Main body (The management functions of Robi Axiata ltd.

)
1. Chapter: 02 Planning Page 6 of 50
2. Mission and vision Vision: to be a leader as a telecommunication service provider
in Bangladesh. Mission: EMPOWERING YOU: We are there for you, where you want
and in the way you want, in order to help you develop, grow and make the most of
your lives through our services. Principles & Purpose Uncompromising Integrity - We
will be legally, ethically, and morally correct. - Our conduct will be fair and honest. We will listen, seek understanding and encourage open dialogue. - We will be
passionate in pursuing our beliefs - We will treat others with dignity, valuing and
benefiting from diversity - We will be accountable for our actions and behaviors on
fellow employees, customers, shareholders, and the communities in which we
operate. - We will be courageous in sharing our work and bold to learn and improve
from our mistakes - We will adhere to our Code of Conduct, protect and uphold it.
Customer at the Centre - We will be customer centric delivering their needs in terms
of value, quality and satisfaction. - Our customer focus will be unrelenting in
creating positive experience, at every point of interface, sale and post-sale. Simplicity will be the key for the customer to learn about us, buy from us, and get
support from us whenever, wherever. - We will strive for continuous innovative
solutions in every sphere of our work. - We will engagement with the customers to
know their demands and design our actions to care for them better than our
competitors can. - We will not be distracted from creating and providing value for
our customers. I Can, I Will - Ensure our efforts produce desired results. - Seize
opportunities at the right time and execute them on time. - Go beyond our scope,
strive for and achieve excellence. - Do what it takes to ensure delivery of results not
waiting for delegation. - Go that extra mile, setting ambitious goals to ensure our
efforts bring success. - Have the courage to say and do what it takes in order to
ensure success Page 7 of 50
3. Planning process of ROBI with KPI: The role of Key Performance Indicators (KPIs)
Many institutions make use of Key Performance Indicators or KPIs as part of their
strategic planning activity KPIs can be defined as Financial and non-financial
measures or metrics used to help an organization define and evaluate how
successful it is, typically in terms of making progress towards its long-term
organizational goals. (Wikipedia) Steps of planning process of ROBI: Key
performance indicators measure the quality of an organizations performance and
assist in developing performance goals and strategies. In many cases, key
performance indicators are posed as questions that need to be answered, and the
answers provide the indications of organizational performance and strategic
development. While developing key performance indicators might seem like a
challenging task, it is an essential one for a company that plans to succeed. What is
more, developing key performance indicators takes time but is not necessarily
difficult; it requires largely the ability to bridge the gap between goals and results.
Step 1 Identify the results ROBI expect. In order to measure your organizations

performance with key performance indicators, ROBI first need to know what the
goals actually are. It is, after all, difficult to establish rate of success without an
expectation for success. Establish clear goals that reflect various areas of ROBI:
asset management, revenue and profit, spending, safety and so forth. Key
performance indicators are not limited to income; focus on a variety of areas.
Review the companys business goals, and apply these to the desired results. Step 2
Establish the numbers ROBI needs to reach its goals. This step goes beyond just
identifying the results; it gives shape to those results with actual numbers that
represent objectives. ROBI analyze about how much profit the company needs to
make, how many new customers it needs to add, how much money it needs to
save, how many safety violations it needs to avoid and so forth. ROBI that makes
$50 million a year might have a goal of making $55 million a year. That $55 million
is a specific, clear goalmore than just a goal of increasing company profits. Step
3 Identify the progress that has occurred so far. Key performance indicators work
alongside specific company activities, and developing indicators for future activities
requires an understanding of what has already occurred or is in the process of
occurring. If the company Page 8 of 50
4. has a goal of making $55 million a year and is currently making $50 million a
year, the company is approximately 90.90 percent of the way toward its goal. Step
4 Determine the percentage of change that has occurred within each area of review.
In other words, take a closer look at the current numbersnot focusing right now on
the future numbersand consider what has happened in the past. Doing so will
enable you to create more effective goals for the future. Look at the percentage of
change on different scales: the change in profits from one July to the next, or the
number of safety violations between one month and the next. Step 5 Establish the
frequency of reviewing these indicators. Looking at key performance indicators
should not occur just once but should be a process that occurs at stated intervals
over time. And each area of a company studied will require a different frequency.
Company profits might need to be reviewed only quarterly, whereas safety issues
should be reviewed monthly. Determine the frequency based on the nature of the
company sector. Some Marketing KPIs of ROBI: Sales, Brand Awareness, Repeat
Business, Market Share, Internet Activity of ROBI. Corporate Strategy: Corporate
Strategy Division of Robi Axiata Limited does the planning process. There are total
26 employees in the division including the Chief Strategy Officer. Main tasks of this
division embraces managing new business development, business strategy,
business planning (BP) including BP projects, risk management, performance
management and quality management system. The division is broadly divided into
two departments. They are: Corporate Management & Strategy Planning (CMSP)
New Business Development. Corporate Management & Strategy Planning (CMSP):
CMSP is one of the major departments of Robi as it defines strategies, maintaining
management & actions of process documents. The department has 8 employees
headed by the Executive Vice-President of the Division. CMSP controls quality
management system, risk management strategy & control, performance

management, long-term & short-term business development, & business analysis.

Responsibilities of each part are given below Quality Management System (QMS)
Risk Management Strategy & Control (RMSC) Performance Management Page
9 of 50
5. Long-term & Short-term Business Development Business Analysis New
Business Development: This is the second broad category of corporate strategy
division consisting 18 employees headed by the Executive Vice-President of the
Division. New Business Development controls emerging technologies, new business
development, business analyst, & project specialist. Emerging Technologies
New Business Development Business Analyst SWOT Analysis of Robi: Strength
Strong Brand images to overall Customer through Advertising, Posturing, and
Sponsorship etc. Offer quality products. Robi alway s support an entrepreneur
thats why the organization have different product for them named Uddokta & Easy
Load Tariff. Robi is using better equipment to give better service to their
customers. Now they are using Nokia-Siemens instead of Alka-tell to provide best
quality Network. Good relationship with retailer. Weakness The customer of
Robi face Network problem outside the Dhaka and sometimes even inside Dhaka.
The company could not cover all the rural area with their network which is making
some dissatisfaction among the customers. Average revenue of Subscriber life
cycle is all most equal to the SIM tax. As a result it Becomes very difficult to take
out profit from the operation. Page 10 of 50
6. Opportunities Continuously increase the using rate of mobile phone in
Bangladesh thats why Robi Has the opportunity to increase their customer base.
As Robi is using Bangla name for their products, it helps the customer to understand
The meaning of the products very well, thats why they understand which tariff, is
best For them. So they buy it more. Mostly this is suitable for uneducated people of
Bangladesh and also for rural people. Increasing income of population. As much
they earn that much they need to using Mobile to fulfill their working requirement.
Threats Restriction of Government regulations. There are five strong
competitors are existing in Bangladesh for Robi. So Robi has to face high
competition to retain the customers. Because of the aggressiveness of the
competitors and customers connection Switching behavior, Robi is constantly losing
their market share. If it is going on, then its very difficult for the company to exist.
Page 11 of 50
7. Corporate social responsibility of ROBI: Nirapod Pani, Sushtho Jibon: Water
Treatment Plant Picture 01: Water Treatment Plant Safe drinking water
facility for railway passengers at different divisional railway stations set up by Robi
Axiata Limited The water tank with the capacity of 5000 liter of safe drinking water
per hour to meet thirst of the huge number of railway passengers (more than 55
thousands passengers traveling daily through these stations) There are separate
water taps kept for male, female, one is dedicated for the disabled people and
ablution. Page 12 of 50

