Robi's organizational structure consists of 9 divisions each headed by a CXO and containing multiple departments. The divisions include Finance, Commercial, IT, Technical, HR, Regulatory Affairs, Internal Audit, Corporate Affairs, and Corporate Strategy. Each department is headed by an EVP or VP and is responsible for specific functions like sales, marketing, technology support, recruiting, and legal compliance. The organization is headed by a Managing Director who is assisted by CXOs, GMs, and department heads in attaining organizational goals and principles.

1. Chapter: 02
Planning
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2. Mission and vision
Vision: to be a leader as a telecommunication service provider in Bangladesh.
Mission:
EMPOWERING YOU: We are there for you, where you want and in the way you want, in
order to help you develop, grow and make the most of your lives through our services.
Principles & Purpose
Uncompromising Integrity
- We will be legally, ethically, and morally correct.
- Our conduct will be fair and honest.
- We will listen, seek understanding and encourage open dialogue.
- We will be passionate in pursuing our beliefs
- We will treat others with dignity, valuing and benefiting from diversity
- We will be accountable for our actions and behaviors on fellow employees, customers,
shareholders, and the communities in which we operate.
- We will be courageous in sharing our work and bold to learn and improve from our
mistakes
- We will adhere to our Code of Conduct, protect and uphold it.
Customer at the Centre
- We will be customer centric delivering their needs in terms of value, quality and
satisfaction.
- Our customer focus will be unrelenting in creating positive experience, at every point of
interface, sale and post-sale.
- Simplicity will be the key for the customer to learn about us, buy from us, and get support
from us whenever, wherever.
- We will strive for continuous innovative solutions in every sphere of our work.
- We will engagement with the customers to know their demands and design our actions to
care for them better than our competitors can.
- We will not be distracted from creating and providing value for our customers.
I Can, I Will
- Ensure our efforts produce desired results.
- Seize opportunities at the right time and execute them on time.
- Go beyond our scope, strive for and achieve excellence.
- Do what it takes to ensure delivery of results not waiting for delegation.
- Go that extra mile, setting ambitious goals to ensure our efforts bring success.
- Have the courage to say and do what it takes in order to ensure success
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3. Planning process of ROBI with KPI: The role of Key Performance Indicators (KPIs)
Many institutions make use of Key Performance Indicators or KPIs as part of their strategic
planning activity KPIs can be defined as
Financial and non-financial measures or metrics used to help an organization define and
evaluate how successful it is, typically in terms of making progress towards its long-term
organizational goals. (Wikipedia)
Steps of planning process of ROBI: Key performance indicators measure the quality of
an organization’s performance and assist in developing performance goals and strategies. In
many cases, key performance indicators are posed as questions that need to be answered, and
the answers provide the indications of organizational performance and strategic development.
While developing key performance indicators might seem like a challenging task, it is an
essential one for a company that plans to succeed. What is more, developing key performance
indicators takes time but is not necessarily difficult; it requires largely the ability to bridge the
gap between goals and results.
Step 1
Identify the results ROBI expect. In order to measure your organization’s performance with
key performance indicators, ROBI first need to know what the goals actually are. It is, after
all, difficult to establish rate of success without an expectation for success. Establish clear
goals that reflect various areas of ROBI: asset management, revenue and profit, spending,
safety and so forth. Key performance indicators are not limited to income; focus on a variety
of areas. Review the company’s business goals, and apply these to the desired results.
Step 2
Establish the numbers ROBI needs to reach its goals. This step goes beyond just identifying
the results; it gives shape to those results with actual numbers that represent objectives. ROBI
analyze about how much profit the company needs to make, how many new customers it
needs to add, how much money it needs to save, how many safety violations it needs to avoid
and so forth. ROBI that makes $50 million a year might have a goal of making $55 million a
year. That $55 million is a specific, clear goal–more than just a goal of “increasing company
profits.”
Step 3
Identify the progress that has occurred so far. Key performance indicators work alongside
specific company activities, and developing indicators for future activities requires an
understanding of what has already occurred or is in the process of occurring. If the company
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4. has a goal of making $55 million a year and is currently making $50 million a year, the
company is approximately 90.90 percent of the way toward its goal.
Step 4
Determine the percentage of change that has occurred within each area of review. In other
words, take a closer look at the current numbers–not focusing right now on the future
numbers–and consider what has happened in the past. Doing so will enable you to create
more effective goals for the future. Look at the percentage of change on different scales: the
change in profits from one July to the next, or the number of safety violations between one
month and the next.
Step 5
Establish the frequency of reviewing these indicators. Looking at key performance indicators
should not occur just once but should be a process that occurs at stated intervals over time.
And each area of a company studied will require a different frequency. Company profits
might need to be reviewed only quarterly, whereas safety issues should be reviewed monthly.
Determine the frequency based on the nature of the company sector.
Some Marketing KPIs of ROBI:
Sales, Brand Awareness, Repeat Business,
Market Share, Internet Activity of ROBI.
Corporate Strategy: Corporate Strategy Division of Robi Axiata Limited does the
planning process. There are total 26 employees in the division including the Chief Strategy
Officer. Main tasks of this division embraces managing new business development, business
strategy, business planning (BP) including BP projects, risk management, performance
management and quality management system. The division is broadly divided into two
departments. They are:
• Corporate Management & Strategy Planning (CMSP)
• New Business Development.
Corporate Management & Strategy Planning (CMSP):
CMSP is
one of the major departments of Robi as it defines strategies, maintaining management & actions of
process documents. The department has 8 employees headed by the Executive Vice-President of the
Division. CMSP controls quality management system, risk management strategy & control,
performance management, long-term & short-term business development, & business analysis.
Responsibilities of each part are given below
 Quality Management System (QMS)
 Risk Management Strategy & Control (RMSC)
 Performance Management
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5.  Long-term & Short-term Business Development
 Business Analysis
New Business Development: This is the second broad category of corporate
strategy division consisting 18 employees headed by the Executive Vice-President of the
Division. New Business Development controls emerging technologies, new business
development, business analyst, & project specialist.
 Emerging Technologies
 New Business Development
 Business Analyst
SWOT Analysis of Robi:
Strength
 Strong Brand images to overall Customer through Advertising, Posturing, and
Sponsorship etc.
 Offer quality products. Robi always support an entrepreneur that’s why the
organization have different product for them named Uddokta & Easy Load Tariff.
 Robi is using better equipment to give better service to their customers. Now they are
using Nokia-Siemens instead of Alka-tell to provide best quality Network.
 Good relationship with retailer.
Weakness

The customer of Robi face Network problem outside the Dhaka and sometimes even
inside Dhaka.

The company could not cover all the rural area with their network which is making
some dissatisfaction among the customers.

