WHAT IS HRM

Human resource management (HRM) is the strategic and coherent approach to the
management of an organization's most valued assets - the people working there who
individually and collectively contribute to the achievement of the objectives of the
business. The terms "human resource management" and "human resources" (HR) have
largely replaced the term "personnel management" as a description of the processes
involved in managing people in organizations. In simple words, HRM means employing
people, developing their capacities, utilizing, maintaining and compensating their
services in tune with the job and organizational requirement.
But these traditional expressions are becoming less common for the theoretical discipline.
Sometimes even employee and industrial relations are confusingly listed as synonyms,[4]
although these normally refer to the relationship between management and workers and
the behavior of workers in companies.

The theoretical discipline is based primarily on the assumption that employees are
individuals with varying goals and needs, and as such should not be thought of as basic
business resources, such as trucks and filing cabinets. The field takes a positive view of
workers, assuming that virtually all wish to contribute to the enterprise productively, and
that the main obstacles to their endeavors are lack of knowledge, insufficient training,
and failures of process.
Human Resource Management (HRM) is seen by practitioners in the field as a more
innovative view of workplace management than the traditional approach. Its techniques
force the managers of an enterprise to express their goals with specificity so that they can
be understood and undertaken by the workforce and to provide the resources needed for
them to successfully accomplish their assignments. As such, HRM techniques, when
properly practiced, are expressive of the goals and operating practices of the enterprise
overall. HRM is also seen by many to have a key role in risk reduction within
organizations.

The basic purpose of HRM is that humans are not machines; therefore we need to have
an interdisciplinary examination of people in the workplace. Fields such as psychology,
industrial relations, industrial engineering, sociology, economics, and critical theories:
postmodernism, post-structuralism play a major role.
Human resources management involves several processes. These processes can be
performed in an HR department, but some tasks can also be outsourced or performed by
line-managers or other departments. When effectively integrated they provide significant
economic benefit to the company.
SOME HR ACTIVITIES / PRACTICES

Workforce planning

Recruitment (sometimes separated into attraction and selection)

Induction, Orientation and On boarding

Skills management

Training and development

Personnel administration

Compensation in wage or salary

Time management

Travel management (sometimes assigned to accounting rather than HRM)

Payroll (sometimes assigned to accounting rather than HRM)

Employee benefits administration

Personnel cost planning

Performance appraisal

Labor relations
 HRM Good Practice Indicators

Initiative Good Practice Indicator

Sense of purpose reflected in the department's VMV
Elements of service culture captured in the department's VMV
Involving staff in discussions and meetings to generate ownership
Management commitment shown in resource allocation in achieving
Articulation department's VMV
of Vision, Clear and effective communication programme in place to promote
Mission and VMV
Values (VMV) Offering training to develop skills and behaviors in living the VMV
Customer-focused culture reflected in departmental policies,
procedures and practices
Measurement system in place to track performance improvement
Demonstration of understanding of VMV and observable behaviors
The HRM Plan developed under the leadership of the senior
management
Department's strategic direction clearly articulated by the top team
Debate and endorsement of strategic and ongoing HR issues by the
top team
HR actions to address HR issues debated, approved and prioritized by
the top team
Department's VMV revisited as part of the strategic review process
Drawing up An environment scan conducted to identify strategic HR issues
HRM Plan Staff's input on ongoing HR issues sought through, for example, staff
opinion survey, focus group meetings, interviews, etc
Specific objectives and sets of actions clearly spelt out in the HRM
Plan and clearly explained as to how each will help address certain
HR issues in achieving departmental Vision and Mission,
Responsibilities to implement the HRM Plan clearly assigned
Realistic implementation plan with adequate resource support,
Review system in place
Development of a human resource information system
A systematic information system in place
A clear plan with action programmes in place to bridge supply and
demand gaps, succession gaps, and competency gaps
Posting policy published and career paths made known to staff
Manpower
Competency profiles of key job grades developed and made known to
Planning
staff
Information derived from succession plan fed into training and
development plans for individual officers
 Senior management's support and commitment in allocating the
required resources and according priority to this function
Objective setting starting from the top and systematically cascaded
and linked to the departmental objectives
All appraisers have been properly trained on PMS good practices and
the required skills
Mechanisms to ensure openness, fairness and objectivity of the
appraisal process
Performance
The system being competency-based to help identify training and
Management
development needs for staff and their potential for taking up higher
System
responsibilities
Information gathered from the performance cycle linked to other
human resource functions
Staff recognizing that performance management is a joint
responsibility of the appraisee and the supervisor
Staff performance management being an ongoing process, not an
annual event
Review of the performance management system

