Organizational Structure:

Human Resource Dept.

Finance Department Customer Services

Marketing Department Information Department

Admin & Security

1.2.4 Management Style:

The organization sets their goals at the top level of Management in

the annual general meeting and then breaks them down in to sub-goals
for each level of Organization i.e., Traditional Goal setting technique is
followed by organization.

1.2.5 Organizational Environment:

The environment of the organization is very stable and portray a

professional image at first glance. The management is capable enough
to handle the situations which arise due to internal and the external

1
factors e.g., Political setup of the country, Government interventions,
competitor threats, Economic stability of the country etc.

1.2.6 Organizational Values:

•Trust and Integrity.

•Respect for people.
•Responsible corporate citizen.
•Passion for business excellence.

1.2.7
Hierarchy Of Organization:

President and CEO

Zouhair Abdul Khaliq

Chief Finance Officer

Ehab Rochdy

Chief Information Officer

Tariq Rashid

Chief Technical Officer

Marwan Hayek

Vice President Administration & Human Resources

Ali Raza Mehdi

2
 Chief Officer Government & Regulatory Affairs
Brig. F. R. Adhami

Vice President Sales

Irfan Akram

Vice President Marketing

Bilal Munir Sheikh

Vice President Strategic Planning, Business Development

Naeem Zamindar

Vice President Customer Services

Mustafa Peracha

1.3 HR Introduction:

At Mobilink, their belief is that "their people are their greatest asset.
They take great pride in acknowledging the contribution each one of
them make" they focus on People Development and for that they
ensure:

 Staff Mobilink with world class Professionals and ensure that

the right systems are in place to encourage them to develop to
their full potential.
 Create a collaborative and mutually supportive work environment
that encourages people to grow.
 Build a team of professionals who deliver expertise by
participating in business decisions.
 Develop Performance Management and reward systems
underlying our Business strategy.

3
1.4 HR Objectives:

• To look out for the well being of all employees of the company.
• Provide leadership and direction to employees of the company.
• Career Development planning for all employees of the company.
• Ensure thorough training of nationwide employees.
• To provide individual employees with orientation on the company
at the time of joining.
• To provide employees with solutions to their problems.
• Maintaining data records of all employees of Mobilink (Human
Resources information System).
• To evaluate and retain those employees who are assets to the
company.

HR Policies:

• Friendly, conversant, flexible and congruent with business

environment.
• Policies are legally compliant with clearly expressed processes
for timely revisions and a framework in place to foster employee
adherence.

2. HR Practices.

2.1 HR Planning:
HR planning’s purpose is to determine what HRM requirements exist

for current & future supplies & demands of workers. The organization

ensures that they have the right number and kinds of people at the

right place; this is task is accomplished by regular recruitment and

4
selection, performance evaluation, Promotions, Regular Training and

development programs.

 Human resource planning is designed to ensure the future

personnel needs will be constantly and appropriately met.

 The process by which managers ensure that they have the right
number and kinds of people in the right places, and at the right
times, who are capable of effectively and efficiently performing
assigned tasks.

 It is accomplished through analysis of

 Internal factors : Current and expected skill needs, vacancies

and departmental expansions and reductions.
 Environmental factors: Labor markets, use of computers to build
and maintain information about employees

 Human resource planning must be integrated within the

organizations strategic plans

 Senior management must emphasize the importance of human

resource planning

 Human resource planning must be based on the most accurate

information available.

 A clear plan must be developed with associated time-spans and

scope of activity.

2.1.1Current Assessment:

5
 • Job analysis
Defines jobs and the behaviors to perform them .
• Job description
A written statement of what a job holder does, how its done and
why it is done.
• Job specification
A statement of the minimum qualifications that a person must
possess to perform a given job successfully.

 Meeting Future Human Resource Needs.

2.1.2 Planning Procedures Of Mobilink GSM

 At Mobilink, our belief is that "Our people are our greatest

asset”. We take great pride in acknowledging the contribution
each one of us makes.

