HR activities of CSD of GP ltd.

AN INTERNSHIP REPORT

ON

HRM ACTIVITIES OF CUSTOMER SERVICE
DEPARTMENT OF GRAMEENPHONE LTD.

PREPARED BY
A. F. M. Rubayat-Ul-Jannat
Major in Human Resource Management

Table of Contents
Executive Summery

CHAPTER 1 Introduction 1-4

1.1 Background of the study 1

1.2 Objective of the report 1

1.3 Scope of the study 2

1.4 Methodology 2

1.5 Limitations of the study 3

CHAPTER 2 Organizational Overview 5-14

2.1 About Grameenphone 5

2.2 Vision, Mission & Values 6

2.3 Products and Services 7

2.4 Ownership Structure 8

2.5 Telenor Group 8

2.6 Grameen Telecom 9

2.7 Organogram of Grameenphone 10

2.8 Performance at a Glance of Grameenphone 11

2.9 About Customer Service Department 12

2.10 Corporate Social Responsibilities 13

CHAPTER 3 Duties and Responsibilities 15-17

CHAPTER 4 About Human Resource 18-24

4.1 Human Resource 18

4.2 Factors hindering HRM in Bangladesh 19

4.3 Functions of HRM 20

4.4 About HR Division of Grameenphone 21

CHAPTER 5 HRM activities of Customer Service of Grameenphone 25-60

5.1 Types of Employee 25

5.2 HRM Process of Customer Service Department 26

5.2.1 Staffing 27

5.2.2 Training and Development 38

5.2.3 Motivation 44

5.2.4 Maintenance 50

5.3 Performance Management Process of GP 54

5.4 Termination and Other Disciplinary Action 56

5.5 Other Human Resource related Activities 59

CHAPTER 6 Analysis and Findings 61-75

6.1 Major Findings 61

6.2 Questionnaire Survey Outputs and Analysis 62

6.3 SWOT analysis 74

Chapter 7 Recommendations and Conclusion 76-77

7.1 Recommendations 76

7.2 Conclusion 77

Bibliography

Appendix

Executive Summery

It was a great prospect to work under the largest telecommunication company of Bangladesh. The main
purpose of the internship program was to perceive the real life situation. The academic knowledge is
not well enough to compete with real world. This internship program was helpful to face the real working
environment.

The report starts with a general introduction about Grameenphone Limited as well as its mission and
vision. Grameenphone Ltd. one of the pioneers in the telecommunications private sector of Bangladesh
is a joint venture company between Grameen Telecom Bangladesh [34.20%] and Telenor Mobile
Communications AS Norway [55.80%]. It started its operation from March 26, 1997, the Independence
Day of Bangladesh.

Afterward discuss about its different Division and Department and my responsibilities as an intern.
Broad details are available with specific responsibilities. That we are student of Human resource, that’s
why I add a part which describe about HR and stated HR department of Grameenphone ltd.

After that I continue on to the main focus of the report – HR activities in Customer Service Division of
Grameenphone describing the different steps of it. This Customer Service Department is very much
important for Grameenphone – for sales, after sales services and to retain the 3.5 corers subscribers.
The first part is manpower requisition and the CS department gives requisition according to its HR
planning to HR Department, I stated the recruitment, training processes and described the motivational
factors. The company gives more emphasis on maintenance issue also as well as other HR activities.

I’ve also focused on Employee opinion about HR process and planning through online survey to get
their opinion swiftly and quickly. Then I’ve analyzed it through graph and description which was based
on the collection of individual interview.

I feel blessed to have learned so many things in such a short span of time. New learning’s and helpful
attitude of colleagues is a thing to be remembered for a long time. I certainly believe this experience of
working in GP will help me to be professional in life and also work as an added advantage for the years
to come.

1.1 ORIGIN OF THE REPORT

BBA academic program is the building up of the theoretical knowledge about business
administration which is the base of practical knowledge. BBA internship program is an
attempt to provide business students an orientation to a real life business situation in which
we can observe and evaluate the use and applicability of the theoretical concepts which were
taught in the classrooms. As per norm this report is the requirement of the fulfillment of the
internship program. This report “Internship Report on Human Resource Management
Activities of Customer Service Dept. of Grameenphone Ltd” is the outcome of my works in
Grameenphone Ltd.

1.2 OBJECTIVE OF THE REPORT

The primary objective of this report is to have a practical experience by working to link the
theoretical knowledge with its application in a real life situation and analyze it from a Human
Resource Management (HRM) point of view. The purpose of this project is to get a practical
exposure of Managerial activities so that as future managers I can carry my day-to-day
management responsibilities properly. By doing this report I hope will be able to compare
what I have learned in our courses with the realistic corporate world. However, the objectives
are summarized as follows:

Specific Objectives:

1. To present a background and introduction of Grameenphone Ltd.
2. To discuss about the activity of the Human resource development of
Grameenphone Ltd.
3. Identify the findings of analysis and recommend based on the findings.
4. To provide information of my responsibilities while working as an internee.
5. To improve corresponding and report writing ability.
6. To fulfill requirement of the internship program.

In order to conduct this internship report both primary & secondary data have been utilized.
The secondary data have been collected from published literature, journals, company
information (annual report, web links, head office’s orders, etc.), other related sources, etc.
The primary data have been obtained through empirical experience of working at
Grameenphone.

1.3 SCOPE OF THE STUDY

The scope of the study is limited within telecommunication business in Bangladesh. It is also
limited within the organization of Grameenphone Ltd. This report covers an overview of
Grameenphone Ltd., divisional overview, customer service department, role of HR and the
activities of HR at the customer service department, Recruitment and Selection Process, and
lastly recommendations and conclusion. This repot also reflects my internship experience that
I achieved through my observation.

1.4 METHODOLOGY

For the purpose of the study data and information have been collected from both primary and
secondary sources. The relevant information collected from primary sources is collected in an
informal way. My work experience in GP helped me a lot. Besides this, regular
conversations with many GP employees and I have interviewed and taken some suggestions
orally from the personnel of Grameenphone Ltd. The secondary sources for data collection
were published annual reports, monthly financial newsletters of GP and monthly newsletters
of Grameenphone Ltd

Data sources:
Data for this report has been extracted from primary sources as well as secondary sources.

Population: Total Employee 1500 (approx.) in Customer Service Department

From them Total Employee 850 (approx.) in Contact center,
Customer service

Sample: From 850 employees - my sample size is 50 employees

Sampling Method: Justified Sampling method used to select the data

1.5 LIMITATIONS OF THE STUDY

Every task has some limitations. So, there have also some limitations of the study. These are
as follows-

a) Shortage of time period: This report is written within a shorter period of time. So the time
constraint of the study hindering the course of vast area and time for preparing a report within
the mentioned period is really difficult.

b) Busy working environment: The officials had some times been unable to provide
information because of their huge routine work. That is why I couldn’t gather vast knowledge
about the critical issues.

c) Secrecy of Management: There was much information which is confidential for collecting
the data. So, some data could not been collected for confidentiality or secrecy of
management.

d) Lack of experience: Since I have never done such an Internship before and documented
my experience, so there is lack of experience from my part regarding the preparation of this
report.

Chapter 2
Organizational Overview

2.1 ABOUT GRAMEENPHONE

Grameenphone Ltd., the largest telecommunication service provider in Bangladesh received
its operating license in November 1996 and started its operation from March 26, 1997, the
Independence Day of Bangladesh.

Now, after 14 years of successful operations, Grameenphone is the largest mobile phone
service in Bangladesh, with about 35 million subscribers as of August 2011. The company
was successfully listed on the stock exchange in November 2009- after completion of the
largest IPO in the history of Bangladesh capital market.

Grameenphone provides services to rural and urban customers across Bangladesh, where
mobile telephony is acknowledged as significant driver of socio-economic development both
for individuals and the nation.

Grameenphone started its journey with the Village Phone program: a pioneering initiative to
empower rural women of Bangladesh. The name Grameenphone translates to “Rural phone”.
Starting its operations on March 26, 1997, the Independence Day of Bangladesh,
Grameenphone has come a long way. Grameenphone pioneered the then breakthrough
initiative of mobile to mobile telephony and became the first and only operator to cover 98%
of the country’s people with network

Since its inception Grameenphone has built the largest cellular network in the country with
over 13,000 base stations in more than 7000 locations. Presently, nearly 98 percent of the
country's population is within the coverage area of the Grameenphone network.
Grameenphone has always been a pioneer in introducing new products and services in the
local market. GP was the first company to introduce GSM technology in Bangladesh when it
launched its services in March 1997.

Today, Grameenphone is the leading largest telecommunications service provider in
Bangladesh with more than 35 million subscribers as of October 2011.

