Chapter 1: Organization Overview

1.1 Company Background:

Grameenphone Ltd. has stepped into its 17th year of operation, having completed its 16th
year on March 26, 2013. It is the leading telecommunications service provider in the country
with more than 45 million subscribers as of December 2012. Grameenphone has been
recognized for building a quality network with the widest coverage across the country while
offering innovative products and services and committed after-sales service.
1.2 History and Milestones:
November 28, 1996: Grameenphone was offered a cellular license in Bangladesh by the
Ministry of Posts and Telecommunications.
March 26, 1997: Grameenphone launched its service on the Independence Day of
Bangladesh.
June 1998: GP started its services in the port city of Chittagong, the second largest
city in the country. Cell to cell coverage in the DhakaChittagong corridor also enabled
GP to introduce its service in a number of other districts along the way.
September 1999: GP started its service in the industrial city of Khulna. Once again, a
number of other districts came under coverage of GP because of the cell to cell
coverage between Dhaka and Khulna. Earlier in September 1999, it introduced the
EASY prepaid service in the local market. It also introduced the Voice Mail Service
(VMS) and the Short Message Service (SMS) and other Value Added Services.
June 2000: Grameenphone started its services in Sylhet, Barisal and Rajshahi,
bringing all six divisional headquarters under the coverage of its network. The service
in Barisal region was started after the microwave link between Khulna and Chittagong
was completed.
August 2003: After six years of operation, Grameenphone has more than one million
subscribers.
November 2005: Grameenphone continues to being the largest mobile phone
operator of Bangladesh with more than 5 million subscribers.
November 16, 2006: After almost 10 years of operation, Grameenphone has over 10
million subscribers. Grameenphone has built one of the most extensive infrastructures
of Bangladesh and is a major contributor to the development of the national economy.
December 31, 2007: Grameenphone is one of the largest private sector investments in
the country with an accumulated investment of USD $1.7 billion up to December

2007. Grameenphone is also one the largest taxpayers in the country, having
contributed nearly BDT 5000 Core in direct and indirect taxes to the Government.
2008: Introduced BlackBerry Service; commissioned brand positioning & launched
Stay Close & Customer Care Campaign and reached 20 million subscribers.
2009: Listed on Dhaka Stock Exchange Ltd. and Chittagong Stock Exchange Ltd.;
launched internet modem, special Olympic Regional Talent Hunt, Stay Green
Campaign, Internet Package P5 & P6, Grameenphone branded handset &studyline
also reached 21 million subscribers.
2010: Launched new tariff plan, MobiCash financial service brand, Ekota for SME,
Baadhon package and mobile application development contest & network campaign;
reached 29.97 million subscribers.
2011: Launched My zone- location based discount on usage, Micro SIM cards for
iPhone, Spondon Package with 1-sec pulse; Grameenphone branded handset (C200,
QWERTY handset Q100 and Android handset Crystal), Customer Experience Lab,
eCare solution; Completed swapping of 7,272 nos. of BTS; Reached 36.5 Million
Subscribers.
2012: Awarded license for 2G operation for 15 years effective from November 2011;
two new affordable packages Amontron and Nishchinto were launched, 10-second
pulse was introduced for all products including helplines; A GP App was launched to
facilitate mobile self service; Reached 40.02 million Subscribers.
January, 2013: Successfully Deploys Oracle Communications Network Resource
Management Solution to Transform Inventory Operations.

Rajeev Sethi (CEO of GP)

Iqbal Quader (Founder of GP)

Dr. Muhammad Yunus (F. GP)

Grameenphone was also the first operator to introduce the pre-paid service in September
1999. In addition to core voice services, Grameenphone offers a number of value-added
services, in each case on both a contract and prepaid basis. It established the first 24-hour
2

