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HR practices at zong
 

HR practices at zong

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    HR practices at zong HR practices at zong Presentation Transcript

    • SUB KAH DO…………
    • HR PRACTICES AT ZONG
    • • ADVISOR ATMR NAVEED ANJUM • COORDINATOR AT ZonG MS SHUMAILA SNR MANAGER OD, PM & HR OPERATIONS Say it all 3
    • HR PRACTICES AT ZONG SEQUENCE • Introduction – Objective – Methodology – Scope • Zong Introduction – Vision, Mission & Core values – Structure of Zong • Environmental Analysis – External Environmental Analysis – Industrial Analysis – Comparative study of HR practices – SWOT Analysis • HR Department at Zong – Structure – Functions – Key Responsibilities • Zong HR Strategy & Principles – Zong HR Objective – Zong HR Strategy – Zong HR Guiding Principles • Zong HR Practices – HR Planning – Recruitment & Selection – Performance Management – HR Operations • Observations • Recommendations • Conclusion • Q & A 4
    • HR PRACTICES AT ZONG 5
    • HR PRACTICES AT ZONG INTRODUCTION • OBJECTIVE – The objective of this research is to analyze Human Resource (HR) practices in Zong. The research project is a requirement for the award of degree ”Masters in Human Resource Management” (MHRM) by SZABIST. 6
    • HR PRACTICES AT ZONG INTRODUCTION • METHODOLOGY – Interaction with concerned HR personnel of Zong, and other employees. – E-mails. – Consulting HR Text Books. – Zong Website/Internet. 7
    • HR PRACTICES AT ZONG INTRODUCTION • SCOPE – Scope of this research is limited to Zong’s HR Department only. 8
    • HR PRACTICES AT ZONG ZONG INTRODUCTION • In 2004, Paktel was the first mobile telecommunication company which launched GSM services in Pakistan. • In 2003, Millicom, bought Paktel. • In January 2007 Millicom sold Paktel for $284 million to China Mobile (CMPak). • So far CMPak has invested more than US$ 2500 million in telecom sector in Pakistan. 9 Con’t
    • HR PRACTICES AT ZONG ZONG INTRODUCTION • CMPak’s edge comes from the experience and expertise of running the world’s largest telecom service. • In 2007 China Mobile Company introduced its new brand in Pakistan called “ZONG” formally “Paktel” with introductory slogan “Say everything” or “Sub Kah Do”. 10
    • HR PRACTICES AT ZONG ZONG INTRODUCTION • VISION – “Making Communication Exciting” – Deliver continuous innovation and exceptional quality services. – In doing so, CM Pak will become our customers’ partner of choice, our industry’s employer of choice and our shareholder’s investment of choice. 11
    • HR PRACTICES AT ZONG ZONG INTRODUCTION • MISSION – To be the leading mobile Operator of Pakistan by continuously innovating and offering exceptional quality services; to be a good corporate citizen and envoy of friendship between China and Pakistan. 12
    • HR PRACTICES AT ZONG ZONG INTRODUCTION • CORE VALUES – Commitment to Customer Satisfaction. – Passion for Business Excellence. – Trust and Integrity. – Respect for People. – Responsible Corporate Citizen. 13
    • HR PRACTICES AT ZONG ZONG INTRODUCTION 14 CTO (Mr Yan) HR HEAD (Mr Zhang) DIR SALES & DISTRIBUTION NPI O & M S &D M A.S.M IT B.D.O B.D.O CEO (Mr Fan Yun Jun) CFO (Mr Feng) COO (Mr Fan) CIO (Mr Sajid) LEGAL & REG: ADMIN PMO NPI DIR MARKETING DIR CORP SALES DIR FINANCE
    • HR PRACTICES AT ZONG 15
    • HR PRACTICES AT ZONG ENVIRONMENTAL ANALYSIS • EXTERNAL ENVIRONMENTAL ANALYSIS – Immense competition with other cellular companies like Mobilink, Ufone, Warid and Telenor. – Other companies have huge market shares. – The ZonG external-environment includes their external customers, agents and distributors, suppliers, our competitors, etc. – Other forces affecting the environment e.g.; Political forces, Economic forces, Socio-cultural forces, and Technological forces. 16
