1.

0 Introduction:
This case study is prepared for Mrs.Kaniz Fatama Zaman, the senior lecturer of BBA program, at Northern University of Bangladesh. This report is prepared as a partial requirement of Human Resource policy and Strategy (HRM-3301) course during the summer 2010 and submitted at the same semester.Following the standard procedure and instruction given by the course instructor does this formal report.

1.1 Rationale of the Report:

The main objective of this study is to prepare a report on the specified topic : What HR Policy and strategy (Recruitment & Training) that Grameenphone follows?

1.2 Objectives of the Report:

The specific objectives of this report are as follows: > To evaluate the current HRM Practices of Grameenphone . > To understand the current Recruitment policy of Grameenphone. > To find out the current arrangements of selection of Grameenphone regarding Employees. > To perceive the entire activities they performed to furnish complete satisfaction to the employees. > To determine the Training method for different Department.

1.3 Methodology:
The report tried to analyze HRM practices to the Recruitment & Training provided by Grameenphone. Before going in to the deep study, conceptual structure visualized under which the whole study was conducted. The methodology of the task can be depicted as follows: Primary data & Secondary data collection.

1.4. Sources of Data

This study covered two types of data, which are: a. Primary data b. Secondary data .

Primary Data:
The data and the information collected from the market analysis and the Grameenphone employees themselves.

b. Secondary Data:
Going through different documents and papers, developed by the company personnel, Annual report of GP, newspapers, brochures, website also was used to collect the secondary data.

1.5 Limitations of this Report:

The study is not free from some practical limitations. Following limitations I have to face during the study and the time of working and data collection: Lack of desire to serve the actual information: The major limitation factor for this report was primarily the reluctance and strict adherence to confidentiality maintenance attitude shown by the officials of Grameen Phone . Furthermore, some information was withheld to retain confidentiality of the companies. So, appropriate verifications of some information could not be served. The data collection was full of complexities because relevant data sources were hard to find out. There are so many obstacles because; the service provider company is not willing to disclose their Strategy towards the general people. In spite of the maximum efforts was taken to avoid the mistakes.

2.1 Overview of Grameenphone:

Company at a Glance: Grameenphone Ltd. The largest telecommunications service provider in Bangladesh, Received its operating license in November 1996 and started its service from March 26, 1997, the independence Day of Bangladesh. Now, after 12 years of successful operations, Grameenphone is the largest mobile phone service provider in Bangladesh, with more than 23 million subscribers as of December 2009-which was the largest IPO in the history of the Bangladesh capital market. Grameenphone provides services to rural and urban customers across Bangladesh, where mobile telephony is acknowledged as a significant driver of socio-economic development, both for individuals and the nation. s.

2.2 Future Targets of GP:

With its strengths and competencies developed over the years, GPs aims to provide the best quality service experience in terms of coverage and connectivity to its customers all over Bangladesh. Vision: We exist to help our customers get the full benefit of communications services in their daily lives. We are here to help. Mission: Grameenphone is the only reliable means of communication that brings the people of Bangladesh close to their loved ones and important things in their lives through unparalleled network, relevant innovations & services. Theme: Stay close. Quality Policy: GPs Values Make it easy: Everything we produce should be easy to understand and use. We should always remember that we try to make customers lives easier.

Keep Promises: Everything we do should work perfectly. If it doesnt, were there to put things right. Were about delivery, not over-promising. Were about actions, not words. Be Inspiring: Were creative. We bring energy and imagination to our work. Everything we produce should look fresh and modern. Be Respectful: We acknowledge and respect local cultures. We want to be apart of local communities wherever we operate. We want to help customers with their specific needs in a way that suits way of their life best.