Call Center, introduced value-added services such as VMS, SMS, Fax & Data Transmission
Services, International Roaming Service, WAP, SMS - based Push-Pull Services, EDGE,
personal ring back tone and many other products and services. It ended the inaugural year
with 18,000 customers, 30,000 by the end of 1998, 60,000 in 1999, 193,000 in 2000, 471,000
in 2001, 775,000 in 2002, 1.16 million in 2003, 2.4 million in 2004 and 5.5 million in 2005
customers. Currently the customer base of Grameenphone is over 40 million. Grameenphone
offers the widest coverage in Bangladesh. The population coverage has increased from
approximately 85% in 2005 to above 90% in 2006. Currently the population coverage is 98%
(Including voice call and Edge/GPRS). In addition; Grameenphone also offers GPRS in most
of the country and EDGE in urban areas. From the very beginning, Grameenphone placed
emphasis on providing good after-sales services. There are now more than 400 GP Service
Center, 20 GPC Franchise, recharge retailers: 105,000+, total retailers: 18000+, distributors:
96, Single hotline which operates 24/7; the country covering all 64 districts. In addition, there
are 62 GP Customer Centers in all the divisional cities and they remain open from 8am-7pm
every day including all holidays.
1.3 Mission, Objectives and Strategy:
Mission: Leading the industry and exceed customer expectations by providing the best
wireless services, making life and business easier.
Vision: We exist to help our customers get the full benefit of communications services in
their daily lives. We want to make it easy for customers to get what they want, when they
want it. We're here to help.
Values:
Make It Easy
Keep Promises
Be Inspiring
Brand Promise:
Stay Close
Go Beyond
GP WAY: Our Way of Work
It is how we do business

It's all about living our vision, values, codes, leadership, governing principles in our
daily life and deliver upon our brand promise Stay Close
Organizational Structure
Flatter organization
Two growth stream: Leadership & Specialist
Workplace Ethics
Fortified Codes of Conduct
Ensured compliance
Sustainability Consciousness
Paperless office
Reduce 15% carbon emission by 2012 & 40% by 2015
Corporate Transformation: 'Green Company'
Aware-Engage-Advocate GP employees

Chapter 2: Profile of the Organization

2.1 Company Profile:

Native name

Type

Public

Industry

Mobile telecommunication services

Founded

1997 in Dhaka,Bangladesh

Founder

Iqbal Quadir & Dr. Muhammad Yunus

Headquarters

Baridhara, Dhaka,Bangladesh

Area served

Bangladesh

Key people

Rajeev Sethi (CEO)

Services

Mobile telephony, mobile internet

Revenue

102.7 billion (2014)

96.6 billion (2013)

Operating income

36.9 billion (2014)

33.2 billion (2013)

Net income

19.8 billion (2014)

14.7 billion (2013)

Number of employees

4,260 (Q1, 2015)

Parent

Telenor Mobile Communications AS

Website

grameenphone.com

2.2 People & Organization

Divisional chart with scope of work

Chief Human
Resource Officer
Quazi Mohammad
Shahed

Business Manager
Md. SaifulAlam

Coordination
A. S. M.
Salahuddin

HR
Transformation

Center of
Expertise
Mohammad
Shariful Islam
Scope of work
Knowledge &
solutions base
Resource center
for best practices
Innovation,
efficiency, value,
& performance
excellence
Research &
design new ideas,
processes
Support, guide,
share,

Business Partner
TauhidAbdallah
Scope of work
P&O event &
activity
management
P&O product /
policy roll-out
P&O process
execution:
Salary review,
changes, &
execution
Consultant and
expat contract
execution
Feedback &
reporting

Shared Service
S. M. Raihan
Rashid

Compliance
Mohammad
MahmudulHuq

Scope of work
Service
Facilities
Security & risk
Operations &
maintenance
Regional
operations
Vendor mgmt
Financial control
Service & facility
contracts

Strategy &
Projects
Vacant

Scope of work
Telenor & GP
Compliance

2.3 Organizational Structure:

The shareholders of Grameenphone contribute their unique, in-depth experience in both
telecommunications and development. It is a joint venture enterprise between Telenor
(55.8%), the largest telecommunications service provider in Norway with mobile phone
operations in 12 other countries, and Grameen Telecom Corporation (34.2% ), a non-profit
sister concern of the internationally acclaimed micro-credit pioneer Grameen Bank. The other
6