 We focus on People Development and for that we ensure:

• Staff Mobilink with world class Professionals and ensure that

the right systems are in place to encourage them to develop to
their full potential.
• Create a collaborative and mutually supportive work environment
that encourages people to grow.
• Build a team of professionals who deliver expertise by
participating in business decisions.
• Develop Performance Management and reward systems
underlying our Business strategy.
• We aim at making Mobilink a great place to work

HR Functions of Mobilink:

6
 Recruitment
& Selection

Training Career
& Development
Development
Human
Resource
Dept.

Compensatio Performance
n & Benefits Appraisal

2.2 Job Analysis

2.2.1 When to Analyse Job (Mobilink way to conduct)

THEY WILL CONDUCT JOB ANALYSIS IN TWO WAYS

1. OBSERVATION
2. INTERVIEWS

OBSERVATION
The information will be collecting by observing employees through
cameras so there behavior would not differ while working.

This observation phase will be implemented on the operative employees

who are performing their duties in the production areas.

7
INTERVIEWS
The other phase will be interviewing the employees like managers
which is form first line managers and top managers.

2.2.2 When to Analysis Job

1. Job analysis should be done after two years.

2. When new jobs will be created.
3. When there is no advance in any job analysis which is vacant.
4. When new technologies will be introduced in the company.

2.3 Recruitment:

Recruitment

 The development of a pool of job candidates in accordance with a

human resource plan
 It is the process of locating, identifying, and attracting capable
applicants.

Derecruitment

 Techniques for reducing the labor supply within an organization.

e.g. firing ,layoffs, transfers, retirements.

2.3 Recruitment….(continued)

8
  Job description :
A written description of a non-management job, covering title, duties
and responsibilities and including its location on the organization chart.
 Position description:
A written description of a management position.
 Hiring specification:
It defines the education, experience and skills an individual must have
in order to perform effectively in the position he/she is applying

Mobilink employs both formal and informal ways of recruitment. All

candidates drop their CV’s at call centers, they are then short listed
and called. So those candidates then report at the Mobilink call center
from where they are sent to the Human Resource Department for
further interviews. But recently Mobilink devised a new way of
recruitment i.e. Online Applications. They give Ads in leading
newspaper and use some other mass media communication channels and
then receive applications and CV’s online. In this way huge paper work
is reduced and recruitment process is improved in terms of efficiency
and convenience with the use of technology.

2.3.1 Sources of Recruitment

Mobilink uses both Internal and External Recruitment. In Internal

recruitment they ask for employee referrals. Any employee can refer
any competent and potential person and if the referred person comes
up to their expectations and hired, then the one who referred is given
with a bonus of Rs.3000 as an incentive.

But Nepotism doesn’t exist, which means only one person can apply
from one family. No employee references for his or her family
members (brother, sister or cousins) are accepted.

9
In External environment the company’s corporate Image matters a lot
in a way that not only new candidates are attracted but also people
who become a part of it rarely leave it, and even if they resign then
hardly join other firms like U-Fone, Paktel etc as they are highly
influenced by Mobilink.

 Labor market:

Easy to recruit in large labor markets.

 The type or level of the position:

The more specialized the position the more recruitment efforts .

 The size of the organization:

The larger the organization the easier it is to recruit.

2.3.2 Process of Recruitment

• Steps in the Recruitment process:

• Internal Search
• Advertisement of a job vacancy.
• Web based advertising.
• Preliminary contact with potential job candidates.
• Initial screening to create a pool of qualified
applicants.

• Methods of Recruitment process:

• External Recruitment
• Internal Recruitment

Internal Recruitment:

10
  Internal candidates has to be a confirm employees of Mobilink of
who have completed a one year of service in their existing
designation.
 Selected candidates are required to join the new job/position
after getting clearance from supervisor and will be on probation
for a period of three months.

Mobilink usually prefers “Job Posting” in which employees from with

in the organization are preferred but if the organization feels that
the employee is not competent enough then they go for external
methods.

