Chapter: 1 INTRODUCTION

ORIGIN OF THE REPORT:

The report on “Human Resource Practices in GrameenPhone” was

initiated as part of the Human Resource Management (HRM 301) course,
which is a BBA Degree requirement of the School of Business of East West
University. The report is being submitted to the course Instructor, MD.
KAMRUL HASSAN .

Since the BBA program is an integrated, practical and theoretical method of

learning, the students of this program are required to have practical exposure
in any king of business organization as last term of this course.

Objective of the Study:

The main objective of the report is to determine the Human Resource

Strategies of GrameenPhone and its practices. Briefly observe the
Human Resource Strategies in telecommunication sector of
Bangladesh and look at girIdentify the major strengths of the
Human Resource practices in GrameenPhone. Strongly focuses
on the recruitment, selection, training strategies and compensation
policies.

Scope of the Study:

We got a scope to go to a multinational company to gather
necessary information. During gathering necessary information, we
have the chance to get closer to those organizations. After going
there, we have learned something about organizational
environment, managerial attitude towards their employees,
employees and managers’ attitude toward outside people like us
and so on.

1
Methodology:

Primary Data has been collected by interviewing the Human Resource

Department staffs of the GrameenPhone through a questionnaire.All the
necessary data has been collected from the

• Web side of GrameenPhone.

• Internet.
• Annual Report of GrameenPhone.
• HRM text and reference books.
Limitations:

The overall study was conducted considering a number of limitations. To solve

them the following hypothesis has been considered:

• Limitation of time was one of the most important factors that

shortened that present study.
• Lack of comprehension of the respondents was the major
problem that created many confusions regarding verification of
conceptual questions.
• Confidentiality of data was another important barrier that was
faced during the conduct of the study. Every organization has its own
secrecy that cannot be revealed in publics.
• Rush hours and business was another reason that acts as an
obstacle while gathering data.

2
 Chapter:2 ORGANIZATION

Company History:

About the Grameen Phone

GrameenPhone (GP) has been established to provide high-quality GSM
cellular service at affordable prices. GrameenPhone has a dual purpose:

• To receive an economic return on its investment

• Contribute to the economic development of Bangladesh where
telecommunications can play a critical role.

Historical Background
GrameenPhone endeavors to provide services to all people in the country,
irrespective of their location. GrameenPhone was offered a cellular
license in Bangladesh by the Ministry of Posts and Telecommunications
on November 28, 1996. The Company launched its service on March 26,
1997, the Independence Day of Bangladesh.

In 1996, Bangladesh was preparing to auction off private cell phone licenses
to four companies. So at the behest of Dr. Muhammad Yunus (Grameen
Bank’s founder) but completely independent of Grameen Bank, a not-for-profit
private company called Grameen Telecom was created. Grameen Telecom, in
turn, created a for-profit company called GrameenPhone, found a foreign
partner and put in a bid; Grameen Phone received one of the four licenses. At
present Telenor owns 62% and Grameen Telecom owns 38% of the share of
GrameenPhone.

Grameen Phone launched service in urban Dhaka on March 26, 1997. It

makes its profits by serving wealthier urban customers. But from the point of
view of the Grameen family and its strong anti-poverty mission, the for-profit,
urban-only Grameen Phone exists for only one reason: To fund, with its
profits, the extension of cell phones into rural Bangladesh in order to provide
entrepreneurial opportunity to Grameen Bank members through Village

3
Phone. As Dr. Yunus puts it, "Grameen Phone is merely what we need to do
Grameen Telecom’s Village Phone."

Three important and interesting structural aspects of operation on the largest

scale are:

 First, that the not-for-profit Grameen Telecom actually owns the

for-profit Grameen Phone. The reason for this structure is that
Grameen wants Grameen bank members-- impoverished women
who borrow from Grameen Bank-- to become owners of the profit-
making Grameen Phone.
 Second, once GP becomes profitable, GT will sell its GP shares to
GB members.
 Third is an understanding-- not made explicit in any legally binding
contract but arrived at in the shareholders’ agreement.

