Human Resource

Planning
 Army Institute of Business Administration
Jalalabad Cantonment

Human Resource Planning

Of

Submitted To
Khan Mohammad Mohiuddin
Assistant Professor
Army Institute of Business Administration

Submitted By
Sakif Ryhan, ID: 26
Md Asfaquzzaman, ID: 08
Mazharul Wahed, ID: 17
Tasnim Huda Proma, ID: 13
BBA-3

Date of Submission
April 23, 2018

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 LETTER OF TRANSMITTAL
19th April 2018

Khan Mohammad Mohiuddin

Assistant Professor
Army Institute of Business Administration
Jalalabad Cantonment, Sylhet.

Dear Sir,
With due respect, we would like to inform you that we are honored to prepare our report on the
human resource management planning of Grameenphone as required for our BBA program.

This report shows the organizational structure, recruitment and succession planning. Basically
the whole HRM planning. Including brief company overview, along with some
recommendations and conclusion. In our report, we tried to focus on the relevant information
of the HR department and gained depth knowledge and information about the given topics. We
tried our best to show our skill. Finally, we would like to assure you that we will be there for
any clarification, explanation whenever required.
Therefore, we believe the report will serve for its best purpose and hopefully this report will be
accepted. Thank you in advance for your kind assistance.

Sincerely yours,

Sakif Ryhan, ID: 26

Md. Asfaquzzaman, ID: 08
Mazharul Wahed, ID: 17
Tasnim Huda Proma, ID: 13

Batch: BBA-3
Army Institute of Business Administration, Sylhet.

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 TABLE OF CONTENTS
Sl Contents Page
1. EXECUTIVE SUMMARY………………………………………………… 4
2. INTRODUCTION………………………………………………………….. 5
 Objective…………………………………………………………….. 5
 Need of the Study……………………………………………………. 5
3. METHODOLOGY…………………………………………………………. 6
4. COMPANY OVERVIEW…………………………………………………. 7
 Mission Statement…………………………………………………… 7
 Vision Statement…………………………………………………….. 7
5. Organizational Structure of GP…………………………………………… 8
6. HUMAN RESOURCE STRATEGIES……………………………………. 8
 Human Resource Planning………………………………………… 8
 Analyzing Organizational Objectives………………………... 9
 Inventory of Present Human Resources……………………... 9
 Forecasting Demand and Supply of Human Resource………. 9
 Formulating the Human Resource Action Plan……………… 9

7. RECRUITMENT & SELECTION of GP…………………………………. 9

 Recruitment…………………………………………………………. 10
 Internal sources………………………………………………. 10
 External sources……………………………………………… 10
 Selection……………………………………………………………… 10
8. TRAINING AND DEVELOPMENT……………………………………… 10
9. COMPENSATION…………………………………………………………. 11
10. EMPLOYEE MOTIVATION……………………………………………… 12
 Profit Sharing………………………………………………………… 12
 Performance Bonuses………………………………………………… 12
 Reward……………………………………………………………….. 12
 Yearly Picnic/Tours………………………………………………….. 12
11. JOB ANALYSIS……………………………………………………………. 13
 Job Description………………………………………………………. 13
 Job Specification ……………………………………………………. 13
 Job Evaluation……………………………………………………….. 13
12. SUCCESSION PLANNING……………………………………………….. 15
 Succession Plan for Chief Executive Officer (CEO)………………… 15
 Succession Plan for Chief Financial Officer (CFO)…………………. 16
 Succession Plan for Chief Marketing Officer (CMO)………………. 17
13. RECOMMENDATIONS…………………………………………………… 17
14. CONCLUSION……………………………………………………………… 17
15. REFERENCES……………………………………………………………… 18

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 EXECUTIVE SUMMARY
Grameenphone Limited is the leading Telecom operator in Bangladesh. Grameenphone Ltd.
consider its employees as human capital. This study is basically about to discuss about human
resource planning including recruitment, selection strategies, training and development,
transfer, termination and other disciplinary action strategies and benefits, Leave and Other
allowances strategies of Grameenphone. Human Resource planning of Grameenphone is the
process of getting the right number of qualified and competent people into the right job at the
right time. People who can work effectively and efficiently in order to achieve organizational
goals and objectives. Grameenphone has a tremendous image towards its competitors and
towards in the telecommunication industry. We can consider Grameenphone as the market
leader in the telecommunication industry because of its different innovative products and wide
market coverage, strong and wide network coverage, at cheap rate with various service centers.
On the other hand Grameenphone is also market leader in teams of HR strategies and
employee’s involvement & engagement. Because it is very clear that without an effective and
efficient employee pool and human resource department this might not be possible. Throughout
this whole report all the human resource planning and succession planning of Grameenphone
will be discuss briefly.