2.2 VISION, MISSION & VALUES

Vision
Grameenphone exists to help customers get the full benefit of communications services in
their daily lives. We’re here to help.

Mission
Grameenphone is the only reliable means of communication that brings the people of
Bangladesh close to their loved ones and important things in their lives through unparalleled
network, relevant innovations & services.

Values

MAKE IT EASY
Everything Grameenphone produce should be easy to understand and use. It should
always be remembered that we try to make customers’ lives easier.

KEEP PROMISES
Everything Grameenphone do should work perfectly. If it doesn’t, Grameenphone is there
to put things right. Grameenphone is about delivery, not over-promising. Grameenphone
about actions, not words.

BE INSPIRING
Grameenphone is creative. It brings energy and imagination to work. Everything it
produces should look fresh and modern.

BE RESPECTFUL
Grameenphone acknowledges and respects local cultures. It wants to be a part of local
communities wherever it operates. Grameenphone wants to help customers with their
specific needs in a way that Suits way of their life best.

2.3 PRODUCTS AND SERVICES

GRAMEENPHONE

Prepaid Postpaid Internet Value Roaming Device
Added

Shohoj Xplore Pay as you go GSM Handset
[P1]
Aapon Bus. Unlimited Pack In-Flight Modem
Solution [P2]
Bondhu Ekota Unlimited Night pack [P3]
Maritime VTS
Smile Public 150 MB daily pack [P4]
EDGE/GPR
Phone
S
Spondon 3GB monthly pack [P5]
Intl. SMS
djuice 1GB monthly pack [P6]
Intl. MMS
Ekota Minipack15MB[P7
]
Bus.Solution Minipack 99 MB[P9]

Public Minipack 3 MB + Mobicash Power Menu
Phone 3MMS [P10]
Village Call Block Study Line
Phone Minipack 1MB +
20MMS [P11]
Cell Bazar Sms Chat

Mobile Backup Music Radio

Healtline MCA

News Vehicle Tracking

Source: Annual Report 2010
Welcome Tune Mobile Ticketing

2.4 OWNERSHIP STRUCTURE

The shareholders of Grameenphone contribute their unique, in-depth experience in both
telecommunications and development.

It is a joint venture enterprise between Telenor
10%
(55.8%), the largest telecommunications service
provider in Norway with mobile phone operations
in 12 other countries, and Grameen Telecom
Corporation (34.2% ), a non-profit sister concern 34%
56%
of the internationally acclaimed micro-credit
pioneer Grameen Bank. The other 10% shares
belong to general retail and institutional
Telenor
investors.
Grameen Telecom

The technological know-how and managerial General Retail &
Institutional Investor
expertise of Telenor has been instrumental in
setting up such an international standard mobile phone operation in Bangladesh. Being one of
the pioneers in developing the GSM service in Europe, Telenor has also helped to transfer
this knowledge to the local employees over the years

The international shareholder brings technological and business management expertise while
the local shareholder provides a presence throughout Bangladesh and a deep understanding of
its economy. Both are dedicated to Bangladesh and its struggle for economic progress and
have a deep commitment to Grameenphone and its mission to provide affordable telephony to
the entire population of Bangladesh.

2.5 TELENOR GROUP

Telenor is emerging as one of the fastest growing providers of mobile communications
services worldwide with ownership interests in 12 mobile operators across Europe and Asia.
Telenor is organized into three business areas; Mobile operations covering 12 countries, and
Fixed-line and Broadcast services covering the Nordic region.

Telenor holds 55.8 per cent of Grameenphone, with Grameen Telecom Corporation owning
the remaining 34.2 per cent. The rest of the shares belong to general retail and institutional
investors. Telenor has played a pioneering role in development of cellular communications in
Bangladesh, Here has some information regarding Telenor group:

 Telenor Group is one of the world’s major mobile operators with
133 million mobile subscriptions.
 Strong mobile footprint in the Nordics, Central and Eastern Europe
and Asia
 Leading Nordic position in broadband and TV services
 Substantial activities in subsidiaries and joint venture operations
 One of the top 500 global companies by market value *
 Among the top performers on Dow Jones Sustainability Indexes
 31,000 man-years worldwide
 Revenues 2010: NOK 95 billion
 Group CEO: Jon Fredrik Baksaas
 Listed on the Oslo Stock Exchange, with headquarters in Norway

2.6 GRAMEEN TELECOM

Grameen Telecom Corporation, which owns 34.2% of the shares of Grameenphone, is a not-
for-profit company and works in close collaboration with Grameen Bank. The internationally
reputed bank for the poor has the most extensive rural banking network and expertise in
microfinance. It understands the economic needs of the rural population, in particular the
women from the poorest households.

Grameen Telecom, with the help of Grameen Bank, administers the Village Phone Program,
through which Grameenphone provides its services to the fast growing rural customers.
Grameen Telecom trains the operators, supplies them with handsets and handles all service-
related issues.

Grameen Bank currently covers more than 67,000 villages which are serviced by 2121 bank
branches all over the countryside. As of May 2006, the bank had 6.33 million borrowers, 97

percent of whom were women. Grameen Telecom's objectives are to provide easy access to
GSM cellular services in rural Bangladesh, creating new opportunities for income generation
through self- employment by providing villagers with access to modern information and
communication based technologies.

2.7 ORGANOGRAM OF GRAMEENPHONE

Board of
Directors
Board Audit Financial
Committee Services

Strategy

Internal Audit Chief Executive
Officer Wholesale
Business

Deputy CEO Sourcing

Company
Stakeholder Secretary
Relation

Chief Technology Chief Marketing Chief Chief financial Chief People Chief Corporate
Officer Officer Communication Officer Officer Affairs Officer
Officer

Source: Annual Report of Grameenphone 2010

2.8 Performance at a glance of GP in 2010 (consolidated)

Source: Annual report of GP 2010

2.9 ABOUT CUSTOMER SERVICE DEPARTMENT

Customer service department is a part of commercial division. From the birth of the
department it tries to meet the demand of the near about 23 million subscribers regarding
their queries & complains. Grameenphone customer service Hot Line was the first 24-hour
Contact Center in Bangladesh. Like other Telecom operator Grameenphone has a special
service for the people to call the hotline for after sales service, solution & complain regarding
the SIM (Subscriber Identification Module) operation.

Main Objective

The main objective of the Customer Service division is to be the best in class customer
service in Asia to gain competitive advantage for Grameenphone in the market place.

Main Responsibilities

 To position as the most reliable, friendly and quality service provider in the industry
to be perceived as the operator that provides segment based services beyond
expectations
 To manage business environment with superior efficiency and operational
excellence for profitable growth
 To establish Customer Service to gain sustainable competitive advantage for
Grameenphone
 To foster a competent team in a culture with empowerment and involvement
 To recruit the best, develop every employee and retain the best
 To convert each customer contact to an opportunity for retention and new sales with
a focus on competitor’s profitable customers
 To build effective alliance with other customer services, within the Telenor group
and in Asia
Grameenphone customer service department has 5 major segments:
1. Contact Center [CC]
2. Resource Management [RM]
3. Voice of Customer Management [VOCM]
4. People Management [PM]

5. Quality assurance [QA]

Customer Service
Gjermund Lia

Resource VOCM Contact People Quality
Management Sabrina Center Management Assurance
Golam Kibira Afrin Smita Yeasser Bushra Faruq
Mahmood
Khan

Figure: Organogram of Customer service department

2.10 CORPORATE SOCIAL RESPONSIBILITY

Partnership which strives to achieve common economic and social goals
Grameenphone acknowledges the complementary relationship and interdependency between
responsibility and commercial interest. Its strategic ambitions and the country’s development
issues are mutually inclusive, and hence, they cannot be treated in isolation.

Grameenphone believes good business is good development and vice versa. As the business
grows, it generates positive economic and social impact in the form of beneficial services,
jobs and contributions to the National Exchequer. Likewise, good development equals good
business.

Grameenphone Social investments are consolidated in three main focus areas, namely,
Healthcare, Education and Environment.

Health
Safe Motherhood and Infant Care Project
In partnership with Pathfinder International and USAID, Grameenphone has been supporting
the “Safe Motherhood and Infant Care” program since May 2007. Under the program, free

comprehensive primary healthcare services are provided to economically disadvantage
pregnant mothers and infants through 320 Smiling Sun clinics located in 61 districts around
the country.

Education
Grameen Shikhkha
In collaboration with Grameen Shikhkha, an organization of Grameen Bank Family,
Grameenphone provides scholarship to meritorious but underprivileged students through a
scholarship fund at different academic levels.

