Aktel HR and Customer Service Report

Table of Content
1. Introduction 9
1.1 The origin of the report 9
1.2 Objective 9
1.3 Methodology 10
1.4 Limitations 10
2. About Aktel 11
2.1 About the company 11
2.2 Vision 11
2.3 Mission 11
2.4 Theme 11
2.5 Motto 11
2.6 Major Milestone of the AKTEL 12
3. Human Resource Division 13
3.1 About Human Resource Division of the company 13
3.2 Importance of HR division in the company 13
3.3 Duties and responsibilities of HR division of AKTEL 13
3.4 HR Mission 14
3.5 HR objective 14
3.6 AKTEL HR ORGAN GRAM 14
3.7 LITERATURE REVIEW (with the comparison of AKTEL) 15
3.8 Recruiting 15
3.9 Sources of recruitment 15
3.10 Forecasting the supply of outside candidate 17
.3.11 The procedure of CV sorting 18
3.12 Selection 18
3.13 The chart of recruiting and selection process of AKTEL 20
3.14 Problems with the Recruiting and Selection process of AKTEL 21
3.15 Recommendations 21
Human Resource Division and Customer Service Division of Aktel -- 7

3.16 Employee orientation 22
3.17 Training programs in AKTEL 22
3.18 Why AKTEL train their employees? 23
3.19 How the training process is conducted? 23
3.20 The Training Process 24
3.21 Supervision of training by AKTEL HR department 25
3.22 Objectives of AKTEL training programs 26
3.23 Training plan 26
3.24 Trainee evaluation 30
3.25 Development Program in AKTEL 31
3.26 Why Development is needed for the employees? 31
3.27 How the development process is conducted? 31
3.28 The development process 32
4. Customer Care Davison 33
4.1 Overview 33
4.2 Uncompromising Integrity 34
4.3 Total Commitment to Customer 34
4.4 Respect & Care for Others 34
4.5 24/7 Support Helpline 123 35
4.6 A Quick Guide to 123 35
4.7 Other 24/7 Customer Support & Assistance Points 37
4.8 AKTEL Touch Points (ATP) 37
5. Problems and Recommendation 39
5.1 Problems with the training and development programs of AKTEL 39
5.2 Recommendation and ways to implement those 39
5.3 SWOT Analysis 41
6. Bibliography 42

1. Introduction
1.1 The origin of the report:
The term paper is prepared for Mr. Md. Shawan Uddin, the course instructor of
undergraduate program, School of Business at Asian University of Bangladesh. This
report is prepared as a partial requirement of Organizational Behavior (BBA-2403)
course during the spring 2009 and submitted at the same semester. Following the
standard procedure and instruction given by the course instructor does this formal
report.
1.2 Objective:
Primary objective:
The primary objective of this project is to learn about the customer care, recruiting,
selection process and orientation, training and Development process of the
AKTEL mobile company.
Report objective:
• To give detailed information about requiting, selection, orientation, training
and development process of the company.
• To focus on the major activities of requiting, selection, orientation, training
and development process and under which division these work.
• Show how this activities relate with the organization overall strategy and
objective.
• To know how affectively these activity work for the company.
• To focus on the extent and nature of any formal evaluation of the activity’s
effectiveness.

1.3 Methodology:
Primary Data:
From the interview of the Human Resource Manager & Customer Care Service
Manager of AKTEL collects the primary data and information.
Secondary data:
The data and information is also taken from books, catalogs and also from the
Internet.
1.4 Limitation:
The major limitation factor for this report was primarily the reluctance and strict
devotion to confidentiality maintenance attitude show by the officials of AKTEL
mobile company. Moreover, some information was withheld to preserve privacy of
the company. So, we can’t give the exact information always. Most of all we had very
little time to finish this project. If we had some time more the project could have been
better.

2. About Aktel
2.1 About the company:
TM International (Bangladesh) Limited (TMIB) is a joint-venture company formed
between Telecom Malaysia Berhad and M/S A K Khan Group. TMIB started its
commercial operation in Dhaka, Bangladesh as a GSM cellular phone operator in 15th
November 1997 with the objective of offering the state-of-the-art and modern
telecommunications services to the people of Bangladesh at competitive prices. With
a tremendous response from customers in Dhaka, TMIB has started its operation in
Chittagong from 26th
March 1998. Finally, these two companies launched a brand
product named “AKTEL” in Bangladesh.
2.2 Vision:
To be a leader as a Telecommunication Service Provider in Bangladesh.
2.3 Mission:
AKTEL aims to be achieving its vision through being number “One” not only in
terms of market share, but also by being an employer of choice with up-to date
knowledge and products geared to address the ever changing needs of our budding
nation.
2.4 Theme:
“Customer First”
2.5 Motto:
“Cleary Ahead”

