HUMAN RESOURCES

MANAGEMENT IN
GRAMEENPHONE

PREPARED BY
Christiana Bani
Roy
Zaharatul Munir
Sarah
Shakila Alam
Sumaiya Afroz
Roksana Ferdous

ID- 1516028
ID- 1516042
ID- 1516064
ID- 1516024
ID- 1516006

METHODOLOGY
For collection of information relating to the study was collected
from both primary and secondary sources. Primary data was
collected from the selected respondents
Primary Data: To collect our primary data, we took face to
face interview of Md. Ariful Rahman, who is the HR executive
officer of Grameen Phone Company.
Secondary Data: To collect our secondary data, we took help
of some articles, journals, books and also gp websites.

RECRUITMENT AND SELECTING PROCESS OF

GRAMEENPHONE:

-Shakila Alam
(ID-1516064)

P R E S E N T A P P R O A C H E S O F H I R I N G E M P LOY E E I N
GRAMEENPHONE:
Hiring of Internal Employees:

Identify the
need to recruit

Interview

Employment of Relatives
Re-employment
External employment

Appointment

PRESENT RECRUITMENT AND SELECTION

PROCESS FOLLOWED BY GRAMEENPHONE
1. Identify the need for recruit
2. Recruitment Budget
3. Advertisements
4. Application Receiving
5. Short Listing of candidates based on:
.Educational qualification
.Relevant job experience and required skills
6.
Initial screening
7.
Written Test

PRESENT RECRUITMENT AND SELECTION

PROCESS FOLLOWED BY GRAMEENPHONE
8. Interview:
Line Manager
Departmental Head
Head of HRD
9. Reference Check
10. Medical Examination
11. Final selection and Employment offer

PRESENT RECRUITMENT AND SELECTION

PROCESS FOLLOWED BY GRAMEENPHONE
12. Appointment:
Job title, Grade and Salary
Nature of appointment (applicable for contract
employee)
Place of posting.
Name of section or department
Probationary period, conditions of confirmation and
notice period.
Ending date of employment (applicable for contract
employee)

FINDINGS FROM RECRUITMENT AND

SELECTION PROCESS OF GRAMEENPHONE:
They follow a lengthy process to recruit and select
best fitted employee for their organization.
They focus more on their written test and interview
session to assess the employees talent.
Their appointment letter is very descriptive and
detail.

TRAINING PRACTICE IN
GRAMEENPHONE
- S U M A I YA A F R O Z
(ID-1516024)

TRAINING PRACTICE IN
GRAMEENPHONE
Training Need Assessment
Training for Newly Hired Employees
On-the-job Training
Training Outsourcing
E-learning

FINDING FROM TRAINING

PRACTICE IN GRAMEENPHONE
GP basically emphasizes on- the- job training for employees career
development.
GP has inside trainers as well as they hire outside trainers for conducting
training.
Training need assessment is basically conducted on task basis. However, if any
particular employee feel he/she needs any additional training, he/she can
contact the immediate supervisor to communicate his need.
Newly hired call center employees attend a 45 days training program in GP.
For each group of 10-15 trainees, a mentor is provided for giving training and
guidance.

FINDING FROM TRAINING

PRACTICE IN GRAMEENPHONE
Weekly assessment test for newly hired call employees involves
vestibule training.
GP does not provide trainees with any structured schedule during
45 days training programs.
On-the-job training in GP include coaching, mentoring and job
rotation. Other than these three methods, employees are often
assigned with different project works to enhance their skills.
GP outsources their training to BRAC CDM and Telenor Academy
to provide employees with soft skill development opportunities.
GP has an E-learning system that involves using an internal
server named as KBS. KBS provides employees with different
audio, video and training slides and it is only accessible to GP

PERFORMANCE MEASUREMENT
CATEGORIES
In Customer service the officers, Customer managers
and managers are measured with three categories of
performance. These are:
Sales
Adherence
SOI (Service Quality Index)

PERFORMANCE MEASUREMENT
CATEGORIES
Sales: The Customer Service Agents are provided by defined
sales target from the department to fulfill the revenue target of
the company. They are provided with targets like revenue
generator VASes. These come with difference of market demand
and company strategy. In Grameen phone customer service
agent have to sell VAS like below:
EDGE (internet data service)
Welcome tune
Call block service
Mobile back-up service and other services that increases the
VASes.

PERFORMANCE MEASUREMENT
CATEGORIES
Adherence: Adherence is the availability of an agent in the
inbound calling system. The more the availability the less is the
queue. Based on the Queue management concept in Customer
service Department Adherence has been taken under KPI and total
Operation Objective to provide faster service to the customers in
terms of greater satisfaction and better revenue. The adherence of
agents is demanding and very high in target it 90%. Each agent
must maintain the average availability of 90% each month. It is the
benchmark of the KPI ofadherence. The whole contact center is
incorporated with the adherence management tool named
TELEOPTI.It measures the availability of agents in call.

PERFORMANCE MEASUREMENT
CATEGORIES
SOI (Service Quality Index): SQI is the measurement of the
Quality of service of customer service department. A dedicated Team
named Quality assurance is responsible to measure the quality of the
service of this department in term of serving the inbound customer
calls. They measure the Quality with some Quantified benchmarks of
etiquette of serving, problem solving, customer feedback on call,
handling time of call and unique dialogue assembling. This comes
with a tool that provides the quality index marking of an agent
respective to its target of SQI achievement. It is a most important KPI
of Customer Service Department of Grameen phone because the
company never compromises with the Quality of the service.

FINDINGS
Performance appraisal process is very transparent but
time consuming as processes are very long. .
Pay for performance and also reward for performance
culture Increases Companys efficiency.
Evaluation process is Transparent & effective but
frequency is very high (Monthly).
Companys does not have any formal employee merit
review process

RECOMMENDATIONS
On the basis of GPs training activities, the only recommendation is that GP
should provide their employees with a well-structured training schedule so that
trainees can be mentally and physically prepared for the coming days lesson
Sales Target should be liquefied based on the performance history of employee
and the target should be settled based on the actual and previous performance of
the concerns.
Department Should Work more to increase the ethics of agents in term of sale for
clear and transparency of the capability of inbound employees.
Other model can be used for developing SQI. Such as: Individual Customer
Retention, Duration of problem Solving, Customer categorical service etiquette.
They could do their employee performance evaluation four times a year