Telenor Pakistan is a 100% owned subsidiary of Telenor ASA operating in Pakistan since 2005. It has invested $1 billion in infrastructure expansion, creating over 20,000 direct and indirect jobs. Telenor Pakistan focuses on succession planning to develop internal candidates for leadership roles, conducting skills assessments and training to close competency gaps. It engages in active recruitment through career fairs and university workshops, and motivates employees through recognition in surveys and development opportunities to strengthen its position as an employer of choice.

1. TELENOR PAKISTAN
Telenor Introduction
Telenor is the largest mobile telecommunications operator in Norway and a significant
international mobile operator, with a number of operations outside Norway.
Telenor Pakistan is 100% owned by Telenor ASA and adds on to its operations in Asia together
with Thailand, Malaysia and Bangladesh.
Telenor Pakistan launched its operations in March 2005 as the single largest direct European
investment in Pakistan, setting precedence for further foreign investments in the telecom sector.
In two years, they have grown to become a leading telecom operator in the country. In fiscal year
2006, they achieved nearly 200% growth in subscriber base the highest in the industry by a wide
margin.
Telenor Pakistan is the fastest growing mobile network in the country, with coverage reaching
deep into many of the remotest areas of Pakistan. In the most difficult terrains of the country,
from the hilly northern areas to the sprawling deserts in the south, at times they are the only
operator connecting the previously unconnected.
Telenor is keeping ahead by investing heavily in infrastructure expansion. With $ 1 billion
already invested, they have extended agreements with their vendors for network expansion and
services until. The agreements, with a potential to result in $750 million worth of orders from
Telenor Pakistan, are some of the biggest of their kind in the industry.
They are spread across Pakistan, creating 2,500 to 3,000 direct and 20,000-plus indirect
employment opportunities. Have a network of 32 company-owned sales and service centers,
more than 350 franchisees and some 120,000 retail outlets.

2. Vision
Telenor vision is simple: “We're here to help”
“We exist to help our customers get the full benefit of communications services in their daily
live. The key to achieving this vision is a mindset where every one of us works together: Making
it easy to buy and use our services, Delivering on promises, being respectful of differences and
inspiring people to find new ways”.
Core Values
Make it Easy
“We're practical. We don't complicate things. Everything we produce should be easy to
understand and use. Because we never forget we're trying to make customers' lives easier”.
Keep Promises
“Everything we set out to do should work, or if it doesn't, we're here to help. We're about
delivery, not over promising, actions not words”.
Be Inspiring
“We are creative. We strive to bring energy to the things we do. Everything we produce should
look good, modern and fresh. We are passionate about our business and customers”.
Be Respectful
“We acknowledge and respect local cultures. We do not impose one formula worldwide. We
want to be a part of local communities wherever we operate. We believe loyalty has to be
earned”.

3. Mission Statement
Telenor’s primary goal is to create greater value for our shareholders, customers, employees and
partners, and for society in general. We strive to be a driving force creating simplifying and
introducing communication and content solutions to marketplace.
In order to achieve this goal, Telenor base its strategy on its customer oriented vision, “Here to
help” as well as its core values, “Make it easy, Keep Promises, Be inspiring and be respectful”.
Business Strategy
A mix of differentiation and low cost strategy is followed by Telenor Pakistan. Differentiation
and innovation exist at the core of Telenor, be it culture, Compensation packages or value added
services.
 Market Penetration
 Diversification in new directions and regions
 Focus on mobile internet
 Acquiring microfinance bank
 Global expansion (Telenor has also entered the Indian Market by taking a stake in
Unitech Wireless)
 Mix of differentiation and low cost
 Lower capital expense investment due to recession/ slow market growth
 Utilize 3G technology opportunity

4. OrganizationalStructure of TelenorPakistan

5. Human Capital
Telenor Pakistan HR Division which is known as Human Capital Division within Telenor. The
philosophy at Human Capital Division (HCD) is simple - "Creating Passion, Making a
Difference".
They strive to enthuse their people with a passion to contribute to the growth of Telenor Pakistan
through their culture and environment which empower! This allows them to make a difference at
every level.
Skills Require Joining Telenor
In Telenor each role requires specialist abilities, dealing with change at this rate call for certain
core skills. And throughout the selection process, Telenor looks for evidence that applicants can
demonstrate the under mentioned critical skills.
a. Communication
b. Customer Focus
c. Drive for Results
d. Developing Self and Others
e. Innovation and Change
f. Working with Others
Qualification:
In addition to demonstrating the right mixes of skills and personal qualities, applicant will need
the right kind of qualifications. The same are discussed as under;
a. Technology oriented position. In any of the following;
 Computer Science
 Computer Systems
 Computing