1.6 Major Milestone of the AKTEL business:
1. First time introduced the 'mobile Plus (PSTN Incoming Connectivity only)
Product Services' in Bangladesh.
2. First time introduced the Tele-Ramadan (Timing of Iftar and Sehri during
Ramadan) under Tele-info Services in Bangladesh.
3. First time introduced the Seamless Coverage throughout the Dhaka-
Chittagong Highway and named it as 'Chittagong Dhaka Corridor (CDC)'.
4. First time introduce the full fledged IVR based Customer Services (Call
Center) in telecom market.
5. First time introduced cellular services in the most northern part of
Bangladesh by launching AKTEL Service in Rangpur and Dinajpur in
2002.
6. TMIB brought Twenty Six (26) Districts and the outskirts under AKTEL
network by the end of Year 2002 successfully.
7. Introduced the automatic system generated bill amount and payment
request for the Post-paid subscribers in 2002. The automatic unbarring
facility, after necessary payment making by the subscribers, is also a part
of this system.
Today, AKTEL is recognized as a leading brand in Bangladesh and this is driven by
our persistent pursuit of quality and technology, putting it clearly ahead of the rest.
The future with AKTEL is promised to be exciting as we strive to employ the best
resources and latest technology in offering many more innovative and exciting
products and services.

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3. Human Resource Division
3.1 About Human Resource Division of the company:
AKTEL has human resource activity from the very beginning when they first started
their operation though earlier they do not have separate HR division. It was working
jointly with other division (finance, marketing, administration). The company
establishes separate HR Division in January 1998. They have now 21 employees
including those who are working in their head of the department. Their HR head
quarter is situated at Malaysia.
3.2 Importance of HR division in the company:
To run the organization operation properly and to achieve the organization’s goals,
the organization needs qualified and right employees. HR helps to find the right
person for the right job. This is the major work of HR division. Employee recruiting,
selection, training, management development, and employee compensation all these
things have done under HR division. To achieve their mission they provide effective
training program, design attractive compensation package, provide performance
appraisal. These entire things are done for finding the appropriate employee for the
organization who can assist organization to accomplish its goal.
3.3 Duties and responsibilities of HR division of AKTEL:
• To perform job Analysis
• To get engaged with recruiting and conduct initial screening.
• To design the orientation, training and development materials.
• To help in designing organization development activities.
• To work with employee’s compensation and benefit.

• To provide sufficient information in order to complete the processing of
recruitment and selection.
• Duties with Administration sector under AKTEL HR Division:
1. Transportation management
2. Protocol
3. Health and safety of the employee.
3.4 HR Mission:
“To be the employer of choice”
3.5 HR objective:
• Providing the right person for the right job.
• Job satisfaction.
• Career planning and Development.
• Reduce the employee turnover by recruiting and selecting the right person.
1.1.1.1 3.6 AKTEL HR ORGAN GRAM
Recruiting &
selection
(3 employee)
Compensation &
benefit
(2 employee)
Training &
development
(5 employee)
HR Information
(4 employee)
Administration
(6 employee)
HR Division

3.7 LITERATURE REVIEW (with the comparison of AKTEL):
3.8 Recruiting:
To find the appropriate person for the company HR develop source of qualified
applicant and engaged in recruiting activities. They construct contact with different
source and try to build a pool of candidate. They try to assemble candidate for the
organization and from them they try to find out the right person. Recruiting is the first
step for creating the human resources for the company. Company can recruit
employee when they need.
AKTEL recruit employee during the whole year at different time. They some time
recruit employee on quarterly basis or half yearly basis or yearly basis basically
depend on their business plan. As AKTEL expanding their business, they need to
recruit more people. They forecast their business plan and determine the duties and
position before they recruit employee. To find the human resource requirement they
consider all three techniques-
1) Trend analysis: Basically “trend analysis” is a study of a firm’s past
employment needs over a period of years to predict future needs in order to recruit
and select the adequate number of employees.
AKTEL do use trend analysis in order to determine the number of employees needed
each period. Because they have to plan for different areas throughout the whole
country for which they need to rely on past records of recruiting employees.