"GrameenPhone" might have been born in Bangladesh, but soon it is

likely to join the international cellular jargon. GSM MoU Association at
GSM World Congress in Cannes where many villagers made their first-
ever call using pre-paid, recently rewarded rural cellular marketing, by
VODAPHONE in South Africa. "GrameenPhone,” the unique cellular
operator from Bangladesh, also made an impressive presentation at
Cannes.

Company Mission:

GrameenPhone Ltd. aims at providing reliable, widespread,

convenient mobile and cost effective telephone services to the
people in Bangladesh irrespective of where they live. Such
services will also help Bangladesh keep pace with other countries
including those in South Africa region and reduce her existing
disparity in telecom services between urban and rural areas.

4
Company Vision:

The vision statement of GrameenPhone is “IDEAS THAT

SIMPLIFIES”. To be the leading provider of telecom services all
over Bangladesh with satisfied customers, shareholders and
enthusiastic employees.

Company Values:

GrameenPhone's basic strategy is coverage of both urban and rural areas.

The Company has devised its strategies so that it earns healthy returns for its
shareholders and at the same time, contributes to genuine development of the
country. In short, it pursues a dual strategy of good business and good
development.

Major Divisions of the Company:

Recently management has brought a change in the organizational structure in

view of need of time. As of the recent change, line function of the company
comprises of the 3 different tasks. These are:

Build & Operate

Tasks Sell

Care

Figure: Organizational Structure of GrameenPhone Limited

Accordingly 3 main divisions were identified as the line organization part of the
company. These are:

Sales and Distribution Customer

Division,Technical
& Division
Management Division 5
 Technical Division:

Technical division is split into two parts that are as follows-

Name Responsibility
Roll -Out Division Responsible for building the network
Operation Division Responsible for operation and maintenance of the network

Organogram of Technical Division

6
Figure: Organ gram of Technical Division

7
Organogram of Sales & Distribution Division

Figure: Organogram of Sales & Distribution Division

8
Customer Management Division (CMD) of GrameenPhone

Organ gram of Customer Management Division

Customer Management Division Organization:

C u s t o m e r M a n a g e m e n t D iv is i o n
(C M D ) - 7 81 All units will have Head – 100%
Deputy Head – 80% (Shadow)

Implementation &
B id y u t K u m a r B a s u
C M D M anag em en t 1 Assistant Head – 60% (Shadow)

Management
C M D : P ro c e s s
Im p ro v e m e n t - 5 C M D : C o o r d in a t io n - 1
( M u q it A h m e d ) ( N a z ru l Is la m )
Planning,

follow up
C M D M anag em en t 2

Team
C M D : S e r v ic e Q u a li t y C M D : H u m a n C a p it a l - 6
A s s u ra n c e - 7 ( M o s t a f a J a m a l)
( R u h u l A m in )

C M D : P ro g r a m O f f ic e - 5 C M D : T r a in in g & C o m p e t e n c e
(M u s f e k A h m e d ) D e v e l o p m e n t - 5 ( A s h ib u r )

C M D : T e c h n o lo g y f o r
C u s t o m e r E x p e ri e n c e - 6 C M D : B u d g e t & F o ll o w u p - 3
( Z ia d H a s a n ) ( K h o rs h e d )

C M D : C u s t o m e r M a n a g e mC eMnDt : C a ll M a n a g e m e -n t C e n t eCr M D : C u s t o m e r C M D : C re d it & C o ll e c Ct ioM nD : C u s t o m e r R e t e n t i o n

f o r B u s in e s s S e g m e n t - 3 5 242 M a n a g e m e n t C e n t e r - ( 2 6 M3 )a n a g e m e n t - 6 5 & w in b a c k - 2 3 C M D : G e n e r a l S e r v ic e s - 1 0 3
( M a h b u b u l K a b ir - A c t in g H(eMaod s) t a f a J a m a l - A c t in g H e a( dP )r o m o d K a r m a k e r) ( F e r d o u s A h m e d ) ( M u s f e k A h m e d - A c t in
( Mgo rs h e d - A c t in g H e a d )
H ead )

C M D : P o s t p aCi dM D : P r e p a i dC M D : D ju ic e C M D : IV R C M D : C r e d it C M D : CM D: Bad CMD: CMD:

CMD: C M D : D e liv e ry
C a l l C e n t e r - C1 4a7l l C e n t e r -C6a1ll C e n t e r - e3n0 a b le d C a llM a n a g e m e nBt a n k i n g - 1 C4 o lle c t io n - D e b t C o m m u n ic aCt i u s t o m e r
& C o u r ie r
( K a m a l) ( S m it a ) ( D ilr u b a ) C e n t e r - 4 - 1 6 ( M u h i t ) ( F a rz a n a ) 2 2 ( R it u ) R e c o v e r y - o n - 1 1 D e m o g ra p h ic M an ag em en t -
( M u n n i) 1 3 ( S a d a k a t ) ( C h ir a n jib M) a n a g e m e n t 6- ( A n n e s h )
8 6 ( M o rs h e d )

C M D : C o r p o r a t eC M D : S M E C M D : D h a k aC M D : CMD: CMD: CMD: CMD:

C M D : IR C u s t o m e r CMD: CMD: CMD:
C u s to m e r C u sto m er R e g io n - 1 4C5h it t a g o n g S y lh e t K h u ln a B a r is a l R a js h a h i R e s e a r c h & C a llin g
M an ag em en t - 11 R e g io n - 1 9 T ra v e le rs t o
M a n a g e m e n t - M2 0a n a g e m e n t - 4 ( S h u v r a ) R e g io n - 4 1 R e g io n - 2R5e g io n 7 R e g i o n - 2R6 e c o m m e n d a t i
(M ah m u d u l H a sa n ) C e n t e r2-3 cu s to m e r
( M a h b u b u l K a b( Niris
) h at R ah m an ) ( S h a h id ) ( J u b e r ) ( H im e l ) ( F a r h a d ) ( H e la l) o n (T B D ) ( Z a b id ) (T B D )
C C : W e lc o m e
CMD: CMD: CMD: CMD: CMD: CMD: C a llin g
C C S: CCS: CMC CMC CMC CMC CMC CMC
CCS:
A c t iv a t i o n A c t iv a t io n A c t i v a t io n C C : M a in t e n a n c e
CMD: CMD: CMD: CMD: CMD: CMD: C a ll in g
C C S: CCS: W IC W IC W IC W IC W IC W IC
CCS: C C : R e te n tio n
C o l le c t i o n C o lle c t i o n C o lle c t io n C a llin g
CMD: CMD: CMD: CMD: CMD: CMD:
GPSD GPSD GPSD GPSD GPSD GPSD
CCS: C C S: C CS:
R e la t io n s h ip R e la t io n s h ip
R e la t io n s h ip
M an ag em en t M an ag em en t
M an ag em en t
C C S : C a ll C C S : C a ll C C S : C a ll
C en ter C en ter C e n te r

9
 Figure: Organogram of Customer Management Division

The Image center and the Corporate Customer service are

making the bridge between the customers and company. Besides
Sales division it is the only department who deals customers
directly. Sales department procures the business and these two
units keep the business with the company for long period. Once
relationship is established Image center is doing the business with
the subscribers. It works with the objective to meet all kinds of
queries from customer and provide the optimum solutions. It works
to ensure customers satisfaction and also to motivate the people in
GrameenPhone service.

Other Division’s / Department’s:

Administration Division of GrameenPhone

The term “Administration” is associated with misconceptions and

controversies. Especially in the context of Bangladesh, it
represents a bureaucratic organizational set up with typical
characteristics of red-tape-ism, centralization of power and
authority, favoritism, nepotism and so on. Administration Division
of GrameenPhone is set up with a view to break out from the so-

10
called conventional system of bureaucracy and strives to be
different in all respects.

Administration Division encourages to:

• Develop the leadership quality in such a manner that the

organization can grow like a disciplined family.

• Reward for discipline, hard work and efficiency.

• Maintain a quality, conducive and enjoyable work environment.

• Maintain congenial and healthy interdepartmental relations to

ensure uniformity in objectives.

• Work with an open system approach to ensure effective

communication flow:

Administration Division believes in:

• Team sprit, not individualism.

• Co-operation, not isolation.

• Decentralization, not centralization.

• Harmony not discords.