Average revenue of Subscriber life cycle is all most equal to the SIM tax. As a result it
Becomes very difficult to take out profit from the operation.
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6. Opportunities
 Continuously increase the using rate of mobile phone in Bangladesh that’s why Robi
Has the opportunity to increase their customer base.
 As Robi is using Bangla name for their products, it helps the customer to understand
The meaning of the products very well, that’s why they understand which tariff, is best
For them. So they buy it more. Mostly this is suitable for uneducated people of
Bangladesh and also for rural people.
 Increasing income of population. As much they earn that much they need to using
Mobile to fulfill their working requirement.
Threats

Restriction of Government regulations.

There are five strong competitors are existing in Bangladesh for Robi. So Robi has to
face high competition to retain the customers.

Because of the aggressiveness of the competitors and customers connection
Switching behavior, Robi is constantly losing their market share. If it is going on, then
it’s very difficult for the company to exist.
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7. Corporate social responsibility of ROBI:
Nirapod Pani, Sushtho Jibon: Water Treatment Plant
Picture 01: Water Treatment Plant



Safe drinking water facility for railway passengers at different divisional railway
stations set up by Robi Axiata Limited
The water tank with the capacity of 5000 liter of safe drinking water per hour to meet
thirst of the huge number of railway passengers (more than 55 thousands passengers
traveling daily through these stations)
There are separate water taps kept for male, female, one is dedicated for the disabled
people and ablution.
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8. Robir Alo:
Picture 02: Robir Alo
Electricity is an essential need for living but many people in Bangladesh do not have any
access to it. There are still many villages without any supply of electricity thus denying the
villagers there the opportunity to lead a better life. Robi has taken an initiative to contribute
towards reducing the energy crisis through providing solar driven technology among the
underprivileged people of off-grid areas as well as helping to reduce CO2 emission. Keeping
these in mind, Robi Axiata Limited has already built a mega solar panel and distributed solar
power home solution among 150 families with 2 lights & a mobile charger at Kaluar Char
village of Razarhat Upazilla of Kurigram district for free of cost. This mega panel will
provide electricity for 4 hours to each household along with all sort of technical supports for
5 years. Following the success and considering the importance of the project in the Kaluar
Char village, Robi has extended the project to another 440 houses which include several
houses in this village and in adjoining villages. Under the 2nd Phase rest of the houses in
Kaluarchar, the two adjacent villages Chor Joy Kumer & Kismat Cinay have been covered.
The Grid Capacity for the 150 (Ph-1) and 440 (Ph-2) houses are 2.5 KW and 9.18 KW
respectively. Under Robi’s CSR pillar Environment this initiative has changed and having a
positive impact on the socio economic development of the local people. In brief we can say,
the project has in truer sense has illuminated their daily life and given them an opportunity to
change their lifestyle and be in touch with one of the best discovery of the modern
technology.
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9. Robi Internet Corner:
Under this campaign Robi with the support of Department of Public Libraries has established
internet corners at all seven divisional public libraries with the objective of giving
opportunity to all to know the benefits of internet. Robi believes that the users will be able to
explore the world through this free internet service.
Basic Computer Training by Robi employee:
Picture 03: Basic Computer Training by Robi employee.
Robi Axiata Limited has initiated a training program on Basic Computer Knowledge for the
students of 72 colleges in 64 districts where Robi has already implemented Computer
Corners to increase IT literacy among the students of rural and semi-urban areas.
Robi employees visit the colleges to conduct day long Basic Computer training. The initiative
has started from March 01, 2012. The 1st phase has finished on December 26, 2012.
Page 14 of 50

10. Chapter: 03
Organizing
Page 15 of 50

11. ORGANIZATION STRUCTURE OF ROBI
The organization is headed by its Chief Executive designated as the Managing Director
entrusted with overall responsibilities of business direction of the organization and leading
dynamically towards the attainment of its purpose and principles. In attaining the purpose and
principles, the Chief Financial Officer, General Managers & department Heads assists the
MD. Robi has established a strong and formidable sales channel, which consists of direct
dealers and its own sales force.
BOD
COMPANY
SECRETARY
INTERNAL AUDIT
MANAGING DIRECTOR
CHIEF
TECHNOLOGY
OFFICER
CHIEF FINANCIAL
OFFICER
IT
FINANCE
CORPORATE
STRATEGY
TECHNICAL
MARKETING
SALES
CUSTOMER
SERVICE
HR
CO-ORDINATION
& REGULATORY
CORPORATE AFFAIRS
REGIONAL
DIRECTOR
Figure 01: organizational chart of ROBI
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12. The organization has an executive committee, which includes Chairman, Directors,
Managing Director, Chief Financial Officer and other General Managers.
Divisions & Departments of Robi Axiata Ltd:
Robi is operating with following Divisions / Departments having its establishment in
different locations at Dhaka, Chittagong and other regions of Bangladesh. Robi Axiata
Limited consists of 9 big divisions each containing several departments according to the
division & organizational need. The organization is headed by a Chief Executive
Officer/Managing Director. Each division is headed by CXOs & each department is headed
by either an EVP or VP but sometimes EVP holds responsibilities of more than one
department. General Managers are there to coordinate between departmental heads &
employees. Managers are given specific tasks, programs, plans or analysis to be done.
Specialists & Officers are entry level positions who perform different types of job given by
managers or general managers. Here is a brief of all the divisions.
Robi has following divisions and departments:

 Finance Division
 Commercial Division
 Information Technology Division
 Technical Division
 Human Resources Division
 Revenue Assurance Department
 Regulatory Affairs Department
 Internal Audit Department
 Corporate Affairs Department
 Corporate Strategy Department
 Supply Chain Management Department
 Credit Control Department
 Legal & Compliance Department
 Security & Safety Department
 MD’s/CEO’s Office
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13. Market Operation: Market operation division is responsible for acquiring monthly targeted
sales given by top management. The division works to develop brand & market
communication, sales of corporate & business products, maintenance of contact centre as
well as participate in building up pricing strategy of new products.
Finance: Finance is the heart of any business functions because they are responsible for
budgeting. Finance division of Robi Axiata Limited is accountable for financing into
different proposals, business partnering, as well as new product development. Finance
controls financial accounting, creating salary sheets for employees, maintaining compliances
& so on. SCM & corporate finance is another task of this division.
Corporate Strategy: Main task of corporate strategy division is to analyze monthly growth,
revenue, KPIs as well as develop new business proposals for Robi. The division is
responsible to plan for organizational growth.
Corporate Regulatory Affairs & Legal: This division is known as CRL which is in charge
of all the CSR activities approval, analysis of event management & sponsorship, maintaining
relations with media, handling legal issues by govt. & so on. Two of the most renowned faces
are incorporating the division.
Human Resources: Human resource or HR mainly works for recruiting new employees,
providing training for existing employees; circulate salary to employees account, employee
motivation, as well as organizational development. HR also takes the responsibility of
maintaining good relations among all the employees.
Technology: It is the division which provides IT support to all the divisions & departments
of Robi. Main tasks of this division is maintenance of regional IT operation along with
establishing BTS, central network monitoring, technology compliance, supporting employees
by providing necessary hardware & software, support contact centre etc. Controlling Robi
website as well as intra-division & departmental websites is also an important task of
technology.
Administration: Administration division works to control the business facility layout, safety
& maintenance, controlling overall employee management, security staffs & personnel
management etc. Besides, maintaining alternative sites for emergency evacuation is also a
part of administrative job.
Enterprise Program Management: Enterprise program management (EPMO) works
closely with the CXOs in developing or participating different management programs. Along
with the Corporate Strategy division, EPMO defines business objectives, goals, policies for
business & contribute for dissimilar projects to take place.
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14. Internal Audit: Internal audit division of Robi works to ensure worth of operations,
reliability of financial reporting, determining & investigating fraudulent activities,
safeguarding assets in accordance with the law & regulations.
TOP MANAGEMENT
Michael Kuehner
Managing Director/CEO
Jarhad Tamim
General Manager
Internal Audit
Matiul Islam Nowshad
Mahtabuddin Ahmed
A.K.M Morshed
Pradeep Shrivastava
CHRO
CFO
CTO
CMO
Ahammad Jubaer Ali
Khaledur Rahman Dewan
Mahmudur Rahman
EVP, IP
EVP, CS
Rozano Marius
Planta
Country Head
EVP, CRL
Ahmed Saady
Yaamin
Vice President
Business IT
Market Operation
Ala Uddin
Vice President,
Corporate Finance
Anamika Bhakta
Vice President
Technical Regulations
CRL
Figure 02: Top management of ROBI
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15. In robi there is one CEO, Michael Kuehner. There are five Chief Executive Officers such as
Matuil Islam Nowshad (CHRO), Mahtabuddin Ahmed (CFO), A.K.M Morshed (CTO),
Pradeep Shrivastava (CMO), Rozano Marius Planta (Country Head, Digital Service).Under
this five Chief Executive Officers there are seven Executive vice Presidents. Under these
seven Executive vice Presidents there are Thirty one vice presidents. In ROBI there are four
General Managers. All are the part of top management of ROBI.
Divisions & Departments of ROBI
Corporate Strategy Division
Rozano Marius Planta
Country Head
Khaledur Rahman Dewan
EVP
Ala Uddin
VP
Specialists
Figure 03: Corporate Strategy Division.
Corporate Strategy Division of Robi Axiata Limited. There are total 26 employees in the
division including the Chief Strategy Officer. Main tasks of this division embraces managing
new business development, business strategy, business planning (BP) including BP projects,
risk management, performance management and quality management system. The division is
broadly divided into two departments. They are:
• Corporate Management & Strategy Planning (CMSP) &
• New Business Development.
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16. Chapter: 04
Staffing
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17. Human Resource Division of Robi
Robi human resource system is one of the best systems in Bangladesh. The strategy of human
resource division is followed from AXIATA strategy. The strategy that followed by HRD is
given bellow.
VISION: vision crystallizes their employee focus as the cornerstone of everything they do; to
help their customers get the full benefit from communications services in the customer’s
daily lives. It describes their future ambition, sets a common direction across the group, and
inspires all employees to imagine how they can contribute. Their values describe what
behaviors are necessary to realize that vision.
HR is a Critical Enable for Robi Axiata Ltd (Robi) in the pursuit of its Strategic Goals. HR is
a key to ensuring
An Organization, that provides a competitive advantage by being simple, aligned and
efficient.
A Culture centered on the employee and characterized by diversity, generosity and an
international mindset.
Leaders, Who have a passion for business, excel at empowering people and never
compromise on Robi ethical standard.
People, Who perform at the peak of their ability because they feel a sense of mission,
accomplishment and growth?
The hierarchy of HRD
CHRO
EVP
VP
GM
Page 22 of 50

18. Manager
Specialist
Officer
Asst. Officer
Figure 04: The hierarchy of HRD
Recruitments & selection process at Robi
As we know, recruitment refers to the finding possible candidate for the position in the
organization. And Selection is a process by which candidates employment are divided in to
two classes those who will be offered employment and those who will not. Recruitment and
selection is one of the most important functions for every organization. There is a recruitment
and selection process that a company should follow. In Bangladesh perspective many
company does not follow any specific process for recruitment and selection. In Robi
recruitment and selection is done by a specific process and which is structured. It starts with
manpower requisition and end with appointment. After that Robi arranges various types of
training and development program for the employees to develop their skill. In true sense Robi
follow a developed recruitment process for selecting right people in right place.
In recruitment & selection process the main role is held by HR division in Robi. In the
process, when there is a need of manpower, the required departments send the manpower
requisition to HR consist the approval of MD. Then HR starts the process. The process
includes some step or task that done by a sequential order. First step is manpower
requisition. It comes from the division who has vacancies. It can be replacement or for the
new candidates. In the second step the requisition comes to HR department the particular
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19. officer of HR takes approval from the CHRO. Then the third step starts, HR give
advertisement for the job, it can be external or internal. After collecting CVs HR starts
sorting suitable CVs for that post. After sorting of CV the forth step starts. The forth step is
written exam. Written exam has two parts, one is the HR parts and another is the particular
department’s parts. The candidates must have passed HR part. When a candidate passed the
written exam then he or she gets call for interview. It is the fifth step of the process.
Generally the candidate has to face one interview but sometimes they have to face two
interviews. After interview a candidate is selected by the interviewers. Then the selected
candidate has to go for medical checkup. It is sixth step. Then comes reference check step.
Lastly selected candidates fill up joining forms and then he/she gets the appointment letter.
This is the procedure that Robi HR follow to recruit people. Actually in Robi the recruitment
and selection is totally control by HR division. HR division makes the policy for recruitment
and selection and also takes decision sometimes that a department required manpower. When
the requisition comes HR starts the process. HR also supervise that Recruitment and
Selection are not simply mechanisms for filling vacancies rather they are viewed as the key
factor for suitable placements. For a better recruitment and selection process HR arrange
done some task like
- collecting suitable and better CVs
- arranging written exam
- arranging interviews
- ensure medical tests
- Appointment letter and others.
Basic rules of recruitment in Robi
For recruitment in Robi HR follows some rules. These rules are set by HR for better
recruitment and selection. The rules are
 Robi Recruitment is to hire the right kind of people at the right place selecting them
through an effective process from the full of candidates in the job market. Effective
recruitment will ensure the competency and the quality of the Performance of the
whole organization.
 Robi Axiata Limited Recruitment does not allow any favor or preferential treatment
to anyone.
 No one who is below 18 years of age can be hired as an employee for Robi on regular,
contract or temporary status.
 Under no circumstances a regular or contract employee of any other organization is
allowed to undertake regular or long term contract in robi.
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20. Recruitment & Selection Process at Robi
The Process of recruitment and selection at Robi is consisting of number of sequential steps.
The following picture can show the process very clearly:
Manpower Requisition
Collecting CVs
Internal source
External source
Sorting suitable CVs for the
post
Written exam
Interview (it can be two)
Final selection
Medical checkup
Reference check
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21. Appointment letter
Acceptance of offer letter and
joining procedure.
Figure 05: Recruitment and selection process.
Human Resource planning
Recruitment and Selection are not simply mechanisms for filling vacancies rather they are
viewed as the key factor for suitable placements. With a view towards placing the right
person at the position, in Robi following procedures in Recruitment and Selection will be
practiced:
Robi’s Human Resource planning will start at the beginning of the year in accordance with
the approved business Plan and budget provisions.
Each Division will submit their month wise recruitment plan to HR for the whole year and on
the basis of such requirement HR Division will prepare the upcoming recruitment plan of
each Division/Department.
Manpower Requisition:
Based on the HR Planning respective Division/Department Head will inform HR on
personnel requirement through Manpower Requisition form, after obtaining necessary
approvals from the Managing Director. Employment Requisition Form must contain a JTOR
(Job Terms of Reference), comprising Job Description and Job Specifications / Requirements
of the position.
Requisition form contain some information like




