Submitted to:

Prof. Mehroo Humayun

Submitted by: Usman ButtL1F07MBAM0141

Sec:A
 Recruitment:
“The process of seeking and attracting a pool of qualified applicants from which,
candidates for job vacancies can b selected”
Recruitment policy:
The recruitment policy of TELENOR PAKISTAN IS

Experience:
HR needs the experience of 3 TO 5 years for managerial positions. They
also hired fresh graduates for their customer service department.

IQ test/Written test:
If they got the experience of 5 years then there is no IQ test or written test.

EEO:
TELENOR PAKISTAN follows EEO. They maintain a policy of non-
discrimination towards all employees and applicants for employment. TELENOR
PAKISTAN have no discrimination in sectioning whether candidates are women,
minority or disable. They only focus on skills, experience and qualification.

CV Submission:
Interested applicants should submit their CV to their official site and
followings channels
hctelenor.com.pk
Telenor Pakistan - Moaiz Center, 13-K, F-7, Islamabad

Approaching and Interviewing:

Once they receive your CV, they will assess it according to there
recruitment policy. There recruitment methodology is based on looking at
capabilities i.e. sets of behavior, skills and knowledge that can be determinants
of job success.

Assessment:
The selection criteria may involve different steps with respect to the
position you are applying for. There can be one to one interview with concerned
Division head, Recruitment Manager and/ or a panel interview, or there can be
series of interviews. Special process of a preliminary test might be carried out,
depending upon nature of the job.
Keeping details on file:
If there is no specific job in the area of an individual's application, or an
applied for position has already been filled, they will hold all details in there
Careers database for up to one year, with the consent of the applicant. Within
this period, should any vacancy arise to which they feel the applicant would be
suited, he/she will automatically be considered.

Record Verification:
All the information provided is checked and verified by the related areas
and any false or fake information provided can lead to the strict disciplinary
action.

Strategic business objectives of TELENOR PAKISTAN:

Working for TELENOR PAKISTAN
If you're innovative, qualified, talented, creative and a team worker,
TELENOR is the place for you!

Offering unlimited opportunities for personal and professional growth, TELENOR

PAKISTAN hires individuals who are confident and ready to make a difference.
With competitive salaries and a team-oriented culture that encourages creativity,
empowerment and entrepreneurial spirit, TELENOR is sure to take your Careers
to new heights.

Compensation and Benefits:

They believe in pay for performance which makes TELENOR an
ideal place for people with a can do attitude.

Employee Development:
They focus on vision development exercises, team building activities,
in-house and external trainings as well as competence development programs
and object setting exercises.

Culture:
They promote a team-oriented and entrepreneurial culture, which
allows employees to grow both personally and professionally, and to contribute to
the success of the company throughout their Careers.

Diversity:
They are committed to a diverse and inclusive work
Environment, which is essential to outstanding business success. The existing
employee force of TELENOR has a blend of talented individuals having worked
with well-reputed multinational and local companies.
Recruitment procedures:
TELENOR PAKISTAN is using both internal and external methods for
recruitment.

Internal Recruitment:
TELENOR PAKISTAN prefers internal recruitment. They use several
methods for internal recruitment.

E-mail:
When there is any vacancy in the organization they send mail to all of
the employees.

Job posting:
Whenever a vacancy of a job is made HR department announces it in
the organization with the help of intranet by which employees apply for their own
or can contact their relatives.

Replacement charts:
By the help of replacement charts HR department can easily fill up a
vacancy by giving promotions to the lower ones by this way they can fill the
vacancies. This promotion depends upon the performance of the employee.

External Recruitment:
These are the methods of external recruitment in TELENOR
PAKISTAN

Advertisement:
They are using advertisements for recruitment purpose. For this the
way is only newspapers and this way is used in very least cases.

Reference hiring:
When ever a vacancy is made then the information is spread out all over the
organization by which employees can contact their relatives for the job.