10% shares belong to general retail and institutional investors. The technological know-how
and managerial expertise of Telenor has been instrumental in setting up such an international
standard mobile phone operation in Bangladesh. Being one of the pioneers in developing the
GSM service in Europe, Telenor has also helped to transfer this knowledge to the local
employees over the years The international shareholder brings technological and business
management expertise while the local shareholder provides a presence throughout
Bangladesh and a deep understanding of its economy. Both are dedicated to Bangladesh and
its struggle for economic progress and have a deep commitment to Grameenphone
I. The Shareholders: Telenor is emerging as one of the fastest growing providers of mobile
communications services worldwide with ownership interests in 12 mobile operators across
Europe and Asia. Telenor is organized into three business areas; Mobile operations covering
12 countries, and Fixed-line and Broadcast services covering the Nordic region. Telenor
holds 55.8 per cent of Grameenphone, with Grameen Telecom Corporation owning the
remaining 34.2 per cent. The rest of the shares belong to general retail and institutional
investors. Telenor has played a pioneering role in development of cellular communications in
Bangladesh.
II. The Telenor Group
More than 150 million mobile subscribers worldwide
Strong subscription growth, particularly in our Asian operations
Listed as No.1 on Dow Jones Sustainability Index 2008
Ranked as the world's seventh largest mobile operator
Revenues 2007: NOK 105 billion
Workforce 2007: 35 800 man-years
Listed on the Oslo Stock Exchange, with headquarters in Norway
III. Grameen Telecom
Grameen Telecom Corporation, which owns 34.2% of the shares of Grameenphone, is a notfor-profit company and works in close collaboration with Grameen Bank. The internationally
reputed bank for the poor, has the most extensive rural banking network and expertise in
microfinance. It understands the economic needs of the rural population, in particular the
women from the poorest households.
Grameen Telecom, with the help of Grameen Bank, administers the Village Phone Program,
through which Grameenphone provides its services to the fast growing rural customers. Grameen

Telecom trains the operators, supplies them with handsets and handles all service-related issues.
Grameen Bank currently covers more than 67,000 villages which are serviced by 2121 bank
branches all over the countryside. As of may 2006, the bank had 6.33 million borrowers, 97
percent of whom were women. Grameen Telecom's objectives are to provide easy access to GSM
cellular services in rural Bangladesh, creating new opportunities for income generation through
self- employment by providing villagers with access to modern information and communication
based technologies.

Logos of Grameenphone:

Old logo:

Vertical logo:

Horizontal logo:

2.4 GP provides best Network in Bangladesh:

Grameenphone has the largest network with the widest coverage in the country. The GP
network now covers over 98 percent of the population and over 87 percent of the land area
8

with the remaining areas mostly falling under the Sundarbans and the Chittagong Hill Tract
areas where mobile phone coverage is not allowed.

The company invested more than BDT 35.8 billion in 2007 primarily to further expand the
coverage and increase the capacity of its network. A record 4181 new base stations were put
into operation around the country during the year, crossing the 10,000 base station milestones
in the process. In addition, the entire Grameenphone network is EDGE/GPRS enabled,
allowing its customers to access high-speed Internet from anywhere within the coverage area.

Chapter 3: Objectives of the study

3.1 Broad objective:
Developed recruiting and selection process a study on GRAMEENPHONE ltd.

Specific objective
The objective of this study is to have a clear idea of Grameenphone and to find the limitations
of the tasks carried out all sector of the Grameenphone.
A) Process of Recruitment
B) Sources of requirement
C) Advertising system of GP
D) Selection process
3.2 Limitations of the study:
In every research work there are some limitations faces when conducting different activities.
In the process of research work we also face certain limitations that hamper our general
activity. Some of this notable limitations areThe report has been conducted within a short time frame
The study is mainly focused on product marketing strategy on GRAMEENPHONE in
Bangladesh but it is foreign company. But here we emphasizing on GP in Bangladesh.
so being

concerned only within the GP in Bangladesh seems to us limitation of a

study.
GP Headquarters is located in Gulshan. But they are very busy with their regular task,
so it becomes quit difficult for them to give time in outside. And also there are some
rules and regulation so that we can not enter the head office. So that we have to talk
with their customer center officer. That was a big limitation to us.
GP it is huge company and there are lot of employers and customer care center is also
available. the study conducted can be hampered as the marketing strategy of GP can
not be covered at the short time. We got only 2-3 weeks for preparing this report. It
could be a limitation of the study.
We faced a big problem by doing this report that is electricity problem that take lot of
time.

