HR practices at zong

SUBKAHDO…………

Khurshid Qasim MarwatReg.No 1055121

HR PRACTICES AT ZONG

• ADVISOR AT SZABIST MR

NAVEED ANJUM

• COORDINATOR AT ZonG

MS SHUMAILA

SNR MANAGEROD, PM & HR OPERATIONS

Say it all

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SEQUENCE• Introduction

– Objective– Methodology– Scope

• Zong Introduction– Vision, Mission & Core values– Structure of Zong

• Environmental Analysis– External Environmental Analysis– Industrial Analysis– Comparative study of HR practices– SWOT Analysis

• HR Department at Zong– Structure– Functions– Key Responsibilities

• Zong HR Strategy & Principles– Zong HR Objective– Zong HR Strategy– Zong HR Guiding Principles

• Zong HR Practices– HR Planning– Recruitment & Selection– Performance Management– HR Operations

• Observations• Recommendations• Conclusion• Q & A

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INTRODUCTION

• OBJECTIVE– The objective of this research is to analyze Human

Resource (HR) practices in Zong. The research project is a requirement for the award of degree ”Masters in Human Resource Management” (MHRM) by SZABIST.

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INTRODUCTION

• METHODOLOGY– Interaction with concerned HR personnel of Zong,

and other employees.– E-mails.– Consulting HR Text Books.– Zong Website/Internet.

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INTRODUCTION

• SCOPE– Scope of this research is limited to Zong’s HR

Department only.

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ZONG INTRODUCTION

• In 2004, Paktel was the first mobile telecommunication company which launched GSM services in Pakistan.

• In 2003, Millicom, bought Paktel. • In January 2007 Millicom sold Paktel for $284

million to China Mobile (CMPak).• So far CMPak has invested more than US$

2500 million in telecom sector in Pakistan.

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Con’t


ZONG INTRODUCTION

• CMPak’s edge comes from the experience and expertise of running the world’s largest telecom service.

• In 2007 China Mobile Company introduced its new brand in Pakistan called “ZONG” formally “Paktel” with introductory slogan “Say everything” or “Sub Kah Do”.

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ZONG INTRODUCTION

• VISION– “Making Communication Exciting” – Deliver continuous innovation and exceptional

quality services.– In doing so, CM Pak will become our customers’

partner of choice, our industry’s employer of choice and our shareholder’s investment of choice.

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ZONG INTRODUCTION

• MISSION– To be the leading mobile Operator of Pakistan by

continuously innovating and offering exceptional quality services; to be a good corporate citizen and envoy of friendship between China and Pakistan.

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ZONG INTRODUCTION

• CORE VALUES– Commitment to Customer Satisfaction.– Passion for Business Excellence.– Trust and Integrity.– Respect for People.– Responsible Corporate Citizen.

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ZONG INTRODUCTION

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CTO(Mr Yan)

HR HEAD(Mr Zhang)

DIR SALES & DISTRIBUTION

NPI

O & M

S &D M A.S.M

IT

B.D.O B.D.O

CEO(Mr Fan Yun Jun)

CFO(Mr Feng)

COO(Mr Fan)

CIO(Mr Sajid)

LEGAL & REG:

ADMIN

PMO

NPI

DIR MARKETING

DIRCORP SALES

DIRFINANCE


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EXTERNALENVIRONMENTAL

ANALYSIS


ENVIRONMENTAL ANALYSIS

• EXTERNAL ENVIRONMENTAL ANALYSIS– Immense competition with other cellular companies

like Mobilink, Ufone, Warid and Telenor. – Other companies have huge market shares.– The ZonG external-environment includes their

external customers, agents and distributors, suppliers, our competitors, etc.

– Other forces affecting the environment e.g.; Political forces, Economic forces, Socio-cultural forces, and Technological forces.

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ENVIRONMENTAL ANALYSIS• INDUSTRIAL ANALYSIS

– Zong is doing good since its fairly new in the market and still giving competition to the old telecommunication members.

