography: ........................................................................................................................... I
Web References: ................................................................................................................... III
Acceptance Letter: ................................................................................................................ IV
Appendix: ................................................................................................................................... V
Appendix-A: Work Schedule .................................................................................................. V
Appendix-B: Questionnaire ................................................................................................... VI
Appendix-C: Acronyms & Elaborations ............................................................................... VIII
Appendix-D: Index.................................................................................................................. X
Table of Figures
Figure 1: Company structure of GP ............................................................................................ 9
Figure 2: Shareholders of GP.................................................................................................... 13
Figure 3: Location of GP ........................................................................................................... 16
Figure 4: Product and Internet service of GrameenPhone ...................................................... 17
Figure 5: Overview of SAP and PeopleSoft HRMIS payroll configuration ................................ 33
Figure 6: Developed Conceptual Framework of Research Variables and their relationships. . 48
Figure 7: Performance of GP at a glance .................................................................................. 52
Figure 8: Work Schedule ............................................................................................................ V
Figure 9: Acronyms with its elaboration ................................................................................. VIII
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CHAPTER 1 INTRODUCTION
1.0 Introduction:
Successful implementation is the central goal of every HRIS project, and it
begins with a comprehensive design for the system. As the steps in the
system development process are covered in this chapter, the foundation
knowledge that is critical to the implementation process will be emphasized.
Only by understanding the users/customers of the HRIS, the technical
possibilities, the software solution parameters, and the systems
implementation process can we increase the probability that the completed
software installation will adequately meet the needs of the HRM function and
the organization. The chapter will begin by identifying the potential users and
the kind of information that the (HRIS) will be managing/ storing to facilitate
decision making. The chapter will next discuss the technical infrastructure,
how the technical infrastructure has evolved, and the many choices that the
organization must make. After the technology is discussed, the systems
implementation process will be presented. Those who have participated in a
system implementation will tell you that success is the result of careful
planning, a dedicated team, top-management support, and an awareness of
potential pitfalls. These same people will also tell you that the implementation
process provides a host of opportunities to reengineer and systematically
improve non software processes to reflect best practices in HRM. These
opportunities should not be ignored, as they can benefit the organization as
much as implementing the software will. Finally, the implementation team
members will tell you that it was the most intense 6 months, year, or 2 years
of their work life but that they learned a lot and every moment of the
experience was worth the time.
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1.1 Rationale of the study:
Internship after exam is a 3-credit compulsory course in BBA Program at
Faculty of Business Studies, University of Dhaka. As I am a student of
Management Information Systems (MIS), I am supposed to intern in such a
position where I can get acquainted with the real world usage of Information
Systems. So it‘s my academic duty to prepare an internship report after, at
least, 45-day internship. I prepared this report as of my academic duty after
BBA written exam. As my internship supervisor instructed me to prepare
internship report on HRIS: A Case of Grameenphone Ltd., I prepared this long
formal report on pros and cons of HRIS of Grameenphone Ltd. in Bangladesh
so that the telecommunications knowledge can be enhanced. In other word,
HRIS is one of the latest leading HR technologies that can facilitate P&O
Division.
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To understand the overall operational process of HRIS
To review the application of HRIS
To enhance the brand image and strengthen the value chain
management of Grameenphone Ltd.
This paper tries to fulfill all the study objectives by the methodology stated
below:
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Lack of information due to inadequate telecom publications and
journals.
The outcome of the study can thus be regarded exploratory, and may
not be treated as absolute for the whole country.
All of the respondents are young generation (19-27 years old); their
opinion and preferences may conflict with the elders (more than 35
years old respondents).
All the concerned personnel of the GP‘s different departments may not
be interviewed.
Lack of in-depth knowledge and analytical ability for writing such report.
It was very difficult to collect the information from various personnel for
the job constraint.
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CHAPTER 2 LITERATURE REVIEW
2.0 Literature review
A literature review is a description of the literature relevant to a particular field
or topic. It gives an overview of what has been said, who the key writers are,
what are the prevailing theories & hypothesis, what questions are being asked
& what methods & methodologies are suited.
Albert C. Hyde and Jay M. Shafritz (1977) conducted their study when HRIS was a
new concept and just came into market. They portrayed HRIS as a system useful in
planning and accountability of human resources and as a personnel management
tool too. The authors also specified various modules, advantages, uses etc. of HRIS
at that time and future expectations from HRIS in human resource management.
Grallagher (1986); Broderick and Boudreau (1992) Further, various studies
had offered a conclusive evidence to affirm the role HRIS plays in support of
strategic decision-making. There‘s been a dramatic increase in HRIS‘s usage.
Ulrich (1997) said that using HRIS provides value to the organization and
improves HR professionals‘ own standing in the organization.
Brockbank (1999) suggested the need for HR to become a strategic partner.
HRIS provides management with strategic data not only in recruitment and
retention strategies, but also in merging HRIS data into large-scale corporate
strategy. The data collected from HRIS provides management with decision-
making tool. Through proper HR management, firms are able to perform
calculations that have effects on the business as a whole. Such calculations
include health-care costs per employee, pay benefits as a percentage of
operating expense, cost per hire, return on training, turnover rates and costs,
time required to fill certain jobs, return on human capital invested, and human
value added. It must be noted though, that, none of these calculations result
in cost reduction in the HR function.
Kenneth et. al. (2002) discussed various administrative and strategic
advantages of HRIS. Various administrative advantages underlined by the
author includes employee self-service, interactive voice response etc. the
author also propounded that businesses can leverage from the administrative
cost savings, as well as strategic advantage in the course of information
gathering, processing, and sharing.
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Madhuchanda Mohanty and Santosh Kumar Tripathy (2009) analyzed the
HRIS of NALCO in his study. The author exhibits that the present HRIS of
NALCO has improved the overall pace and competence of HR functions, but
still needs reengineering. The study supports that HRIS is used for
administrative purpose and not analytical purpose. To gain cost effectiveness
in- house development of HRIS is decided but it was very time consuming
process. In addition to this there are some other drawbacks that have to be
surmounted to make the HRIS of NALCO more proficient.
Prof. Dr. Anil C. Bhavsar (2011) discusses various advantages, applications
and importance of HRIS. The author highlighted that ―today's HRIS has the
potential to be an enterprise wide decision support system that helps achieve
both strategic and operational objectives‖.
