A Report

On

Of

Submitted by
Group: G
Section:B

Submitted to
B M Razzaque
Assistant professor of business faculty
Northern university, Bangladesh
Date of Submission: 20/05/2008

GROUP MEMBERS

Name ID
1. Md.Fazlur Rahman (Group Leader)
Signature :
040300943
2. Saiful Islam
Signature :
040300956
3. Raihan Ahmed
Signature :
040300942
4. Noor Md. Zamiul Islam
Signature :
040301037
24 May 2008
B M Razzaque
Astt.Proffesor
Faculty of Business
Northern University, Bangladesh
Subject: Submission of the report on “Recruitment and Selection Procedure of GP.
Dear Sir,
We have the immense pleasure to submit our report on “Recruitment and Selection Pr
ocedure of GP” for your kind consideration.
While making this report we came across many hurdles and pleasant experiences. B
ut the valuable experiences we have gained during the period will undoubtedly be
nefit us in the real work field. Despite the several constraints, we gave our al
l efforts to make this report a meaningful one and in this way we express our de
ep gratitude as you kindly have given us the scope and assigned the task.

We have tried heart and soul to make this case analysis perfect but for time lim
itation and other difficulties we may be some mistakes. We hope that you will ig
nore our faults and consider our lacks while judging the report. We enjoy this s
tudy and gladly attend any suggestion of you to clarify on any point, if necessa
ry. At last, thanking you very much for assigning us such a pragmatic and intere
sting topic for preparing the report.
Sincerely yours,
--------------------
Md.Fazlur Rahman
ID:040300943
On behalf of Group: G-----------

¬
All praises to be ALLAH and peace is on his prophet Mohammed (sm)

We are higly indebted to those who helped us to prepare the report. We are also
indebted to our course teacher B.M.Razzaque for giving us this topic to make the
report.
Then we would like to express our sincere thanks to some of our friends for thei
r help & we are grateful to those participants whose participation made possible
to accomplish our report.
we would like to thank NUB computer lab and library for their support that help
us to complete this work successfully.
At last i wish to express my earnest gratitude to all of my course mates.

Table of Contents

Page
No.
Executive Summary
1

Chapter One: Introduction Page No.

1.1 Introduction & Background of the Study 2
1.2 Reason for Choosing GP 2
1.3 Scope of the Study
2-3
1.4 Objective of the study 3
1.5 Methodology of the Study
3-4
1.6 Limitation of the Study 4

Chapter Two: A Brief Profile of Page No.

Cell Phone Sector in Bangladesh
2.1 Introduction of Cellular Technology 6
2.2 Cellular Operation in Bangladesh
6-7
2.3 World Telecommunication Industry 8-9

Chapter Three: Recruitment and Selection of GP

Pag
e No.
3.1Introduction 10
3.2 Factors to be Considered in Selection Procedure 10-11
3.3Recruitment and Selection Process 11-20
3.4Weaknesses of Selection Process 20-21
3.5Major Reasons of Recruitment 21-23
3.6Summary 24
Chapter Four: Findings and Analysis 25
Chapter Five: Conclusion and Recommendation
5.1 Conclusion
27-28
5.2 Recommendation 29
Pa
ge No.
References 31

Executive summery
Recruitment and selection are one of the most important concerns for every organ
ization. Recruitment process starts from the advertisement until the receipt of
CV. As soon as the CV is dropped the recruitment process ends and the selection
process begins. Strategic planning for recruitment and selection indicates the p
ast trends and future forecast of organization. Grameen phone is the largest tel
ecommunication company in Bangladesh, which holds nearly fifty percent share of
this industry. Grameen Phone is gradually expanding its business to the edge of
the country and holds a substantial share.