8. Robir Alo: Picture 02: Robir Alo Electricity is an essential need for living but many
people in Bangladesh do not have any access to it. There are still many villages
without any supply of electricity thus denying the villagers there the opportunity to
lead a better life. Robi has taken an initiative to contribute towards reducing the
energy crisis through providing solar driven technology among the underprivileged
people of off-grid areas as well as helping to reduce CO2 emission. Keeping these in
mind, Robi Axiata Limited has already built a mega solar panel and distributed solar
power home solution among 150 families with 2 lights & a mobile charger at Kaluar
Char village of Razarhat Upazilla of Kurigram district for free of cost. This mega
panel will provide electricity for 4 hours to each household along with all sort of
technical supports for 5 years. Following the success and considering the
importance of the project in the Kaluar Char village, Robi has extended the project
to another 440 houses which include several houses in this village and in adjoining
villages. Under the 2nd Phase rest of the houses in Kaluarchar, the two adjacent
villages Chor Joy Kumer & Kismat Cinay have been covered. The Grid Capacity for
the 150 (Ph-1) and 440 (Ph-2) houses are 2.5 KW and 9.18 KW respectively. Under
Robis CSR pillar Environment this initiative has changed and having a positive
impact on the socio economic development of the local people. In brief we can say,
the project has in truer sense has illuminated their daily life and given them an
opportunity to change their lifestyle and be in touch with one of the best discovery
of the modern technology. Page 13 of 50
9. Robi Internet Corner: Under this campaign Robi with the support of Department of
Public Libraries has established internet corners at all seven divisional public
libraries with the objective of giving opportunity to all to know the benefits of
internet. Robi believes that the users will be able to explore the world through this
free internet service. Basic Computer Training by Robi employee: Picture 03: Basic
Computer Training by Robi employee. Robi Axiata Limited has initiated a training
program on Basic Computer Knowledge for the students of 72 colleges in 64
districts where Robi has already implemented Computer Corners to increase IT
literacy among the students of rural and semi-urban areas. Robi employees visit the
colleges to conduct day long Basic Computer training. The initiative has started
from March 01, 2012. The 1st phase has finished on December 26, 2012. Page 14 of
50
10. Chapter: 03 Organizing Page 15 of 50
11. ORGANIZATION STRUCTURE OF ROBI The organization is headed by its Chief
Executive designated as the Managing Director entrusted with overall
responsibilities of business direction of the organization and leading dynamically
towards the attainment of its purpose and principles. In attaining the purpose and
principles, the Chief Financial Officer, General Managers & department Heads
assists the MD. Robi has established a strong and formidable sales channel, which
consists of direct dealers and its own sales force. BOD COMPANY SECRETARY
INTERNAL AUDIT MANAGING DIRECTOR CHIEF TECHNOLOGY OFFICER CHIEF

FINANCIAL OFFICER IT FINANCE CORPORATE STRATEGY TECHNICAL MARKETING

SALES CUSTOMER SERVICE HR CO-ORDINATION & REGULATORY CORPORATE
AFFAIRS REGIONAL DIRECTOR Figure 01: organizational chart of ROBI Page 16 of 50
12. The organization has an executive committee, which includes Chairman,
Directors, Managing Director, Chief Financial Officer and other General Managers.
Divisions & Departments of Robi Axiata Ltd: Robi is operating with following
Divisions / Departments having its establishment in different locations at Dhaka,
Chittagong and other regions of Bangladesh. Robi Axiata Limited consists of 9 big
divisions each containing several departments according to the division &
organizational need. The organization is headed by a Chief Executive
Officer/Managing Director. Each division is headed by CXOs & each department is
headed by either an EVP or VP but sometimes EVP holds responsibilities of more
than one department. General Managers are there to coordinate between
departmental heads & employees. Managers are given specific tasks, programs,
plans or analysis to be done. Specialists & Officers are entry level positions who
perform different types of job given by managers or general managers. Here is a
brief of all the divisions. Robi has following divisions and departments: Finance
Division Commercial Division Information Technology Division Technical
Division Human Resources Division Revenue Assurance Department
Regulatory Affairs Department Internal Audit Department Corporate Affairs
Department Corporate Strategy Department Supply Chain Management
Department Credit Control Department Legal & Compliance Department
Security & Safety Department MDs/CEOs Office Page 17 of 50
13. Market Operation: Market operation division is responsible for acquiring monthly
targeted sales given by top management. The division works to develop brand &
market communication, sales of corporate & business products, maintenance of
contact centre as well as participate in building up pricing strategy of new products.
Finance: Finance is the heart of any business functions because they are responsible
for budgeting. Finance division of Robi Axiata Limited is accountable for financing
into different proposals, business partnering, as well as new product development.
Finance controls financial accounting, creating salary sheets for employees,
maintaining compliances & so on. SCM & corporate finance is another task of this
division. Corporate Strategy: Main task of corporate strategy division is to analyze
monthly growth, revenue, KPIs as well as develop new business proposals for Robi.
The division is responsible to plan for organizational growth. Corporate Regulatory
Affairs & Legal: This division is known as CRL which is in charge of all the CSR
activities approval, analysis of event management & sponsorship, maintaining
relations with media, handling legal issues by govt. & so on. Two of the most
renowned faces are incorporating the division. Human Resources: Human resource
or HR mainly works for recruiting new employees, providing training for existing
employees; circulate salary to employees account, employee motivation, as well as
organizational development. HR also takes the responsibility of maintaining good