Dr. Shikha N. Khera and Ms. Karishma Gulati (2012) stated that Human
resource information system (HRIS) is not new concept but it is recuperating
day by day with changing environment. Its major role is in human resource
planning (HRP) which itself a crucial activity in any organization. Ineffective
HRP can lead to extra or fewer numbers of employees than needed. Both
over and under number of employees can create crappy situations. HRIS
helps in proper planning of human resources. This paper focuses on the role
of HRIS in HRP. The research is empirical in nature as 127 respondents from
top 7 IT companies (as per their market share) are taken to see the sights of
the objectives. The survey is done with the assistance of the questionnaire.
After investigation it is concluded that HRIS has various benefits but the
foremost is HRIS stores ample data about the employees of the organizations
that helps in escalating the snail‘s pace of HRP. HRIS also helps in the
strategic activities of HR managers and more in training and development,
succession planning, applicant tracking in recruitment and selection and
manpower planning. While analyzing the overall contribution of HRIS in HRP
it is concluded that HRIS identifies occupied and unoccupied positions in an
organization very effectively and accurately.
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CHAPTER 3 COMPANY DETAILS
3.1 Name and location of the Company
GrameenPhone limited is now the leading telecommunications service
provider in Bangladesh. It is a joint venture enterprise between Telenor and
Grameen Telecom Corporation, a non-profit sister concern of the
internationally acclaimed microfinance organization and community
development bank Grameen Bank. Telenor is the largest telecommunications
company in Norway and it owns 55.8% shares of GrameenPhone, Grameen
Telecom owns 34.2% and the remaining General Public and other institutions
own 10%. Headquarter of GrameenPhone is situated at Bashundhara
Residential Area. They also have around 14 buildings in Gulshan area, which
was the previous headquarter of GrameenPhone office. None of those are
Grameenphone‟s own building. The ―GP HOUSE‖- GrameenPhone 9-story
headquarter building is located adjacent to the main entrance of the
Bashundhara Residential Area. The building was constructed by ―Associated
Builders Corporation Limited” and Vistaara and Icon Architects (VIA) was the
consultant.
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3.3 About Telenor
Telenor Group is one of the world‘s major mobile operators with 148 million
mobile subscriptions. They have mobile operations in 11 markets and in
additionally 18 markets through their ownership in VimpelCom Ltd. The
Telenor Group is headquartered in Oslo, Norway and listed on the Oslo Stock
Exchange.
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3.5 Company Structure
GrameenPhone Ltd. Company Structure is given below-
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Finance
o Business Support
o Corporate Finance & Treasury
o Project Cost Transformation & OE
o Taxation
MD
o Financial Services
o Governance & Strategy
o Sourcing
People and Organization (P&O)
o Business Partner (BP)
o Center of Expertise (COE)
o Shared Service
o (Health, Safety, Security & Environment) HSSE
o Compliance
SA
o DRS
Sourcing
o Sourcing Operations
Technology
o Assurance
o Corporate Finance & Treasury
o Implementation
o Operations
o OSS NMS
o Partner Management
o ROM, Operations
o RTS/Operations
o Wholesale Business
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3.7 Journey of GrameenPhone
2013 Start WiFi zone based internet service in Banani and Gulshan. Reached
40.33 million Active subscribers till March 2013. Introducing Smart phones
with connection. Introduce smart internet package with free SMS, Talk time
and MMS. Awarded 3G License and related 10 Mhz of spectrum by
Bangladesh Telecommunication Regulatory Commission (BTRC).
2012 Awarded license for 2G operation for 15 years effective from November
2011; two new affordable packages ‗Amontron‘ and ‗Nishchinto‘ were
launched, 10-second pulse was introduced for all products including helplines;
A GP App was launched to facilitate mobile self-service; Reached 40.02
million Subscribers.
2011 Launched ‗My zone‘- location based discount on usage, Micro SIM cards
for iPhone, Spondon Package with 1-sec pulse; Grameenphone Branded
Handset (C200, QWERTY handset ‗Q100‘ and Android Handset ‗Crystal‘),
Customer Experience Lab, eCare solution; Completed swapping of 7,272 nos.
of BTS; Reached 36.5 Million Subscribers.
2010 Launched New Tariff Plan, ‗MobiCash‘ Financial Service Brand, Ekota
for SME, Baadhon Package, Mobile Application 2005 Development Contest &
Network Campaign; Reached 29.97 Million Subscribers.
2009 Listed on Dhaka Stock Exchange Ltd. and Chittagong Stock Exchange
Ltd.; Launched Internet Modem, Special Olympic Regional Talent Hunt, Stay
Green Campaign, Internet Package P5 & P6, Grameenphone Branded
Handset & Studyline; Reached 21 Million Subscribers.
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2006 Launched Health Line, Smile Prepaid & Xplore Postpaid, Cellbazaar,
Business Solutions for Business Class & Community; Introduced new GP
Logo Following Maiden Decade of Operation; Reached 10 Million
Subscribers.
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Grameen Telecom A sister concern of Grameen Bank. It was established by
Grameen Bank to organize and assist those Grameen bank borrowers who
wish to retail telephone services in the rural areas.
Marubeni Corporation A leading investment and trading company from
Japan. The company owns 9.5% of GP.
Figure 2: Shareholders of GP
Both are dedicated to Bangladesh and its struggle for economic progress and
have a deep commitment to GrameenPhone and its mission to provide
affordable telephony to the entire population of Bangladesh.
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3.10 Company’s Vision
Grameenphone‘s vision is “We’re here to help.” That means
GrameenPhone Ltd. is always there to help the customers get the full
assistance of communications services in their daily lives. They want to make
it simple for the customers to get what and when they want it.
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3.13 Company’s Values:
Make it easy: Everything GP produce should be easy to understand and use.
GP always remember that they try to make customers‘ lives easier.
Keep Promises: Everything GP do should work perfectly. If it doesn‘t, they‘re
there to put things right. They‘re about delivery, not over-promising. They‘re
about actions, not words.
Be Inspiring: GP are creative. They bring energy and imagination to their
work. Everything they produce should look fresh and modern.
Be Respectful: GP acknowledge and respect local cultures. They want to be
a part of local communities wherever they operate. They want to help
customers with their specific needs in a way that suits way of their life best.