Organ gram of Administration Division

Director
Administration

Manager Manager Manager

Transport Office Security
11
 Figure: Organ gram of Administration Division

Chapter:3 FINDINGS & ANALYSIS

Human Resources Department of GrameenPhone:Human Resources

(HR) Department, an important part of Administration Division plays very vital
role in the total functioning of GrameenPhone Employee recruitment,
selection, transfer, promotion, training, performance appraisal - all these are
conducted by HR division. The informal structure of HR according to its
functions can be classified into three main categories they are:

• Human Resource Management (HRM)

• Human Resource Development (HRD)

• Human Resource management Information system (HR- MIS)

Organogram of Human Resources Division

12
HR Management
Figure: functions
Organ gram of Human Resources Division

Manpower planning is an important function of HR management section. Two

major activities in this function are:

Planning and forecasting the organizations short-term and long-term human

resource requirements.

Analyzing the jobs in the organization and determining skills and abilities that
are needed.

Manpower planning is a lengthy process involving several steps. It starts from

need assessment and ends with recruitment. At first, all the departments send
their requirement to HRD for their respective divisions after employee need
analysis. After obtaining necessary approval from the management, HRD sets
target, and prepare recruitment planning. According to job specification HR
goes for recruitment.

Recruitment process is as follows-

Recruitment process
 Give advertisement in the daily newspapers
 Receive applications and file them

 Shortlist of the applicants

 Fix date and time of a preliminary interview

13
  Contact with the applicants and inform them about the interview over
telephone or letter

 Fix further date and time for final interview if it is required and inform the
interviewee accordingly

 To prepare appointment letter for the finally selected interviewee

 Give appointment to the person with a detail job description

Immediately after the recruitment separate employee file is opened

comprising all the relevant information of the particular employee. This
personal file is prepared, maintained and updated by HRD. In fact one of the
main responsibilities of HRD is updating of all the personal file of the
employee.

Performance appraisal is another main function of HR Management.

Performance appraisal is any personnel decision that influences the status of
the employee regarding his confirmation, increment, promotion, and transfer.

GP performance appraisal takes place in two stages-

• On completion of probation

• On completion of one year of service.

Performance of an employee takes place by following some steps-

a) Job analysis

b) Set up performance standard and

c) Appraisal interview.

Leave management: Leave management is an important function HRD. HR

has opened a leave management database to obtain current leave status of
all the employees of GrameenPhone. It provides employees about their leave
status when it is necessary.

HR Management also deals with some personnel functions like show cause,
termination, Dismissal, discharge, and resignation. It also issues circular as &

14
when required, conduct department inquiry, and all other functions related to
HR.

Human Resources Development of GrameenPhone

An organization’s performance and resulting productivity are directly

proportional to the quantity and quality of its human resources. While
employee performance must be evaluated in economic terms of efficiency and
effectiveness, it can be best achieved through recognizing and enhancing the
human dignity of each employee. The quality of the human resources can be
effectively increased through education, training, and personal development.

Human Resources Development functions aim to increase the quality of the

human resources especially through training.

GP training involves the following steps-

• Assessing training needs

• Selection of the participants

• Conduct training programs.

Different training programs of GP

GP Provides both local and overseas training on the basis of the need
analysis of the employee.

Local training

Inside GP

Induction/Orientation training Program falls under inside GP training category.

After joining, it is the responsibility of the HR to conduct induction/orientation
training to the newly recruited personnel to provide a general introduction of
the company. To prepare training plan, participant’s list, and training schedule
for induction training - HR department does all. Inside GP training will cover
Management training and Department training in near future.

Outside GP

15
Out side GP training means to take part in training programs offered by
different training institutions/universities on different subjects.

Overseas training

After need assessment employees who need overseas training are sent
abroad for overseas training. Expenses of overseas training are generally
borne by GP. The particular employee who has been selected for training has
to sign a surety bond for specific period of time for overseas training.

Besides the above mentioned works, some routine functions

of HRD are:

• Prepare, maintain and update training related database.

• Prepare career development plan

• Prepare induction training manual/modules

• Evaluate training program

• Make agreement between GP & employees for overseas training

• To communicate with different local training institutions

• To communicate with trainers/instructors.

HR Management Information System of GrameenPhone

HR-MIS Functions involve-

• To maintain & update employee database

• Maintain employee related different statistics

• Any other works which requires updating employee data.

