How Warid exercises HUMAN RESOURCE Practices

1. Table of Contents
Introduction..................................................................................................................................... 2
Chief HRM Policies: .................................................................................................................... 2
1 Providing Equal Employment Opportunity and a Safe Workplace: ...................................... 2
2 Planning & Recruiting:.......................................................................................................... 2
3 Selecting Employees:.............................................................................................................. 3
4 Training Employees:.............................................................................................................. 3
5 Job Design:............................................................................................................................ 4
6 Salary Structure:................................................................................................................... 4
7 Compensation and Benefits:.................................................................................................. 5
8 Employees Conduct and ethics: ............................................................................................. 5
9 Resignation and Exit:............................................................................................................. 6
10 References................................................................................................................................... 6

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HRM PRACTICES OF WARID
WARID TELECOM
Introduction:
Warid Telecom is founded by Abu-Dhabi group. The Abu Dhabi Group is led by His
Highness Sheikh Nahayan Mabarak Al Nahayan. His Highness is the Federal Minister for
Education of the United Arab Emirates. He is the Chairman of Warid Telecom‚ Wateen
Telecom‚ United Bank Limited‚ and also the Founder Chairman of Bank Alfalah Limited.
Chief HRM Policies:
 Providing Equal Employment Opportunity and a Safe Workplace
 Planning and Recruiting
 Selecting Employees
 Training Employees
 Job Design
 Salary Structure
 Compensation and Benefits
 Employees Conduct and Ethics
 Resignation and Exit
1 Providing Equal Employment Opportunity and a Safe Workplace:
The fundamental goal of an effective safety program is to eliminate or reduce safety risk
before work begins (Albert, Hallowell, & Kleiner, 2014).
Warid telecom is providing equal opportunity to its employees. They will extend equal
opportunity to all individuals without regard for race, religion, color, gender, creed, national
origin, age, disability or handicap status. So that all the employees working in Warid telecom
work with full confidence.
The workplace is sufficient for all the employees. Company provides necessary equipment’s
to its employees to do their work with ease and comfort. Moreover, the atmosphere of the
company is peace and calm.
2 PLANNING& RECRUITING:
Recruitment is designed to ensure that an organization identifies the right candidate to fill a
job vacancy (shinn, 1967).
There is no specific number of per year vacancies in Warid telecom. It depends upon the
number of employees needed per year. The company plans and hires the employees itself. It
does take the services from any other recruitment firm. The company forecast the demand for
labor every year.

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HRM PRACTICES OF WARID
The two main sources by which the company recruits the Human Resource are given below:
•Internal Source: In this source any one employee, within the company who will be able to
done the high post job, is selected.
•External Source: In this source the advertisement is published in newspapers. Candidates
are selected from applicants by conducting interviews.
Moreover, they also publish the vacancies also on internet. So the peoples apply from internet
are called for interviews and for further process.
3 SELECTING EMPLOYEES:
The importance of effective human resources cannot be described in words. The selection
interview plays an important role in bringing the best employees into the organization (Ullah,
2010). Like every multinational company, Warid Telecom has also a specialized procedure
for selecting the employees. The selection process is described as follows:
• Requisition raised by concern department.
• HR Department processes this requisition.
• Publish the advertisement in the newspapers.
• Screening the application forms and resumes.
• Interviewing Candidates.
• Checking References.
• Select the person.
They select the employees on the basis of work experience and knowledge. In selecting the
company conducts tests for clerical jobs. There are some engineering tests, communication
skills tests, computer knowledge tests and many more based upon the vacancy.
4 Training Employees:
Performance is a major multidimensional construct aimed to achieve results and has a strong
link to strategic goals of an organization (Ghafoor, Ahmad, & Aslam, 2011). Warid Telecom
believes that it is necessary for individual employees or groups of employees to take job
related training courses that enhance their values to the company, keep them up to date on the
latest trends, technologies and knowledge, offering a great chance to interact with peers.

