RECRUITMENT PROCEDURE OF GRAMEENPHONE LTD.

by






Marzia Karim Priya
ID: 0920155






An Internship Report Presented in Partial Fulfillment of the Requirements for the
Degree Bachelor of Business Administration







Independent University, Bangladesh
September, 2013



RECRUITMENT PROCEDURE OF GRAMEENPHONE LTD.





by





Marzia Karim Priya
ID: 0920155





Has been approved September, 2013







--------------------------------------------
MD. Shoaib Ahmed
Senior Lecturer School of Business
Independent University, Bangladesh




5
th
September, 2013
MD. Shoaib Ahmed
Senior Lecturer School of Business
Independent University, Bangladesh
Dear Sir,
It is a great pleasure for me to submit the report on the Recruitment Procedure of
Grameenphone Ltd. I am submitting this research paper as a part of my internship program.
This report will provide a well-compiled view to the people who are interested in recruitment
sector and for the recruitment department it will be easy for them to point out if they feel
change some procedures for betterment.
This is the first time I have attempted and successfully completed a complete co relational
study. I have tried my best to conduct the study as flawlessly as possible. However, this has
been a great source of learning experience for me to conduct similar research studies in the
future.
I would like to express my sincere gratitude for your guidance and suggestions in preparing
the report.

Yours truly,

Marzia Karim Priya
ID # 0920155








Acknowledgement
All praises are due to Almighty Allah who enabled me to complete this research paper. This
paper entitled the recruitment procedure of Grameenphone Ltd.
First and foremost I am very grateful to my internship supervisor, MD. Shoaib Ahmed Sir for
his invaluable guidance, encouragement and suggestions throughout this three months without
which it would have not been possible to complete and submit this paper.
I am indebted to my Grameenphone supervisor Mr. Sohel Rana (Manager, Commercial
Division, Inbound Contact Center). He supported me greatly all through the period. He also
makes it possible for me to sit with the interview panel to observe interviews. I am also very
thankful to Mr. Sabbir Md. Hossain (Senior Executive, People and Organization) and to Mr.
Tarikul Islam (Specialist, People and Organization) who had provided me with invaluable
insights about GP Customer Service (CS) system and made the interview sessions very
informative and instructive.
Their invaluable suggestion and information have taught me much and as a result my
experience has been many folds better than it might have been.
Equally I would also like to express my sincere gratitude and indebtedness to the authority of
Independent University, Bangladesh for their kind co-operation.












Table of Contents
Executive Summary
1.0 Introduction 1
1.1 Recruiting and Training the Labor: 1
1.2 Purpose of Study 2
1.3 Limitations of Study 2
1.4 Significance of the Study 3
2.0 Literature Review 3
2.1 Strategic Workforce Planning (SWP) 3
2.2 Need of Manpower 3
2.3 Job Analysis 3
2.4 Job Descriptions 3
2.5 Job Advertisement 4
2.6 Interview 4
2.7 Employee Transition 4
2.8 Learning Governance 5
3.0 Conceptual Framework 5
4.0 Hypothesis 6
5.0 Methodology 6
5.1 Research Design 6
5.2 Data Collection 6
6.0 Findings 7
6.1 Employment in Grameenphone 7
6.1.1. Guiding Principles 7
6.1.2. Employment Type 8


6.1.3. Hiring of Internal Employees 8
6.1.4. Employment of Relatives 9
6.1.5. Re-employment 9
6.1.6. Confidentiality 9
6.1.7. Documentation 9
6.2 Recruitment Procedure 9
6.2.1. Strategic Workforce Planning 10
6.2.2. Resource Requirement and Requisition 11
6.2.3. Job Description and Job Specification 11
6.2.4. Resourcing Platform 11
6.2.5. Job Advertisement 11
6.2.6. Applying to Grameenphone 12
6.2.7. CV Screening/ Short listing 12
6.2.7.1. Screening Interview 12
6.2.8. Written Exam 13
6.2.9. Assessment Center 13
6.2.9.1. Structured Interview 13
6.2.9.2. Performance Feedback Rating 13
6.2.9.3. Reference Check 13
6.2.9.4. Final Review and Selection 14
6.2.9.5. Direct Appointment into a Vacant Position (new/replacement) 14
6.2.9.6. Direct Advancement in Specialist Career Path 14
6.2.9.7. Supporting Guidelines 15
6.3. Salary Fixation and Employment Offer 15
6.3.1. Appointment Letter/ Employment Agreement 15
6.3.2. Employee Joining 15




6.3.2.1. Employee Induction 16
6.4. Internship 16
6.5 Employee Transition: 17
6.6 Learning Governance: 18
6.6.1. Governing Principles 18
6.6.1.1. Eligibility 18
6.6.1.2. Learning Needs Identification & Prioritization 18
6.6.1.3. Preparation & Actualization of Strategic & Prioritized
Competence Development Plans
19
6.6.1.4. Selection of Learning Resources 20
6.6.1.5. Selection/Nomination of Participants 20
6.6.1.6. Course Creation/Enrollment 20
6.6.1.7. Learning Cost Planning and Allocation 21
6.6.1.8. Evaluation 21
6.6.1.9. Learning Catalogue 21
6.6.1.10. Annual Prioritized Learning Calendar 21
6.6.1.11. Follow-up Progress & Status Update of High-prioritized
Learning Programs
22
6.6.1.12. Review and Adjustment of Strategic & Prioritized
Competence Development Plan
22
6.6.2. Surety Bond for Training Programs 22
7.0 Conclusion 24
References 25
Appendices 26
Interview Panels Questions 26
Approach to Executing Learning Programs 27


Executive Summary
This paper is aimed for the relationship of recruitment procedure, need of manpower, job analysis,
interview, selection, employee transition, learning governance etc. Through sizeable literature
review it is known that there is a correlation that exists among the study variables mentioned
above. The data collection was conducted on the candidates of the job interviews as well as
information from interview panel. A structured questionnaire was used by the interview panel.
From the findings part it can be said initially the recruitment procedure starts from the need of
manpower. When the need of manpower is been acknowledged, the sources of recruitment are
being addressed to fulfill the need as the recruitment process is dependable onto this step to
move onto the next step. As job responsibility is one of the main elements of any job it has
direct relation with recruitment procedure. At the same time as we know that there could not
be any recruitment without interview which is the obligatory and foremost part of recruitment.
Learning governance(which is also known as after employment trainings) is an after
employment phase. It is being provided to the employees whenever someone needs proper
knowledge about any ongoing issue or any employee who was in long leave. Transition in
employment is a critical branch of any organizations recruitment process. Transition involves
with changes or it can be said that the synonym of transition can be named as change.
Through employee transition management makes departmental and job specification
modifications.