Outsourcing:
They have outsourced their most of the recruitment functions, the lower level
or operatives are completely selected by consultancies. They often use THE
RESOURCE GROUP (TRG) for head hunting and to beat there competitors.
E-recruitment:
They also post there job application form on their web site so that by this
way employees can save their time and efforts.

Tool for external recruitment according to level:

For top managers and middle managers they are using the way of
e-recruitment by which they can collect CV’s from applicants very easily, after
that the selection is in the hands of HR department. For operatives they have
totally outsourced their recruitment function to companies, these companies
automatically select those operatives and then send them to the organization. All
these schemes are used to save time and to divide efforts.

Critical analysis:
Drawbacks:
Their biggest weakness is that they have outsourced their most of
the functions which is consuming so much extra money. The conditions for
contractual employment and internship applicant are very strict by which
applicants have to face problems. Another problem is that they are not hiring
employees from the same family which is a problem in coordination between
employees. They are not using advertisements through newspapers due to
which recruitment is not completed successfully.

Suggestions:
They must use any other sources for internal and external recruitment
for example newspaper etc. And they must be hire the new employees from the
family of existing employees.

Selection:
“The linking of selection activities to the organization strategic business
objectives”

Selection policy:
The recruitment policy of TELENOR PAKISTAN is:

EEO:
 TELENOR PAKISTAN have policy that out door marketing job they only
hire male not female. Because they cannot do market field work, they only hire
female for indoor jobs.
For first line managers and operative’s job they prefer fresh blood age restriction
is up to 26.According to the HR Senior Ex they want youth in these post because
they are more energetic.

Quality of people:
TELENOR PAKISTAN have policy for quality of people for the middle
and first line managers they must be highly qualified and must be from
graduated or post graduated from HEC recognized Universities. For job
qualification, skills and experience very much count.

Selection technique:
TELENOR PAKISAN don’t conduct the test for the top managers
middle managers post candidates with the experience more the 5 years
.According to them its insult for the candidate to have test for the job. They use
to have interviews for them.

Management role:
The Interviews are conducted by line manager and floor managers and
HR manager. The final authority to select the candidates is owned by the GM of
the particular department.

Legal issues:
They provide health and safety to their employees in the kind of any
emergency.

Steps in selection procedure:

Steps in selection process for middle manager:

STEP1: Recruitment process
STEP 2: Collecting CV’s
STEP 3: Short listing of applicants as per job description
STEP 4: First interview on telephone
STEP 5: Short listing of applicants in first interview
STEP 6: Second interview with supervisor
STEP 7: Final interview with the head of HR department
STEP 8: Formal offer made to the selected candidates
STEP 9: Reference check
STEP 10: Orientation
STEP 11: Candidate handed over to immediate supervisor

Steps in selection process for top managers:

STEP 1: Recruitment process
STEP 2: Collecting CV’s
STEP 3: Short listing of candidates as per job description
STEP 4: First interview on telephone by supervisor
STEP 5: Second interview with the head of HR department
STEP 6: Final interview by CEO
STEP 7: Formal offer made to selected candidate
STEP 8: Reference check
STEP 9: Orientation

Compensatory or successive hurdle approach:

They are using successive hurdle approach for selection because it’s very easy
and one way method. The reason to not to use the compensatory approach is
that it takes so much time of organization and the candidates. Candidates have
no extra time to come again and again for every step but in successive hurdle
approach there is the need of short listed and required candidates.

Critical analysis:

Drawbacks:
The biggest weakness is the outsourcing of selection of first line managers and
operatives, they have completely outsourced the selection of operatives to the
other companies, due to which best operatives cannot be selected according to
the needs of the organization. The selection procedure for contractual
employment and internship applicants is very difficult, the offers are very limited
and process is very strict so that they have to face so many problems to get the
job.

Suggestions:
They are not using regular media advertisements, so the have to use specific
medias for recruitment. They have outsourced their most of the functions which
is not a good way so they have to outsource only necessary functions which are
required most.