Name of the position
Status of the employment
Job description
Job specification
Page 26 of 50

22.  Approval of the MD
When the approval comes to HR, the process begins by collecting suitable candidates from
sources.
Recruitment Sources
First and foremost step of recruitment is collecting CVs from sources. There are two sources
of recruitment:
 Internal source (within the organization).
 The external job market.
Internal Sources
For encouraging the internal candidate, job vacancies in Robi may be advertised through
internal notices to all Robi Axiata Ltd (Robi) employees. Recruitment from the internal
source may be through Promotion or delegating individuals with new assignments.
In the case of internal sourcing, HR along with the concerned Division/Department will
identify prospective candidates on the basis of Individual Capability matching with
Competency/Role Profile and will conduct appropriate tests to select the most suited person.
In internal source Robi consider mainly three types of employees:
 Contractual
 Part-Time
 Interns
Contractual employees are those who are working in a contact of six months or one year. And
part-time employees are those who work in Call Center. And also interns, after completing
their internship and completing their graduation can apply for job.
External Sources
In short external sources mean collecting CVs from outside. Robi collect a lot of CVs from
outside. Recruitment from external sources will be through
 Executive search – for Senior Managers and Above Positions.
 Advertisements - for managers and below positions.
The CVs are collect by following ways:







HR CV Box
Advertisement
Internet Job Sites
Employee Reference
Universities
Career Fair or Job Fair
Other
Page 27 of 50

23. CV Box of Robi HR:
There is a Box for CV in Robi HR. In that box anyone can drop his or her CV in
anytime.From the CV Box HR sort out suitable CVs for the required position. This box is
open for everyone who wants to drop their CV. Almost every day this box gets full of CVs. It
contains about five hundreds of CVs. By this way Robi HR collect a lot of CVs for job.
Advertisement:
Advertisement is a well known and worldwide accepted source of recruitment. Like other
company Robi also have a career website from where applicants can fill up an application
forms. When the job requirement is matched with the applicant’s CV then HR selects these
applications for recruitment.
Internet:
Internet advertisement is another new source of Recruitment. Now a day every employee has
a website and they collect CVs by internet. Ever there is lots of job website and company can
send advertisement over there. Recently Robi lunch a carrier website for the candidates. Like
other company Robi also give advertisement over net. Generally Robi gives advertisement in
www.bdjobs.com. The interested candidates whose profiles match with the requirements can
apply for job over the net. By this way Robi gets many CVs.
Employee Reference
Employee Referrals may be collected through circulation of advertisement to all employees.
Robi consider employees reference because it got some advantage, the internal employees
know how to do the work so he can easily understand who can do the work. If an employee
refer someone that means he knows about him better and that helpful for the company
because Robi believes employees cannot be harmful for company.
Universities
Universities are big sources of recruitment. There are many public as well as privet
universities send CVs for job. When students completed their courses, universities send their
CVs to Robi for internship. And sometimes they send CVs for job also.
Career or Job Fair
This is another big source of recruitment. By participating in fair or sponsoring fair Robi gets
a lot of CVs. Robi participate in many fair like
 IBA Fair 2006
 Robi Career Fair 2007
 Robi Career Fair at AIUB 2010
Among them Robi was the main sponsor of Robi Career Fair 2007. This fair was arranged by
Dhaka University Finance Department and Robi was the main sponsor of it. It was a grand
branding for Robi as well as Robi got a lot of suitable candidate’s CV. This is a great success
for Robi. Almost three thousands of CVs was in Robi box when the fair over. The main
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24. theme of the fair was to encourage student to come to Robi and drop CV in for job in Robi.
By this way Robi HR collect CVS for job.
Other Sources:
Depending on the circumstances professional employment agencies, notice boards of
technical universities like BUET/ KUET/ CUET/ RUET, other universities like IBA, NSU,
BRAC etc., and journals may be chosen for attracting applicants against job openings.
Screening of Candidates
Following publication of Job Vacancy, concerned Divisional/ Department Head and HR
Division will scrutinize the applications and short list candidates for inviting to oral
interviews or written tests where applicable.
When screening the following criteria will be followed:
 For the Executive position, candidate must be at least graduate (from Robi
preferred universities)
nd
 For Executive and above, candidate must have at least 2 class in all
academic level. However, in case of competent candidates with strong
experience in the relevant field such educational qualification may be
relaxed.
 For Non-Executive permanent employees, minimum educational
requirement is SSC.
 For Non-Executive contractual employees, candidate must be of class eight
pass.
Written Exam
For every job Robi HR arrange a written exam for candidates. The written exam is must for
each and every candidate.
The written exam is called “General Ability & Psychometric Test”. It contain two parts,
 General Ability
In this section, the general ability of the candidate has been checked.
 Psychometric Test
This is one kind of physiological test by which the behavioral sides of candidates have been
checked.
This is the way of written exam that taken by Robi for job. It is a very important and useful
way to find our good candidate from the all kind of candidate.
Oral Interview
For the oral interview, competency based structured interview will be conducted. The
standard Interview Assessment Form along with probing questions will be supplied by HR
Division. Position specific structured interview with necessary Proving Questions and
Assessment form can also be developed/ used.
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25. The oral interview may take place in different phases according to the decision of HR
Division and concerned Division/ Department and on the basis of Position:

Preliminary Interview:
Conducted by the respective immediate Manager and another member from cross functional
area.
Second Interview or Final Interview:
Conducted by the particular department’s next level managers along with the respective
Divisional/ Departmental Heads.
Interview of Key Position:
If the recruitment is for any key position/ AGM or above level a final interview must be
conducted with the Managing Director. Sometimes one interview makes the final result and
sometimes there are two interviews. Interviews are arrange by HR. HR arrange interview for
every post even for a tea boy and for a driver. Generally these interviews are held in HR floor
of Robi. There is a separate room for interview.
These interviews are generally taken by managers of the required division and there must be
an HR person in that interview. In interview the interviewer find out the fact candidate
behavior as well as the ability of the candidate. Interviews also test the intelligence and
smartness of the candidate.
Practical Test
Robi take some practical for the technical candidates. Basically technicians have to face this
test. This test is called “tower Test”.
Tower Test is a practical test. In this test the candidates have to claim up a technical tower
which is twenty fit high. The reason of this exam, is to find is the candidates is able to
claimed up a seventy five fit tower or may be more then seventy five fit tower.
This interview is generally taken by technical people. They find out about the technician can
do that or not. They also ask questions about and select candidates who is suitable for the
post.
Final Selection
From the interview some suitable candidates comes out. Once the final incumbent is selected,
HR Division (Compensation & Benefit) will initiate the compensation Plan and will make
offer/ process the appointment formalities. This time HR discuss about few things like:
 Terms and condition of company
 Salary and benefit
 Joining
Final Approval
Like the requisition for appointing candidate the approval of MD is needed. This time HR
sends the approval to MD that these candidates are selected in interview for this position and
they are going to appoint these candidates for the post.
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26. Medical Test
When the MD approved the appointment of the candidate HR call the candidate for a medical
checkup. The candidates have to collect a letter for medical from HR and go for the medical
test. The selected candidate must undergo a medical checkup and subject to satisfactory
medical report formal appointment letter will be issued.
Reference Checks
When a candidate is selected for the job, his or her given reference has been checked by HR.
Reference check may be conducted by HR Division upon acceptance of offer. Subject to
satisfactory response joining will be accepted.
Appointment or Offer Letter
At last the after the medical test and reference checked, the offer letter for the candidate has
been issued. After that the candidate gets the call that he or she has been appointed and he or
she has to collect the letter from HR.
Acceptance of Offer Letter & Joining Procedure
The joining also has some procedure. In time of joining at first the candidates have accept the
offer letter by signing it. Then he or she has to fill up some forms like,
- HRIS form
- ID Card form
- Declaration
When all this formalities are over the candidate will become one of the member of Axiata and
start working as an employee of Robi.
Recruitment of Contractual & Others
This policy governs the appointment of individuals on Contract/Causal basis and through
Third Party service providers. Prior to process the employment on the above category, the
Division/ Department concerned must obtain approval from the Managing Director. The
manpower requisition must contain the job specification with justification of the need along
with the period.
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27. Contract Appointment
Jobs which are temporary in nature and is likely to be for a limited period or need is for a
long term but cannot be hired on a permanent basis due to headcount restrictions. The period
of appointment will be of 3 (three) months to maximum 2 (two) years.
A contract appointment should be for a fixed period and will become void automatically on
the end date unless the contract is shortened or extended in writing prior to the expiration
date.
Person appointed on contract may be terminated during the tenure at the discretion of the
employing department with reasons (performance/ redundancy) or without assigning any
cause. A termination clause (with notice period/pay in lieu of) must be incorporated in the
contract.
The division/ department concerned will initiate the recruitment in concert with HR. Upon
finalizing the selection; HR will issue the formal appointment letter. Employees hired on
contract must go for pre-employment medical test and subject to satisfactory results (fit for
work) the incumbent will be allowed to join.
Standard terms and conditions similar to permanent employee especially adherence of code
of business ethics, confidentiality and full time engagement clauses must be included.
If a contract employee is made permanent (based on performance/capability/ headcount) the
service length of that individual will be counted from the first day of the joining provided the
contract period was continuous/uninterrupted.
Salary and benefits will be fixed based on the incumbents’ educational and professional
background. A contract employee will be entitled to same level of salary and benefits if
he/she is hired in a position that already exist in the permanent payroll.
A contract employee will not be eligible for end service benefits or loan facilities from the
company.
Casual Appointment
Jobs that are totally causal in nature and are required for a short period (maximum of 12
weeks) to cater the additional influx of work or emergency exigencies or filling up a
permanent position that is temporarily vacant.
Casual appointment should be for a fixed period or until the completion of the special
job/project and cannot be for long periods. Employing divisions/ department must obtain
approval from the Division/ Department Head justifying the need, specifying the number of
personnel and the required background. Line Manager in concert with HR will process the
hiring.
No written contract is required. Appointment will be on a daily worked basis.
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28. The line manager will do the necessary arrangements for recruitment and appointment of
Casuals keeping HR & Administration informed.
The principle of hiring should be the best candidate suited to the job/position. No
discrimination will be permitted on the basis of personal relationship regarding hiring of
Casuals. All individuals involved in the hiring process must be sensitive to the perception of
favoritisms and bias.
Salary should be determined based on the incumbent’s background and skills. The calculated
market median for the type/nature of the job should be taken into account prior to fix the
compensation. Casual employee will not be eligible for any other standard benefits of the
company and the payments can be on a daily/weekly/monthly basis.
Recruitment for Internship
Internship is one of the parts of graduation for student. In case of Bachelor of Business
Administration and Master of Business Administration, it is an obligatory. For this reason
Universities send CVs of student to Robi for internship.
Recruitment of interns just like the recruitment of contractual. The candidates have to face
the interview and if they get selected then they will appoint as intern. Generally for internship
Robi ask for CVs to the reputed Universities like Dhaka University, North South University
and BRAC University etc.
The requisition for interns is send by the departmental head or the employee who need intern.
When requisition comes HR sort CVs and then arrange interview.
Recruitment for Surveyor
Surveyor is a monthly program of Robi. Robi has always done a monthly survey in their
Customer Service. This is done for knowing about the customer satisfaction and condition of