1.0 Introduction
The main purpose of this research paper is to highlight the total recruitment procedure of
Grameenphone Ltd. It will consider the extensive recruitment and training regimes in
workplaces. This paper focuses on recruitment and training of call center of Grameenphone
Ltd. This paper is divided into five main sections. The first of these sections will consider
some pertinent issues that relate to recruitment and training. An important issue to rise
throughout this section is the notion of the call centre employee being one who faces
considerable aspects of emotional labor in their tasks. The second and third sections include a
brief methodology. The fourth section of this paper analyses the total process of the
recruitment and training processes. Finally, there is a general discussion and conclusions are
drawn from the case study in an attempt to determine why a call centre with known high
levels of turnover invests substantial resources into recruitment and training procedures.
The recruitment process is to finding and hiring the best-qualified candidate (from within or
outside of an organization) for a job opening, in a timely and cost effective manner.
Recruitment process includes analyzing the requirements of a job, attracting employees to that
job, screening and selecting applicants, hiring, and integrating the new employee to the
organization.
1.1 Recruiting and training the labor:
It has been seen in maximum service organizations follows two dilemmas: cost minimization
and customer-focused service quality. Furthermore, as the call centre sector expands and
matures, it is likely that more distinct, discreet styles of call centers will be more apparent.
Customer Service Representatives (CSRs) or Customer Managers (CMs) involved invoice-to-
voice interactions may not be required to display observable facial and bodily displays, they
are required to empathize with their customer, manage the tone of their voice and control their
emotions while servicing potentially difficult customers. However, it is expected that the
outcomes of emotional laboring may be different depending on whether these skills are
recruited or trained into technically competent recruits.
Organizations usually seek to match an applicants adaptability, teamwork skills, self-
confidence, and degree of optimism to the existing organizational culture. However, call
centers represent a middle ground. Certainly, finding a person with the attitude and values to
match the organizations culture is considered important.


Equally as important though, is finding a person with the skills required to perform (at least)
adequately in the call centre environment. These skills include general keyboard and computer
skills, communication skills, and importantly, the ability to deal with pressure and perform
emotional labor. However, it is equally important to recruiting employees who demonstrate
the potential capacity to perform emotional labor, primarily through managing the interactions
with customers.
Once employed, the training methods that employees face in call centers have many
similarities. The most common methods of training include basic contextual knowledge of
company products, computer systems and company policies. In many call centers, managers
monitor employee/customer transactions and provide feedback to the employees.
Furthermore, training for job proficiency and meeting standards of customer service takes
precedence over training for career development.
1.2 Purpose of Study
In this research paper the total procedure of recruitment, selection, training of new employees
of the call center of Grameenphone Ltd. will be shown. The objective of this topic is to
highlight the recruitment procedure of an international level call center. This research paper
will give a clear view of how an ideal call center job holder gets recruited and how the newly
recruited employee is given trainings to make him/her ready for the job.
The reason why I have chosen Grameenphone Ltd. is, it is the first 24seven call center of
Bangladesh to support its subscribers and most of the methods of serving customers starting
from using equipments and software to job responsibilities of works are similar to any
international call center. This paper is an observational about the recruitment process of call
center of Grameenphone Ltd.
1.3 Limitations of Study
Although this research was carefully prepared, I am still aware of its limitations and
shortcomings.
First of all, the research was conducted within months. Three months were not enough for the
researcher to observe all the total procedure intently. It would be better if it was done in a
longer time.
Second, the interview observations could have been more often and more time consuming.
For the limitations from company I only observed 20 interviews.
Third, due to companys confidentiality I could not collect sufficient information.


In addition, due to limited access to the related literature review of journals could not provide
adequate references.
1.4 Significance of the Study
The findings of this research may give practical ideas about a complete recruitment procedure
as the every step works are actually happening in a corporate organization like Grameenphone
Ltd. The study will provide a well-compiled view to the people who are interested in
recruitment sector and for the recruitment department it will be easy for them to point out if
they feel change some procedures for betterment. This research may encourage further study
and provide useful guidelines for these types of researches.
2.0 Literature Review:
At Grammenphone Ltd., the employment policy aims to provide clear guidance to managers
in relation to the selection of staff.
2.1 Strategic Workforce Planning (SWP):
The recruitment process starts with the Strategic Workforce Planning (SWP). According to
Author Mary B. Young, D.B.A.; Strategic Workforce Planning connects HR strategy and practices
to business strategy to ensure the company has the right people in the right place at the right time and
at the right cost. SWP is a very elaborative procedure which will contain:
2.2 Need of manpower:
The need of manpower creates requirements of resources and the requisition.
Job analysis is the next step of the recruitment procedure. The general recruitment and
selection process is been emphasized by job analysis.
2.3 Job analysis:
Job analysis is the cornerstone of the major HR activities; it provides valid and solid
foundation for the effective recruitment and selection practices (Nelson 1997, pp.42).Job
description and job specification are the two parts of job analysis.
2.4 Job descriptions:
Job descriptions are to be uploaded by individual departments in the system.
According to Author Susan M. Heathfield; Job descriptions are written statements that describe the
duties, responsibilities, most important contributions and outcomes needed from a position, required
qualifications of candidates, and reporting relationship and coworkers of a particular job. Before
raising requisition job responsibilities need to be vetted by compensation and benefits


