Evaluating HRM Practices and Strategies at Telenor Pakistan

This report provides a comprehensive overview of Human Resource Management (HRM) practices, focusing on Telenor Pakistan as a case study. It begins with an introduction to HRM, outlining its purpose and functions at both human and organizational levels, including workforce planning, training and development, and motivation strategies. The report then explores different HRM approaches such as hard and soft HRM, before delving into the scope of HRM, including micro, strategic, and international domains. The analysis extends to the strengths and weaknesses of HRM practices. The report further evaluates Telenor Pakistan's HRM practices, highlighting its innovative recruitment and selection techniques, including the use of competency-based screening and unique organizational development strategies. It also examines Telenor's work environment, emphasizing its employee-friendly approach and the use of various levels of recruitment. Finally, the report provides a detailed analysis of Telenor's HRM, emphasizing effective recruitment strategies, training and development of staff, and talent management practices.

Task 1(LO1)
Introduction to Human Resource management:
Human Resource Management (HRM) is one of the important activities, carried out within an
organization that deals with managing work and workforce for the achievement of the aims and
objectives of the company. HRM fundamentally exists in every organisation and comprises of
activities such as development of novel technology, advertisement of campaigns and acquisition of
property. Without vigilant implementation of HRM it is impossible for an organisation to carry out its
objectives by intercalated efforts of the management team and the workforce (Boxall and
Steeneveld 1999).
Purpose of HRM:
HRM is driven by the key mission statement of coordinating people with the organisation’s goals and
objectives for its development and success. Following are some fundamental purposes of HRM:
Fig 1: Functions of Human Resource Management
Purpose at Human level:
HRM has been developed by concentrating on internalised sources that stems from competitive
advantage. Humans are the pivotal force and an extremely important asset of an organisation. HRM
functions to exploit this relation between people and an organisation to develop the performance of
a company. Therefore, HRM has a role in quantitatively, calculatedly and strategically managing
human resource in a systematic way. Communicating skills, leadership qualities and motivation for
the workforce are also some important objectives of HRM.
Purpose at Organisational level:
Broadly speaking, HR looks out for the leadership and cultural activities of an organisation. It also
makes sure that the workforce is in harmony with the laws developed for labor and employees. Its
primary purpose for the organization is to recruit skilled and efficient labor and then utilize, polish
and integrate those skills towards the progress of the company. Talent assessment is through
performance appraisals followed by rewards. HR is also sometimes authorized to manage payrolls
and structuring benefits for the employees. However, with growing acknowledgment of HRM’s role
for an organization it has become a key determinant of shaping the strategic processes of a
company. Last but not least HR at organizational level also deals with the termination of an
employee if they fail to work for the aimed benefit of an organization (lumenlearning.com).
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Human Resource Planning:
Human resource planning is an extremely important purpose of HRM. It involves the identification of
competencies that are required by a company to achieve its aims and then recruiting workforce
having specifications that can potentially contribute towards those aims. Thus, the systematic and
strategic task of predetermining future goals of a company and the respective human skills required
to fulfill them is called Human Resource planning (lumenlearning.com).
Human Resources Planning under HRM:
• Job analysis and job descriptions
• Finding and selecting employees
• Training and career development
• Performance evaluation
• Job valuation and payment
• Industrial relations
• Occupational health and safety
• Information systems
• Personnel Affairs
Following is an elaboration of some of the key functions of Human Resource Management that plays
pivotal role for an enterprise:
Workforce Planning:
This is the measurement of the performance by the employees. Ufone and Telenor Pakistan has set
this measuring criteria in such a way that each of the employee is supervised and his or her
performance is tracked.
Training and Development:
This is the process that aims to promote and build moral of the hired workforce. Ufone and Telenor
Pakistan provides proficient training and skill development of their employees under the criteria
developed by their HRM departments.
Motivation, Rewards and Compensations:
The employees who show extreme level of hard work and dedication and perform really well in the
job that is assigned to them are rewarded with bonuses, incentive programs and many other
benefits. This promotes a sense of confidence and motivation within the employees.
Technology:
Technical advancements play quite an important role in any business. Telenor Pakistan and even
Ufone have the technical set up to make online interviews and even for the employees to work from
home if need be.