relations among all the employees. Technology: It is the division which provides IT
support to all the divisions & departments of Robi. Main tasks of this division is
maintenance of regional IT operation along with establishing BTS, central network
monitoring, technology compliance, supporting employees by providing necessary
hardware & software, support contact centre etc. Controlling Robi website as well as
intra-division & departmental websites is also an important task of technology.
Administration: Administration division works to control the business facility layout,
safety & maintenance, controlling overall employee management, security staffs &
personnel management etc. Besides, maintaining alternative sites for emergency
evacuation is also a part of administrative job. Enterprise Program Management:
Enterprise program management (EPMO) works closely with the CXOs in developing
or participating different management programs. Along with the Corporate Strategy
division, EPMO defines business objectives, goals, policies for business & contribute
for dissimilar projects to take place. Page 18 of 50
14. Internal Audit: Internal audit division of Robi works to ensure worth of
operations, reliability of financial reporting, determining & investigating fraudulent
activities, safeguarding assets in accordance with the law & regulations. TOP
MANAGEMENT Michael Kuehner Managing Director/CEO Jarhad Tamim General
Manager Internal Audit Matiul Islam Nowshad Mahtabuddin Ahmed A.K.M Morshed
Pradeep Shrivastava CHRO CFO CTO CMO Ahammad Jubaer Ali Khaledur Rahman
Dewan Mahmudur Rahman EVP, IP EVP, CS Rozano Marius Planta Country Head EVP,
CRL Ahmed Saady Yaamin Vice President Business IT Market Operation Ala Uddin
Vice President, Corporate Finance Anamika Bhakta Vice President Technical
Regulations CRL Figure 02: Top management of ROBI Page 19 of 50
15. In robi there is one CEO, Michael Kuehner. There are five Chief Executive Officers
such as Matuil Islam Nowshad (CHRO), Mahtabuddin Ahmed (CFO), A.K.M Morshed
(CTO), Pradeep Shrivastava (CMO), Rozano Marius Planta (Country Head, Digital
Service).Under this five Chief Executive Officers there are seven Executive vice
Presidents. Under these seven Executive vice Presidents there are Thirty one vice
presidents. In ROBI there are four General Managers. All are the part of top
management of ROBI. Divisions & Departments of ROBI Corporate Strategy Division
Rozano Marius Planta Country Head Khaledur Rahman Dewan EVP Ala Uddin VP
Specialists Figure 03: Corporate Strategy Division. Corporate Strategy Division of
Robi Axiata Limited. There are total 26 employees in the division including the Chief
Strategy Officer. Main tasks of this division embraces managing new business
development, business strategy, business planning (BP) including BP projects, risk
management, performance management and quality management system. The
division is broadly divided into two departments. They are: Corporate
Management & Strategy Planning (CMSP) & New Business Development. Page 20
of 50
16. Chapter: 04 Staffing Page 21 of 50

17. Human Resource Division of Robi Robi human resource system is one of the best
systems in Bangladesh. The strategy of human resource division is followed from
AXIATA strategy. The strategy that followed by HRD is given bellow. VISION: vision
crystallizes their employee focus as the cornerstone of everything they do; to help
their customers get the full benefit from communications services in the customers
daily lives. It describes their future ambition, sets a common direction across the
group, and inspires all employees to imagine how they can contribute. Their values
describe what behaviors are necessary to realize that vision. HR is a Critical Enable
for Robi Axiata Ltd (Robi) in the pursuit of its Strategic Goals. HR is a key to ensuring
An Organization, that provides a competitive advantage by being simple, aligned
and efficient. A Culture centered on the employee and characterized by diversity,
generosity and an international mindset. Leaders, Who have a passion for business,
excel at empowering people and never compromise on Robi ethical standard.
People, Who perform at the peak of their ability because they feel a sense of
mission, accomplishment and growth? The hierarchy of HRD CHRO EVP VP GM Page
22 of 50
18. Manager Specialist Officer Asst. Officer Figure 04: The hierarchy of HRD
Recruitments & selection process at Robi As we know, recruitment refers to the
finding possible candidate for the position in the organization. And Selection is a
process by which candidates employment are divided in to two classes those who
will be offered employment and those who will not. Recruitment and selection is one
of the most important functions for every organization. There is a recruitment and
selection process that a company should follow. In Bangladesh perspective many
company does not follow any specific process for recruitment and selection. In Robi
recruitment and selection is done by a specific process and which is structured. It
starts with manpower requisition and end with appointment. After that Robi
arranges various types of training and development program for the employees to
develop their skill. In true sense Robi follow a developed recruitment process for
selecting right people in right place. In recruitment & selection process the main
role is held by HR division in Robi. In the process, when there is a need of
manpower, the required departments send the manpower requisition to HR consist
the approval of MD. Then HR starts the process. The process includes some step or
task that done by a sequential order. First step is manpower requisition. It comes
from the division who has vacancies. It can be replacement or for the new
candidates. In the second step the requisition comes to HR department the
particular Page 23 of 50
19. officer of HR takes approval from the CHRO. Then the third step starts, HR give
advertisement for the job, it can be external or internal. After collecting CVs HR
starts sorting suitable CVs for that post. After sorting of CV the forth step starts. The
forth step is written exam. Written exam has two parts, one is the HR parts and
another is the particular departments parts. The candidates must have passed HR
part. When a candidate passed the written exam then he or she gets call for

interview. It is the fifth step of the process. Generally the candidate has to face one
interview but sometimes they have to face two interviews. After interview a
candidate is selected by the interviewers. Then the selected candidate has to go for
medical checkup. It is sixth step. Then comes reference check step. Lastly selected
candidates fill up joining forms and then he/she gets the appointment letter. This is
the procedure that Robi HR follow to recruit people. Actually in Robi the recruitment
and selection is totally control by HR division. HR division makes the policy for
recruitment and selection and also takes decision sometimes that a department
required manpower. When the requisition comes HR starts the process. HR also
supervise that Recruitment and Selection are not simply mechanisms for filling
vacancies rather they are viewed as the key factor for suitable placements. For a
better recruitment and selection process HR arrange done some task like collecting suitable and better CVs - arranging written exam - arranging interviews ensure medical tests - Appointment letter and others. Basic rules of recruitment in
Robi For recruitment in Robi HR follows some rules. These rules are set by HR for
better recruitment and selection. The rules are Robi Recruitment is to hire the
right kind of people at the right place selecting them through an effective process
from the full of candidates in the job market. Effective recruitment will ensure the
competency and the quality of the Performance of the whole organization. Robi
Axiata Limited Recruitment does not allow any favor or preferential treatment to
anyone. No one who is below 18 years of age can be hired as an employee for
Robi on regular, contract or temporary status. Under no circumstances a regular
or contract employee of any other organization is allowed to undertake regular or
long term contract in robi. Page 24 of 50
20. Recruitment & Selection Process at Robi The Process of recruitment and
selection at Robi is consisting of number of sequential steps. The following picture
can show the process very clearly: Manpower Requisition Collecting CVs Internal
source External source Sorting suitable CVs for the post Written exam Interview (it
can be two) Final selection Medical checkup Reference check Page 25 of 50
21. Appointment letter Acceptance of offer letter and joining procedure. Figure 05:
Recruitment and selection process. Human Resource planning Recruitment and
Selection are not simply mechanisms for filling vacancies rather they are viewed as
the key factor for suitable placements. With a view towards placing the right person
at the position, in Robi following procedures in Recruitment and Selection will be
practiced: Robis Human Resource planning will start at the beginning of the year in
accordance with the approved business Plan and budget provisions. Each Division
will submit their month wise recruitment plan to HR for the whole year and on the
basis of such requirement HR Division will prepare the upcoming recruitment plan of
each Division/Department. Manpower Requisition: Based on the HR Planning
respective Division/Department Head will inform HR on personnel requirement
through Manpower Requisition form, after obtaining necessary approvals from the
Managing Director. Employment Requisition Form must contain a JTOR (Job Terms of

