ORGANIZATION CAREER DEVELOPMENT POLICIES

SUBJECT: - HUMAN RESOURCE DEVELOPMENT

PREPARED BY:-
JAWAD AZIZ

ASSIGNED BY: - DR M M AFZAL

DATE OF SUBMISSION: - 24/05/2018
Table of Contents
BACKGROUND ................................................................................................ Error! Bookmark not defined.
Organizational Design ................................................................................................................................... 5
Functionally efficient .............................................................................................................................. 5
Economically viable ................................................................................................................................ 5
Environmentally aligned ........................................................................................................................ 5
Growth promoting................................................................................................................................... 5
Change responsiveness ........................................................................................................................... 5
Individual work ....................................................................................................................................... 6
Work-organization .................................................................................................................................. 6
Organizational environment .................................................................................................................. 6
Career at Telenor .......................................................................................................................................... 6
Why Join Telenor: ..................................................................................................................................... 6
Equal opportunities for all: ....................................................................................................................... 6
Focus on management development ....................................................................................................... 7
HC @ Telenor Pakistan.............................................................................................................................. 7
Career Development in Telenor.................................................................................................................... 7
The Telenor Development Process: .......................................................................................................... 8
Personal and professional growth: ........................................................................................................... 8
ORGANIZATIONAL STRUCUTRE ..................................................................................................................... 8
Hierarchical levels ................................................................................................................................... 8
Structure of Telenor ...................................................................................................................................... 9
 Span of control ................................................................................................................................. 9
 Chain of command ........................................................................................................................... 9
 Integration ....................................................................................................................................... 9
 Departmentalization ..................................................................................................................... 10
 Standardization ............................................................................................................................. 10
 Centralization and decentralization ............................................................................................ 11
 Empowerment ............................................................................................................................... 11
 Conflict resolution ......................................................................................................................... 11
 Formalization................................................................................................................................. 11
 Flow of information....................................................................................................................... 12
Career Development Policy in Telenor Pakistan ......................................................................................... 12
Pay Packages and employee benefits ......................................................................................................... 13
Lower Level Management....................................................................................................................... 13
Middle Management .............................................................................................................................. 14
Upper Management (Managerial) .......................................................................................................... 14
Upper Management (Directors and above) ............................................................................................ 15
Conclusion ................................................................................................................................................... 16
Reference: ................................................................................................................................................... 16
Introduction

Telenor Pakistan, a wholly owned subsidiary of Telenor ASA, with telecom operations in 14
countries Telenor acquired the license for providing GSM services in Pakistan in April 2004, and
had launched its services commercially in Islamabad, Rawalpindi and Karachi on 15 March 2005,
and on 23 March 2005. Telenor has its corporate headquarters in Islamabad, with regional offices
in Karachi and Lahore. On January 28, 2005, Telenor established its first call Centre in Lahore.
Maintaining a wide coverage in the country, with 500 destinations covered within less than 16
months of the company’s launch, it is the 2nd largest network of Pakistan after Mobilink with a
subscriber base of 21.29 million as of July 2017 (PTA figures). Telenor Pakistan considers Mobilink
as its major competitor.

It is spread across the country with a network of 15 company-owned sales and service centers,
more than 200 franchisees and some 100,000 retail outlets selling subscriptions and refills
achieving a 200% increase in the subscriber base in 2006 and planning for further expansion of
network and services.

It is currently providing prepaid, postpaid and value-added services. Its packages include:

 TalkShawk
 Telenor Persona
 Djuice.

Telenor Pakistan CEO states:

“Telenor Pakistan is obviously different from the competition. Our culture is different, our values
are different and our focus on the fundamentals of business is different. Telenor Pakistan is fully
involved with its key stakeholders and trusted as a friend of the community.”
Organizational Design

Organization design is the formal, guided process for integrating the people, information and
technology of an organization. Keeping this in view some of important characteristics of Telenor’s
organization design are:

Functionally efficient

Telenor is a functionally efficient in terms of its input and output as it provides all the required
services and products to its customer by fully utilizing its technologies and other resources.

Economically viable

Telenor is second largest GSM provider in Pakistan and is generating large profit through
effective cost management.

Environmentally aligned

Telenor Pakistan is very much environmentally aligned. It is very sensitive to the socio-cultural
environment of Pakistan. It ha adopted it to the culture and environment of Pakistan through its
advertising and socially responsible behavior.

Growth promoting

In Telenor Pakistan there are continuous growth and development chances for its members. The
company ensures a secure career development for its employees.

Change responsiveness

Telenor Pakistan is very sensitive to the changes taking place in its surroundings. It keeps on
anticipating and responding to the changes continuously through its unique services. The design
of the Telenor Pakistan ensures the congruency among the following subsets.
Individual work

From the employees of Telenor it has been confirmed that organizational design of the company
provides them with the opportunities of learning, growth, accomplishment and self-fulfillment.
Due to which they work with full commitment to give their best to the organization.

