2. SUBJECT:
“Human Resource Management”
SUBMITTED TO:
MR. MUHAMMAD ABBAS
SUBMITTED BY:
M.HASEEB MIR
MOEZZA MIR
MEHWISH JAVED
2
3. “In the name of Allah, the most
beneficent and merciful”
3
4. ACKNOWLEDGEMENTS
I would like to acknowledge and thank the following people with the help
of whom this project was completed:
Our Parents
Mr. Muhammad Abbas (Course Instructor)
All the group members who worked really hard in Accomplishment
of this report
Our Friends who helped and gave their valuable time for drafting this
report.
Referral : Mr. Usama Toor
Mougis Ahmed Khan (Manager Subscriber Management) at Zong
Hasnain Ahmed Malik (OD Specialist HR) at Zong
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5. TABLE OF CONTENTS
INDEX Topic Name Page#
1 Executive Summary 7
2 Zong 8-9
3 Introduction 10
4 Mission Statement 11
5 Vision Statement 12
6 SWOT Analysis 13
7 Hierarchy 14-15
8 Recruitment and Selection Process 16
9 ZONG Policies on Recruitment and Selection 17-19
10 General Conditions for Recruitment 20
11 Conditions for Selection 21-22
12 Practices at ZONG regarding Recruitment and Selection 23
13 Critical Review on Recruitment and Selection Process 24
14 Training 25
15 Training Needs Assessment Policy 25
16 Developing a Company-Wide Management Training Policy 25
17 Training Practices at ZONG 26
18 Types of Training at ZONG 27
19 Critical Review on Training at ZONG 28
20 Adoption Towards Organizational Change 29
21 Performance Appraisal System 29
5
6. 22 Policies at ZONG for Performance Appraisal 29
23 Practices at ZONG for Performance Appraisal 30
24 Critical Review on Performance Appraisal System 31
25 Career Planning and Development 32-33
26 Motivation 33
27 Motivation by Design 34
28 Reward System 35
29 Policies on Reward Systems 35-36
30 Practices Regarding Reward Systems at ZONG 37
31 Critical Review on Reward Systems 37-38
32 Health and Safety Measures 39
33 Recommendations 40-41
34 Conclusion 42
35 Refference 43
6
7. 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 applying
HR policies, no organization can achieve efficiency and perfect labor force.
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8. 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 every
one 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.
8
9. CMPak'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.
CMPak 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, CMPak 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 CMPak 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 CMPak act as ambassador of
friendship between China and Pakistan. CMPak 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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10. INTRODUCTION
“Listening to our employees attentively is the responsibility of ZONG HR.
Your feedback will be kept in a bs o l ute c o n f i denti a l l y by bei ng s ent
o nl y t o H R Oper a ti o na l E x cel l enc e T ea m. W e e ns ur e the facilit
ation 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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12. "Vision Statement"
To deliver the best network services with value
added services that is in reach of common
person.
12
13. S
tregths: 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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14. HIERARCHY
President
Karachi Islamabad Lahore
Marketing Financ HR IT Sales Engineering
e
14
15. STRUCTURE OF HR DEPARTMENT AT ZONG
Chief HRM
Officer
Director HRM
Senior HR
Manager
Regional HR
Manager
Assistant HR
Manager
Team Leader
Team
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16. RECRUITMENT AND SELECTION PROCESS
Employmen Recruiting: Applicants Use
t planning Build a pool complete selection
& of application tools; tests
forecasting candidates form to screen-
out
applicants
Candidate Director or department head
becomes interview final candidates to
employee make final choices
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17. 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, colour, 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:
Internal Advertisement.
Databank.
Advertising.
Head hunters/executive search organizations.
Walk in candidates.
Colleges and Universities
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18. a) External Recruitment:
Under the age candidates will not be considered.
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. For
call centre/support staff, A-Level or equivalent may be considered
though approval of VP Human Resources & Administration will be
required.
This criteria does not apply to technicians/riggers and secondary
staff.
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19. 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.
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20. 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.
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21. 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.
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.
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22. 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.
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23. Practices at ZONG regarding Recruitment
and Selection
Practices regarding the recruitment and selection are in
accordance with the policies formulated by the HR department.
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.
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24. 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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25. 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.
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26. 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.
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27. Types of Training in ZONG
On a general basis the training done in ZONG can be divided into two
categories:
• Soft skill training
• 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
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28. 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.
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29. 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.
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
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30. 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
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31. he will not sign it and when HR Department get that within due date than
problems are identified and solved.
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.
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32. 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, interests 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.
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33. 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 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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34. 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.
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35. 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 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.
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36. 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:
Medical care
Life insurance
Vacations
Relocation
Credit advance policy/provident policy/advance against provident
fund
EOI
Recreation
Club Policy Travel
Mobile phone
Business mobile phone policy
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37. 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 complicate. 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.
37
38. One thing to mention is criteria for rewards. As mentioned earlier in
policies, rewards are performance based. But this is true only 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.
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39. 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.
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40. Recommendations
ZONG has a strong HR system. That is the reason we didn’t found
much discrepancies in what management says, what policies state and
what employees say. 90% of the times they were same. However, there
were some discrepancies that need consideration and their alteration can
make this HR system best in Pakistan.
Following are some of the recommendations based on those discrepancies:
1. Delegation of authority: Human resource department is not fully
authorized to take all the decisions. Despite the fact that, HR
department claims to have the overall management of the company
but actually it doesn’t happen. There are numerous HR decisions that
are taken by the other department. So, delegation of authority
should be clear regarding decision making for HR department.
2. Lack of information: Through this project we come to know that
ZONG employees were not aware of the in depth policies due to lack
of information regarding formulation of policies. This happens due to
complications in understanding those policies so; ZONG should
simplify them for its employees.
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41. 3. Power dissonance: Managers are responsible for promotions &
hiring with its pre-required goals but firing is concerned with Boss
but this can cause dissonance among employees for
command/power.
4. Enhancement in recruitment sources: ZONG should increase its
recruitment sources. During an interview, we asked the same
question and he answered “that’s what policy says; on ground level
we do use as many sources as possible”. If this is the case then we
recommend ZONG that it should adjust policy accordingly.
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42. Conclusion
From all the mentioned aspects our group has learned a lot from this
study and research. It made us easy to understand almost all the aspects of
the presented topic.
As far as ZONG is concerned, generally the conclusion is very easy to
comprehend that ZONG HRM Department has to cover some aspects in
order to compete with its competitors’ UFONE, TELENOR, MOBILINK,
ALWARID, so they have to formulate some new techniques for training and
development.
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