Alokdeep, Non-Formal Primary School cum Cyclone Shelter
Grameenphone, as part of its rehabilitation plans in the SIDR affected areas, provided
financial assistance to build four education center-cum-cyclone shelters in the southern belt
of the country. These cyclone shelters are used as non-formal primary school throughout the
year to provide non-formal primary education to underprivileged children of the locality.

Environment

Climate Change Initiatives
Grameenphone Climate Project aims to reduce carbon emission, become environment
friendly and create a momentum with the community and the people. The ambition of the
project is to reduce the overall company’s carbon footprint by 30%within 2015.The target
was set using the year 2008’s actual emission as the base line emission .The reduction target
for the year 2010, 2011, 2012, 2013are 11%, 13%, 15%and 20%respectively. One of the
major focus areas is to gain energy efficiency.

Chapter 3
Duties and Responsibilities

3.1 RESPONSIBILITIES AS AN INTERN

In my 12 week internship experience as an Intern and 1.2 Years of work experiences, I go
through different responsibilities, training, one to one conversation, team meeting etc. I have
done this internship report and job under contact center, customer services, commercial
division which is under marketing. So, first of all I need to share some information about
contact center

Contact Center
Contact or call center is a place used for the purpose of receiving and transmitting a large
volume of requests by telephone. Grameenphone is a flexible call center model doing both
inbound and outbound calls serving our different customers according to their needs.
Currently there are around 1200 customer managers in our call center. Contact Centers can be
divided into various categories based on their strategy of function and nature of service. But
there are mainly two types of Contact Centers such as

 Inbound contact center
 Outbound contact center

Inbound
In an inbound, customers generally place their queries, and complain about product and
service. Subscribers also request to activate of deactivate different service in his mobile. The
query and the request are instantly solve by the customer manager but complains are solve
by backend complain management team because there need to verify complains whether the
complaint is valid or not. It takes 24 to 72 hours.

Outbound:

Outbound call centers are usually, sales jobs over the phone, as a telecommunication
company Grameenphone has different service to sale like different package of edge, missed
call alert, welcome tune, and call block service mobile backup service etc. outbound is use
not only for sale but also use to aware subscriber about the new product and service and
offer.

Outbound Contact Centers are usually works under;

- Up Selling- Sometimes we do call subscribers to sell a number of Value Added
Services such as EDGE P1, EDGE P5, EDGE P6, Call Block Service, Missed Call
Alert service etc.

- Campaign promotion- Sometimes when a new campaign is launched, a number
of inbound agents have to call up random subscribers to inform them about the
Campaign. If they asks as we also activate the promotional offers in their SIM.

- Transformer-A number of times users of another operator is called as per
management decision. Usually that subscriber’s monthly usage rate is rather high.
So we try to persuade that subscriber to use our service for trial basis. If that
subscriber is happy with the service received then he might think of using our
service in a permanent basis.

First two week of my jobs I go through different type of training. As I join the customer
service department of Grameenphone I have to learn lots of thing. In the training session I
learn about the corporate culture of Grameenphone, the dress code of the company. The rules
and regulation, the values, and more important thing are how to handle and satisfy the
subscriber.

I learn to operate different type of tools and software which is essential to execute the
subscriber query and request. So there is computer tainting in between the two week.

Next two week I was assign with one of my senior colleague to learn the job practically
which is known as attachment.

Next eight week I had to work in different segment of customer service. In below I describe
my work experience in different segments.

At first I am assign in Consumer segment. The hotline number is 121& 155. Subscriber and
flexi load retailer from of Grameenphone call here for different queries and request. I am
assign in consumer and youth segment. The hotline number is 121. All prepaid and post paid

subscribers call 121. They have lots of query, request and complain. The main query of the
subscribers is the product, service and different type of offer. In request part they request to
active or deactivate different type of service and offer, like FNF number activation or change,
edge service activates or deactivate different kind of other services. In complain part
subscribers complain about overcharge, network problem etc. The basic query of Retailer is
that, they send money to subscribers mobile and is it received by the subscriber or not. They
mention the date and we confirm their query. Distributor house call 155 to deactivate or
activate any retailer phone for any lost case. This hotline is free for retailer and distributor. In
this segment I work for two week.

Finally I work for business and star segment, the query and request of business segment is
almost same as consumer and postpaid subscribers.

But in present time there are only two segments inbound and outbound. All segment of
inbound are merge due to technological improvement, and all the customer manager are
trained to handle all kind of call. All the customer manager of customer service is multi
skilled.

In the mean time I participate different training, one to one session with my supervisor and
team meeting, whenever any new product or service came to the market people and process
department organize tainting session to aware about the product and service though we can
provide service smoothly. Once in a week or once in month I have one to one session with
my supervisor. In this session we discussed about my performance and my key performance
index (KPI). My supervisor suggests me how to improve my KPI and my service quality.

Specific Responsibilities of the job:

 Provide one‐stop quality Customer Service over phone to ensure positive
customer experience.
 Proactively aware / inform customers regarding products / service.
 Sale through inbound and outbound contacts.
 Capture customer insights and escalate critical issues / complaints and provide
timely feedback.
 Maintain targeted KPI on a regular basis.

Serve customers with helping attitude and thus play a significant role in customer
satisfaction, retention and acquisition. In this way enhance Grameenphone brand image.

Chapter 4
About Human Resource

4.1 HUMAN RESOURCE

Human Resource is the part of the organization that is concerned with the “people”
dimension. People not buildings make a company successful.HR management can be viewed
in one of two ways. First, HRM is a staff, or support, function in the organization. Its role is
to provide assistance in HRM matters to line employees, or those directly involved in
producing the organization’s goods and services. Second, HRM is a function of every
manager’s job. Whether or not one works in a “formal” HRM department, the fact remains
that to effectively manage employees requires all managers to handle the activities.

Many companies today recognize the importance of people in meeting their goals. HRM must
therefore balance two primary responsibilities – “being a strategic business partner and
representative of employees”. Clearly HRM has a significant role in today’s organization.
HRM must be forward thinking. They must not simply react to what “management” states.
Rather they must take the lead in assisting management with the “people” component of the
organization. Moreover, employees of an organization can assist it in gaining and maintaining
competitive.

Human Resource Management (HRM) is a core discipline, which deals with managing the
work force in such a way as to maximize the output of the organization. It starts with the
selection and recruitment of employees, its training and development, maintaining a
consistent compensation package for the employees and to take many other initiatives to
reduce the absenteeism and to motivate the employees.

In the early days employees were treated as simply workers who will abide by the order of
the employee ignoring the human side of the workers. As a result, the outputs of the
organization were not maximized. Then more emphasis is given to improve the condition of
the workers for motivating them towards work. This work force is treated as asset in today’s
organization.

4.2 FACTORS HINDERING HRM IN BANGLADESH

1) Attitude of top management towards personnel functions: With a few
exceptions, the picture of an average industrial establishment in this country is still one of the
dominations by the owners. These men, although talented so far as business acumen is
concerned, have rarely acknowledged or accepted wholeheartedly the need for sound
personnel management methods and techniques.

2) Weakness inherent in the job: The inherent weakness of the job is that its results
cannot be measured in concrete terms have proved frustrating to many personnel executives
and the employers also, because of this reason, employers often fail to appreciate the
contributions of HRM Department.

3) Nature of Labor force: The nature of our labor force is another hurdle in the sense
that there is an abundant supply of labor and quite inexpensive. There is no compelling need
on the part of the employer to use the various advanced techniques of HRM to select,
maintain and motivate the employees.

4) Weak and unenlightened labor movement: Unlike the West, labor movement in
this country is neither strong nor enlightened. Our working class is generally passive and
depends on outside politicians for guidance of its own affairs. The poor financial position,
unstable leadership, inter-union rivalry etc. have also rendered the labor movement weak and
not very effective.

5) Lack of qualified and experienced people in the profession: There is no denying
the fact that in the past students with very good academic records were not interested in HRM
profession. As such there is shortage of qualified people in the profession.

6) Lack of long range planning: Most HRM executives are so busy with problem
solving or firefighting operations each day that they have neither time nor inclination to do
long-range planning. Static unchanging attitudes among HRM executives have been a major
factor hindering the growth of the function in this country.

7) Lack of support from Line Managers: When personnel management emerged as
a separate discipline, it met with stiff resistance. In the first half of this century, people who
had experience managed industries but they had hardly any higher academic learning. As

against this, the early representatives of HRM management came from educational
institutions and had a good academic background. The appearance of the personnel man with
high educational qualifications caused some discomfort in the minds of these Managers.
That’s why they always get lack of support from Line Mangers.