Reference), comprising Job Description and Job Specifications / Requirements of the

position. Requisition form contain some information like Name of the
position Status of the employment Job description Job specification Page 26 of 50
22. Approval of the MD When the approval comes to HR, the process begins by
collecting suitable candidates from sources. Recruitment Sources First and foremost
step of recruitment is collecting CVs from sources. There are two sources of
recruitment: Internal source (within the organization). The external job market.
Internal Sources For encouraging the internal candidate, job vacancies in Robi may
be advertised through internal notices to all Robi Axiata Ltd (Robi) employees.
Recruitment from the internal source may be through Promotion or delegating
individuals with new assignments. In the case of internal sourcing, HR along with
the concerned Division/Department will identify prospective candidates on the basis
of Individual Capability matching with Competency/Role Profile and will conduct
appropriate tests to select the most suited person. In internal source Robi consider
mainly three types of employees: Contractual Part-Time Interns Contractual
employees are those who are working in a contact of six months or one year. And
part-time employees are those who work in Call Center. And also interns, after
completing their internship and completing their graduation can apply for job.
External Sources In short external sources mean collecting CVs from outside. Robi
collect a lot of CVs from outside. Recruitment from external sources will be through
Executive search for Senior Managers and Above Positions. Advertisements for managers and below positions. The CVs are collect by following ways:
HR CV Box Advertisement Internet Job Sites Employee Reference
Universities Career Fair or Job Fair Other Page 27 of 50
23. CV Box of Robi HR: There is a Box for CV in Robi HR. In that box anyone can drop
his or her CV in anytime.From the CV Box HR sort out suitable CVs for the required
position. This box is open for everyone who wants to drop their CV. Almost every
day this box gets full of CVs. It contains about five hundreds of CVs. By this way
Robi HR collect a lot of CVs for job. Advertisement: Advertisement is a well known
and worldwide accepted source of recruitment. Like other company Robi also have a
career website from where applicants can fill up an application forms. When the job
requirement is matched with the applicants CV then HR selects these applications
for recruitment. Internet: Internet advertisement is another new source of
Recruitment. Now a day every employee has a website and they collect CVs by
internet. Ever there is lots of job website and company can send advertisement over
there. Recently Robi lunch a carrier website for the candidates. Like other company
Robi also give advertisement over net. Generally Robi gives advertisement in
www.bdjobs.com. The interested candidates whose profiles match with the
requirements can apply for job over the net. By this way Robi gets many CVs.
Employee Reference Employee Referrals may be collected through circulation of
advertisement to all employees. Robi consider employees reference because it got
some advantage, the internal employees know how to do the work so he can easily

understand who can do the work. If an employee refer someone that means he
knows about him better and that helpful for the company because Robi believes
employees cannot be harmful for company. Universities Universities are big sources
of recruitment. There are many public as well as privet universities send CVs for job.
When students completed their courses, universities send their CVs to Robi for
internship. And sometimes they send CVs for job also. Career or Job Fair This is
another big source of recruitment. By participating in fair or sponsoring fair Robi
gets a lot of CVs. Robi participate in many fair like IBA Fair 2006 Robi Career
Fair 2007 Robi Career Fair at AIUB 2010 Among them Robi was the main sponsor
of Robi Career Fair 2007. This fair was arranged by Dhaka University Finance
Department and Robi was the main sponsor of it. It was a grand branding for Robi as
well as Robi got a lot of suitable candidates CV. This is a great success for Robi.
Almost three thousands of CVs was in Robi box when the fair over. The main Page
28 of 50
24. theme of the fair was to encourage student to come to Robi and drop CV in for
job in Robi. By this way Robi HR collect CVS for job. Other Sources: Depending on
the circumstances professional employment agencies, notice boards of technical
universities like BUET/ KUET/ CUET/ RUET, other universities like IBA, NSU, BRAC
etc., and journals may be chosen for attracting applicants against job openings.
Screening of Candidates Following publication of Job Vacancy, concerned Divisional/
Department Head and HR Division will scrutinize the applications and short list
candidates for inviting to oral interviews or written tests where applicable. When
screening the following criteria will be followed: For the Executive position,
candidate must be at least graduate (from Robi preferred universities) nd For
Executive and above, candidate must have at least 2 class in all academic level.
However, in case of competent candidates with strong experience in the relevant
field such educational qualification may be relaxed. For Non-Executive permanent
employees, minimum educational requirement is SSC. For Non-Executive
contractual employees, candidate must be of class eight pass. Written Exam For
every job Robi HR arrange a written exam for candidates. The written exam is must
for each and every candidate. The written exam is called General Ability &
Psychometric Test. It contain two parts, General Ability In this section, the
general ability of the candidate has been checked. Psychometric Test This is one
kind of physiological test by which the behavioral sides of candidates have been
checked. This is the way of written exam that taken by Robi for job. It is a very
important and useful way to find our good candidate from the all kind of candidate.
Oral Interview For the oral interview, competency based structured interview will be
conducted. The standard Interview Assessment Form along with probing questions
will be supplied by HR Division. Position specific structured interview with necessary
Proving Questions and Assessment form can also be developed/ used. Page 29 of 50
25. The oral interview may take place in different phases according to the decision
of HR Division and concerned Division/ Department and on the basis of Position:

Preliminary Interview: Conducted by the respective immediate Manager and another

member from cross functional area. Second Interview or Final Interview: Conducted
by the particular departments next level managers along with the respective
Divisional/ Departmental Heads. Interview of Key Position: If the recruitment is for
any key position/ AGM or above level a final interview must be conducted with the
Managing Director. Sometimes one interview makes the final result and sometimes
there are two interviews. Interviews are arrange by HR. HR arrange interview for
every post even for a tea boy and for a driver. Generally these interviews are held in
HR floor of Robi. There is a separate room for interview. These interviews are
generally taken by managers of the required division and there must be an HR
person in that interview. In interview the interviewer find out the fact candidate
behavior as well as the ability of the candidate. Interviews also test the intelligence
and smartness of the candidate. Practical Test Robi take some practical for the
technical candidates. Basically technicians have to face this test. This test is called
tower Test. Tower Test is a practical test. In this test the candidates have to claim
up a technical tower which is twenty fit high. The reason of this exam, is to find is
the candidates is able to claimed up a seventy five fit tower or may be more then
seventy five fit tower. This interview is generally taken by technical people. They
find out about the technician can do that or not. They also ask questions about and
select candidates who is suitable for the post. Final Selection From the interview
some suitable candidates comes out. Once the final incumbent is selected, HR
Division (Compensation & Benefit) will initiate the compensation Plan and will make
offer/ process the appointment formalities. This time HR discuss about few things
like: Terms and condition of company Salary and benefit Joining Final
Approval Like the requisition for appointing candidate the approval of MD is needed.
This time HR sends the approval to MD that these candidates are selected in
interview for this position and they are going to appoint these candidates for the
post. Page 30 of 50
26. Medical Test When the MD approved the appointment of the candidate HR call
the candidate for a medical checkup. The candidates have to collect a letter for
medical from HR and go for the medical test. The selected candidate must undergo
a medical checkup and subject to satisfactory medical report formal appointment
letter will be issued. Reference Checks When a candidate is selected for the job, his
or her given reference has been checked by HR. Reference check may be conducted
by HR Division upon acceptance of offer. Subject to satisfactory response joining will
be accepted. Appointment or Offer Letter At last the after the medical test and
reference checked, the offer letter for the candidate has been issued. After that the
candidate gets the call that he or she has been appointed and he or she has to
collect the letter from HR. Acceptance of Offer Letter & Joining Procedure The joining
also has some procedure. In time of joining at first the candidates have accept the
offer letter by signing it. Then he or she has to fill up some forms like, - HRIS form ID Card form - Declaration When all this formalities are over the candidate will
become one of the member of Axiata and start working as an employee of Robi.

Recruitment of Contractual & Others This policy governs the appointment of

individuals on Contract/Causal basis and through Third Party service providers. Prior
to process the employment on the above category, the Division/ Department
concerned must obtain approval from the Managing Director. The manpower
requisition must contain the job specification with justification of the need along
with the period. Page 31 of 50
27. Contract Appointment Jobs which are temporary in nature and is likely to be for
a limited period or need is for a long term but cannot be hired on a permanent basis
due to headcount restrictions. The period of appointment will be of 3 (three) months
to maximum 2 (two) years. A contract appointment should be for a fixed period and
will become void automatically on the end date unless the contract is shortened or
extended in writing prior to the expiration date. Person appointed on contract may
be terminated during the tenure at the discretion of the employing department with
reasons (performance/ redundancy) or without assigning any cause. A termination
clause (with notice period/pay in lieu of) must be incorporated in the contract. The
division/ department concerned will initiate the recruitment in concert with HR.
Upon finalizing the selection; HR will issue the formal appointment letter. Employees
hired on contract must go for pre-employment medical test and subject to
satisfactory results (fit for work) the incumbent will be allowed to join. Standard
terms and conditions similar to permanent employee especially adherence of code
of business ethics, confidentiality and full time engagement clauses must be
included. If a contract employee is made permanent (based on
performance/capability/ headcount) the service length of that individual will be
counted from the first day of the joining provided the contract period was
continuous/uninterrupted. Salary and benefits will be fixed based on the
incumbents educational and professional background. A contract employee will be
entitled to same level of salary and benefits if he/she is hired in a position that
already exist in the permanent payroll. A contract employee will not be eligible for
end service benefits or loan facilities from the company. Casual Appointment Jobs
that are totally causal in nature and are required for a short period (maximum of 12
weeks) to cater the additional influx of work or emergency exigencies or filling up a
permanent position that is temporarily vacant. Casual appointment should be for a
fixed period or until the completion of the special job/project and cannot be for long
periods. Employing divisions/ department must obtain approval from the Division/
Department Head justifying the need, specifying the number of personnel and the
required background. Line Manager in concert with HR will process the hiring. No
written contract is required. Appointment will be on a daily worked basis. Page 32 of
50
28. The line manager will do the necessary arrangements for recruitment and
appointment of Casuals keeping HR & Administration informed. The principle of
hiring should be the best candidate suited to the job/position. No discrimination will
be permitted on the basis of personal relationship regarding hiring of Casuals. All

individuals involved in the hiring process must be sensitive to the perception of

favoritisms and bias. Salary should be determined based on the incumbents
background and skills. The calculated market median for the type/nature of the job
should be taken into account prior to fix the compensation. Casual employee will
not be eligible for any other standard benefits of the company and the payments
can be on a daily/weekly/monthly basis. Recruitment for Internship Internship is one
of the parts of graduation for student. In case of Bachelor of Business Administration
and Master of Business Administration, it is an obligatory. For this reason
Universities send CVs of student to Robi for internship. Recruitment of interns just
like the recruitment of contractual. The candidates have to face the interview and if
they get selected then they will appoint as intern. Generally for internship Robi ask
for CVs to the reputed Universities like Dhaka University, North South University and
BRAC University etc. The requisition for interns is send by the departmental head or
the employee who need intern. When requisition comes HR sort CVs and then
arrange interview. Recruitment for Surveyor Surveyor is a monthly program of Robi.
Robi has always done a monthly survey in their Customer Service. This is done for
knowing about the customer satisfaction and condition of customer care. For
recruitment the candidates can be undergraduate no need of graduation.
Candidates have to face an interview and if he select by the interviewer then he will
be appointed. Employee Relations As a multinational telecom organization Robi
Axiata Ltd, Robi try to maintain their employee relations in their own way. The ways
they are following is absolutely right from my view point. Employee Satisfaction
Robi Axiata (RAX) Ltd, Robi maintain a positive relation with employees. But after
my observation of employee satisfaction I have found that some of the employees
are still not satisfied with the current situation of the organization. They want
additional benefits and Page 33 of 50
29. more allowances for various factors like children education, Medical allowance,
and Marriage allowances. Respect for the Basic Human Rights of Employees: Robi
maintains that its suppliers respect the basic human rights of employees as defined
in the international conventions of the United Nations (UN), the International Labour
Organisation (ILO), the Organisation for Economic Cooperation and Development
(OECD) and the UN Global Compact Initiative. Robi fully supports the ILOs
declaration of elimination of forced labour, ban on discrimination, freedom of
association and the right to collective negotiation. Robi expects its suppliers to
abide by the same. Prohibition of Child Labour Robi strictly follows the ILOs
Declaration on Fundamental Principles and Rights at work (1998) and has a zero
tolerance policy on any kind of child labour in any form of employment and has
made its partners comply with all the recommendations. Robi suppliers are not
allowed to employ workers under the age of 15 years. Health and Safety of
Employees Protecting the health and safety of employees at the workplace is of
high priority for Robi. In line with this, Robi has ensured that all its suppliers
maintain health and safety policies and practice the same in their operations.

