HRM practices at Telenor

Hajra Aamir
Anum Sheraz
Sara Abbasi
Hira Rahat
Haniya Noor
Introduction
An international provider of high quality data,
content, voice and communication services
Has a service 12 markets across Europe and Asia
Among the largest mobile operators in the world
Workforce of approximately 32,000 and 150million
mobile subscriptions.
In Pakistan
Telenor has invested over US $2.3 billion in local economy
acquired its GSM license in 2004
2nd largest mobile operator

Various Services

Mobile Financial Service: It launched “Easy paisa” and

became the first telecom operator with 51% partnership of
Tameer Microfinance Bank to offer mobile financial services
across Pakistan.
Contribution to Pakistan’s economy: created over 2,800
direct and more than 25,000 indirect jobs and has a network of
more than 200,000 retailers, franchises and sales and services
centers.
It has contributed more than PKR 121 billion Pakistan’s
economy since it began its operations in 2005.
Internet services provider: It has become one of the largest
(GPRS) data networks in Pakistan
Corporate Responsibility: contributions to society through
social investments to the areas like health, education,
disability, volunteerism and emergency response.
“Khuddar Pakistan” is Telenor Pakistan’s corporate
responsibility program that aims to provide opportunities for
disabled people.
Career opportunities
Commercial
Customer Care Division
Human Capital
Technology
Financial Mobile Services
Finance
Corporate Affairs
Organizational Structure

CEO

Vice Presidents

Directors

Managers

Assistant Managers

Executives

Officers
RECRUITMENT
Recruitment
Why Work At Telenor:
Anyone who is tired of their old boring jobs should
apply for a job at Telenor
If you want to be a part of a bigger and better change
then you want to work at Telenor.
If your notion is to innovate, to influence and to drive
every life around the globe , come work at Telenor.
Sources
Newspapers
Employee referrals
Job centers
Private employment agencies
Online recruitment
Business magazines
Skill Set
Dedicated, energetic, driven and young team of
individuals aged 27 on average.
Skill Set:
Communication
Customer focus
Self development
Innovation and change
Team spirit
Process
Qualification
Bachelors/masters in many disciplines
Fresh graduates

Transparent process of recruitment at Telenor

Submission of CV (Telenor CV building tool)
CV tracking id (changes can be made)
Sifting of CVs online
Performance
Evaluation
Performance Evaluation Objectives
Measuring the Work performance (Performance
expectation and goals).
Achieving the professional goals by the employee.
Identifying the employee’s developmental needs.
Making sure that the employee is satisfied by the
working environment (Access to required Resources).
Employees Confidence level and Competencies.
Ongoing feedback (Most 360 Degree level feedback).
Appraisal System
Telenor’s Appraisal System consists of the following
three processes:
Goal Discussion
Annual Evaluation
Rewards
Performance Evaluation Methods
Goal Setting / Management by Objectives (MBO)
Multi rater Assessment or the 360 degree feedback
method
Work Standards
Appraisals according to essays
Checklists
Ranking Methods
Performance Evaluation Levels
Done at 3 Levels:
Departmental Level
MBO (Management by objectives)
Benchmarking
The Annual Employee Evaluation
Performance Evaluation Form
This form is known as the People’s performance
evaluation form (PPE).
It is to be filled by the supervisor or the line manager
in co-ordination with the respective employee.
Information / Data from this evaluation form is
supposed to be kept very confidential.
The information obtained from these forms is used by
the Human manager to take the final decision
according the employees performance in the given
year.
COMPENSATION
TELENOR
Aggressive Marketing Strategies
HR strategies aligned
Job Evaluation
Analysis
Set salary range
General Salary

Basic
Allowances
Salary
BASIC SALARY
ALLOWANCES/ PERKS
Laptops
Personal ownership after 3 years
Telenor ensures workers ease
Efficiency is achieved.
Power Distance
Cabins Vs Open Hall
Call Centers, Sales men don’t
get one
Leave Fare Assistance
Additional Pay for Annual Leave
Life Insurance
Care of Employees families
Death & other scenarios
Security
Long Service Rewards
Recognition of hard work and commitment
Shields
Pay
Motivation for the workers
Retained
Mobile Connection & Handset
Mobile and limited credit
Family and friends
Subscriptions
Concessions
Transportation
For females only
Heroes at Telenor
Employee contribution
Incentives Individual
Incentives

Special Management
Incentives Incentives

Organisational Group
Incentives Incentives
Individual Group Organisational
incentives Incentives incentives
 Individual Incentives
Bonus Payments
Employee Performance
Extra-ordinary & Special
Commission
Sales & Production
Department
o Production
o Commission
Bonus Mobile Credit for a month
Cash Rewards/Prizes
Over Time pays
Number of extra hours more pay
  Group Wide Incentives
Project rewards
Completion of assignments on deadline
Working together as a team
Formation of teams
Group rewards
Less than project rewards
Sales, Technical and Production department
Group Trips
Financed by Telenor
National & International Level
Group annual bonus
Special meals
Five/ Seven Star Hotels
 Organizational Incentives
Bonus Payments
Cash Rewards
Equally Distributed
No management level

Special Incentives
Golden Hellos
Attract competitor’s employees
Cream
Who to attract?
analysis
Golden Handcuffs
Retaining Best Employees
Attracted by Competitors
Lump sum Payments/ Cash Payments
They don’t leave the organization
Locking Company’s Assets
 Management Incentives
Strategic
Tactical
Operational
Improvement of Management Styles
 Click icon
to add pic
ture
Training
Training at Telenor
Training is basically about improving the skills,
abilities and knowledge of the employees.

Telenor provides training by keeping in view the

objectives and goals to be achieved, history and rules
of the organization.
Kind of Training
Two types of trainings
1. In house training
2. Outsource training
In house training
System related training
Product related training
Technical training
Front end desk training
Operational wise training
Outsource training
Moral building
Attitude building
Executive training
Values building
Level of Training Need
Organizational level
Individual level
Operational level
Types of Training Need Analysis (TNA) at Telenor
Surveys
Gap Analysis
Observation
Job description
Performance review
Interviews
Training design model at Telenor
Certain terminologies such as :
Trainer
Learning style for the trainees
Training Environment
Strategies used for training
Support facilities
Constraints
The Conclusion Phase for the training
The major purposes of the evaluation of the training
session are
Research
Feedback
Innovation
Intervention
Control
Power
Training Evaluation Phases
Post-training test: Post-training test is conducted to
know about the effectiveness of the training provided
to the individuals.
Post training survey: A survey is carried out to know
about the improvement in the performance of the
trainees. On the basis of this test the organization
designs its future training sessions. And the kind of
improvements needed in the future trainings.
Recommendations
Should cut its costs.
Install more signal boosters for good network coverage
Should introduce a 3g system
Should introduce employee stock options to make employees
feel the sense of authority
Should place Telenor phone booths on several places to
facilitate customers who lose their phones
Should have more organic organizational structure because of
unstable environment
should do timely surveys to gather customer responses
Should introduce Telenor apps on Facebook