FYP SZABIST Final Check PDF

HUMAN RESOURCE
MANAGEMENT
Project Report
on
“Comparative study of Human Resource Practices In ZONG

And MOBILINK”.
SUBMITTED BY
SHAHRYAR AYUB KHAN-1855104
KASHMALA BANGASH-1855116
Shaheed Zulfikar Ali Bhutto Institute Of Science And

Technology
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CERTIFICATE:
This is to certify that the project named as “Comparative study of two

organization with respect to HR practices and their impact on organization and
employees performance in Zong and Mobilink conducted by Shahryar Ayub Khan
and Kashmala Bangash, students of Masters in Human resource management
under Dr Shazia’s Supervision.
Dr. Shazia
Project Supervisor
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DECLARATION
We hereby declare that the project report titled:
“Comparative study of Human Resource Practices in ZONG and

MOBILINK”
The project carried out under the Supervision of:

DR. SHAZIA
And submitted in partial fulfillment of the requirement for the award of the
degree of
Masters in Human Resource Management (MHRM)
Shaheed Zulfikar Ali Bhutto Institute Of Science And

Technology
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Table of Contents
EXECUTIVE SUMMARY: ........................................................................................................................... 7

SWOT ANALYSIS:................................................................................................................................... 11
STRUCTURE OF HR DEPARTMENT AT ZONG: ......................................................................................... 14
GENERAL CONDITIONS FOR RECRUITMENT: ......................................................................................... 16
Training Practices at ZONG: .................................................................................................................. 19
Policies at ZONG for Performance Appraisal: .................................................................................... 20
Critical Review on Performance Appraisal ............................................................................................ 21
JOB ENLARGEMENT: ......................................................................................................................... 23
Job Enrichment: ................................................................................................................................ 23
Job Rotation:..................................................................................................................................... 24
Rewards System ................................................................................................................................... 24
Salary: ........................................................................................................................................... 24
Practices on Reward systems at ZONG:............................................................................................. 25
Critical Review: ................................................................................................................................. 25
HEALTH AND SAFETY MEASURES: ......................................................................................................... 26
Questionnaire on HR policies in ZONG:................................................................................................. 26
MISSION STATEMENT: .......................................................................................................................... 28
MOBILINK’S VISION: ............................................................................................................................. 28
Mobilink's Values: ................................................................................................................................ 28
Total Customer Satisfaction: ............................................................................................................. 28
Business Excellence ........................................................................................................................... 29
Trust & Integrity:............................................................................................................................... 29
Respect for People: ........................................................................................................................... 29
ORGANIZATIONAL MANAGEMENT: ........................................................... Error! Bookmark not defined.
Head Office Location:............................................................................................................................ 30
Branch Offices:...................................................................................................................................... 30
Principal area of Business: .................................................................................................................... 30
Jazz: .................................................................................................................................................. 31
Indigo: ............................................................................................................................................... 31
Services offered: ................................................................................................................................... 31
Competition: ......................................................................................................................................... 33
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Level of Technology Used: .................................................................................................................... 35
Major Departments: ............................................................................................................................. 35
1. Finance Department ..................................................................................................................... 35
3. Commercial Department ............................................................................................................... 35
4. Technical Department ................................................................................................................... 35
5. Information Technology Department ..............................................................................................
6. Human resources .............................................................................................................................
7. Administration and legal affairs & government relation department ..............................................
8. Internal audit department ............................................................................................................ 35
9. Customer services ......................................................................................................................... 36
HRM DEPARTMENT: ............................................................................................................................. 36
HR Mission Statement ...................................................................................................................... 36
HR DEPARTMENT SECTIONS: ................................................................................................................ 37
Employee services ............................................................................................................................. 37
OD and Effectiveness ........................................................................................................................ 37
Staffing and compensation ............................................................................................................... 37
HR Strategies: ....................................................................................................................................... 37
HR Practices at Mobilink: ...................................................................................................................... 39
Recruitment and Selection:............................................................................................................... 40
Internal Recruitment:........................................................................................................................ 40
External Recruitment: ....................................................................................................................... 40
Orientation: ........................................................................................... Error! Bookmark not defined.
Training: ............................................................................................................................................ 42
Types of Training in Mobilink:............................................................................................................... 43
Performance Appraisal: ........................................................................................................................ 44
Appraisal Policy: ............................................................................................................................... 44
Performance Review: ........................................................................................................................ 44
Sources of Performance Appraisal: ................................................................................................... 46
CAREER PLANNING & DEVELOPMENT: .................................................................................................. 46
Promotion Policies: ........................................................................................................................... 47
Reward System: .................................................................................................................................... 47
Compensation and benefit plans: ......................................................................................................... 48
Salary policy: ..................................................................................................................................... 48
Promotions ....................................................................................................................................... 48
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Bonuses ............................................................................................................................................ 49
Health & Safety Policies ........................................................................................................................ 49
Employee Relations: ............................................................................................................................. 50
Discipline Procedure: ........................................................................................................................ 50
Penalties: .............................................................................................................................................. 51
Insubordination ................................................................................................................................ 51
Dishonesty ........................................................................................................................................ 52
Violation of Safety Rule .................................................................................................................... 52
Violence ............................................................................................................................................ 52
Profanity or Indecent Conduct .......................................................................................................... 52
Intoxication ....................................................................................................................................... 52
Willful Damage to Property .............................................................................................................. 52
Misrepresentation ............................................................................................................................ 52
Motivation: ........................................................................................................................................... 52
SWOT Analysis: ..................................................................................................................................... 53
Weaknesses: ..................................................................................................................................... 54
Opportunities: .................................................................................................................................. 55
Threats:............................................................................................................................................. 55
Questionnaire on HR policies in Mobilink: ............................................................................................ 56
REFRENCES: ........................................................................................................................................... 64
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EXECUTIVE SUMMARY:
Telecom sector have undergone a radical change in the recent years.

Once operating in a non-competitive environment similar to utilities, it is
now facing true competition not only from domestic but also from
international competitors. In order to keep themselves up-to-date, telecom
sector members have improved and strengthened their internal as well as
external policies. As a result, they are spending more on advertising and

Branding concepts and at the same time continuously improving their
workforce.
A very important factor of skilled workforce in an organization is
that it reduces the cost and also helps to maintain an unbreakable and long
lasting relationship with the various facets of consumer behavior. Now the
companies have realized that by concentrating more on their workforce,
they can achieve better efficiency and higher profits. Although HR
department has been ignored in Pakistan for many decades, but now it has
been proved from the experience of other companies that without app lying
HR policies, no organization can achieve efficiency and perfect labor force.
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ZONG
Speaking of "Zong", it is the first international brand launched by China Mobile in Pakistan. Its
purpose is to empower and liberate the people of Pakistan in every corner of the country. This
will become part of their hearts, minds, and bring about changes in life, which everyone wants,
but few people think of.
The core essence of ZONG is to allow people to communicate at will without having to worry
about tariffs, network coverage, capacity issues or congestion. ZONG will get breakthrough
communication, trend-setting customer service, and unparalleled product support, which will
redefine the rules of the game and make ZONG the number one important competitor.
ZONG provides customers with entertainment and innovative value-added services, and
enhances their capabilities by providing them with a variety of products, services and content to
choose from.
They are honored to be a revolutionary country introducing the brand with others. Their goal is
to make ZONG a success story for others to try and copy. The ambitious plan is to provide to the
fastest growing Pakistan market and win growing demand from Pakistani customers, which will
provide superior coverage, voice and data services, and multiple tariff options.
CM Pak's strengths come from its experience and expertise in operating the world's largest
telecommunications services, and their commitment to setting standards for quality and
customer relationships. CM Pak is committed to providing beautifully packaged value-added
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service products that will benefit individuals, companies and small businesses. Led by
professionals in the field of cellular communications, CM Pak is determined to emerge in the
Pakistani market and change the way people communicate. China Mobile (ZONG) in Pakistan is
a 100% subsidiary of China Mobile. To date, CM Pak has invested more than $ 700 million in
Pakistan's telecommunications sector, and another $ 800 million by the end of 2008. CMPak's
biggest investment is a friendly ambassador between China and Pakistan. .
CM Pak will invest more to enhance its services and bring innovation to maintain its leading
position in Pakistan's telecommunications industry. ZONG's business roots are in China and
Pakistan, so we can consider it as an international telecommunications company with its parent
company CMCC in China.
With the help of globalization, the advantage of human resource management is that more
workers can be selected
INTRODUCTION:
“Listening to our employees attentively is the responsibility of ZONG HR.
Your feedback will be kept in absolute confidentially by being sent only to HR Operational
Excellence Team. We ensure the facilitation of the process in the best interest of the Company
and the Employees!”
Zong Human Resource Department that has the capability of performing functions such as job
analysis, recruitment, training and development, performance appraisal, setting compensation
policies and providing safety and health to their employees.
This report covers all the aspects of the human resource management concepts presently
applied in ZONG. On the basis of observation it has been extracted that Human Resource in
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ZONG is highly motivated due to the perfect conditions provided to them.
"Mission Statement"
To be the number one cellular operator in Pakistan
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"Vision Statement"
To deliver the best network services with value added services that is in reach of common
person.
SWOT ANALYSIS:
S trengths:
Backup support
Value-added services
Ever-increasing subscribers
Ever-increasing coverage area
W eaknesses:
Late entry into the market
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Least count current subscribers
Low area coverage (so far)
O pportunities:
Covering such areas where others have not yet reached