2) Ratio analysis: A method for determining future staff needs by using ratios
between sales volume and number of employees. Since, AKTEL is Tele
communicating servicing company; it needs to rely on ratio analysis to have proper
distribution of employees in sales sector with the comparison of demand of their
product and also with the demand of supervisors in each division.
3) Scatter plot: A graphical method used to help identify the relationship between
two variables. Most of the time, AKTEL uses scatter plot. The reason behind this is
the demand for their brand product. And the demand varies upon the population
density, location of that place and their budget to provide service in those areas. Since
they have to make plan depending on these factors, they prefer scatter plot to
determine the number of employees for recruiting and selecting.
3.9 Sources of recruitment:
AKTEL recruits from both internal and external source.
(a) Internal Recruiting: Before hiring the outside candidate an organization
should forecast the inside candidate. AKTEL keeps a record of every employee’s
performance evaluation. They evaluate employee before training and after training.
They basically evaluate employees on the basis of 3 skills – functional, behavioral and
conceptual. After gathering all possible information about their employee’s
performance they construct a position replacement card. They show here possible
replacement, present performance and promotion potential. They also show what type
of training an employee need for a particular job. They use it for promoting people for
upper level or top-level management and technical position depending on the
company situation. They also use it for job rotation. By using this technique they
recruit most of their internal candidate.

(b) External Recruiting:
External Source is one of the major sources of recruiting employee for any
organization. An organization may have different types of external sources. AKTEL
uses different types of sources to find the candidate for their organization. Under this
source, AKTEL follows different kinds of sources that are described below:
(1) Advertising:
AKTEL uses different types of advertising to recruit employees. They generally go
for newspaper advertising and online advertising. Online advertisements are presented
by their own website and other websites like www.bdjobs.com.
(2) Agencies:
AKTEL does not go for Agency recruiting. Sometimes they take help from foreign
agencies when they hire expatriate. They use foreign agencies to recruit expatriate and
top-level management people. These types of recruiting decisions have been taken by
their head office that is situated in Malaysia.
(3) Executive recruiting:
Executive recruiters are special employment agencies retained by employees to seek
out top-management talent for their clients. In order to have qualified candidates who
are employed and not actively looking to change jobs, executive recruitment is also
used as a source of candidates in AKTEL.
(4) College recruiting:
As an important source of professional and technical employees, college recruiting is
widely used by AKTEL. The organization recruit employees from job fair also. They
have participated in several job fairs. Last tear they participated at N.S.U job fair

organized by Department of Career Service (DCS). They recruit fresh graduate from
university as well. Sometimes, they recruit fresh graduate after they have completed
their internship in their organization.
3.10 Forecasting the supply of outside candidate:
AKTEL consider the general market condition, local market condition and
occupational market condition when they recruit because it helps them to find whether
they have suitable supply of candidate or not.
3.11 The procedure of CV sorting:
AKTEL sorts their candidates CV on the basis of few factors. These are:
(a). Educational Qualification,
(b). Candidates Experience,
(c) Skills on the specific field;
3.12 Selection:
AKTEL go through some selection process when they hire employee. They undergo
some initial screening and testing technique when they select an employee. These
techniques help them to find the right person for the right job. They take interview of
the candidate; arrange different tests to find the appropriate person. Then they give
final decision. HR manager conducts initial screening part for the selection procedure.
Department super and top-level management who are responsible to take the final
decision conduct the remaining part.
However, for the selection procedure, AKTEL follows two steps. These are:
1. Written test:

The candidate who applies for the job should sit for a written test. The candidates who
pass in the written test are selected for further processing. In order to take written test,
they generally follow two types of tests. These are given below:
(a). Specific cognitive abilities/ mental abilities: The method is used for measuring
mental abilities such as inductive and deductive reasoning, verbal comprehension,
memory and numerical ability. Thus, AKTEL use this type of test in order to select
employees for the mechanical or technical positions of their company.
(b) Achievement test: These methods are widely used in employment screening.
Since, it is basically a measurement of what a person has learned throughout his/her
life; therefore AKTEL uses this method in order to recruit and select employees for
administrative section who are able to apply their gained knowledge in their practical
field so that AKTEL can find out the right person for the right place.
2. Interview:
AKTEL has their own design template for taking interview for applicants who pass
the written test. The different interview procedures are used in AKTEL:
(a). Stress Interview: Most of the time AKTEL takes stress interview for the only for
technical supported fields and marketing division.
(b). Job related Interview: The company usually takes job related interview for
every candidate in primary stage.
(c). Panel Interview: AKTEL sometimes use panel interview where groups of
people of different jobs are encouraged to ask questions to evaluate the candidate
more efficiently.
However, sometimes they directly call for the interview without taking the written
test.
3. Other tests:
Beside written test and interview AKTEL likes to go through some other types of test.