customer care.
For recruitment the candidates can be undergraduate no need of graduation. Candidates have
to face an interview and if he select by the interviewer then he will be appointed.
Employee Relations
As a multinational telecom organization Robi Axiata Ltd, Robi try to maintain their employee
relations in their own way. The ways they are following is absolutely right from my view
point.
Employee Satisfaction
Robi Axiata (RAX) Ltd, Robi maintain a positive relation with employees. But after my
observation of employee satisfaction I have found that some of the employees are still not
satisfied with the current situation of the organization. They want additional benefits and
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29. more allowances for various factors like children education, Medical allowance, and
Marriage allowances.
Respect for the Basic Human Rights of Employees:
Robi maintains that its suppliers respect the basic human rights of employees as defined in
the international conventions of the United Nations (UN), the International Labour
Organisation (ILO), the Organisation for Economic Cooperation and Development (OECD)
and the UN Global Compact Initiative. Robi fully supports the ILO’s declaration of
elimination of forced labour, ban on discrimination, freedom of association and the right to
collective negotiation. Robi expects its suppliers to abide by the same.
• Prohibition of Child Labour
Robi strictly follows the ILO’s Declaration on Fundamental Principles and Rights at work
(1998) and has a zero tolerance policy on any kind of child labour in any form of
employment and has made its partners comply with all the recommendations. Robi suppliers
are not allowed to employ workers under the age of 15 years.
• Health and Safety of Employees
Protecting the health and safety of employees at the workplace is of high priority for Robi. In
line with this, Robi has ensured that all its suppliers maintain health and safety policies and
practice the same in their operations. Suppliers are to provide a safe and healthy work
environment in accordance with international and national standards, laws, rules and
regulations.
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30. Chapter: 05
Leading
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31. Robi represents a world of opportunity, challenge and fulfillment. This is a performance
driven organization which believes that performance comes from belongingness and
ownership and we always reward the performers in all aspects. Functional skills development
focuses on developing & sharpening the technical skills of our people that they may be the
best-in-class in their areas of expertise - technology, marketing, sales, finance, customer
analytics, strategy, human resource, internal audit, regulatory & legal. At Robi, we care about
our people and their development. Here you will find opportunities for continued education
and training. We are working on the process and strategies to empower our people through
leadership program. At Robi, we are committed to help our people learn, develop & enhance
their functional skills, leadership capabilities & personal effectiveness. Our leadership
development focuses developing leaders who think before they act and act according to the
values that the organization embraces. Along with that we run Group Accelerated
Development Program and Opco (Operating Country) Development Program. We carefully
design our training and development activities keeping in mind the industry’s best practices.
We also offer international career for the employees through Open resourcing policy among
the other operating countries of Axiata Ltd.
Robi offers a market competitive rewards package that is designed to make you feel an
integral part of the team and directly involved in the company's success. Our asset is our
diversified workforce who is making the mark in the industry to create a unique workplace.
Performance Management System (PMS) helps you make the most of your working life at
Robi. The process supports you in identifying and delivering against challenging goals that
impact the organization. It helps you plan how you'll develop skills and leadership behaviors
for your current position and for the years ahead. Our diversified workforce is the main asset
of our organization. We believe diversity is one of the key factors for success in any
organization and hence we focus in this area consciously.
Leadership opportunities at ROBI
Robi Axiata Limited (formerly known as TM International Bangladesh Limited) is popular
by its brand name Robi, which is a joint venture international company operating in
Bangladesh as a Telecom Service Provider since 1997. Robi Axiata Limited is planning to
recruit some bright and dynamic individuals, who will make a difference and drive towards
success. Applicants must have the highest ethical standards, strong leadership skills, excellent
judgment, a sense of personal initiative and problem solving abilities.
From CEO's Message of Robi
A career at Robi offers an opportunity to touch a life. If you want to be part of a company
whose actions reflect their ethics, whose people live their guiding principles, consider a
career at Robi.
We understand that people are the center of our success. Our employees balance qualitytelecom service with some of the most progressive technology available today to fulfill our
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32. mission for over a decade. Our highly-skilled and trained employees go out of their way to
provide the best services to customers.
Looking ahead Robi is positioned for long-term growth with a multi-dimensional strategy
that focuses on optimizing partner relationships, aggressively exercising our intellectual
property, and leading the industry as a market driven company.
Working at Robi can offer you the opportunity of an exciting international career. As an Robi
employee you will be privileged to work as part of a global team with good working
conditions and the opportunity for continuous development and training. We constantly strive
to identify and define the intangible characteristics that contribute to our unique culture and
aim to reinforce them in everyday life. We want our employees to have a clear vision for the
business and to foster enthusiasm to drive superior performance. As a Group, Axiata is a
unique organization, combining the local expertise of national operating companies with the
strong support of a regional corporation. As an emerging leader, Axiata Group is committed
to bring first-class resources through its exclusive talent management program.
Axiata is focusing on not just developing a talent pool for the group and its subsidiaries – but
on succession planning for key positions in the company. Axiata Leadership program focuses
on seven areas of leadership skills- strategic thinking, business acumen, result orientation,
customer orientation, people management, coalition building and personal attributes. We
invite you to take the chance to push your own boundaries and grow both on a personal and
professional level with Robi Axiata Limited.
- Michael Kuehner, CEO
ROBI follows the rules of AXIATA for creating future leader
Join as professional leader
We are constantly on the look-out for experienced professionals with strong leadership
capabilities. Axiata's selection process focuses on picking the right person for the job, in
terms of functional capabilities, behavioral fit, leadership capabilities and future potential.
The process is broken down into three parts:
First Interview: As a first step, you will be invited to an interview with the hiring manager
and human resource representative to discuss your resume in more detail. The interview aims
to assess your experience and functional competence against the requirements of the position
in question, as well as to gauge your fit to Axiata's culture and values. You should use this
opportunity to ask us any questions you might have, in relation to the role, the team, work
culture and any other areas of interest. Though this interview is traditionally conducted facePage 37 of 50