Quality services to obtain customers’ loyalty
Lower tariffs
T hreats:
Security threats to towers

Threat of competitor strategies for tariffs and packages.
HIERARCHY
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President
Islamabad Karachi Lahore
Marketing Fianance HR IT Sales Engineering
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STRUCTURE OF HR DEPARTMENT AT ZONG:
Cheif HRM Officer
Director HRM
Senior HR Manager
Regional HR
manager
Assistant HR
Manager
Team Leader
Team
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ZONG POLICIES FOR RECRUITMENT AND SELECTION
Policies for Recruitment and Selection as experienced at ZONG are:
Recruitment policy:
Objectives:
The policy is meant to ensure an effective and efficient method of recruitment and selection. It
is aimed at hiring without any discrimination based on race, color, sex, nationality, ancestry,
religion or disability.
Policy guidelines:
The recruitment policy must abide by regulations set out by the Government of Pakistan.
The Sources of recruitment for different job vacancies in ZONG shall include:
a. Internal Advertisement.
b. Databank.
c. Advertising.
d. Head hunters/executive search organizations.
e. Walk in candidates.
f. Colleges and Universities
a) External Recruitment:
Strict consideration of avoiding conflicts of interest based on the qualities and qualifications of
candidates, such as hiring intimate relationships (brothers, sisters, cousins, siblings and friends,
etc.) to consider candidates. Although candidates with excellent qualifications in this category
can be considered. The final decision-making power lies with the heads of the relevant
departments, who will confirm that there are no conflicts of interest.
The Human Resources Department will advise the head of the department on the salary range,
which should be provided to the applicant taking into account internal and external fairness.
The minimum qualification must be a bachelor's degree or equivalent.
b) Internal Recruitment:
ZONG employees who have completed one year of service and those who are exceptionally
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good are considered. Selected candidates will join the new job/position after getting clearance
from existing line manager. Hiring from vendors, franchises, and clients is discouraged.
Exceptionally where offers are made to employees of these entities their prior consent must be
obtained.
GENERAL CONDITIONS FOR RECRUITMENT:
All recruitment will be done through the Human Resource Department in consultation with the
Officers and Heads of the concerned Department.
An applicant’s knowledge, skill and aptitude related to the position shall be judged according to
a range of factors including:
a) Education (Academic / Professional).

b) Experience.
c) Profile and Psychometric Tests
d) Interviews.
e) References.
Application:
Applicants may apply online by registering with the web based recruitment gateway. Though
for a specific position, they will be required to fill the standard application form of the
Company.
All applications will be kept on HR database for a period of 6 months only.
Conditions for selection:
Request forms for hiring and transfers must be forwarded to HR department for signatures. In
order to gets appropriate candidates information regarding qualifications and job description
should be forwarded to HR department.
At least ten working days should be given for selection of candidates.
Firstly, internal advertisement would be placed for suitable candidates or shortlist for databank
if no suitable candidates found than external advertisement is referred. Screened CV’s are than
provided to departments and they’ll conduct an interview with the immediate Supervisor /
Department / Divisional Head or his / her nominee and any job related selection tests after that
short listed candidates are interviewed finally by HR department.
To check suitability Human Resources Department may conduct Profile and Psychometric Tests
for the selected candidate.
Two Reference checks will be completed for the selected candidate either before hiring or
during the probationary period. Appointment will be subject to satisfactory references being
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received.
On Selection the following information will be forwarded to HR to be kept in the Employees

Personal File:
a. Interview Evaluation form

b. Passport size Photos.
c. Any other special clause.
d. References.
e. Copy of N.I.C.
f. Copies of degree(s): Bachelors and above only and copies of experience certificates.
g. Duly filled application form
In the Case of Consultants the Company will sign a contract with the Consultant for a duration
ranging from 3 months to 1 year. The Human Resource Department shall prepare and deliver
the Employment Letter to the Employee and take signatures on a copy. These were the
practices but what actually are the practices for Recruitment and selection at ZONG. Let’s
explore.
Practices at ZONG regarding Recruitment and Selection:
Practices regarding the recruitment and selection are in accordance with the policies
formulated by the HR department. Application forms for employment and transfer must be
forwarded to the Human Resources Department for signature. To get the right candidate,
information about qualifications and job descriptions should be forwarded to the human
resources department. Selecting a candidate should take at least ten working days. First, if no
suitable candidate is found than the external advertisement, the internal advertisement is
placed on the suitable candidate or the candidate list of the database. Screened resumes will be
provided to the department, they will interview with the immediate supervisor / department /
department head or its nominee, and any job-related selection test, and then the personnel
department will finally interview the shortlisted candidates. To check suitability, the Human
Resources Department can conduct profile and psychological tests on selected candidates. Two
reference checks will be completed for the selected candidate before or during the trial period.
Appointment will be satisfactorily referenced by division head, According to employees
following were the recruitment practices. Two types of Recruitments: Internal and External.
Sources of Internal Recruitment Sources of External Recruitment
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Employee referrals Job fairs
Internal advertising university hunts
Advertising
Emplacement Agencies
Walk in candidates
All recruitment and selection process is handled by the Human resource department.
Applications for jobs are mostly made via internet.
A selection criterion is totally based on merit. A series of interviews are conducted followed by
a panel interview and a group discussion. Only deserving candidates from a lot of applicants are
considered.
Critical Review on Recruitment and Selection Process:
References can be found everywhere, so ZONG also uses references. Strictly speaking, this is
not a positive parameter in the recruitment process, but it is used as an entry point. In our
research, we know that ZONG has hired many employees on a reference basis. On the other
hand, retaining or retaining a job is very different from finding a job.
ZONG is using an online system for recruitment and selection, which is a very positive sign. As
the Internet factor grows and usage increases, filling out online applications is very economical
in time and money. Companies can also more easily organize data electronically, which not only
helps organize work, but also provides easy access, longer access times, and remote access.
This undoubtedly relieves the pressure of physical offline demand, and the company can use
the latest technology to build a good impression on its consumers.
Training:
Training needs assessment Policy at ZONG
Objective: To Identify the most appropriate solutions to performance problems.
Procedures: All Company Heads should differentiate between problems that require training
and problems that require coaching or other solutions. Generally, about 20% of performance
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problems require “training” solutions and remaining 80% is handled by the quality of
supervision and other work environmental factors (rewarding good performance, punishing
poor performance, and removing obstacles to good performance).
Developing a Company – Wide Management Training Plan:
Objective: Identify the needs, by management level, for the whole Company. Employees are
also Facilitate with Short Management Courses from time to time.
A total-company plan after coordination of HR Department is finalized and its implementation

process starts after a follow-up with Department Heads.
After focusing discipline need of an individual, plan is to design schedule to assemble the total-
company training need.
The trainer should be under the headcount of HR so that adequate training sessions can be
planned and conducted nationwide. Requirements for training an employee are made on
supervisor’s recommendation in the appraisal form or if it is not mentioned in performance
appraisal than requirements can also be forwarded by the supervisors.
Training Practices at ZONG:
By getting information we have found that ZONG mostly use On Job training technique with its
employees which means employees are get trained by their performance in assigned job with
supervisors’ guidelines how to boost up their efficiency regarding work.
ZONG Internees are trained in various departments with basics of everything and most of them
are hired by ZONG itself.
Types of Training in ZONG:

On a general basis the training done in ZONG can be divided into two
categories:
• Soft skill training
• Technical Training
Soft Skill Training:

Training based on strong knowledge regarding personal lives to increase productivity and
lessened their distraction.
Soft skill development courses in areas like personal finance and childcare can help your team
better manage the most important areas in their personal lives.
This may include the following things for e.g.