Work-organization

The design of the work units and the job are supported by the strategic objectives of the company.
They ensure the full motivation of the employees.

Organizational environment

Since environment is continuously changing. To compete effectively it is necessary the design of

the organization should be able to adjust emerging demand of the changing environment. Telenor
organizational design is flexible which adjust itself with the changes taking place outside the
organization to compete effectively.

Career at Telenor

Why Join Telenor:

Telenor offers exciting and challenging careers with competitive pay, excellent benefits and
exceptional advancement opportunities. They care about our employees and provide them with a
relaxed and enriching working environment. Their training and further education programs
ensure a high professional standard amongst our employees. They believe that a talented and
loyal workforce plays a crucial role in the organization’s ongoing business success.

Equal opportunities for all:

Telenor maintains a policy of non-discrimination towards all employees and applicants for
employment. All aspects of employment with Telenor are governed by merit, competence,
suitability and qualifications, and will not be influenced in any manner by gender, age, race,
color, religion, national origin or disability. Today, their workforce proves that; with 18%
women working at all levels in the organization, both foreign and local educational backgrounds.
Focus on management development
Telenor's management and organization is imbued with joint values. The Group Management has
devised five leadership requirements that apply to all managers in the Group, and all
management groups shall discuss what these requirements mean to them. The demands are:

 Passion for business

 Change and constant renewal
 Operational excellence
 Empower people
 Integrity

HC @ Telenor Pakistan
Human Capital Division at Telenor believes in continuous improvement and is taking the
standards of service to the utmost levels of excellence.

From providing the best administrative support to facilitate employees work life to creating
benchmark security solutions, we are a team of enthusiastic, energetic young people who are
geared to perform the best always!
From being the best in providing benefits to our employees to the best in providing development
opportunities, we have managed to create a culture of passion for business, operational
excellence and constant renewal.
We are committed to assisting employees in exploring, developing and maximizing their full
potential, encouraging continuing education through internal and external training and
development opportunities.

Career Development in Telenor

Telenor we are passionate about our business and our people. We believe that our employees have
the talent to constantly develop and challenge the way we work. To stay on top we reward
employees that take active charge of their own future. There is a number of supporting
opportunities that our employees can take advantage of:

 International job and project opportunities for development and knowledge sharing.
 Possibilities to work virtually and globally and use latest technical solutions.
 Best in class development programs led by internationally recognized schools for leaders
and experts.
The Telenor Development Process:
Throughout the year you will have personal feedback and guidance through the Telenor
Development Process (TDP). You and your manager will discuss performance and achievements,
your ambitions and how you can continue to grow and influence change in Telenor.

Along with the dialogues, TDP will support you in target setting and review of your talents by the
management team. Through the employee survey you will be voicing your opinion and be part in
developing Telenor’s unique performance culture.

Personal and professional growth:

We believe that Experience, Exposure and Education – our 3E formula, where work experience is
of most importance - are the key to your development. We reward fresh thinking and encourage
our employees to seek new experiences and challenges within the Telenor system. Apart of
inspiring job opportunities and projects, you can take advantage of one of our best in class
development programs:

 Core
 Accelerate
 Expand

ORGANIZATIONAL STRUCUTRE
Hierarchical levels

The organic structure of Telenor Pakistan promotes cultural values that result in integration
and coordination. Roles and responsibilities are clearly defined at the time of joining the
organization; employees are selected against defined criteria. Roles can be added later but
employees have a fair idea about their job responsibilities from the beginning.
Structure of Telenor

 Span of control

Span of Control is determined by the role and job responsibilities of managers. It varies from
department to department. On average, the span of control is 4-5 people under a manager. There
are two types of span of control:

 Wide span of control

 Narrow span of control

The HR and finance department have a narrow span of control but marketing and customer
relation have a wide span of control.

 Chain of command

Chain of command means a continuous line of authority extending from top to bottom. Telenor
Pakistan has a clear chain of command which helps in getting good results for Telenor.

 Integration

Cross-functional teams are a major integrating mechanism. Further

there are temporary project teams. Team-building is enhanced by
Away Days when members of different divisions and
departments take some days away from work to
meet other geographically
spread employees of
Telenor. Sometimes
the whole
department goes away from work for 2-3 days to have fun. Employees get to know those with
whom they have communicated before but not met in person. Formal team evaluation does not
exist. Employees on teams are rewarded individually.

 Departmentalization

Telenor Pakistan has several departments in its organization. Each department has its own
importance. Some of the departments are as follows:

 Customer Relation Department

 Human Resource Department
 Marketing Department
 Finance Department
 Information Technology Department

 Standardization

At Telenor Pakistan, the level of standardization and mutual adjustment varies across functions.
Generally strict obedience to rules is not required as long as results are not affected. As long as
individual responsibilities and deadlines are met, there are flexible hours of work.