– The data below shows the comparison of last 5 years subscribers of different telecommunication organizations.

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2007 - 08 2008 - 09 2009 - 10 2010 - 110

5,000,000

10,000,000

15,000,000

20,000,000

25,000,000

30,000,000

35,000,000

40,000,000

MOBILINKUFONEZONGTELENORWARID

Subs

crib

ers

Con’t



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27%

16%30%

8%

18%

Market ShareTelenore Warid Mobilink ZonG Ufone

Con’t



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Mobilink91%

Warid85%

Telenor82%

Zong90%

Ufone91%

Males percentage

Con’t

Mobilink9%

Warid15%

Ufone9%

Telenor18%

Zong10%

Females Percentage



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Mo-bilin

k21%

Warid

23%Telenor

17%

Zong

28%

Ufone

25%

Training % Internally

Con’t

Mobilink16%

Warid

21%

Ufone16%

Zong5-6%

Te-leno

r21%

Turnover Ratio



21

Con’t


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INTERNALENVIRONMENTAL

ANALYSIS


ENVIRONMENTAL ANALYSIS• HEADCOUNT – FEB 2011

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Con’t

Total Permanent Employees 788Total Outsourced Employees 1704

20-30

55%

31-40

36%

41-507%

51-642%

Age Analysis Avg. Age 32 Years



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Con’t

Diploma Engineer1.14%

Engineer-ing

Graduate23.33%

Finance Profes-sional2.99%

Gradua-tion

29.16%

M.Phil.0.28%

MBA26.17%

Post Gradua-

tion15.08%

Under Graduate1.85%

Qualification Analysis

HQ48%

North15%

Central I,II,III23% South

14%

Staff at Locations



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Mobilink Telenor Zong Ufone Warid0%

20%

40%

60%

80%

100%

120%

HR working

HR scope



• COMPARATIVE STUDY OF HR PRACTICES

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1. RECRUITMENT & SELECTION

Sr# HR PRACTICES Mobilink Telenor Ufone Warid Zong

1 R&S Methods

A Centralized

B Outsourcing √ √ √ √ √

C Internal √ √ √ √ √

D External √ √ √ √ √

2 EEO Compliance

√ √ √ √ √

3 Gender Diversity

A Male % 91% 82% 91% 85% 90%

B Female % 9% 18% 9% 15% 10%

Con’t




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2. PERFORMANCE MANAGEMENTSr# HR PRACTICES Mobilink Telenor Ufone Warid Zong1 PMS METHOD A Formal √ √ √ √ √B Annual Appraisal √ √ √ √ √C Monthly Review √ √ √ √D Quarterly Review √ √ √ √ E Bi-Annually Review √ √F Yearly Review √ √ √ √ √2 PMS Decision A Probation Separation/Extension √ √ √ √ √B Contract Separation/Extension √ √ √ √C Transfer √ √ √ √ √D Promotion √ √ √ √ √E Early Retirement √ √ √ √




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3. TRAINING & DEVELOPMENT NEEDS

Sr# HR PRACTICES Mobilink Telenor Ufone Warid Zong

1 TNA identification methodlogy

A TNA through PMS √ √ √ √ √

B TNA through Consultant √ √ √ √ √

HR PRACTICES AT ZONG 29

ZONG COVERAGE


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SWOTANALYSIS


SWOT ANALYSIS• STRENGTHS

– China mobile is a Strong Historical and trusted Brand.

– Continuously improving its Network Services.

– Backing of World’s Largest Mobile Company.

– Strong relationship with the Government and PTA.

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Con’t


SWOT ANALYSIS• STRENGTHS

– Lowest rates nationwide rates.

– Strong image of parent company.

– Network portability.

– Huge location and geographic coverage(has around 6000-7000 sites all over Pakistan).

– New talent & fresh graduates are preferred .

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SWOT ANALYSIS• WEAKNESSES

– Weak brand image - still fairly new to the market.