2.3 Corporate Directory of GP:

Company name: Grameenphone Ltd. Company Registration Number: C- 31531(652)/96 Legal form: A public listed company with limited liability. Incorporated as private limited company on October 10, 1996 and subsecuently converted to a public limited company on June 25, 2007. Listed on the Dhaka and Chittagong Stock Exchange Limited On November 11, 2009. Board of Directors: Chairman: Sigve Brekke. Directors: Nurjahan Begum, Hilde Tonne, M. Shahjahan, Per Erik Hylland, Md. Ashraful Hasan, Knut Borgen, Snorre Cornellussen. Independent Director: Dr. jamaluddin Ahmed FCA Company Secretary: Raihan Shamsi Audit Committee: M. Shahjahan (Chairman), Per Erik Hylland, Dr. jamaluddin Ahmed FCA, Farhad F. Ahmed (Secretary). Treasury Committee: M. Shajahan, Pal Stette, Raihan Shamsi, Imdadul Haque (Secretary). Human Resources Committee: Per Erik Hylland (Chairman), M. Shahjahan, Arnfinn Groven, Hossain Sadat (secretary). Management Team: Oddvar Hesjedal (CEO). Legal Advisor: Hasan & associate. Registered Office: Celebration Point, plot # 3& 5, Road # 113/A, Gulsan-2, Dhaka-12

3.1 Product Features of GP: GP is the largest sim provider company in Bangladesh.They have both Pre and Post Paid Sim card. The three prices packages Shohoj, Aapon, Bondhu, along with djuice have been developed for pre-paid subscribers and offers interchangeability and easy migration Djuice retains its youth focus where there is big interest in community tariffs and special night time tariffs. Whats new is that any Grameenphone pre-paid customer can opt for djuice, or vice versa. Notably a regular migration fee of BDT 10 will be charged for migration to or from all packages after 13 April 2010. Subscribers can migrate from package to package every 30 days to find the one that fits them best. This ensures a way for pre-paid subscribers to opt for the best value solution in stride with the changes in their needs, said the Grameenphone CMO.

3.2 Business Highlights: GP:

The biggest highlight for 2009 has been the launch of the Grameenphone branded handset- Grameenphone V100-in August. This was first time that a mobile phone operator in Bangladesh Brought its own handset to the market. 2009 also saw the launch of Grameenphones new internet Vision Lihgt will find it s way and the launch of a special internet sim for internet access. Currently Gp has over 4.3 million EDGE subscribers making the company the largest ISP in the country. Among other customer services introduced in the year was the in-flight roaming service and mobile back-up service. The international SMS service has also been extensively expanded in 2009 to include 542 operators around the world to include African countries.

4.0 Human Resource Management:

In per suit of organizations objectives all organizations rely on the availability and effectiveness of several kinds of resources, while can be divided into Finances, technology and people. While the growing service sector in everywhere in the world depends heavily on the quality of its employees, its human resources. Human resources are almost always the key ingredient for organizational success. Gp does have the following Personals to run. 4.1 Gp Organogram & Management:

Board of Directors

Audit Committee

Treasury Committee

Human Resources Committee

Health Safety, security And Environment committee

4.2 Recruitment & selection: Recruitment is a linking function-joining together those with jobs to fill and those seeking jobs. Sources of Recruitment 1. Internal Sources of Recruitment a. Promotions and Transfers Existing employees of an organization provide the internal sources through promotion/transfer. Promotion is a vertical movement of employees to a higher grade. Transfer is a lateral movement of employees within the same grade, from one job to another. b. Job Postings New job openings for employees. c. Employee Referrals

Employee referral means recommendation from a current employee regarding a job applicant. 2. External Sources of Recruitment a. Advertisements Many organizations prefer what is referred to as blind advertisement in which identification of the organization is not disclosed. (i) Internet ads, (ii) newspaper ads, (iii) television ads and (iv) radio ads. b. Employment Agencies (i) Public Employment Agencies, (ii) Private Employment Agencies and (ii) Headhunters. Unsolicited Applicants/Walk-ins d. Campus Recruitment e. Professional Organizations