• Conflict management training
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• People management training
• Communication skills
• Anger management
• Time management training
• Teamwork training etc.
Critical Review on Training at ZONG:

ZONG has provided employees with good career development through several training
opportunities. The company has policies and procedures for training, assessment, needs and
application processes. Different units can apply for relevant training through human resources.
For example, ZONG's finance department received training in customer service.
Training is a required course in an organization and can be attended by everyone related to his
field or unit.
Organizational training is often provided, such as supervision skills training and conflict
resolution management, to improve quality and practice good business practices. By addressing
different levels, training can be more focused. Like these trainings, they are more useful for
managers or supervisors, but may not be able to develop relevant skills for lower-level
employees. Although companies offer a lot of opportunities, and if they do, they must also offer
opportunities for other levels
Adoption Towards Organizational Change:
Telecom industry is a change oriented industry which should modify itself with time and ensure
that whether it is change in tariffs or an internal change it should be flexible to an extent to
accept that change. Usually top down change is applied by management so that change is not
restrained by employees. Changes are clearly planned to ensure maximum benefits available
from the change.
Performance Appraisal System:
Policies at ZONG for Performance Appraisal:

Objectives: The basic purpose is to evaluate and improve the actual performance of employee
(current/past) towards performance standards and also future potentials of ZONG.
The Objectives of the Performance Review Program are:
To measure work performance

To motivate and assist employees in improving their performance and achieving their
personal/professional career goals
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To identify employees with high potential for advancement
To provide objective information for making decisions on salary increases, promotions, bonus
and transfers.
To identify employees training and development
To provide a solid path for career planning for each individual
Practices at ZONG for Performance Appraisal:

In order to meet the company's performance standards, ZONG conducts performance
assessments to assess employees' current or past performance. In order to eliminate this
deficiency, ZONG tries to adjust performance evaluation so that employees should understand
their performance, should also get feedback from supervisors, and get rewards from incentives
and development programs, which can improve performance.
There are many ways to evaluate performance. ZONG uses computerized performance
assessment methods. Zong conducted a performance evaluation of employees in December.
The performance appraisal form was developed by the Human Resources Department and has
been downloaded to ZONG's intranet so that supervisors can evaluate their employees. After
the assessment is completed, it is forwarded to the employee for confirmation. If the employee
does not agree with the superior, he will not sign it, and the problem will be resolved after the
human resources department has confirmed it within the prescribed period.
Critical Review on Performance Appraisal:

For the performance evaluation different ways are adopted like online 180 degrees and 360
degrees. In the past only 180 degree methodology was adopted for the performance appraisal
but they have moved to online 360 degree evaluation. Adopting this new strategy is quite
supportive and is appreciated by the employees because if an employee is happy with the
performance evaluation of this head then he or she may challenge it for the review.
CAREER PLANNING AND DEVELOPMENT:
The telecommunications industry is full of competition, so ZONG focuses on the professional

management of its employees so that they can better understand and develop their skills for
their own benefit and the benefit of the organization. After a well-thought-out process, people
can become aware of their skills, interests, motivations, and other characteristics through this
process; gain information about other opportunities and choices; identify career-related goals
and develop action plans to achieve specific goals. Career development is a series of activities
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(such as seminars) throughout life that help individuals to explore, build, and succeed and
enrich themselves.
Career Development Process:
Assess Explore
Set
Act
Goals
ZONG gives promotion of their employees on the performance basis. The ZONG HR department
develops the employee’s career development plans in which the HR department predicts the
next logical step for their employees within five years.
Motivation
The motivation of ZONG employees is based on two factors, internal factors and external
factors. The internality due to the rapid growth of ZONG's image and externalities due to
attractive salary scales and basic facilities such as medical care play an important role in
maintaining employee motivation. ZONG keeps employees motivated by meeting five levels of
needs: physiology, safety, social needs, self-esteem, and ultimately self-realization.
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Self
Actualization
Self Esteem
Social Needs
Safety Needs
MOTIVATION BY DESIGN:
Job Enlargement:
To motivate employees in every level Management frequently takes steps. Due to this
management use technique of job enlargement by increasing the number of subordinates and
giving extra span of control.
Job Enrichment:
At the same time job enrichment tool is useful to boost up the skills of employees and discover
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their talent which motivates them to do something extraordinary.
Job Rotation:
Tool to motivate and expand their skills, knowledge, interest & abilities. It can be either
horizontal or vertical. In Vertical employee are promoted to a new position and in horizontal
jobs are rotated among same statuses. After this it is easy for a supervisor to evaluate reliably.
ZONG is doing a vertical job rotation at a very low level usually.
Rewards System
Policies on Reward system at ZONG:

ZONG reward policies have lists which are both Intrinsic and Extrinsic followed by policies:
Salary:
Objectives:
The purpose of this policy is to have salaries subject for review in January of each calendar year
in the light of merit and inflation.
An employee with his/her specific job title will receive salary relevant to his position.
Policy Guidelines:
The company will pay wages and other compensation during office hours and on-site, as
follows:
All new employees must open a bank account at a designated bank designated by the company
in order to receive monthly salaries. Upon termination of service (service termination),
employees will be paid within 15 working days from the last day. Upon resignation, the
employee shall be paid fees up to 15 working days from the date of departure. In addition,
there are other intrinsic and extrinsic awards that lead to a goal that just motivates employees
to achieve organizational goals.
The company will pay wages and other compensation during office hours and on-site, as
follows: All new employees must open a bank account at a designated bank designated by the
company in order to receive monthly salaries. Upon termination of service (service
termination), employees will be paid within 15 working days from the last day. Upon
resignation, the employee shall be paid fees up to 15 working days from the date of departure.
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In addition, there are other intrinsic and extrinsic awards that lead to a goal that just motivates
employees to achieve organizational goals.
Other intrinsic and extrinsic rewards include:
a. Medical care
b. Life insurance
c. Vacations
d. Relocation
e. Credit advance policy/provident policy/advance against provident fund
f. Recreation
d. Club Policy Travel
e. Mobile phone
f. Business mobile phone policy.
Practices on Reward systems at ZONG:
The reward system policy is strictly implemented at ZONG. Employees should be paid. Other
rewards are also fast, but mainly based on tenure rather than performance. The policy states
that rewards are based solely on performance, but the policy is not strictly followed. The
rewards depend primarily on the membership and qualifications of the organization. Promotion
is based on performance and tenure.
Critical Review:
ZONG's reward system is very complicated. The reason is that there are many internal and
external, direct and indirect, compensatory and non-compensatory rewards. There is even a
department responsible for employee motivation. How to keep employees' motivation levels at
a certain level to increase their productivity. The PMO (Project Management Office) introduced
many club memberships, game shows, lunch arrangements, etc. and inspired more motivation
for employees.
Similarly, each individual level has a special achievement award. Then there are even team
awards, department awards and department awards. One thing to mention is the reward
standard. As mentioned earlier, rewards are performance-based. But this is only true in the
case of achievement awards, group awards, etc. If we look at basic pay and raises, these are not
performance-based. These are more based on lifetime. Zong Qinghou did say that all rewards
are performance-based. However, this is not the case.
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HEALTH AND SAFETY MEASURES:
Maximum jobs of ZONG are not hazardous to health so, there is no such need of health
measurements. Though everybody wants to be safe and that’s why when you visit some ZONG
office to meet someone of a high designation level. You need to fulfill various safety measures.
Questionnaire on HR policies in ZONG:
1. Organization’s HR executives are fully aware of the business needs and strategies?
Agree 90% disagree 10%
2. Efforts are taken to generate awareness amongst the employees about the organization’s
financial position, customers’ needs, quality of product/service, cost etc?
3. The organization’s human resource requirements are systematically ascertained and an

appropriate plan is formulated for satisfying the requirements?
4. All major jobs are subject to formal job analysis?
5. The organization has a wide network of computerized human resource information system
with the latest software?
6. The organization has a formal policy of career planning and development?

