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Human resource manualpdf

  1. 1. HUMAN RESOURCE MANUAL 1
  2. 2. SUBJECT: “Human Resource Management”SUBMITTED TO: MR. MUHAMMAD ABBASSUBMITTED BY:  M.HASEEB MIR  MOEZZA MIR  MEHWISH JAVED 2
  3. 3. “In the name of Allah, the most beneficent and merciful” 3
  4. 4. ACKNOWLEDGEMENTSI would like to acknowledge and thank the following people with the helpof 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 4
  5. 5. TABLE OF CONTENTSINDEX Topic Name Page#1 Executive Summary 72 Zong 8-93 Introduction 104 Mission Statement 115 Vision Statement 126 SWOT Analysis 137 Hierarchy 14-158 Recruitment and Selection Process 169 ZONG Policies on Recruitment and Selection 17-1910 General Conditions for Recruitment 2011 Conditions for Selection 21-2212 Practices at ZONG regarding Recruitment and Selection 2313 Critical Review on Recruitment and Selection Process 2414 Training 2515 Training Needs Assessment Policy 2516 Developing a Company-Wide Management Training Policy 2517 Training Practices at ZONG 2618 Types of Training at ZONG 2719 Critical Review on Training at ZONG 2820 Adoption Towards Organizational Change 2921 Performance Appraisal System 29 5
  6. 6. 22 Policies at ZONG for Performance Appraisal 2923 Practices at ZONG for Performance Appraisal 3024 Critical Review on Performance Appraisal System 3125 Career Planning and Development 32-3326 Motivation 3327 Motivation by Design 3428 Reward System 3529 Policies on Reward Systems 35-3630 Practices Regarding Reward Systems at ZONG 3731 Critical Review on Reward Systems 37-3832 Health and Safety Measures 3933 Recommendations 40-4134 Conclusion 4235 Refference 43 6
  7. 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 isnow facing true competition not only from domestic but also frominternational competitors. In order to keep themselves up-to-date, telecomsector members have improved and strengthened their internal as well asexternal policies. As a result, they are spending more on advertising andbranding concepts and at the same time continuously improving theirworkforce. A very important factor of skilled workforce in an organization isthat it reduces the cost and also helps to maintain an unbreakable and longlasting relationship with the various facets of consumer behavior. Now thecompanies have realized that by concentrating more on their workforce,they can achieve better efficiency and higher profits. Although HRdepartment has been ignored in Pakistan for many decades, but now it hasbeen proved from the experience of other companies that without applyingHR policies, no organization can achieve efficiency and perfect labor force. 7
  8. 8. ZONG Talking about ZONG, it is the first International brand of China Mobilebeing launched in Pakistan. It is meant to empower and liberate the peopleof Pakistan in every nook and corner of the country. It will become a part oftheir hearts, their minds and bring about a change in their lives that everyone desired but few thought would be possible. The core essence of ZONG is to allow people to communicate at willwithout worrying about tariffs, network coverage, capacity issues orcongestion. ZONG will be supported by ground breaking communications,trend setting customer service and an unmatched product offering whichwill redefine rules of the game and establish ZONG as a serious competitorfor the number one spot. ZONG offers its customers with entertaining & innovative valueadded 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 thisbrand with others to follow. And their aim is to make ZONG a success storyfor others to try and reproduce. With ambitious plans to provide to the fastest growing Pakistanimarket and to win over the ever demanding Pakistani customer, it will beoffering extraordinary coverage, voice and data services as well as a widerange of tariff options to choose from. 8
  9. 9. CMPaks edge comes from the experience and expertise of runningthe worlds largest telecom service and the commitment they make tosetting quality and customer relations standards. CMPak is geared to offer neatly packaged VAS products that willbenefit the individuals, corporate as well as small businesses. Led by a teamof professionals from the field of cellular communication, CMPak isdetermined to make its mark in the Pakistani market and to change the waypeople 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 sectorin Pakistan and an additional US$ 800 million has been invested till the endof year 2008. These largest investments by CMPak act as ambassador offriendship between China and Pakistan. CMPak will invest moreinvestments to enhance its services and bring innovation to sustain itsleadership in the Telecom industry of Pakistan. ZONG is having its operative roots in China and Pakistan, so we canregard it as an international telecom company, having its parent companyCMCC in China. With the help of globalization, HR management has an advantage ofhaving a bigger pool of workers to be chosen from. 9