Individual and departmental Training and Development plans in place

and strategically linked to departmental strategic objectives
A diverse set of training and development activities (e.g. overseas
attachment, overseas training, secretariat attachment)
Training and Development integrated with PMS and Succession
Training and Plan / Manpower Plan
Development Timely induction training provided to all new staff with management
training to be provided systematically afterwards
Regular review of the Training and Development policies
Evidence of improvement in work quality and efficiency,
Managers' positive feedback on learners' performance
Training courses rated highly in quality and relevance
Customer focused culture as reflected in programmes, policies,
procedures and practices
Productivity and efficiency enhanced
Service
Staff taking more initiative to serve
Quality
Measurement in place to track performance improvement
Enhancement
Mode of operation being service oriented

Public image enhanced

HRM PRACTICES IN PAKISTAN

Introduction

The current HRM practices in a historical context by addressing discriminatory

employment policies-colonial legacies that have disengaged and deprived ethnic and
religious minorities in modern-day Pakistan.
Established as quasi-religion state in 1947, Pakistan inherited a number of British
colonial legacies such as those vested in its legal frameworks, its power elites, and in its
civil and military administrative structures, all of which have profoundly informed its
national character and in turn, management practices in government organizations. In the
years following its independence 1947, the civil-military elites have expropriated their
means of power, dominated public sector enterprises (PSEs), and these changes, amongst
others, have been central to the development of now prevailing HRM practices in PSEs
and private (local) organizations.
Additionally, the United States’ support of military regimes in Pakistan during the Cold
War era and, more recently, its relationship with Pakistan in the post-9/11 climate has had
far-reaching implications for its public institutions and enterprises. Especially, in post-
9/11 era,

Pakistan earned lot of attention of international donors and promised good governance
and transformation of government organizations. Pakistan has been a frontline state in the
so-called ‘global war on terror’; its status as such presents unique opportunities and
threats to the business community, both at home and abroad.

Owing to the findings discriminatory colonial legal-administrative frameworks that have

a significant impact on HRM policies and practices are still present in modern-day
Pakistan. The recruitment policy of the Regional Quota System in the civil service and
what Yong (2005) describes as the ‘doctrine of a martial race’ for the military affords
structural superiority and favor promotion for a single ethnic-group from the Punjab. This
results in a hegemonic Punjabi civil-military elite class who dominate institutions; HRM
decision-making is non-democratic with sifarish (quanxi/connection), nepotism,
sycophancy and corruption the norms in HRM practices.

Institutions are designed based on structural and hierarchical lines consequently

inculcate partisan and bureaucratic authority. This reinforces ethnic segmentation and
social injustice, an ethical dilemma and tension that frustrated East Pakistan in 1970 (now
Bangladesh) and continues in other provinces and federally administered regions. The
introduction of merit based, targeted, recruitment, promotion and ethical governance
would democratize organizations leading to a fairer and more ethically disposed society.
The impact that the introduction of such ethical HRM practices would have on
productivity in the workplace and social justice in Pakistan.
As a result, a culture of cronyism, nepotism, sycophancy and preferential treatment in
HRM practices embedded in many government organizations in Pakistan.

Such culture in government and private sector organizations prevail in management

practices and the concepts like affirmative action policies and organizational justice are
alien. Traits of sycophancy, flattery and pleasing the boss are passed on between
generations. These traits also persist in the workplace in public and private sector
enterprises and widely affect HRM policies and practices. Success in such cultures is
largely achieved through sifarish, sycophancy, intrigue, duplicity and total obedience to
authority/boss.
In spite of all these shortcomings there is still a lot of HR practices performed &
improvement is carried out day bay, as with the advance of technology, globalization,
economic growth & development & today complex business problem the role of HRM
becomes more vital especially in Pakistan.
HRM PRACTICES IN MOBLINK PAKISTAN

Mobilink's Vision

“To be the leading telecommunication services provider

in Pakistan by offering innovative communication
solutions of our customers while exceeding shareholder
value and employee expectations”

MISSION STATEMENT

“To be the unmatchable mobile system of

communications in Pakistan this provides the best value
to its customers, employees, business partners and
shareholders.”
Company History

'Pakistan Mobile Communications Limited', better known as 'Mobilink GSM', is a

telecommunication service provider in Pakistan. According to PTA statistics, Mobilink
has 29.55 million customers by July 2009. Mobilink's Head office is located at Mobilink
House, 1-A Kohistan Road, F-8 Markaz Islamabad.

Mobilink started operations in 1994 as the first GSM cellular Mobile service in Pakistan
by Motorola Inc.later it was sold to Orascom, an Egypt-based multi-national company.