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HRM PRACTICES OF WARID
There are two types of trainings given to the employees. The types and their durations are
given below:
• For Local Trainings (maximum 1 weeks)
• For Foreign Trainings (maximum 2-4 weeks)
In Warid telecom, they use all training methods e.g. Audio/Visual, Practical, workshop,
presentations, hands-on etc.
5 Job Design:
The HR Department designs the jobs in which they define how work will be performed and
what task will be required in a given job. The four phenomenon of Job that is practiced in
Warid Telecom are given below:
• Job Enlargement: to some extent at managerial level.
• Job extension: many times.
• Job rotation: how to some extent in Inter-department.
• Job enrichment: many times.
Work timings are fixed for all the employees. Most of the work is done by teams. Regular
work hours are 9:00 am to 6:00 pm, Monday through Friday. On Saturday, the work hours
will be from 9:00 am to 1:30 pm. On Fridays, the prayer and lunch break will be from 1:00
pm to 2:30 pm. 10 minutes’ grace time is allowed.
6 Salary Structure:
The Company’s salary structure consists of salary grades and salary ranges. It is established
based on the relative values of jobs as a result of job evaluation process and competitive
market practices. The criterion which is used by the company for deciding the salary of an
employee includes the following:
• The employee’s related skills, knowledge and experience.
• The employee’s trend of performance over time versus the current year.
• Pay relationships: where to position the employee’s base pay relative to others within
the department who are performing similar work.
Warid Telecom’s Philosophy is to “Pay or Performance”, by comparing ourselves primarily
with other Telecom companies and also with multi-national consumer product companies.

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7 Compensation and Benefits:
Compensation and rewards effects the employee decision making to stay their organizations
and also accepted the responsibility (Hameed & Ramzan, 2014).
Following are the benefits given by Warid Telecom to its employees:
• Life Insurance.
• Hospitalization.
• Cellular Phone Policy.
• Car Policy.
8 Employees Conduct and ethics:
General employee conduct policy is given below:
• All the employees shall have equal rights as employees of this company regardless of
the position held.
• All employees shall strive to create a positive work environment.
• It is the policy of the company that certain rules and regulations regarding employees’
behaviors are necessary for the efficient operations of the Company and for the
benefit and protection of the rights and safety of its employees.
Following are the ethical principles practiced in Warid Telecom:
Ethical behavior is determined by the value of society and legal principles act to support
activity (Salehi, Saeidinia, & Aghaei, 2012).
• Honesty
• Promise-keeping
• Respect for others
• Integrity
Each staff will be judged on merits of their performance and no favoritism.
Any employee found to have not engaged in such conduct will be subject to immediate
discipline up to and including discharge.
Three steps in disciplinary process are given below:
• Verbal warning

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HRM PRACTICES OF WARID
• Written Improvement notice
• Discharge
9 Resignation and Exit:
Resignation process in Warid telecom is given as:
• Resignation is considered when an employee is absent for 3 consecutive unexcused
and unreported working days or exceeding 6 days within a month, Notice of resignation for
confirmed employees in 1 month or otherwise 1 gross salary will be deducted from final
settlement.
Discharge is the termination of services of an employee by the company for the following
reasons:
• Misconduct, performance deficiency
• Inability to perform due to mental/physical incapacitation.
• Unavoidable management circumstances.
Human Resource division will conduct an Exit Interview with the employee leaving the
organization before or on the last working day. The purpose for such data collection is to
gather data for improving working condition and consequently retaining employees.
References:
Albert,A.,Hallowell,M.R.,& Kleiner,B.M. (2014). EmergingStrategiesforConstractions,Safetyand
HealthHazard Recognition. JournalOFSafety,Health,And EnvironmentalResearch,152-184.
Ghafoor,A.,Ahmad,F.,& Aslam,M. (2011). Impact of Trainingand DevelopmentonOrganizational.
Global Journalof Managementand BusinessResearch,63-68.
Hameed,A.,& Ramzan,M. (2014). Impact of CompensationonEmployeePerformance (Empirical
Evidence frombankingsectorof pakistan). InternationalJournalof Businessand Social
Science, 302-309.
Salehi,M.,Saeidinia,M.,& Aghaei,M.(2012). BusinessEthics. InternationalJournelof Scientificand
Research Publication,1-5.
shinn,S.(1967). RECRUITMENT. American Library Association,205-207.
Ullah,M. (2010). A SystematicApproachof ConductingEmployee SelectionInterview. International
Journalof Businessand Management ,106-112.

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