ZONGTalking 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
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.
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
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
With the help of globalization, HR management has an advantage of having a
bigger pool of workers to be chosen from.
“Listening to our employees attentively is the responsibility of ZONG HR.
Your feedback will be kept in absolute confidentially by being sent only to
HR Operational Excellence Team. We ensure the facilitation of the process in
the best interest of the Company and the Employees!”
Zong Human Resource Department that has the capability of performing
functions such as job analysis, recruitment, training and development,
performance appraisal, setting compensation policies and providing safety
and health to their employees.
This report covers all the aspects of the human resource management
concepts presently applied in ZONG. On the basis of observation it has been
extracted that Human Resource in ZONG is highly motivated due to the
perfect conditions provided to them.
To be the number one cellular operator in Pakistan …
To deliver the best network services with value added services that is in
reach of common person.
Backup support Value-added services
Ever-increasing coverage area
Late entry into the market
Least count current subscribers
Low area coverage (so far)
Covering such areas where others have not yet reached
Quality services to obtain customers’ loyalty
Security threats to towers
Threat of competitor strategies for tariffs and packages.
STRUCTURE OF HR DEPARTMENT AT ZONG
HR Finance Marketing IT Sale Engineering
Cheif HRM Officer
Senior HR Manager
Regional HR Manager
Assistant HR Manager
RECRUITMENT AND SELECTION PROCESS
Employment planning & forecasting
Recruiting: Build a pool of candidates
Applicants complete application form
Use selection tools; tests to screen-out
Director or department head interview
final candidates to make final choices
Candidate becomes employee
ZONG POLICIES FOR RECRUITMENT AND SELECTION
Policies for Recruitment and Selection as experienced at ZONG are:
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.
The recruitment policy must abide by regulations set out by the Government
The Sources of recruitment for different job vacancies in ZONG shall
Head hunters/executive search organizations.
Walk in candidates.
Colleges and Universities
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
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.
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
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).
c) Profile and Psychometric Tests
Applicants may apply online by registering with the web based recruitment
gateway. Though for a specific position, they will be required to fill the
standard application form of the Company.
All applications will be kept on HR database for a period of 6 months only.
Conditions for selection
Request forms for hiring and transfers must be forwarded to HR department
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.
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.
e. Copy of N.I.C.
f. Copies of degree(s): Bachelors and above only and copies of experience
g. Duly filled application form
In the Case of Consultants the Company will sign a contract with the
Consultant for a duration ranging from 3 months to 1 year.
The Human Resource Department shall prepare and deliver the Employment
Letter to the Employee and take signatures on a copy.
These were the practices but what actually are the practices for Recruitment
and selection at ZONG. Let’s explore.
Practices at ZONG regarding Recruitment and Selection
Practices regarding the recruitment and selection are in accordance with the
policies formulated by the HR department. According to employees following
were the recruitment practices. Two types of Recruitments: Internal and
Sources of Internal
Sources of External
Walk in candidates
All recruitment and selection process is handled by the Human resource
department. Applications for jobs are mostly made via internet.
A selection criterion is totally based on merit. A series of interviews are
conducted followed by a panel interview and a group discussion. Only
deserving candidates from a lot of applicants are considered
Critical Review on Recruitment and Selection Process
References are used everywhere to get a job and so are used in ZONG too.
Tough it's not a positive parameter in the recruitment process but people use it
as an entry point. In study we came to know that there are number of
employees who were hired in ZONG on the reference basis. But on the other
hand retaining or keeping a job is way different then getting a job.
ZONG is using the online system for the Recruitment and Selection process,
which is a very positive sign. With the growing factor and use of Internet, it’s
much economical in terms of time and money to fill an online application.
And also it’s easier for a company to organize their data electronically, which
does not only help in organization but provides easy access, longer stay and
remotely accessible. This has surly reduced the stress of physical offline
requirement and the company can build a good impression to their consumers
by using the latest technology.
Training needs assessment Policy at ZONG
Objective: To Identify the most appropriate solutions to performance
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
Identify the needs, by management level, for the whole Company. Employees
are also Facilitate with Short Management Courses from time to time.