  10. 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 ento 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 facilitation of the process in the best interest of the Company and theEmployees!” Zong Human Resource Department that has the capability of performingfunctions such as job analysis, recruitment, training and development,performance appraisal, setting compensation policies and providing safetyand health to their employees. This report covers all the aspects of the human resourcemanagement concepts presently applied in ZONG. On the basis ofobservation it has been extracted that Human Resource in ZONG is highlymotivated due to the perfect conditions provided to them. 10
  11. 11. "Mission Statement"To be the number one cellular operator in Pakistan … 11
  12. 12. "Vision Statement"To deliver the best network services with value added services that is in reach of common person. 12
  13. 13. S tregths: Backup support Value-added services Ever-increasing subscribers Ever-increasing coverage areaW 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 tariffsT hreats: Security threats to towers Threat of competitor strategies for tariffs and packages. 13
  14. 14. HIERARCHY President Karachi Islamabad LahoreMarketing Financ HR IT Sales Engineering e 14
  15. 15. STRUCTURE OF HR DEPARTMENT AT ZONG Chief HRM Officer Director HRM Senior HR Manager Regional HR Manager Assistant HR Manager Team Leader Team 15
  16. 16. RECRUITMENT AND SELECTION PROCESSEmploymen Recruiting: Applicants Uset planning Build a pool complete selection& of application tools; testsforecasting candidates form to screen- out applicants Candidate Director or department head becomes interview final candidates to employee make final choices 16
  17. 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 efficientmethod of recruitment and selection. It is aimed at hiring without anydiscrimination based on race, colour, sex, nationality, ancestry, religion ordisability.Policy guidelines: The recruitment policy must abide by regulations set out by theGovernment of Pakistan. The Sources of recruitment for different job vacancies in ZONG shallinclude:  Internal Advertisement.  Databank.  Advertising.  Head hunters/executive search organizations.  Walk in candidates.  Colleges and Universities 17
  18. 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. 18
  19. 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. 19
  20. 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 basedrecruitment gateway. Though for a specific position, they will be requiredto fill the standard application form of the Company. All applications will be kept on HR database for a period of 6 monthsonly. 20
  21. 21. Conditions for selection Request forms for hiring and transfers must be forwarded to HRdepartment for signatures. In order to gets appropriate candidates information regardingqualifications 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 candidatesor shortlist for databank if no suitable candidates found than externaladvertisement is referred. Screened CV’s are than provided to departments and they’ll conduct aninterview with the immediate Supervisor / Department / Divisional Head orhis / her nominee and any job related selection tests after that short listedcandidates are interviewed finally by HR department. To check suitability Human Resources Department may conduct Profileand Psychometric Tests for the selected candidate. Two Reference checks will be completed for the selected candidateeither before hiring or during the probationary period. Appointment will besubject to satisfactory references being received. 21
  22. 22. On Selection the following information will be forwarded to HR to bekept 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 withthe Consultant for a duration ranging from 3 months to 1 year. The Human Resource Department shall prepare and deliver theEmployment Letter to the Employee and take signatures on a copy. These were the practices but what actually are the practices forRecruitment and selection at ZONG. Let’s explore. 22
  23. 23. Practices at ZONG regarding Recruitment and Selection Practices regarding the recruitment and selection are inaccordance 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 RecruitmentEmployee referrals Job fairsInternal advertising University Hunts Advertising Emplacement Agencies Walk in candidates All recruitment and selection process is handled by the Humanresource department. Applications for jobs are mostly made via internet. A selection criterion is totally based on merit. A series of interviewsare conducted followed by a panel interview and a group discussion. Onlydeserving candidates from a lot of applicants are considered. 23
  24. 24. Critical Review on Recruitment and Selection ProcessReferences are used everywhere to get a job and so are used in ZONGtoo. Tough its not a positive parameter in the recruitment process butpeople use it as an entry point. In study we came to know that there arenumber of employees who were hired in ZONG on the reference basis.But on the other hand retaining or keeping a job is way different thengetting a job.ZONG is using the online system for the Recruitment and Selectionprocess, which is a very positive sign. With the growing factor and use ofInternet, it’s much economical in terms of time and money to fill anonline application. And also it’s easier for a company to organize theirdata electronically, which does not only help in organization butprovides easy access, longer stay and remotely accessible. This has surlyreduced the stress of physical offline requirement and the company canbuild a good impression to their consumers by using the latesttechnology. 24