7. There are distinct career paths and internal promotion norms within the organization?
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8. The organization utilizes the assessment center/development center for identification and
development of management potential?
9. The organization carries out succession planning in order to ensure that executives are
available to fill gaps in key managerial positions?
10. The organization encourages employees to suggest product/process improvement?
MOBILINK:
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MISSION STATEMENT:
“To be the unmatchable mobile system of communications in Pakistan this

provides the best value to its customers, employees, business partners and
shareholders.”
MOBILINK’S VISION:
“To be the leading telecommunication services provider in Pakistan by offering innovative

communication solutions of our customers while exceeding shareholder value and employee
expectations”
Mobilink's Values:
Total Customer Satisfaction:

Customers are at the heart of our success. They have placed their trust and confidence in us. In
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return, we strive to anticipate their needs and deliver service, quality and value beyond their
expectations.
Business Excellence:
We strive for excellence in all that we do. We aspire to the highest standards and raise the bar
for ourselves everyday. This commitment to delivering world-class quality translates into
unmatched service and value for our customers and all stakeholders.
Trust & Integrity:
At Mobilink, we take pride in practicing the highest ethical standards in an open and honest
environment, and by honoring our commitments. We take personal responsibility for our
actions, and treat everyone fairly, and with trust and respect.
Respect for People:
Our relationships drive our business. We respect and esteem our employees and all
stakeholders. We believe in teamwork, empowerment and honor.
Corporate Social Responsibility:

As the market leader, we recognize and fulfill our responsibility towards our country and the
environment we operate in. We contribute to worthy causes and are dedicated to the
development and progress of the society.
Total Strength of Employees:
Over all:
(Total 4500)
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Top Managers 75
Middle Managers 750
Line Managers 3675
Human Resource Department:

(Total 47)
Director 01
Vise President 04
Middle Managers 16
Line Managers 26
Head Office Location:

The head office of Mobilink is located at KULSUM Plaza, Blue area, Islamabad.
Branch Offices:
Its branch offices are located in Lahore, Karachi, Faisalabad, Rahim Yar Khan, Sukkur, Peshawar,
Quetta, Swat, and Kohat. Mobilink has three main contact centers in three regions of Pakistan.
As for the customer’s centers there are about 2000-2500 customers service centers all over
Pakistan.
Principal area of Business:
Mobilink have two products
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Jazz:
Indigo:
Services offered:
MOBILINK GSM has always been the market leader when introducing customers to the most
advanced communication solutions. For your convenience, they are constantly increasing the
scope of their value-added services.
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The value-added services (VAS) section will familiarize you with the new services that can now
benefit from it. It will give you all the freedom you need to make mobile communications more
exciting, convenient and enjoyable. This section will guide you through services that are not
only useful for your business and personal use, but also cost effective. These services include
the most basic but essential services, such as voice mail, and more innovative and complex
services, such as G-Mail.
They are confident that their innovative and exciting new services will revolutionize the way
you look at mobile communications.
Following are the major services:
a. Caller time identification

b. Call waiting
c. Call holding
d. Call forwarding
e. Short messaging services
f. Fax and data services
g. International rooming
h. News information services
i. Mobilink(GSM)G mail
g .Superior security in billing
k. Mobile TV
l. Entertainment & many more
Major Clients/Customers:
Mobilink has about 53% market share.
Number of customers:
Total numbers of subscribers are about 25 Million. The major customers are from jazz package.
Type of customers:
a. Major part of corporate sectors
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b. Armed forces
c. Business community
d. Govt. organizations
e. Teenagers using JAZZ
f. Students
g. Shopkeepers
h. Bankers
Customer services centers:

Mobilink currently has 10 CS centers all over the Pakistan.
Competition:
Company is facing competition from all the operators in telecom that includes all the face GSM
(Global System of mobile) operators, CDMA operators and and line operators. All these telecom
companies Human Resource Departments are in constant need of new employees. So there is
stiff competition in the telecom market for Mobilink.
Major competitors of Mobilink include;
Telenor:
Ufone:
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Warid:
Zong
& others.
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Level of Technology Used:
Mobilink is operating using high IT-based technologies. Mobilink primarily uses Motorola's
infrastructure on radio stations, but now it is also making heavy use of Alchatel equipment. The
switching equipment is Siemens and Alchatel equipment, Telesens KSCL and Ericsson's billing
system, Siemens' intelligent network, and microwave equipment DMC. Mobilink uses GSM
(Global System for Mobile Communications) frequency bands in the 900/1800 MHz and No 1
4G Internet in Pakistan.
Major Departments:
1. Finance Department
Credit and collection
Procurement imports
Revenue assurance
2. Customer Services Department

Customer services operations
Customer services system
3. Commercial Department
Marketing
Direct sales
Indirect sales
4. Technical Department
Switching
Operations / operation support
Logistics
Infrastructure
Systems planning
5. Information Technology Department

Billing
IT
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6. Human resources
7. Administration and legal affairs & government relation department
8. Internal audit department
9. Customer services
HRM DEPARTMENT:
HR Mission Statement
“To lead the organization in enhancing its human capital and creating a winning environment
where everyone enjoys contributing to the best of one’s ability.”
Mobilink will achieve this by:
Motivate and motivate its employees.

Train employees to pursue higher standards.
Promote an open and enterprising corporate culture, where leaders at all levels dare to dream,
dare to try, dare to fail and dare to succeed.
Attract and recruit the best talent
Mobilink has a well-defined and well-structured department that ensures that each employee of
the company's policies to work efficiently meets the requirements of the corporate world.
Company employees are largely committed to organizing work and making progress in the
company. Employees are satisfied with the human resources department of Mobilink GSM
Company.
For most organizations, people are the basic tool for competitive advantage in the market, and
Mobilink is one of them. Mobilink has one of Pakistan's best human resources systems, which
sets it apart from the competition.
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HR DEPARTMENT SECTIONS:
HR department of Mobilink has three sections.
Employee services
Payroll information
Leave and medical record
Final settlements and provident fund
Policies and procedures
Employees record and recreation
OD and Effectiveness
Training plan
Talent management
Performance management
Employees presentation
Orientation employee communication
Staffing and compensation
Staffing plan and HR budgeting

Management trainee and internship program
Interviewing and selection
Headhunters
Compensation, benefits and incentive
HR Strategies:
The Human Resources Department is working to foster a successful corporate culture and build
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organizational capabilities by ensuring that people at all levels have the ability and willingness
to perform consistently consistently. At MOBILINK, people empower by minimizing outdated
rules / regulations, and plan to further remove bureaucratic obstacles to use their creativity and
talents. Human resources strategy refers to the specific human resources management
measures taken by a company to achieve its goals. But how Mobilink develops and implements
these strategies / policies / practices. There is a complete process behind this. The senior team
continues to play a role in providing guidance and support to personnel at all levels. The human
resources (personnel) function ensures climate change by nurturing the climate, which will help
translate the company's huge potential into world-class performance.
The active and effective role played by human resources in the development of employees at
the organizational, departmental and individual levels is considered one of the most critical
factors leading to successful corporate culture development in MOBILINK. Efforts will continue
to focus on developing the skills of shop floor employees, improving the capabilities of business
support officers (BSOs), and improving the leadership qualities of managers.
Like most large organizations, the development of human resources strategy is based on the
company's mission. First, the strategic planner analyzes what is the general culture of the
organization, what are the advantages, disadvantages, opportunities, and threats of the
organization and its market (SWOT analysis), and based on all the above analysis, formulate the
company's strategic plan. Finally, the HR strategy is based on the overall business / company's
strategic plan.
Based on these HR strategies, HR policies and practices have also been developed and
implemented. Any sudden change in the market requires organizations to follow this analysis to
succeed. That's why organizations are constantly updating their strategies and policies
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Whole system for development of HR strategies/policies/practices is as below:
Mobilink’s Competitive Environment
Economic, Political, Demographic,