6.  Construction
 E-business
 E-commerce
 Electronics
 Engineering
 Hardware
 IT
 Mathematics
 Electronics
 Physics
 Semiconductors
 Software Systems
 Technology
 Telecommunications
b. Commercial Position:
 Marketing. In a discipline which contained marketing modules.
 Finance. In any degree discipline. Prepared to work in both retail and
corporate divisions of Sales. Work experience in a customer facing role.
In addition to the above program applicants should be graduating in the current year or have
graduated in the last three years. “If you're still studying, or awaiting your degree results at the
time of application, any offer made will be subject to the achievement of the required grade”.

7. Functionality of different HR Modules
Recruitment and selection
Recruitment is responsible for personnel selection for all of Telenor Pakistan. Personnel
selection is the methodical placement of individuals into jobs during which applications are
evaluated against available vacancies and assessed as per applicants' skills and experience in
compliance with TP selection process as specified in the recruitment policy.
Telenor Pakistan consists of energetic, youthful and dedicated employees aged 27 to 28 on
average. An appropriate match is required between the culture and employees at recruitment and
hiring. If People Excellence Division feels that a person will not be able to adjust into the
organization’s environment, even if he/she is performing functionally well, the person is
rejected. The dynamic group of people, sharing similar mind-sets, love being with each other and
meet on other occasions if unable to meet during work-hours. They even stay back late,
employees can be seen roaming around till 9 at night.
Orientation
After the recruitment and selection of the employees socialization and orientation of the
employees has started firstly the new comers or new employees have to report to the line
manager of their particular Division and he is then introduced with the current values, beliefs and
code of the conduct of the organization
Succession plans of last three years
“Succession planning is simply a formalized plan of activities in the event of planned or
unplanned leadership vacancies. Often, it is applied only to CEOs, but it should address other
leadership levels as well.
The HR Division of Telenor Pakistan believes that good succession planning exercise requires
understanding the critical challenges the company and the industry will face in the short to
medium term, and the skills and competencies that the company's key personnel require to lead
the company through such challenges. Their succession planning exercise then strives to equip

8. the identified successor with such skills and competencies besides the incumbent’s skills and
knowledge.
One common dilemma faced by many companies face is whether to consider internal candidates
or external candidates as successors. In Telenor Pakistan it is believed that both approaches have
their share of benefits and risks, but the risks with external candidates are higher owing to the
unfamiliarity of such candidates.
Succession planning in Telenor Pakistan requires both starting the succession planning process
early to ensure internal candidates become ready when the transition time approaches, and
keeping the screening for external candidates updated simultaneously. They believe that best
selection practice involves inviting the internal candidates for the recruitment screening, first to
ascertain whether they have developed sufficiently to take over, and considering external
candidates when there remain no suitable internal candidates.
The Succession planning process of Telenor:
 The personal commitment and participation of the CEO.
 The second step to succession planning is to Assess Present Work/People Requirements
o The organization’s decision-makers must find ways to clarify what work people
do and what measurable outputs they should achieve.
 The third step to succession planning is to Appraise Individual Performance
 The fourth step to succession planning is to Assess Future Work/People Requirements
 The fifth step to succession planning is to Assess Future Individual Potential
 The sixth step to succession planning is to Close the Developmental Gap
 The last step to succession planning is to Evaluate the Succession Planning Program
o Decide on whether succession planning is working as having qualified applicants
from inside the organization to meet most vacancies as they arise or require
demonstration that succession planning effort helped the organization save money
on job searches.