  25. 25. Training Training needs assessment Policy at ZONG Objective: To Identify the most appropriate solutions to performanceproblems. Procedures: All Company Heads should differentiate betweenproblems that require training and problems that require coaching or othersolutions. Generally, about 20% of performance problems require“training” solutions and remaining 80% is handled by the quality ofsupervision and other work environmental factors (rewarding goodperformance, punishing poor performance, and removing obstacles to goodperformance). Developing a Company – Wide Management Training Plan Objective: Identify the needs, by management level, for the wholeCompany. Employees are also Facilitate with Short Management Coursesfrom time to time. 25
  26. 26. A total-company plan after coordination of HR Department isfinalized and its implementation process starts after a follow-up withDepartment Heads. After focusing discipline need of an individual, plan is to designschedule to assemble the total-company training need. The trainer should be under the headcount of HR so that adequatetraining sessions can be planned and conducted nationwide. Requirements for training an employee are made on supervisor’srecommendation in the appraisal form or if it is not mentioned inperformance appraisal than requirements can also be forwarded by thesupervisors. Training Practices at ZONG By getting information we have found that ZONG mostly use On Jobtraining technique with its employees which means employees are gettrained by their performance in assigned job with supervisors’ guidelineshow to boost up their efficiency regarding work. ZONG Internees are trained in various departments with basics ofeverything and most of them are hired by ZONG itself. 26
  27. 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 27
  28. 28. Critical Review on Training at ZONG ZONG provides good professional development to their employees byseveral training opportunities. Company has policies and proceduresdefined 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 supervisoryskills training and conflict resolution management etc to achieve a qualityand practice good business habits. More focus in training can be paid byaddressing different levels. Like these training are more helpful formanagers or supervisors but may not develop the related skills for thelower level employees. Though company provides many opportunities andsurely if these were asked, then must have been provided for other levelstoo. 28
  29. 29. Adoption Towards Organizational Change Telecom industry is a change oriented industry which should modifyitself with time and ensure that whether it is change in tariffs or an internalchange 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 byemployees. Changes are clearly planned to ensure maximum benefitsavailable from the change.Performance Appraisal SystemPolicies at ZONG for Performance AppraisalObjectives: The basic purpose is to evaluate and improve the actualperformance of employee (current/past) towards performance standardsand 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 29
  30. 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 individualPractices at ZONG for Performance Appraisal To meet company’s performance standards ZONG conductsperformance appraisal in order to evaluate their employee’s currentperformance or past performance. To eliminate this deficiency ZONG try toadapt the performance appraisal so that employees should aware of theirperformance, also get feed backs from their supervisors and from gettingincentives and development program they could increase theirperformance. There are many performance appraisal methods. ZONG uses thecomputerized performance appraisal method. ZONG conduct its performance appraisal of employees in December.Performance appraisal sheet has been developed by the HR Departmentand has downloaded it on the intranet of ZONG so that the supervisor mayevaluate their employees. After completion of evaluation it is forwarded toemployees for confirmation and if employee doesn’t agree with supervisor 30
  31. 31. he will not sign it and when HR Department get that within due date thanproblems are identified and solved.Critical Review on Performance Appraisal For the performance evaluation different ways are adopted likeonline 180 degrees and 360 degrees. In the past only 180 degreemethodology was adopted for the performance appraisal but they havemoved to online 360 degree evaluation. Adopting this new strategy is quitesupportive and is appreciated by the employees because if an employee ishappy with the performance evaluation of this head then he or she maychallenge it for the review. 31
  32. 32. CAREER PLANNING AND DEVELOPMENT Telecom industry is full of competition therefore ZONG has focusedon career management of its employees so that they might understandbetter and develop their skill for their interest as well as for organizationsbenefit. A thoughtful process through which someone becomes aware ofpersonal skills, interests knowledge, motivation, and other characteristics;acquires information about other opportunities and choices; identifiescareer 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 successand fulfillment. 32