department to confirm job band and title. Resourcing platform is about the sources of talent
hunting program.
2.5 Job advertisement:
The job description and specification provide the background information for
posting job advertisements. Job advertisements are the part of sources of recruitment.
According to the Author Jim Riley; the objectives of recruitment advertising are to: (1) Attract
suitable candidates, and (2) Deter unsuitable candidates.
The total processes of applying are noted under the section of applying to Grameenphone Ltd.
The process of collection and compilation of applications are under the part of CV Screening/
Short listing. Screening CVs is the process of sorting resumes to disqualify candidates using
successively more detailed examinations of the resumes. It also contains Screening Interview.
After the short listing process those who are been short listed are been called for Voice test as
it is a job for call center.
2.6 Interview:
Those who got short listed after voice test are been called for interview with a professional
interview panel. According to McDaniel, Michael A. (1994); a job interview is a process in
which a potential employee is evaluated by an employer for prospective employment in their company,
organization, or firm. During this process, the employer hopes to determine whether or not the
applicant is suitable for the role. So the recruitment process is thoroughly incomplete without
a proper interview.
Written exam is the next part for those who got past the interview level.
Candidates whos been selected after written exam goes to the Assessment Center for one
whole day where it contains many parts (group discussions, power point presentation,
structured interview, performance feedback rating, reference check, final review and
selection, direct appointment into a vacant position, Direct advancement in specialist career
path, Supporting Guidelines etc).
In the level of Salary fixation and Employment Offer, the selected candidate is offered
employment with Grameenphone Ltd. It will contain: Appointment letter/ Employment
Agreement, Employee Joining, Employee Induction. Grameenphone Ltd. offers internship
program by facilitating learning opportunities to the graduating students in a specific field by
means of engaging them in a project/ function.


2.7 Employee transition:
According to Management and Corporate Operations article; employee transition
planning is getting a new employee trained and in their new spots in a company. They may be existing
employees who are moving over into a different area of the company. A plan is needed to make this a
seamless transition. Employee transition may result due to the expansion of Company business,
re-structuring and separation of employees.
2.8 Learning Governance:
According to author Margaret Rouse; Learning Governance is a term that refers broadly to
the rules, processes, or laws by which businesses are operated, regulated, and controlled. The term can
refer to internal factors defined by the officers, stockholders or constitution of a corporation, as well as
to external forces such as consumer groups, clients, and government regulations. It focuses on the
necessary training and knowledge sessions for the present employees in order to make them
up-to-date with the changes. The learning governance phase focuses on Approach to
executing Learning Programs.
3.0 Conceptual Framework

The following diagram will clearly describe the relationship among all the variables.

Independent Dependent
Variables Variable










Need of manpower
Job advertisement
Job analysis
Interview

Recruitment Procedure



4.0 Hypothesis
There is relation between Need of manpower and Recruitment Procedure.
There is relation between Sources of recruitment (job analysis)and Recruitment
Procedure.
There is relation between Job advertisement and Recruitment Procedure.
There is relation between Interview and Recruitment Procedure.

5.0 Methodology:
Due to the shortage of time many things could not be included. Nevertheless, the information
which has been collected through the observational sessions is internal and accurate and
reliable.
5.1 Research Design
Before this study, there were no researches formed on Recruitment Procedure about call
center of Grameenphone Ltd. From this logical point of view, I have followed exploratory
research study. This research is all about qualitative information. So that for I figure it out that
qualitative technique is more suitable. I chose observational studies as the research design and
through this I started collect information. As observational studies includes the full range of
monitoring behavioral and non-behavioral activities and conditions; (Donald R.
Cooper/Pamela S. Schindler in Business Research Methods) my research follows under the
behavioral observation.
5.2 Data Collection
When I considered the scope of qualitative research, I have used observational studies to
gather information or data. The ways through which I have collected information are stated
below:
Grameenphone Ltd. wow portal ( which is been given access only to employees)
I got the permission from my supervisor to observe interviews directly with the
interview panel and observed total 20 interviews of 20 candidates.
Primarily structured interview observations occurred over a three-month period. These
visits were, on average, one hour each and occurred twice in a month. The
observations included all aspects of call centre employment. This includes the


recruitment and selection processes, the daily work processes, team meetings and
training processes.
In addition, there were many discussions conducted with relevant management
personnel including contact centre managers, the call centre manager, training and
development team leader, roster and planning officer and human resource
representatives.
Finally, organizational documents that related to recruitment and selection, training,
roster planning and turnover were obtained and analyzed.
6.0 Findings:
The Recruitment Procedure:
6.1 Employment in Grameenphone Ltd.:
The Employment Policy aims to provide clear guidance to managers in relation to the
selection of staff. This policy promotes and supports good practice for those with recruitment
responsibility. The recruitment and selection process is of paramount importance in order to
recruit people with the necessary skills and attributes to fulfill the companys aims and
objectives.
This policy aims at achieving the following objectives:
Recruit people with the appropriate skills, both technical and behavioral, in order to
meet the companys current and future needs.
To ensure that people appointed to posts involving responsibilities are qualified to
carry out such duties or are working towards an appropriate qualification.
Work to a fair and effective recruitment procedure, which is consistent with
employment legislation and the companys equality and diversity policies and
practices.
Develop and enhance the public image of the company as an employer.
Internal candidates or others personally known to the interview panel must be treated
in exactly the same way as all other candidates.
6.1.1. Guiding Principles
The company employment policy is based on the following guiding principles:
The Company shall not discriminate against any job seeker and employee on the basis
of race, color, religion, gender, age, or any other factor that does not relate to the
individual's ability to do the job. Each potential employee is entitled to fair salary. The
Company applies each employment policy in a fair, uniform and consistent manner.