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 INTRODUCTION
The topic of the report is to assessing the human resource planning & process of Grameenphone
and some recommendation for human resource sector development. As a leading
telecommunication brand in Bangladesh Grameenphone has to maintain different aspect
specially the human resource department. We believe only a strong and motivated employee
pool can make an organization very successful but the key is to retain such things.
Grameenphone follows different competitive and effective strategies for human resource plan.
These strategies and process helps them to get the best employees from the labor market and
retain in the competitive market. In this report we are going to discuss about the Grameenphone
Company. On the other hand we are going to discuss its recruitment and selection process,
compensation policies, employee retention strategies and finally the succession planning with
some suggestion for future development.
Objectives
 To know the in depth knowledge about HR planning of Grameenphone
 To identify and analyze HR strategies of Grameenphone.
 To know about the employee satisfaction and values.
 To develop the human resource management skill.
 To analyze the employee thinking and wants regarding a job.
Need for the study
 To understand the lacking in HR department and finding solution.
 To study employee growth and expectation.
 To know the competitive advantage considering HR perspective.

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 METHODOLOGY
The present report constitutes the construction and study of HR planning and succession
planning of Grameenphpne Company on the basis of empirical data collected about
Grameenphpne from various internet sources. The report follows a critical assessment of the
HR planning, succession planning for this company.
Technique adopted for data collection
(A) Internet Survey.
(B) Opinion Generation.
(C) Books.

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 COMPANY OVERVIEW
Grameenphone Ltd. has passed their 23th year of operation. It is now the leading
telecommunications brand and service provider in Bangladesh. Now Grameenphone is holding
more than 58.689 million subscribers as of January 2017. Grameenphone has been recognized
for building a quality and highest network coverage across Bangladesh. Grameenphone was
also the first operator who introduce the pre‐paid service in September 1999. Grameenphone
was the first company to introduce GSM technology in Bangladesh. It also established the first
24-hour Call Center to support its subscribers. With the slogan Kache Thakun, Grameenphone
promises its customers to bring the best of communication technologies So that they can stay
close. Grameenphone considers its employees to be one of its most important assets. GP has
an extensive employee benefit scheme in place including Provident Fund, Group Insurance,
Family Health Insurance, Transportation Facility, Gym, Recreation Centre, Day Care Centre,
Children’s Education Support, higher Education Support for employees, In‐House Medical
Support and other initiatives.
Mission Statement
We are here to help our customers.
We exist to help our customers get the full benefit of being connected. Our success is
measured by how passionately they promote us.
Vision Statement
Empower societies.
We provide the power of digital communication, enabling everyone to improve their lives,
build societies and secure a better future for all.

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 Organizational Structure of Grameenphone

HUMAN RESOURCE STRATEGIES

Human resource planning
Human Resource planning is the process of getting the right number of qualified and competent
employee into the right job at the right time. The number of total employee is more than 3000.
The company wants to increase training for its technical staff to increase the ability to fix a
problem on the first service call and to reduce the period of time consumers have to wait for
technical help. Grameenphone Ltd wants to recruit top talents in every department of the
company. Human Resource planning in Grameenphone must be focus of the Company’s
overall plan. Grameenphone needs to assess current human resources by developing a profile
of the organization’s current employees. This analysis must be include information about the
workers and their skills. Currently Grameenphone is using this technology called Human
Resource Information System (HRIS) to keep the HR inventory information which can be
access very easily whenever they need. There are a few steps of HR planning such as job
analysis, job description, recruitment, succession plan etc. But before all of them we need to
analysis the need and objective of different sector and consider them appropriately.