Aims and Objectives of HRM:
Training and development of employees
• Human-centered functions such as human relations, industrial relations, employee satisfaction,
career planning, performance evaluation, recruitment and orientation programs
• Synthesis of personnel management, industrial relations and behavioral sciences
• Ensuring the formation of corporate culture
• Ensuring employees to unite around common goals
• Examining the aims of the organization together with individual objectives
• Co-ordination of employees' relations with each other
• Keeping high motivation for the employees
• Ensuring information flow through communication channels
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• Targeting employees to achieve optimal performance level
• Preparation of appropriate training environments to bring up well- educated, wise employees
Hard and Soft HRM:
There are various kinds of approaches to employee management undertaken by the department of
Human Resource Management. A hard HRM has a more traditional focus on business activities while
soft HRM is comparatively progressive. Following is a description of hard and soft HRM:
Hard HRM: This approach to employee management primarily focuses on the identification of the
needs of workforce so that the right type of people are hired and managed. Some pivotal aspects of
this approach are:
* A regular change in the number of employees
* Very low business transparency
* Low wages
* Minimum or no employee empowerment
* Systems of Appraisal that are based on the performance of employees
* A traditional or old fashioned approach to business management
Soft HRM: This approach on the other hand is more modern and progressive. It aims to treat the
employees as an important asset to the business. The staff members are treated as individuals
effected by various socio-psychological factors. Soft HRM promotes rewarding and motivating
employees and looking out for the needs of the workforce. Some pivotal aspects of this approach
are:
* More focus on future planning for the business as well as its labour
* High level of business transparency maintained
* Competitive payments, relies on salary benchmarking and bonus packages.
* Empowering workforce
* Systems of Appraisals that promotes opportunities for training and professional development
* A democratic approach to business management
Scope of HRM:
In today’s world of technology and globalization, incorporation of HRM is highly important to keep
up with the developmental policies of an organization. HRM is a detailed and divided functioning
unit that has a scope of collectively working towards the progress of a company. It has a beneficial
contribution towards a company because HRM is not just a single managing unit. It has subdomains
and each of them burst out the benefits of productivity and progress. Principally, HRM is divided into
three major sub domains:
1. Micro HRM
2. Strategic HRM
3. International HRM.
As the name implies micro HRM works to target the functions of HR policies and practices. These
functions are concerned with management at individual or of small groups such as the task of
recruiting, selecting, performance, skills, training and development.
The strategic domain of HRM has its concern focused on the strategic analysis of a company. It
collectively focuses on the overall strategic policies that a business unit has adopted (Peter Boxall,
John Purcell, and Patrick M. Wright, 2008).
The third domain, International HRM, has its engagement on a global level. It connects the business
policies of a company with the International business processes that aims for global advancement of
the company. It merges the functional processes of the above mentioned sub divisions and connects
them to international standards and policies like, reviewing how selection and remuneration can be
adapted to international principles and standards (Peter Boxall, John Purcell, and Patrick M. Wright,
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2008). Therefore, such integrated functioning of HRM justifies the scope of HRM for the progress
and development of a company. A company is completely hollow unless an intricately working unit
like HRM has been integrated within to predict and analyze its key objectives and performances.
Strengths and weaknesses
Development plans is a very useful policy of Human Resource department. Under this policy existing
and future business structure is analysed and the employees are then trained in harmony with those
developmental plans. However, such plans can be difficult to implement because they generally
require new talent. A comparison is established between the existing workforce and new talent
which then can potentially destabilise the organisations activities.
Another benefit of HRM stems from the destabilising stage of organisation’s activities. It allows a
comparison to be developed and then helps filter employees whose skills sync no more with the
developmental plans of a company. Recruiting staff with talent and exceptional qualities can be
quite challenging for a company. It is a crucial aspect of HRM since the workforce selected then has
to drive the policies developed for progress. If recruiting task is failed to yield a good workforce, the
strategies in theory fails to be implemented practically. HR therefore, primarily focuses to train the
proficiencies of the existing workforce and can be regarded as a strengthening aspect. This renders
internal opportunities to the employees as well as budgeting benefits to the organisation (Donohoe,
2019).