1.1 Introduction & Background of The Study

Report is a compulsory requirement for everybody pursuing an BBA degree at the N
orthern University.
We studied a lot of things about GrameenPhone and collected documents in various
prospect in this regard. When we were continuing our study, we came to know a l
ot of things about GrameenPhone because this study attempts to produce a constru
ctive report on recruitment and selection procedure of GrameenPhone.
1.2 Ressons For Choosing GP
Reports play a vital role in the field of communication both in the educational
orientation and in practical life. So from this side, it must be better in choos
ing or selecting the entire organization. Because a well-established organizatio
n or company can provide the best materials or documents to prepare a report eas
ily which is very important in BBA.GP is a high ambitious and well-reputed compa
ny in Bangladesh currently used by over 1.3 billion people in some 250 countries
. GrameenPhone believes in service, a service that leads to good business and go
od development.
1.3 Scope of the Study
The report covers the procedure of the recruitment and selection and emphasizes
the human resource management on some position. The total industry and investmen
t situation of the country is not observed in the report so this report does not
actually compare the position of the mobile companies in the context of the tot
al business situation of the country.

1.4 Objectives of the Study

1.3.1 Broad Objective
The broad objective of this study is to present the GrameenPhone’s entry-level fun
ction and practices in the overall industries in Bangladesh.
1.3.2 Specific Objectives
The specific objectives were as follows:
Finding out the current process of GrameenPhone’s Recruitment and Selection.
Present factors to be considers in Selection Procedure.
Problems and prospects of Selection Procedure. And --
Categories of people/candidates who are mainly recruited.
1.5 Mathodology of the Study
Two different methodologies had to be designed to complete the parts:
Information regarding the overall procedure of Recruitment and Selection was gat
hered from the Internet and different literature survey.
To get a closer look at what different operators are providing it was necessary
to collect different literatures published by the companies. Another source of i
nformation was interviews with different professionals of GP organizations.
1.6 Limitations of the Study
The information that we used to conduct our survey was mostly from secondary stu
dies. So, it was not a perfectly representative sample.
The major limitation of the report is that it took a very short period of time i
n preparing this report fully. So ultimately there must be some lacking in its p
remises.
Moreover, it was not possible to get all required internal information of the co
mpany as these are treated as confidential company information.
Vision of Grameen Phone: To become the largest telecommunication company in the
world and reach the hands of every people around the world.
Mission of Grameen Phone: To serve the customer with better quality and retainin
g existing customers.
Chapter Two:
A Brief Profile of
Cell Phone Sector in
Bangladesh

2.1 Introduction of Cellular Technology

Mobile technology introduced in St. Louis, Mississippi in 1946. From the beginni
ng, mobile technology was very costly and was very rare and the service was limi
ted to a single call and was not satisfied enough. After 1950 period, the cost o
f the technology become lower and coverage become wider. USA innovated an AMPS s
ystem in 1979, which was not very power full and that, was an analogue system. T
here were two types of analogue mobile phone system namely NMT & TACS were intro
duced respectively in North Europe and in UK in 1981. But with the pace of time
all these three analogue systems became unable to fulfill the demand. As a resul
t, after more than one decade of analogue system digital system in mobile phone
was introduced in 1992. The name of this technology is Global System for Mobile
communications (GSM). More than 2o million subscribers in almost 130 countries w
orldwide use GSM technology. CDMA is another digital technology in mobile teleco
mmunications. This GSM system can be said as the digital cellular system, which
is fully featured with services like Basic Telephony, Data and Value Added servi
ces (VAS). The existing GSM technologies are GSM 900, GSM 1800 and GSM 1900.