4.3 FUNCTIONS OF HRM

To look at HRM more specifically, it is an approach consisting of four basic functions:

(1) Staffing
(2) Training & development
(3) Motivation and
(4) Maintenance

1. Staffing

Activities in HRM concerned with seeking and hiring qualified employees. One of the
primary jobs of HRM is the formulation of a selection and recruitment policy commensurate
with the organizational policy and mission of the organization. Induction of new employee to
an organization is a vital issue. Under qualified recruited employees may jeopardize the
objectives of the organization. If everything regarding induction of new employee is clearly
spelt out in the selection and recruitment policy then the chance of recruiting under qualified
employee is less.

2. Training & development

Activities in HRM concerned with assisting employees to develop un to date skills,
knowledge and abilities. It is one another major area of HRM. Actually training can sharpen
the knowhow of an employee for his current job. Need for training may start with the new
recruitment of the employee and continue till the retirement of the employee.

3. Motivation

Activities in HRM concerned with helping employees exert at high energy levels. The
components of the motivation function include motivation theories, appropriate job design,

reward and incentive system, compensation and benefit. The goal of the motivation function
is to provide competent adapted employees with an environment that encourage them to exert
high energy levels.

4. Maintenance

The component of the maintenance function includes safety and health issues and employee
communications. The goal of maintenance function is to help employees maintain their
commitment and loyalty to the organization.

4.4 ABOUT HR DIVISION OF GRAMEENPHONE

Mission

Ensure improved business performance and competitive advantage by offering right products
and services to add value and build organizational capabilities to meet strategic objectives.

Scope of work:

 Be an employer of choice and attract and retain qualified people
 Develop organizational capabilities by increasing skill and competence
through a practical approach
 Ensure proper HR policies and practices and compliance with local laws
 Effective and cost efficient general services infrastructure
 Attractive and competitive compensation policies and practices
 Ensure a good career management process
 Create a winning culture based on common values
 Create a secured, safe, healthy and attractive working environment
 Be a strategic business partner and change agent

The departments in HR Division include:

1. Resourcing & Employer Branding
2. HR Operations
3. HR Development
4. Health, Safety & Environment
5. Administration

1. Resourcing & Employer Branding

Position Grameenphone as the top employment brand in the local market, proactively
safeguarding employment reputation and thus ensuring the flow of talented and capable
leaders in the organization.

Scope of work

 HR Planning and staffing
 Talent sourcing
 Promotion/Career progression
 Organization alignment
 Employer Branding
 Internship/industrial program

2. HR Operations

HR Operations is responsible for ensuring a smooth life cycle for an employee from joining
to separation; through efficient HR services, up-to-date HR policies, quality HR information
systems and continuous effort to create an enabling work environment, HR Operations helps
retain employees, sustain employee motivation and performance - thereby contributing to the
business goals.

Scope of work

 HR Policy Framework
 HR Services

 HR information systems
 Employee Relations
 Payroll & Pension Management
 Compensation & employee Retention
 Ethics & Compliance (Code of Conduct)

3. HR Development

HR Development team manages the Organizational Development (OD) initiatives by taking a
pragmatic approach aligned with strategic direction of the Company to increase competence,
skills and embedding a performance and values driven culture.

Scope of work

 Telenor Development Process
 Performance Management Process
 Internal Value Creation
 Talent Management
 Succession Planning
 Training & development initiatives
 Organizational vision & values

4. Health Safety & Environment

Ensure better health of the employees for better productivity, reduce work related injuries and
discomfort to a minimum level, create safety awareness, manage risk to make the workplace
safe and attractive.

Scope of work
 In-House medical consultancy
 Executive Health check up
 Health, Hygiene & Safety Awareness
 HSE audit
 Maintain OSH system
 GP Day Care Center
 Social awareness in regards to health and safety

5. Administration

Ensure uninterrupted and enabling business operations by delivering an effective and cost
efficient general services infrastructure.

Scope of work

 Support & Services assurance
 Expatriate Affairs & Travels
 Support Staff Management
 Facilities management for non-technical office spaces & sites
 Transport Management
 Security of work & sites
 Support for Risk & Crisis Management

Chapter 5
HRM Activities of
Customer Service

5.1 TYPES OF EMPLOYEE

Customer Service department has in different employee’s criteria. There are different types of
employees working in different wings inside the Customer Service department. The types of
employees are-

1. Regular/ Full time employee:
In full time category, employees are joined as Executives in Contact Center. This is the only
wing under the customer service department that recruits employees directly from outside the
organization. All the other wings under the department recruits employees from the contact
center that is internally because all the works that is to be done by the other wings requires
experience of working as a customer manager in Contact Center. The regular employees are
allowed to get the bonus, incentives and other allowances with their basic salaries. And these
types of employees also have the benefit of getting extra facilities that the organization is
providing for its employees.

2. Contractual:
Contractual employees are taken for specific period like six months basis. Although contract
extends if can perform well. Basically undergraduate students who are completing their
graduation are hired. Along with their salary, they get attractive performance bonus if they
achieve their target which is determined by organization. They are paid on hourly basis and
usually do not get other benefits

3. Intern:
To encourage and help human resource development in the organization, Grameenphone may
decide to offer internship programs to individuals or educational institutions. The decision to
enter such an engagement is usually decided by the HR department on the recommendation
of the Department Head. Individuals engaged as Internees are paid no Honorarium and they
are not entitled to any other benefits. All Internships program is for three months. Prior
approval by HR department internship program can be extended for a maximum period of six
months.

5.2 HRM PROCESS OF CUSTOMER SERVICE (CS) DEPT.

Though there is a big difference between text books and real workplace scenario,
Grameenphone and particularly Customer Service departments HR functions does not differ
much. It has been mentioned earlier that Customer Service is one of the biggest department
which is comprised of almost 1500 employees. So the HR department alone cannot handle all
the HR process of this vast department. People Management [PM] is the wing under the
Customer Service dept which actually helps the HR department to perform Human Resources
Management functions of the Customer service.

A point to be noted is that in the CS, there are 5 wings. But only in case of the Contact Center
the source of the recruitment is External. In the rest of the wings, employees are recruited
internally. Because all the other wings members need the experience to work as a Customer
Manager and that’s why when there is a need for manpower in these 4 wings, usually
manpower is recruited from the contact center and no external recruitment is done.

That’s why in the HRM process of CS in this report encompasses only recruitment of the
Customer Manager for the Contact Center or Call center of the CS department of
Grameenphone Ltd. That takes into consideration both Full time and Part time employees.

The HRM process of Customer Service department begins when there is a legitimate need to
increase the dept. ’manpower. In all cases the Department Manager who considers that they
have a legitimate need to increase their hand count, either because an existing employee has
resigned or because the expansion has been agreed, submit a request to PM who eventually
submit the request to HR department for consideration within existing manning levels and
current business priorities for approval by HR Panel. Provided that the request is in line with
current business priorities and after that HR Officer will begin the recruitment process.

The process is discussed elaborately in the following sections:

5.2.1 Staffing

Before going deep into selection process an organization must discuss the utmost important
pre-requisite of the selection process. It is Job Analysis. Grameenphone, like most other
responsible and successful corporations, conducts a detailed job analysis to know the
different aspects of a particular job.

5.2.1.1 Job Analysis, Job Description and Job Specification of CS

Job Analysis enables the employer and also the employees to know what are the
responsibilities and duties of that particular job position. Job description is a list of the task,
duties, and responsibilities that a job entails. Job specification is simply a list of the
knowledge, skills, abilities and other characteristic that an individual must have to perform a
job effectively.
In customer service department there are 5 positions for recruitment, the position and
description of the department are as follows:
1. Contact Center:
There are two segments within the contact center, the first one is the Star segment and
the other one is the Consumer or Non Star segment. The Consumer or Non Star
segment deals with all the queries and complains that come from all the subscribers
other than the Star or business subscribers. On the other hand, the Star or Business
segment generates more than 60% of the revenue for the company so, GP provides
special customer service to their Star and corporate clients and they get the priority in
getting the service over 121(hotline) without being in queue. Their comments and
requests are taken seriously and solved with high priority.

2. Resource Management:
This segment is known as RM. This is the department which assigns duty to all the
employees of customer service division. Forecasting, on how different plans are to be
executed by the employees are done by them. All the backend planning regarding
customer service are planned by them which is then executed by the employees of
customer service division.

3. Voice of Customer Management [VOCM]:
This department handles all kinds of complain related issues. All the fraudulent
activities done from a GP SIM and the complaints regarding these issues are dealt by
this department. This is a very dedicated team which makes sure that all the
complaints are looked after.

4. People Management:
This is a wing under the Customer Service dept. which actually deals all the Human
Resources Management functions of the Customer service. although it is not
completely independent from the HR division and requires the help of the above
mentioned division for several of its functions but even then it is the dept. which
controls the vast CS department which is comprised of almost 1500 employees and
which has a separate building away from the head office to perform it functions and
requires a controlling dept. to perform its HR functions smoothly.