3.3 Methodology of the Study:

Sampling Plan

10

Sampling procedure: The Sampling procedure has been conducted on the deliberate
sampling method has used where the respondents interviewees considered on my
convince and priority.
Sampling unit: In order to carry out the research work, the study was focused on
taking the interviews of the personnel involved in the GRAMEENPHONE Company.
Data collection techniques:
Questionnaire: Unstructured and open-ended Questionnaire we asked to the different
people in the different areas of Dhaka city to find whether they are satisfied with GP
performance or not.
Observations: When we visited the Gulshan office of GP that time we used our own
observation to collect certain pieces of information about their product marketing
strategy,new product performance as well as up coming product.
Secondary information: Secondary information has collected by reviewing websites and
some articles printed time to time and other relevant documents.
Sources of data collection:
Primary: The primary information is gathered through internal of the employees
working over there under GP center.
Secondary: Secondary information sources had also used to collect information.
Sources include: Different articles, index of GP, Visiting website of Grameenphone
official company.

Chapter 4: Main report

4.1 What is meant by staffing?

11

Staffing is a function of management which includes recruiting, training, developing

and maintaining competent managers and operatives for performing organizational
tasks in an effective and efficient manner.
It is a continuous process consisting of several activities such as estimating
manpower needs, recruitment, selection, training and development, deciding on
remuneration for work to be performed, Transfer, promotion and performance
appraisal.
Staffing is the function by which managers build an organization through recruitment,
selection and development of individuals as capable employees.
(Mc Farland)
Staffing is defined as filling positions in the organization structure through identifying
Workforce requirements, inventorying the people available, recruitment, selection,
placement, promotion, appraisal, compensation and training of needed people.
(Harold Koontz and Cyril ODonnell)
Purpose of staffing
To establish and maintain sound personnel relation at all levels of the organization.
To make effective use of personnel to attain the objectives of the organization.
The purpose of all staffing activities is to provide each nursing unit with an
appropriate and acceptable number of workers in each category to perform the nursing
tasks required. Too few or an improper mixture of nursing personnel will adversely
affect the quality and quantity of work performed. Such situation can lead to high
rates of absenteeism and staffs turn-over resulting in low morale and dissatisfaction.
Why Staffing Is Important: The activities performed in the staffing process are important to
enterprises of all types and sizes because of the relationship these tasks have to the
organizations goals, direct staffing costs, indirect staffing costs, organizational impacts, and
legal issues of staffing.

4.2 Basic activities regarding staffing:

1. Recruiting
12

2. Selection
(1) Recruitment
Meaning: The term recruitment is often used to signify employment. We say, we have
recruited such and such persons, meaning thereby that we have employed them. Actually this
is not so. Recruitment is only one of the steps in the employment of people. It is the process
of attracting good applicants for jobs. It is one of the important functions of management.
Managers know the nature of jobs to be performed, and the qualifications that the candidates
must possess to perform the respective jobs. For instance, if a manager needs typists, he has
to identify the typing speed required, and the candidates applying for the job of typists must
have the required speed. Similarly, to be able to invite suitable applications, managers must
know wherefrom applications may be expected.
Process of Recruitment: Before inviting applications for the job, there are a number of steps
to be taken by the manager in the process of recruitment.
(1) Job design: The first step is to clearly identify and outline the nature of the job to be
performed.
(2) Job description: The second step is to prepare a description of what a job really is and to
enumerate the duties and responsibilities associated with it.
1. Job Design: A job refers to the tasks assigned to an individual employee along with the
duties connected with it. For instance, typing is a job performed by a typist. The job of typist
includes typing letter, notes and memos, presenting the paper for signature, filing the paper,
and sending the papers to the dispatcher.
2. Job Description: The job should be so described that the work to be done by an Employee
is clearly known to him. For the manager who has to recruit employees, describing the job
help in choosing the most suitable candidate. Job description is a summary of what a job
really is. It includes:
Work to be performed;
Responsibilities involved in the job, for instance, the typist has to keep the
typewriting machine in proper order;
The skill or training needed to perform the job;
The working conditions e.g., hours of work, etc. under which the job is to be
performed. The job description is usually included in the advertisement for the job.