    • HR PRACTICES AT ZONG ENVIRONMENTAL ANALYSIS • INDUSTRIAL ANALYSIS – Zong is doing good since its fairly new in the market and still giving competition to the old telecommunication members. – The data below shows the comparison of last 5 years subscribers of different telecommunication organizations. 17 0 5,000,000 10,000,000 15,000,000 20,000,000 25,000,000 30,000,000 35,000,000 40,000,000 2007 - 08 2008 - 09 2009 - 10 2010 - 11 MOBILINK UFONE ZONG TELENOR WARID Subscribers Con’t
    • HR PRACTICES AT ZONG ENVIRONMENTAL ANALYSIS • INDUSTRIAL ANALYSIS 18 27% 16% 30% 9% 18% Market Share Telenore Warid Mobilink ZonG Ufone Con’t
    • HR PRACTICES AT ZONG ENVIRONMENTAL ANALYSIS • INDUSTRIAL ANALYSIS 19 Mobilink 91% Warid 85% Telenor 82% Zong 90% Ufone 91% Males percentage Con’t Mobilink 9% Warid 15% Ufone 9% Telenor 18% Zong 10% Females Percentage
    • HR PRACTICES AT ZONG ENVIRONMENTAL ANALYSIS • INDUSTRIAL ANALYSIS 20 Mobilink 21% Warid 23% Telenor 17% Zong 28% Ufone 25% Training % Internally Con’t Mobilink 16% Warid 21% Ufone 16% Zong 5-6% Telenor 21% Turnover Ratio
    • HR PRACTICES AT ZONG ENVIRONMENTAL ANALYSIS • INDUSTRIAL ANALYSIS 21 Con’t
    • HR PRACTICES AT ZONG 22
    • HR PRACTICES AT ZONG ENVIRONMENTAL ANALYSIS • HEADCOUNT – FEB 2011 23 Con’t Total Permanent Employees 788 Total Outsourced Employees 1704 20-30 55% 31-40 36% 41-50 7% 51-64 2% Age Analysis Avg. Age 32 Years
    • HR PRACTICES AT ZONG ENVIRONMENTAL ANALYSIS 24 Con’t Diploma Engineer 1.14% Engineering Graduate 23.33% Finance Professional 2.99% Graduation 29.16% M.Phil. 0.28% MBA 26.17% Post Graduation 15.08% Under Graduate 1.85% Qualification Analysis HQ 48% North 15% Central I,II,III 23% South 14% Staff at Locations
    • HR PRACTICES AT ZONG ENVIRONMENTAL ANALYSIS • INDUSTRIAL ANALYSIS 25 0% 20% 40% 60% 80% 100% 120% Mobilink Telenor Zong Ufone Warid HR working HR scope
    • HR PRACTICES AT ZONG ENVIRONMENTAL ANALYSIS • COMPARATIVE STUDY OF HR PRACTICES 26 1. RECRUITMENT & SELECTION Sr# HR PRACTICES Mobilink Telenor Ufone Warid Zong 1 R&S Methods A Centralized B Outsourcing √ √ √ √ √ C Internal √ √ √ √ √ D External √ √ √ √ √ 2 EEO Compliance √ √ √ √ √ 3 Gender Diversity A Male % 91% 82% 91% 85% 90% B Female % 9% 18% 9% 15% 10% Con’t
    • HR PRACTICES AT ZONG ENVIRONMENTAL ANALYSIS • COMPARATIVE STUDY OF HR PRACTICES 27 2. PERFORMANCE MANAGEMENT Sr# HR PRACTICES Mobilink Telenor Ufone Warid Zong 1 PMS METHOD A Formal √ √ √ √ √ B Annual Appraisal √ √ √ √ √ C Monthly Review √ √ √ √ D Quarterly Review √ √ √ √ E Bi-Annually Review √ √ F Yearly Review √ √ √ √ √ 2 PMS Decision A Probation Separation/Extension √ √ √ √ √ B Contract Separation/Extension √ √ √ √ C Transfer √ √ √ √ √ D Promotion √ √ √ √ √ E Early Retirement √ √ √ √
    • HR PRACTICES AT ZONG ENVIRONMENTAL ANALYSIS • COMPARATIVE STUDY OF HR PRACTICES 28 3. TRAINING & DEVELOPMENT NEEDS Sr# HR PRACTICES Mobilink Telenor Ufone Warid Zong 1 TNA identification methodlogy A TNA through PMS √ √ √ √ √ B TNA through Consultant √ √ √ √ √
    • HR PRACTICES AT ZONG 29 ZONG COVERAGE
    • HR PRACTICES AT ZONG 30
    • HR PRACTICES AT ZONG SWOT ANALYSIS • STRENGTHS – China mobile is a Strong Historical and trusted Brand. – Continuously improving its Network Services. – Backing of World’s Largest Mobile Company. – Strong relationship with the Government and PTA. 31 Con’t
    • HR PRACTICES AT ZONG SWOT ANALYSIS • STRENGTHS – Lowest rates nationwide rates. – Strong image of parent company. – Network portability. – Huge location and geographic coverage(has around 6000-7000 sites all over Pakistan). – New talent & fresh graduates are preferred . 32
    • HR PRACTICES AT ZONG SWOT ANALYSIS • WEAKNESSES – Weak brand image - still fairly new to the market. – Fresh graduates are preferred over senior and experienced ones. – Acquisition from Paktel with its beurocratic environment. – Work environment is very casual. – Label of “Chinese Brand”. 33