Suppliers are to provide a safe and healthy work environment in accordance with
international and national standards, laws, rules and regulations. Page 34 of 50
30. Chapter: 05 Leading Page 35 of 50
31. Robi represents a world of opportunity, challenge and fulfillment. This is a
performance driven organization which believes that performance comes from
belongingness and ownership and we always reward the performers in all aspects.
Functional skills development focuses on developing & sharpening the technical
skills of our people that they may be the best-in-class in their areas of expertise technology, marketing, sales, finance, customer analytics, strategy, human
resource, internal audit, regulatory & legal. At Robi, we care about our people and
their development. Here you will find opportunities for continued education and
training. We are working on the process and strategies to empower our people
through leadership program. At Robi, we are committed to help our people learn,
develop & enhance their functional skills, leadership capabilities & personal
effectiveness. Our leadership development focuses developing leaders who think
before they act and act according to the values that the organization embraces.
Along with that we run Group Accelerated Development Program and Opco
(Operating Country) Development Program. We carefully design our training and
development activities keeping in mind the industrys best practices. We also offer
international career for the employees through Open resourcing policy among the
other operating countries of Axiata Ltd. Robi offers a market competitive rewards
package that is designed to make you feel an integral part of the team and directly
involved in the company's success. Our asset is our diversified workforce who is
making the mark in the industry to create a unique workplace. Performance
Management System (PMS) helps you make the most of your working life at Robi.
The process supports you in identifying and delivering against challenging goals
that impact the organization. It helps you plan how you'll develop skills and
leadership behaviors for your current position and for the years ahead. Our
diversified workforce is the main asset of our organization. We believe diversity is
one of the key factors for success in any organization and hence we focus in this
area consciously. Leadership opportunities at ROBI Robi Axiata Limited (formerly
known as TM International Bangladesh Limited) is popular by its brand name Robi,
which is a joint venture international company operating in Bangladesh as a
Telecom Service Provider since 1997. Robi Axiata Limited is planning to recruit some
bright and dynamic individuals, who will make a difference and drive towards
success. Applicants must have the highest ethical standards, strong leadership
skills, excellent judgment, a sense of personal initiative and problem solving
abilities. From CEO's Message of Robi A career at Robi offers an opportunity to touch
a life. If you want to be part of a company whose actions reflect their ethics, whose
people live their guiding principles, consider a career at Robi. We understand that
people are the center of our success. Our employees balance qualitytelecom service

with some of the most progressive technology available today to fulfill our Page 36
of 50
32. mission for over a decade. Our highly-skilled and trained employees go out of
their way to provide the best services to customers. Looking ahead Robi is
positioned for long-term growth with a multi-dimensional strategy that focuses on
optimizing partner relationships, aggressively exercising our intellectual property,
and leading the industry as a market driven company. Working at Robi can offer you
the opportunity of an exciting international career. As an Robi employee you will be
privileged to work as part of a global team with good working conditions and the
opportunity for continuous development and training. We constantly strive to
identify and define the intangible characteristics that contribute to our unique
culture and aim to reinforce them in everyday life. We want our employees to have
a clear vision for the business and to foster enthusiasm to drive superior
performance. As a Group, Axiata is a unique organization, combining the local
expertise of national operating companies with the strong support of a regional
corporation. As an emerging leader, Axiata Group is committed to bring first-class
resources through its exclusive talent management program. Axiata is focusing on
not just developing a talent pool for the group and its subsidiaries but on
succession planning for key positions in the company. Axiata Leadership program
focuses on seven areas of leadership skills- strategic thinking, business acumen,
result orientation, customer orientation, people management, coalition building and
personal attributes. We invite you to take the chance to push your own boundaries
and grow both on a personal and professional level with Robi Axiata Limited. Michael Kuehner, CEO ROBI follows the rules of AXIATA for creating future leader Join
as professional leader We are constantly on the look-out for experienced
professionals with strong leadership capabilities. Axiata's selection process focuses
on picking the right person for the job, in terms of functional capabilities, behavioral
fit, leadership capabilities and future potential. The process is broken down into
three parts: First Interview: As a first step, you will be invited to an interview with
the hiring manager and human resource representative to discuss your resume in
more detail. The interview aims to assess your experience and functional
competence against the requirements of the position in question, as well as to
gauge your fit to Axiata's culture and values. You should use this opportunity to ask
us any questions you might have, in relation to the role, the team, work culture and
any other areas of interest. Though this interview is traditionally conducted
facePage 37 of 50
33. to-face, we may also conduct telephone interviews to accommodate candidates
who are located out of Malaysia. Assessment: If you are successful in your interview,
we may ask you to sit for two assessment exercises to provide us with a more
holistic view of your capabilities, in terms of behavioral compatibility and learning
agility. Behavioral Profiling: This exercise enables us to determine your behavioral
profile and to gauge your behavioral tendencies in different situations. It will also

give us an indication of your behavioral fit, to the job, and with the team learning
Agility: This exercise provides us with a gauge various aspects of your learning
strengths and styles. As we believe your development should begin at the point of
selection, this input enables us to better plan your future learning and development
Final Interview: Depending on the role you are being considered for, you may be
invited to interview with one or more members of the senior leadership team. This
will be an opportunity for you to gain more insights into Axiata's vision, strategy and
core values and for us to engage with you before a final decision is made. Young
talents Axiata aims to identify & develop young talents to become the future
leaders of the organization, industry and nation. In our selection process, our focus
is to select fresh graduates who are seeking for challenges and with high-potential
to be accelerated in their development from the start of their career. There are 3
parts to the selection process: Pre-Screening At pre-screening, we examine your
qualifications. You must meet the following criteria: Holder of Bachelor
degree equivalent to minimum Second Class Upper or CGPA 3. Strong evidence of
undertaking a leadership role at both school and university, particularly evidence of
working with people that are different to yourself. Strong evidence of a high sense
of achievement. In summary, we are looking for fresh graduates with a global
outlook and all-round capability. We are open to various academic disciplines but
chiefly Engineering, especially Electrical and Electronic, Business and Management,
Finance and Accounting, Computer Science or IT, Law, Psychology, Natural Sciences,
Social Sciences. Career Opportunities and Professional Development are possibly in
the areas of Technology, Sales and Marketing, Finance, Internal Audit, Regulatory,
Human Resource, Legal. Page 38 of 50
34. Learning Agility and Placement Flexibility If you meet the above criteria, we will
ask you to sit for two assessment exercises to provide us with a more holistic view
of your capabilities, in terms of behavioral compatibility and learning agility.
Behavioral Profiling This exercise enables us to determine your behavioral profile
and to gauge your behavioral tendencies in different situations. It will also give us
an indication of your behavioral fit, to the job, to the culture and with the team so
that we can assign you roles that best fit you. Learning Agility This exercise provides
us with a gauge of various aspects of your learning strengths and styles. As we
believe your development should begin at the point of selection, this input enables
us to better plan your future learning and development Leadership Competencies
You will also go through structured interview and an assessment center for us to
gauge the following leadership competencies: Results Achievement Bias for action
and tangible results and is able to understand the basis of action to organize work in
anticipation of possible roadblocks to deliver the desired results relentlessly.
Relationships Able to engage and build relationships with diverse people in
garnering their support and buy-in leading to win-win situations. Strategic Thinking
Able to analyze and pull together varying information and data in forming steps
towards achievement of the strategic objectives. Page 39 of 50