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Figure 3: Location of GP
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3.15 Product and Internet service of GrameenPhone
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3.16 Company’s Awards:
Accolades In 2013 In 2013, Grameenphone won a number of awards. With
integrity and hard work, they continue their journey with recognition and
goodwill. They get better every year and their awards inspire them to GO
Beyond.
Best Presented Annual Report 2012 Won the award from the Institute of
Chartered Accountants of Bangladesh (ICAB) in recognition of transparency,
accountability and compliance with local and international standards.
mBillionth Award Grameenphone‘s SMS based solution for maintenance of
tubewells to ensure safe drinking water in partnership with HYSAWA received
mBillionth award by Digital Empowerment Foundation.
Award for Rain Water Harvesting in GPHouse Awarded by the Water Aid
and Rain Forum for rainwater harvesting in GPHouse.
Brand Award Received a total of 5 awards; Three Grand Prix (highest
recognition), One Gold and One Silver at the 3rd edition of the Commward
organized by Brand Forum.
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CHAPTER 4 COMPETITIVE SCENARIO & SWOT
ANALYSIS OF GRAMEENPHONE
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Banglalink Digital Communication Limited; previously Orascom Telecom
Bangladesh Limited When Banglalink entered the Bangladesh telecom
industry in February 2005, the scenario changed overnight with mobile
telephony becoming an extremely useful and affordable communication tool
for people across all segments. Banglalink was previously known as Sheba
Telecom which began operation in 1998. It was a joint venture between a
Malaysian Conglomerate, Technology Resources Industries Berhad and a
local firm named Integrated Services Ltd. (ISL). In 2005 Orascom Telecom
Holding (OTH) acquired Sheba Telecom and gave a new trading name
Banglalink. Within one year of operation, Banglalink became the fastest
growing mobile operator of the country. Banglalink represent a market share
of 27.18%. Banglalinks new company name is Banglalink Digital
Communication Limited Banglalink‘s total subscriber is approximately 25.921
million or 2 core 59 lakh 21 thousand subscribers.
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sold a majority 70% stake in the company to India's Bharti Airtel Limited for
US$300 million. Bharti Airtel Limited will take management control brand from
20 December 2010. The Bangladesh Telecommunication Regulatory
Commission approved the deal on Jan 4, 2010. Airtel Bangladesh had 7.472
million subscribers as of March 2013.
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Robi Axiata Limited (Robi): Approximately 21.403 million or 2 core 14 lakh 3
thousand subscribers.
Airel Bangladesh Limited (Airtel): Approximately 7.472 million or 74 lakh 72
thousand subscribers.
Pacific Bangladesh Telecom Limited (Citycell): Approximately 1.451
million or 14 lakh 51 thousand
Teletalk Bangladesh Ltd. (TeleTalk): Approximately 1.831 million or 18 lakh
31 thousand.
N.B. Total Number of subscribers is: Approximately 99.871 million or 9 core
98 lakh 71 thousand.
Operator: Percentage
GP 41%
Banglalink 26%
Robi 22%
Airtel 8%
Citycell 1%
TeleTalk 2%
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Opportunities are elements that the project could exploit to its advantage.
Threats are elements in the environment that could cause trouble for the
business or project.
Identification of SWOTs is important because they can inform later steps in
planning to achieve the objective.
4.2.1 SWOT analysis of GrameenPhone SWOT stands for Strength, Weakness,
Opportunity, and Threat. This is a very important tool for a company to
analyze its internal and external environment. The SWOT of GP is:
STRENGTHS:
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OPPORTUNITIES:
Unmet demand
Possibility of further network expansion
Increasing interconnection with BTTB
Favorable Regulatory Authority
Possibility of innovative products and services
Economic Growth of Bangladesh
New and Better Interconnect Agreement
Huge Demand for Telecom Services
Increased Intentional Activities in Bangladesh
Declining Prices for Handsets
New International Gateway
Flexibility of Mobile Phone
WEAKNESS:
Billing inflexibility
Growing customer dissatisfaction
Lack of follow-up from customers
Deviation from original business plan
Culture Gap
Complicated Pricing Structure
Incomplete Messages through Promotional Activities
Different Departments are not working together
THREATS:
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4.2.2 SWOT Analysis of P&O Division:
Strength: The main strength of GP P&O division is authority to work. GP
P&O division has the authority to maintain the employee properly. The
employees from different division have proper respect for P&O division. This
respect was gained by the P&O division.
Weakness: Still Bangladesh has lack of enough HR persons in the market.
P&O division does not have proper HR persons to provide responsibilities. It
is important to have employees who understand HR and can work according
to HR need.
Opportunity: Grameenphone is a huge organization consisting of more than
5000 employees. These are four types of employees; Regular, Contractual,
Part Time, and Internee. GP P&O division has to look after all types of
employees. Very few Bangladeshi organizations have this kind of opportunity.
An additional thing is GP also has enough financial resources for successful
implementation of HR policies.
Threat: It is also very difficult for GP to handle with such a gigantic number of
employees. It is very normal that any process can be bewildered when there
is not enough internal resource. Sometimes the total process can be
injudicious.
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CHAPTER 5 HRIS: SYSTEM CONSIDERATIONS IN
DESIGNING P&O OF GP
5.1 HRIS
HRIS shape an integration between human resource management (HRM) and
Information Technology. Even though these systems may rely on centralized
hardware resources operationally, a small group of IS specialists residing
within the personnel department increasingly manage, support, and maintain
them. HRIS support planning, administration, decision-making, and control.
The system supports applications such as employee selection and placement,
payroll, pension and benefits management, intake and training projections,
career-pathing, equity monitoring, and productivity evaluation. These
information systems increase administrative efficiency and produce reports
capable of improving decision-making (Gerardine DeSanctis, 1986: 15). HRIS
systems include the employee name and contact information and all or some
of the following:
department,
job title,
grade,
salary,
salary history,
position history,
supervisor,
training completed,
special qualifications,
ethnicity,
date of birth,
disabilities,
veterans status,
visa status,
benefits selected, and more
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HRIS include reporting capabilities. Some HRIS track applicants before they
become employees. Some HRIS systems are interfaced to payroll or other
financial systems.
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5.3 Development of HRIS
Recent developments in technology have made it possible to create a real-
time Information-based, self-service, and interactive work environment.
