April 5, 2009

Report on
HR Division of
AKTEL

SUBMITTED TO:

HOQUE, KHONDAKER ENAMUL

Faculty
Principles of Management
American International University – Bangladesh

SUMITTED BY:

Amin, Faisal Asad, Md. Zubair

ID No: 08 – 11582 - 2 ID No: 08 - 11558 - 2
 Letter of Transmittal

Date: April 5th , 2009

To
The Faculty
Hoque, Khondaker Enamul
Principles of Management
American International University – Bangladesh

Subject: Letter of Transmittal.

Dear Sir,

With due respect and honor we the students of your course would like to
formally submit our report titled “ HR division of AKTEL”. We tried our best
to accumulate information within this limited time period. However, in some
cases we made some assumptions instead of actual data. This is because of
many barriers, like lack of proper information, lack of access in the chosen
organization etc.

We therefore hope that you would be kind enough to assess our report and
recommend any necessary corrections.

Sincerely yours,
Group members

2
Amin, Faisal Asad Md. Zubair
ID No: 08 – 11582 – 2 ID No: 08 – 11558 – 2

TABLE OF CONTENTS
Particulars Page No.
Title Page
Letter of Transmittal 2
Objectives 5
 Report Objective
 Primary Objective

Methodology 5
 Primary Data
 Secondary Data
Limitations 5
Introduction 6
 About the Company
 Mission
 Vision
 Theme
Major Milestones 7
Human Resource Division 8
 Importance of HR division:
 Duties and responsibilities of HR division of AKTEL
HR Mission & Objective 9
Organ gram 9
Recruiting And selection process of AKTEL 10
 Recruiting
 Trend Analysis

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  Ratio Analysis
 Scatter Plot
Sources of Recruitment 11-12
 Internal recruiting
 External recruiting
 Advertising
 Agencies
 Executive Recruiting
 College Recruiting
Selection 13 - 14
 Written test
o Mental Ability
o Achievement test
 Interview
o Stress
o Job related
o Panel
 Other test
 Final Selection
CHART OF RECRUITING AND SELECTION PROCESS

15
PROBLEMS & RECOMMENDATIONS
16
EMPLOYEE ORIENTATION & TRAINING PROGRAM
17
TRAINING PROCESS
18
 In house training
 Foreign training

4
  Job rotation
OBJECTIVES OF AKTEL TRAINING PROGRAMS

19
DEVELOPMENT PROGRAM IN AKTEL
20
DEVELOPMENT PROCESS
21
 Job Rotation
 Junior Board
PROBLEMS & RECOMMENDATIONS
22 -23
SWOT ANALYSIS
23
CONCLUSION
24

OBJECTIVE:
Primary objective:
The primary objective of this project is to learn about the recruiting,
selection process, 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.

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 • Show how this activities relate with the organization overall strategy
and objective.

METHODOLOGY:

Primary Data:
From the interview of the Human Resource 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.

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.

INTRODUCTION:

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 26 th

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March 1998. Finally, these two companies launched a brand product named
“AKTEL” in Bangladesh.

Vision:
To be a leader as a Telecommunication Service Provider in Bangladesh.

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.

Theme:
“Clearly Ahead”

MAJOR MILESTONES:

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)'.

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 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.

HUMAN RESOURCE DIVISION:

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.

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Importance of HR division:
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.

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.
HR Mission:
“To be the employer of choice”

HR objective:
• Providing the right person for the right job.
• Job satisfaction.

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 • Career planning and Development.
• Reduce the employee turnover by recruiting and selecting the right
person.

(i) AKTEL HR ORGAN GRAM

HR Division

Training &
Administration
Recruiting & development
(6 employee)
selection (5 employee)
(3 employee)

HR
Compensation Information
& benefit (4 employee)
(2 employee)

RECRUITING AND SELECTION PROCESS OF AKTEL:

Recruiting:
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,

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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.

SOURCES OF RECRUITMENT:

AKTEL recruits from both internal and external source.

(a) Internal Recruiting:

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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
advertisement 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.

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(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.

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.

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;

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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). 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 procedure are used in AKTEL:

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 (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.

Other tests:
Beside written test and interview AKTEL likes to go through some other types
of test.

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.

THE CHART OF RECRUITING AND SELECTION PROCESS OF AKTEL:

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 Recruiting

C.V Sorting

Written Test

Interview

Other Test

Final Selection

PROBLEMS:
1. They do not follow any personnel replacement chart.
2. They do not promote work samples testing to evaluate a candidate.
3. AKTEL doesn’t use any method to test each employee’s personality.
4. AKTEL doesn’t follow background checking for selecting candidates as
it becomes expensive for the company.
5. They do not follow appraisal interview as well as situational interview.

RECOMMENDATIONS:
1. They should use personnel replacement chart in order to recruit more
efficient employees for a specific position quickly.

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 2. 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.
3. 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.
4. 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.
5. 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.

EMPLOYEE ORIENTATION: -

They arrange an overall orientation for one day. In the orientation all the new
recruiters are present and the management gives 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.

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

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selecting people, may be wasted if their selection is not followed up with the
proper training programs. 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 them must continuously upgrade their skills and knowledge in order to
maintain this competitive advantage.

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The Training Process:
There are three types of training process:

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.

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.

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.

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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.

Objectives of AKTEL training programs: -

Improved self-
Improved management
communication

Increased Training program Improve

productivity objectives of Aktel d morale

Improved
customer relations

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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.

NEED OF DEVELOPMENT:

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 receives 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.

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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.

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PROBLEMS WITH THE TRAINING AND DEVELOPMENT PROCESS:

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.

(A) RECOMMENDATION :

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.
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.

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a) 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.

b) 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.

SWOT ANALYSIS:

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

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 (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

OPPORTUNITY

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 “Hartal’s” 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.

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CONCLUSION:
Finally, we can say that AKTEL is one of the largest leading mobile
companies in Bangladesh. Covering all 64 districts of the country, AKTEL has
become the first mobile operator to connect Tetulia and Teknaf, the northern
and southern most points of Bangladesh and the first to provide seamless
coverage along the Dhaka - Chittagong highway. AKTEL supports 2G voice,
CAMEL phase 2 and GPRS/EDGE service with high speed internet
connectivity. It has the widest International Roaming coverage in Bangladesh
connecting 440 operators across 203 countries.
If the problems in the HR department of the company are solved, then with its
dynamic HR department it can be the no. 1 mobile company in Bangladesh.
With its strengths and competencies developed over the years, AKTEL aims
to provide the best quality service experience in terms of coverage and
connectivity to its customers all over Bangladesh.

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