Selection:
To select is to choose. Selection is a screening process. Selection Objective The objective of selection is to pick up the right candidate who would meet the requirements of the job and the organization best. Selection Process : Selection activities typically follow a standard pattern, beginning with an initial screening interview and concluding with the final employment decision. The selection process consists of seven steps: (1) initial screening interview, (2) completion of the application form, (3) employment tests, (4) comprehensive interview, (5) background investigation, (6) physical examination, and (7) final employment decision Tests as Selection Tools : a. Intelligence tests are a measure of the individuals capacity in terms of reasoning, manipulation, vocabulary, verbal comprehension, etc. b. Aptitude tests measure the individuals latent ability to learn a job if he is given adequate training. c. Achievement tests are used to ascertain whether the individual actually knows what he claims to know. d. Interest tests are used to predict whether a candidate is really interested in a particular job or not. e. Personality tests are designed to measure such personality characteristics as emotional stability, tolerance, capacity to get along, habits, hobbies, maturity etc. f. Graphology tests Involve using a trained evaluator to examine a persons handwriting to assess his/her personality and emotional make-up. g. Polygraph (lie-detector) tests involve recording physical changes in the body of the candidate while answering a series of questions. It records fluctuation in respiration, blood pressure and perspiration on a moving roll of graph paper. The selection process is often disturbed due to the exercise of nepotism and favoritism by management.

4.3 Recruitment & selection policy of GP :

First inform to HR department if any employee necessary. Then the following procedures are maintained while recruiting employee. Respective department head declares vacancies for additional or replacement. The director or management approves to recruit personnel as per departments requirements. Vacancy announcements publish in the major national dailies and Online. Short listening of the candidates being done on the basis of person specification in comparison to job specifications Selection process introduces a written test followed by an oral test or viva voce and general aptitude test Appointment letter contains terms of references of the service is being offered to the successful candidates General orientation addressed to the new recruited.

4.4 Training and development functions of GP :

Training and developing people is an important part of human resource management. Many new employees come equipped with most of the knowledge and skills needed to start work. Others may require extensive training before they are ready to make much of a contribution to the organization. A majority, however, will at one time or another require some type of training or development activity in order to maintain an effective level of job performance. The organization also works for the development of its executives or potential executives in order to enable them to be more effective in performing the various functions of management. The rapid rate of technological and social change has necessitated the training of manager so that they may cope with their developments. The training and development functions of GP are two types: a) Training b) Management Development 4.4(a) Training: Training is an investment that organizations make, and while they watch their other investments extremely carefully, they are prone to disregard this very expensive one. They rarely insist on through evolution of the actual learning that has taken place. The changes to employees behaviors or performance, or to bottom-line results such as improved productivity, fewer accidents, better quality or improved moral. Training is now even more important for these reasons: Some jobs will be changed or enlarged, thereby requiring additional skills and knowledge. Others will require a narrower range of skills.. Many jobs will be replaced entirely by newly created jobs.

4.4.1 Training Process:

GP follows two types of training process. Those are given below: On-the-job-training. Off-the-job training

4.4.1.1 On-the-job training:

The most commonly used method in the training of non-managerial employees is conducted by a supervisor or a senior employee who is responsible for instructing employees. It has the advantage of providing hands-on experience under normal working conditions and an opportunity for the trainer to build good relationships with new employee in an actual work situation and makes them appear to be immediately productive. Apprenticeship program. Job instruction Training. 4.4.1.1.1.1 Apprenticeship program: It put the learner under the guidance of a master worker. 4.4.1.1.1.2 Job instruction Training: Job instruction training is part of the training within industry program. JIT proved highly effective and become extremely popular.

4.4.1.2 Off-the-job training:

In addition to off-the-job training, It is often necessary to provide employees with training insetting away from their usual workplace. Various methods are available for use within the organizations facilities. Other methods involve having the employee travel to locations outside the organization. GP arranges the number of techniques such as classroom, lecture, films, Demonstration and other simulation exercise and programmed instruction.