The company employment policy does not allow any favor, nepotism or preferential
treatment to anyone. Any explicit/ implicit influence during the implementation of any
step of the hiring process by any quarter is seriously dealt with according to the
Company policy.
The Company shall ensure best match of skills to recruit competent people in the right
positions and at the right time. Individuals between the ages of 18-57 years can be
hired as regular employee of Grameenphone Ltd. Minimum qualification must be a
bachelor degree for regular position. All the selection steps and procedures during the
course of recruitment, selection and placement should conform to the standards of the
Company.
All appointments in the company shall conform to its job grade and salary structure.
P&O and the concerned line manager will maintain absolute confidentiality of any part of the
hiring process. No query will be responded or no information will be provided regarding the
status of any recruitment until the entire process is completed.
All interfaces during the hiring process must support the organizational values.
The Personnel File is treated as confidential. The access is limited to authorize person(s) only.
6.1.2. Employment Type
The company hires employees through the different avenues based on business need and
organizational structure. Different employment types are highlighted below.
Permanent
Probationer
Temporary
Part-time
Consultants
6.1.3. Hiring of Internal Employees
Grameenphone Ltd. encourages both vertical and horizontal growth for its employees and
hence, the company encourages internal employees to apply for suitable position across the
organization. It is the responsibility of the candidate to apply for the right position. However
employees those who are on probation period and those who have joined in new position
within six month are not eligible to apply. Selected candidates are required to join the new
job/position after getting clearance from supervisor.




6.1.4. Employment of Relatives
Hiring immediate relatives of Grameenphone Ltd. employees is a matter of close scrutiny and
justification. Recruitment & Development Team of P&O will consider the circumstances in
such cases. A close relative is defined as parents, spouse, children, brother/sister, in-laws, first
cousins, uncles/aunts (1st) and nieces/nephews (1st). Such relatives can be hired in the
following cases:
a) The relative has the required qualification and skills required for the position,
b) Neither of the relatives will be the Line Manager of the other
During joining, an employee must declare his/ her relatives working with Grameenphone.
6.1.5. Re-employment
Employees who left Grameenphone Ltd. may be considered for re-employment. All re-
employment with Grameenphone Ltd. are subject to approval by P&O and concerned
departments. Such candidature may be considered only if there is a vacancy and subject to
his/her favorable performance record in the past with condition that he/ she meets the
Company's current job requirements. Re-employment will not be automatic and the applicant
has to go through the recruitment process and compete with other candidates who have
applied for the position.
An employee who was dismissed or terminated or had unsatisfactory service record will not
be eligible for re-employment with the Company.
6.1.6. Confidentiality
All application details are treated with the utmost confidentiality. It is the responsibility of the
recruitment team to ensure that suitable arrangements are made for confidentiality to be
maintained.
6.1.7. Documentation
Recruitment team archives all the relevant documents in Enterprise Resources Planning (ERP)
system and hard copy documents (i.e. script of written test) are preserved according to
necessity.
6.2 Recruitment Procedure:
The Recruitment & Development Team of People & Organization (P&O) Division ensures
that the employment policy is enforced and practiced consistently. P&O maintains an active
database incorporating skills inventory of employees that may be used as a starting point from
recruiting from within.


6.2.1. Strategic Workforce Planning
The talent sourcing activities begin with Strategic Workforce Planning (SWP). SWP is a
process to identify the workforce needs for the future, to identify the resource and competence
gaps and address those gaps. It is a critical part of risk management and business planning and
a key driver for Recruitment Strategy. SWP is done on a yearly basis with provision for
review before each quarter.
Before starting the SWP exercise, the following things need to be ensured:
Complete formulation of GP Strategy, Division strategy and Department strategy
Collect current employee data
Review existing resource
Plan for addition, turnover, replacement based on trends and scenarios
The SWP exercise will start at the beginning of each year. The SWP template will be
distributed to divisional representatives by Recruitment team who will run the exercise with
Department/ Section/ Unit Manager (as appropriate) and send the compiled workbook back to
the Recruitment team by the given deadline. While conducting the exercise, the Line
Managers will need to follow the steps given below:

Step 1: Strategic Analysis

Role cluster
Competence Need profile
Criticality of Role Cluster
identified


Step 2: Demand Forecasting
(How many and what sort of people will
be needed)

Competence planning
Current and Future Competence
Need captured
People Planning
Future Resource Need in numbers
captured and validated


Step 3: Supply Analysis
(How many and what sort of people will
be available)

Workforce Analysis
Internal Supply forecast


Step 4: Gap Analysis and Strategy
Development

Gap analysis
Gap Identified, Prioritized and
validated
Yearly plan finalized
Quarterly plan finalized



On completion and submission of the Divisional SWP workbook, the inputs will be verified
and locked by the Recruitment Team based on which the Recruitment strategy will be
developed in cooperation with the Line Manager.
6.2.2. Resource Requirement and Requisition
Once the requirements are approved, Line Managers / User departments raise their requests
online through ERP which will then be processed for recruitment.
6.2.3. Job description and job specification
Job descriptions are to be uploaded by individual departments in the system. These need to be
updated against business requirements and changes and will be extracted with the vacancy
requisition through ERP for posting advertisements. Before raising requisition Job
responsibilities need to be vetted by Compensation and Benefits department to confirm Job
Band and Title.
6.2.4. Resourcing Platform
Grameenphone Ltd. career website allows customized and specific search. The company does
not accept hardcopy of applications, with few exceptions. The talent sources are as follows:
GP career web site
Telenor global career site (Go)
Newspaper advertisements
Head-hunting agencies
References from internal employees
On-campus hiring
Professional networks
6.2.5. Job Advertisement
The job description and specification provide the background information for posting Job
advertisements.
Different media are used for posting or publishing a job advertisement as well as sourcing in
accordance to company policy and communication guidelines.
Communication Division is responsible for designing and finalizing the advertisement layouts
for newspaper publication. For posting on the Telenor Go site, advertisements are sent to a
central team that posts the ads for different Telenor affiliated companies.