Mobilink is the largest cellular service provider in Pakistan. Mobilink's corporate

postpaid package is sold under the brand name "Indigo" and prepaid by the name of
"Jazz".

MOBLINK’s VALUES

Moblink’s
Values

Total
Business Respect for Trust & Social
costumer
Excellence people integrity Responsibility
satisfaction
Moblink’s Products

Major Services
 Major
Services

Caller Entertai
Short Call Call Call Mobilink
time Mobile nment &
messaging holding waiting forward (GSM)
identific TV many
services ing G mail
ation more

Following are the major services

· Caller time identification
· Call waiting
· Call holding
· Call forwarding
· Short messaging services
· Fax and data services
· International rooming
· News information services
· Mobilink(GSM)G mail
· Superior security in billing
· Mobile TV
· Entertainment & many more
Major Competitors
Major Departments
Finance Department
Customer Services Department
Commercial Department
Technical Department
Information Technology Department
Human resources
Administration and legal affairs & government relation department
Internal audit department
Customer services

Type of customers
 Major part of corporate sectors
Armed forces
Business community
Govt. organizations
Teen agars using JAZZ
Students
Shopkeepers
Bankers

MOBILINK AT A GLANCE

Established in 1998

One of the most diverse GSM network operators in the Middle East, Africa
and Pakistan

20 GSM operations in different countries

The Parent Company was ORASCOM

Started Operations In 1994

Private Limited

Affiliated With Orascom In 1998

Customer Bank Of Over 20 Million

Over 5k Destinations Covered Nationwide

IR more than 250 Operators Worldwide

 57 Million Minutes Per Day

More than 600 Conversations Per Second

1.7 Billion Minutes Transected On Network Monthly

Every 7th Pakistani Owns Mobilink Connection

HRM DEPARTMENT
HR Mission Statement

“To lead the organization in enhancing its human capital and creating a winning
Environment where everyone enjoys contributing to the best of one’s ability.”

Humans are the basic tool for having competitive edge in the market for most of the
organizations and Mobilink is one of these. Mobilink has one of the best HR systems in
Pakistan that gives it an edge over its competitors.

Mobilink has a very defined and well structured department and its various policies of
keeping each employee productive part of the organization are intoned with the corporate
world’s requirement.

Employees in the company are largely committed to their organization and have shown
progress in the company. Employees are satisfied with the HR department of Mobilink
GSM Company.

HR DEPARTMENT SECTIONS
 HR Department
Sections

Employee OD & Staffing &

Services Effectiveness Compensation

Employee services
i. Leave and medical record
ii. Employees record and recreation
iii. Final settlements and provident fund
iv. Payroll information
v. Policies and procedures

OD and Effectiveness
i. Training plan
ii. Orientation employee communication
iii. Performance management
iv. Employees retention
v. Talent management

Staffing and compensation

i. Management trainee and internship program
 ii. Interviewing and selection
iii. Staffing plan and HR budgeting
iv. Compensation, benefits and incentive

HR Practices at Mobilink

Human
Human Career
Career Compensati
Compensati
Resource Developm on
Resource Developm on&&
Planning
Planning ent
ent Benefits
Benefits

HR
HR Performance
Performance
Recruitment Practices
Practices Management
Management
Recruitment

Selection Training/
Training/
Selection Orientation
Orientation Development
Development
Following are the HR practices performed at Moblink

Recruitment
Planning
Selection
Training & Development
Compensation
Performance Appraisal System
Research and Development
Career Planning and Development
Reward Management
Occupational Health and Safety measures
Employee Relations

PLANNING
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.

Planning 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.

Current Assessment:

 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.

PLANNING PROCEDURES OF MOBILINK

 Mobilink,’s belief is that "Our people are our greatest asset”. We take great
pride in acknowledging the contribution each one of us makes.

Moblink’s focus on People Development and for that Moblink ensure:

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

Moblink Business strategy.

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.
Sources of Recruitment

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.

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

Recruitment at Mobilink

Source

 Current Mobilink Employees

 Internal and external Advertisements
  Employment Agencies and consultants

External Recruitment Guideline

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

 Heads are responsible for hiring procedures
 Human resources jointly with the department heads decide the salary
range
 Minimum qualification must be a bachelor degree.
 Candidates are required to successfully complete any job related selection
test given to them.

Internal Recruitment Guideline

 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.

Conditions for Recruitment in MOBILINK

 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.