4.4.2 Training on Quality management system:

Every employee shall be trained on all procedures related to the work they perform. At minimum, all employees that fit the job requirements must be trained in those procedures. Record should be maintained in training record form. Within an appropriate time from issuance a revision of a procedure, or an employee assigned to a new job, the respective department head shall ensure that the necessary training are provided to the employees.

4.4(b) Management Development:

Training is generally associated with operating or non managerial employees; management development is associated with managerial personnel. Management Development refers to the process of educating and developing selected personnel so that they have the knowledge, skills, attitudes and understanding necessary to accomplish the specific tusk. GP uses two types of programs. On the job Development. Off the job Development 4.4.1 On the job Development: Coaching Understudy programs

 Committee assignment Job rotation. Of the job Development 4.4.1.1 Coaching: A supervisor teaches job knowledge and skills to a subordinate. The supervisor instructs, directs, corrects, and evaluates the subordinate. 4.4.1.2 Understudy programs: A person work as a subordinate partner with a boss, with a goal of eventually assuming the full responsibilities and duties of the job. 4.4.1.3 Committee assignment: Provide an opportunity for the individual to become involved in the study of current organizational problems and in planning and decisionmaking activities. 4.4.1.4 Job rotation: It provides, through a verity of work experiences, a broadened knowledge and understanding required to manage more effectively.

4.4.2 Off the job Development:

Training within the company. Training outside the company.

4.4.3. Training & Development Evaluation:

Training & Development also involve performance evaluation. Immediately after training or a reasonable time interval the trainer or a competent person assigned by director, Technical & Marketing will evaluate all employees who received training. The purpose of this evaluation will be to assess effectiveness of the training. The effective evaluation may be done by taking written test, interview, presentation on the training by participants, observing work performance of the employee on the training receive or by any other method decided by the director, Technical & Marketing. HR manager shall arrange refreshers training for the employees who were not successful in the training.

5.1 Survey Questionnaire of HRM:

Name of the Company: Grameenphone Department: HRM Designation: Officer (HRM)
Please rate the current practices of each of the following HR activities, using a 5-point scale (1 is low; 5 is high). (1-5) respectively carries SD, D, S, A & SA. 1 Company systematically analyzes employee training needs 1 2 3 4 5

2 3 4 5 6 7 8 9 10 11 12 13

Job specific training is commonly used than general training Company uses on-the-job training approach to train employees Company uses off-the-job training approach to train employees On-the-job training approach is more commonly used than off- -thejob training approach Training helps the employees to become more effective There is effective training program for all levels of employees Experienced employees gain higher level of training In case of training opportunity there is no distinction between management and employees Company sends employees broad for training Companys policy allow training for 1day to 30 days Companys policy allow long term(1 to 5 years) training There are generally 1 or 2 training programs in a year for all.

1 1 1 1 1 1 1 1 1 1 1 1

2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2

3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3

4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4

5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5

14 Commonly used training methods are: Classroom Lectures Videos and Films Job rotation(moving from one desk to another desk) Demonstration(practically showing how to do a specific task or operate machine) 1 1 1 1

15 For employee recruitment the external sources, company mainly uses . are 1.Advertisement 2.Recruiting organizations 3.Present employees reference 4.Promotion & transfer 16 Company gives recruitment advertisement through their web site 17 For Advertisement company mainly uses General Newspaper Job ad Newspaper 18 Company also collects application from the interested applicant through web site 19 Company uses internal sources (promotion/transfer) for employee recruitment 20 Internal sources are more commonly used than external sources 21 Company mainly recruits employee through reference