2.2 Cellular Operation in Bangladesh

Bangladesh is one of the least developing countries in the world. It is also ref
lected in her telecommunication sector. Telecommunication is one of the importan
t parameter to measure a country’s development. In 1988 the telephone density of B
angladesh was only 21 connections per 100 people. The main reason behind this po
or performance is incapability of Bangladesh Telegraph and Telegraph Board (BTTB
) to provide connection. Moreover their service quality
was very poor. Against this background, Government of Bangladesh (GOB) took a re
form program for the sector. The objectives of this reform program were to expan
d access to telecommunication services all over the country, improve service qua
lity, satisfy all demand for telecommunication and promote efficient operation.
The main strategy to achieve these objectives was to introduce private investmen
t and operation in this sector.
Ultimately in 1989, GOB issued license to private operator for provision of cell
ular, paging and radio trucking with exclusivity for five years services. In thi
s five year contract was extended to thirty years. Ultimately, the evolution of
cellular technology is duly justified.
In 1989, a 20-year license with a five-year exclusivity was issued to a private
company, Bangladesh Telecom Limited (BPTL), for the provision of nationwide cell
ular telephone services. This license was cancelled and subsequently, Hutchison
Bangladesh Telecom Ltd. (HBTL) was awarded the license, which commenced operatio
n in 1991. HBTL offered a mobile phone to all the Bangladeshi citizens in Dhaka
within a periphery of 26 miles at a charge of Tk. 1.25 lac and call charge of Tk
. 10 (per minute) for in coming calls and the same for outgoing.
Response from the consumers was impressive and remained so all through the monar
ch. HBTL gradually transformed to PBTL and simultaneously developed customer ser
vice quality by improving technical infrastructure. However, one of the serious
discontinuance from the customers is that, ever-continuing price reduction creat
es a feeling of deprivation among the older users.
2.3 World Telecommunication Industry
The corporate strategies and government policies in the international telecommun
ications sectors of the United States, the European Union, and Japan is very imp
ortant to understand the present situation in the world telecom industry. Countr
ies experience different rates of growth in telecommunications revenue in their
domestic markets. An analysis revealed that the timing of the opening of domesti
c markets to competition made no difference in the rate of growth. Instead, the
level of development and rate of overall economic growth were the determining fa
ctors. Trends of the international telecommunications industry are evaluated wit
h strategic options for globalization for smaller countries and carriers.
Between 1985 and 1995 telecommunications revenues for Japan and United States ha
ve generally grown at rates faster than new line activation or increasing call v
olume. Tariffs have been restructured, the mix of calls—local, long distance (trun
k), and international—has changed, and leased-line and mobile services have grown
relative to traditional switched, wire-line telephony.
Two major trends characterize the international telecommunications industry:
o Rapid technological advances, and
o The growing realization that liberalizing telecommunications industries
is key to overall industry growth.
These two trends hasten the liberalization of telecommunications markets around
the world. The role of national governments is changing from that of a direct pl
ayer to that of policy maker and regulator. The nature of international telecomm
unications trade is evolving from a bilateral, nation-to-nation framework to a m
ultinational, multilateral company-to-company paradigm. Major international tele
communications alliances have taken many forms with the potential to dominate se
gments of international. Nevertheless, demand will increase for smaller firms ab
le to provide local presence and technological expertise.
There are various strategic options available to smaller countries and carriers.
These strategies range from domestic to regional to international:
o Lead the domestic market in phased liberalization
o Seek opportunities to integrate vertically
o Promote regional opportunities
o Capture a major share of a regional market
Expand enhanced services internationally.

Chapter Three:
Recruitment and Selection
of
Grameen Phone

3.1 Introduction

Human Resource Management is a strategic approach of processing or recruiting, d

eveloping, maintaining and utilizing the human resources of an organization. If
a firm’s competitiveness depends on its employees, then the business function resp
onsible for acquiring, training, appraising and compensating those employees who
has to play a bigger roll in the firm’s success.
As part of an organization, Human Resource Management must be prepared to deal w
ith the effects of the changing world of work. For them, this means understandin
g the implications of globalization, technology changes, work-force diversity, c
hanging skill requirements, continuous improvement initiatives, the contingent w
ork force, decentralized work sites, and employee involvement.

3.2 Factors to be considered in Selection Porcedure

Before going to the selection procedure, Grameen Phone should adopt some factors
that are considered in selection process. These factors are:
1. Resignation and terminations.
2. Quality assurance and nature of Employee.
3. Technological and administrative changes of the Employee.
4. Financial availability of the candidates.
5. Trend analysis
6. Using computer and forecasting personnel requirements.
This should be done by the Human Resource Manager of GrameenPhone when forecasti
ng personnel needs. Finally the selected candidates are estimated the volume of
output.

3.3 Recruitment and Selection Process

GrameenPhone tries to discover industrious and innovative people ready to embark

on a challenging career. During search for talent, GrameenPhone carry out a num
ber of activities such as:
• Online Database.
• Advertisement in daily newspapers.
• Accept hard-copy submission of CVs in Human Resource Division.
• Occasionally from Job Fairs.