SELECTION / RECRUITEMENT CRITERIA

A. Filling up of application form

B. Telephonic interview done of the candidates

C. candidates who passes through the telephonic interview are asked

to come for three hours intelligence n skill test at pc hotel Lahore

D. Skill test is based on three round .first round based

on the launch of new mobile connection and it’s marketing with
out standing features

E. Second round involves the IQ test

F. Third round based on hearing skill in which candidates are made

to listen to the pre recorded calls ... Made by the customer on 111.
 G. Certain questions are asked from that audio clip to check hearing
skill of the candidate.

At the end screened candidates are interviewed by floor supervisors

Candidate who get pass through the above test then interviewed by
 Floor managers
 Head of the department
 Contact center manager
 Contact center director
 Vice president.

Finally, candidate got selected.

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

Selection Criteria

Completed Job Applications:

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

Interviews:
It is most common method in which selection committee evaluates a candidate’s abilities
by following methods:

Types Of Interviews:

1.Testing:
To measure the job and learning skills of the candidate.

2. Initial Screening:
A type of interview in which questions are asked about experience of the candidate and
his salary expectations

3.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.

Background Checks:

 Selection committee confirms the truthfulness of application Resume or of the

application form.
 The previous supervisor of the applicant is called to confirm this information
and to get his career highlights.

Physical Examination:

It is conducted to ensure the physical fitness of applicant.

Job Offer:

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

Selection Criteria of Mobilink

  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.

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.
 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.

Types of Orientation

Two types of orientation:

1. Work unit orientation

Familiarizes employee with goals of work unit, contribution to the unit’s goals,
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.
Orientation of new employees at Mobilink

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 include

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.

TRAINING

 A process designed to maintain or improve current job performance.

 Most training is directed at upgrading and improving an employee’s abilities or

skills.

Developmental Programs

 A process designed to develop skills necessary for future work activities

Difference between Training and Developmental Programs

 Training is for the current improvement in the job while developmental program
is for improving the skill which will be used in the future.

 Both managers and non-managers receive help from training and developmental
program but mostly non-managers are concerned with training while the
managers are concerned with developmental programs.

Why Training and Developmental Program?

To improve three types of skills

 Technical skills

 Interpersonal skills

 Problem solving skills

Training Methods

 Most training takes place on the job because this approach is simple and
inexpensive.

 Some skill training is too complex to learn on the job. in such cases it should take
place outside the work setting.

Training at Mobilink GSM

 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.

Training and Development in Mobilink GSM

 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.

DIFFERENT TRAININGS AT MOBILINK

 Training for newly recruited employees .training last for 15 days

 On job training for the current employees to keep them updated about the new
products and services Mobilink Launch

 Personality development training for Team Leaders and Managers which help
them in retaining the employees and make the work environment more favorable
for the employees
  Monthly trainings arranged for the franchise employees to update them about the
services and complaint handling procedures and SOPs

TRAINING PROCESS

15 days training is done of the new hired staff.

There is a separate department which takes care of the training of the new hire.

Task of this department is to make new hire familiar with the companies’ services and
products and some written test were taken to check the first hand knowledge of the
new hires

During the last 5 days of training hires are get introduces with the system that they and to
operate during taking calls.

Hr department is responsible to retain the employees even if the employees had to

work in stressed environment

HR POLICIES INCLUDE

1) Confirmation after three month probation period

2) After one year 1 month annual leaves

3)7 casual leaves

4)7 sick leaves

 5) Health insurance provided to the employee and there parents and if married to their
spouse and children

6) Life insurance given to employee worth rs 10 lakh in case of accident 20 lakhs

7) Microchip employee id cards are given to every employee

.. These ID cards help in the security as well these cards acts as key

8) Female employees were given pick n drop facility as well

9) as the job is stressful that employee had to answer call of the customer all day for
their comfort 30 to 40 tea boys are hired and
There is good arrangement of tea n refreshment for the employee. given to them on
there desk

10) Well established cafeteria for the employee so that they can have lunch in
peaceful environment

EXTRA CIRCULLAR ATIVITY

Hr department always tries to organize different functions in the office to lighten up

the mode of the employee
For example

1) Eid celebrations and stalls

2) Chand raat celebrations
3) Cricket matches
4) Dress code competition
5) Day out for movies

EMPLOYEES PERFORMANCE MANAGEMENT

Performance management is a process used within organization to establish and evaluate

an individual’s job performance to achieve goals and objectives.
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.

Types of Performance Appraisal

Informal Performance Appraisal:

“The process of continually feeding back to subordinates information regarding

their work performance”

Formal Performance Appraisal:

“A formalized appraisal process for rating work performance, identifying

deserving raises or promotions, and identifying those in need of further training”.
 360 Degree
Written
Feedback
Essays

Performance Graphic
Multiperson
Appraisal Rating
Comparisons
Methods Scale

BARS
Behavioral Critical
Anchored Incidents
Rating Scales

Written essay

A technique in which an evaluator writes out employee strengths, weeknesses,

past performance and potential.