    • HR PRACTICES AT ZONG SWOT ANALYSIS • OPPORTUNITIES – Can expand globally from Pakistan. – Opportunity of grow its customer base due to increasing trend of using mobile phones. – Can win the customers of its competitors by providing them superior service on lower price. – Zong can be a pioneer in southern Punjab, Northern areas and Baluchistan. 34
    • HR PRACTICES AT ZONG SWOT ANALYSIS • THREATS – Threats of new entrants. – Threat from other cellular brands. – Bad economic/security conditions of the country. – Electricity & Energy Problems. 35
    • HR PRACTICES AT ZONG 36
    • HR PRACTICES AT ZONG HR DEPTT AT ZONG ZONG HR STRUCTURE 37 HEAD OF HR DEPARTMENT Sr. Manager HR (Human Capital & Compensation) Sr. Manager HR (OD, Performance Management & HR Operations)
    • HR PRACTICES AT ZONG HR DEPTT AT ZONG • ZONG HR MANAGEMENT 38 Fayyaz Hussain Hashmi Sr. Manager HR, (Human Capital & Compensation) • Qualification: MBA, Post Graduate Diploma in Strategic HRM, Diploma in Global HR Management. • Experience: 17 Years total HR Experience. 05 Years at Zong. Shumaila Afzal Sr. Manager OD, (Performance Management & HR Operations) • Qualification: MBA • Experience: 6.5 Years total HR Experience. 2 Years at Zong
    • HR PRACTICES AT ZONG ZONG HR OBJECTIVES • Build Capacity To Grow – Short - Medium - Long Term • Strengthen Organization & People Capability • Institutionalize H.R Processes /Interventions • Partner in Successful Transformation • Become Employer Of Choice 39
    • HR PRACTICES AT ZONG FUNCTIONS OF HR DEPARTMENT 40 COMPENSATION AND BENEFITS HR OPERATIONS OD & PERFORMANCE MANAGEMENT HUMAN CAPITAL ACQUISITION
    • HR PRACTICES AT ZONG HR DEPTT AT ZONG • KEY RESPONSIBILITIES OF HR DEPARTMENT “AT HQ” – HR Budgeting & Headcount Planning – Recruitment & Selection – Employee Record Management – Salary & Benefits Planning & Processing – Training & Development – Performance Management – Employee Relations, Employee’s Grievances 41
    • HR PRACTICES AT ZONG HR DEPTT AT ZONG • KEY RESPONSIBILITIES OF HR DEPARTMENT “REGIONS” – Employee Communication and Support – Support in Recruitment & Selection – Handle Employee Logistics , exit interviews & even management – Support in Training & Development & Performance Management 42
    • HR PRACTICES AT ZONG 43
    • HR PRACTICES AT ZONG HR STRATAGY & PRINCIPLES • STRATEGIC ROLE OF HR – Source • Staffing Strategy and Capability • Employer Branding & Marketing • People Planning – Perform • Performance Development • Productivity/Effectiveness – Develop • Talent Management • Learning & Development • Leadership Development 44
    • HR PRACTICES AT ZONG HR STRATAGY & PRINCIPLES • STRATEGIC ROLE OF HR – Affiliate • Reward and Recognition Philosophy • Reward • Diversity • Employee Engagement and Culture – Initiate • Change Management – Cultural Transformation • Organizational Development 45
    • HR PRACTICES AT ZONG HR STRATAGY & PRINCIPLES • ZONG HR GUIDING PRINCIPLES – Align – Integrate – Innovate • With Business – H.R Interventions – H.R Practices – Facilitate Change Effort • Build Interventions That Support Change & Growth • High On Touch – Advise & Support Line • Train People on Change & Transformation • Benchmark Best Practices – Create Impact • Tangible Results - Work Culture – People • Lead in H.R Innovation 46
    • HR PRACTICES AT ZONG 47
    • HR PRACTICES AT ZONG HR PLANNING PROCESS Need for a new job is analyzed by a Department Need is conveyed to HR Department HR Deptt analyze Job responsibilities & competencies required Job Description encompassing Job title, Deptt, SKA, Gender and Working location is devised 48
    • HR PRACTICES AT ZONG REC & SELECTION PROCESS 49 Preliminary • Cost of Recruitment • Time required for recruitment process • Approval CEO and Dir HR & Finance Add • Newspapers • Official Web Site Applications • Receive Applications • Sift Applications as per requirement • Call letters Interview • Competency based interview by a panel of HR and Line manager Offer • Offer and acceptance letters are given to the candidates Checks • Back ground checks are conducted Joining • Joining letters and instructions are given to successful candidates