This department also arranges internal training of all new and existing employees.
Their job is to keep all the customer service employees updated regarding the latest
service and offerings. All new software trainings for employees are also arranged by
them.

5. Quality assurance [QA]:
Quality assurances the wing that encompasses systematic monitoring and evaluation
of the various aspects of the performance of the customer managers, service or facility
to maximize the probability that minimum standards of quality are being attained by
the production process.

Job description & Specification a Customer Manager, Customer Service
After analysing the job, The HR department identifies the following job responsibility of a
Customer Manager –

 To provide one-stop quality Customer Service to ensure positive customer
experience.
 To proactively aware/inform customers regarding products/service
 To sale through inbound and outbound contacts

 To capture customer insights and escalate critical issues / complaints and
provide timely feedback
 To maintain targeted KPI on a regular basis
 To serve customers with helping attitude to play a significant role in
customer satisfaction, retention, acquisition and to enhance Grameenphone
brand image

Once these critical competencies have been identified, the Recruiting process begins.

5.2.1.2 Recruitment

Recruitment is the process of searching for prospective employees and stimulating them to
apply for jobs in the Organization. It is often termed “positive” in that its objective is to
increase the selection ratio, the number of applicants per job opening. Selection, on the other
hand, “negative”-it involves screening and appraising these applications and rejecting those
who are unsuited for the jobs to be filled.

Recruitment is the process of discovering potential candidates for actual or anticipated
organizational vacancies. From another perspective it is a linking activity that brings together
those with jobs to fill and those seeking jobs.

An effective recruitment always starts with the correct selection of sources of human
resources. A recruited employee who has not the right skill cannot perform effectively. As a
result the overall performance level is sure to deteriorate which has significant effect on the
Company performance. Therefore, Grameenphone has been on continuous search of effective
recruitment sources.
The sources of the recruitment can be broadly classified into two categories:

 Internal source and
 External source

HR department open up recruiting efforts to the external community. These efforts include –

A. Advertisement at different Universities :

It is one of the two ways that Grameenphone uses to recruit employees for the Contact
Center. Usually for the post of Part time employees it place advertisement in different
universities like University of Dhaka, North South University, American International
University, BracUniversity etc. Students from various faculties usually come to know about
the vacancies and interested students apply.

B. Cyberspace recruiting :
Cyberspace recruiting means advertising at internet. Usually Grameenphone place almost all
of its job vacancy advertisements at internet. And to do so, it uses its own Website.
Nowadays, this organization does not use the newspaper advertisement and do not take help
of the employment agencies too. This Cyberspace recruiting contains all the information one
might find in employment advertisement, qualifications sought, experience required etc.

This Cyberspace recruiting page also contains an online response form, so applicants need
not to send a separate resume by mail or fax. Applicants fill in a resume page and hit the
submit button. Although there is option for those who already has prepared resume. All they
need to do is Attach their resume in their own account.

Grameenphone has a very sophisticated website which showcases the organizations products,
services, corporate philosophy and mission statement etc. This website contains the online
application form which is a part of the Enterprise Resource Planning [ERP] software that the
organization uses to control its internal tasks .The applicants need to create an account their
by providing necessary information and once the account is created they can use it for
applying any of the positions in this organizations in the future.

Internet recruiting is a low cost means for advertisement rather than advertising in newspaper
or using the Employment agencies. It is also a way to increase diversity and find people with
unique talents.

5.2.1.3 Selection
Once applications have come in, it is time to begin the section process. Selection activities
follow a standard pattern, beginning with an initial screening and concluding with the final
employment decision. On next page there is a flowchart about the selection process of
customer services.

The general selection process flowchart

Applicant Job Interest

Initial Screening

Voice Test

Interview Assessment Test

Back Ground Investigation

Additional Interview

Medical Exam

Final Employment Decision

i. Initial Screening

Initial screening is the first step in the selection process where job inquiries are sorted.
After a successful recruiting step HR department now have a pool of applications. Some of
these respondents are eliminated based on the job description and job specification. Perhaps
the candidates may lack adequate or appropriate education or they may lack in terms of their
experience. When the initial screening is done and the CVs are short listed it is time for the
next and a very crucial step of the selection process, taking the employment test.

ii. Employment tests

After CV short listing, the short listed candidates are contacted (usually by telephone)
for the employment tests. In case of large number of candidates, emails are sent to the
applicants/candidates email address. These are done according to the interview schedule
made before contacting the candidates. The interview or written test schedule is made prior to
contacting with the short listed candidates by communicating with the CS department. This is
where the PM takes over the responsibility to conduct several of the following functions of
the total Selection process.

The employment tests taken for the position of the Customer Manager are divided into three
steps. It can be compared with a higher hurdle in a race. The applicant able to clear all the
hurdles wins the race and the job offer. The steps are given below:

iii. Voice test:

The employment tests starts with the Voice test. Since the employment tests are taken
for the position of the Customer Manager who have to; if finally selected; give service over
the phone to the valued subscribers, so it is important that how an applicant sounds over the
phone and his way of talking, pronunciation etc. And to test the mentioned skill of an
applicant Voice Test is conducted where the applicant has to read two scripts one written in
Bangla and the other one written in English in front of one PM member who conducts the
session. A certain time is given to finish the script. The voice is recorded and stored for
evaluation.

iv. Comprehensive Interview:

Applicants who pass the Voice Test are called for a Comprehensive Interview which
is a device to obtain in-depth information about a candidate. The applicant may be
interviewed by HRM interviewers, senior managers with the department, a potential
supervisor, potential colleague or some or all of this.

In fact in a Company like Grameenphone applicants are interviewed by numerous
individuals. The interview panel usually consists of two to three members.

The comprehensive interviews are designed to probe areas not easily understood by the
application form or tests such as assessing ones motivation, values, ability to work under
pressure and ability to fit in with the organization.

Interview can take numerous forms. It can be one to one encounter between the interviewer
and the applicant or involve several individuals who interview an applicant at once which is
called Panel interview. The interview can follow a pre-determined form that identifies both
questions and expected responses. It can also be designed to create a difficult environment in
which the applicant is “put to the test” to assess his or her confidence level. This is frequently
referred to as the stress interview.

The Panel Interview of Grameenphone:

 The panel style of interviewing is the most reliable and most used style of
interviewing. It is fair, structured and consistent.
 In a panel interview, several interviewers give their opinions and ratings of a single
candidate and, in effect, establish checks and balances by monitoring each other.
 Panel interviews are structured, including what questions are going to be asked and
who is going to ask each question. Job-related and appropriate questions are chosen
in advance.
 Panel interviews are consistent. Any two candidates, who give the same answer to
each question, will receive the same rating and ranking.
 Panel interviews are the most reliable type of interview system. They are much more
reliable than interviews conducted by a single interviewer, which can easily be
biased.

Questions Commonly Used in Selection Interviews:

General Questions:

 What are your strengths and weaknesses?
 Why did you leave your last job?
 Why should we hire you?
 What is most important to you in a job?
 What questions do you have for me?

Problem Solving Questions:

 What is the most creative work related idea you have had?
 Describe a difficult problem you faced and solved.
 What approach to problem solving works best for you?
 Describe a sale you did not make and describe why?

Questions about Motivation:

 What have you done that shows initiative?
 What career objective have you met?
Selection  How do you measure success?
Interview  What rewards mean most to you?
 What projects make you excited?

Questions about Working with Others:

 What kind of people do you like to work with?
 Tell me about a conflict with a fellow worker. How was it
resolved?
 Describe your favorite management style.
 When is teamwork more appropriate?

Integrity-Indicator Questions:

 Tell me about a time when you were not honest.
 How would you react if you are asked to do something
unethical?
 If you saw a coworker doing something dishonest, what
would you do?
 When did you last break a rule?
 When I call your previous employer what comments will I
get?

5.2.1.4 Assessment Test:

Applicants who pass the Voice Test and the Comprehensive Interview are called for an
Assessment Test. It is a more elaborate set of performance simulation test. , specifically
designed to evaluate a candidates managerial potential. Assessment test is an in house set of
comprehensive test taken by PM members. Usually the length of this test is two days from
10:00 am in the morning till evening. The applicants are gone through different types of tests
here that start with a written test.

A) Written test:
MCQ type question is used to evaluate the candidates on the following areas:
 GP related questions
 General Math
 General Knowledge
 Logical & Analytical Ability
 Creative Ability

B) Extempore performance:
After the written test the applicants are given a variety of current general topics to
choose from. After selecting a topic randomly by the applicant they give a speech for
3 minutes on the topic in front of everybody that is the other applicants and the PM
members. .They also goes through discussion session with the other applicants and
answer questions about it. Their performance is evaluated and documented.