9. In Telenor Pakistan they have laid down plans for medium Level Management and they are still
on its way forward. They were consistently developing their workforce through job enrichment
and the employees in Telenor Pakistan were given opportunities to do highly technical and
highly advance assignments, so that the employees can be assessed of their potential for future
assignments. The employees at Telenor Pakistan were provided with the authority but the
employees were also strictly accountable for their use of authority and it was strictly monitored
by the immediate supervisor. The supervisor keep check on his subordinates that whether the
authority is abused or not. Telenor Pakistan is extremely against the illegal use of authority, so
those who were caught with the illegal use of authority, was then taken out of the list of potential
successors.
For the middle Level Management, Telenor Pakistan has several potential successors in mind for
future but the information is confidential to the HR Division. Because, if the secret leaks out then
it leads to demotivation among the employees of similar cadre.
The senior level Management like CEO and Vice presidents of Telenor Pakistan are replaced by
the successors from Parent Country. Telenor Group and the Board of Directors have the
authority to appoint the successor to the senior level management post. So the HR Division of
Telenor Pakistan has no access to the senior level of Management as it is governed by the Board
and Parent country Nationals. And as Far as the CEO of Telenor Pakistan is concerned, there
seems to be no plans for near future because the new successor to the former CEO Mr. Tore
Johnsen was appointed almost 2 years ago in year 2008 and was succeeded by the Current CEO
of Telenor Pakistan Jon Eddy Abdullah.
HR Plans of last three years
Telenor Pakistan participated in ROZEE.PK Job Fair
Telenor Pakistan, the Employer of Choice, has participated in one of the most anticipated job
fairs of Pakistan. Jobseekers were able to meet Telenor Pakistan representatives at the
ROZEE.PK Job Fair.
Delighted to be participating in the ROZEE.PK Job Fair, Telenor Pakistan’s Vice President
Human Capitals Nayab Baig said: “At Telenor Pakistan we realize that with the current growth

10. rate of the cellular market it is essential that we invest in the development of our country’s
Human Capital.
“Our philosophy is to unlock hidden human potential by offering an opportunity to employees to
build their expertise and by providing an energizing environment. Telenor Pakistan is a young
organization, which means that we are interested in finding and grooming young talented people
and equipping them with the skills that Pakistan’s fastest growing network requires in one of the
fastest growing mobile markets in the world.”
Commenting on Telenor Pakistan’s presence at the job fair, Director Human Capitals Telenor
Pakistan Haroon Bhatti said: “Telenor Pakistan’s participation in the job fair have provided an
opportunity for visitors to learn more about the company’s exciting working environment and
culture, competitive salary packages and attractive benefits; these are unparalleled in the
industry.”
Telenor Pakistan takes pride in its transparent and merit-based recruitment process. It offers
rapid career progression coupled with extensive training and ample opportunities for
international exposure for its employees.
Employees work in an open-plan environment which encourages an egalitarian culture,
promoting innovation, creativity and knowledge-sharing across the company. This reflects the
high level of trust the company has in its employees, who are the cornerstone of the organization.
The HR Strategies of Telenor Pakistan
As Telenor is original a Norwegian company and its head office is located in Norway and it is
basically ruled from Norway. So that’s why most of the HR plans and strategies of Telenor
Pakistan are similar throughout the globe. Same was the case in last three years (2007 to 2010)
and most probably it will be similar for future as well.
Telenor Pakistan’s Secret Plan of motivating their HR through such Statements
Telenor Pakistan has been chosen as the most preferred employer for their HR practices in a
survey conducted by ROZEE.PK. Vice President Human Capital Division Telenor Pakistan
Nayab Baig said, “Telenor Pakistan is pleased with the results of the Top Employers survey

11. conducted by Rozee.PK. We appreciate the initiative and believe that such surveys help to create
an in-depth understanding of our culture, environment and perception of HR practices in the
market. Telenor Pakistan is dedicated to improvement through our people which we believe are
our greatest strength.”
This above statement is appraisal to the whole organization, to each and every employee working
in Telenor Pakistan. Their Plan is to give and articulate this type of statements on such happy
occasions will make their employees feel proud, their pride will motivate them which will lead to
job satisfaction and individual’s better performance and it will ultimately lead to better
organizational performance.
Telenor Pakistan Held CMWs for University Students Of Pakistan
Telenor Pakistan as part of its ongoing Career Management Workshops (CMW) initiative, has
reached out to several universities all across Pakistan. 43 universities have been visited in
different regions benefiting over 3000 students. The CMW sessions are conducted by
experienced HR professionals with the aim to guide students interested in taking up a career in
any industry.
Telenor Pakistan’s Vice President Human Capital Division, Nayab Baig shared his thoughts on
the initiative, “At Telenor Pakistan, we believe that as a socially responsible organization we
must continue to contribute to the society even during tough economic times. We do this by
innovation in communications technology and also Human Capital development. Telenor
Pakistan, as a pioneer, has designed a comprehensive training package, ’Career Management
Workshop’ which enables students to overcome the initial challenges while entering the
corporate sector. We are reaching out to universities across Pakistan without the discretion of
their ranking. We hope that maximum students will benefit from this humble effort from Telenor
Pakistan and wish them all good luck with their future aspirations.’’
The Career Management Workshop session includes a presentation by the university alumni
working with Telenor Pakistan, followed by a summary on the hiring process at the organization.
The most important aspect of CMW was the Student Excellence Program (SEP) conducted by