Competitive and Technological Trends
Company’s Strategic Situation Company’s Strategic Plan
Company’s Internal
Strengths and Weaknesses
Organizational Performance Company’s HR strategies
Formulation of HR policies Formulation of HR practices
HR Practices at Mobilink:
These are few of the HR practices that I have learned from my resource person.
Planning
Recruitment
Selection
Training & Development
Compensation
Performance Appraisal System
Occupational Health and Safety measures
Career Planning and Development
Research and Development
Reward Management
Employee Relations
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Planning:
After the emergence of new telecommunications companies, market competition has become
more intense, and employee loyalty has also decreased. Whenever they get a better chance
than their current job, they choose. Yes, but Mobilink is aware of this fact, which is why they
don't have any formal succession planning strategy. They did consider people internally, but
these days Mobilink has not developed a proper succession plan. When they entered the
market, they used to have strategies for this.
But now due to market trends, they have changed their new strategy there. Management says
it is useless to invest heavily in employees on a larger scale. They do train employees for their
career plans, but there is no formal succession plan
Recruitment and Selection:

In MOBILINK, the activity to fill a vacancy or a new job starts with the requirement
communicated by the respective managers to the HR department. The HR department then
looks for the possibilities of internal and external recruitment.
Internal Recruitment:
In MOBILINK, internal recruitment is targeted at higher-level managers and directors. When a
position is vacant, the personnel department looks at the past performance of staff members
who are lower than the vacant position and selects the right candidate to be promoted to the
position. At the manager and director level, the internal recruitment process is mainly
executed, but when management positions are vacant and there is no suitable person within
the organization for the required position, external recruitment is performed.
External Recruitment:
For external recruitment in MOBILINK, the line manager must fill out a requisition form for the
job, which must mention their needs, taking into account the budget and salary of
management, business support staff and worker positions. A role profile was also prepared to
specify the job to match requirements and job levels. The training period is also specified in the
application form.
The line manager sends the request form and role profile to the functional director for
approval, and then forwards it to the human resources manager. The human resources
manager confirms the budget, salary and advertising costs available for the position. After all
this is done, the purchase order is sent to the Director of Personnel along with a job profile and
budget forecast for final approval.
With the approval of the Human Resources Director, the Human Resources Manager and the
Production Line Manager will work together to prepare jobs and staff specifications for
advertising or for headhunters.
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The sources MOBILINK uses to attract applicants are:
Apply through advertising invitation
Advice from headhunters
Applications obtained from the MOBILINK database sometimes receive direct applications.
After receiving a large number of applications, the production line and personnel manager
worked together again to shortlist the applications. This is done by carefully traversing all
applications and assigning different weights to the following criteria:
Quality of early education

Gain level
Extracurricular activities
Overseas travel and education
age
Target university
related experience
Then, the Personnel Department will send a cover letter to the shortlisted candidates, and issue
a proposal to the blank candidate's application form according to the date, time and place,
conduct a preliminary interview, and require the candidate to bring a complete application
form. Human Resources and Production Line Management A two-person team conducts
competency-based interviews with a focus on functional skills as well as management and
supervision skills.
After the initial interview is approved, candidates will test people applying for different jobs in
different ways. Where managers are selected, the following management competencies are
assessed by a cross-functional assessor team:
Communication skills
Resource management
Rational decision making
Influencing
Creative thinking
Business development
The HR department is responsible for overall administration of the assessment centre including
training of the assessors.
The HR department provides details of remuneration package and terms and conditions of
service. The HR department also prepares appointment letter, service agreement and finalizes
other documentation for service record.
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Measures to improve competences and employee Skills:
To increase the productivity and efficiency of its human resources, Mobilink actively develops
its human resources capital through international and local training and a structured employee
"welfare" program, making it one of the most popular companies. Pakistan. Mobilink runs a
number of training programs to improve employees' capabilities and skills. orientation:
Mobilink has a well-organized and well-established human resources department, which is
responsible for implementing all human resources strategies that are beneficial to the
organization. Since the affairs of other departments are well established and operating, the
human resources department has the power to formulate and plan everything the company
needs. Mobilink is aware of the fact that employees are familiar with the organization's need
for orientation and induction training. You can only connect with your organization if you tell
them everything. When hiring employees, he gets the right guidance, and that guidance can last
for months until he feels subordinate and fully understands the organization.
Training:
Training is a job planned by the company to promote employees' learning of work-related
competencies. These abilities include knowledge, skills, or behaviors that are critical to
successful job performance.
MOBILINK continually evaluates technical and management skills. To further enhance these
skills, formal training programs are provided at all levels. It provides employees with the
opportunity to put these skills into practice and prepare them for management positions.
MOBILINK sees training as a way to create intellectual capital. Employees should acquire new
skills and knowledge, apply it to their work and share this information with other employees.
The training is cross-functional skills sharing.
Regularly train employees locally or abroad according to a pre-planned schedule. The purpose
of such training is to improve the competence of employees.
If an employee participates in overseas training, he / she must serve the company for a certain
period after the training completion date, but it depends on the cost and duration of the
training itself. If an employee leaves the company during this period, he / she will have to pay
the amount specified at that time.
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Training Methods
On Job Training
Special Training Sessions
Team Building
Problem Based
Refresher Courses
Types of Training in Mobilink:

On a general basis the training done in Mobilink can be divided into two categories:
• Soft skill training
• Technical Training
Soft Skill Training:

Helping your employees develop a stronger base of knowledge on topics that affect their
personal lives can make them more productive and less distracted in their jobs. Soft skill
development courses in areas like personal finance and childcare can help your team better
manage the most important areas in their personal lives.
This may include the following things for e.g.
• Conflict management training

• People management training
• Communication skills
• Anger management
• Time management training
• Teamwork training etc
Technical Training:
This training has a direct impact on employees' work. Specific skills will be concentrated and
developed accordingly. Mobilink engineering training is also included
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• Customer service training
• Sales related training
• Marketing and technical training, etc.
All these types of training are carried out to improve the working standards of employees. The
training program leads to: leadership Influence Creative problem solving
Performance Appraisal:
Reviewing performance and taking positive steps to develop employees further is a key
function of management and is a major component in ensuring the success of the company
through effective employee performance.
A review is about ensuring people know what levels of performance are expected of them and
then taking action to ensure they are trained and developed to perform effectively.
Objectives of Performance Appraisals:
To measure the work performance

To motivate and assist employees in improving their performance
And achieving their professional goals
To identify employees with high potentials for advancements
To identify employees training and development needs
To provide a solid path for career planning for each individual
Appraisal Policy:
The intent of these appraisals is to review current job performance and responsibilities, set
goals and discuss further opportunities with reference to past performance at Mobilink.
Performance Review:
At MOBILINK, reviews are designed to enable open and frank discussions between employees
and their team leaders / managers. Generally, there are two elements: the first is to discuss the
advantages demonstrated by the job leader in the past 12 months and the elements of the area
that need to be developed.
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Of course, performance is judged by comparing performance with Job's core indicators. The
second element involves discussing training needs / input activities that are deemed
appropriate to help staff overcome some of the development areas discussed in the review, as
well as those activities that are deemed appropriate to take advantage of their current
strengths.
Appraisal categories
% Of total numbers of
Appraisal category Definition of category employees which can be
rated in this category
1. Expert Indicates exceptional 15%
performance
2. Very Good Indicate performance 10%
that consistently meets
the requirements of the
position,” very good”
indicates the individual is
on track for
advancements
3. Good Indicated performance 8%
that requires
improvement (i.e. meet
requirements without
initiative or
advancement)
4. Basic Performance to be 5%
improved (hardly meets
requirements)
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Sources of Performance Appraisal:
At MOBILINK the primary sources of performance appraisal are the managers and secondary
sources are employees themselves. Though the peers also give their opinion but it usually does
not have any weightage unless a conflict arises between the manager and the employee.
Feedback:
Workers at MOBILINK are informed of their performance and given the opportunity to express
their opinion over their own level of performance against each competence. This enables the
reviewer to redefine whether the initial assessment was correct, as circumstances may exist
that the reviewer is unaware of.
By asking the worker what he sees to be his own strengths and development areas often help
to reduce negative responses and makes planning training needs/inputs activities easier if the
person is able to express for himself the areas in which he feels he can improve.
CAREER PLANNING & DEVELOPMENT:
Mobilink faces huge competition in the telecommunications industry, so now they are focusing
on the occupational management of employees, enabling employees to better understand and
develop their professional skills and interests, and to make the most effective use of these
within and after the company. Skills and interests. They leave the company.
Career planning is a well-thought-out process through which people can understand their skills,
interests, knowledge, motivation and other characteristics; obtain information about other
opportunities and choices; determine career-related goals and develop action plans To achieve
specific goals. Career development is a series of activities in a lifetime (such as seminars) that
help individuals to explore careers, build and successfully implement advertising. Mobilink
provides promotions to employees based on performance.
Mobilink's HR department has developed employees' career development plans, in which the
HR department predicts the next reasonable steps for its employees within five years. In today's
competitive world, career planning is as important as any other human resources function.
Today, retaining valuable human resources is one of the biggest challenges facing organizations.
Therefore, human resources need to come up with new strategies.
Career planning and development is one of the basic tools and strategies that organizations
use to retain employees. This feature actually makes employees feel they are important to the
organization, and Mobilink wants them to be at the forefront of their careers.
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However, on Mobilink, this function is not fully implemented, or it should be said that this
function is not performed satisfactorily. There are some policies on these, but these policies
have not been well recognized. On the one hand, a policy is found, on the one hand, it is
recruited with compensation, and on the other hand, it is found. These policies should have
separate heads.
As a practical matter, all employees are reluctant to talk about this in our interviews. However,
what we analyze is that professional development is practical, not public. Especially if some
employees are considering joining a competitor company. If this is the case, the organization
may even have a disciplinary policy in place.
Promotion Policies:
The new company structure is in five layers, comprising associates, specialists, managers,
directors and chief officers------in that order starting from the bottom and working towards the
top rung of the ladder.
Until approved otherwise, it would be mandatory for the employees to spend the following
maximum period at each level before a promotion to the next level depending upon availability
of a slot:
Associate 3-4 years