16
Though job has been classified and assigned according to the nature of the
functions of HR Department, the job is accomplished and the responsibility is
carried out co-operatively. HRD plays a very crucial role in the functioning of
GP. This is a very flexible and open department, as it always has to gather
and store current and exact data and information regarding the employee and
the organization.

Mail/Internet of GrameenPhone

All the GP Officials have their own E-mail address, which helps in easy

communication and easy data transfer. IS handles all mail and Internet

related issues and problems.

PABX system of GrameenPhone

All the desk telephones are connected to the PABX system which helps in

connecting GP officials which is managed by the IS.

Information

This is a department responsible for information flow both within and outside

the organization.

GRIP

17
GRIP represents for- GrameenPhone Railway Integration project. This is a

special project to integrate the telecom department of railway (BRTS) and

GrameenPhone.

Regulatory & Legal

This division is responsible for looking after the regulatory obligation and legal

finding of the Company.

GrameenPhone Ltd. Organ gram

18
 Figure: Orgaogram of
GrameenPhone.

Major Products and Service

GrameenPhone introduced a number of new products and services in the

market during the year 2004. At the same time, a number of premium value-
added services were launched while the GP distribution system around the
country was further stronger.

GP launched two new post-paid bundled products named “Anytime450” and

“Anytime300” in April, the first such product to be introduced in the local
market. In May 2004, the Anytime500 product was replaced by the new
Anytime500 product with a monthly bundle fee of BDT 1500 and 500 minutes
of free talk time.

Moreover, the “Friends and Family” option of GP regular users and a pre-paid
product with a reduce tariff from the third minute onward was also introduced
in 2003. The My Time option for pre-paid customer, with reduce tariff in
specific time slots, was also introduced in August 2004.

Premium SMS products like ring tone and logo download was also introduced
for the first time in the country. The ‘SMS to e-mail’ and the ‘e-mail to SMS’
service was launched in September 2004 while the inter-operator SMS
service with CITYCELL, AKTEL and BANGLALINK was also started.

19
Recruitment and Selection
Definition of Recruitment and Selection

A management vacancy is often seen as an interruption to the status quo.

However, the vacancy should be seen as a business opportunity because it
gives the organisation the opportunity to appoint someone who will make a
real difference to its success. For this reason, Cordel Gowan believes that
'selection' is a strategic operation not a tactical one. Appointing the 'right'
person is important but making sure that you don't appoint the 'wrong' person
is critical.

There are three distinct aspects to any recruitment and selection exercise:

Role Need and Definition

The critical part of any recruitment exercise is not finding 'good' candidates
but the part that starts the project off; namely the detailed understanding of
the role itself and identification of the experiential, inter-personal and
behavioural requirements for success. Where appropriate, we gain inputs
from stakeholders and customers and examine the actions of competitors to
ensure that the right person is being sought. Only by doing all this can any
real definition of 'good' be produced.

Recruitment

From this initial analysis, we determine the most appropriate sourcing

methods and wherever possible, we will use a broad, multi-channel sourcing
approach in order to attract motivated, high calibre candidates specifically for
your business and role. We have no in-built preference for any one sourcing
method but will give you completely impartial and accurate advice.

Selection

20
Our approach to 'Selection' is also different in that, whilst making sure that the
experiential fit is close, we evaluate in depth the broader capability fit of all those on
the shortlist and then use that evaluation to carry out detailed reference checking by
telephone. In this way we can increase the probability of your appointing the right
person – right for the role and right for the company.

Recruitment and Selection Policy

Recruiting and selecting the right people is of paramount importance to the

continued success of GrameenPhone. This Recruitment and Selection Policy
sets out how to ensure, as far as possible, that the best people are recruited
on merit and that the recruitment process is free from bias and discrimination.

New Jobs and Job Vacancies

 The occurrence of a vacancy is an opportunity to review the necessity

for the post and its duties, responsibilities and grade.
 Where the duties of a post have changed significantly the Head of
Department must seek confirmation from the Human Resources
Consultancy team of the appropriate grade for the post, ideally before
financial approval is sought.
 When a vacancy arises, consideration must be given to staff whose
posts are being made redundant and for whom redeployment is being
sought. Details of employees seeking redeployment can be found on
the Redeployment Database. Recruiting managers must view this
database and give consideration where appropriate prior to an
advertisement being placed. Recruiting a redeployee can reduce both
the time and the cost incurred in filling a vacancy.