Personnel Information Systems have evolved from the automated employee
recordkeeping from the 1960s into more complex reporting and decision
systems of late. Today, managers and employees are assuming activities
once considered the domain of human resource professionals and
administrative personnel. This represents a significant break with the past, but
an improvement in overall organizational effectiveness. Consequently, given
the authority and relevant accessible information for decision making, both
managers and employees respond more quickly to changes.
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pension, and profit sharing administration, skill inventory, & benefits
administration etc.).
Thus, for the HR professional there is an increasing reliance on the HRIS to
fulfill even the most elementary job tasks. As human capital plays a larger role
in competitive advantage, functional managers expect the HRIS to provide
functionality to meet the unit‘s goals and objectives. Moreover, managers rely
on the HRIS‘s capabilities to provide superior data collection and analysis,
especially for performance appraisal and performance management.
Additionally, it also includes skill testing, assessment and development,
résumé processing, recruitment and retention, team and project management,
and management development. Finally, the individual employees become end
users of many HRIS applications. The increased complexity of employee
benefit options and the corresponding need to monitor and modify category
selections more frequently has increased the awareness of HRIS functionality
among employees. Web-based access and self-service options have
simplified the modification process and enhanced the usability of many benefit
options and administration alternative for most employees.
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5.6.2 Increased Efficiency Rapid computing technology has allowed more
transactions to occur with fewer fixed resources. Typical examples are payroll,
flexible benefits administration, and health benefits processing. Though
technologies of early mainframes provided significant efficiencies in these
areas, the difference is that the record processing efficiencies that were once
only available to large firms are now readily available to any organization size.
5.6.3 Increased Effectiveness Most often, as with processes, computer technology is
designed to improve effectiveness either by in terms of the accuracy of
information or by using the technology to simplify the process. This is
especially the case where large data sets require reconciliation. However,
onerous manual reconciliation processes may be executed faster, but also
with near perfect accuracy using automated systems. For instance, pension
and profit sharing applications, benefits administration, and employee
activities are just to mention but a few. Using computer technology in these
processes ensures accurate results and offer substantial simplification and
timeliness over manual processing. Consequently, the vast majority of HR
functions have had some degree of automation applied in order to gain both
efficiency and effectiveness.
5.6.4 IT-Enabled Processes While many of the application areas‘ gains are through
increased effectiveness and efficiency over manual processing, some are only
possible using contemporary technologies. Most notably, computer-based
(web-based) training is a growing area of HR practice that was not available
until computer software was created. Even computer-based training was not
as practical as it is today because it was geographically dispersed until the
training was upgraded from computer-based to web-accessible training.
However, by taking traditional computer-based training programs and making
them accessible on the Internet, firms have created a powerful tool to upgrade
and assess employee skill sets. Moreover, many other traditional HR
functions have evolved Information Technology (IT) -dependent components
with the advent of the Internet. Online recruitment centers, along with the
ability to conduct virtual interviews, background checks, and personnel tests
on-line have dramatically changed those processes, increasing the
geographic reach of firms for potential employees.
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5.7 Cost and benefit of HRIS
An HRIS system represents a large investment decision for companies of all
sizes. Therefore, a convincing case to persuade decision makers about the
HRIS benefits is necessary. The common benefits of HRIS frequently cited in
studies included, improved accuracy, the provision of timely and quick access
to information, and the saving of costs. Kovach et al., (2002) listed several
administrative and strategic advantages to using HRIS. Similarly, Beckers and
Bsat (2002) pointed out at least five reasons why companies should use
HRIS. These are:
Increase competitiveness by improving HR practices
Produce a greater number and variety of HR operations
Shift the focus of HR from the processing of transactions to strategic
HRM
Make employees part of HRIS, and
Reengineer the entire HR function
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• Employee commencements; and
• Employee exits and terminations.
5.8.3 Payroll processing and administration Payroll processing and administration is
highly dependent on a number of inter-linking HR functions. The HRMIS
provides a number of functions in performing payroll calculations that are
crucial to ensuring that calculations are accurately performed. There are a
number of supporting controls, particularly relevant to payroll disbursement
and posting of payroll expenses to the General Ledger.
5.8.4 System maintenance and integration There are a number of functions and
configuration options that can be used within an HRMIS to enhance the
control environment or to increase efficiency within HR management
processes. The chapter recognizes that the extent of configuration of system
controls varies across organizations. Factors such as entity size, size of the
HR team, and whether payroll processing is outsourced contribute to the
business requirements to operate and configure controls.
5.8.5 Feature article: Implementing self-service functionality Self-service applications are
becoming a primary method to control costs and deliver HR services. These
applications provide a web based interface for employees to perform certain
transactions without the need to interact with the HR area. The key benefits
derived from self-service applications are increases in service availability and
quality, and a decrease in costs and completion time of transactions. Through
self-service functionality, employees can:
• update their personal and banking details;
• apply for leave and other benefits;
• view pay-slips online; and
• view internal job vacancies.
These self-service applications include functionality for managers, such as:
• approve timesheets, leave requests and expense claims;
• make corrections to clock in/out entries submitted by an employee;
• initiate personnel change requests such as promotions, salary increases,
transfers and terminations; and
• access to employee information such as phone list or employee profile.A key
benefit of the self-service implementation is that as routine administrative
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services are performed almost immediately without direct HR intervention, the
HR function can focus on other operational matters rather than processing
activities. However, implementing a self-service solution, such as Employee
Self Service (ESS), requires a carefully planned change management
process, not only for the HR function, but also for employees and managers.
Consideration of the following steps is important to the implementation and
operation of a self-service process:
• determine efficiencies to be gained;
• provide adequate training to employees;
• educate employees and managers on the individual benefits;
• establish an approval process for changes to employee files;
• implement a change management process; and
• develop and implement information security requirements.
HRMIS Database
Schema/Structure
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Within the SAP HRMIS application, payroll schemas and rules are the bridge
between HR master data and payroll results. A payroll schema specifies
payroll functions, with each performing a specific operation (for example,
reading data, calculating taxes, processing wage types). Within a PeopleSoft
environment, establishment of the Human Resources and Global Payroll
Tables is the necessary step to enable an accurate and automated
calculation. Further configuration of elements and rules will enable
‗customary‘ payroll processing, while specialized elements and rules can
assist with meeting legislative superannuation and payroll taxation
requirements.
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• segregation of duty controls should be implemented to restrict the ability of
staff to make system changes in both the production database and the
configuration of the HRMIS software.