Work is important instead of the number of hours worked. Employees can select their work
timings which can even be from afternoon to evening. Instead of being bound by office hours, a
sense of responsibility is inculcated in them to achieve self-assigned goals. This brings a sense of
comfort in working in such organizational structure.

Rules and procedures are present to control the behavior of employees and to facilitate smooth
working of the organization. A level of standardization is required to be maintained in certain
vital functions such as Budget Control. SOPs (standard operating procedures) are documented in
the case of the financial control or HR related policies.

Genuine requests from external customers are taken into account by the CRO (Customer
Relationship Officer) at Service Centers. The CRO does all they can or is possible within authority
to process the request or complaint. If the customer’s request is beyond the authority of the CRO,
then managers are there to aid the customer or provide some sort of non-monetary compensation
to appease him.

 Centralization and decentralization

Apart from strategy, all other functions are de-centralized. People at Telenor Pakistan are
motivated to take their responsibilities especially in cross functional projects. Managers in each
department oversee that the employees take up their roles and duties and their performance is
monitored accordingly.

 Empowerment

The level of empowerment differs across departments and divisions, depending on the nature of
work. It varies according to the style of management of functions. IT increases the level of
empowerment. Within the network service of the Telenor in Pakistan, there is a (inter and intra
net) portal system used to communicate information efficiently. An online HR MS System is being
used internally. This locally built system was launched last year but is still not well integrated at
present.

 Conflict resolution

When different departments work together in an organization, their interests may differ due to
functional and structural differences. Due to these variations, conflicts among departments are
inevitable. The issues are not taken to the top management and there is no coordination post in
the organization which can facilitate the departments to increase coordination with each other.
Whenever a conflict arises among functions, the heads or managers from those functions sit
together and discuss the source of conflict. They try to resolve all their differences amicably. If,
however, a major issue arises which they are unable to resolve themselves then it is taken to a
level higher. The management then discusses the reason for the conflict, addresses the concerns
of both the parties and then arrives at a conclusion which is in the interest of all departments.

 Formalization
There is no formalization at Telenor Pakistan. High level and lower administration work together
as a team.

 Flow of information

Telenor has very liberal and free flowing information unless it is not private. This helps in
breaking the communication barriers and generation of new and innovative ideas from
employees. The free flow of information also helps them in understanding the current situation
to act accordingly.

Career Development Policy in Telenor Pakistan

In Telenor Pakistan there is no limitation of age, Experience for promotion. Employees are himself
responsible for promotion or they wants to change department. Each year employees identify their
Carrier goals and they talk with their line manager if they want to move to new department. The
line manager identify relevant skills in employee and then talk to the line manager of other
department .if there is vacancy for a person then employee can join them and if he need more
training then he get training for two or appropriate time and then if his performance is satisfactory
he can join the department.

Telenor Pakistan implement horizontal Development in their organization. If there is more salary
in other department then newly moved employee’s salary will also increased.
Pay Packages and employee benefits

Due to hierarchical and nature of jobs the pay packages and benefits plans also varies rom level to
level and even from employee to employee.

Lower Level Management

1.Base pay

2.Annual increment

3.Variable pay

4.Individual incentives (varies due performance)

5.Medical allowance

6.Transportation

7.Location charges
8.Utilities (cell phone, limited free service, food etc)

9.Subsidized products

Middle Management
1.Base pay

2.Annual increment

3.Individual incentives (varies due performance)

4.Medical allowance

5.Transportation

7.Utilities (cell phone, limited free service, food etc)

8.Subsidized products

9.Life Insurance

10.Annual bonus

11.House allowance

12.Training and development

Upper Management (Managerial)

1.Base pay

2.Annual increment

3.Management Incentives

4.Medical allowance

5.Location charges

6.Utilities (cell phone, free service, food etc)

7.Subsidized products

8.Life Insurance

9.Annual bonus
10.House allowance

11.Training and development

12.Projects payments

13.Car (Fuel & maintenance)

14.Social club Membership

15.Annual international trips

16.Laptops

Upper Management (Directors and above)

1.Base pay

2.Annual increment

3.Annual cash bonus

4.Medical allowance

5.House

6.Car (fuel & maintenance)

7.Utilities Expenses

8.International trips

9.Life Insurance

10.Social club membership

11.Two days off in a week

12.Children welfare allowance

13.Laptops14.Cell phone and unlimited postpaid connection

Conclusion
Telenor has the good Career development policy which bene in the telecom industry. They have
launched their services in 2005 & very quickly capture a large market. This is all because Telenor
hire best employees & give them training to make them capable to face the competitive world.
Telenor is giving the best pay packages to its employees in whole telecom industry and career
development policy. They are attracting the new generation graduates by their highly professional
work environment.

Bibliography:
https://en.wikipedia.org/wiki/telenorpakistan

Saad Usman

Department : Technology

Designation : Manager

0345-8502909