Job Description (details of the role):A job description is a key document in

the recruitment process, and must be finalised prior to taking any other steps
in the process. It should clearly and accurately set out the duties and
responsibilities of the job and must include:

• the job title (which must be sex and age neutral)

21
 • the location of the job i.e. department/faculty/division/research group
• grade of the post
• the post to whom the postholder is responsible
• any posts reporting to the postholder
• main purpose of the job
• main duties and responsibilities

Items that should be included in job descriptions are:

• A note that indicates that, as duties and responsibilities change, the job
description will be reviewed and amended in consultation with the
postholder

• An indication that the postholder will carry out any other duties as are

within the scope, spirit and purpose of the job as requested by the line

manager or Head of Department/Division

• A statement that the postholder will actively follow GrameenPhone

policies including Equal Opportunities policies

• An indication that the postholder will maintain an awareness and

observation of Fire and Health & Safety Regulations.

Recruitment and Selection Practices of GrameenPhone:

Be a proud member of GrameenPhone Family!!

GrameenPhone Ltd. is the leading mobile communication company in

Bangladesh; providing value added products and services to bring quality in
life. GP is the pioneer to bring in modern telecommunication technology and

22
introducing state of the art product and services in the telecom industry in the
country. Our key principles encompass a passion for our subscribers; valuing
ideas and encouraging initiatives; emphasizing mutual trust and respect;
promoting team work and building partnership towards success. If you share
similar values and have the passion for a rewarding career in line with our
rapid growth then we are the right organization to work together towards
excellence. GrameenPhone is an equal opportunity employer offering
competitive remuneration, attractive employee benefit and friendly working
environment.

Recruitment process is as follows-

Recruitment process
 Give advertisement in the daily newspapers
 Receive applications and file them

 Shortlist of the applicants

 Fix date and time of a preliminary interview

 Contact with the applicants and inform them about the

interview over telephone or letter

 Fix further date and time for final interview if it is required

and inform the interviewee accordingly

 To prepare appointment letter for the finally selected

interviewee

 Give appointment to the person with a detail job description

Performance Appraisal System

23
Big organizations do not follow bookish method exactly. It is natural as
different environment needs different method. So do “Grameen Phone”. They
customized their appraisal method according to their needs. So, we cannot
just say they use “Graphic Rating Scale Method” or “Alternation Ranking
Method” or any other that has been given in the book. To have some ideas
about their appraisal system, we add a sample of “Performance Appraisal
Report” of their “Human Capital Management Division” with this report.

Interval Between Appraisals

They have a plan to conduct their appraisal after every two months. But
usually it takes two and a half months to three months. At the end of a year, in
an average, they conduct 4 to 5 appraisals.

Who conduct it?

Usually the supervisors conduct the appraisal and report to the administration.
But for the top level management, it has been conducted centrally.

Important issues to evaluate

The very first thing they consider is cheating tendency. If they find anyone
who has cheating tendency, without considering other things, they fire that
employee.
Next they give importance to the motivation level or effort of the employees. If
they find an employee with enough motivation but less efficiency, they give
him/her whatever support s/he needs.
Then they consider performance level with predetermined performance level.
Finally, they consider other issues like attitude problem, peer relationship etc.

Feedback
The supervisors directly give feedback to their employees whether it is good
or bad. They tell their (employees) lacking straight to them. If they find any
inefficiency, they give necessary training to that particular employee and
enough time to improve.
But in case of promotion as feedback of better performance, they give it once
a year. One thing to mention, usually they maintain seniority to give
promotion.

Hidden Appraisal

24
They also do hidden appraisal by their supervisors and intelligence
department. This hidden appraisal is more important than visualized manual
appraisal.

Miscellaneous
They also take interview for appraisal.
They have some automated system like entry and exit time into and from of
the office, log in and log out time into and from their assigned software. This
information is automatically included into their appraisal record.
Employees also get the chance to comment on their supervisors. They have a
complaints box and anyone can drop any written complaint about anyone into
that box. The mid/top level management seriously takes every complaint
under consideration.