Advantages of this are simple to use.

Disadvantages of this are more a measure of evaluators writing ability than of

employee actual performance.

Graphical rating scale

 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.

Critical incidents

 A technique in which the evaluator focuses on the critical behaviors that separate
effective from ineffective job performance.

 Advantage rich examples behaviorally based.

 Disadvantage time consuming lack of quantification.

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.

Multiperson comparisons

Performance appraisal techniques that compare one individual’s performance with

that of one or more other individuals.

• Group ranking

• Individual ranking

Advantage compares with one another.

Disadvantage unwieldy with large no of employees.

360 degree feedback

 A performance appraisal method that utilizes feedback from supervisor’s
employees and coworkers.

Advantage of this is thorough.

Disadvantage time consuming.

PERFOMANCE 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.

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

Mobilink asses the employee on:

 Leadership.
 Communication skills.
 Team work and Co-operation.
 Problem solving & decision making.
 Initiative and drive.

 Flexibility.
 Customer focus.
 Performance appraisal is done on an annual basis (from January 1st to December
31st)
 To give a chance to subordinates to evaluate their seniors a 360 degree evaluation
is conducted at the tome of the performance evaluation.
 The immediate supervisor prepares an annual report in December of each year of
each employee
 Increments are also given at the end of the year, increments are percentage of
salaries.
 Promotions are given on good performance after completing two years in the
current grade.
 Bonuses are given but the employee must have to complete 6 months in the
company service.

BONUSES AND INCENTIVES

In contact center employees are given monthly incentives based on the evaluations

Evaluations done of their calls

Randomly calls are listened and given marks based on information given or on the
basis of how efficiently complaint was cater

Quiz is taken from the daily updates and new products launched

And adherence is also counted as well as productivity

And they are given incentive on their performance every month

As contact center works 24 hours .employee had to come on eid days and on holidays
as well. Extra salary given when employee is on shift on any government holiday.
 CAREER DEVELOPMENT

Career

A sequence of positions held by a person during his or her lifetime.

It is also defined as “advancement”.

Career Development (Past)

Programs typically designed by organizations

To advance their work activities within specific organization.

Provide information, assessment and training to help employees to realize their

career goals.

Attract and retain highly talented people.

Career Development (Today)

Wide spread organizational changes have lead to uncertainty and chaos concerning
the concept of traditional organizational career.

Significant Conclusion about Career Development?

 The individual – not the organization is responsible for his/her own career!

 Organizational members have to look out for themselves and become more self
reliant.

 Boundary less career is being established in which individual rather than

organization define
1. Career Progression.
2. Organizational loyalty.
3. Important skills.
4. Market place value.
Career Decisions

 Career choice.
 Initiate Job search.
 How to survive and excel in your career.
 Opportunities for personnel development.
 Benefits.
 Recognition for good performance.
 Job location.
 Money.
 Working as a team.

Successful Management for Career Development

 Develop a network.
 Continue upgrading your skills.
 Stay mobile.
 Support your boss.
 Don’t stay too long in your first job.
 Stay visible.
 Gain control of organization resources.
 Learn the power structure.
 Present the right image.
 Do Good work.

Career Development in Mobilink GSM

Mobilink GSM supports the development of its employee’s skills and abilities with
an aim to achieve their potential.

Procedures for Career Development in Mobilink GSM

All vacancies for Positions of grade level “Assistant Manager” and above are
announced internally or displayed on notice board.

One year experience of work in Mobilink company

 Selected person ensure to meet all requirements and will join the new job after
getting clearance from department head for probation period.

Submission of application to HR department

Candidates are evaluated and assessed through test.

Performance appraisal System provides basis for decisions regarding

confirmation, promotion and annual increment of Mobilink.

Results of performance appraisal is increments, salary adjustments and

promotions showing the last three years inclination of company after obtaining
approval from the president.

Current Issues Of HRM in Mobilink

Following are some issues of HRM in Mobilink

 The timing although is 9 am to 5 pm, but it is adhered to as the normal employee

leaves his office not before 6 am

 The hierarchy chart shows 3 HR managers/ coordinators for Islamabad, here as

only 1 fore Lahore. This can be unjustified keeping in view that a large number of
employee work in Lahore.

 Mobilink has a formal environment which can be changed to more relax and
friendly environment.
 Conclusion
What is HRM

Importance of HRM

HRM practices in Pakistan

HRM Practices at Moblink

HRM process

Job descriptions

Recruitment

Selection

Training

Performance appraisal method

Career development

Current issues