35. Young Talent Program The Robi Young talent program was developed in line with
Axiatas vision to be the regional mobile champion by 2015. The objective of the
program is to develop talents to be the leaders for tomorrow in each countrys
operations. Axiata, one of the largest Asian telecommunication companies, has
controlling interests in mobile operators in Malaysia, Indonesia, Sri Lanka,
Bangladesh and Cambodia with significant strategic stakes in India and Singapore.
The Group, including its subsidiaries and associates, has over 190 million mobile
subscribers in Asia and serves the needs of Asia by providing affordable and
innovative mobile services covering over 1.6 billion people across 9 countries. The
Group provides employment to over 25,000 people across Asia. Axiatas vision is to
be a regional champion by 2015 by piecing together the best throughout the region
in connectivity, innovation and world class talents, uniting them towards a single
goal: Advancing Asia. Our Graduate Trainee under Young Talent Program (YTP) is
one such initiative to groom future leaders. It offers Bangladeshi graduates from
leading universities across the globe, the opportunity to develop into future leaders
for the company and country as well through employment. Our objective is to
develop the youth of today into leaders of tomorrow by developing functional and
leadership competencies, giving global exposure and accelerating career path.
These promising young scholars will be given an experience unlike any other, in the
hopes of nurturing and developing them to realize their full potential. This will
enable students to become a Young Talent within the organization as well as the
Axiata Group; giving the chance to learn and cultivate the right skills and attitude in
the highly dynamic mobile communications industry. Unlike traditional scholarships
that focus only on academics, the Axiata Young Talent Program (Robi Young talent
program) complements classroom education or scholarships with the 1 year
intensive Accelerated Development Program that aspires to nurture individuals into
wholesome individuals. Axiata, in Malaysia, adopts the CRADLE-TO-GRAVE approach
to make world class talents where they cater students from primary level upto
becoming a CXO! Bangladesh, a major focus of Axiatas operation branded Robi, has
enormous source of human capital, 30mn students under 115K institutions. Initially
Robi will target graduates and will be producing world class professionals that help
advancing Bangladesh which will eventually accelerate the Advancing Asia. Robi will
have focus on both Business and Engineering schools to equip the world class
talented leaders that will contribute for making a Digital Bangladesh. Robis
initiative on Young talent program will gradually influence other large corporate
entities in the country to identify and build young talents to become future leaders.
Page 40 of 50
36. Selection Process Selection Process includes an assessment center e.g.: Case
studies, Intelligence test, Personality test and there will be a Competency based
interview to select YTP participants. We are inviting applications from graduates
(engineering, science, business or social science) or will be graduate by August
2013 or having some work experience (less than a year) Factors in selection matrix
Case study GIA online test CGPA Extracurricular activities Interview Talent Council

decision Figure 06: The selection process of young talent in Robi. What is in it for
applicant? Opportunity to work in most dynamic and vibrant industry International
exposure Robi will invest sufficient resource to develop functional and leadership
competences. Options for functional diversification Leadership opportunity and
accelerated career Competitive payment. Page 41 of 50
37. Chapter: 06 Controlling Page 42 of 50
38. Controlling: Its one of the managerial functions like planning, organizing,
staffing and leading. It is an important function because it helps to check the errors
and to take the corrective action so that deviation from standards are minimized
and stated goals of the organization are achieved in a desired manner. According to
modern concepts, control is a foreseeing action whereas earlier concept of control
was used only when errors were detected. Control in management means setting
standards, measuring actual performance and taking corrective action. Robi is the
3rd largest telecommunication service provider in Bangladesh. Robi axiata ltd. has a
special and unique controlling system. Robi follows KPI based controlling system.
They first establish standards (KPI) to measure performance, second they Measure
actual performance (KPI), after that they compare performance with the standards,
finally they Correct Deviations. Establish standards (KPI) Correcting Deviations
Controlling Measure actual performan ce (KPI) Compare performan ce with the
standards Figure 07: controlling system of Robi. Page 43 of 50
39. 1. Establishing standards (KPI): Standards are criteria against which results are
measured. They are norms to achieve the goals. Standards are usually measured in
terms of output. They can also be measured in nonmonetary terms like loyalty,
customer attraction, goodwill etc. Some of the standards are as. Key Performance
Indicators On 21 February 2013, the Company announced the Headline KPIs set and
agreed upon by the Board and Management of the Group as follows:FY13 Headline
KPIs FY13 Headline KPIs Revenue Growth (%) 7.6 Earnings before Interest, Tax,
Depreciation and Amortisation (EBITDA) Growth (%) 0.2 Return on Invested Capital
(ROIC) (%) 10.3 Return on Capital Employed (ROCE) (%) 8.3 a. Time standards: The
goal will be set on the basis of time lapse in performing a task. Robi sets a time
standard to measure time efficiency. b. Cost standards: These indicate the financial
expenditures involved per unit, e.g. material cost per unit, cost per person, etc. Robi
also sets cost standard to measure material cost per unit, cost per person. c.
Income standards: These relate to financial rewards received due to a particular
activity like sales volume per month, year etc. Robi wants to earn Earnings before
Interest, Tax, Depreciation and Amortisation (EBITDA) Growth (%) 0.2. d. Market
share: This relates to the share of the company's product in the market. Robi wants
to increase market share by increasing revenue growth by 7.6(%) e. Productivity:
Productivity can be measured on the basis of units produced per man hour etc. Robi
sets standard of productivity by Return on Invested Capital (ROIC) (%) 10.3. Page 44
of 50