Management of the implementation of software updates should:
• assess the source of the update
• test the implementation of the update
• include user acceptance testing following installation of the update
• include documentation of a ‗roll-back plan‘ that describes the process
required to restore the application and database settings to its previous state.
5.10.2 Interface Management Interfaces to the HRMIS present a significant area of
risk to maintaining the integrity and confidentiality of HR information.
Interfaces include the internal interface to the General Ledger and other
business systems. External interfaces may include interfaces to ComSuper
and the Australian Taxation Office.
5.10.3 User Access Management Effective user access management controls
provide assurance that HR systems are appropriately secured to prevent
unauthorized use, disclosure, modification or loss of data. User access
management is also a critical component in providing effective segregation of
duties, such that:
• Access or changes to access privileges should be approved and
documented;
• Users of the HRMIS should be uniquely identifiable;
• Administrator access or ‗privileged‘ access should be limited within the HR
team;
• System access should be based on user roles‘— HR Manager, Line-
Manager, etc.; and
• System access privileges and business rules should comply with
segregation of duty requirements.
5.10.4 Business Continuity Management The maintenance of any system requires
considerations of steps that would be taken should interruption be
experienced in the function of the system. With numerous compliance and
legislative requirements relevant to the HR and payroll processes, entities
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must be confident that they have procedures in place to recover from such
interruption, such that:
• Entities should have a documented strategy for management of the cyclical
backup of HR data and programs;
• Retention periods and storage requirements for HR data, messages, reports
and output files should be defined; and
• Requirements should be identified and implemented for the protection of
sensitive information and to safeguard against the unauthorized disclosure or
modification of sensitive HR information.
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10.13 Evaluation of Project
Every project provides an opportunity to learn something about what might
have been done better. Any organization that plans to maintain a large
information system should begin to collect regular data about what worked,
what did not work, and where potential areas for improvement exist. A specific
schedule of measurement or identification of milestones and related reporting
should be created during the planning process and adhered to rigorously.
Measurement milestones could be weekly, quarterly, or attached to each
major step in the implementation process. In addition, a dollar value should be
assigned to each critical step so that budgets can be assessed and evaluated.
The emphasis here should be on measurement of important business metrics.
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CHAPTER 6 INTERNSHIP EXPERIENCES & JOB
DESCRIPTION WITH GRAMEENPHONE
6. 1 Starting Journey to Corporate world
In my 1 months and 15 days journey in GrameenPhone I go through different
type of responsibilities. I was assigned for Business Partner team of P&O
(People and Organization) division of grameenPhone. At the very first week I
go through introducing with my supervisor, my team members & collogues.
My job is started from 2nd week. As I was in BP team under P&O division, my
basic responsibility there was to data entry, assisting building, editing,
updating HR databases, informing the prospective applicants for their written
and oral test, & also helping take the examination & recruiting process of GP
of the applicants using IS. I did these job responsibilities using MS word,
excel, Oracle GP i-recruitment & GP scanning tool according to my
supervisor‘s requirements. My supervisor (Rahat Chowdhury) tagged me with
Kayema Alam and she assigned me to do different tasks at different times.
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Preparing I was called to make the clearance letter for
Clearance those interns who previously have completed
Letter and now are doing their internship at GP. I
started the job of making internship completion
letter & nearly 40 letters were completed.
Calling At about 10.30 am, I was asked to call those
applicants applicants who had applied for the position of
who applied Senior Executive, GPC to convey them that
for Senior there is a written test that will be held on 25
Executive, Feb, 14 at 10.oo am in the respective regional
GPC office. All the candidates were the existing
employees of GP. 115 candidates were called
by me.
24 Feb, 14 Providing The remaining candidates who were not
Monday Information to informed due to unreached condition & wrong
(9.30 am- applicants for contact number were called by me for providing
5.00 pm) Senior relevant written test information.
executive,
GPC position
Updating Previous periods when I called to the
applicants‘ candidates I found some mistakes in database
database that were updated and saved by me. In this
case the employees‘ current zone was updated.
At the same time I added the email number with
each employee list. 241 existing employees
who are candidates for senior executive, GPC
position were updated.
25 Feb, 14 Tagged with Mrs. Kayema called me to stay in the exam hall
Tuesday Ruhul Amin where there was an exam for senior executive,
(9.00 am- for performing GPC position with Mr. Ruhul Amin. I provided
5.00 pm) duties in exam and collected the script and monitor the exam
hall from 10 am-11 am.
Receiving I was called to receive the applicants‘ who had
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applicants for to appear in the viva voce. I received the two
viva voce of respective candidates from the GP House gate
junior officer, after collecting their signature. And after that I
Implementatio took them to the viva voce room and after
n department completion I took them for their departure.
under
Technology
Division
Completing After lunch I again sat with the clearance letter
clearance and completed all 66 letters successfully.
Letter
26 Feb, 14 Creating a Mr. Rahat Chowdhury asked me to build a
Wednesday database for database with all the interns who completed
(9.30 am- Interns their internship in 2013 and are completing in
5.00 pm) 2014. For this purpose I scanned all the
hardcopy documents and thus built a database
with these softcopy with individual file. That day
I completed about 40 interns‘ record.
Meeting with Mr. Rahat Chowdhury who is the supervisor of
Rahat mine sat at a meeting room to discuss with me
Chowdhury individually about different matters.
Working with I worked in the Oracle suite Grameenphone i-
Oracle Suite recruitment to remove the applicants from
database who were rejected offer evaluation of
written test. About 200 applicants data were
removed from the suite.
27 Feb, 14 Completing The predefined task of building a database with
Thursday interns‘ all the interns of 2013 and 2014 from hardcopy
(9.30 am- database by scanning documents was completed where I
5.00 pm) scanned the agreement papers, bio data,
academic certificates, forwarding letter and
other documents. 61 interns‘ of 2013 & 67 of
2014 documents were prepared for the
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database and a complete database was
created that day.
Working with I myself with Rumana Haque Chowdhury did
Oracle i- the job of removing rejected candidates‘ list
recruitment from database where I did about 1100 among
suit 1400 candidates.
04 March, Transferring Firstly I printed the list of candidates and
2014 candidates‘ list submitted the papers to information desk.
Tuesday of Next
(7.30 am- Business
5.00 pm) Leader (NBL)
Assigned to I attended the meeting in silence room with
HRMIS or Mrs. Kayema Alam and the team Leader
PMIS team Rubaiyat Salam of PMIS team and I was asked
to work with HRMIS team where they use tools
to handle the employee database with new
creation, modification etc. That day no job was
assigned to me.