6.2.6. Applying to Grameenphone Ltd.
Candidates are required to create a user account at http://career.grameenphone.com and fill up
the necessary profile information within a prescribed format. Candidates also have the option
to upload their softcopy CVs.
Candidates are usually given seven days to apply after a job is posted. This can be extended if
suitable candidates are not found.
For internal employees, supervisors will get a notification of his application against any
advertisement through ERP. If any supervisor has any observation regarding this, he/she
should raise the concern immediately, not after the selection.
P&O may receive referrals from internal and external sources for recruitment in
Grameenphone Ltd. Referrals are encouraged and can serve as a good source for candidates as
long as the candidate fits the job requirements. Referrals can also be kept in pools for future
reference.
However, potential candidates are encouraged to apply through the career site to facilitate the
recruitment process.
6.2.7. CV Screening/ Short listing
After closing of a job advertisement, Recruitment and Development (R&D) collects and
compiles applications. The applications are profiled against the given job advertisement and
sent to the user department for further screening. Short listing criteria include:
Education
Required academic qualification
Reputation of academic institution
Relevant courses
Number of years and relevance of job experience (where applicable)
Skills and qualifications
Other factors (extra-curricular activities)
6.2.7.1. Screening Interview
The screening interview may be considered as a part of the assessment process by using
limited competency criteria as agreed by Recruitment and the user department. This may
precede or follow the written exam, and can be used to facilitate assessment where the
candidate pool is very large or to identify candidates for more in-depth assessment in latter
stages.


6.2.8. Written Exam
The Written Exam may be taken to judge functional competency only or as a part of screening
process.
Once the CVs are evaluated and forwarded to R&D, they are checked against the profile and
set for assessment.
6.2.9. Assessment Center
An assessment center may be used at different levels of Recruitment where the user
department and P&O agree that more depth evaluation is required for assessment. After
agreement from both parties, P&O and the user department will decide on the modules to be
used for a particular session and prepare accordingly.
6.2.9.1. Structured interview
The assessors board comprising of representatives of line management and R&D team
members is responsible for the holistic and objective evaluation of the candidates for a
particular position against given requirements. All interviews must confirm to company
standard and guidelines to select the best fit.
6.2.9.2. Performance feedback rating
As part of the holistic assessment process and applicable only to internal candidates, a
performance feedback is sought from the current supervisor of the candidate. This feedback is
directly extracted from Performance Management Process (PMP).
For those employees with no PMP ratings, a separate feedback form is sent to the current
supervisor to be filled out and sent back to R&D. This form gives opportunity to the
supervisor to rate the employee in terms of behavior and work performance with specific
ratings.
6.2.9.3. Reference check
Selected candidate will be asked to provide the name of the referee, while the form will be
sent after the initial selection decision is made. It is the candidates responsibility to inform
the referee of this process and ensure that the feedback reaches Recruitment and Development
Team.
Both these feedbacks will be handled in strict confidentiality. Also in both cases, supervisors
comments should be conclusive and decisive and must support the rating provided.




6.2.9.4. Final review and selection
A compiled report is sent to all assessors and concerned personnel after the completion of all
assessments. This report contains all ratings and related comments from assessment and
feedback.
In case of disagreement or unavailability of the first choice candidate, the board shall again
review the report and go for the next best candidate, and so forth.
The selection decision should be finalized by the assessment board within a day after the final
compilation.
Informing the supervisor and supervisor feedback.
For internal candidates, Recruitment and Development team will inform the Supervisor about
candidate's selection right after the final decision has been made. The Supervisor should
respond within two working days of receiving "Recommendation" notification from
Recruitment and Development team.
Informing the candidate:
Final selection decision will be communicated immediately after it has been made from the
board.
Once candidate selection is finalized, the information is handed over to Compensation &
Benefits for further processing.
6.2.9.5. Direct Appointment into a vacant position (new/replacement)
Respective Function will Identify talents for the vacant position (new or replacement) through
bottom-up Talent Management practices. P&O will provide information / support to validate
the direct appointment.
Departmental MT and/ Divisional MT and/GP MT will Provide necessary approval/Conduct
assessment facilitated by P&O if required.
People & Organization will Place incumbent in the position through direct appointment.
6.2.9.6. Direct advancement in specialist career path
Respective Function will short-list candidates through bottom-up Talent Management
processes. P&O will provide information and support to validate the direct advancement.
Department, Division, and GP Management teams will provide necessary approval and
conduct assessment facilitated by P&O as required. People & Organization will place
incumbent in the position through direct advancement.



6.2.9.7. Supporting Guidelines
Movement from band E to band D and band D to band C : Internal Recruitment
against a vacant position (job advertisement)
Movement within same band : Internal Recruitment against a vacant position (job
advertisement)
Transfer into a vacant position (applicable as per organizational orientation)
Movement within and across band C & B : Internal Recruitment against a vacant
position (job advertisement),Direct appointment into a vacant position, Direct
advancement in specialist career path
The above guidelines are intended to provide ideal and transparent practices from a
developmental approach and considering the challenges within the organization. However,
flexibility in terms of making exceptions are there to support appropriate movements as per
business needs.
6.3. Salary fixation and Employment Offer
At this stage, the selected candidate is offered employment with Grameenphone.
The salary is fixed based on salary range in each job grade based on individuals knowledge,
special skills and work experience.
A recruitment decision for an internal employee may or may not have a direct impact on
employee Compensation and Benefits package. Changes, if any will be according to the
Compensation & Benefits Policies and Guidelines.
6.3.1. Appointment letter/ Employment Agreement
People Excellence & Rewards will issue an appointment letter & Employment agreement to
the selected candidate for regular or temporary job contracts.
All appointment endorsement for employment by the company is made by the People
Excellence & Rewards team.
6.3.2. Employee Joining
A Joining package is provided to the employee to collect employee personal information for
company records. The information provided in this package must be true and complete.
People Excellence & Rewards will ensure that the employee on joining furnishes all pertinent
documents.