13

See an advertisement given below for the job of a typist published in a newspaper. It
mentions:
qualifications that the candidates must possess to perform the job;
minimum typing speed required;
the experience needed.
In order to attract suitable candidates to apply for the job, it also mentions the salary and
other benefits payable. If you apply for this job, you will have to mention all that is required.
You will have to give particulars including your name, address, age, qualification, skill and
experience, and a desire on your part to serve the organization. These particulars taken
together are known as a Bio-data of the candidate. Job description is helpful in various ways
in the process of hiring.
4.3 Sources of Recruitment:
In an existing organization, jobs which fall vacant may be filled up by promoting transferring
employees already serving the organization. This is known as:
Internal source of recruitment
The vacancies may also be filled up by inviting outsiders to apply for the job
This is the external source of recruitment.
Thus the sources of recruitment are two: internal and external.
(i) Internal source: In any business, existing employees expect that they will have chances
of promotion and will be considered for higher positions before outsiders are considered.
Managers, therefore, promote and transfer existing employees to fill the vacant positions.
(ii) External source: All vacancies cannot be filled up from within the Organization.
Workers and office employees at the lower level are always recruited from outside the
organization. Some times when managers do not get suitable persons from within the
organization, recruitment takes place from external sources. Existing employees may lack the
skill, initiative, and qualification needed for higher level jobs. Hence managers have to
depend on recruitment from outside the organization. Further, external recruitment remits
choice from among a large number of external candidates from which employees may be
recruited. Let us discuss some of those:

14

Advantages & Disadvantages of Internal & External Recruiting:-

(a) Advertising vacancies in newspapers and journals:

Advertising vacancies in newspapers and journals is the most popular method f inviting
applications. If you are in search of a job, you may look up various ob vacancies advertised in
Employment Weekly or Rojgar Samachar or daily newspapers.
Grameenphone Advertising tools: Grameenphone uses different types of media to
acquire different types of objectives. To select media depend on the target audience,
product characteristics, message characteristics and cost. The advertising tools that
grameenphone uses as a media to communicate with the existing and potential customers
are:

15

Newspapers: Newspaper covers all sorts of information about grameenphones product.

It mainly covers the informative and reminder advertising.
Target audience
Literate people.

Message characteristics

Duration

Flexibility, high believability

Short life

Cost
Lower

Television: Television is an effective media for good mass-market coverage. Television

telecasts messages about new product and it is mostly used for persuasive advertisement.
Target audience

Message characteristics

Duration

All types of people but High attention, high reach, high Long life
teenagers influences more

Cost
High

clutter

Radio: Within a lower cost, grameenphone broadcast their massage through radio. It is a
better way for persuasive advertisement.
Target audience

Message characteristics

Duration

Cost

All types of people but Audio presentation only but usage Relatively

Lower

teenagers influences

mass and cover high geographical

short life

Magazines: An effective media that grameenphone uses as a promotional tool to achieve

the customers awareness about grameenphone and its product. It is an effective media for
informative and persuasive advertisement.
Target audience

Message characteristics

Duration

Middle and Upper- High-quality reproduction, credibility long life

income audience.

Cost
Medium

and prestige.

Newsletters: Grameenphone publishes newsletter regularly to inform existing

customer as well as potential customer about companys recent activities and offer.
Target audience
Loyal

consumers

interest persons

Message characteristics
and Very

high

selectivity,

Duration
full Short life

control.

Cost
Relatively
low cost

Internet: Internet performs effective promotional tools grameenphone advertising. It

gathers all sort of information about grameenphone.
Target audience

Message characteristics

Duration

Cost

16

Internet browser

High

selectivity,

possibilities.