05 March, Working with I was called to work together with Tania Jahan
2014 Tania Jahan for building a complete employee database
Wednesday for creating from about 20000 sheets of employee records
(9.00 am- employee that are in hardcopy format. I understood the
5.00 pm) database in purpose, how it will work and how to do the job.
PMIS team
Working with That day I also worked with Rumana Haque
Rumana Chowdhury in Oracle Grameenphone i-
Haque recruitment suit.
Chowdhury in
Mrs. Kayema
Alam‘s Oracle
account
06 March, Working with I worked in Oracle suit for removing those
2014 Oracle Suite candidates list who were not selected primarily
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Thursday from oracle suite.
(7.30 am-
5.00 pm)
09 March, Working with I logged in to Mrs. Kayema Alam‘s account and
2014 Oracle Suite started to remove job applicants‘ list from
Sunday database. I removed 538 candidates records.
(7.30 am- Working with I updated the employee database who joined in
6.30 pm) HRMIS team 3rd August in GP. I did 41 employees‘ database
update successfully with a scanning tool.
Meeting with I was called for meeting with Mrs. Kayema
Mrs. Kayema Alam and Rahat Chowdhury. I attended the
Alam & Rahat meeting. Different topics were discussed there.
Chowdhury
10 March, Working in I entered Mrs. Kayema Alam‘s Grameenphone
2014 Oracle Suite i-recruitment suite account and did my pre-
Monday assigned job of removing rejected candidates.
(7.30 am- 892 candidates‘ records were updated from
5.00 pm) database.
Working in After completing i-recruitment job I started
PMIS PMIS team‘s work. 50 employees‘ database
was updated by me in that time.
11 March, Updating The remaining job of one day‘s employees
2014 database appointment file was updated 55 employees
Tuesday records in PMIS team using scanning tool.
(7.30 am- Organizing CV The interested persons who submitted their CV
5.00 pm) were applied online for a post. I collected those
CVs and categorizing according to group such
as Business, Science, Arts, Law, & others in
the folders.
12 March, Updating I updated the employee database by using
2014 employee scanning tool. I updated all 106 folders of
Wednesday database employees where there was 106 folders on the
(7.30 am- month of 3rd September.
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5.00 pm) Entering I entered the applicants who are interested in
applicants‘ GP and submitted their CVs online according to
information Name, University, Major Subject, CGPA/Grade,
into database Extra-Curricular activities, Experience etc. for
the group of Arts. All 39 were entered into
database.
13 March, Entering I entered all the applicants‘ information of
2014 applicants‘ Business group, LLB, Science, & other
Thursday info into background into the database. I did 555
(7.30 am- database applicants tasks.
5.00 pm) Updating The employee info of 3rd October was updated
database by me. I did 428 file updated.
30 March, Preparing I scanned all the forwarding letters, certificates
2014 interns‘ & other related file of interns to complete the
Sunday database interns‘ database of 2014, 1st session. I did
(7.30 am- about 60 interns‘ file.
5.00 pm) Employee I entered 600 employees‘ records into the excel
data entry file according to their local ID, Name, &
Address.
31 March, Employee After entering the office I did the task of typing
2014 data entry employee job GP Local ID, Name, & Address
Monday into MS excel. I did 128 numbers of employees.
(7.30 am- Playing Role That day there was a written exam for Senior
5.00 pm) as an Executive, BI. The exam was from 10 am to 11
examiner am. I received the applicants and took them to
the exam hall that was taken in the cafeteria,
GP House and played role as an examiner. I
also help them to exit.
Collecting The data related to PMIS of GP was collected
PMIS data by me from Mr. Rubaiyat Salam, team leader of
PMIS.
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I personally conducted with Mr. Rubaiyat Salam who is the team leader of
HRMIS/PMIS team. I gathered some HRIS related data from him by asking
some questionnaires and he replied with the following aspects:
The HRMIS is a sub-section under service center section of shared service,
P&O Division. Here all HR related job is performed automatically where a lot
of software is used. There is no manual task to perform. The GP with other
14/15 co-business partner use software under global alignment that is
WorkDay (Jan, 2013) where the software is provided from Telenor group. The
Work Day, Local system ERP (BD) are synchronized with Oracle Suite. All the
co-business partners are capable of sharing the job simultaneously
worldwide. There are 14 leading persons who are responsible for operating
the software country wise.
GP use in the P&O division the single software in Bangladesh named GPLife
(Local ERP system, 2010) that is used in GP House only. By this software GP
perform all the HR related business process that include hiring, recruiting,
promoting etc. GPLife is used for handling various tasks such as preserving
the records of over time tasks of employees.
The HRIS enables the GP perform, manage & control the HR with time saving
where the manual traditional system would take a lot of time to perform these
jobs. The responsive people can get the required information anytime when
they require with the help of Work Day. This access reduces the time of
acquiring information.
The HRMIS team was created on June, 2012. The total number of team
members is 4 where Rubaiyat Salam is the current leader. The members of
PMIS is Engineering background graduates. The MIS graduates can also get
the opportunity of working here. The objective of HRMIS is to manage the
transaction, movement, and to preserve the current employee data. Every HR
management related job is performed by HRIS. All the GP employees‘ file is
preserved at least 20 years in the GP data center. The team monitors the
employee promotion, transferring including international promotion.
The HRMIS team contributed a lot to GP. It is running and managing
successfully. In 2010 GP launched automated HRM system and in 2013 it
aligned to global HRM system.
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The HRMIS team has recently added with the HR Reporting team. As the
core ingredient of HR evaluation is the appropriate reporting, if expected
report is provided then it would work as a guideline. GP Life-2 is launching
soon in GP local market.
There are about 142 employees currently working with GP P&O division
where there are 10 employees are part time employees and 10 are internee.
There are about 2500 total employees where 70 are internee currently
working in GP.
I did some HRMIS related tasks including the preservation of employee
documents. I helped the team archiving the information. To access the soft
copy of employee documents GPEPF (Grameenphone Employee Personal
File) is used. It is a Visual basic interface software with which I worked.
In GP I found convenient physical work environment where there exists:
Security;
Bonus;
Promotion;
Training;
Free transportation;
Canteen facilities;
With the satisfactory remuneration and other facilities and overall IT based
organization, employees are very much satisfied with GP.