12. Telenor Pakistan’s Manager Recruitment, Faisal Khan. This was an interactive session where the
do’s and don’ts of CV writing and interviews are discussed for the benefits of the students. This
was then followed by mock interviews with students selected randomly during the session. The
workshop is concluded by collecting student feedback via survey forms.
The CMW clearly shows the Telenor Pakistan’s plan in 2009 and for future. By organizing
CMW Telenor Pakistan was able to scan the best students from different universities of Pakistan
with the help of mock interviews and then they immediately picked up the best cherries of the
lot. Their plan was to bring those exceptional students on board and then to train them and get
them to work for their organization. They needed innovative and creative minds and with the
help of CMW, they got them. The same would be plan for future as well. Because they are
conducting CMW every year now and it’s also planned to kick off in May 2011 and will
conclude in the start of June 2011.
Introducing the Radio One FM91 show “Shaping the Professionals of Tomorrow”
The show focuses on how Telenor Pakistan is helping develop Pakistan's human capital will
inform students, potential employees and potential customers about the work culture at Telenor
Pakistan, our career management workshops, our internships program, and the diversity and
dynamism of our work force. The show also focuses on generic areas, such as career counseling
to better prepare students for their future pursuits.
There will also be prize-winning questions based on the radio show’s topics that Fasi zaka (the
well-known television host, satirist, political columnist, radio talk show host, music critic,
academic and Rhodes Scholar) will be asking listeners during each show. The winners will be
offered a pre-screening interview at Telenor Pakistan that could lead to an internship or a job
offer.
HRIS is fundamental need of all growth seeking organizations. Telenor has also adopted a very
comprehensive computer based information system. As Telenor’s HR Capital Division is very
active and connected with all their employees regarding their matters about organization, for
their departmental work needs and convenience. Telenor has come up with the strategy of going
better and better. To cope with competitors, they built their information system like other
organizations (Mobilink, Ufone) already working with.

13. Telenor developed a network within whole organization through which all their employees are
linked, by their own specifically developed software. Through this software data base of all
employees and their record is kept up to date. This software oriented information system
specifically builds for organizational development. All the employees are provided the facility of
connecting each other by mailing through this software. This is working on their intranet. This
HRIS is not only working within the organization but also this system is working for the
franchise officers and other people working outside the organization even if they are located
anywhere in the country.
Human resource information system in Telenor also possess the attendance records of its
employees, through which they evaluate the employees performance of attendance and keep
update with the employees leave, attendance, holidays etc. They have issued electronic cards to
each employees by swapping these cards through electronic devices and so through this way the
data for employees are maintained. Strategically the main advantage of this database is that there
is no fear of any kind of leakage of information. Along with this customers services department
also have a deep link with the human resource information system.

14. Recruitment and Selection
How do they hire
Group/organization always formed with two or more than two people. For this reason hiring of
the people from different sources is very necessary and important on its side. Because it’s
(recruitment/selection procedure) performance further leads the organization to success or failure
that how they are recruiting people whether it from within the organization or outside the
organization. Every organization uses different kind of methods and techniques for hiring the
people. In Human Capital language we can say that, “People are most valuable assets for any
organization”.
Telenor Pakistan as it is said that they are new here in Pakistan market and they are facing too
many challenges, in which the hiring of the people is very important still the activity of hiring the
people after its establishment of 6 months is going on, the most acceptable reason for this, it is on
the growth stage of its product development, we know that with the establishment of the its
network they have to hire more and more workers/ executives and managers on their side,
Different methods they are using for hiring their employees are as follows:
Internal recruitments
Internal recruitment stands for the recruitment within the organization, as they are newly
established business they do not have any kind of internal recruitment still they are focusing on
hiring the people from outside.
External recruitment
External recruitment stands for the recruitment of the employees from other
source/externally. They perform different kind of steps in this category, For the external
recruitment first the need for the new employment is created or if it is being demanded by any
Division. Human Capital Division first identifies the need of that job, particular its expenses in
hiring that employee(s), time required for its training and orientation in Telenor Pakistan. After