# Presentation skill test:
AKTEL takes presentation skill test to find whether the person is a good presenter or
not. These types of tests are taken for evaluating the ability for marketing or sales
division.
# Medical test:
AKTEL take medical test to find the employees physical condition. It helps them to
find whether they are physically fit for doing their job properly.
Final selection:
After completing the entire test AKTEL give their final decision on the basis of the
result of all the different kinds of tests. Then, an employee is finally selected to work
in the organization at a joining date given by AKTEL.
3.13 The chart of recruiting and selection process of AKTEL:
Recruiting
C.V Sorting
Written Test
Interview
Other Test
Final Selection

3.14 Problems with the Recruiting and Selection process of AKTEL:
# They do not follow any personnel replacement chart.
# They do not promote work samples testing to evaluate a candidate.
# AKTEL doesn’t use any method to test each employee’s personality.
# AKTEL doesn’t follow background checking for selecting candidates as it becomes
expensive for the company.
# They do not follow appraisal interview as well as situational interview.
3.15 Recommendations:
# They should use personnel replacement chart in order to recruit more efficient
employees for a specific position quickly.
# Since, they do not promote work samples they face problems with the employees in
practical field. Thus they should bring more facilities for the H.R. Division to check
work samples for technical employees.
# AKTEL would get benefit if they check the personality after the whole selection
procedure because, those employees who have personality problems might cause
conflicts inside the organization and also in the practical field. To implement this,
AKTEL should verify one’s personality by psychological tests and similar test used.
# To recruit and to select efficient candidates AKTEL should check background
information. The process can be implemented by verifying an applicant’s current
position, motivation to work, technical competence and ability to work with others
from the current or previous supervisor.
# AKTEL should implement appraisal interview in order to motivate employees.
Appraisal interview can be taken for the current employee by conducting a brief
discussion with the supervisors and the employees for their performance. And through

this interview they should recommend what to do in order to motivate their
performance.
Again, AKTEL can implement situational interview so that they can have more
efficient employee in their organization. The situational interview can be placed in
interview session by providing specific questionnaires or situation or case for a
specific job.
3.16 Employee orientation: -
AKTEL generally uses 7 days’ orientation program. Mainly they have two types of
employee orientations:
# They arrange an overall orientation for one day. In the orientation all the new
recruiters are present and the management give them an overall job description and
job specification.
# Department supervisor gives the new recruiter some orientation about the
department’s job procedures, and make him or her familiar with the working
environment (the other six days)
2 3.17 Training programs in AKTEL: -
The training program is a vital link in the process of converting the recruit into
productive representatives. The money, which is spent on recruiting and selecting
people, may be wasted if their selection is not followed up with the proper training
programs. Additionally, experienced reps may not improve or even maintain their
productivity if they are not provided with an adequate amount of continual training.
So the purpose of training is to relate and improve the specific performance related
skills, attitudes, perception and behaviors require people’s success with the state of
readiness of the force. As AKTEL is the leading provider of telecom services, they
always want to serve their best. That is why, they have very strong and effective
training department to train the best training to their employees.
At AKTEL the top-level management believes that their primary competitive
advantage comes from their employees. In the ever-changing mobile industry, all of
they must continuously upgrade their skills and knowledge in order to maintain this
competitive advantage.

Their training programs are based on the job natures and the performance of the
employees. Their goal is to attract, retain and motivate the very best and to do that
they support training, development, and business education.
3
4 3.18 Why AKTEL train their employees? : -
Primarily, the importance of training stems from the rapid change in the environment.
As a developing country, people, in general, are not very aware about the
technological changes that are taking place.
training basically seek to take human inputs recruited or even existing employees and
turn them into productive part of the company. Training programs should be taken as
a continual, ongoing process, which improve the scenario in different dimensions
such as:
1. Training process is conducted to provide the freshers the basic knowledge which is
required to perform their specific job perfectly.
2. To implement the basic knowledge, Aktel provides practice session for the new
employees. Aktel believes on the more practice the more perfect empolyee. That’s
why they prefer more the practice session.
3. Training provides the people with better improved knowledge, working habits,
working techniques which are essential part to achieve both employee and company
satisfaction and thus retaining them in the long run.
4. Training programs also help trainee to develop positive attitude about themselves
and company as a whole.
Therefore, training works as one of the most vital weapons to achieve overall,
long-run goals of an organization.