External Recruitment:

• No candidate under age of eighteen can apply for the job

• Candidates can’t apply for the job if their blood relations

work in PMCL-Mobilink.
• Heads are responsible for hiring procedures

• Human resources jointly with the department heads decide

the salary range
• Minimum qualification must be a bachelor degree. Candidate
are required to successfully complete any job related
selection test given to them.
• Candidates are required to successfully complete any job
related selection test given to them.

Mobilink usually prefers advertising through newspapers for their

recruitment purposes. They give an open invitation to everyone to
apply, so people who are interested come and if they are capable
enough they are hired. They don’t prefer any specific universities or
colleges to get the applicants, what matters are the potential talent
and caliber of the person and his commitment to work.

11
2.3.3 General Conditions for Recruitment in MOBILINK GSM

Recruitment is done through human resources Department.

An Applicant’s knowledge, skill and aptitude should relate to the

position, Education, Experience, Intelligence test,
Interviews, References, Medical test.

Initially applicants may submit a hand written/typed application along

with a legal bio-data and 2 passport sized photograph to HR
department

They are required to fill the standard application from the Company
Application.

2.3.4 Strategies for Recruitment

The recruitment process is likewise the same but minutely varies in
the organization depending upon the ranks. In recruitment Mobilink
keeps certain things in front e.g.

 What the person was getting (in terms of salary) prior to

Mobilink’s Job.

 Whether the person is polished enough to adjust in their

environment.

 Whether he or she has the required technical skills or the

required qualification for that specific job.

In Mobilink they surely see qualifications but they prefer a person

with required skills, aptitudes, experience and capabilities.

Mobilink places a great stress on 3 G’s in a person’s professional life

that is:

12
“GROW, GROOM & GO”

They say that first of all a person should “GROW” in an organization,

he or she should get enough time and promotions to reach or achieve a
respectable and influential position, then a person should “GROOM”
himself by developing his skills, knowledge and expertise and
recognition in his particular field, and then he should “GO” to a better
position with a much better salary package and rank.
Mobilink doesn’t hire people on annual or seasonal basis. Their
recruitment process is working all the time, and depending upon the
requirements and positions whenever there is a vacancy they go for
recruitments.

2.3.5 Alternatives to Recruitment

In Mobilink employees are also hired on AdHoc basis. Basically they

hire an Outsource firm, which does outsourcing for them. This method
is adopted to lower the burden of recruitment on Human Resource
Department of Mobilink.

These Employees work for 90 Days like in Probationary Period. And

after 90 days they are confirmed or fired depending upon their
performance. Employees hired on Adhoc basis remain the employees of
the outsourcing firm and their pay cheques are also delivered to these
firms.

2.4 Selection:

 The process of assessing candidates and appointing a post holder

to ensure that the most appropriate candidates are hired.

 The scheme used for optimally staffing the organization

13
In Mobilink selection Criteria is based on numerous factors such as
education, health, background and previous experience.

2.4.1 Selection process:

1. The Application:

This step indicates the employee desire position and this application
provides information useful for interviews.

The employment application is candidate’s first chance to present his

qualifications to the Organization. As such, it is extremely critical for
his/her continued participation in the examination process. Before
beginning, one has to review thoroughly what the Job Announcement
specifies as the requirements to qualify for the position. Candidate
must meet these criteria to be considered for the position; ensure
that, otherwise candidate will be wasting his effort in completing the
application. Most entries on the form are self-explanatory, but a few
pointers on filling it out may help:

• The easiest way to fill out the application for Mobilink is to

complete it on-line using either the PDF or Word version. You
can print and mail or fax it. Or, using the Word version, you can
save it as a file and e-mail it to hrdept@mobilinkgsm.net
remember to complete and send response to the Supplemental
Questionnaire, if required.
• If you choose to fill it out manually, ensure it is legible. Print
clearly in ink or use a typewriter.
• Be accurate and honest. Falsification can lead to disqualification
or dismissal.

14
 • Be thorough when discussing experience. Convey experiences
most directly related to the particular position, including
volunteer work.
• Resumes may be attached, but will not substitute for application
entries (unless specified in the Job Announcement). The
application form

provides a standard format necessary for consistent review of

applications.