– Fresh graduates are preferred over senior and experienced ones.

– Acquisition from Paktel with its beurocratic environment.

– Work environment is very casual.

– Label of “Chinese Brand”.

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SWOT ANALYSIS• OPPORTUNITIES

– Can expand globally from Pakistan. – Opportunity of grow its customer base due to

increasing trend of using mobile phones. – Can win the customers of its competitors by providing

them superior service on lower price. – Zong can be a pioneer in southern Punjab, Northern

areas and Baluchistan.

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SWOT ANALYSIS

• THREATS – Threats of new entrants.

– Threat from other cellular brands.

– Bad economic/security conditions of the country.

– Electricity & Energy Problems.

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ZONGHR

DEPTT


HR DEPTT AT ZONGZONG HR STRUCTURE

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HEAD OF HR DEPARTMENT

Sr. Manager HR (Human Capital & Compensation)

Sr. Manager HR(OD, Performance Management &

HR Operations)


HR DEPTT AT ZONG• ZONG HR MANAGEMENT

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Fayyaz Hussain Hashmi

Sr. Manager HR, (Human Capital & Compensation)• Qualification: MBA, Post Graduate Diploma in Strategic HRM,

Diploma in Global HR Management.• Experience: 17 Years total HR Experience. 05 Years at Zong.

Shumaila Afzal

Sr. Manager OD, (Performance Management & HR Operations) • Qualification: MBA• Experience: 6.5 Years total HR Experience. 2 Years at Zong


ZONG HR OBJECTIVES• Build Capacity To Grow

– Short - Medium - Long Term

• Strengthen Organization & People Capability

• Institutionalize H.R Processes /Interventions

• Partner in Successful Transformation• Become Employer Of Choice

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FUNCTIONS OF HR DEPARTMENT

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COMPENSATION AND BENEFITS

HR OPERATIONS

OD & PERFORMANCE MANAGEMENT

HUMAN CAPITAL ACQUISITION


HR DEPTT AT ZONG• KEY RESPONSIBILITIES OF HR DEPARTMENT “AT HQ”

– HR Budgeting & Headcount Planning– Recruitment & Selection– Employee Record Management– Salary & Benefits Planning & Processing– Training & Development– Performance Management– Employee Relations, Employee’s Grievances

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HR DEPTT AT ZONG• KEY RESPONSIBILITIES OF HR DEPARTMENT “REGIONS”

– Employee Communication and Support– Support in Recruitment & Selection– Handle Employee Logistics , exit interviews & even

management– Support in Training & Development & Performance

Management

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HR STRATEGY & PRINCIPLES


HR STRATAGY & PRINCIPLES

• STRATEGIC ROLE OF HR

– Source• Staffing Strategy and Capability• Employer Branding & Marketing• People Planning

– Perform• Performance Development • Productivity/Effectiveness

– Develop• Talent Management• Learning & Development• Leadership Development

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• STRATEGIC ROLE OF HR

– Affiliate • Reward and Recognition Philosophy• Reward • Diversity• Employee Engagement and Culture

– Initiate• Change Management – Cultural Transformation• Organizational Development

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• ZONG HR GUIDING PRINCIPLES

– Align – Integrate – Innovate• With Business – H.R Interventions – H.R Practices

– Facilitate Change Effort• Build Interventions That Support Change & Growth• High On Touch – Advise & Support Line• Train People on Change & Transformation• Benchmark Best Practices

– Create Impact• Tangible Results - Work Culture – People• Lead in H.R Innovation

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ZONGHR

PROCESSES


HR PLANNING PROCESSNeed for a new job is analyzed by a Department

Need is conveyed to HR Department

HR Deptt analyze Job responsibilities & competencies required

Job Description encompassing Job title, Deptt, SKA, Gender and Working location is devised