4.1.1
5 3.19 How the training process is conducted? : -
AKTEL uses different training technique depending on the training content, purpose
of the training program, participants of the program as well as time required for the
completion of the training.
The training program of AKTEL is conducted before sending the entry level
employees to the workstation.
The training need of each employee is analyzed through two processes:
• TNA : Training Need Analysis
• SGA : Skill Gap Analysis
The results of these two processes measures how much training each
employee needs
3.20 The Training Process:
There are three types of training process:
1. In-house training:
This training is provided through the vendors. Employee supervisors or line
managers provide a coaching for the new employees. In coaching, lectures are
delivered to provide knowledge related to the specific jobs. A lecture is the
best way to present a basic outline of a subject in a shorter time to a larger
number of trainees than any of the other techniques. FOR example, when
information about AKTEL’S products, new services, and new findings in the
research and company information, market condition is to be given to the
trainees then the training department adopts lectures. With this technique, a
trainer can handle a higher number of participants and give greater volume of
information within a short time period
2. foreign training:

To implement new technology Aktel have to train their new employees from
foreign countries. They have arranged for international training for their
employees according their performance .In this case the employee has to sign
a Bond assuring the company that he will not leave company next few years.
This duration varies based on the training. Employees are mainly send to
Malaysia for this higher training. The cost of relocations, the whole expense of
food and housing are providing by AKTEL Company as long as they are in the
abroad for training.
3. Job rotation:
AKTEL provide job rotation to the entry-level employees. In this process they
don’t send their employee of one department to another department for
training. What they do is that they just send employee of one branch to another
or one region to another.
4. Discussion:
In AKTEL, when any new system is launched or when there is any need for
changing the technique or policies, discussion is used as a training method
where both the trainer and the trainees can share their thoughts and opinions.
During the leadership training, induction training as training on advanced
selling skill; the training department usually prefers discussion. Sometimes,
when cases are given to the trainees to solve the problem and suggest
recommendation, group discussion also takes place among the trainees.
3.21 Supervision of training by AKTEL HR department: -
Though the training programs are provided by different departments, the overall
supervision is upon the HR department. They look after the overall process and do
some routine functions. They are as follows:

• Prepare, maintain and update training related database.
• Prepare career development plan
• Prepare induction training manual/modules
• Evaluate training program
• Make agreement between AKTEL and employees for overseas training
• To communicate with different local training institutions
• To communicate with trainers/instructors.
5.1
5.2 3.22 Objectives of AKTEL training programs: -
A primary objective of many training programs is to teach the force how to be more
productive. Usually, a person’s productivity will increase with experience. But if s
training can substitute for some of the needed experience, higher productivity levels
should be reached earlier. The most important objectives of training program are
Shown in the given diagram:

5.3
5.4
5.5
5.6
5.7
5.8
5.9
5.10
5.11
5.12
5.13
5.14
5.15
5.16
5.17
5.18 Figure: Training Programme
5.19 3.23 Training plan: -
Training gives new employees the skills required to perform their jobs perfectly. So
make the training program perfect AKTEL plans some steps, which are helpful for the
fresher. AKTEL follows the following steps to conduct training.
 Who should be trained:
As newly hired person doesn’t have enough knowledge about the company and his
job, training can help them in this regard. Although experienced people have
knowledge about their job still they need training to cope with the changing world.
 Recognizing training needs:
Training program
objectives of Aktel
Improved
morale
Increased
productivit
y
Improved
self-
management
Improved
customer
relations
Improved
communication

AKTEL mainly follows ‘need based training’. That is, whenever the supervisor
finds that his/her subordinates’ need sufficient training, they immediately take
necessary steps and arrange training programs. The supervisors use several methods
to assess training needs. They are as follows:
• Performance testing
• Job analysis
• Force survey
• Performance survey
• Observation
 When training should take place:
Timing of the training has two basic attitudes. Some organizations prefer training first
than go for the job, where as some organizations want training based on after job
performance.
In AKTEL, the Training programs are made as yearly basis for providing training on
techniques and skills for all level of their employees including the ones from other
departments because they believe that in a organization everybody needs to have skill.
The marketing department, sales department and HR department altogether do the
overall plan. This yearly plan for training is enhanced by the monthly meetings held
in every spots where AKTEL has subsidiaries. These meetings are referred to as Pre-
cycle Briefing meeting. These meetings try to find out in which areas and for which
employees training is needed. In the beginning of the training, expectations from
each participant in the training program are assessed and according to that the
managers design the content of the training.
At every meeting, each department discuss and analysis the performance of the
worker of their department in the past month and identifies whether they are
performing accordingly or not. If someone fails to perform and cannot reach the
objective then the need for training arises.