• Applications must be received no later than the Final Filing Date

specified on the Job Announcement. Postmarks are normally not
accepted, so allow for mail delivery time.
• If you need more space to discuss your qualifications, you can
attach additional sheets, provided they are similar in format to
the original application form.

2. Written Exams:

Written exams are usually obtained from one of several test

construction firms available to them. These tests are designed to
determine level of technical and/or analytical abilities associated with
the particular position for which candidate had applied. Questions are
usually of multiple choices, OMR (Optical Markup Readers) are used
for scoring answer sheets.

Test results are sent by mail, usually within 5 working days. If receive
a passing score candidate will be invited to continue in the examination
process.

15
3. Performance Exams:

Performance exams test ability to accomplish specific job-related

tasks by providing the opportunity to actually perform them. These
tests are scheduled through the Human Resources Department office,
with notification in writing of the date, time, location and duration of
the test. Instructions will be given on the tasks to be completed and
then asked to complete them. Individuals with considerable relevant
experience will conduct the evaluations. Safety, quality of work,
adaptability, performance under stress, etc. are evaluated.

4. Specialized Testing

Some positions will require specialized testing, such as technical skills,

agility and communication skills etc. These tests are scheduled just as
like other tests.

16
Interviews:

It is most common method in which selection committee evaluates a

candidate’s abilities by following methods:

Types of Interviews:

Testing:

To measure the job and learning skills of the candidate.

Initial Screening:

A type of interview in which questions are asked about experience

of the candidate and his salary expectations

Panel and Serial interviews.

To evaluate a candidate for the job.

In Depth Selection Interviews:

These interviews are conducted by the manager to whom the

applicant will report.

The objective of this step is to find out more about applicant as an

individual.

3. Background Checks:

Selection committee confirm the truthfulness of application

Résumé or of the application form.

The previous supervisor of the applicant is called to confirm this

information and to get his career highlights.

4. Physical Examination:

It is conducted to ensure the physical fitness of applicant.

17
5. Job Offer:

 Welcome
 Position / title
 Authority, duties and responsibilities
 Starting date, normal work hours
 Starting salary
 Benefit package
 Other - probationary period, travel, etc.

In brief:

The first step is the completion of the employment application; a

résumé with a employment/salary history may be substituted for
selected positions. The job announcement will clearly state if a résumé
will be an acceptable substitute. In either case, this is initial
opportunity to provide information on your qualifications as they relate
to the position for which you are applying. Completed applications are
initially screened to determine whether an applicant meets the
minimum qualifications for the position as outlined in the Job
Announcement. Applications of those applicants determined as meeting
the minimum qualifications are then reviewed by a Human Resources
Analyst and a subject matter expert to determine who is to be invited
to continue in the examination process. A limited number of candidates
whose applications clearly show that among those competing they are
better qualified in terms of relevant training and experience will be
invited to continue in the examination process as outlined in the Job
Announcement under "Application Process."

Depending on the extent of the recruitment, the examination process

may include a written test, performance test(s) or other specialized
tests. These tests are additional selection devices used to determine
qualifications for performing essential job functions; they be
qualifying only or weighted and/or combined with the other tests.
Exams frequently will include a Panel Interview as well as a

18
departmental Selection Interview. Applicants will be notified of the
results of examination in writing. Therefore, it is imperative that
applicants keep HR dept. informed of any change in address in order to
ensure the delivery of notification.
Note: The selection devices vary from job to job.

2.4.2 Validity and Reliability

Validity Reliability

The proven relationshipThe ability of a selection

that exists between adevice to measure the

selection device and somesame thing consistently

relevant job criterion

2.4.3 Selection Criteria of Mobilink GSM

 Information regarding the qualifications and job description is

provided by the company to identify suitable candidates.

 Candidates are supposed to complete the Pre-Employment forms

and then the HRM department conducts the interviews and tests

which are discussed in previous slides.

 There is a restriction by the company that the

Divisional/Department Head and HRM department must agree

before the final selection of the candidate.

