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Chapter 1:

Introduction
As mentioned it earlier that GrameenPhone is the market leader with approximately 63%market share (http://press.telenor.com). From the market share and technical capability point of view, GP is clearly ahead of other competitors. Although Robi was the challenger but its activities was not so much threat for GP. Since the market payers designed their strategy with traditional armors therefore, the culture and practice of innovation was not appropriately nurtured in this industry. Robi tried to be innovative and to provide unique value to the customers but it could not be effectively successful as GP responded immediately in unconstructive ways. Even sometimes in a very negative way (e.g. network jamming, price cut and so on), which was to some extent unethical, too. For example, when Robi planned to provide augmented service to customers, GP would create an unannounced barrier in case of calling and messaging from Robi to GP subscribers to create an impression that Robis network is not as efficient as GP. Ultimately, the innovative efforts of Robi were not fully successful. The company (GP) used to enjoy almost a monopoly until and unless the threat was created by other competitors. http://www.scribd.com/doc/55786617/Mobile-TelecommunicationIndustry-in-Bangladesh

ROBI Axiata Ltd

There are 6 mobile phone operators in Bangladesh. These are: 1. Axiata Bangladesh Ltd: Branded as Robi 2. Airtel Bangladesh Ltd. Branded as Airtel, formerly known as Warid Telecom 3. Grameenphone/Telenor Bangladesh Ltd.: Branded as Grameenphone 4. Orascom Telecom Ltd.: Branded as Banglalink 5. Pacific Bangladesh Telephone Ltd.: Branded as Citycell 6. Teletalk Bangladesh Ltd.: Branded as Teletalk http://en.wikipedia.org/wiki/Telecommunications_in_Bangladesh

ROBI Axiata Ltd

Company Profile:

Robi Axiata Limited

Robi Axiata Limited is a joint venture between Axiata Group Berhad, Malaysia and NTT DOCOMO INC, Japan. Robi Axiata, formerly known as Telekom Malaysia International (Bangladesh), commenced operations in Bangladesh in 1997 with the brand name AKTEL. On 28th March 2010, the service name was rebranded as Robi and the company came to be known as Robi Axiata Limited. http://www.robi.com.bd/index.php/page/view/92

Type Industry Founded Headquarters

Joint Venture :Mobile Telecommunication :1997 :Robi Corporate Office, 53 Gulshan South Avenue, Gulshan1,Dhaka, Bangladesh

Area served Key people Products Parent Website

:All over Bangladesh :CEO: Michael Kuehner :Mobile Telephony, GPRS, EDGE, international roaming :Axiata Group Berhad (70%) and NTT DoCoMo (30%) :www.robi.com.bd

ROBI Axiata Ltd

Product Portfolio of Robi:

Robi mainly offer two types of product based on the subscription category for general subscribersPre-paid and Post-paid. Pre-paid package: Robi Pre-paid is continuously offer new features and plans to provide absolute freedom to the customer. Robi offers a single Prepaid package with different tariff plans to meet different types of needs instant, easy and multiple migration facility form one tariff to another. Tariff plans are as followsRobi Club Tariff Plan. Robi Prothom, Muhurto Tariff, Shoccho Tariff, Shasroyee Tariff, Shorol Tariff etc. For the entrepreneurs Robi offer a different package called Uddokta & Easy Load Tariff. Post-paid package: Robi offers few lucrative Post-paid Packages named Simple plans, Normal plans, and Robi corporate. These Tariff and facilities can be easily found from the webpage: www.robi.com.bd.

ROBI Axiata Ltd

Human Resource Department in Robi:

Human resource department of ROBI axiata is kind of benchmark for Bangladeshi company. The human resource is followed from Axiata strategy Their HR department is very proactive and they believed in 3R, which means:

Right people Right time Right Place

R
R

Those 3R ensures companies betterment by following pure HR theory: Proactive HR, HRD Research & Development, Strategic HR, Employees empowerment, Creating its own vision & mission, Setting goal, Crafting strategy

Vision:

Robis vision crystallizes their employee focus as the cornerstone of everything they do; to help their customers get the full benefit if communications services in the customers daily lives. It describes their
ROBI Axiata Ltd

ambition for future, sets a common direction across the group, and shall inspire all employees to imagine how they can contribute. Their values describe what behaviors are necessary to realize that vision. HR is a Critical Enable for Robi Axiata Ltd (Robi) in the pursuit of its Strategic Goals. HR is a key to ensuring An Organization, that provides a competitive advantage by being simple, aligned and efficient. A Culture centered on the employee and characterized by diversity, generosity and an international mindset. Leaders, who have a passion for business, excel at empowering people and never compromise on Robi ethical standards. People, who perform at the peak of their ability because they feel a sense of mission, accomplishment and growth. Human resource division of Robi: Robis human Resource Division is responsible for the recruitment and training of the employees of the company. They also monitor the performance and handle the promotion and salary related matters. They also administer the regulations of the company.

ROBI Axiata Ltd

Bangladesh Telecoms Overview

Rapid Growth: The Bangladesh Telecoms sector has seen mobile penetration growth that has exceeded all expectations. A transformative impact on the economy in terms of aggregate investment, FDI and productivity levels. Connectivity helps social cohesion BD Innovator in global telecoms such as the Village Phone concept Asian Tiger Capital Partners, Level 16, UTC Tower, Panthapath, Dhaka1215, Tel: +880-2-9114286, Web: www.at-capital.com 3 Helping Bangladeshs capital markets development: The IPO of Grameenphone, in November 2009, with more than 100,000 shareholders Greater future Investor Focus on Telco Sector: With market expectations growing of further IPOs from other Telecoms players such as Banglalink, Robi, and Teletalk, as well as potential industry consolidation, interest in the sector from investors, both locally and internationally, is set to growth further. http://www.basis.org.bd/resource/Telecom-Challenges.pdf

Challenges - License Uncertainty and 3G Opportunity

ROBI Axiata Ltd

Clarity on process and terms of Telecom license renewal : The BTRC has yet to announce the terms on which the Telecom Licenses of the top 4 players, namely GP, Banglalink, Robi, and Citycell, will be renewed when they expire in 2011. 3G networks are expected to significantly enhance user experience of existing data services, with limited introduction of video and other high bandwidth services by carriers; data ARPU of 3G subscribers is expected to be initially dominated by data connectivity charges. Asian Tiger Capital Partners, Level 16, UTC Tower, Panthapath, Dhaka1215, Tel: +880-2-9114286, Web: www.at-capital.com 17 3G License uncertainty: The expected cost and terms on which 3G licenses will be issued remains unclear In these circumstances, it has become very difficult for mobile operators to make any long term investment. An early, fair, transparent and participatory renewal and license process on reasonable terms would promote investors confidence and would act as an incentive for long term investment in Bangladesh.

ROBI Axiata Ltd

Chapter 2:
Objective
Question 1: What are the HRM problems and issues facing your selected company? IT is always facing challenges. Some of these challenges have slowly changed over time, but many of them are perennial offenders. How will IT meet these challenges today and in the near future? Human resources Burnout is an ever increasing concern as budgets become tighter and workloads increase. Creative ways need to be found to reduce stress and revitalize tired workers. More vacation time, sabbaticals, temporarily reduced responsibilities -- anything that can give the IT professional a break should be considered. This might seem costly, but losing a valued employee due to burnout can be far more costly. It has always bothered me when I or a fellow workmate requested a transfer only to have the request ignored or denied, seemingly without any thoughtful consideration. Organizational structures are not conducive to employee sharing and growth. Managers just don't want to give up a key member of their staff. The truly exceptional companies find ways to maximize their employees' full potential. After all, what is a company if not its people and their skills? http://www.techrepublic.com/blog/10things/10-challenges-facing-it/
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Challenge: Develop creative ways to minimize stress, satisfy employee needs, and match corporate needs to employee goals. Customer service IT suffers from a bad reputation when it comes to satisfying customer needs. Unfortunately, it is often well deserved. Too many times, the work is done incorrectly or not to the customer's requirements -- and it is the customer who ultimately determines what good customer service is and what is not. My dad recently needed a new hard drive installed and he asked to have his personal Quicken files removed from the old drive. He received the computer with a new drive and a hefty service fee but without the critical files he asked for. It left me wondering what type of computer repair shop couldn't accomplish my dad's simple request. Corporate IT has similar challenges with its customer service. There may be a lot of truth to the statement "The customer needs to be told what they want." However, the tone of the "recommendation" by the computer expert often comes across as arrogant. The customer maybe ignorant but they are rarely stupid -- and they don't like being treated as such. A little better bedside manner offering education and choice is far preferable to a simple "you need this" approach to customer service. http://www.techrepublic.com/blog/10-things/10-challenges-facing-it/