Plan of every individual department also has significant impact on the training plan
because only proper training can ensure the implementation of the plan. The yearly
plan for providing training makes sure that it can be helpful for the achievement of the
objective of the plan.
The training department plans the training before 2-3 months from the time intended
to provide the training to the employees. The Training Manager is responsible for
preparing the budgeting, plan on which training for whom in all department, planned
actions, and also give guidelines to the Human Resource Department for recruitment
and selection. However, Training Manager specifically works with the related
training. According to the company’s perspective, everybody should have knowledge
about their related job. So, the Training Manager plans what type of training is
required for new recruits and the existing personnel and how the training is going to
change the current performance and will help in achieving the desired level of
performance. Both the managers analyze the performance of the trainee after
attending the training program taken place in the last month and set strategy for the
next month’s training plan.
 Where training should take place:
Training can be provided in both centralized and decentralized manner.
Centralized training occurs when all the people come to one central location (often
home office) to have training. On the other hand decentralized training of
people is usually held in field or regional offices.
AKTEL follows both centralized and decentralized training. General management
training program for the top level executives are mainly held in the home office
because centralized school normally has more formal facilities for training than are
available in the field. As top-level executives need more advanced training, that’s
why, it usually held in the head-office. On the other hand, those whose works are
mainly field based, they often have to go with their senior people to the field, have to

do on-the-job training, attend seminars, conferences etc to increase their outer
knowledge.
 Who should be the trainer:
A trainer is the person on whom the success or failure of the whole training program
is dependent. There are three types’ trainers by, they are-
1. Regular line executives,
2. Staff personnel and
3. Outside specialists.
Because each has certain advantages, it is not unusual to find organizations using all
these three types as well as using one or two types. It basically depends on the size of
the firm, the characteristics of the product line, the focus of the training where the
sessions are held etc.
AKTEL has both line executive trainer and outside specialists. The HR manager and
senior supervisor usually train their own force. In that way, the trainer can get better
understanding about the laggings of their force and can take necessary steps according
to that. On the other hand, force also get known environment because of their own
supervisor as their trainer. Aktel also bring outside specialists from abroad like
Malaysia. In this way, they get the most advance and recent information from their
competitors.
3.24 Trainee evaluation: -

In AKTEL, The effectiveness of a training program is measured by evaluation of the
trainees. This evaluation is necessary in terms of assessing the value of the training
and in terms of improving the design of future programs. There are mainly four
outcomes based on which the organization evaluates the success or failure of each
training program. The four outcomes are- reaction, learning, behavior and results.
After each training session, each must have to submit an ‘annual assessment’. In the
annual assessment, each trainee is asked to do report regarding the training program
and is asked to do presentations on the items they have learnt. During the training,
quizzes and assignments are also given among the trainees. The effects of training
on their performance are evaluated through the performance they have done after
taking part in the training compared to the performance they used to do before the
training and by this the organization measure the effectiveness of that training
program. The trainees who have gone abroad for attending the training program are
required to submit a report regarding on the materials taught in the whole training
program. This type of evaluation helps both the trainers as well as the trainees. The
trainees can compare their own performance and try to improve according to that. The
trainers can judge the effectiveness of training and can develop better strategy for the
upcoming training program.
3.25 Development Program in AKTEL:

Management development is any attempt to managerial performance by imparting
knowledge, changing attitudes, or increasing skills. For the past few years
management developments focus has been shifting from preparing managers to fill
higher level slots to preparing them to meet the challenges of managing in past paced
environment. Increasingly, therefore, the emphasis is on developing a manager’s
ability to learn and make decisions under conditions of rapid change. The
management development program may be aimed at filling a specific position, such
as CEO, perhaps with one of two potential candidates. When it is an executive
position to be filled, the process is usually called succession planning. Succession
planning refers to the process through which senior level openings are planned for and
eventually filled.
3.26 Why Development is needed for the employees? :
When AKTEL selects their own employees to fill the vacant higher positions they
look for the employee who are ready to get the higher position. As they do not follow
the personnel replacement chart or position replacement card they have to make those
employees ready to acquire the higher position AKTEL conducts development
program for them. It helps those employees to have the ability to take decisions those
are required in the higher-level position. Those who deserve the higher position
receive a development process conducted by AKTEL but it’s true that their
development programs are not well organized though they take some necessary steps
for developing their employees who are working inside the organization.
3.27 How the development process is conducted? :
Before starting a development program they analyze the employees to what extent
they need the development to be fit for the higher position. To analyze this they go
through SGA (skill gap analysis).

On the basis of the SGA every employee has to have a yearly 40 hours development
process. It depends on the current skill of those employees. Every employee of
AKTEL (from manager to managing director) goes through a career succession
planning. Through this career succession planning employees develops their skills to
deserve the vacant higher position.
3.28 The development process:-
To conduct a development process AKTEL follows the following on the jobs
techniques:
1. Job rotation:
AKTEL provide job rotation to the managerial employees also. But the idea of
AKTEL’s job rotation policy is limited only to the department. That means they don’t
send their employees of one department to another department. What they do is that
they just send employee of one branch to another or one region to another. For
example, for job rotation they send Marketing manager of Chittagong branch to the
Marketing department of Dhaka branch as a manager which position is vacant, but
they don’t send a marketing manager to the sells department or HR department or any
other branches.
2. Junior Board:
It is used for operational decisions in most cases. But sometimes it is used to take very
few strategic decisions (example: to design training program). To attend junior board
all employees should already receive the initial coaching. In junior board top level
managers have a sit with the sub-ordinates and encourage them to provide possible
suggestions regarding a decision. The sub-ordinates try to give suggestions through
brainstorming using the knowledge provided in the initial coaching.