19
2.4.4 Following information's are required by Mobilink from the

applicant:

 In case of Non-Payment employees Mobilink signs a contract of 1

year which can be extended to another year.

 After selection the candidate is required to complete a 3 month

long probationary period.

 HRM department prepares and delivers the Employment Letters

to the employee and obtain signature of him on a copy.

 Candidates rejected or kept on file are sent regret letters.

 Hiring Committee

Mobilink’s Hiring Committee constitutes following members for

hiring on all the levels:

• Respective Department Head

• Head Of Human Resources

• President

• Appointment Letters:

• Mobilink’s appointment letters for successful candidates spells

out the terms and conditions of the employment and benefits

applicable to the position.

• At the time of confirmation the concerned department is send

the feedback for confirmation.

20
 2.4.5 Orientation

 Introduction of a new employee to his/her job and the

organization.

 A program designed to help employees fit smoothly into an

organization; also called socialization.

 Orientation or socialization is designed to provide new

employees with the information needed to function comfortably

and effectively in the organization.

 It conveys three types of information:

1. General information about daily work routine.

2. Review of organization’s history, purpose operations, and

products or services and contribution of employee’s job to the

organization’s needs.

3. Presentation of organization’s policies, work rules and employee

benefit.

2.4.5.1 Types of Orientation

 Two types of orientation:

1. Work unit orientation:

21
Familiarizes employee with goals of work unit, contribution to the

unit’s goals, and introduction to co-workers.

2. Organization orientation:

Informs employee about the organization’s objectives, history,

philosophy procedures and rules human resource policies and
benefits.Tour of organization’s work facilities.

2.4.5.2 Orientation of new employees in Mobilink GSM

 Objective is to inform all new employees with the basic

structure and rules of Mobilink.

 Human resource Department is responsible for orientation.

 Orientation CD regarding PMCL, Organizational charts.

 With the first week of the employment employee go through

Department orientation .

 Within 30 days of employment all new employees attend a formal

orientation program which includes

22
 1. Nature of business

2. History-philosophy and structure of company

3. Structure chain command within the company

4. Company benefit plans

5. Layout and facilities offered by the company .

2.5 Training & Development:

2.5.1 Training Programs

 A process designed to maintain or improve current job

performance.

 Most training is directed at upgrading and improving an

employee’s abilities or skills

2.5.2 Developmental Programs

 A process designed to develop skills necessary for future work

activities.

Why Training and Developmental Program?

 To improve three types of skills

1) Technical skills
2) Interpersonal skills
3) Problem solving skills

23
2.5.3 Types of Skills

 Technical Skills:

“The skills of improving basic skills like the ability to read , write and
doing math computations as well as job specific competences”.

 Interpersonal skills:

“This type of training includes learning how to be better listener, how

to communicate ideas more clearly and how to reduce conflicts”.

 Problem solving skills:

“These skills include participating in activities to sharpen logic ,

reasoning and skills at defining problems, being creative in developing
alternatives, analyzing alternatives and selecting solutions”.

2.5.4 Training Methods

1) Most training takes place on the job because this approach is

simple and inexpensive.

2) Some skill training is too complex to learn on the job. in such

cases it should take place outside the work setting.

2.5.5 Training In Mobilink GSM

24
  The purpose of training is to upgrade the capabilities and
efficiency of all those employees and prepare them for more
responsible positions in future.
 Provide employees with greater opportunity to grow and succeed
with in the company.
 To strengthen management and professional teams at all
organizational levels.

 The employees are trained technically and periodically either

locally or abroad according pre-planned programs.
 Training in Mobilink GSM upgrades capabilities of employees,
provides guidance and individual counseling .
 Construct training programs and provide employees a variety of
Job skills, Technical, Clerical and Supervisory and Managerial
courses.
 The human resource department conducts a meeting with
department heads at the end of the training program.
 The purpose of this meting is to focus on the individual discipline
and performance during the training program.
 Then on the basis of their performance they give them advance
jobs.
 They fill every position vacancy with the best qualified person
obtained.
 They prefer their own employees and go outside only when fully
qualified person is not obtainable.
2.5.6On-the-job Training experience
Field Trips

Mobilink provide employees with an opportunity to visit the other

sites. This helps employees gain a better understanding of the full
range of programs and clients that organization serves. Field trips
to other organizations serving a similar clientele or with similar
positions also provide a valuable learning experience. Supervisor
follow up the field trip by having staff explain what they have

25
 learned and how they can apply that learning to their organization.
(Fieldtrips can also be an off-the-job activity.)