Clearance/ release letter must be submitted to P&O at the time of joining. This is to avoid
potential legal complications arising due to non-acceptance of resignation by the person's
previous employer.
Once Joining formalities are completed by People Excellence & Rewards, the candidate is
handed over to respective line function.
6.3.2.1. Employee Induction
It is important that new employees are welcomed into the company, helped to socialize and
get integrated with their role and position within the team, and hence become an integral part
of it as soon as possible. It is vital that new employees are given assistance in settling into the
company quickly and enthusiastically and are helped to gain knowledge and understanding of
the companys culture, work environment, driving values and leadership expectation.
The induction program strives to systematically assimilated information regarding Company
policy, Codes of Conduct, Values & Culture for conscious and effective awareness building.
Newly joined employees should go through this induction program at the earliest available
schedule.
6.4. Internship
Grameenphone Ltd. offers Internship Program by facilitating learning opportunities to the
graduating students in a specific field by means of engaging them in a project/ function.
Internships are temporary assignments (usually for three to six months) given to students
before completion of their graduation. Academic Institutions or individual students send
Internship requests which are kept in a pool and placed after assessment. Internship
placements occur in three sessions a year starting in January, May and September. Before the
beginning of each session, intern requirement is collected from each Division and the Interns
are placed after assessment accordingly. A half-day joining program is organized each session
for the Intern batch joining that session. On the joining day, some corporate gifts are given,
policies and agreement stating the terms and conditions are signed, followed by a GP House
tour and lunch with a CXO.
Students in an Internship program are assessed by their Supervisor towards the end of the
program which will be later used for entry level vacancies in future. They are also required to
submit a report to the company and to their respective university within a specific deadline
after the completion of their program. R&D provides an internship completion letter after
submission of this report. The report/document prepared by the intern will be exclusive
property of Grameenphone Ltd. The contents of the report will not be shared with people/


parties outside of the company other than the requesting institute. The intern must submit a
copy of the report/document to the supervisor.
The Internship program is unpaid but the intern will receive some benefits and facilities
offered by the company.
6.5 Employee Transition:
Employee transition may result due to the expansion of Company business, re-structuring and
separation of employees. It is the company policy to give maximum efforts for making the
transition process easy and fair.
All newly appointed regular employees of the company must have a probation period from the
date of employee's joining with the Company. The management of the company reserves the
right to reduce the probation period of an employee or even can hire an employee without any
probationary period.
The Company has the right to transfer an employee from one location to another at any time,
at any circumstances depending on the company need. A transfer order can be delivered at a
short notice. Supervisors/ Managers may exercise to improve the utilization of their human
resources by moving employees into jobs in the same grade. Transfer can also be beneficial as
the employee will achieve new skills and a different perspective from the new job role/
function/ position.
When a vacancy occurs, the management may decide to fill the position temporarily by
assigning an employee with the acting responsibilities in the higher grade. Such acting
assignment is viewed as staff development opportunity.
Promotion means a move to a higher grade with a larger scope of job. In general, Promotion is
based on the following situations:
Creation of new position, due to organizational re-structuring, or due to significant
increase in the scope of a particular job.
Vacancy at a higher grade position.
A secondment takes place when a company employee is temporarily assigned to work for a
Telenor affiliation for a specified period as per contract, which is mutually agreed (preferably
not exceeding 4 years). The secondment can be opted to:
Achieve individual aspiration to gain new skills, experience and career development.
Provide staff for short-term projects.
Cover for short-term absences entailing special expertise.


The company may terminate a permanent employee at any time without assigning any reason
whatsoever by serving one `hundred and twenty days notice or pay in lieu of such notice. A
probationer can be terminated without any notice or pay.
A temporary employee may be terminated without assigning any reason whatsoever by
serving notice as per employment agreement with the company or pay in lieu of such notice.
A permanent employee of the company can render resignation from his/her service by serving
one month notice or one months basic salary in lieu.
An employee may be discharged from the service of the company for reasons of physical or
mental incapacity or continued ill health certified by registered medical practitioner.
6.6 Learning Governance:
6.6.1. Governing principles
6.6.1.1. Eligibility
All employees are eligible, with their relevant line function's approval, to undertake any
functional, soft and general skills learning initiative (based on 3Es development approach)
applicable to their personal/professional competence development; based on
strategic/business, functional and individual requirements.
6.6.1.2. Learning Needs Identification & Prioritization
Competence development needs come from strategic direction and business need. The
identification of learning needs for the entire organization thus occurs through the Strategic
Workshop Planning Process which is run by the Organizational Excellence & Recruitment
Team each year. Strategic Workforce Planning is a process where- in line with
organizational/business strategy, long-term critical competence gaps & specific initiatives and
action plans to mitigate those gaps are identified through a series of workshops organized for
individual functions. Based on the findings of these workshops, a compiled report is prepared
by the Learning & Development Team which contains a list of high- prioritized learning
programs for the entire organization along with specific deadlines to actualize the same.
The identification of Individual learning needs occurs through the Performance Management
Process and is based on input from the individual development plan which is prepared by the
individual in conjunction with his/her line manager. The development plan is used to record
the following:
Identified learning needs based on strategic, functional and individual requirements
Proposed initiatives to meet the identified learning needs,


Proposed completion dates of the identified learning needs.
Based on the analysis of identified learning needs, Learning & Development Team will
compile all development plan data and prepare a competence development plan report for the
whole organization after the completion of Q1 PMP dialogue. This report contains the
accumulated figures and descriptions of individual development needs and the appropriate
suggested initiatives to address those specific development needs. This report will then be
circulated among Development Coordination Team (DCT) members who in conjunction with
their respective functions will validate and set priority for their identified needs for functional,
soft and general skills learning programs. While validating and prioritizing the identified
learning needs, the long-term competence gap mitigation strategy (outcome of Strategic
Workforce Planning workshops) will be considered. In addition, DCT members will use this
report to follow-up progress of actualization of high-prioritized learning programs as
applicable for their respective functions.
6.6.1.3. Preparation & Actualization of strategic & prioritized competence development
plans
After identified learning needs have been validated and prioritized by individual functions,
Learning & Development Team will work in conjunction with DCT members to prepare
strategic & prioritized competence development plans for their respective functions to support
the facilitation of high-prioritized cross-functional, soft and general skills learning programs.
In terms of facilitating high prioritized cross-functional, soft and general skills learning
programs, activities of Learning & Development Team may include any or all of the
following: provide support in finalizing content, internal/external resources, modality,
delivery methods, schedules etc. as per proposed completion timeline for high-prioritized
learning programs of individual functions.
Actualization of core-functional skills learning programs of their respective functions is
mainly DCT members responsibility. They will use the strategic & prioritized competence
development plan prepared for their respective function as a basis to facilitate core-functional
programs and follow-up the actualization of the same. Actualization of common high-
prioritized learning programs is a joint responsibility of Learning & Development Team and
DCT members of respective functions.