Training & Development:

Definition of Training and Development:

Training

Training is a learning experience in that it seeks a relatively permanent

change in an individual that will improve his or her ability to perform on the
job. We typically say training can involve the changing of skills, knowledge,
attitude or social behavior. It may mean changing what employees know, how
they work, their attitude toward their work, or their interaction with their co-
workers or their supervisor. The process can be define as-
1. The process or routine of one who trains.
2. The state of being trained.

Typical Reasons for Employee Training and Development

Training and development can be initiated for a variety of reasons for an
employee or group of employees

• When a performance appraisal indicates performance improvement is

needed
• To "benchmark" the status of improvement so far in a performance
improvement effort

25
 • As part of an overall professional development program
• As part of succession planning to help an employee be eligible for a
planned change in role in the organization
• To "pilot", or test, the operation of a new performance management
system
• To train about a specific topic

Typical Topics of Employee Training

1. Communications: The increasing diversity of today's workforce brings

a wide variety of languages and customs.
2. Computer skills: Computer skills are becoming a necessity for
conducting administrative and office tasks.
3. Customer service: Increased competition in today's global
marketplace makes it critical that employees understand and meet the
needs of customers.
4. Diversity: Diversity training usually includes explanation about how
people have different perspectives and views, and includes techniques
to value diversity
5. Ethics: Today's society has increasing expectations about corporate
social responsibility. Also, today's diverse workforce brings a wide
variety of values and morals to the workplace.
6. Human relations: The increased stresses of today's workplace can
include misunderstandings and conflict. Training can people to get
along in the workplace.
7. Quality initiatives: Initiatives such as Total Quality Management,
Quality Circles, benchmarking, etc., require basic training about quality
concepts, guidelines and standards for quality, etc.
8. Safety: Safety training is critical where working with heavy equipment,
hazardous chemicals, repetitive activities, etc., but can also be useful
with practical advice for avoiding assaults, etc.
9. Sexual harassment: Sexual harassment training usually includes
careful description of the organization's policies about sexual
harassment, especially about what are inappropriate behaviors.

26
General Benefits from Employee Training and Development
There are numerous sources of online information about training and
development. Several of these sites (they're listed later on in this library)
suggest reasons for supervisors to conduct training among employees. These
reasons include:

• Increased job satisfaction and morale among employees

• Increased employee motivation
• Increased efficiencies in processes, resulting in financial gain
• Increased capacity to adopt new technologies and methods
• Increased innovation in strategies and products
• Reduced employee turnover
• Enhanced company image, e.g., conducting ethics training (not a good
reason for ethics training!)
• Risk management, e.g., training about sexual harassment, diversity
training

Training and Development Strategies of GrameenPhone

An organization’s performance and resulting productivity are directly

proportional to the quantity and quality of its human resources. While
employee performance must be evaluated in economic terms of efficiency and
effectiveness, it can be best achieved through recognizing and enhancing the
human dignity of each employee. The quality of the human resources can be
effectively increased through education, training, and personal development.

Human Resources Development functions aim to increase the quality of the

human resources especially through training.

GP training involves the following steps-

• Assessing training needs

• Selection of the participants

• Conduct training programs.

Different training programs of GP

27
GP Provides both local and overseas training on the basis of the need
analysis of the employee.

Local training

Inside GP

Induction/Orientation training Program falls under inside GP training category.

After joining, it is the responsibility of the HR to conduct induction/orientation
training to the newly recruited personnel to provide a general introduction of
the company. To prepare training plan, participant’s list, and training schedule
for induction training - HR department does all. Inside GP training will cover
Management training and Department training in near future.

Outside GP

Out side GP training means to take part in training programs offered by

different training institutions/universities on different subjects.

Overseas training

After need assessment employees who need overseas training are sent
abroad for overseas training. Expenses of overseas training are generally
borne by GP. The particular employee who has been selected for training has
to sign a surety bond for specific period of time for overseas training.

Besides the above mentioned works, some routine functions

of HRD are:

• Prepare, maintain and update training related database.