Classroom training Courses, seminars, workshops

These are formal training opportunities that Mobilink offer’s to

employees either internally or externally. A trainer, facilitator
and/or subject matter expert are brought into the organization to
provide the training session or an employee are be sent to one of
these learning opportunities during work time.

2.5.7 Employee Development:

2.5.7.1 Individual development plan

At Mobilink individual development plan is prepared by the employee in

partnership with his or her supervisor. It is implemented with the
approval of the employee's supervisor.

Sample of Individual Development Plan

The sections of the IDP form are:

Developmental goals for the coming year

• What do you want to achieve?

Relationship of goals to the organization’s goals

• How will the organization benefit from your development goal?

Knowledge, Skills, Abilities to be developed

• What will you learn?

Developmental activities

26
 • What are the best development activities for the goals that you
have identified?

Resources
• What resources are required for you to engage in the development
activities – time, funds, help form others, and so forth?

Date for Completion

• IDPs are usually written for a one -year period, but some
employees prefer to set short-term (1 year), medium-term (2
years), and long-term (3 years) goals.

Individual Development Form

Name:

Relationship Knowledge,
Developmental of goal to Skills, Resources
Developmental
Goals for the the Abilities
Activity co
Coming year organization’s to be
goals developed
Goal 1:

Goal 2:

27
Goal 3:

__________________________________
______________________
Employee’s Signature Date

_________________________________
______________________
Manager’s Signature Date

2.5.7.2 The individual development planning process:

Step 1 - Self-assessment

The employee identifies his or her skills, abilities, values, strengths

and weaknesses. To conduct a self-assessment:

Step 2 - Assess current position and work environment

The employee does an assessment of the requirement of his or her

position at the present time and how the requirements of the position
in organization may change. To conduct a position assessment:

• Identify the job requirements and performance expectations of

your current position

28
 • Identify the knowledge, skills, and abilities that will enhance
ability to perform current job
• Identify and assess the impact on position of changes taking
place in the work environment such as changes in clients,
programs, services, and technology.

Step- 3

Based on their analysis in Steps 1 and 2, they use Individual

Development Plan form to answer the following questions:

• What goals do you want to achieve in your career?

• Which of these development goals are mutually beneficial to
employee and organization?

Write what you would like to achieve as goals. Select two or three
goals to work on at a time. Set a time frame for accomplishing goals.

Step 4 - Identify development activities

Identify the best ways to achieve development goals.

• What methods should be used?

• What resources should be required?

Step 5 - Put plan in action

Once employee have prepared a draft of your individual development

plan:

• Review plan with supervisor for his or her input and approval.
• Start working on plan.
• Evaluate progress and make adjustments as necessary.
• Celebrate successes!

For employee training and development to be successful, Mobilink do

following things:

29
 • They provide a well-crafted job description- it is the foundation
upon which employee training and development activities are built
• Provide training required by employees to meet the basic
competencies for the job. This is usually the supervisor's
responsibility
• Develop a good understanding of the knowledge, skills, and
abilities that the organization will need in the future. What are
the long-term goals of the organization and what are the
implications of these goals for employee development? Share
this knowledge with staff.
• Look for learning opportunities in every-day activity. Was there
an incident with a client that everyone could learn from? Is
there a new government report with implications for the
organization?
• Explain the employee development process and encourage staff
to develop individual development plans.
• Support staff when they identify learning activities that make
them an asset to the organization both now and in the future

2.6 Performance Management

2.6.1 Performance Appraisal

• A process of systematically evaluating performance and

providing feedback upon which performance adjustments

can be made.

• Performance appraisal should be based on job analysis, job

description, and job specifications.