    • HR PRACTICES AT ZONG PERFORMANCE MANAGEMENT • PROCESS OF PERFORMANCE MANAGEMENT 50 Step-I Setting up of SMART objectives and competencies Step-II Agreeing T&D and resource requirements Step-III Interim/ Half Yearly Step-IV Annual Reviews Step-V Appraisal Decisions
    • HR PRACTICES AT ZONG PERFORMANCE MANAGEMENT • ASSESSMENT RATINGS AND EFFECTS 51 (Performance Improvement Program)
    • HR PRACTICES AT ZONG PERFORMANCE MANAGEMENT • ASSESSMENT RATINGS AND EFFECTS 52 Scoring Grade Increment Percentage Annual Performance Bonus Disbursement A 16-20% of Gross Salary 100% of the bonus declared B 11-15% of Gross Salary 80% of the bonus declared C 07-11% of Gross Salary 60% of the bonus declared D 02-06% of Gross Salary 40% of the bonus declared E 00-03% of Gross Salary 0%
    • HR PRACTICES AT ZONG PERFORMANCE MANAGEMENT • ASSESSMENT RATINGS 53 Scoring Grade Bell Curve distribution percentages A 10% B 15% C 50% D 15% E 10% A 10% B 15% C 50% D 15% E 10%
    • HR PRACTICES AT ZONG 54
    • HR PRACTICES AT ZONG HR OPERATIONS • HR OPERATIONS VALUES & PRACTICES 55 Employee Facilitation / Daily HR Operations Grievance Management & Employee Counseling Strong reporting of Exit Interviews Entertaining Event Management Corporate Social Responsibility Staff Welfare activates •Hajj Draws • Independence Day celeb • New Year Celeb •Ramadan Meals & Eid Cakes •Health Club •Flood relief fund •Swat IDPs •Environment Protection Activities •Scholar ship Prog for UET students •Support to rain affecties in sind
    • HR PRACTICES AT ZONG 56
    • HR PRACTICES AT ZONG DATA ANALYSIS 57 YES 74 % NO 17 % NEUTRAL 9% Recruitment & Selection
    • HR PRACTICES AT ZONG DATA ANALYSIS 58 YES 57 % NO 36 % NEUTRAL 7% Performance Management
    • HR PRACTICES AT ZONG DATA ANALYSIS 59 YES 61 % NO 29 % NEUTRAL 10 % Reward & Recognition
    • HR PRACTICES AT ZONG 60
    • HR PRACTICES AT ZONG 61
    • HR PRACTICES AT ZONG OBSERVATIONS • Adherence to organizational HR policies/ processes is not as required. • Female induction is less. • Senior and experienced employment candidates are ignored. • Less efforts for Branding Zong . • Negligible services available in Southern Punjab, Baluchistan and Northern Areas. 62
    • HR PRACTICES AT ZONG 63
    • HR PRACTICES AT ZONG RECOMMENDATIONS • Good HR policies/processes have been devised by the organization and strict compliance may be practiced at all levels. • Female induction may be increased for ensuring equal opportunities. • Senior and experienced employees may also be given due preference and developed accordingly. • Strong Branding be done to make Zong. • Expansion in Southern Punjab, Baluchistan and Northern Areas may be undertaken at the earliest. 64
    • HR PRACTICES AT ZONG CONCLUSION
    • THANK YOU…………
    • CONCLUSION Zong offers several promotions, services and packages to cater to different needs of a wide variety of customer base. They have done considerable research In order to understand customer needs of this country based on their cultural as well as religious compulsions. For the first time users will get what they want, rather than being made offers that suit operational needs more than user needs. China mobile has proven itself as a brand now and it seems like they are going to give competitive environment to other cellular companies in coming days. The hardest part of china mobile is to rebuild the image that had been lost by Paktel. They are still a fairly new brand and their customer base is limited in comparison to the market giants so they need to be really innovative and use young/experienced talent in order to reach the top.