Specialist 3-4 years
Manager 2-3 years

Director According to the president decision
Chiefs According to the president decision
However, employees who may not get a chance of promotion due to the non-availability of an
existing slot, will be compensated by being “moved over” with in the new salary range specified
Reward System:
MOBILINK sees employees not only as a cost, but also as a resource that the company has
invested in expecting considerable returns. Compensation policies and plans are one of the
most important human resources tools that encourage employees to expect behavior. The
advantage of higher than average market pay is the ability to attract and retain top talent
available, which translates into an efficient and productive workforce.
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Reward plans and reward goals have been clearly communicated to all individuals, and weekly
progress reports have been communicated to all relevant personnel.
Compensation and benefit plans:
Mobilink has an independent compensation department. This department is responsible for

staffing and compensation plans. First, the department has all the information about who is
hired and how it performs. The promises made to employees like this are what they know. As a
result, they can easily design compensation plans because they know every employee they hire.
Compensation and benefit plans are specifically performance-based. If performance meets

Mobilink's standards and employees are of good character, they will be rewarded. After the
performance evaluation, the results will be rechecked and matched to the standard. Based on
this, an appropriate compensation plan is designed
Salary policy:
The company will pay employee salaries as follows:

All new employees must open a bank account in a designated bank prescribed by the company
so that their salaries will be credited to the lender at the end of each month.
After opening a bank account, employees should forward their account number to the Human
Resources Department.
Upon termination of service, the employee will be paid within 15 days from the date of his last
working day.
Upon resignation, the employee will receive a due salary for up to 15 days from the date of
departure.
Promotions:
Promotions are also reward management technique to motivate employees. In MOBILINK

promotions are based on the merit and seniority (experience) basis. The one who performs well
consistently over time gets reward in the form of promotion.
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Bonuses:
The employee may receive 1 to 3 month bonus subject to evaluation of accomplished

objectives.
In Mobilink the reward system is based on the individual performance and individual employee
performance is judged for the reward. The manager of respective departments recommends a
candidate from his section for the reward purpose to HR.
Reward Categories at Mobilink:

Intrinsic and Extrinsic rewards include:
Smart/Quality work
Exceptional performance in a project
Targets achievements
Special assignments
Medical care
Life insurance
Vacations
Relocation
Credit advance policy provident policy/advance against provident fund and a capping of
gratuity
Recreation
Club Policy Travel
Education assistance policy
Mobile phone
Business mobile phone policy
Official Blackberry Policy
Life insurance
Medical entitlement
Health & Safety Policies:
The safety of employees is everyone’s responsibility. Accidents, precaution and efficient work
go hand in hand. All levels of employees have a primary responsibility for the safety and
wellbeing of all of us.
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Therefore, interest in practicing safety prevention must be encouraged by:
Setting good examples.

Acting upon safety records.
Reviewing safety programs.
Holding personal interviews or group conferences.
Starting activities that will stimulate and maintain employee’s interests.
At any stage of administrative operations is more important than accident prevention. It is our
policy to provide and maintain safe and healthy working conditions, and to follow operating
practices that protect all employees and ensure safe working conditions and efficient
operations. Appropriate first aid kits will be available at all Mobilink offices, including in remote
areas.
Mobilink does not need to take such measures, because the biggest job does not expose you to
health hazards and does not require safety measures. However, everyone has a tendency to be
safe, which shows when you visit Mobilink officials to meet high-level people. You need to
implement various security measures.
Employee Relations:
It is the company policy to ensure that the required standards of performance and conduct are
maintained. The disciplinary procedure is intended only as a statement of Company policy and
management guidelines. It does not form part of the contract of employment or otherwise
have contractual effect.
Discipline Procedure:
Verbal and written warnings can be given to employees through direct supervisors. The warning
should refer to the employee's violations, and remind employees to follow the company's rules
and regulations when performing their work, and such violations should not be repeated in the
future.
You can write to employees stating the violations committed. The employee will also be
notified that a higher fine may be imposed on him if he violates this requirement again in the
future. The warning letter can be registered in the employee's personal file. Written warnings
can be recommended by the appropriate supervisor and HOD. After approval by the vice
president of human resources, it will be released by the human resources department.
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Deduction from the salary will be an amount of employee salary depending on the type offence
and decision taken accordingly.
The employee may be suspended from performing his or her duties for a period of time as
conveyed in written.
Unauthorized absence of more then two times in Six month can result in termination of
employment.
An employee who is absent from the job with out satisfactory explanation is considered to be
an unauthorized unpaid absence.
Discrimination, intimidation and harassment based on sex, race, religion, age, color, disability,
sexual orientation and cultural background is prohibited at the workplace.
The Head of Department should maintain direct control of all disciplinary records. A copy of all
records must be placed on the employee's personal file in the Human Resources Department.
All warnings will remain upon the employee's personal file indefinitely, but will normally be
disregarded for disciplinary purposes after the following periods:
Stage 1 - Verbal warning: 03 months

Stage 2 - Written warning: 06 months
Stage 3 - Final written warning: 12 months
Stage 4 - Dismissal
These time periods may however be extended in appropriate circumstances taking into account
the nature of the offence.
The time period will commence from the date of the letter/memorandum confirming the
warning, even though any specified time for improvement has expired.
Penalties:
Employee’s services may be terminated in following cases
Insubordination:
Willful failure to carry out reasonable orders including the performing of job assigned by
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supervisor.
Dishonesty:
Falsification of any official company records will subject to the termination without prior notice.
Violation of Safety Rule:

Failure is refusal to conform to safety practices or the misuse of safety device
Violence:
Causing a disturbance on company property resulting from fighting.
Profanity or Indecent Conduct:

The use of profane language or engaging in immoral conduct.
Intoxication:
Coming to work under the influence of drugs or bringing drugs into the facility.
Willful Damage to Property:

Careless spoilage, destruction of company property or material.
One Day Absenteeism:

Unauthorized absence from work for one day without notifying employer.
Misrepresentation:
Deliberate misrepresentation of past history or other important matters.
Accepting Money or Gift:

Taking advantage of one’s positions to accept money or gift is against the rules of company.
Motivation:
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As we all know, MOBILINK knows how to best motivate its employees. This can be judged by
the enthusiasm and good spirit shown in the execution of the work. MOBILINK has a well-
designed system for motivational purposes. It includes financial and non-financial rewards, as
well as major motivations and grievances. The company recognizes the importance of moving
people towards the goal, and the basic steps to achieve this goal are by recognizing the value of
the company's importance to employees. MOBILINK has a set of financial incentives, medical,
dental, vision and life insurance, retirement plans, education refund assistance, paid vacation
holidays, family and work-life balance benefits and profit distribution plans, annual bonus
opportunities, company car purchases and other methods. Which employees are motivated:
Employees are safe in knowing that they will be rewarded for any exceptional work. This
reward is not only monetary. It is accompanied by the employee being given recognition and
greater empowerment.
Employees are given a very beautiful and healthy work environment. Special attention is given
to make the physical environment most productive. This is why MOBILINK offices are
considered to be the most well decorated and organized.
As we know MOBILINK has a desire to promote the high achievers from within the company.
Positions are given on merit and are transparent and fair in nature. There is no special
treatment. Therefore, each employee knows that he can aim for the top and actually get there.
This has proved to be a great source of motivation for the employees of MOBILINK.
Motivational factors:
Mobilink is a leading telecommunications company, and all employees working there are proud
to connect with the organization. This is the biggest intangible motivation factor. Affiliated to
the organization, employees are self-motivated to work and loyalty comes from within.
However, they have other factors. They believe in praising and rewarding employees for their
outstanding work. Rewards can be tangible or intangible. They also arranged parties to highlight
performers. They also hold informal meetings after performance evaluations where
supervisors, subordinates, and colleagues talk about their success and are motivated by internal
factors. Decentralization and empowerment are the tools they use to motivate employees, and
that's how they keep up the good work.
SWOT Analysis:
Strengths:
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MOBILINK has been operating for a long period of time and has been able to adjust with the
changing environment because of its effective Human Resource Management. The HR practices
of MOBILINK have the following strengths:
MOBILINK has the latest employee training and development approaches. Therefore, it can
adapt to all sorts of change and bring immediate improvement in work practices whenever the
need arises.
MOBILINK hires only the most highly qualified and exceptionally intelligent and energetic
people. This result in lesser HR problems as people are willing to change, take constructive
criticism and focus on personal and professional development by focusing solely on achieving
their work.
MOBILINK believes in making people realize their full potential and capabilities which is why
jobs are designed to be challenging and goals are made to be achievable yet competitive. This
results in a high level of motivation and job satisfaction for the employees and automatically
promotes a healthy work environment.
The company has a very well balanced and realistic incentive program. It also focuses on giving
additional benefits to its employees apart from the basic remuneration. This results in
employees giving their “Heart and Soul” in working for their employer.
The HR practices of MOBILINK greatly enhance its image as a company that wants to contribute
towards the society in every possible way. As the main focus is on developing better people not
just better employees.
There may be various other strengths of the HR practices and management system of
MOBILINK, only the most important have been discussed above.
Weaknesses:
It is very difficult to find any weaknesses in the HR management of a company that has
developed and created its HR strategy with near perfection. However some weaknesses can be
pointed out.
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MOBILINK has a trend of maintaining long working relations with employees and sticking with
the same people as long as it is productive. Most of these people are promoted from within the
company to form the middle and upper management. This results in loss of creativity that can
be recognized by external recruitment for these core managerial positions.
The employees are supposed to work at late night without being paid additionally. This creates
mental tension. CV’s are not properly entertained certain non-financial rewards such as
“employee of the year” which is used as motivation tool are not properly communicated to the
employees regarding their importance.
The most common complaint that is heard by the employees is the biasness of immediate
bosses. That creates a sense of concern within the employees.
Opportunities:
There are a number of opportunities that are available in areas of HR for MOBILINK during the
course of its future activities.
These are:
The company can discover great potential through the future graduates as every generation is
being taught in more effective manner that leads to better growth. Being a leading company in
the employment rankings of Pakistan MOBILINK can recruit the “cream of graduates” every
year and utilize their improved knowledge and abilities.
There is an opportunity to create the best image of the company in the mind of customers by
adding the value added services. With the expansion in the company business in Pakistan, the
HR department can be expended in order to manage diversity of workforce.
Threats:
Due to entering of new companies in cellular industry the competition has been enhanced. Like
other areas HR departments is facing the threat of employees switching from Mobilink to other
companies.
The skilled and qualified workers are being attracted by the other cellular phone &
multinational companies.
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Questionnaire on HR policies in Mobilink:
1. Mobilink’s HR executives are fully aware of the business needs and strategies?
Explanation:
In Mobilink 90% of the HR executives are fully agree with the given statement and 10% from
them are fully disagree because 90% of them are old employees and they are fully trained and
10% are newly hired and didn’t have any training yet.
2. Efforts are taken to generate awareness amongst the employees about the organization’s
financial position, customers’ needs, quality of service, cost etc?
Agree 80% disagree 20 %
Explanation:
In Mobilink 80% are agree with the statement and 20% are disagree because the majority of the
company employees got proper training session and the 20% didn’t get any ay training sessions
because Mobilink haven’t arranged any sessions for them.
3. The organization’s human resource requirements are systematically ascertained and an

appropriate plan is formulated for satisfying the requirement?
Explanation:
All employees working under Mobilink’s HR department are agree with the statement.
4. All major jobs are subject to formal job analysis?
Explanation:
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Everyone in the organization is agree with the statement because all the major jobs are
assigned to professionals.
5. The organization has a wide network of computerized human resource information system
with the latest software?
Explanation:
In this statement half of them are agree and half are disagree because in Mobilink not all the
latest software’s are installed. The organization is working on it with professional employees?
6. The organization has a formal policy of career planning and development?
7. There are distinct career paths and internal promotion norms within the organization?
Explanation:
Mobilink has a clear path and also internal promotion norms, so all employees agree with this
statement.
8. The organization utilizes the assessment center/development center for identification and
development of management potential?
Explanation:
In this statement majority disagree because Mobilink does not properly utilizes the
development center for identification and development of management potential.
9. The organization carries out succession planning in order to ensure that executives are
available to fill gaps in key managerial positions?
Explanation:
majority agrees because Mobilink has highly qualified employees working on managerial
positions to fill all the gaps.
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10. The organization encourages employees to suggest product/process improvement?

Explanation:
majority of the employees are agree and some disagree because they think that there is some
sort of nepotism in the organization.
Recommendations For Zong and Mobilink:
Human Resource Management in the age of Information Technology, Globalization, Media,