The jobs are evaluated on yearly basis under 360o method; the

competent employees are rewarded in shape of promotions, bonus,

30
increments and annual holidays and promotion. The results of an

appraisal can be used to identify areas for further development of the

employee.

The organization is also using Thomas profiling which are online

questionnaires, which consist of 20-25 questions about the behavior of

the employee, and then on the basis of these answers personality of

the employee is judged.

When evaluation is made the unsatisfactory performers are given

warning, by law the organization have to give 3 warnings before firing,

the employee during this period are put under six month observation,

if after 6 month evaluation the employees performance is still

unsatisfied they are put under 8 month observation still if the

performance is unsatisfactory they are demoted to previous post. In

periods of observation following steps are followed.

31
 Performance Appraisal Plan

Employee’s Performance
Unsatisfactory
Meet with employee to
communicate measured
assignment.
Consult with Manager &
Personal Operations

Meet frequently with employee to

Review progress & provide
feedback.
Prepare Performance
Evaluation with
Unsatisfactory Rating
At the end of measured
assignment evaluate performance.

Review with your Manager

Satisfied Improved but not Performance

Performance satisfactory Declines

Hold Evaluation session

with Employee
Sustained Demotion Terminate

Slips back to
unsatisfactory
Prepare short term measured
Assignment Performance
Plan

Place on another
Assignment

2.6.2 Graphical rating scale

32
 • A performance appraisal technique in which an employee is rated
on a set of performance factors.
• Advantages of this provide quantitative data , less time
consuming than other methods.
• Disadvantage of this do not provide depth of job behavior
assessed.

2.6.3 Behaviorally anchored rating scales (BARS)

• A performance appraisal technique that appraises an employee
on example of actual job behavior.
• Advantage focus on specific and measurable job behaviors.
• Disadvantage time consuming difficult to develop.

2.6.4 360 degree feedback

• A performance appraisal method that utilizes feedback from

supervisors employees and coworkers.
• Advantage of this is thorough.
• Disadvantage time consuming.

2.6.5 Performance Management (conclusion)

 To be meaningful, an appraisal system must be:

• Reliable — provide consistent results across time.
• Valid — actually measure people on relevant job content.
 Measurement errors can threaten the reliability or validity of
performance appraisals.

2.6.6 Performance Management in Mobilink GSM

 PMCL provide a formal review program to evaluate work

performance and to promote communication and discussion of job
performance w.r.t. past performance at Mobilink

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  Mobilink asses the employee on:
• Leadership.
• Communication skills.
• Team work and Co-operation.
• Problem solving & decision making.
• Initiative and drive.
• Flexibility.
• Customer focus.
 Mobilink asses the employee on:
• Leadership.
• Communication skills.
• Team work and Co-operation.
• Problem solving & decision making.
• Initiative and drive.
• Flexibility.
• Customer focus.

2.6.7 Relative Standards:

In the second general category of appraisal methods, individuals are

compared against other individuals. These methods are called relative
standards rather than absolute measuring devices.

2.6.8 Grouped Ranking:

Under this method the evaluator place employees into a particular

classification, such as “top 20 percent”. Under this method the rater
deals with all employees in their area. The basic advantage of this
method is that it prevents raters from inflating their evaluations so
everyone looks good or from forcing the evaluation so everyone is
rated near the average.

2.6.9 Individual Ranking:

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The individual ranking method requires the evaluator merely to list the
employees in order from highest to lowest. In this process, only one
employee can be rated “best”. If the evaluator is required to appraise
thirty individuals, this method assumes that the difference between
the first and second employee is the same as that between the
twenty-first and the twenty second.

2.6.10 Paired Comparison:

The paired comparison method is calculated by taking the total of

N(N-1)1/2 comparisons. A score is obtained for each employee by
simply counting the number of pairs in which the individual is the
preferred member. It ranks each individual in relationship to all others
on a one-on-one basis.

2.7 Motivation

There are a number of specific steps HR manager will take to bring

about that profitable situation.
Firstly, the HR Department will inform employees of the ultimate goal
of the company to make a good profit. Let employees know how much
profit the company will have to clear to be successful and explain how
the actions of each employee contribute to that profit.