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REC & SELECTION PROCESS

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Preliminary

•Cost of Recruitment

•Time required for recruitment process

•Approval CEO and Dir HR & Finance

Add

•Newspapers

•Official Web Site

Applications

•Receive Applications

•Sift Applications as per requirement

•Call letters

Interview

•Competency based interview by a panel of HR and Line manager

Offer

•Offer and acceptance letters are given to the candidates

Checks

•Back ground checks are conducted

Joining

•Joining letters and instructions are given to successful candidates


PERFORMANCE MANAGEMENT• PROCESS OF PERFORMANCE MANAGEMENT

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Step-ISetting up of SMART objectives and

competencies

Step-IIAgreeing T&D and resource

requirements

Step-IIIInterim/ Half Yearly

Step-IVAnnual Reviews

Step-VAppraisal Decisions


PERFORMANCE MANAGEMENT• ASSESSMENT RATINGS AND EFFECTS

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(Performance Improvement Program)


PERFORMANCE MANAGEMENT• ASSESSMENT RATINGS AND EFFECTS

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Scoring Grade

Increment Percentage

Annual Performance Bonus Disbursement

A 16-20% of Gross Salary 100% of the bonus declared

B 11-15% of Gross Salary 80% of the bonus declared

C 07-11% of Gross Salary 60% of the bonus declared

D 02-06% of Gross Salary 40% of the bonus declared

E 00-03% of Gross Salary 0%


PERFORMANCE MANAGEMENT• ASSESSMENT RATINGS

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Scoring Grade Bell Curve distribution percentages

A 10%

B 15%

C 50%

D 15%

E 10%

A 10% B 15% C 50% D 15% E 10%


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ZONGHR

OPERATIONS


HR OPERATIONS• HR OPERATIONS VALUES & PRACTICES

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Employee Facilitation / Daily HR Operations

Grievance Management & Employee Counseling

Strong reporting of Exit Interviews

Entertaining Event Management

Corporate Social Responsibility

Staff Welfare activates

•Hajj Draws• Independence Day celeb• New Year Celeb•Ramadan Meals & Eid Cakes•Health Club

•Flood relief fund•Swat IDPs•Environment Protection Activities•Scholar ship Prog for UET students•Support to rain affecties in sind


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QUESTIONAIRE DATA

ANALYSIS


DATA ANALYSIS

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YES74 %

NO17 %

NEUTRAL9%

Recruitment & Selection


DATA ANALYSIS

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YES57 %

NO36 %

NEUTRAL7%

Performance Management


DATA ANALYSIS

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YES61 %

NO29 %

NEUTRAL10 %

Reward & Recognition


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OBSERVATIONS


OBSERVATIONS• Adherence to organizational HR policies/ processes is not as

required.• Female induction is less.• Senior and experienced employment candidates are ignored.• Less efforts for Branding Zong .• Negligible services available in Southern Punjab, Baluchistan

and Northern Areas.

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RECOMMENDATIONS


RECOMMENDATIONS• Good HR policies/processes have been devised by the

organization and strict compliance may be practiced at all levels.

• Female induction may be increased for ensuring equal opportunities.

• Senior and experienced employees may also be given due preference and developed accordingly.

• Strong Branding be done to make Zong.• Expansion in Southern Punjab, Baluchistan and Northern

Areas may be undertaken at the earliest.

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CONCLUSION

THANKYOU…………

Khurshid Qasim MarwatReg.No 1055121

CONCLUSION

Zong offers several promotions, services and packages to cater to different needs of a wide variety of customer base. They have done considerable research In order to understand customer needs of this country based on their cultural as well as religious compulsions. For the first time users will get what they want, rather than being made offers that suit operational needs more than user needs. China mobile has proven itself as a brand now and it seems like they are going to give competitive environment to other cellular companies in coming days. The hardest part of china mobile is to rebuild the image that had been lost by Paktel. They are still a fairly new brand and their customer base is limited in comparison to the market giants so they need to be really innovative and use young/experienced talent in order to reach the top.