interactive Long

time Relatively

still update

low cost

(b) Employment Exchanges: Employment exchanges have been set up by his government
for bringing together job seekers and employers who are looking for employees. Those who
are in search of employment get themselves registered with the local Employment
Exchanges. The Employment Exchange keeps a record of all such persons who require help
in finding jobs. The employer notifies the vacancies to the nearest Employment Exchange.
(c) Educational, Professional and Technical Institutions: Managers, officers, technicians
like engineers, electricians, mechanics and skilled workmen are often recruited from
institutions like Indian Institute of Management, Indian Institute of Technology, Engineering
Colleges, Industrial Training Institutes, Polytechnics, and Vocational Training Institutes.
(d) Applicants applying on their own initiative: Those looking for jobs often apply on their
own initiative. They assume that certain vacancies are likely to arise, and apply without
reference to any job advertisement. Managers keep record of such applications and contact
suitable ones when they need them.
(e) Recruitment at the factory gate: This is found mainly in the case of factory workers to
be recruited on daily wages. Such workers gather in the morning at the factory gate to serve
as casual workers. Very often existing regular employees go on leave, and vacancies are filled
by recruitment at the factory gate.
(f) Workers union: Workers unions also play an important role as a source of recruitment.
Some unions have agreement with the management whereby managers are required to
consider employment of retrenched or former employees on a priority basis.
Significance of Recruitment: Inviting applications from qualified people is essential before
hiring employees. By attracting suitable candidates for the job recruitment makes the task of
managers easier in selecting employees. Vacancies can be filled up satisfactorily only if
candidates who meet the job requirements have been prompted to apply. Hence, only those
candidates are considered by managers who are qualified and interested in the jobs.

17

(2) Selection:
Meaning: Selection means going through the qualifications and experience of the candidate
to decide whether he /she fulfils the requirements of the job. Thus selection is the process of
matching the candidate, his qualification, experience and skill with the expectations of the
job. To select the right employee a proper procedure has to be adopted. The selection
procedure consists of a number of steps in logical order to identify the candidates who are to
be finally appointed.
Selection Procedure: The selection procedure usually consists of the following steps:

1. Initial Screening: After applications are received from candidates in reply to a job
advertisement, the same must be examined to decide which ones deserve to be considered
and followed up. Normally, the candidates are asked to apply in their own hand writing on a
plain paper. Sometimes the job advertisement mentions the particulars to be given in the
application.
2. Completed application form: Gives a job-performance-related synopsis of what
applicants have been doing, their skills and accomplishments.
18

Legal considerations
Omit items which are not job-related; e.g., sex, religion, age, national origin, race,
color, and disability.
Includes statement giving employer the right to dismiss an employee for falsifying
information.
Asks for permission to check work references.
Typically includes employment-at-will statement.
Individual items of information are validated against performance and turnover measures and
given appropriate weights. Data must be collected for each job to determine how well a
particular item (e.g., years of schooling, tenure on last job) predicts success on target job.
3. Employment test: After screening the applications, eligible candidates are given tests to
determine skill and abilities in terms of the requirements of the job. For instance, if the job of
typist requires a minimum typing speed of 40 words per minute, a test is given to see whether
the candidates applying for the job have the required speed. Passing the test by a candidate
does not mean that he will be employed.
4. Comprehensive Interview: Interview is the most important part of the selection
procedure. It serves as a means caking on the information given in the application forms and
the test result also provides an opportunity to the candidates to inquire about the job and the
company during the course of interview.
5. Background investigation: Candidates who are to be considered for employment must
have other qualitative like balanced temperament, honesty, loyalty, etc. These qualities cannot
be judged on the basis of any test. Therefore, information is obtained and verified from the
heads of educational institutions where the candidates have studied, or from the persons
whose names are given by the candidates, or from the previous employers.
6. Conditional job offer: Candidates finally selected are issued appointment letters. Such a
letter Contains the terms and conditions relating to employment of the candidates. Generally,
the candidates are not appointed on permanent basis because it is considered better to try
them for a few months on the job itself. This period of service is known as the period of
probation. It is necessary because no procedure of selection can fully establish the qualities of
a selected candidate.