C) Group Case Study Solution:
After the Extempore performance, the applicants are divided into several groups and
each group is given a case study problem and given a certain amount of time to solute
that problem. This test is taken to test the applicant’s ability to work in a group and
also to assess his or her leadership skills. After the finishing of time the applicants are
asked various questions by the PM members about the case and the applicants has to
answer that questions.

D) Computer Literacy Test:
In this session the applicants are taken to the computer lab and their computer literacy
test is taken. Here the applicants have to prepare a MS WORD file, a MS PowerPoint
presentation and a MS EXCEL file. They also have to follow certain guidelines
regarding the preparation of the above mentioned documents like they have to use
certain Font and Font size and again they have to save those documents in the
Desktop of their computers creating a Folder in their own name . Usually 10 minutes
time is given with in which they have to prepare those documents.

E) Final Interview:
Usually in the second day of the assessment the applicants face a final interview taken
by only the PM members. This is more of an informal viva where the interviewers
asked many informal questions and tries to find the applicants motivation level and
interest about the job. Here applicants are also shown a picture and has to tell the
inner meaning of the picture.

5.2.1.5 Reference and Medical test:
The next step in the selection process is to go through an investigation of those applicants
who appear to offer potential as employees. This include contacting with the previous
employer or referrals to confirm the candidates work record, behavior, attitude and other
performances which was appraise or prominent in that person. This also includes contacting
other job related and personal references and verifying the educational accomplishments
shown on the application form.

The applicants go through a medical checkup to determine whether they are physically fit to
work or not. Normally it is assumed that the applicant can pass the physical examination;
however it is intended to screen out those individuals who are unable to comply physically
with the requirement of the job and the organization. The majority of physical examinations
are currently required to meet the minimum standards for the organization’s group life and
medical insurance programs and to provide base data in case of worker’s compensation
claims. Routine check-ups like blood-group test, HIV test, Hepatitis, drugs and fitness test.
These are only to see whether the person could fit in the actual job setting or not.

5.2.1.6 Final Employment Decision:
Those individuals, who perform successfully on the employment tests and the comprehensive
interview and are not eliminated by the development of negative information on either the
background investigation or the physical examination, are considered to be eligible to receive
an offer of employment. . Finally, among the potential applicants the best applicant is chosen
whose score is high in the justified evaluation sheet and considered to be selected as an
employee.

Here the HR division takes over the responsibility again from the PM and performs the
joining formalities. The selected applicants are asked to come to the office for the official
contract signing and one of the HR managers collect the certificate of the applicants, verify it,
open the bank account for the candidate, issue ID card, introduce various benefit and leave
process of the organization and finally provides the contract paper for the part time
employees and joining letter for the full time employees where all the conditions of the
contract are stated.

5.2.2 Training and Development

Training and development has been known by several names, including employee
development, human resource development, and learning and development, Training and
development are process that attempt to provide an employee with information, skills, and an
understanding of the organization and its goals. In addition training and development are
designed to help a person continue to make positive contribution in the form of good
performance. Training is an attempt to improve current and future performance of employees.
It is more present-day oriented, focused on individual’s current jobs, enhancing those specific
skills and abilities to immediately perform their jobs.

After recruiting a potential candidate HRD orients the new entrant to the organization and
provides him/her with all the necessary knowledge about their duties and responsibilities.
This is done to ensure effective input from the employees into the organization thus, their
most efficient level of performance.

Grameenphone training policy is to support employee training which is directly linked to the
individual’s specific jobs and his or her future development. The training program is expected
to enhance job-related knowledge as well as develop technical and/or managerial skills. In
addition to training program, employees are encouraged to search and utilize personal
developmental opportunities for his/her career progression.

The whole training program is conducted by PM members, service managers, managers and
specialists in the concerned areas within the CS department. Conducting training session is an
expensive issue but to Grameenphone spending in training programs for employees is not an
expense, but an investment. Each and every employee whether permanent or part time
employee goes through a 20 days long extensive training. The employees are paid in the time
of the training. They are given lunch facility from the organization too. One member of the
PM is given the authority to take care the needs of the employees and they contact with those
member is case they need to.

Objective of Training Program

The quality of employees and their development through training and education are major
factors in determining long-term profitability of telecom business. Training often is held for
new employees& existing employees only in this company. Cause the technology of telecom
business is change frequently. The long term objectives are -
 Increased productivity.
 Reduced employee turnover.
 Increased efficiency resulting in financial gains.
 Decreased need for supervision.
 To adapt with the organizational culture

After attending training the trainees should be:

1. Able to serve the subscribers, and can handle the query, complaint & request proactively
2. Able to adapt new telecom software and handle to execute those at a time
3. Make him as a leader, self-motivated and competitive personnel
4. Able to adapt with the organizational culture

5.2.2.1 Mode of Training

Grameenphone organizes in-housing training programs for its employees. Senior staff, in-
house trainers, or consultants hired for special purposes provide such training. Grameenphone
provides need-based training to the employees through using appropriate external training
institutes.

The company also sends selected employees to other countries for attending need-based
technical or management training.
The overall training process will be followed the computer based training, lecture method and
simulation based training. As the training is to train the trainees about overall customer
service division so these three methods would be the best solution. Here the trainers will train
the trainees how to operate the software, how to maintain information, how to solve critical
situation, how to make the subscriber happy with the services. For different & maximum

reasons some interactive multimedia system will be used too. Here is a short list of the
equipment and training tools that will be used in the program:

1. Computers
2. High speed internet connection
3. Multimedia Projectors
4. Sound system
5. White Board and markers
6. Note Pads& other accessories

5.2.2.2 Training Methods Followed By Grameenphone

Several methods can be used to satisfy on organization training needs and accomplish its
objectives. Grameenphone Ltd .classifies its training by the following categories:

The training program includes:

Orientation Training:
When a new employee joins the Company, s/he needs to be introduced to his/her job
as well as to the Company. The objectives of the orientation is to welcome the incumbent,
orient him/her about the Company’s vision, purpose, values, shareholders, service rules,
divisional activities etc. This makes a new recruit feel s/he is part of the Company.
Orientation program includes brief ideas about the company, its vision mission and goal
which is very important for the employees to understand because the goal of different
departments and ultimately the goal or target of the employees are set according to the goal of
the organization . They are also introduced with the CS department and given a brief idea
about the department.

COC Training:
A code of Conduct [COC] is clearly defined regulations adopted by the company and
approved by the board of directors for securing good business ethics and conduct in all
aspects of the company’s activities. The Codes of Conduct are properly communicated to all

the employees the vary day they join in the organization who are strictly required to abide by
it.

Training on Corporate Culture:
In this segment of the training session the trainees are given idea about the corporate
culture of Grameenphone. They are also notified about the dress code which is Formal dress
for male from Saturday to Wednesday and “Smart casual” in Thursday. And for female
employees there are no fixed but one thing they have to maintain is that the dress must be
“Modest” according to our local values and customs.

Product and Service Training:
Since the newly recruited customer managers have to serve the valued customers over
the phone, answer various questions about the products and the services and their charges, so
at first they need to have a very clear idea about the products and services that the company
offers. This training is conducted throughout the whole training session.

Training on Different software:
The trainees, when they will be on production have to operate different type of tools
and software to execute the subscriber query and request. So there is computer tainting in
between the two weeks. The CS department uses various types of tools or software’s to
control or view the profile of the subscribers. For example – MINSAT and CCAS for
controlling prepaid subs and BSCS and BURGEN for postpaid subs. Moreover they use
CRM for keeping trace of the subscribers query, request or complain. So software training is
a crucial part of the whole training session.

Miscellaneous Training:
The training session taken by the CS department also encompasses some
miscellaneous issues which are directly related with the Health, safety, security and
environment of the both the employees and the organization. For example – training session
on Fire Extinguishing is conducted where the employees are taught practically how to use fire
extinguisher equipments. They are also given training on first aid related issues.

Attachment:
Usually the above mentioned training program takes place for the first 15 days of the
training session. In the rest of the days of the training the trainees are usually send to the
different floors of the contact center for attachment with senior colleague for practical
experience. This time they gain practical experience about the job. Most of the time they seat
beside the senior colleague and learn how to deal with the customers and to satisfy them.
They also receive direct call of the subscribers in this time and learn how to talk with them.
This industrial attachment is very helpful for the trainees because there is nothing like
practical experience and they come to know many different situations that are usually not
covered in the training period and not always possible to.