6.6.1.4. Selection of Learning Resources
Learning & Development Team will identify a pool of internal and external learning resources
to conduct high-prioritized functional, soft and general skills learning programs of the entire
organization. A pool of external learning vendors/institutions will be selected and enlisted
based on internal need, extensive market survey and cost-benefit analysis through standard
Sourcing process. GP will establish open frame agreements with these enlisted learning
vendors/institutions enabling individual functions to obtain learning services as per their
strategic, functional and individual requirements. Learning & Development Team will
identify a pool of internal learning resources in conjunction with DCT members for
conducting common high-prioritized learning programs (subject to availability).
6.6.1.5. Selection/Nomination of participants
For all categories of learning programs, participants will be selected on the basis of identified
strategic, functional or individual development needs (Source: SWP Action Plan and
Development plan data derived from PMP), assuming candidates fulfill all criteria for
attending the program. Individuals may either:
Be requested to participate in any relevant learning program by the Learning &
Development Team or their respective DCT member
Pro-actively request to participate in any relevant learning program with the assistance
of the Learning and Development Team or their respective DCT member.
The Business Controller of the respective function must be informed of all learning programs
that are being organized for members of his/her relevant function. They must confirm the
availability of funds before any individual from their respective function attends any learning
program (where in costs are involved). All individual/group nomination requests for
participating in any learning program organized by the Learning & Development Team must
come through the DCT member of that respective function.
6.6.1.6. Course Creation/Enrollment
All employees who are applying for, or are requested to participate in a learning program
must complete the enrollment procedure in GPLife in consultation with their line managers.
Course creation and enrollment of core-functional learning programs will be respective DCT
members responsibility, while Learning & Development Team will support in course
creation and enrollment of participants for cross-functional, soft and general skills learning
programs. In case of new course creation, separate course requisition request in GPLife will
have to be duly approved by respective line function.


6.6.1.7. Learning Cost Planning and Allocation
Expenditure for all categories of learning programs (functional, soft and general skills) except
GPWAY Leadership Academy programs will be allocated from respective divisional
allocation for training. Any general awareness session organized by the company for
employees will also be allocated from respective functional budget. DCT members will be
responsible for preparing and submitting a comprehensive report of high-prioritized learning
program requirements (in numbers and cost estimation) to their respective business manager
for Forecasting. Approval of training will be in line with the overall report with
recommendation from DCT team and Divisional Business Manager.
6.6.1.8. Evaluation
Evaluation of learning programs is essential to planning successful programs in the future.
Each function is encouraged to provide feedback and recommendations to the Learning &
Development team regarding the effectiveness and future improvement of employee learning
programs that have been offered in-house or externally.
Employees attending any learning program are required to complete an evaluation form on the
program attended. These forms are to be submitted to their respective DCT members for
comment and passed on to the Learning & Development team for review. Following review
by the Learning & Development team, data of all evaluation forms will be analyzed and a
compiled report will be prepared for future reference.
6.6.1.9. Learning Catalogue
Learning & Development team will develop and maintain a Learning Catalogue for the entire
organization which will contain detailed information of high-prioritized learning programs i.e.
title of the program, brief content, methodology/tools used, duration, class size, resource
profile (internal/external), course fee (if external resource is used) etc.
6.6.1.10. Annual Prioritized Learning Calendar
Learning & Development Team will develop and maintain an annual prioritized Learning
Calendar for the entire organization based on identified requirement of common high-
prioritized learning programs. The actualization of the common high-prioritized learning
programs will be a joint responsibility of Learning & Development Team and DCT members
of relevant functions. Learning & Development Team will play an active role to actualize and
facilitate the programs as per the schedule mentioned in the Learning Calendar.



6.6.1.11. Follow-up progress & Status update of high-prioritized learning programs
Monthly meeting to follow-up progress of the common high-prioritized learning programs
planned as per the annual prioritized Learning Calendar will be organized by Learning &
Development Team in conjunction with DCT members of respective functions. Quarterly
meeting to follow-up progress of the identified high-prioritized cross-functional, soft and
general skills learning programs will be organized by Learning & Development Team in
conjunction with DCT members of respective functions. Divisional MT will be updated about
the status of actualization of high-prioritized learning programs on a monthly/quarterly basis
by the DCT members of respective functions.
6.6.1.12. Review and adjustment of strategic & prioritized competence development plan
A mid-year review of the long-term strategic competence gaps will be conducted during
September/October before the Talent Management Process. Learning & Development Team
in conjunction with individual functions will review long-term strategic competence
development requirements with changes in organizational strategy (if any) and make
necessary adjustments to the strategic & prioritized competence development plans of
individual functions. The Learning Catalogue and annual prioritized Learning Calendar will
also be adjusted accordingly.
6.6.2. Surety Bond for Training Programs
Surety Bond Data will be updated in GPLife by Learning & Development Team for an
employee attending any high-cost training program at overseas, local or in-house (sponsored
by Grameenphone Ltd. or Telenor Group).
The duration of the Surety Bond will vary depending on the service length of the employee
and the total cost of the relevant training program as follows:
Service Length Total Cost Duration of Surety Bond
0 -3 Years BDT 2,00,000 or more 2 Years
Above 3 Years BDT 2,50,000 or more 1 Year