15. the approval of the manager of Human Capital Division, different methods they adopt for the
external recruitment are as follows:
1. Advertisement through newspaper:
Telenor Pakistan also has jobs advertisements through newspaper. In newspaper
they mention proper job title, job descriptions, placement, experience required,
educational requirement are also mentioned there and time and date for leaving the
required documents and place to where these documents are to leave.
2. Advertisement through official website of Telenor Pakistan:
Telenor also gets the job applications from net through its official web site of
organization. There is formal network or database has been formed for online
applications and people can leave their resumes their on net and they are assigned with
specific resume number and they have facility of being edited it afterwards and beside it
there is also option of currently offering jobs anywhere in Telenor is also presented there
and people are given option to apply for their particular job at the time when they
required to.
3. Telenor also recruits by employee’s referrals, by notifying the Job centers of the
potential vacancy and through private employment agencies like ROZEE.pk.
Application Process and E-recruitment
Telenor aims to make the whole selection process as clear as possible so that applicants know
exactly what's happening and expected by you. Any person can make his resume by using
Telenor online CV building tools. Telenor does not accept resumes except this online CV
system. When an applicant builds his CV he is allotted a CV tracking number against his e-mail
address and NIC number. An applicant can change his password at any time and can update / edit
his CV.

16. When an applicant applies for a specific post his CV is scanned through an automatic system, his
qualification, skills, experience and any other criteria specified for the job are compared, and
only those CVs are accepted which fulfill the criteria.
Then the selected CVs are examined by concerned HR people and only the short listed
candidates are contacted for interview.
Telenor online CV building and applying for a job process is given below as an example:
Welcome!
 If you are new to the system, please click here to upload your CV to our database.
 After submitting your CV online you will receive a unique CV Tracking Number & Password by email. Please save it to Edit/Update your
CV in the future & to apply to all applicable future openings.
 Please do not apply more than once, instead we request you to update/edit your earlier submitted cv.
 Only applications submitted through this system will be considered for vacancies in Telenor Pakistan.
 Please note that you will be contacted only if you are short listed.
 In case of any problem with the application system or for any queries regarding Recruitment at Telenor Pakistan you can contact us on
hc@telenor.com.pk or click here.
Good Luck!
Recruitment Team
Telenor Pakistan
Online Job Application System

17. Job Analysis
When HR Division is asked or demanded for more employees in any other Division, the activity
HR Division performs that first they compile the whole job duties, responsibility grade, work
unit and placement and afterwards they prepares the job description.
Job description
A single job description is prepared for two purpose, first they use it to publish it in the local
newspaper which have a nationwide network and secondly they use the same job description for
the website where the online application facility for the new employment.
Job description they prepare for the newspaper has a slight difference from the job description
they have on their website. Job description they prepare for the newspaper is very simple but the
components they have in this job description are as follows:
Job title: Includes the job title for which it is being advertised
Division: For which Division the job is required
Responsibilities: Includes the key areas to perform, autonomy and power.
Specification: Includes the basic skills, knowledge, ability, experience and
educational background
Gender: They specify the gender for the particular
Working location: Sites where he/she has to place for job

18. Skills Require Joining Telenor
In Telenor each role requires specialist abilities, dealing with change at this rate call for certain
core skills. And throughout the selection process, Telenor looks for evidence that applicants can
demonstrate the under mentioned critical skills.
1) Communication. The flexibility to communicate when moving through different
environments is paramount. Success hinges on the ability to tailor style, tone and content
to suit specific audiences.
2) Customer Focus. It's vital that employees constantly strive to provide world-class
customer service, establishing and responding flexibly to exceed customer expectations.
3) Drive for Results. Clear objectives and knowledge to achieve, depends on clarity of
thought. It's important to care passionately about realizing their goals, understanding
what this requires and acting on it.
4) Developing Self and Others. At Telenor employees will need to take responsibility for
their own development, learn from experiences, seek and act on constructive feedback.
5) Innovation and Change. This is an industry, and a company, which thrives on change.
Employees will need to be the same, embracing positive developments and adapting
quickly to ever-changing circumstances and situations, as well as generating innovative
ideas and solutions.
6) Working with Others. As a global business, Telenor cannot function on an
individualistic basis. To be successful with Telenor employees will need to build and
develop positive working relationships based on mutual trust, taking full advantage of the
networking opportunities available.
Job specification
In addition to demonstrating the right mixes of skills and personal qualities, applicant will
need the right kind of qualifications.