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Challenge: Improve customer service by listening to and meeting the client's needs. Make customer service job number one. Marketing/public relations Aside from a handful of tech companies like Apple and Google, IT suffers from a poor public relations image. It may be an honest assessment for Microsoft CEO Steve Ballmer to state, "If people want to wait they really can. But I'd definitely deploy Vista." But when a statement like that leads to headlines like "Ballmer says it's okay to skip Windows Vista," you have a problem. Analytical thinkers make poor marketers. Hiring a PR firm can be well worth the expense, but even then a nasty faux pas can occur. South by Southwest Interactive engaged Ink PR to meet its marketing needs. Ink PR came up with this speaker's tip for South. By Southwest Interactive green rooms: "A speech should be like a woman's skirt: long enough to cover the topic, yet short enough to be interesting." It has been said that any publicity is good publicity. But ask South By Southwest Interactive if it thinks Ink PR's marketing gaffe was good for its corporate image. http://www.techrepublic.com/blog/10-things/10challenges-facing-it/

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Question 2: What sort of HRM approaches do you think needed to be taken to ensure ongoing strategic competitive advantage? Performance Management In order to realize the full benets of our robust performance management System, a training programmer was formulated to endow line management with the necessary competencies to work with and manage the system in terms of its designed construct. At organizational level the balance scorecard, which is the business performance system, was the focus to ensure alignment at business level, division level and department level. With few exceptions the majority of divisions now have operational Balance Scorecard at up to Level Three. However the automation on hyperion has continued to elude the business with the latest hurdle being the need to ensure synchronization with SAP and the accurate reection of the organizational structure for the system to be fully operational. The realization of the full benets of the investment in hyperon remains a challenge in the new nancial year. http://www.telecom.na/downloads/reports/2005-06/HR.pdf Remuneration: An important milestone in the area of employee remuneration was the approval by Board of a Remuneration Philosophy. The Remuneration philosophy now constitutes a strategic document providing much needed direction in the options we add on to compensation with respect to policies and procedures as well as operating standards that we set for the business.
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The company participated in the PE-Survey in addition to a new survey on Government Parasternal organizations. http://www.telecom.na/downloads/reports/2005-06/HR.pdf Short-Term Incentive Scheme For some time now the current construct of funding for employee annual performance-based bonuses has been of concern. The review process was undertaken resulting in the adoption of a company performance-based model which provides for the level of bonus funding being aligned to business performance. This scheme has found favor and approval at all levels of management. Sales Commission For the rst time a sales commission scheme was implemented exclusively for all sales representative designated employees. The implementation of the scheme positively impacted on the companys revenue, resulting in the business plan to additionally introduce a sales incentive scheme targeting employees involved in a measure of sales in Teleshops. This additional scheme will pick-back on the sales representative scheme with an accent on the sales portion. http://www.telecom.na/downloads/reports/2005-06/HR.pdf

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Question 3: What HRM challenges will Robi face in the 21st century? Being a Strategic Business Partner A recent study conducted by the center for effective organizations at the University of Southern California states HR functions often collect data on their efficiency. However, they often do not collect data on the business impacts of their programs and practices. This is a crucial point because the results show that those HR organizations that collect effectiveness data are more likely to be strategic partners. This finding suggests that if HR wants to play a strategic role in organizations it needs to develop its ability to measure how human capital decisions affect the business and how business decisions affect human capital. Being a strategic business partner takes different forms for different organizations. However, when it comes to communication, three steps are important: 1. Plan 2. Tie everything back to the business plan 3. Measure results Weve seen leadership get involved, budget dollars come in and initiatives rolled out smoothly when there has been a clear plan that is tied back to the companys overall strategy.