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6. 3 Leadership Process
The P&O Division in GP is geared to meet human resource development and
training needs. In spite of its multinational characteristics, it emphasizes more
on building local expertise in the telecommunication sector. Some of the
leadership development plans include: training, coaching, new tasks/project
work, job rotation, and others. GP has agreements with the Stockholm School
of Economics in Sweden, the Singapore Institute of Management, the
Hyderabad-based Indian School of Business and the British Council for
providing ―Management Development‖ training to GP employees. In addition,
GP provides educational grants every year to 100 employees encouraging
employees to go for higher education. For the current and upcoming leaders
of GP, ―Telenor CORE Leadership Training‖ is offered every year. This
program is designed to help leaders fulfill GP leadership expectations by
increasing skills in practical leadership and their motivation to lead.
Management function involves planning, communicating, measuring,
changing and mentoring. It has clear standard benchmark through which
performance is measured and rewarded. Specific guidelines and standards
are adopted as part of its leadership process for holding managers
accountable for quality, including supervisors and others, which are designed
for different levels and functions within the company. Customer focus and
continuous quality improvement process are effectively communicated to all
employees within the company. The Code of Conduct it has adopted is
followed and is applicable for all of its stakeholders, which is also monitored.
Senior management is very committed to all continuous improvement efforts.
6. 4 Strategic Planning
The effective and efficient management and defined strategy are the
ingredients for GP‘s present strong position in the market. Strategic Planning
process is based on at least next three years scenario analysis. Based on the
midterm plan, it also chalks out annual plan at the beginning of each year.
Strategic planning is used regularly to develop goals and objectives for
improving quality. The organization has established a complete strategic plan
for addressing quality improvement, including mission, vision, goals, specific
tasks, targets and programs. All levels of the company participate in some
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form of strategic planning. The compensation packages include performance
bonuses for every regular employee. Performance bonus is fixed considering
company‘s performance and individual achievements. Company performance
is measured through predefined Revenue Target, Market share position as
well as EBITA Margin. Individual achievement measures through predefined
goals set for each individual by the management as well as performance of
the team. The management at the beginning of the year set departmental
goals with high priority to low priority level. GP has a dedicated team named
―Business Intelligence Team‖ which is responsible for collecting and
monitoring the business dynamics of the telecom market. Strategic Planning
process incorporates the behavior of its competitors and based on it the brand
and product design team offers competitive products and value added
services from time to time. Strategic planning includes key performance
indicators, surveys, benchmark data, and other quality information to ensure
that strategic planning is strong and viable for all parts of the Company.
Operating plans are developed throughout the entire company, linked to the
company's overall strategy. Managers are held accountable for meeting
strategic goals. Information and Analysis Fully integrated and highly
sophisticated MIS system ensures the high quality data management system
of GP. GP uses external benchmarks and competitive data to drive
improvements, operating performances and planning. Competitive data is also
found very extensive. Through its Business Intelligence Team it collects key
cost, financial, operating, and other data and translating it into useful
information for employees and decision makers, which supports both
operating and long-term planning decisions. Human Resources Capital and
Process Management Employee growth plans, including training programs,
career development paths, evaluation/self-awareness processes,
compensation, empowerment, and measurable results are fully implemented
and integrated with strategic planning process. Human Resource Division is
part of the Management Team.
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CHAPTER 7 FINDINGS OF THE STUDY
Conceptual
Framework
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7.2 Findings & Overall Impact
From the above empirical description, GrameenPhone has
contributed to development in Bangladesh in several ways:
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An efficient HRIS helps an organization track:
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spending these hours dealing with non-strategic, mundane tasks required to
run the administrative-side of HR.
The HRIS has a great impact from GPIT that contributes a lot to GP. The
impact is shown below:
Associate Company: IT Company
Credit Rating: The Company‘s credit rating was reaffirmed by Credit Rating
Agency of Bangladesh Ltd. (CRAB) on December 24, 2013.
Current tax
Current tax is the expected tax payable on the taxable income for the period,
using tax rates enacted or substantively enacted at the reporting date, and
any adjustment to tax payable in respect of previous periods.
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The tax rate used for the reporting periods is as follows:
Year Tax rate
2012 35%
2013 40%
Being a private limited company, applicable tax rate for GPIT is 37.5%.
However IT enabled services provided by GPIT are exempted from income
taxes until 30 June 2015 as per Finance Act 2013. Year-to-Year growth rate
of subscribers from 2007 to 2011 stands at 65%, 54%, 20%, 31% and 24%, a
declining growth rate indicates to reach a maturity market in next few years.
2013
End of the Chapter
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CHAPTER 8 SUMMARY, CONCLUSIONS AND
RECOMMENDATIONS
8.1 Summary
This report attempts to provide a snapshot of all that must be understood to
successfully manage an HRIS implementation. HRIS is an effective and
efficient catalyst for integrating human resource management and Information
Technology. This was common with all the various definitions of HRIS. HRIS
as a system support HR functional applications such as employee selection
and placement, payroll, pension and benefits management, intake and
training projections just to mention but a few. The composition of HRIS
includes input, maintenance, and output. Input function enters personnel
information into the HRIS. The maintenance function updates and adds new
data to the database having entered data into the information system. The
output is considered the most visible function of an HRIS. HRIS process that
output, adjust it in such a way that it is understandable. The three major
groups that make use of HRIS are HR professionals, managers in functional
areas, and employees. Whiles HR professionals rely on the HRIS in fulfilling
job functions, managers rely on the HRIS‘s capabilities to provide superior
data collection and analysis, especially for performance appraisal and
performance management. Individual employees are the end users of many
HRIS applications and complexities of job related issues have augmented the
awareness of HRIS functionality among employees. In addition to HRIS‘s
integration function, HRIS enable effectiveness and efficiency, and ensure
competitiveness among firms. However, along with the benefits are the costs
involved in implementing and maintaining these systems. For example,
hardware and software cost, time and other related costs. There are many
software solution offers; the choice is however dependent on the decision of
the user. Consequently, information validity, reliability and utility constitute a
comprehensive HRIS, and should always be the pivot for every HRIS
implementation.