  33. 33. ZONG gives promotion of their employees on the performance basis.The ZONG HR department develops the employee’s career developmentplans in which the HR department predicts the next logical step for theiremployees within five years.Motivation Motivation of ZONG employees is based on two factors, intrinsic andextrinsic. Intrinsic due to fast growing image of ZONG and Extrinsic due toattractive pay scale together with basic facilities such as medical playimportant role to keep the employees motivated. ZONG keeps its employee motivated by fulfilling the five hierarchicalneeds of physiology, safety, social needs, self esteem and ultimately selfactualization needs. SELF ACTUALIZATION SELF ESTEEM SOCIAL NEEDS SAFETY NEEDS 33
  34. 34. MOTIVATION BY DESIGNJOB ENLARGEMENT: To motivate employees in every level Management frequently takessteps. Due to this management use technique of job enlargement byincreasing 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 skillsof employees and discover their talent which motivates them to dosomething extraordinary.Job Rotation: Tool to motivate and expand their skills, knowledge, interest &abilities. It can be either horizontal or vertical. In Vertical employee arepromoted to a new position and in horizontal jobs are rotated among samestatuses. After this it is easy for a supervisor to evaluate reliably.ZONG is doing a vertical job rotation at a very low level usually. 34
  35. 35. Rewards SystemPolicies on Reward system at ZONG: ZONG reward policies have lists which are both Intrinsic and Extrinsicfollowed by policies:Salary: Objectives: The purpose of this policy is to have salaries subject forreview in January of each calendar year in the light of merit and inflation. An employee with his/her specific job title will receive salary relevantto his position. Policy Guidelines: The Company will pay salaries and othercompensations 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. 35
  36. 36. Besides there are other intrinsic and extrinsic awards that leadstowards one objective only to motivate the employees to achieveorganizational 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 36
  37. 37. Practices on Reward systems at ZONG: Reward system policies are strictly practiced at ZONG. Employees arepaid when they are supposed to pay. Other rewards are also fast but theyare mostly tenure based rather than performance based. Policies shows that rewards are totally performance based but inactual this policy is not followed strictly. Mostly rewards are determined bythe organizational membership and seniority. Promotion is given on thebasis of performance, as well as tenure.Critical Review: Reward system at ZONG is quite complicate. The reason for this isthat there are many intrinsic and extrinsic, direct and indirect,compensating and non-compensating rewards. There is even a departmentthat looks after the motivational aspect of the employees. How motivationlevel of employees can be kept to a level so that they can be moreproductive. PMO (Project management office) introduces many clubmemberships, game shows, lunch arrangement and many more foremployee to be motivated. Similarly, there are special achievement awards at each individuallevel. Then there are even team awards, department awards and divisionawards. 37
  38. 38. One thing to mention is criteria for rewards. As mentioned earlier inpolicies, rewards are performance based. But this is true only in case ofachievement awards, group awards etc. If we observe basic pays andincrements then those are not performance based. Those are more oftenure based. ZONG does say that all rewards are performance based.However, it is not the case in practice. 38
  39. 39. HEALTH AND SAFETY MEASURES Maximum jobs of ZONG are not hazardous to health so, there is nosuch need of health measurements. Though everybody wants to be safeand that’s why when you visit some ZONG office to meet someone of a highdesignation level. You need to fulfill various safety measures. 39
  40. 40. Recommendations ZONG has a strong HR system. That is the reason we didn’t foundmuch discrepancies in what management says, what policies state andwhat employees say. 90% of the times they were same. However, therewere some discrepancies that need consideration and their alteration canmake 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. 40
  41. 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. 41
  42. 42. Conclusion From all the mentioned aspects our group has learned a lot from thisstudy and research. It made us easy to understand almost all the aspects ofthe presented topic. As far as ZONG is concerned, generally the conclusion is very easy tocomprehend that ZONG HRM Department has to cover some aspects inorder to compete with its competitors’ UFONE, TELENOR, MOBILINK,ALWARID, so they have to formulate some new techniques for training anddevelopment. 42
  43. 43. REFFERNCE http://www.zong.com.pk http://derekstockley.com.au/courses/human-resources-c.html http://www.slideshare.net/Chandan58/hrm-selection-chpt-11 43

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