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Tips: Create a plan write a plan for the whole year timing, messages and impacted staff/employees. In the end, you should have a complete plan of how the entire year will look from your end (workload, deadlines, etc.) and the employees perspectives (how many times youll be communicating with them, what actions they need to take, etc.) Be sure to include measurable goals for each campaign. Get approval and buy-in not only from senior leadership, but also your team and managers. If everyones working off the same plan, then itll seem smooth and seamless to employees. Measure results results can be measured in many ways. Did you increase participation in the 401(k) plan (numbers of participants or dollars invested)? What percentage of the population did you move to the lower-cost health plan and what were the cost savings? How many completed the biometric screening? Whatever goals you set for each campaign, they should be measurable and meaningful. http://www.writetarget.com/top_four_challenges_HR_is_facing_in_2012.pdf Is it Time to Reboot Your Approach to Technology? Today, information is at our fingertip literally. Employees are receiving messages on their work phones, home phones, personal cell phones, computers, mailboxes, etc. Its fair to say we are in a stage of information

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overload. But is it confusing your employees? Do they know where to go for information? Tips: Know what your employees are using before you start tweeting all of your messages out to your employees, make sure Twitter is really on their radar. Perhaps your employees prefer email and havent quite ventured out into the social media world. You can still use social media, but make sure youve also used the main vehicles that your employees use. Make sure you understand the restrictions in place within your company what do your policies say? Maybe your policies need to be updated to allow for more communication through different technology vehicles. Do you have a firewall? If you want your message heard, employees should be able to access it from work and home. http://www.writetarget.com/top_four_challenges_HR_is_facing_in_2012.pdf Multiple Generations = Multiple Challenges Todays workforce has four generations working. We once worried about the mass exodus that would occur when the Baby Boomers hit retirement age. But then we discovered that the Baby Boomers havent saved enough money to retire yet. (Or maybe they just thoroughly enjoy working with their kids and grandkids.) We now have a workforce full of Baby Boomers, Generation X, Generation Y and Millennial. Each generation with their own

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set of needs, their own ways of communicating, and their own special way of driving us crazy.

Tips: Target communications since each generation has their own set of needs, the communications should address their particular needs in order to have full impact and drive action. Use all communication vehicles some grew up reading the newspaper; others grew up learning through the Internet; now kids are learning through text messages or alerts on their iPods. Our preferences for receiving information are different. You can have one communication piece but repurpose it through various communication tools. http://www.writetarget.com/top_four_challenges_HR_is_facing_in_2012.p df

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Chapter 3
Recommendation:
Strategic planning: Successful employment planning is designed to identify an update; which type of qualified employees they have; forecast future requirement of qualified employees like other MNCs (telco).

Checking Policy: When the candidates come for interview or written exam the authority doesnt check the person with the picture that the candidates attached with the application.

Emphasize on internal search: Robi Axiata Ltd. basically relied on external search for recruiting purpose. They must attempt to develop their own low level employees for higher positions through more internal search. To do so they must ensure a communication network notifying interested persons of opportunities, including advertising within the organization like position open bulletin board in every department.

Job fair: All of these organizations must use open up recruiting efforts to the external community like job fair through external search. They can participate in career and job fairs and open houses and must develop and support educational programs and become more involved with educational institution that can refer more diverse talent pool.
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The growing readiness of a variety of new mobile technologies can give operators access to large amounts of new network capacity with varied upgrade paths. Robi can seek to optimize their migration strategies in a number of ways. For example: Robi should leap directly or continue building upon current 3G technologies, adding incremental 3G bandwidth expansions. They should begin in rural or urban markets and will 4G enable them to win in new, value-laden customer segments. Robi could also consider participating in network sharing and investigate ways to optimize the cost of upgrading their networks

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Conclusion
Recruitment is an important issue for any organization. Recruitment and selection allows an organization to assess the vacancy and choose the best personnel who will lead the organization in future. So the organization should give more emphasize on selecting a person. From the above discussion we can easily understand that Robi Axiata Ltd. (Robi) is one of the top mobile Company of Bangladesh. It covers the whole Bangladesh by its network. The most important key source factor of Robi Axiata Ltd is its efficient human resource. It is using the state-of-the-art GSM technology and continuously monitoring its network traffic to ensure network quality. Moreover, its decisions are based on facts from market research and coverage survey. The company also monitors it's competitor's activities and is proactive in marketing decisions.

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