Organisational setup of Telenor:
Telenor is one of the companies that globally supply quality data and media communication services.
It is among the 7th highest mobile operational company with about 164 million subscribers and the
top leading cellular company in Pakistan. It is the only company in Pakistan that works in accordance
to the international content and communication services and has become one of the globally leading
mobile operators.With its focused based on providing the best and affordable benefits to its
subscribers, the company has been able to develop and flourish a lot since its inauguration. At
present, it is one of the largest cellular companies in Pakistan. By dint of focus and intense strategic
planning, Telenor has been able to render innovative services. The company has been able to thrive
by dint of effective business strategies and HRM policies working in harmony. All the above
described HRM benefits and scope have been analysed to be well incorporated within Telenor
Pakistan. Effective recruitment strategies, training and development of the existing staff, talent
management and developmental plans for the company are some key HRM activities adapted by
Telenor to thrive the challenging world of media communication and flourish in it.
Task 2 (LO2 and LO3)
Evaluation of HRM practices in Telenor Pakistan:
Innovation and creativity of Telenor Pakistan had always been reflected in their products, services
they provide and their campaigns for advertisement. Equal amount of creativity had been put into
developing the way of work of the company. The company had been successful enough to carve out
novel, unique and work friendly way that can assist the company to perform its activities to yield
good quality, simple yet productive outcomes. Firstly, Telenor Pakistan has implemented a work
structure that stretches beyond the casual bureaucratic forms and channels of communication which
demands performance from its employees. Secondly, the company has created a harmonious work
environment where a sense of equality is felt between the workforce as same privileges and
freedom of communication is granted to them all.
Where many organisations focus on formality and strictness, Telenor Pakistan, believes in a friendly
and casual work environment that encourages the employees to feel at ease and comfort. This is
quite a human approach for management of resources as the comfort of employees is considered a
priority for achieving the company’s aims and gaining progress.
The following techniques are adapted by the Human Resource Management at Telenor Pakistan:
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1. Innovative and different structure, driven by competency bases screening, for recruiting and
selecting employees.
2. Organisational Development (ID) functions are separate
3. It has restructuring the Human Resource Management as Human Capital Division (HCD).
Unique methods of Selection and Recruitment:
Telenor Pakistan has implemented the world class recruitment and selection techniques like that of
Thomas Personal Profile Analysis in order to know the exact type of personality that would be best
to work for the organisation. Their are three levels of recruitment utilised by Telenor Pakistan:
1. Foundation
2. Development
3. Growth levels
Fig 2: Recruiting Yield Pyramid
Each of the above levels have some desired sets of requirements, among which some are common
while others are specific to the particular role of the job. Therefore, recruitment at Telenor Pakistan
is a stringent task requiring a lot of assessment, time and focus to hire the most talented and
exceptional workforce. Telenor claims to recruit talented staff and then polish their skills to train
them for progression and development of the company. For example in the year 2008, Telenor
Pakistan started a program to visit Universities to recruit fresh talent. CGPAs and grades were not
made a primary requirement and talent recognition was perceived as a more important aspect for
recruitment. LUMS, FASt, NUST, UET are names of some of the universities that Telenor visited for
job placement in the company.
Organisational Development Functions:
In today’s world where change is inevitable, many organisations fail to flourish due to lack of
dedicated Organisational Development functions. At Telenor Pakistan, OD works entirely as an
individual unit that demonstrates the company’s ambition to achieve a harmony between benefits
for employees and for the organisation. Telenor has taken the initiative to become one of the first
Telecom industry to categorise OD as a separately functioning unit.
Recognising the importance and value of human brain, the Company has hired psychologists that
study the dynamics of human mind and help the organisation to develop aims by considering the
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emotional intelligence capacity of humans. This has helped Telenor to generate more productivity
and growth.
Restructuring Human Resource Management name to Human Capital Division:
Based on the principles of Adam Smith’s philosophy, Telenor Pakistan has relabelled its HRM
department as Human Capital Division (HCD). Human capital is related to the embodiment of the
stock of skills and knowledge in the workforce to yield economic benefits. Changing name may seem
a trivial task but it demonstrates the broad horizon of the company’s aim for sustainability and
progression.