4. Customer Care Davison
6 4.1 Overview
AKTEL Customer Care Centers have been established to meet all your needs and
demands, under one roof.
Staffed with professionals, these Centers cater to any queries that you may have
regarding AKTEL and its products / services.
Any support regarding your AKTEL connection, be it as simple as paying your bills
or activating any of AKTEL’s innovative value-added services, is available at these
Centers.
Our vibrant and experienced customer service team aim to provide you with a unique
quality experience that will make your realize how important you are to us.
You are most welcome to visit us at any one of the 19 AKTEL Customer Care
Centers that are currently operational in select cities, with many more to open shortly.

4.2 Uncompromising Integrity
Our reputation is based upon our ability to fulfill promises to shareholders, customers
and employees. We do so by being honest in our dealings, taking responsibility and
being accountable for our actions. We treat everyone the way we would like to be
treated. We are proactive in identifying issues and coming up with solutions. We
ensure that the highest ethical standards guide us in making decisions. We are true to
our word.
4.3 Total Commitment to Customer
Our success is based upon our customer focus. We listen to and connect with
customers. We anticipate their needs and make it easy for them to do business with
us. We keep promises. We offer them value and quality services to enrich lives and
enhance business success. We treat them with dignity and respect.
4.4 Respect & Care for Others
By working as one team with shared goals we achieve great things. We value ideas
and contributions from everyone. We recognize, respect and value diversity in the
team. We develop strong bonds by communicating and sharing knowledge. We
encourage open discussion and commit to an agreed position. All of us have a part to
play.

4.5 24/7 Support Helpline 123
Wondering whether you have enough time to visit our Customer Care Centers for
information as simple as your current Friends and Family numbers? Or do you want
to know about AKTEL’s latest offers but do not have the time to visit our Centers?
We have the answer for you at your fingertips. Simply dial 123 from your AKTEL
number and get the information you want… it is as simple as that…
We understand that for your versatile range of demands for new and innvovative
products, providing instant information is a must. Which is why 123 provides you
with both automated assistance as well as direct assistance from our trained staff who
are always at your service… any time… any where.
Easy to reach, 123 ensures instant and personalized support at your finger tips, round
the clock, 24 hours a day, 7 days a week, 365 days a year…
For any information… for any query… for any complaint… simply dial 123…
6.1.1 4.6 A Quick Guide to 123:
6.1.1.1 For language options -
• For Bengali, press 1.
• For English, press 2.
6.1.1.2 For Postpaid customers
• For account information (usage, billing and Friends & Family numbers), press
1.
• For information on latest packages, press 2.
• For information on value added services, press 4.
• For information on special services for Postpaid connections, press 5.
• To leave a Voice Message, press 7.
• For direct assistance from Customer Service Executive, press 0.

6.1.1.3 For Prepaid customers
• For account information (usage, balance and Friends & Family numbers),
press 1.
• For information on special services for Prepaid connections, press 5.
6.1.1.4 For General Information (through 01819 400400)
• If you do not have an AKTEL number, press # (hash).
• For information on special services, Prepaid & Postpaid connections, press 4.
• For AKTEL address and contact details, press 5.
6.1.2

6.1.3
6.1.4 4.7 Other 24/7 Customer Support & Assistance Points:
• SMS to 8123 (from your AKTEL number) – (Standard SMS charge and VAT
applicable)
• Call to 01819 400400 (from any number)
• Fax to +88 02 8832503
7 Email to 123@aktel.com
• Through online Feedback and Query Form
7.1.1 4.8 AKTEL Touch Points (ATP)
AKTEL has now extended its customer service delivery to 443 Channel Partners
across the country. In addition to selling AKTEL products, these 443 Channel
Partners are now providing the following customer services:
 SIM Change  Scheme Migration (Postpaid)
 Re-initialization (Prepaid)  Itemized Bill (Postpaid)
 Reconnection (Postpaid)  Activation of Value Added Services
 Ownership Change (Postpaid)  Easy Load
 Address Change (Postpaid)
The location of nearest Service Point is available at your fingertips. Please go to the
MESSAGE option of your handset and follow the below instruction using UPPER
CASE:
Type ‘name of the area (first three letters)’ →space→ type ‘name of the district
(first three letters)’ →Send to 8734
For example, if you want to know the address nearest ATP of Hazaribag, Dhaka, your
message will be:
For more information on the AKTEL Touch Point nearest to you and the services
available, please dial 123 (from your AKTEL number) or 01819 400400 (from any
number) and take assistance from a Customer Service Executive