The HR manager will provide career counselling during individual

meetings with employees.

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Also will communicate to employees that you are concerned with their
long-term career goals and that the work they are doing will help them
achieve their goals.

HR MANAGER WILL Request feedback from employees on how they

think the company can provide them with better opportunities for
advancing toward their career goals.

HR manager will encourage employees to take continuing-education

courses and to read books that will help them acquire more skills.

2.7.1 Maximization for Motivation

1. Relate employees' goals to those of the company.

2. Provide direct feedback.
3. Offer career counselling
4. Teach employees what their co-workers do.
5. Involve employees in the business planning for the operation.
6. Get employees' ideas for motivating staff members.
7. Consistently update your motivational techniques.

2.8 Compensation & Benefits:

• Promotion:
Promotion is direct shift only to the next level from the current
grade, the employee’s performance Is evaluated and if his
performance is above average he is given promotion.

• Increments

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 The company decides at the end of the financial year, according to
its financial condition, whether increments should be given or not.
Once the increment is decided, it is effective from January of each
calendar year.

• Free transport
Mobilink provide free transport to local employee.

• Medical facility
Mobilink provide free medical facility to workers depending upon
the position/rank of the employee.

• Free housing:
They give the facility of free accommodation for all level of
employees, again the facility is provided according to the position.

• Subsidized meal:
Subsidized meal at the working hours for all the workers according
to there postion.

• Overtime payment:
Overtime payment is pay for only those workers who are working
more than their working hours mostly overtime payment is given to
low level staff.

3. Analysis of HR Practices.

3.1 Strength

Selection

• The selection criteria of the organization is good.

• They get purified employees.

Recruitment

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 • Poll of candidate increase because of competitive salaries, good

working environment for women

Training and Development

• Train them to make up to the mark.

• Show employees the way how to achieve the goals

Motivation

Reward on working good, life insurance, family medical facility

• Direct financial compensation

• Non direct financial compensation

Maintenance

Save work environment, family medical facility, gratuity

fund & provident fund

3.2 Weaknesses

Recruitment

• Lot of potential candidates does not know about when they open

their positions..

• Doing limited recruitment process like low advertisement, on TV

and news paper.

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Selection

They will prefer to give employment to their relatives and

friends of existing employees (wasted many outside potential
candidates)

Training and Development

• Time period of training and development is short.

• Lack of job instruction training

• Fatigue of training after working hours

Opportunities
• With mobile penetration in Pakistan still below 50%, there
remains huge potential for growth, and especially in rural parts
of the country
• Deployment of 3GPP compliant mobile softswitch in conjunction
with Nokia Siemens should spark movement towards more mobile
data service offers

Threats
• Pakistan is an ultra competitive mobile market with Telenor and
Warid Telecom pushing Ufone for second position – all three
operators are making ground on Mobilink
• Mobilink needs to maintain investment programme, despite fall in
capex in order to hold off rivals.

4. Recommendation.

• Working life balance should be maintained.

• Their should be flexi timings.
• Time period of employee training should be expend.

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 • They have to enhance their recruitment procedure and policies.
• Improve their quality procedure.
• HRM must ensure the quality of customer service.
• Outsourcing should be done by special agency.
• They should invite a pool of candidate without references.
• Recruitment policy should be revising two times in the year.
• They should give prior notice of two months before the
termination.
• They should not cut the bonuses.(compensation policy)

5. Conclusion

Mobilink is an equal opportunity employer who caters to a variety of

needs of their internal and external customers and has a rich tradition
of keeping up to date and informed with the needs of their workforce.
There have been constant efforts on their part to build a team-
oriented environment where the strengths and opportunities can be
nurtured and exploited. Threats and weaknesses are identified and
through systematic development and training are dealt with to
nconvert them into strengths and opportunities. Mobilink is one of the
pioneers in telecom sectors in Pakistan and have proved with time that
a satisfied workforce is one of many ingredients of success.

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