Password test:
After the completion of the above mentioned training and Attachment session, a test
named “Password Test” is taken by the PM members or managers where trainees are asked
different questions about the products, processes, tools and problems. Trainees who
successfully pass the test are given password for using various tools that they use to provide
service to the customers when they are in production. Employees who can’t pass the test need
to go through another three days training session where they will review again all the things
over again. After that they are given the password for various tools.

Floor Handover:
After the passing of the password test they are handed over to the production floors
and to their respective teams and to their team leaders. Where they will be in industrial
attachment and for some more days and finally included in the roster of production.

CS Training Planning for New Employees (Example)

DAYS GOALS Who Is Responsible
Day 1 Orientation (Welcome Messages from CEO and Telenor Commercial Division
Group) Head/CMO, People
Management Head
Day 2 Code of Conduct(COC) which also called Ongikar, PM trainers
Company structure and Environment
Day 3 Infocube Server and its Accessibility PM trainers or
Supervisor
Day 4 Product and Features, Supervisor/ Product
GSM (general system for mobile) Features & Features specialist
Day 5 Log-in rules and regulations, key board accessibility and PM Trainer
hot key use and Quiz test (Evaluation) based on Day1-
Day4
Day 6 Balance Transfer P2P, Electronic Recharge System(ERS) Supervisor/ Managers
Day 7 CCAPS, HLR Parameter – Huwei & Ericsson , GSM Network Specialist
Features module
Day 8 VAS Services and Execution – GP’s & CP’s, Internet Supervisors
Packages & Services
Day 9 Employee Self-services through ERP system and PM-Trainer or PM
Quiz/Evaluation Test (Day 6-Day8) Head
Day 10 Attachment with the Senior Employees to know how to Assigned by PM
work Supervisor
Day 11 Excellence in Customer Services and Analysis of Past PM-
(Simulation Games), Trainer/Supervisor
International Roaming, Business SIM & Star Subscriber
Day 12 CRM (Customer Relationship Management) System, CRM Specialist, PM-
BSCS, Welcome Tune Execution Trainer
Day 13 Avaya Interaction System, CIT, DYP, Minsat etc
Day 14 Professional and Attackers Mindset, Motivation Session – People Management
How to Build a Perfect Life Head
(Simulation Games, Video clips etc)
Day 15 Health Safety Security& Environment Doctors & Fire
Rescuer/specialist
Day 16 Attachment with Senior Employees Assigned by PM
Supervisor
Day 20 Evaluation Test “Password Test”

5.2.3 Motivation

Activities in HRM concerned with helping employees exert at high energy levels. The
components of the motivation function include motivation theories, appropriate job design,
reward and incentive system, compensation and benefit. The goal of the motivation function
is to provide competent adapted employees with an environment that encourage them to exert
high energy levels.

Grameenphone is committed to follow a fair, competitive and flexible compensation and
remuneration policy. The Board is the final authority for approval of this policy and will
amend and review the policy on recommendation of the Managing Director / Management
Committee periodically.

The remuneration policy covers all persons engaged in permanent and temporary service of
the company.

5.2.3.1 Remuneration and Benefits

Remuneration is what an employee receives in exchange for his/her physical and mental
works, and contribution to the company. Remuneration does not represent only salary but a
wide range of benefits and service are part of the total remuneration package. Grameenphone
usually pays rewarding and competitive salaries to attract, retain and motivate competent and
skilled employees at all levels of the Company. By rewarding and competitive salaries we
mean that each employee should be rewarded in accordance with:

1. What is the post requires
2. How skilled the employee is and
3. What the market pays for work of the same type.

Grameenphone has designed a compensation system that has strong positive impact on
employees and ultimately on the Company's performance. Keeping Company's strategic
objectives and unique characteristics and environment in mind, Grameenphone determines a
number of criteria for designing a compensation system. The criteria are:

Internal and external Equity: Internal equity means that there should have fairness of the
pay structure within the Company i.e. similar jobs get similar pays. External equity assures
that jobs are fairly compensated in comparison with similar jobs in the job market. To
achieve internal equity, periodic job evaluation that assesses the relative worth of jobs
throughout the Company should be conducted. On the other hand, to achieve external equity,
periodic market survey and cost of living adjustment should be taken into account.

Competitiveness: There are obvious effects of market forces on compensation.
Compensation must respond to the supply of and demand for employees in the market since
employers compete for work force.

Cash and non-cash benefits: Cash payment motivates employees through monetary rewards
such as salary and allowances. The Company pays cash benefits according to ability to pay.
Non cash benefits such as job security and making the job interesting is also taken into
account.

Performance based pay: Employee productivity, skills and performance are also important
determinants of the compensation system of the Company.

Consistency: All-out efforts are made to ensure that compensation system is consistent with
HR policies and it is uniform and stable.

The remuneration of employees consists of:

 Basic Salary
 House Rent and
 Medical Allowance

Salaries are confidential between the permanent employees concerned and the Management.
The salary ranges for these job grades are reviewed from time to time.

Temporary or Part time employee’s staff does not have any assigned job grade. The PTEs get
an hourly payment of 100 taka which includes only basic pay and medical and house
allowance and there are no other entitlements applicable except incentives based on achieving
targets.

Basic Pay:

Basic Salary Ranges (BSRs) is commensurate with the job grades and is determined by the
Board on the recommendation of the Managing Director. The Board reviews the BSR at least
once every two/three years. Basic pay for a Part time employee is 60 taka per hour.

House rent allowance:
The permanent employees of the Company are eligible to 50% of their basic salary as house
rent allowance. On the other the Part time employees are allowed 20 taka per hour as house
rent allowance.

Medical allowance:

The permanent employees of the Company are eligible to 2000 taka as medical allowance.
Moreover they get discount on a certain percentage if they take their medical treatments in
LABAID or APOLLO hospital. On the other the Part time employees are allowed 20 taka
per hour as medical allowance.

The part time employees are entitled only the above remuneration packages but the
permanent employees are entitled to the following remuneration too:

Provident Fund:

The permanent employees of the Company are eligible to become members of the Provident
Fund. Employee contributes 10% of their basic to the provident fund and the Company
makes equal contribution to the fund. The Company's contribution starts once the employee
has become permanent employee of the Company.

The PF maturity period is three years. Employee has to serve minimum three years for being
eligible for both employee and company contribution.

Gratuity:

Gratuity is paid to an employee for providing a life time service to the Company. The
eligibility is minimum five- year service with the Company.

Gratuity amounts are linked with the respective employee's length of service which is as
follows:

Gratuity Years of Service

 1 month's basic/for each year 5 years

 1.5 month's basic/for each year 5 Years to 10 Years

 2 month's basic/for each year More than 10 years

Gratuity is equivalent to one (or more as the case may be) month's basic based on the last
drawn basic salary for every completed year of service or for any part thereof in excess of six
months.

Bonus:

All FTEs are eligible for two bonuses in a calendar year which is an amount equivalent to
their two months basic salary.

One bonus is paid during Eid-ul-Fitr at a flat rate to all employees irrespective of the religion.
Another bonus is paid as per the following festival of different religious affiliation:

Muslim : Eid-ul-Azha

Hindu : Durga Puja

Buddhist : Buddha Purnima

Christian : Merry Christmas

Two month's basic as bonus is paid in full for a calendar year or a pro-rata amount for
incomplete calendar year, whichever may be the case. The bonus will be paid according to
the basic that is due on the festival day, not the basic on the payment day.

Example: An employee who joins on April 1 and if there are two festival in that calendar
year, then the employee will get fractional festival bonus according to the following formula:

HR prepares the bonus list prior to three weeks’ time of Eid-ul-Fitr and the respective festival
day and Accounts, based on the list, will arrange to transfer bonus amount two weeks ahead
to employee's account.

An employee who joins after festival date will be paid bonus after the end of the year.

If an employee leaves the Company on any day preceding to the festival bonus payment date
for whatsoever reasons other than retirement, his/her festival bonus will not be paid.

5.2.3.2 Sick Leave and Related Leave

Sick leave:

There is no standard annual entitlement to sick leave. Sick leave at actual are availed based
on advice of registered medical practitioner. For sick leave of three days or more,
certification of registered doctor or HSSE head is required. An assessment is carried out by
HSSE/ medical board if any employee is frequently availing sick leave. If more than three
months leave is necessitated due to occupational injury or on-duty accident, the same is
allowed. However dismemberment/ prolonged sickness more than 3 months is reviewed by
HSSE/ board of doctors.

Maternity leave:

A female is granted maternity leave for a period of 16 weeks. A female employee can avail
the maternity leave only twice during her tenure with the company. A female is not entitled to
maternity leave unless she has completed a period of not less than nine months immediately
preceding the day of the delivery. A pregnant employee informs in writing to her supervisor
confirming her delivery date along with a medical certificate. A female employee is not
dismissed during maternity leave without sufficient cause.