5. Problems and Recommendation
5.1 Problems with the training and development programs of
AKTEL: -
Though AKTEL follows most of the rules and regulations of standard training
programs but still they have some problems with their existing training and
development programs. Some of the problems are listed below: -
 They don’t have action-learning program. As a result employees don’t get scope
to increase their project skill and to know about the problems of another
department.
 They don’t concentrate on off the job training. We know, off the job training is
sometimes more important to know about the job.
 Review system is not strong enough. As a result it becomes quite difficult to
understand how effective the training was.
 Lack of motivation in the training side. AKTEL don’t motivate that much while
employees took training. They took training just like they are doing their regular
jobs.
 Less scope of developing for the senior employees. Senior employee specially the
aged employees don’t have sufficient idea about the changing environment of
technology.
7.1.2 5.2 Recommendation and ways to implement those: -
In order to solve the problems with the existing training and development system, we
recommend the following suggestion. The ways of implementing those
recommendations is also discussed.
a) From the problem part, we become able to know that AKTEL don’t follow action
learning training and off the job training. We would not recommend to implement
action learning training. But AKTEL should provide off the job training. Because,

for some sectors or jobs off the job training is more valuable than on the job training.
In order to implement off the job training in the company they can follow those steps:
-
# Select the sectors and employee for this training
# A time horizon for the training. It will be selected by the discussion with the
employees.
# Then the trainer would be selected. They don’t need to hire new trainer for
this, they can provide off the job training with their existing trainer.
# Sufficient training materials should be provided to the employees.
# The progress of the trainee should be checked.
b) They should motivate employee to give more concentration on their training. The
reason is that motivations don’t cost enough money, but it helps to the employees
to learn rapidly. If they are motivated and learn the job then not only they will be
benefited, at the same time they will serve the company with their best effort. In
order to motivate them, AKTEL can provide them various incentives, like-
informing them about the benefit of the training, how it will help them, etc.
c) Senior employees should also be developed always. We already mentioned that in
AKTEL senior employees do not get enough facilities and time to develop
themselves. As a result they always have lack of idea about the technological
change. In order to provide training for the senior employees AKTEL may need to
provide different sessions like action learning, case study method, management
games. So, it may cost AKTEL. But in the long run, they will be benefited.
7.1.3

8 5.3 SWOT Analysis
9
10
11 Strength
(1) Skilled personnel
AKTEL has skilled personnel so that their operations are performed efficiently
(2) High pay scale
AKTEL claims that they have the highest pay scale among the all-cellular companies
in Bangladesh. So that they get the right person for the right position.
(3) Corporate culture
Their corporate culture is so well developed that all the employees in AKTEL have a
friendly environment in their workplace
Weakness
11.1 (1) Turnover ratio
High turnover ratio is found in some previous years. Though they have high pay scale
but there may be some internal reasons, which causes the employees to leave the job.
(2) Development process is not well organized
Development process in AKTEL is not so well organized. Every senior employee gets
only 40 hours development program each year, which is not enough for development.
They don’t follow action-learning process that may be very effective to develop the
employees.
(3) Some lacks of training program
They also don’t follow off the job training
(4) Some lacks in recruiting and selection process
# They do not follow any personnel replacement chart.
# They do not promote work samples testing to evaluate a candidate.

# AKTEL doesn’t use any method to test each employee’s personality.
# AKTEL doesn’t follow background checking for selecting candidates as it becomes
expensive for the company.
# They do not follow appraisal interview as well as situational interview.
Opportunity
11.2 Huge candidates
As the unemployment rate is high in Bangladesh AKTEL get many more candidates
when they advertise to recruit people
Threats
(1) Political instability
In our country political parties call HARTALs and other activities that hamper the HR
operations of AKTEL
(2) HR departments of other cellular companies:
AKTEL always face competition with the other companies’ HR department because
every cellular company always tries to improve their HR operations according to the
necessity.

6.Bibliography
1. Md. Shawan Uddin
Lecturer, Department of BBA, AUB
2. Website
www.shawan.tvheaven.com
www.aktel.com
www.google.com
www.en.wikipedia.org
www.gsmworld.com
www.btrc.gov.bd
www.aktel-users-group.blogspot.com

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