33. to-face, we may also conduct telephone interviews to accommodate candidates who are
located out of Malaysia.
Assessment: If you are successful in your interview, we may ask you to sit for two
assessment exercises to provide us with a more holistic view of your capabilities, in terms of
behavioral compatibility and learning agility.
Behavioral Profiling: This exercise enables us to determine your behavioral profile and to
gauge your behavioral tendencies in different situations. It will also give us an indication of
your behavioral fit, to the job, and with the team
learning Agility: This exercise provides us with a gauge various aspects of your learning
strengths and styles. As we believe your development should begin at the point of selection,
this input enables us to better plan your future learning and development
Final Interview: Depending on the role you are being considered for, you may be invited to
interview with one or more members of the senior leadership team. This will be an
opportunity for you to gain more insights into Axiata's vision, strategy and core values and
for us to engage with you before a final decision is made.
Young talents
Axiata aims to identify & develop young talents to become the future leaders of the
organization, industry and nation. In our selection process, our focus is to select fresh
graduates who are seeking for challenges and with high-potential to be accelerated in their
development from the start of their career.
There are 3 parts to the selection process: Pre-Screening
At pre-screening, we examine your qualifications. You must meet the following criteria: 


Holder of Bachelor degree equivalent to minimum Second Class Upper or CGPA 3.
Strong evidence of undertaking a leadership role at both school and university,
particularly evidence of working with people that are different to yourself.
Strong evidence of a high sense of achievement.
In summary, we are looking for fresh graduates with a global outlook and all-round
capability. We are open to various academic disciplines but chiefly Engineering,
especially Electrical and Electronic, Business and Management, Finance and
Accounting, Computer Science or IT, Law, Psychology, Natural Sciences, Social
Sciences. Career Opportunities and Professional Development are possibly in the
areas of Technology, Sales and Marketing, Finance, Internal Audit, Regulatory,
Human Resource, Legal.
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34. Learning Agility and Placement Flexibility
If you meet the above criteria, we will ask you to sit for two assessment exercises to provide
us with a more holistic view of your capabilities, in terms of behavioral compatibility and
learning agility.
Behavioral Profiling
This exercise enables us to determine your behavioral profile and to gauge your behavioral
tendencies in different situations. It will also give us an indication of your behavioral fit, to
the job, to the culture and with the team so that we can assign you roles that best fit you.
Learning Agility
This exercise provides us with a gauge of various aspects of your learning strengths and
styles. As we believe your development should begin at the point of selection, this input
enables us to better plan your future learning and development
Leadership Competencies
You will also go through structured interview and an assessment center for us to gauge the
following leadership competencies: Results Achievement
Bias for action and tangible results and is able to understand the basis of action to organize
work in anticipation of possible roadblocks to deliver the desired results relentlessly.
Relationships
Able to engage and build relationships with diverse people in garnering their support and
buy-in leading to win-win situations.
Strategic Thinking
Able to analyze and pull together varying information and data in forming steps towards
achievement of the strategic objectives.
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35. Young Talent Program
The Robi Young talent program was developed in line with Axiata’s vision to be the regional
mobile champion by 2015. The objective of the program is to develop talents to be the
leaders for tomorrow in each country’s operations.
Axiata, one of the largest Asian telecommunication companies, has controlling interests in
mobile operators in Malaysia, Indonesia, Sri Lanka, Bangladesh and Cambodia with
significant strategic stakes in India and Singapore. The Group, including its subsidiaries and
associates, has over 190 million mobile subscribers in Asia and serves the needs of Asia by
providing affordable and innovative mobile services covering over 1.6 billion people across 9
countries. The Group provides employment to over 25,000 people across Asia. Axiata’s
vision is to be a regional champion by 2015 by piecing together the best throughout the
region in connectivity, innovation and world class talents, uniting them towards a single goal:
“Advancing Asia”.
Our Graduate Trainee under Young Talent Program (YTP) is one such initiative to groom
future leaders. It offers Bangladeshi graduates from leading universities across the globe, the
opportunity to develop into future leaders for the company and country as well through
employment. Our objective is to develop the youth of today into leaders of tomorrow by
developing functional and leadership competencies, giving global exposure and accelerating
career path. These promising young scholars will be given an experience unlike any other, in
the hopes of nurturing and developing them to realize their full potential.
This will enable students to become a Young Talent within the organization as well as the
Axiata Group; giving the chance to learn and cultivate the right skills and attitude in the
highly dynamic mobile communications industry.
Unlike traditional scholarships that focus only on academics, the Axiata Young Talent
Program (Robi Young talent program) complements classroom education or scholarships
with the 1 year intensive Accelerated Development Program that aspires to nurture
individuals into wholesome individuals.
Axiata, in Malaysia, adopts the CRADLE-TO-GRAVE approach to make world class talents
where they cater students from primary level upto becoming a CXO!
Bangladesh, a major focus of Axiata’s operation branded Robi, has enormous source of
human capital, 30mn students under 115K institutions. Initially Robi will target graduates and
will be producing world class professionals that help advancing Bangladesh which will
eventually accelerate the Advancing Asia.
Robi will have focus on both Business and Engineering schools to equip the world class
talented leaders that will contribute for making a Digital Bangladesh.
Robi’s initiative on Young talent program will gradually influence other large corporate
entities in the country to identify and build young talents to become future leaders.
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36. Selection Process
Selection Process includes an assessment center e.g.: Case studies, Intelligence test,
Personality test and there will be a Competency based interview to select YTP participants.
We are inviting applications from graduates (engineering, science, business or social science)
or will be graduate by August 2013 or having some work experience (less than a year)
Factors in selection matrix
Case study
GIA online test
CGPA
Extracurricular activities
Interview
Talent Council decision
Figure 06: The selection process of young talent in Robi.
What is in it for applicant?
Opportunity to work in most dynamic and vibrant industry
International exposure
Robi will invest sufficient resource to develop functional and leadership competences.
Options for functional diversification
Leadership opportunity and accelerated career
Competitive payment.
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37. Chapter: 06
Controlling
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38. Controlling:
It’s one of the managerial functions like planning, organizing, staffing and leading. It is an
important function because it helps to check the errors and to take the corrective action so
that deviation from standards are minimized and stated goals of the organization are achieved
in a desired manner.
According to modern concepts, control is a foreseeing action whereas earlier concept of
control was used only when errors were detected. Control in management means setting
standards, measuring actual performance and taking corrective action.
Robi is the 3rd largest telecommunication service provider in Bangladesh. Robi axiata ltd. has
a special and unique controlling system. Robi follows KPI based controlling system. They
first establish standards (KPI) to measure performance, second they Measure actual
performance (KPI), after that they compare performance with the standards, finally they
Correct Deviations.
Establish
standards
(KPI)
Correcting
Deviations
Controlling
Measure
actual
performan
ce (KPI)
Compare
performan
ce with the
standards
Figure 07: controlling system of Robi.
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39. 1. Establishing standards (KPI):
Standards are criteria against which results are measured. They are norms to achieve the
goals. Standards are usually measured in terms of output. They can also be measured in nonmonetary terms like loyalty, customer attraction, goodwill etc. Some of the standards are as.
Key Performance Indicators
On 21 February 2013, the Company announced the Headline KPIs set and agreed upon by the
Board and Management of the Group as follows:FY13 Headline KPIs
FY13 Headline KPIs
Revenue Growth (%)
7.6
Earnings before Interest, Tax, Depreciation and
Amortisation (EBITDA) Growth (%)
0.2
Return on Invested Capital (ROIC) (%)
10.3
Return on Capital Employed (ROCE) (%)
8.3
a. Time standards:
The goal will be set on the basis of time lapse in performing a task. Robi sets a time standard
to measure time efficiency.
b. Cost standards:
These indicate the financial expenditures involved per unit, e.g. material cost per unit, cost
per person, etc. Robi also sets cost standard to measure material cost per unit, cost per person.
c. Income standards:
These relate to financial rewards received due to a particular activity like sales volume per