Technological and Scientific advancements is the master weapon for any organization, company
or project in all fields together without proper Human Resource Policy and Strategy it’s likely
that the organization will not be able to achieve its objectives thoroughly and will compete at
an ordinary stage in all of its processes and objectives so latest innovations in the field of
Human Resources related to technology, policies, management issues and methods are need of
the hour to compete successfully at world level and produce the best results and performance
of the organization, company or project.
Digital Business Strategy and Role of HR: How to lead digital transformation with practical
frameworks to develop innovative new strategies, products, and business model.
2. Data Breaches and Record Keeping with respect to HR is now a serious offence.
3. HR Tech Moves Within the Flow of Daily Work: HR Apps, Intelligence and aptitude testing
apps like access first.
4. Internal Talent Marketplaces Trending Up through AI: Using artificial intelligence (AI) to
match people to opportunities.
a. AI is Going Mainstream although AI has become ubiquitous in many HR technologies, buyers
should be sure to do their due diligence. "Evaluate AI based on the amount and quality of data
underpinning it, on the maturity of the model, and on how applicable it is to your particular HR
challenges and company to increase internal efficiencies and processes.
b. The continual worry of “robots coming for your job” has sharpened in the era of AI and
robotics. Will automation replace human workers — or will it support them, helping to expand
their capabilities and productivity.
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5. Well-Being Tech Is Thriving: Driven in part by the growing stress employees feel from
managing work/life balance, health issues or financial challenges.
6. HR Training Methods: Payroll process, Building Your Career, Mentoring and Employee
Growth, Dealing with presentations and audience, team roles, conflict resolution.
7. Screening: While hiring quickly is imperative to keeping the business moving forward, HR
must also be thorough and accurate in screening candidates to ensure quality hires and to keep
workplaces safe. Hiring organizations can stay ahead of the curve by choosing quality
background-check packages and processes.
8. About SHRM: Society For Human Resource Management it certifications which include
Certified Professional and Senior Certified professional in HR.
9. Guiding international, local, company laws and company procedure and policies document.
10. In a competitive talent market, employee benefits are crucial tool in recruiting and retaining
talent. Employees want benefits to reflect their needs and aspirations. Employers whose
benefits strategies address employee needs as well as business goals may be rewarded with
more satisfied, more productive and more loyal employees.
11. Employers often struggle to fill urgent or unexpected labor needs on short notice. Contract
and temporary workers often struggle to find such work in time-efficient ways. Enter cutting-
edge, on-demand staffing apps to resolve some of these age-old staffing quandaries.
12. Employee self-service platforms. Mobile timesheet systems. Virtual training. The newest
generation of technology promises to streamline core HR tasks. But not every organization will
experience a smooth transition. On many teams, there are still employees who are
uncomfortable with technology, worried about privacy or just reluctant to let go of old ways.
13. To be a successful HR professional in a digital world, you need to understand what people
analytics are, how they’re helping solve crucial business problems like retention, and why HR
needs to take a more strategic role in business growth. Walk step-by-step through what people
analytics is and how to start your company down a path toward data-driven decision-making.
14. Conduct: New Google guidelines instruct the company's employees to avoid workplace
conversations on company intranets and in the hallways that are disruptive and create division.
15. Job Satisfaction and Performance
16. Employment law: Hiring and firing
17. Coaching and motivating employees
18. Guide to managing difficult situation
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19. Tasking: Goal setting
20. Employee handbooks
21. Psychological Aspects:
a. Dealing with employee morale and negativity
b. Coaching and mentoring
c. Employee engagement
d. Tips for first time employee
e. Difficult discussions with employees
f. Motivating your staff
g. Office technology
i. Business negotiation
22.: Legal Section:
a. Contracts check them.
b. Independent contractors, dealing with contractors.
23. Bosses:
a. Work with different bosses and change style be compatible, Techniques to set up
clear plans and needs concrete expectations schedules to avoid crises frustration
miscommunication
b. Manage up assertive communication
c. Strategies and tactics to resolve conflict between different managers
d. Experience of multiple managers positively
e. Leadership skills
f. Simple ways to boost confidence
g. Avoiding conflict
i. Effective decision making
j. How to create the right team
k. Successful networking
l. Transforming interactions between HR and management
j. Steps to improve multi-generational productivity
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h. Long term retention
i. How to create employee value prepositions
24: To be a valuable assistant

 Learn
 Recognize
 Discover
 Receive
 Understand
 Managing people
 How to defuse anger
 How to have an upper hand
 How to read faces and minds
 How to say no
25. Harassment’s punishable under employment law.
26. Hidden costs of conflict:

 Quick fix approach to conflict resolution aren’t enough
 Fundamental mindset that makes conflicts difficult to resolve
 Emotional forces that bring people to decisiveness
 How to counteract dynamics and reconcile relationships
 Surprising power of appreciation turning conflict into opportunity
 How to appreciate your adversary
 Intense disagreements
 Dealing with slack
 Lost production
27. Core Competencies that the employees must demonstrate:
 Intelligence
 Creativity
 Tactics
 Diplomacy
 Communication skills
 Knowledge
 Traits and skills
 Adaptable to situations
 Alert to social environment
 Ambitious and achievement oriented
 Assertive
 Cooperative
 Decisive
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 Dependable
 Dominant
 Energetic
 Persistent
 Managers
 Functionaries
 Protect their operations
 Accept responsibility
 Control employees
 Competent
 Specialist
 Minimize risk
 Accept speaking opportunities
 Set reasonable goals
 Pacify
 Strive for a comfortable working environment
 Use power cautiously
 Delegate cautiously
 View workers as employees
 Leaders
 Innovators
 Advance their operations
 Seek responsibility
 Trust employees
 Creative
 Flexible
 Take calculated risks
 Generate speaking opportunities
 Set challenging goals
 Challenge
 Strive for an exciting work environment
 Use power forcefully
 Delegate work
 View workers as followers
 Tolerant of stress
 Willing to assume responsibility
 Office technology
 Communication
 Managing
 Office administration
 Operations
 Human resources
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 Time management
 Morale
Conclusion:
The training development process of Mobilink and Zong is very extensive and responds
perfectly for the changing needs of the organization. Although too much expenses have to be
incurred due to these programs one thing which was told to us during this project was that
sometimes Training and Development Budget gets slashed most of the times which is not good
for the overall organizational development we strongly recommended on not doing that. Line
managers should be given the budget as it is the best way possible of delivering effective
training the training policy should be devolved to line managers so that they can discern the
training needs and suggest a suitable training program for the employee usually in consultation
with training department. Mobilink has shifted from traditional to performance driven training
by keeping this strategic direction.
• Improving organization’s learning capabilities
• Facilitating organizational development
• Upgrading operational excellence
• Cultivating better customer care
• Building, expanding and managing knowledge
Mobilink has strategic long term training plans tied into career progression for targeted job
families and across the level of management. We will suggest Mobilink and Zong to develop
its own functional training centers, development of a strong internal faculty which should
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travel throughout the year and deliver training across all established workplaces. We
suggest of introducing the best Talent Management Programs for employees enhancing
their skills to improve performance on the current job and deal with forthcoming changes
development needs that will enable the individuals to progress in their career. It is very
important to understand that well planned effective training also works as an effective
retention strategy
REFERENCES:
http://www.zong.com.pk
http://derekstockley.com.au/courses/human-resources-c.html
www.mobilinkgsm.com
www.google.com
www.wikipedia.com
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HUMAN RESOURCE

“Comparative study of Human Resource Practices In ZONG

Shaheed Zulfikar Ali Bhutto Institute Of Science And

This is to certify that the project named as “Comparative study of two

We hereby declare that the project report titled:

“Comparative study of Human Resource Practices in ZONG and

The project carried out under the Supervision of:

Masters in Human Resource Management (MHRM)

Shaheed Zulfikar Ali Bhutto Institute Of Science And

EXECUTIVE SUMMARY: ........................................................................................................................... 7

Telecom sector have undergone a radical change in the recent years.

external policies. As a result, they are spending more on advertising and

but few people think of.

customer relationships. CM Pak is committed to providing beautifully packaged value-added

professionals in the field of cellular communications, CM Pak is determined to emerge in the

biggest investment is a friendly ambassador between China and Pakistan. .

Pakistan, so we can consider it as an international telecommunications company with its parent

company CMCC in China.

workers can be selected

Late entry into the market

Covering such areas where others have not yet reached

Security threats to towers

Islamabad Karachi Lahore

Marketing Fianance HR IT Sales Engineering

Cheif HRM Officer

Policies for Recruitment and Selection as experienced at ZONG are:

GENERAL CONDITIONS FOR RECRUITMENT:

a) Education (Academic / Professional).

Conditions for selection:

On Selection the following information will be forwarded to HR to be kept in the Employees

a. Interview Evaluation form

Practices at ZONG regarding Recruitment and Selection:

Sources of Internal Recruitment Sources of External Recruitment

Critical Review on Recruitment and Selection Process:

Training needs assessment Policy at ZONG

Objective: To Identify the most appropriate solutions to performance problems.

Developing a Company – Wide Management Training Plan:

A total-company plan after coordination of HR Department is finalized and its implementation

Training Practices at ZONG:

Types of Training in ZONG:

Soft Skill Training:

This may include the following things for e.g.

Critical Review on Training at ZONG:

Adoption Towards Organizational Change:

Policies at ZONG for Performance Appraisal:

The Objectives of the Performance Review Program are:

To measure work performance

Practices at ZONG for Performance Appraisal:

Critical Review on Performance Appraisal:

CAREER PLANNING AND DEVELOPMENT:

The telecommunications industry is full of competition, so ZONG focuses on the professional

Career Development Process:

Policies on Reward system at ZONG:

Other intrinsic and extrinsic rewards include:

Practices on Reward systems at ZONG:

Questionnaire on HR policies in ZONG:

Agree 50% disagree 50%

3. The organization’s human resource requirements are systematically ascertained and an

Agree 70% disagree 30%

4. All major jobs are subject to formal job analysis?

Agree 100% disagree 0%

Agree 90% disagree 10%

6. The organization has a formal policy of career planning and development?