19

7. Medical Examination: Candidates finally selected for the job are asked to undergo
medical examination and get certificates of medical fitness. The purpose of the medical
examination is to see whether the selected candidates are physically fit for job. t also points
out whether employees suffer from illness which can be cured before hiring them e.g. poor
eyesight. Such a step in the selection procedure is essential for certain types of jobs as in the
case of police and army, where physical fitness is very important. For certain categories of
jobs like the job of driver, a proper eye-sight is very essential
8. Permanent job offer: The appointment of every candidate is followed by a record of
particulars of the employed. Such records are maintained and described as employment
record. It serves a useful purpose on many occasions e.g., selection of employees for training,
their promotion, and wage and salary increase. Though a number of steps in the selection
procedure has been listed, all the steps need not be taken by every employer. It depends upon
the nature of the jobs and the rank of the employees. For employing casual workers on daily
wages, simply an interview by a companys officer will do.
Difference between Selection and Recruitment: We have noted recruitment and selection
as the two essential parts of the hiring process. These are closely inter-connected.
Whereas recruitment helps in attracting suitable candidates, selection
helps in finding out the candidates who meet the requirement of the job.
Recruitment helps in selecting the most suitable out of a large number of candidates.
However, recruitment and selection processes differ in certain aspects.
Recruitment is the process of attracting good applicants for jobs, whereas lection starts
after applications have been received.
In the recruitment process, there is matching of the applicants with the requirements of
the job. Selection takes place after the matching of candidates with job requirements.
Recruitment involves decisions as regards the sources of potential candidates.
Selection is made through different steps in the procedure adopted. Job description
helps the manager to attract good candidates, while selection of the employee requires
making the right choice.

20

Findings and recommendation:

Here we found some findings of GP
1. GP cell rate is very high.
2. High product rate.
3. Slower internet service.
4. Customer services are not good at all.
Roster Management: Working time is different for full time employees and part time
employees. Very often it has been seen that part time employees do not get enough flexibility
in their work schedule. Its very hard to get leave or bring change in roster. Resource
Management need to give more focus on part time employee too as they are not less
competent in comparison to any full time employee. It will create a more harmonious work
environment and it will also improve the motivation level of the employees.
Remove frequent changes in process: Frequent changes in process make the employees
confused. It also hampers the business performance. It increases the service delivery time and
produces low customer satisfaction. To reduce the hassles for both agent and customers it is
quite important to adopt a flexible and user friendly process.
Establish strong coordination among segments: Coordination among systems helps to
serve customer in the very exact way it has been designed. Other than that it creates conflict
and misunderstanding scenarios among segments. People from different segment have their
own point of view. So it needs to be ensured that all of them have common platform to carry
their job Responsibility in right manner.
If GP reduce their call rate then they will get more customer and can make their profit on the
other hand GP internet service is not so good if we see like other internet service they
provides better internet service for the customer.

21

Conclusion:
Grameenphone still has a positive image in the Mobile market. Due to its various products
and wide market coverage, strong network, at affordable rate with various service centers and
its value added services, it can be considered as the market leader in the telecommunication
industry and its competitors are far behind. Because of a truly phenomenal network support,
Grameenphone is still growing with its subscriber base at an average rate of 16000 new
connections per day, all over Bangladesh. The people, process and the actual service, builds
the image and demand of Grameenphone. By people it is meant the employees who interact
with the customers directly, and the companys customers. Here after a while the thing that
matters to the customer is the quality of after sales service and unparallel customer service.
Throughout this report, actions undertaken in the Business Segment of Contact Center has
been depicted properly. All the basic support services have been identified. Through the
tenure of my service in Grameenphone, I have faced a lot of internal and external problems
which can be easily removed or overcome to a great extent by planning things a little bit
ahead. The problems are easily solvable by integrating the number of inter dependent
segments in one direction. Problems like Employee dissatisfaction, Roster clash, Channel
break down, Lack of timely information, Lack of flexibility in work arena, Complication in
execution, Lack of authority, complicated process flow, Information mismatch etc can be
easily solved by regular Inform and evolve session, adequate Roster Management,
Removing frequent changes in process, Establishing strong coordination among segments,
Designing simple process, Ensuring timely and unique information, Employing more people
in CSD and ensuring concurrent engineering.
If all these things are done accurately, both the customers and the customer managers will
have a better time in rediscovering the service of the employees in the contact center. Only
then the ambition To provide the best-in-class Customer Service in Asia by establishing
the most reliable, friendly and quality customer service will be made possible.

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References
1. Web site: www.grameenphone.com.
2. www.scribd.com
3. Fundamentals of Human Resource Management
Eighth Edition
DeCenzo and Robbins
4. www.wikipedia.com

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