A total-company plan after coordination of HR Department is finalized and
its implementation process starts after a follow-up with Department Heads.
After focusing discipline need of an individual, plan is to design schedule to
assemble the total-company training need.
The trainer should be under the headcount of HR so that adequate training
sessions can be planned and conducted nationwide.
Requirements for training an employee are made on supervisor’s
recommendation in the appraisal form or if it is not mentioned in performance
appraisal than requirements can also be forwarded by the supervisors.
Training Practices at ZONG
By getting information we have found that ZONG mostly use On Job training
technique with its employees which means employees are get trained by their
performance in assigned job with supervisors’ guidelines how to boost up
their efficiency regarding work.
ZONG Internees are trained in various departments with basics of everything
and most of them are hired by ZONG itself.
Types of Training in ZONG
On a general basis the training done in ZONG can be divided into two
• 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
Critical Review on Training at ZONG
ZONG provides good professional development to their employees by several
training opportunities. Company has policies and procedures defined for
trainings, assessment, their needs and the application process.
Different units can apply for the related training through HR. e.g. Finance
department in ZONG gets a training in customer services and so on. Training
is a compulsory factor in the organization and is open to everyone, related to
his/her field or unit.
Some organizational training is offered and practiced often like supervisory
skills training and conflict resolution management etc to achieve a quality and
practice good business habits. More focus in training can be paid by
addressing different levels. Like these training are more helpful for managers
or supervisors but may not develop the related skills for the lower level
employees. Though company provides many opportunities and surely if these
were asked, then must have been provided for other levels too.
Adoption Towards Organizational Change
Telecom industry is a change oriented industry which should modify itself
with time and ensure that whether it is change in tariffs or an internal change
it should be flexible to an extent to accept that change. Usually top-down
change is applied by management so that change is not restrained by
employees. Changes are clearly planned to ensure maximum benefits
available from the change.
Performance Appraisal System
Policies at ZONG for Performance Appraisal
Objectives: The basic purpose is to evaluate and improve the actual
performance of employee (current/past) towards performance standards and
also future potentials of ZONG.
The Objectives of the Performance Review Program are:
To measure work performance
To motivate and assist employees in improving their performance and
achieving their personal/professional career goals
To identify employees with high potential for advancement
To provide objective information for making decisions on salary
increases, promotions, bonus and transfers.
To identify employees training and development
To provide a solid path for career planning for each individual
Practices at ZONG for Performance Appraisal
To meet company’s performance standards ZONG conducts performance
appraisal in order to evaluate their employee’s current performance or past
performance. To eliminate this deficiency ZONG try to adapt the
performance appraisal so that employees should aware of their performance,
also get feed backs from their supervisors and from getting incentives and
development program they could increase their performance.
There are many performance appraisal methods. ZONG uses the
computerized performance appraisal method.
ZONG conduct its performance appraisal of employees in December.
Performance appraisal sheet has been developed by the HR Department and
has downloaded it on the intranet of ZONG so that the supervisor may
evaluate their employees. After completion of evaluation it is forwarded to
employees for confirmation and if employee doesn’t agree with supervisor
he will not sign it and when HR Department get that within due date than
problems are identified and solved.
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
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
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 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.
MOTIVATION BY DESIGN
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.
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
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.
Policies on Reward system at ZONG:
ZONG reward policies have lists which are both Intrinsic and Extrinsic
followed by policies:
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
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.
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:
Credit advance policy/provident policy/advance against provident fund
Club Policy Travel
Business mobile phone policy
Practices on Reward systems at ZONG:
Reward system policies are strictly practiced at ZONG. Employees are paid
when they are supposed to pay. Other rewards are also fast but they are
mostly tenure based rather than performance based.
Policies shows that rewards are totally performance based but in actual this
policy is not followed strictly. Mostly rewards are determined by the
organizational membership and seniority. Promotion is given on the basis of
performance, as well as tenure.
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.
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
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.
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
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.
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
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