40. f. Profitability: These goals will be set with the consideration of cost per unit,
market share, etc. Robi sets this standard by Return on Capital Employed (ROCE)
(%) 8.3 2. Measuring actual (KPI) performance Measurement involves comparison
between what is accomplished and what was intended to be accomplished. The
measurement of actual performance must be in the units similar to those of
predetermined criterion. The unit or the yardstick thus chosen be clear, well-defined
and easily identified, and should be uniform and homogenous throughout the
measurement process. The performance can be measured by the following steps:
(a) Strategic control points: It is not possible to check everything that is being done.
So it is necessary to pick strategic control points for measurement. Some of these
points are: (i) Income: It is a significant control point and must be as much per unit
of time as was expected. If the income is significantly off form the expectation then
the reasons should be investigated and a corrective action taken. (ii) Expenses:
Total and operational cost per unit must be computed and must be adhered to. Key
expense data must be reviewed periodically. (iii) Inventory: Some minimum
inventory of both the finished product as well as raw materials must be kept in stock
as a buffer. Any change in inventory level would determine whether the production
is to be increased or decreased. (iv) Quality of the product: Standards of established
quality must be maintained especially in food processing, drug manufacturing,
automobiles, etc. The process should be continuously observed for any deviations.
(v) Absenteeism: Excessive absenteeism of personnel is a serious reflection on the
environment and working conditions. Absenteeism in excess of chance expectations
must be seriously investigated. Page 45 of 50
41. (b) Meclzanised measuring devices: This involves a wide variant of technical
instruments used for measurement of machine operations, product "quality for size
and ingredients and production processes. These instruments may be mechanical,
electronic or chemical in nature. (c) Ratio analysis: Ratio analysis is one of the most
important management tools. It describes the relationship of one business variable
to another. The following are some of the important ratios of Robi: (i) Net sales to
working capital: The working capital must be utilized adequately. If the inventory
turnover is rapid then the same working capital can be used again and again. Hence
for perishable goods, this ratio is high. Any change in ratio will signal a deviation
from the norm. (ii) Net sales to inventory: The greater the turnover of inventory,
generally, the higher the profit on investment. (iii) Current ratio: This is the ratio of
current asset (cash, receivables etc.) to current liabilities, and is used to determine
a firm's ability to pay the short term debts. (iv) Net profits to net sale: This ratio
measures the short-run profitability of a business. (v) Net profits to tangible net
worth: Net worth is the difference between tangible assets (not good will, etc) and
total liabilities. This ratio of net worth is used to measure profitability over a long
period. (vi) Net profits to net working capital: The net-working capital is the
operating capital at hand. This would determine the ability of the business to
finance day-to-day operations. (vii) Collection period on credit sales: The collection

period should be as short as possible. Any deviation from established collection

period should be promptly investigated. Page 46 of 50
42. (viii) Inventory to net working capital: This ratio is to determine the extent of
working capital tied up in inventory. Generally, this ratio should be less than 80 per
cent, ix) Total debt to tangible net worth: This ratio would determine the financial
soundness of the business. This ratio should remain as low as possible. (d)
Comparative statistical analysis: The operations of one company can be usefully
compared with similar operations of another company or with industry averages. It
is a very useful performance measuring device. (e) Personal observation: Personal
observation both formal and informal can be used in certain situation as a
measuring device for performances, specially, the performance of the personnel.
The informal observation is generally a day-to-day routine type. A manager may
walk through a store to have a general idea about how people are working. 3.
Comparing the actual performance with expected performance This is the active
principle of the process. The previous two, setting the goals and the measurement
format are the preparatory parts of the process. It is the responsibility of the
management to compare the actual performance against the standards established.
This comparison is less complicate if the measurement units for the standards set
and the performance measured are the same and quantified. The comparison
becomes more difficult when these require subjective evaluations Robi identifies
four phases in the comparison. 1. Receiving the raw data. 2. Accumulation,
classification and recording of this information. 3. Periodic evaluation of completed
action to date. 4. Reporting the status of accomplishment to higher line authority. At
the third phase, deviations if any are noted between standards and performance. If
clear cut deviations are there, then management must study the:(i) Causes for
deviation (ii) Effect of deviation (iii) Size of deviation Page 47 of 50
43. (iv) Positive or negative deviation. 4. Correcting Deviations: The final element in
the process is the taking corrective action. Measuring and comparing performance,
detecting shortcomings, failures or deviations, from plans will be of no avail if it
does point to the needed corrective action. Thus controlling to be effective, should
involve not only the detection of lapses but also probe into the failure spots, fixation
of responsibility for the failures at the right quarters, recommendation of the best
possible steps to correct them. These corrective actions must be applied when the
work is in progress. The primary objective should be avoidance of such failures in
future. The required corrective action can be determined from the qualified data as
per the standards laid out and the performance evaluation already done. This step
should be taken promptly, otherwise losses may be cumulative and remedial action
will be all the more difficult to take. Corrective action must be well balanced,
avoiding over controlling and at the same time letting not things to drift. Page 48 of
50
44. Conclusion Management is an important issue for any organization.
Management will select the efficiency of an organization. Without efficient

management no organization can success. Planning is the most important part of

management functions. Without proper planning organization cant success in the
long run. Staffing allows an organization to assess the vacancy and choose the best
personnel who will lead the organization in future. So the organization should give
more emphasize on selecting a person. A person who can carry forwarded the
organization in terms of development, values and ethics. Mainly the precious
resource for any organization is their knowledge based efficient workers. The
organizations should more cautious on this issue to ensure the quality and ethics.
Controlling is the last part of management functions. It is the important for
measuring efficiency of the organization. From the above discussion we can easily
understand that Robi Axiata Ltd. (Robi) is one of the top mobile Company of
Bangladesh. It covers the whole Bangladesh by its network (98.7% network
coverage by population). There are many product and services of Robi is available in
Market. At this moment the company is in growing position. But the strategies of the
company will make the company number one mobile company of Bangladesh. So
we can easily find out the Planning, organizing, human resource practice,
recruitment and selection process, leading, controlling, employee satisfaction and
relations at Robi is a very developed and effective one. As a multinational company
for making the process more effective Robi should analyze the Management process
of other multinational company of home and abroad. That can make Robi perfect in
recruiting people and the company will get efficient professionals, which will
increase the productivity as well as revenue. The most important key source factor
of Robi Axiata Ltd is its efficient human resource. It is using the state-of-the-art GSM
technology and continuously monitoring its network traffic to ensure network
quality. Moreover, its decisions are based on facts from market research and
coverage survey. The company also monitors it's competitor's activities and is
proactive in marketing decisions. Page 49 of 50
45. REFERENCES: 1. www.axiata.com 2. www.telecompaper.com/news/article.aspx
3. www.linkedin.com/.../axiata-bangladesh-ltd 4. www.robi.com.bd 5.
www.btrc.gov.bd/ 6. www.btrc.net 7. www.btrc.org/ 8. www.genecards.org/cgibin/carddisp.pl 9. www.fao.org/sd/.../highlight_37167en.html 10.
en.wikipedia.org/wiki/Axiata_Group_Berhad 11. en.wikipedia.org/wiki/Robi, 12.
http://www.robi.com.bd/index.php/page/view/104 13.
http://www.robi.com.bd/index.php/page/view/99 14.
http://www.robi.com.bd/index.php/page/view/331 15.
http://en.wikipedia.org/wiki/Robi 16.
http://www.robi.com.bd/index.php/page/view/113 17.
http://www.robi.com.bd/index.php/ccpoint/ 18.
http://www.robi.com.bd/index.php/pressad/index Page 50 of 50