1 1 1 1 1 1 1 1 1 1 1

2 2 2 2 2 2 2 2 2 2 2

3 3 3 3 3 3 3 3 3 3 3

4 4 4 4 4 4 4 4 4 4 4

5 5 5 5 5 5 5 5 5 5 5

5.2 Findings & Analysis: 1. One of the employees agreed with this. Another employee also satisfied with this. So
GP systematically analyze s employee needs. 2. Both marked at satisfactory level. So Job specific training is commonly used than general training by GP. 3. Both marked at satisfactory level. So, GP uses on-the-job training approach to train employees. 4. Both disagreed with this. Gp not uses off-the-job training approach to train employees. 5. Both marked at satisfactory level. Another agreed with this. So, On-the-job training approach is more commonly used than off- -the- job training approach. 6. One marked at satisfactory level. Another agreed. So, training helps the employees of GP to become more effective. 7. One disagreed with this. Another Strongly disagreed. So, there is not effective training program for all levels of employees at GP. 8. Both agreed with this. So, experienced employees gain higher level of training. 9. One marked at satisfactory level. Another agreed. In case of training opportunity there is no distinction between management and employees. 10. Both marked at satisfactory level. So, Company sends employees broad for training. 11. Both marked at satisfactory level. So, Companys policy allows training for 1day to 30 days. 12. Both strongly disagreed with this. So, Companys policy doesnt allow long term (1 to 5 years) training. 13. Both agreed with this. So, there are generally 1 or 2 training programs in a year for all.

14. Both disagreed with the methods of classroom lectures and videos and films. He marked at satisfactory level with job rotation and Demonstration. So, GP uses Job rotation and demonstration as commonly used training method. 15. Both strongly agreed with advertisement. Strongly disagreed with recruiting organization. Disagreed with present employees reference and strongly disagreed with promotion and transfer. So, for employee recruitment the external sources, GP mainly uses advertisement. 16. Both agreed with this. So, Company gives recruitment advertisement through their web site. 17. Both strongly agreed with General Newspaper and strongly disagreed with job ad Newspaper. So, For Advertisement GP mainly uses General Newspaper. 18. One agreed with this. Another satisfied. So, Company also collects application from the interested applicant through web site. 19. Both strongly disagreed with this. Another disagreed. So, GP doesnt use internal sources (promotion/transfer) for employee recruitment. 20. Both marked at satisfactory level. So, internal sources are more commonly used than external sources. 21. One strongly disagreed with this. Another also disagreed. So, GP doesnt mainly recruits employee through reference.

6.1 Conclusion:
Human Resource Management practice is very important to face competitive challenge of the new age. HRM practices make employees activities strategic congruent. It makes employees ready to fight with the challenges of new economy. There is a huge gap between studying a particular discipline and implementing it in the practical field. Everything is not maintained according to the books. GP has their own system or practices to run their business which sometimes may vary with the actual system written in the books. So their recruitment, selection and Training policy differs. There exists huge competition in this telecommunication sector. Gp use management development to ensure the long-run success of the organization, to furnish competent replacements to create an efficient team that works well together, and to enable manager to achieve the ultimate goal of the organization.

7.1 Recommendation:
Though Gp is running its business smoothly, it can increase its effectiveness through maintaining the following norms: HR professionals have to align HR activities and initiatives with the strategy. HR executives have to help organization to identify a process for managing change. HR experts have to improving organizational efficiency by re-engineering the HR function and other work process. HR experts have to overcome the stress to put on the possibility to provide quality service at the lowest possible cost. HR professionals have to focus on how employees prepare them for the future. HR professionals have to focus on maximizing employee commitment and competence and their overall responsiveness to change. HRD department should be free from any political or any other kind of influences. It should recruit and train that segment of human resources which human resources can only ensure optimized utilization of other resources.

The End

Bibliography & References

www.google.com www.grameenphone.com David, A Decenzo & Stephen p. Robbins HRM (7th edition) Nankervis, A Compton, R & Barid, M, Stragic Human Resource Management (4th edition). Annual Report of GP-2009.

The end

Chapter-1 Introduction

Chapter2
Company Background

Chapter-3 Products of the company

Chapter-4

Cost Leadership Strategy

Chapter-5 SWOT ANALYSIS

Chapter-6 Conclusion & Recommendati on

Table contents Chapter-1 Topics

Introduction

Page No.