Performance and rewards:
The department of HR at Telenor functions by providing several types of incentives to the existing
workforce in order to bring motivation in them and to make them work harder for the company’s
success. However, as mentioned above a particular succession planning is developed by the HRM at
Telenor. Such competency of HRM at Telenor to draw out a succession planning promotes an
increase of concentration in the employees towards their job The HRM policies in practice at
Telenor are discussed below:
Recruitment policies of Telenor:
In any organisation two basic recruitment policies are practiced, internal recruitment and external
recruitment, to achieve strategic objectives of the company. Internal recruitment aims to develop a
healthy competition among the workforce and helps them to render good performance in the tasks
that are assigned to them. On the other hand, External recruitment is to cause an adrenaline of
enthusiasm and confidence within the workforce that is to be employed by the company. HRM at
Telenor makes sure that the specific job descriptions and specifications mentioned are aligned with
the actual requirements of the job and for this they usually consult the relevant department for
which the job description is to be developed.
Referrals:
An additional advantage is gained by Telenor as it internally advertises a specific job that is, the
present workforce of the company can refer the job to someone they know personally. Such policy is
known as t value source of advertisement.
Advertisement:
HR department at Telenor hires the services of “interflow” that is an advertising agency. The services
of this agency helps to propagate the company’s progress. Telenor also takes benefits from web
designing. There is a proper way for advertisement in the organisation for recruitment of talented
and skilled workforce. Telenor is quite well developed in the market pay strategies because of which
the company has a very low rate of turnover. Specialists employed to critically analyse the online
test.
Flexible Working Hours:
The workforce at Telenor enjoy a friendly work environment that is not rigid and is designed to
provide them ease and comfort rather than rigidity and strictness. Benefits of flexibility in the work
environment are demonstrated in the following figure:
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Fig 3: Benefits of Flexible Working Hours
Advancement Strategies:
With the number of inhabitants in 170 million individuals the Pakistani portable market has an
incredible potential, with a yearly increment pace of 140% in supporters. It is totally bringing star up
in the Asia telecom market.
The improvement of an association and HR aptitudes, capacities and information is absolutely done
based on association set objectives SWOT investigation of an association and keeping in see the
qualities and shortcoming of your rivals. The top administration of Ufone and make vital
arrangements including formative strategies. The HR at that point defines techniques and strategies
to accomplish the hierarchical objective.
Formative strategies utilised in Telenor:
Telenor is as of now following "Inner development strategy". As it is one of the largest telecom
organisation working in Pakistan. The Organisation is for the most part zeroing in on market
advancement that is they are extending their organisation to catch huge piece of the overall
industry. Furthermore, the new edge based organisation would empower supporters of appreciate
rapid remote information administrations, alongside that they are likewise doing human asset
improvement, for example, preparing and advancement, hierarchical formative, human asset
arranging and human asset data framework in arrangement of key objectives of association..
The HR office consistently quick to build up the aptitudes, capacities and information on the
representatives to have the option to accomplish their allocated work without any problem. To
accomplish these goals they give "on work" and "off work" preparing to their representatives and
senior administration.
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On work preparing:
Essentially there are two sorts of on work preparing has done in Telenor. One is the point at which
they enlist new representative with the condition that they won't leave the association for a
particular timeframe, which is as indicated by them have positive outcomes. The second is done
after the advancement of the workers. They survey and give the preparation as per the necessities of
every representative.
Off employment preparing:
Essentially off employment preparing has
accomplished for the senior administration of association. It very well might be as workshop, class
and etc.Recently a workshop was held in Islamabad, the centre was to furnish them with the most
recent information in "MS OFFICE".
Basic assessment:
They re-appropriated mechanical improvement for which they are paying colossal cash as opposed
to going for future item advancement.
There should be no preparation condition while recruiting the new representatives.
Proposals of working HR:
The HR ought to adjust new "ERP "programming to have the option to advance the correct
representative inside the association at testing job. They ought to acquaint the additional time
framework with decline the turnover in the association. They ought to have a proper progression
strategy in the association.