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8.2 RECOMMENDATION
Based on the findings & analysis, some realistic recommendations are
mentioned in the following:
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8.3 CONCLUSION
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References:
Bibliography:
Albert C. Hyde and Jay M. Shafritz (1977) Introduction to tomorrow‘s system for
managing human resources: Public Personnel Management, Academic
Journal Vol. 6 Issue 2, p70 – 77.
Kenneth A. Kovach, Allen A. Hughes, Paul Fagan and Patrick G. Maggitti (2002)
Administrative and Strategic Advantages of HRIS: Employment Relations
Today, Vol. 29 Issue: 2, pages 43–48.
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Michael D. Bedell, Michael Canniff, Cheryl Wyrick, Systems Considerations in
the Design of an HRIS: Planning for Implementation.
Dr. Shikha N. Khera, Ms. Karishma Gulati (2012) Human Resource Information
System and its impact on Human Resource Planning: A perceptual
analysis of Information Technology companies, Delhi School of
Management, Delhi Technical University, India.
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Web References:
GrameenPhone Ltd. Available from: <www.grameenphone.com> [February 19, 14]
BTRC website. Available from: <www.btrc.gov.bd> [February 25, 2014]
Grameenphone investor portal. Available from:
<http://investorrelations.grameenphone.com/IRPortal/Admin/PageDetails/?id=1>
[February 20, 2014]
Organization structure. Available from: <http://grameenphone.com/about-us/corporate-
information/corporate-governance/organization-structure> [February 20, 2014]
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Acceptance Letter:
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Appendix:
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11 March, 2014 Updating database
Tuesday Organizing CV
(7.30 am-5.00 pm)
12 March, 2014 Updating employee database
Wednesday Entering applicants‘ information into database
(7.30 am-5.00 pm)
13 March, 2014 Entering applicants‘ info into database
Thursday Updating database
(7.30 am-5.00 pm)
30 March, 2014 Preparing interns‘ database
Sunday Employee data entry
(7.30 am-5.00 pm)
31 March, 2014 Employee data entry
Monday Playing Role as an examiner
(7.30 am-5.00 pm) Collecting PMIS data
Appendix-B: Questionnaire
Dear Sir/madam,
Please carefully read each statement and give me an honest opinion about the
mentioned questions. I promise that your information will remain confidential and
will only be used for as a source of my internship report.
Q-1: How do you manage Human Resources in GP using IS?
Q-2: What Systems & Software do you use for managing HR in GP?
Q-4: What extra benefit do you get from HRMIS instead of using traditional
HRM?
Q-5: Please mention some issues about your team (eg: Starting date, Objective,
No of team member, their contribution etc.)
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Q-8: To what extent do HRIS play a role in strategic HR tasks?
Q-9: To what extent do you think that HRIS are used in support of strategic HR
tasks?
Q-10: To what extent are HRIS used in support of the following strategic HR tasks?
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Hypotheses 5: HRIS will be used more in support of strategic HR tasks in organizations
in the future.
Q-13: In your organization, to what extent do you consider that HRIS should be
developed, concerning the following?
Human resource development and workplace learning
Communications
Career management
Commitment management
Leadership management
Business processes reengineering
Managing relations with the organization‘s trade unions
Decision-making
Acronyms Elaboration
CES Compensation for Ecosystem Services
DSM Diagnostic and Statistical Manual
DRS Drag Reduction System
OE Overseas experience
MD Managing Director
SA System Administrator
ROM Read Only Memory
OSS Open Sound System
NMS Network Management System
RTS Real Time Strategy
SMS Short Message Service
MMS Multimedia Messaging Service
BTRC Bangladesh Telecommunication Regulatory Commission
EDGE Enhanced Data-rates for Global Evolution
PSTN Public Switched Telephone Network
GSM Global System for Mobile Communications
GPRS General Packet Radio Service
ISL Inter-Switch Link
OTH Opportunity To Hear
NTT National Technology Transfer
MHz Megahertz (Million Hertz)
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LLC Logical Link Control
CDMA Code Division Multiple Access
VAS Value Added Services
CGPA Cumulative Grade Point Average
CV Curriculum Vitae
EBITA Earnings Before Interest Taxes Amortization
PTO Paid time off
ST-1 Sonar Technician First Class
AAA Authentication, Authorization, and Accounting
CRAB Centralized Requisition Accounting & Billing
W-4 World Wide Wisdom Web
P&O People and Organization
HRM Human Resource Management
IS Information Systems
HRMS Human Resource Management System
HRIS Humana Resource Information Systems
HRMIS Human Resource Management Information Systems
PMIS People and Organization Management Information Systems
BP Business Partner
GP Grameenphone
HR Human Resource
HRP Human Resource Planning
IT Information Technology
BTTB Bangladesh Telegraph and Telephone Board
BTCL Bangladesh Telecommunications Company Limited
GPRS General Packet Radio Service
EDGE Enhanced Data Rates for GSM Evolution
ESS Employee Self Service
SWOT Strengths, Weaknesses, Opportunities, & Threats
BOB Best of Breed
GPC Grameenphone Center
ERP Enterprize Resource Planning
GPEPF Grameenphone Employee Personal File
GSM Global System for Mobile Communications
GPIT Grameenphone Information Technology
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Appendix-D: Index
Airtel Bangladesh Limited, 20 HR, 4
Associated Builders Corporation HRIS, 26
Limited, 7 HRMIS team, 21
Bangladesh government, 7 ICAB, 18
Banglalink Digital Communication Implementing self-service functionality, 7
Limited; previously Orascom Telecom Interface Management, 11
Bangladesh Limited, 20 IT-Enabled Processes, 5
BTTB, 7 ITU, 8
Business Continuity Management, 11 Oracle GP i-recruitment, 14
Citycell Pacific Bangladesh Telecom P&O, 14
Limited, 21 Payroll configuration, 9
EBITA, 24 Payroll processing, 7
Efficiency, 5 Professor Muhammad Yunus, 8
ERP software solution, 12 Robi Axiata (Bangladesh) Limited, 20
GP HOUSE, 7 scanning technology, 3
GP Life, 20 Strategic planning, 23
GP Life-2, 21 SWOT analysis, 22
GP scanning tool, 14 System maintenance and integration, 7
GPEPE, 21 Telenor CORE Leadership, 23
Grameen Bank, 7, 12, 14, 23 Teletalk Bangladesh Limited, 21
GrameenPhone Limited, 19 Work Day, 20
GSM Association Award, 8 Workforce management, 7
GTC, 8
Samsul Alam
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