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Analyzing Organizational Objectives
Grameenphone is basically service oriented company. Their main goal is to provide best
service to the customer and create value with different ideas. In order to achieve this
Grameenphone must be look for employees who are expertise in technology and have
extraordinary communication skills, people who can think out of the box, and people who are
innovative and initiative. So after considering their goal they should look for employees with
the given skill knowledge and ability.
Inventory of Present Human Resources
After considering the objective of organization Grameenphone needs to identify and analyze
the inventory of present human resource both internally and externally. They need to find their
lacking in the employee pool and resource in the external labor market matching with required
skill knowledge and ability.
Forecasting Demand and Supply of Human Resource
Grameenphone human resources required at different positions according to their job profile
are to be estimated. The available internal and external sources to be enough or not to fulfill
those requirements these also need to be measured. So Grameenphone should match of job
description and job specification of one particular work, and the person should be suitable to
it.
Formulating the Human Resource Action Plan
Forecasting the demand and supply helps to know the availability of employees in the market
and where to get them. In this case HR action plan start with recruitment, training, transfer etc.

RECRUITMENT & SELECTION of GP

GrameenPhone provides equal employment opportunity for all Bangladeshi citizens. It is the
Policy of the Company to attract, retain and motivate qualified and skilled employees within
the company. To do this, the Company offers competitive compensation package and provides
equal opportunity for career development to all employees. It is believed that in order to achieve
the Company's goal, there must be efficient and high caliber human resources. Therefore, the
company pays maximum attention and efforts in requiting highly qualified and competent
employees who are willing to face challenges in achieving Company's goal. The role of HR in
respect to attracting, retaining and motivating qualified and skilled employees is enormous.
The formulation and implementation of a sound employment policy have great impact in the
fulfillment of desired objectives.

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 Recruitment
The recruitment practice is done mainly on two standard procedure of recruitment. They
usually carry out in-house recruitment or post online job add posting. They usually hire fresh
graduates and allow them to grow in the company. Applications received are carefully filtered
and usually call a handful of candidates for the post.
 Internal sources
Grameenphone could find employee into their internal sources. For a new position or a position
is empty for some reason Grameenphone could promote its employee to upper level.
Grameenphone can look into their HR inventory and they can find their experience and ability.
This is how they could source employee internally. Promoting internal employees on the basis
of succession planning may also be looked into. As a usual procedure, job vacancies in
Grameenphone will be advertised through internal notices to the concerned offices.
 External Sources
First of all GP needs to ensure employment requisition is compliant with budget. Then
preparing job advertisement and selecting media for promotion. GP can provide opportunity of
doing internship to find potential employees & increases Company goodwill in the educational
institutions and job market. They could source employee by newspaper advertisement, request
to other organizations, employee referrals, job fair, website etc.
Selection
The selection process has two steps firstly there is a written test. Candidates are tested basically
on job related skills and their analytical ability along with some open ended questions relating
to their psychological behavior. Selected candidates are called up for an interview within a
week. The candidates must appear in front of an interview panel usually consisting of four
members from the HR department as overseen by the MD, Chairman, General Manager and
Admin Manager. The candidates are tested for their basic knowledge about the subject matter,
their interpersonal communication skills and their abilities to work in a team environment.
Candidates after final selection are offered jobs along with the contract, which they need to
sign before joining the job.

TRAINING AND DEVELOPMENT

Grameenphone provides two types of training.
 In-House Training.
 Out-House Training Orientation training Program falls under GP.

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In-house training category. After joining, it is the responsibility of the HR to conduct
induction/orientation training to the newly recruited personnel to provide a general introduction
of the company. To prepare training plan, participant’s list and training schedule for induction
training HR department does all. Inside GP training will cover Management training. It will
cover Department training in near future.
GP’s out-house training means to take part in training programs offered by different training
institutions/universities on different subjects.

COMPENSATION
Compensation refers to all kinds’ payment, benefits or wages/ salary going to the employees
for providing their service and contribution. A job is classified according to the skills and
experience required for satisfactory performance in the job, the degree of problem solving
involved and the size of the impact of a decision to be taken as an incumbent in the job. The
classification is then linked to a salary grade through which a compensation package is made
available to the incumbent of a job. Each job contributes to the successful conduct of an
activity, which in turn accrues certain benefit to the company. The compensation package,
which is an expense incurred by the company, is linked to the benefit derived by the company
from the job. Each grade has a minimum level of compensation & amp; a maximum. The
minimum is related to them market value of the job is verified through the availability of
suitable candidates who are prepared to join at that level of compensation. The maximum of
the grade is the maximum cost the company is prepared to incur for the contribution received
from the job. The company also started payment of Festival Bonus to the Management Staff
from the year 2000. There will be payment of an amount equal to one month’s Basic Salary of
the employee on two chosen festivals. Management Staffs those are in the employment of the
Company for at least three months after their confirmation on the date of the festival will be
qualified for the Festival Bonus. The major festivals recognized are the following:

 Eid-ul- Fitr.
 Eid-ul- Azha.
 Durga Puja.
 Christmas.
 Buddha Purnima.