The HR office ought to improve in the gauge of different HR interest and ought to have the option to
foresee the regions inside the association where there will be future work deficiency or surplus
particularly in client care.
The HR office attempt to enrol individuals remotely as opposed to re-appropriating.
They have to focus "on work preparing" also with no condition. The HR office attempt to build the
offices and impetuses to keep the representatives propelled. The office has to know the
impediments of the work market too.
The meeting board ought to comprise of involvement and autonomous individuals to enlist right
worker with no biased decisions..
They ought to improve the notice technique as it will assist them with drawing in the likely
candidates
Task 3 (LO4):
Work based practices of HRM:
Recruitment and Selection of employees:
Telenor Pakistan hires employees who fulfil the merit of their selection criteria that has been set by
their respective HRM departments. Selection criteria is an extensive process that starts with the
planning of the employees. It is then followed by sieving out the applicable candidates, then making
the applicable candidates to to fulfil the application forms for the job, further screening of the
worthy candidates is done and lastly the selected candidates are called for interviews. The
candidates are hired on the basis of their qualification and skills.
Work Based Application for HR:
Like many other organisations Telenor Pakistan has aligned their business objectives, goals, mission
statement and vision with their HR plan. The performance of employees at these two organisations
is also measured according to the workforce planning. Only the best of employees are identified,
attracted and hired from the applicable candidates. Once hired the employees are introduced to the
strategic environment of the organisation and trained to work, motivated and rewarded accordingly.
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Design of Job Specification:
Job: HR Manager
Qualification required: Masters in Human Resource Management
Experience required: 4-5 years of experience
Responsibilities:
•The candidate should be capable of working effectively and efficiently
•Proficiency in Communication
•English speaking skills should be highly polished
•Should have the knowledge to handle any problem
•Highly innovative and skilled at developing effective HRM strategies
•Should have a good academic record
CV:
The figure below demonstrates the content of CV that is likely to be selected for shortlisting for
hiring of a HR manager by Telenor:
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Offer of Job to the selected candidate:
Telenor, Pakistan
Date: 11/19/2020
Lahore, Pakistan
Subject: Offer letter
I am highly thrilled to inform you that Telenor Pakistan have selected you as the HR Manager. I am
requesting you to come to our office in Lahore on 28th November 2020 at 9:30a.m.
I request you to find the contract letter of the employment. You are required to bring a signed copy
of the contract letter and all the other entire documents relevant with you at the date of joining.
Regards
Tariq Ali
Telenor, Lahore
Evaluating the processes and the rationale for conducting appropriate HR practices:
Two basic techniques techniques are utilised for selection of candidates. These are analytical skills
and communication skills.
Conclusion:
HRM management at Telenor Pakistan is responsible for performing quite many important functions
which includes hiring the right employees for a respective job, training of the employees, giving
motivation to the employees, compensating and rendering benefits for them. Human Resource
management is also responsible for developing strategies for the organisation and then make sure
that they are well implemented. These strategies directly correlate with the objectives and goals
that the company aims for. This can only be done by a good and efficient Human Resource
Management. Human Resource management is also responsible for controlling growth and
expansion strategies. Human Resource management at Telenor is responsible for providing a good
environment to the employees so that they all can work effectively and efficiently. The managers
play an important role in recruiting and firing people. The goals and objectives set by Telenor can be
fulfilled by the good HRM system. It includes hiring the right people, motivating the employees,
training the employees. Asking about the problems of the employees, satisfying them, managing
employee conflicts, having diversity in the company, not discriminating the employees, employee
development and HR managers should be supportive and effective leaders for the workers.
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Core.ac.uk. 2020. HRM And Its Effect On Employee, Organizational And Financial Outcomes.
Schramm, J. and Schramm, J., 2020. The Big Issues Facing HR.
Humanresourceexcellence.com. 2020. Importance Of Human Resource Management.
Brighthr.com. 2020. Hard-And-Soft-Hrm
prezi.com. 2020. Human Resource Management At Telenor Pakistan.
Slideshare.net. 2020. Hrm Practices At Telenor.
UKEssays.com. 2020. Overview Of Human Resources Management Tasks For Telenor.
Arshad, F., 2020. Organizational Structure.
Acasestudy.com. 2020.
.
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