3.3.1 Recruitment Procedure

GrameenPhone follow comprehensive and extensive selection procedures in search f
or the most ideal and competent professionals. The testing methods are effective
ly designed in order to accurately evaluate the required competence and skill fo
r particular jobs.

GP procedures for recruitment involve the following steps:

3.3.2 Recruitment & Selection Process
3.3.2(a) HR needs and Requisition
Department will inform the HR of any vacant position so that HR can co-ordinate
/ notify the other offices of the vacant position. Whenever needed, the head of
HR will review the available records and database if there is any qualified and
suitable candidate available from GrameenPhone’s internal sources or prospective e
xternal candidates already identified earlier. In special circumstances and to m
ake a quick decision the head of HR may propose any suitable staff within the Gr
ameenPhone for the position to the respective Unit/Department Head and/or projec
t.
3.3.2(b) Job Description
Recruitment process ideally begins with the analysis of job description and pers
on specification for that job. A job description and analysis of person specific
ation provide the foundation for stipulating the job title and salary scale of t
he position. Person specification defines the education, training and experience
required by the jobholder. The person specification is vital because the key pa
rt of the person specification, established at the beginning, is used in structu
red selection interview.
Job description is the basis of GrameenPhone’s recruitment, selection and placemen
t, training, performance appraisal, salary administration, promotion and other p
ersonnel actions for its employees.
The appointing authority and the line manager shall ensure that each employee ha
s an appropriate and updated job description stating clearly the context, purpos
e, organogram, duties and responsibilities of the employees and person specifica
tion.
Job description will be prepared and provided to the employee when he/she is app
ointed, promoted, newly assigned or when deemed necessary.
3.3.3(c) Recruitment Sources
An effective recruitment always starts with the correct selection of sources of
human resources. A recruited employee who has not the right skill cannot perform
effectively. As a result the overall performance level is sure to deteriorate w
hich has significant effect on the company performance. Therefore, GrameenPhone
has been on continuous search of effective recruitment sources.
Internal Sources: It is GrameenPhone’s policy to give preference to appoint intern
al candidates, provided that the employee is suitably qualified for the vacant o
r new position and also meets the existing and future requirements. Appointments
may be made by the way of promotion, up gradation or transfer with the approval
of the authority. As a usual procedure, job vacancies in GrameenPhone will be a
dvertised through internal notices to the concerned offices.
External Sources: Whenever job vacancies are required to be circulated outside,
the main objective will be to attract a pool of candidates to apply from which q
ualified candidates for job vacancies can be chosen. Here are a number of extern
al sources that is used by the company:
Newspaper Advertisement: Vacancy announced is circulated by publishing advertise
ment in the national dailies. The newspapers that are widely circulated are chos
en for publishing advertisement.
Employee Referrals: Employees of the company may refer prospective job seekers t
o HR department. There are professional and technical jobs, which are frequently
harder to fill. Employees with hard-to-find job skills may know others who migh
t meet the desired job requirements and do the same work. In such case, employee
referral method may be useful.
Walk-ins and Write-ins: Often job seekers arrive at HR department in search of a
job. They are walk-in people. Write-ins are those who send their curriculum res
ume for suitable position. Both groups may be asked to fill up an application bl
ank. Their relevant information may be kept in active database file for any suit
able position in future.
Web site: Modern information technology such as web site is also used for advert
ising job vacancy of different positions.
Other: Depending on circumstances, other professional / employment agencies, tec
hnical institutes and journals may be chosen to give wider coverage of job openi
ngs.
The role of HR personnel is very important in dealing with external job seekers
because the outsider individuals draw an impression about the company on the man
ner their candidature has been dealt with.
3.3.3(d) Application Receiving
HR department collects job applications against each vacancy announcement. There
should have a minimum time period for application receiving. The period should
normally be around 10 days.
All applications are sequentially numbered in HR. applications are not accepted
that are received after the deadline. Under special circumstances, applications
after deadline may be accepted provided the concerned Manager gives written auth
orization.
It is GrameenPhone’s policy to attract as many applicants to apply, provided that
they meet the pre-requisites of the job. However, those who have been regretted
within last six months period are not allowed to apply for whatsoever position i
n GrameenPhone and within one year, a candidate can not appear for more than two
tests / interviews.
3.3.3(e) Short Listing
Short listing is done on the basis of appraising information on the application
form in the light of job specification of a position. The job criteria are criti
cally reviewed during short listing. The short-listing method is qualitative one
where managerial judgment plays important role.
Before short listing of candidates for tests, job criteria are set by HR and lin
e manager. There are general and technical job criteria that a candidate has to
meet for consideration of next step of selection. HR determines general criteria
while line manager determines technical criteria. Both the types of the criteri
a are important; however, it is the nature of job that determines which type of
criteria should give more priority.
3.3.3(f) Evaluating the followings does short listing:
Educational Qualification: Whether the candidates have the required educational
qualification,
Relevant job experience and required skills: How far the candidate’s most recent j
ob experiences and skills match the job requirements of the position.
The candidate may have the irrelevant job experiences and skills that is not con
sidered during short listing. GrameenPhone follows a standard set rule of short
listing of candidates. For one position the number of candidates for written tes
t should not be more than 8. The number of candidates in the oral test should no
t be more than 4-5.
Administering tests and interview
After short listing of prospective candidates, appropriate employment tests such
as written tests, oral tests or any other tests as deemed fit are arranged to a
ssess candidates’ suitability for the position. Through the test selected psycholo
gical factors such as intelligence, aptitude, temperament and attitude of the ca
ndidates are measured / observed.
The main focuses of employment tests are on
Job related questions to assess in-depth knowledge of the candidates
Assessment of mental ability, reasoning, memory etc.
Assessment of potentiality and ability to learn.
Proficiency in performing tasks.
Assessment in line with job analysis.
The selection is made on the basis of successive hurdle approach. The candidates
are rejected following each of the stage or test being administered. HR drafts
the written and oral test questionnaires. A set of questions of technical nature
is drafted by line mangers and sent to HR. Few questionnaires from that list is
included in the test by HR as random basis. While finalizing test question, HR
considered the job requirements of the position and maintains relevance, consist
ency and standard on the pattern of questions. The type of question depends on t
he nature of the position. Usually a combination of multiple and narrative type
of questions is set in the written test.
HR exclusively checks all multiple type and non- technical narrative type of ans
wers, while the line manager checks the narrative type of technical part. HR doe
s the compilation of score in written test. It is the responsibility of HR to se
lect and call candidates for subsequent tests based on the performance of writte
n test.
The minimum qualifying score in the written test is 45%. Candidates who have qua
lified in the written test are invited for the next selection test.