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All employees of the Company, irrespective of their religion, will draw one Festival Bonus
during the time of Eid-ul- Fitr. The other Festival Bonus will be given to the Muslim employees
during the time of Eid-ul- Azha. Employees other than Muslim will receive the other bonus
according to their festival mentioned above. Festival Bonus will be disbursed in cash and will
be paid two weeks prior to the festival date.

EMPLOYEE MOTIVATION
Employee motivation can be provided by:
 Profit Sharing
The most significant employee benefit offered by Grameenphone Ltd is Profit Sharing. The
profit sharing takes place once a year: July. Only the senior employees who are around two or
more years get 20% share of the profit earned. Out of this 20% profit, 75% is distributed in
terms of seniority and designation. The rest 25% is distributed on performance in that period.
 Performance Bonuses
Performance bonuses are given on the basis of performance in a given year. This happens after
the yearly appraisal. The reviewer (usually the immediate boss) notes down the performance
of the employee on a given set of characteristics and sends it to the MD. The MD then takes
the decision on the performance bonus. However, all decisions regarding performance bonuses
by the MD needs to be approved by the Board of Governors.
 Reward
This reward system does not have any fixed criteria. This is an additional reward system, which
provides financial incentives to employees for extraordinary performance in any area of their
job.
 Yearly Picnic/Tours
Grameenphone Ltd bears the expense of one tour/picnic per year for each employee. The
company covers all transport, hotel & food expenses. This usually refreshes the employees
a lot and makes room for them to interact & know each other better.

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 JOB ANALYSIS
A job analysis is a systematic exploration of the activities within a job. This is used to define
the duties responsibilities and accountabilities of a job. GP has systematic job analysis, which
consists of job specification, job description and job evaluation. Basically Grameenphone
follows multiple methods such as observation, structured questionnaire, interview, technical
conference etc. Recruitment process ideally begins with the analysis of job description and
person specification for that job. A job description and analysis of person specification provide
the foundation for stipulating the job title and salary scale of the position.
Job Description
GP has very well form of job description, which includes the job title, all the duties &
responsibilities to be performed by the employee, the authority and responsibilities of the
jobholder. In Grameenphone the duties of the Head of Recruitment & Selection are to recruit
and select right candidates for the company as per business need. It is written in the job
description that the person has to be at least managerial post and he/she will control two deputy
manager and two officers; under the Director, Human Resources.
Job Specification
Job specification defines the education, training, experience and competencies required by the
jobholder. The job specification in very important and plays a vital role, because the key part
of the job specification, established at the beginning, is used in structured selection interview.
The job specification of GP is prepared by a committee of HR and written in the service rule
of GP. The following information is specified in the job specification:
 There are minimum educational as well as experience qualification for every post from
Managing director to first line officer.
 There are also required qualifications for promotion in a certain post.
Job Evaluation
The compensation and benefits for employees in Grameenphone is based on the job evaluation.
At the time of establishment analyzing all the characteristics of every post the compensation
package has been developed. In this process the jobs with common demands in terms of skills,
education and other personal characteristics are placed in the common compensation group
according to the service rule of GP. But one thing from negative aspect which is, in most of the
circular GP doesn’t provide compensation due to its confidential and negotiable.

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 SUCCESSION PLANNING
Succession planning is an ongoing process that identifies necessary competencies, then works
to assess, develop, and retain a talent pool of employees, in order to ensure a continuity of
leadership for all critical positions. Succession planning is a specific strategy, which spells out
the particular steps to be followed to achieve the mission, goals, and initiatives identified in
workforce planning. It is a plan that managers can follow, implement, and customize to meet
the needs of their organization, division, and/or department. There are a few reasons of this.
These are given below.
 To identify the development needs of high potential employees and assists with their
career planning.
 To facilitate transition when an employee leaves. It is not unusual to have a departing
employee work alongside her/his successor for a given period prior to departure to
facilitate the transition

Succession Plan for Chief Executive Officer (CEO)