Paternity leave:

A male employee is granted one week of paternity leave during his child birth. A male
employee can avail the maternity leave only twice during his tenure with the company. The
condition is that, he stays with his wife and uses the time to look after his family and home. If

he does not live with his wife then he has no right to take such leave even if he is the child's
father. Such leave can be taken before and/or after the birth of a child.

Annual Planned Leave:

An employee is allowed to avail 25 days of annual planned leave per annum. Maximum 15
days of annual leave can be carried forward to the succeeding year, if any, and excess of 15
days annual leave as of December 31st is forfeited automatically.

Recreation Leave:

Every employee must avail 5 days of recreation leave at a time in a calendar year,
proportionate annual leave will apply in that case.

Leave form:

All leave application is made by using a standard Registration of leave/Absence Form. The
concerned Unit/Section head approves the leave by signing the form. The employee provides
full address on the leave form during the period of leave applied for. At the time, they leave
place of posting that must also be intimated with new address. In the event requested leave is
not approved or the approved leave is canceled, then the reasons for refusal or cancellation
are recorded on the form. Such form is a part of employee’s leave retained by HR.

5.2.4 Maintenance

The last phase of the HRM process is called the Maintenance function. As the name implies,
this phase puts into place activities that will help retain productive employees. The
maintenance function usually used by Grameenphone is given below –

Health, Safety, Security and Environment [HSSE]

Health, Safety, Security and Environment (HSSE) is an independent unit under the HR
department in Grameenphone. HSSE has very significant role in such a big company where
there are ample chances for accidents and injuries or damage of the equipment if one works
unsafely or without taking pre-caution. That’s why HSSE has a vital role for the safety of the
employees, equipments and environment as well.

5.2.4.1 Health

In-house Medical Consultancy Services: Medical Consultancy Service
represents in-house medical advice by in-house medical doctors given to the employees. One
registered doctor always remains available at the 9th floor of the CS department. This year
total 5037 consultancies have been given. Out of these, 187 were referred for better
treatment.

HSSE training: HSSE implementation policy of Grameenphone, prevention of
injury at work is the most important target of HSSE. To ensure this, HSSE department
organizes different awareness and training programs for its employees as well as support
staffs, channel partners, suppliers, contractors and vendors. It includes First aid training,
Training on Health and Hygiene, training etc.

Happy Hearts Day Care Centre: For the employees of Customer Service
department, HSSE has established a day care center at the Office premises, in 5 th floor of the
Nitol Niloy Tower. Starting from April, 2010, number of children enrolling at the center has

been increasing incessantly. A good number of children are accommodated. This is providing
good support to working parents specially mothers and their satisfaction level is very good.

Vaccination program: HSSE conducts vaccination program for all CS employees.
Usually vaccination for Hepatitis B is given. All employees are communicated and asked to
participate in this program through office mail.

Executive Health Checkup: HSSE conducts executive health checkup of a large
number of employees every year. The total numbers of employees receiving health checkup
this year were 493.

HSSE conducts a large number of activities all throughout the year. All activities are not
recorded entirely due to lack of facilities for efficient and convenient record keeping. HSSE
has taken steps for automation and also introduction of some web based services and database
software up gradation, which will enhance the services from HSSE in coming days.

5.2.4.2 Safety

Safety is the protection against workplace hazard, illness, injuries even death. Safety is the
accident free condition

The Safety Policy of Grameenphone ltd is given below:
1) Developing, designing, operating and maintaining facilities and processes that are
safe and without risk to health and safety
2) Developing, introducing and maintaining occupational Health and Safety
Management Systems and verify compliance with these through regular audit.
3) Setting annual improvement targets and reviewing these to ensure that they are
being met in all levels.
4) Involving everyone in implementations of this policy and providing appropriate
training.
5) Investigating all injuries and incidents, and using the learning for continuous
improvements.
6) Recognizing and rewarding for demonstration of exemplary safety behavior.

5.2.4.3 Security

This covers usually security against hazard, accident, fire, earthquake etc. Hazard is a
condition or practice with potential of accidental loss or damage or injury. Hazard is
everywhere and company identifies the common hazard and eliminates those.

Identifying Hazards:
1) Physical Hazards: Noise, Vibration, Radiation, Temperature etc.
2) Biological Hazards: Viruses, Bacteria, Fungi, Parasites, Insects etc.
3) Chemical Hazards: Dust, Gases, Vapors, Mists etc.
4) Sub-standard and un-safe condition: Sharp edge, broken, switches and electrical fittings,
loose wiring.

Accident: Accident is a first aid case or an occupational sprain / strain injury
regarding just a single treatment by a medical doctor or a registered health professional e.g.
nurse physiotherapist etc. followed by observation must be recorded as a first aid case.

Sequences of accident reporting and investigation:
1) The accident victim goes to medical centre immediately.
2) Medical officer gives treatment and classifies the accident according to severity and fill-up
an accident report.
3) Location-in-charge of the accident informs to HSSE department within 24 hours.
4) HSSE dept investigates and analyzes the accident again.

Fire Fighting: Firefighting establishment is very sophisticated in all establishments
of Grameenphone ltd. The Nitol Niloy Tower that is the CS department is not out of this.
There are ample resources to defend fire.
General Rules:
1. Press the emergency fire alarm
2. Isolate the nearest cutoff switch
3. The trained person will charge nearest DCP extinguisher first
4. Then evacuate.

5. In case of big fire, only listed fire fighters, security guard, and fire service will work
together for extinguishing fire

5.2.4.4 Environment

General Safety Rules are given below:
1) Follow instructions, don’t take chances, if you don’t know, ask.
2) Report any condition that you think may cause injury of employee and damage equipment.
3) Put everything you use in proper place.
4) Keep your work area neat and clean.
5) Use the right tools and equipment.

5.3 PERFORMANCE MANAGEMENT PROCESS OF GP

The Performance Management Process [PMP] is an annual performance appraisal and
development process with link to reward. It is Grameenphone key process to:

 Assess past business and behavior performance
 Set future business goals
 Identify required development initiatives to meet expected business performance and
behavior
 Facilitate formal feedback.

Objectives of PMP

The PMP is designed to ensure that the employees are focused and productive by:

 Having individual goals and development initiatives aligned to business strategy
 Given feedback on performance and development by formal discussions
 Meeting customer demands by focusing on vision and values ("our way of working")
and
Meeting Grameenphone Leadership Expectations (for supervisors with direct reports)

Performance Appraisal System:

The performance of each employee is closely monitored by their immediate managers. If the
broad objectives of the job are clearly understood by the Appraiser and the Appraisee and the
Action Plan along with the criterion of assessment is clearly agreed between them, appraisal
should be a relatively easy task. If both parties are realistic, pragmatic, fair and objective in
their evaluation of performance, there should be very little variation in their scoring and
completion of the Performance Appraisal Form.

The Appraisee has to dispassionately analyze his/her performance and fill in the form with an
attitude of trust and fairness in the judgment of the superior.

In rating the overall performance, the Action Plan achievements will have 50% weightage.
The quality of performance in accomplishing the overall objectives of the job will have the

other 50% weightage. The rating for overall performance will therefore have equal emphasis
between specific tasks and the general objectives of the job. Management Staff Performance
Appraisal Form will be provided in duplicate by the Appraiser to the Appraisee. The
Appraisee will fill in the requisite places on the form and return one copy to the Appraiser.

The Appraiser will first complete his part of the form and then fix a date for Appraisal
Interview. The interview should be held in a relaxed and congenial atmosphere and the
entries on the form should be gone through together item by item. There will no doubt be
difference in perception of achievement and of performance on the job but the differences
should be discussed in a constructive manner so that any misunderstanding is removed and
the gap in perception is narrowed down. The Appraiser will have the right to modify his
remarks or to change his rating in the light of the Appraisal Interview but his original remarks
and rating must remain legible.

The Appraiser will then pass on the form to his superior who, if necessary, will revert back or
else send the form to the General Manager, Corporate Services at Head Office for review by
the Managing Director and consolidation.

It is to be borne in mind by the Appraisee that the ability to judge his/her own performance
fairly and dispassionately, both with regard to the Action Plan as well as the overall
performance, will be considered as a good managerial quality called objectivity.

The Appraiser, on the other hand, must make a realistic comparison between standards
agreed and those achieved; and keep in view unanticipated constraints which could not have
been overcome through other initiatives or innovative actions.

Needless to emphasis that rating of overall performance is not an exercise in numbers. The
external and internal environment in which the job was performed and the threats and
opportunities that were encountered should be taken into account while determining the
score.

Above all, while judging the overall performance both parties must keep in view the
performance during the whole year and guard against the fact that recent issues and events
may unduly influence their judgment.

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