In case the employee has served Grameenphone for more than 3 years and the total
cost of the training program is less than BDT 2, 50,000; no surety bond will be
required.
If an employee exceeds 3 years of service, and has remaining duration of his/her surety
bond of more than 1 year, it will be reduced to only 1 year. In case the remaining


duration is less than 1 year, the actual duration shall remain effective. Accordingly,
surety bond data will be updated in GPLife.
In case the training program consists of more than one module, the Surety Bond
amount shall be calculated based on the estimated total cost of all modules. Surety
Bond Data will be updated in GPLife before the participant attends the first module
which will reflect the estimated total cost of all modules. If any employee resigns
before completion of the training program, s/he shall have to compensate the company
proportionately for the total cost incurred at actual till date.
For vendor provided training programs (procurement of equipments, accessories,
tools/ systems etc.) or for training programs where course fee is later adjusted by
business services cost with the Group (Expand, Accelerate, Strategic Marketing
Program etc), the actual (for most case it is approximate) training cost has to be
reflected during approval to verify the surety bond requirement. Business Controller of
the concerned division will be responsible for specifying such cost.
At the end of training program and after Travel/Training bill has been settled with
Finance, the employee shall report to Learning & Development Team in case the
actual training cost exceeds or is lower than the approximate cost reflected in the
original Surety Bond. Accordingly, the surety bond amount will be adjusted in
GPLife.
In case, the actual cost is below the projected cost i.e., >=BDT 2, 00,000 for 0-3 years
and >=BDT 2, 50,000 for above 3 years of service length, the Surety Bond will be
cancelled.
In case there is a difference between the actual cost incurred and the original Surety
Bond amount updated in GPLife, at the time of separation, the employee shall
compensate the company proportionately only for the actual cost incurred for the
training as the cost reflected in the surety bond is always approximate.
Surety Bond data will be updated in GPlife before the starting of the training program
and will be applicable from the day after the training program ends.
If the participant attends another high-cost training program during the valid period of
an existing surety bond, no additional surety bond will be required.
When the duration of 1 or 2 years surety bond ends and the employee participates in a
new high-cost training program, a new surety bond will be applicable according to
abovementioned schedule.


When the duration of 1 or 2 years surety bond ends and the employee participates in a
new high-cost training program, new surety bond data will be updated in GPLife
according to abovementioned schedule.
Line Manager and DCT member (if applicable) of the concerned division shall have
access to the respective employees Surety Bond related information and her/his
approval is mandatory prior to cancellation/amendment of any existing surety bond.

7.0 Conclusion
On the reference of earlier discussion, the main objective of this study is to give a brief idea
about the recruitment process of the call center of Grameenphone Ltd.
In conclusion it can be said that the total recruitment procedure mentioned in the study is
systematic and long process. As it is the dependable variable, initially it depends on the need
of manpower. When the need of manpower is been acknowledged, the sources of recruitment
are being addressed to fulfill the need as the recruitment process is dependable onto this step
to move onto the next step. The recruitment process is wholly dependent onto the job analysis
as the job responsibilities and specifications are concentrating on this part and without which
any job position cannot be progressed. At the same time as we know that there could not be
any recruitment without interview which is the obligatory and foremost part of recruitment.
When the selection part is done the ongoing process of after employment starts, as it is also a
huge part of the recruitment procedure. Learning governance (which is also known as after
employment trainings) is being provided to the employees whenever someone needs proper
knowledge about any ongoing issue or any employee who was in long leave. The employee
transition is always a crucial part of corporate life as it is purely dependent on management
decisions. Sometimes the transition brought turnovers and whenever turnover takes place, the
recruitment procedure sets in motion by and large. So the total recruitment procedure is an
enduring series and totally dependent on many components which are been mentioned.






References
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Queensland University of Technology,
Brisbane, Australia.

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Appendices
Interview panels questions:
Previously it was mentioned that I have observed 20 structured interviews, the overall
questions that were being asked by the interview panel are stated below:

Q. 1. From what source you got to know about the job?

Q. 2. Tell us something about your institutional/educational background.

Q. 3. Tell us something about your family/cultural background.

Q. 4. Tell us something about yourself like your hobbies, habits etc.
Q. 5. Do you have any kind of experience of work?

Q. 6. What is your career objective?

Q. 7. Do have any idea about the job responsibilities you are going to have if you get the job?

Q. 8. As it is a part time job and you are a student do not you think that you will face problem
to manage your classes and office at the same time?

Q. 9. As you are a student what if this job hampers your studies?

Q. 10. Think about a situation, if we need you after 11pm what will you do? (For male
candidates)

Q. 11. What are your expectations about salary and other benefits?

Q. 12. Why do you want to work with us?






Approach to executing Learning Programs

Type of
Programs

Needs
Identification &
prioritization

Facilitate
relevant
programs

Evaluate/Follow-
up progress

Resource
(proposed)

Functional Skills
Core-functional

Respective
functions, OER
Team and DCT
will support
(Source: SWP &
PMP)
DCT member
of respective
function
DCT member of
respective
function
TBD

Cross-functional Respective
functions, OER
Team & DCT will
support (Source:
SWP & PMP)
L&D Team,
DCT member
will support
L&D Team, DCT
member of
respective
function will
support
Internal (100%),
could be external
for specific
programs
Soft Skills
Leadership
Development
Respective
functions, OER
Team and DCT
will support
(Source: SWP &
PMP)
L&D Team L&D Team Internal (100%)
Behavioral

Respective
functions, OER
Team and DCT
will support
(Source: SWP
&PMP)
DCT member of
respective
function, L&D
Team will
support
DCT member of
respective
function
Internal (40%),
External (60%)
General Skills
Fundamental Respective
functions, OER
Team and DCT will
support (Source:
SWP &PMP)
DCT member of
respective
function, L&D
Team will
support
DCT member of
respective
function
Internal (40%),
External (60%)
Awareness Respective
functions (based on
organization need),
DCT member will
support
DCT member of
respective
function

DCT member of
respective
function
Internal (100%),
could be external
for specific
programs