Responsibilities
 Develop high quality business strategies and plans ensuring their alignment with short-
term and long-term objectives.
 Lead and motivate subordinates to advance employee engagement develop a high
performing managerial team.
 Oversee all operations and business activities to ensure they produce the desired results
and are consistent with the overall strategy and mission.
 Make high-quality investing decisions to advance the business and increase profits.
 Enforce adherence to legal guidelines and in-house policies to maintain the company’s
legality and business ethics.
 Review financial and non-financial reports to devise solutions or improvements

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Requirements
 Proven experience as CEO or in other managerial position.
 Experience in developing profitable strategies and implementing vision.
 Strong understanding of corporate finance and performance management principles.
 Familiarity with diverse business functions such as marketing, PR, finance etc.
 In-depth knowledge of corporate governance and general management best practices.
 An entrepreneurial mindset with outstanding organizational and leadership skills.
 Analytical abilities and problem-solving skills.
 Excellent communication and public speaking skills.
 MSc/MA in business administration or relevant field.

Succession Plan for Chief Financial Officer (CFO)

Responsibilities:
 Execute the financial strategy of the company.
 Manage financial controls and accounting procedures.
 Ensure full transparency over the financial performance of the company.
 Provide advice on how to increase revenue and reduce costs.
 Effectively and clearly communicate potential risks in a timely manner.
 Propose action plans to ensure that annual financial objectives are attained.
 Support the CEO with the preparation of monthly and annual financial plans.
 Maintain speed and accuracy of billings and client payments.
 Coordinate and produce all tax documentation as required.
Requirements:
 Bachelor’s Degree in Accounting, Finance or related field (MBA preferred).
 Professional accounting designation (CA, CMA or CPA).
 5 years’ experience in a senior financial managerial position.
 Advanced computer skills, including proficiency in MS Office and Microsoft
Dynamics SL financial reporting software.
 Exceptional communication skills.
 Results-oriented, strategic thinker and planner.

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 Succession Plan for Chief Marketing Officer (CMO)
Responsibilities
 Execute the marketing strategy of the company.
 Manage sales controls and operation procedures.
 Ensure full transparency over the sales and other marketing performance of the
company.
 Provide advice on how to increase customer demand.
 Propose action plans to ensure maximum sales and service over the year.
 Support the CEO with the preparation of innovative marketing plans.
Requirements
 Bachelor’s Degree in Marketing, or related field (MBA preferred).
 5 years’ experience in a senior marketing managerial position.
 Exceptional communication skills, including proficiency in multiple language.
 Results-oriented, innovative, strategic thinker and planner.

RECOMMENDATIONS
 Grameenphone should give more concentration to attract & retain employee.
 Recruitment and selection process is time consuming so GP should review the
recruitment & selection policy.
 Grameenphone should have formal employee merit review process.

CONCLUSION
Grameenphone is not doing any less in terms of job analysis. Just like their commitment, every
analysis is done properly before posting because they know one wrong decision might cost a
lot, which cannot be repayable. That is why GP make sure from the top to bottom each decision
is go through this analysis until the best output comes. With Grameenphone’s current job
analysis method, it can be said that they do not want any gap in this point. With three stages of
the analysis which are job specification, job description and job evaluation a proper position
can be created with of course when it needs. One thing we would like to recommend that is to
add the Job Evaluation part on the circular for easy understanding. Though it’s negotiable and
the salary and others benefits is confidential but it will help a jobseeker to understand or to get
at least an image of what will be the remuneration they can get form their hard work. Other
than that the Job analysis process is remarkable for GP’s future.

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 REFERENCES
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Irimia, R., & Gottschling, M. (2014). VISION, MISSION & VALUES, 1-1.
doi:10.3897/bdj.4.e7720.figure2f

ORGANISATIONAL STRUCTURE. (n.d.). Retrieved April 22, 2018, from

https://www.grameenphone.com/about/corporate-information/corporate-
governance/organization-structure

Our Story. (n.d.). Retrieved April 22, 2018, from https://www.grameenphone.com/about/our-

story

Succession Planning. (n.d.). Retrieved April 22, 2018, from

http://www.whatishumanresource.com/succession-planning

Sultana, S. (2012). Ongoing 2b/3a inhibition In Myocardial infarction Evaluation.

Http://isrctn.org/. doi:10.1186/isrctn06195297

Sheehan, C. (2017). Human Resources Planning. Human Resource Management, 111-129.

doi:10.1057/978-1-137-52163-7_6

The Mobile Phone subscribers. (1970, January 01). Retrieved April 22, 2018, from
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