month, year etc. Robi wants to earn Earnings before Interest, Tax, Depreciation and
Amortisation (EBITDA) Growth (%) 0.2.
d. Market share:
This relates to the share of the company's product in the market. Robi wants to increase
market share by increasing revenue growth by 7.6(%)
e. Productivity:
Productivity can be measured on the basis of units produced per man hour etc. Robi sets
standard of productivity by Return on Invested Capital (ROIC) (%) 10.3.
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40. f. Profitability:
These goals will be set with the consideration of cost per unit, market share, etc. Robi sets
this standard by Return on Capital Employed (ROCE) (%) 8.3
2. Measuring actual (KPI) performance
Measurement involves comparison between what is accomplished and what was intended to
be accomplished. The measurement of actual performance must be in the units similar to
those of predetermined criterion. The unit or the yardstick thus chosen be clear, well-defined
and easily identified, and should be uniform and homogenous throughout the measurement
process.
The performance can be measured by the following steps:
(a) Strategic control points:
It is not possible to check everything that is being done. So it is necessary to pick strategic
control points for measurement. Some of these points are:
(i) Income:
It is a significant control point and must be as much per unit of time as was expected. If the
income is significantly off form the expectation then the reasons should be investigated and a
corrective action taken.
(ii) Expenses:
Total and operational cost per unit must be computed and must be adhered to. Key expense
data must be reviewed periodically.
(iii) Inventory:
Some minimum inventory of both the finished product as well as raw materials must be kept
in stock as a buffer. Any change in inventory level would determine whether the production
is to be increased or decreased.
(iv) Quality of the product:
Standards of established quality must be maintained especially in food processing, drug
manufacturing, automobiles, etc. The process should be continuously observed for any
deviations.
(v) Absenteeism:
Excessive absenteeism of personnel is a serious reflection on the environment and working
conditions. Absenteeism in excess of chance expectations must be seriously investigated.
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41. (b) Meclzanised measuring devices:
This involves a wide variant of technical instruments used for measurement of machine
operations, product "quality for size and ingredients and production processes. These
instruments may be mechanical, electronic or chemical in nature.
(c) Ratio analysis:
Ratio analysis is one of the most important management tools. It describes the relationship of
one business variable to another.
The following are some of the important ratios of Robi:
(i) Net sales to working capital:
The working capital must be utilized adequately. If the inventory turnover is rapid then the
same working capital can be used again and again. Hence for perishable goods, this ratio is
high. Any change in ratio will signal a deviation from the norm.
(ii) Net sales to inventory:
The greater the turnover of inventory, generally, the higher the profit on investment.
(iii) Current ratio:
This is the ratio of current asset (cash, receivables etc.) to current liabilities, and is used to
determine a firm's ability to pay the short term debts.
(iv) Net profits to net sale:
This ratio measures the short-run profitability of a business.
(v) Net profits to tangible net worth:
Net worth is the difference between tangible assets (not good will, etc) and total liabilities.
This ratio of net worth is used to measure profitability over a long period.
(vi) Net profits to net working capital:
The net-working capital is the operating capital at hand. This would determine the ability of
the business to finance day-to-day operations.
(vii) Collection period on credit sales:
The collection period should be as short as possible. Any deviation from established
collection period should be promptly investigated.
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42. (viii) Inventory to net working capital:
This ratio is to determine the extent of working capital tied up in inventory. Generally, this
ratio should be less than 80 per cent, ix) Total debt to tangible net worth: This ratio would
determine the financial soundness of the business. This ratio should remain as low as
possible.
(d) Comparative statistical analysis:
The operations of one company can be usefully compared with similar operations of another
company or with industry averages. It is a very useful performance measuring device.
(e) Personal observation:
Personal observation both formal and informal can be used in certain situation as a measuring
device for performances, specially, the performance of the personnel. The informal
observation is generally a day-to-day routine type. A manager may walk through a store to
have a general idea about how people are working.
3. Comparing the actual performance with expected performance
This is the active principle of the process. The previous two, setting the goals and the
measurement format are the preparatory parts of the process. It is the responsibility of the
management to compare the actual performance against the standards established.
This comparison is less complicate if the measurement units for the standards set and the
performance measured are the same and quantified. The comparison becomes more difficult
when these require subjective evaluations
Robi identifies four phases in the comparison.
1. Receiving the raw data.
2. Accumulation, classification and recording of this information.
3. Periodic evaluation of completed action to date.
4. Reporting the status of accomplishment to higher line authority.
At the third phase, deviations if any are noted between standards and performance. If clear
cut deviations are there, then management must study the:(i) Causes for deviation
(ii) Effect of deviation
(iii) Size of deviation
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43. (iv) Positive or negative deviation.
4. Correcting Deviations:
The final element in the process is the taking corrective action. Measuring and comparing
performance, detecting shortcomings, failures or deviations, from plans will be of no avail if
it does point to the needed corrective action.
Thus controlling to be effective, should involve not only the detection of lapses but also
probe into the failure spots, fixation of responsibility for the failures at the right quarters,
recommendation of the best possible steps to correct them. These corrective actions must be
applied when the work is in progress. The primary objective should be avoidance of such
failures in future.
The required corrective action can be determined from the qualified data as per the standards
laid out and the performance evaluation already done. This step should be taken promptly,
otherwise losses may be cumulative and remedial action will be all the more difficult to take.
Corrective action must be well balanced, avoiding over controlling and at the same time
letting not things to drift.
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44. Conclusion
Management is an important issue for any organization. Management will select the
efficiency of an organization. Without efficient management no organization can success.
Planning is the most important part of management functions. Without proper planning
organization can’t success in the long run. Staffing allows an organization to assess the
vacancy and choose the best personnel who will lead the organization in future. So the
organization should give more emphasize on selecting a person. A person who can carry
forwarded the organization in terms of development, values and ethics. Mainly the precious
resource for any organization is their knowledge based efficient workers. The organizations
should more cautious on this issue to ensure the quality and ethics. Controlling is the last part
of management functions. It is the important for measuring efficiency of the organization.
From the above discussion we can easily understand that Robi Axiata Ltd. (Robi) is one of
the top mobile Company of Bangladesh. It covers the whole Bangladesh by its network
(98.7% network coverage by population). There are many product and services of Robi is
available in Market. At this moment the company is in growing position. But the strategies of
the company will make the company “number one” mobile company of Bangladesh.
So we can easily find out the Planning, organizing, human resource practice, recruitment and
selection process, leading, controlling, employee satisfaction and relations at Robi is a very
developed and effective one. As a multinational company for making the process more
effective Robi should analyze the Management process of other multinational company of
home and abroad. That can make Robi perfect in recruiting people and the company will get
efficient professionals, which will increase the productivity as well as revenue.
The most important key source factor of Robi Axiata Ltd is its efficient human resource. It is
using the state-of-the-art GSM technology and continuously monitoring its network traffic to
ensure network quality. Moreover, its decisions are based on facts from market research and
coverage survey. The company also monitors it's competitor's activities and is proactive in
marketing decisions.
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45. REFERENCES:
1. www.axiata.com
2. www.telecompaper.com/news/article.aspx
3. www.linkedin.com/.../axiata-bangladesh-ltd
4. www.robi.com.bd
5. www.btrc.gov.bd/
6. www.btrc.net
7. www.btrc.org/
8. www.genecards.org/cgi-bin/carddisp.pl
9. www.fao.org/sd/.../highlight_37167en.html
10. en.wikipedia.org/wiki/Axiata_Group_Berhad
11. en.wikipedia.org/wiki/Robi,
12. http://www.robi.com.bd/index.php/page/view/104
13. http://www.robi.com.bd/index.php/page/view/99
14. http://www.robi.com.bd/index.php/page/view/331
15. http://en.wikipedia.org/wiki/Robi
16. http://www.robi.com.bd/index.php/page/view/113
17. http://www.robi.com.bd/index.php/ccpoint/
18. http://www.robi.com.bd/index.php/pressad/index
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