• Prepare career development plan

• Prepare induction training manual/modules

• Evaluate training program

• Make agreement between GP & employees for overseas training

• To communicate with different local training institutions

• To communicate with trainers/instructors

28
Definition of Compensation and Strategic Compensation:
Compensation

An organization exists to accomplish specific goals and objectives. The

individual hired by the organization have their own needs. One is for money,
which enables them to purchase a wide variety of goods and services
available in the market place. Hence, there is a basis for an exchange. The
employee offers specific behavior desired by the organization to meet its
goals and objectives in return for money, goods and services. Taken together,
the money, goods or services the employer provides employees constitutes
the employers compensation system. Compensation can be define as-

• pay given in recompense for work performed

• money paid by an employer on the order of an employment
tribunal to an employee who has been unfairly dismissed
• The act or principle of compensate|compensating.
• That which constitutes, or is regarded as, an equivalent; that
which makes good the lack or variation of something else; that
which compensates for loss or privation; amends; remuneration;
recompense.
• The extinction of debts of which two persons are reciprocally
debtors by the credits of which they are reciprocally creditors;
the payment of a debt by a credit of equal amount; a set-off.
• A recompense or reward for some loss or service.
• An equivalent stipulated for in contracts for the sale of real
estate, in which it is customary to provide that errors in
description, etc., shall not avoid, but shall be the subject of
compensation.
• The relationship between air temperature outside a building and
a calculated target temperature for provision of air or water to
contained rooms or spaces for the purpose of efficient heating.
In building control systems the compensation curve is defined to
a compensator for this purpose.

29
 Chapter: 4 RECOMMENDATIONS AND CONCLUSION
GrameenPhone still has a positive image in the Mobile market. Due to its various
innovative products and wide market coverage, strong network, at cheap rate with
various service centers and its value added services, it can be considered as the
market leader in the telecommunication industry and its competitors are far behind.
The process (Pre-Paid System) has the huge market demand. The people, process
and physical evidence of its services, builds the image and demand of
GrameenPhone. By people it is meant the employees who interact with the
customers directly, and the company’s customers. Gaps in physical evidence occurs
when customer’s have problems with their SIM (lost SIM, blocked, card error etc),
handset, or any other problem regarding connection that takes place due to the
customer’s own fault. As subscriber’s has to pay for any replacement, they feel these
hassles and costs could have been avoided if GrameenPhone wished. GP could
have avoid these problems through training their customers on the proper use of
handling phones, training on handsets and also informing them about the rules and
regulations of the company individually as a part of value added service.
Appropriateness of technology in the context of a poor economy is not an issue, the
appropriateness of institutions is. Institutions need to be developed that can deliver
the technology to the common people so that they themselves can harness its power.
Just as aspirin lowers fevers in both adults and children but children need syrups
while adults can handle tablets, special delivery mechanisms may need to be
developed for growing needs of the technology. GrameenPhone has not created any
new technology, but it has established a new way, compatible with economic and
social circumstances in rural Bangladesh, to provide access to telephones for the
rural people in Bangladesh.
Country like Bangladesh, where people have dreams, not the ability. Besides, the
real truth “whether technology drive strategy or strategy drive technology” – is a
challenge for the organization in the dynamic world. So, a big question mark is still
there, between the GrameenPhone and user group. – How much to provide, what

30
should be the ideal limit, what should be the charge, are they liable to change, viable
to operate in the locality, are the people really want those extra? Therefore, GP will
go for the user to solve or consider it as mission impossible!!

Prefatory Parts

Title fly

Title Page

Letter of Transmittal

Content

Executive Summary
“Grameen Phone” is a renowned multinational company of this
country. Unlike other multinational companies, they also conduct
performance appraisal to evaluate their employees.

“Grameen Phone” has six to seven divisions like Account Division,

Marketing Division, and Finance Division etc. For each division, they
follow different appraisal system.

They do not follow any particular bookish appraisal system to

evaluate rather then their own developed system.

Usually the supervisors conduct appraisal after ever two months. To

evaluate they give importance on issues like cheating tendency,
motivation level, performance level, attitude, peer relationship etc.
According to the performance level they provide feedback and
training or compensation as necessary.

They also have hidden appraisal system which is important than

visualized appraisal.

31
Overall, “Grameen Phone” has a very sophisticated appraisal
system.

32