19. Applicants should be graduating in the current year or have graduated in the last three years. “If
you're still studying, or awaiting your degree results at the time of application, any offer made
will be subject to the achievement of the required grade”.
Selection Procedures and interview
After a substantial amount of applications have been received, the HR managers again work
together to shortlist the applications. This is done by carefully going through all the application
and by giving different weightage to the following criteria:
 Quality of early schooling
 Grade obtained
 Extra-Curricular activities
 Overseas travel and education
 Age
 Target University
 Relevant experience
The HR Division then issue call letters to the short listed candidates along with blank application
forms by Date, time and venue for the preliminary interview is advised and candidates are asked
to bring along completed application forms. Panel of HR and line management carries out
competency-based interviews focusing on functional skills and managerial and supervisory
skills. After the preliminary interview is cleared people applying for different jobs are tested in
different ways. The following management competencies are assessed by a panel of cross
functional assessors In the case of management selection:
 Communication skills
 Resource management
 Rational decision making
 Influencing
 Creative thinking
 Business development

20. The HR Division is responsible for overall administration of the assessment center including
training of the assessors. The HR Division provides details of remuneration package and terms
and conditions of service. The HR Division also prepares appointment letter, service agreement
and finalizes other documentation for service record.
Types of interviews
The interviews can be done on different levels and of different types. In Telenor Pakistan if the
candidate is being shortlisted then he is being called by phone and an informal interview is
conducted, which is also called telephonic interview. At the end of the phone call he is being
asked to come to the specified venue along with all his documents for a Traditional interview
or the call letter is sent to the qualified candidate to inform him/her about the interview. If the
candidate clears the traditional form of interview then he is informed through a call letter to
come for a panel interview (where numerous people from Telenor participate in the selection
process) which is final interview for the job.

21. Interview evaluation
In Telenor Pakistan the Interview evaluation is done through an Interview Evaluation Form
which varies from job to job. Because the evaluation form measures different set of
competencies for different jobs. The sample of evaluation form is as follows:

22. Induction Plan Year wise
Telenor Pakistan actually doesn’t have any year wise Induction plans. Telenor Pakistan inducts
new employees as soon as they feel the need of them. As the workload grow in any Division then
the HR Division is notified to create a job for certain type of activity to manage the workload. So
the gap between the workload and the current workforce performance is moderated/ balanced
through creating new jobs and hiring right person for that job.
Orientation
Orientation Policyof Telenor Pakistan
Orientation in Telenor is session intended to familiarize an employee with the workplace and its
rules. An orientation session takes place within the first few working days that an employee’s
job. A orientation program includes information about the company, the mission, vision and the
core values of Telenor Pakistan and about the different Divisions. Among all these the main
emphasis of the Telenor Pakistan is on the core values of Telenor i.e. Make it easy, Keep
promises, Be inspiring and Be respectful. To be effective, the orientation program provide key
information without overwhelming individuals and prepare them for their first work experience
with the company.
The employee handbook is a key supporting document throughout orientation. Employee
handbooks are likely to include information on the following topics:
 Employee Compensation And Benefits
 Performance Appraisal Procedures
 Smoking Restrictions
 Drug-Testing Procedures
 Leave Policies
 Dress Codes

23.  Sexual Harassment
 Workplace Dating
 Disciplinary Procedures
 And Safety Rules.
Recommendations
Dealing with challenges requires a coordinated effort so that the company is able to sustain itself
in the ever-changing competitive environment and continues to provide superior value to the
customer. Our group recommends the following:
 Telenor has a functional structure with well-defined departments. The coordination and
the communication is enhanced by the cross-functional teams. After viewing the
functioning of the organization, it is recommended that the organization could have a
hybrid structure, between the characteristics of functional and horizontal structures.
Horizontal model offered the best chance to gain a faster, more efficient approach to a
customer service, which will lead to a better organizational image and more applicant
pool for selection.
 As the organizational structure is highly functional, and the environment is currently
unstable and uncertainty is hiding in every corner of Pakistan, Organization is not well
suited to the environment. So the organization should focus on the changing trends in the
environment and also on the changing trends on workforce composition. They should
therefore, make the structure flexible enough to slip through these uncertain situations.
 The organic structure is being used in the Telenor Pakistan but the organization is
needed to move to mechanistic structure for the better control of the employees for the
better use of rules, policies and procedures.
 There should be an effective employee exchange program even at the level of middle
management. So the organization can share the level of skills and expertise at all levels
with the parent company.
 Introduction of employee stock option would further enhance the motivation level
because then the employees too would have stake in the organization.

24.  In their workforce there should be a quota for the disabled people. This is currently being
practiced in the parent company. This would enhance the image of the organization
being socially responsible.