3.3.3(g) Company Presentation

The candidates who have appeared for written test are briefed about GrameenPhone
just before the test. HR organizes a half an hour presentation on the following
topics:
The Company profile.
The present considerations, goals and targets of GrameenPhone.
The growth of GrameenPhone in the present market.
The brief job description of the position.
Type of the written test and evaluation of the result.
3.3.3(h) Interview Steps
Selection interview is an in-depth discussion between interviewer and interviewe
e. An interview Board/Selection Committee is formed comprising of the following
personnel:
Line Manager
Unit/Departmental Head
Head of HRD
HR processes all recruitment, however, for some senior management level position
, outside recruitment may be permissible. Executive Search/ Professional Consult
ing Firms may be contacted by HR for this purpose.
The interview board members ask questions that are relevant to the performances
of the job including questions regarding required skills. The type of questions
may be mixed of open-ended, behavior-oriented; competency based and stresses typ
e questions. The nature of questions varies according to the level of position.
The interview board members rank all candidates and recommend candidates best su
ited for them. The basis of preliminary selection is marks obtained in oral test
s and their judgment about the candidates fit for the position. The minimum acce
ptable score in the oral test is 4 in the 1-8 rating scale. The recommendation t
o be made does not necessarily be in favor of the top ranked candidate because t
he board member may be convinced in evaluating overall performance and backgroun
d of the another close candidate. A consensual recommendation is made and forwar
ded to HR along with all papers for next course of action. The board members sig
ned the Employment Approval Form.
3.3.3(i) Medical Examination
In GrameenPhone, the job offer is contingent on passing medical examination cond
ucted by the Company nominated diagnostic center. The medical examination is con
ducted once preliminary decision for recruitment is made but the employment offe
r has not yet given. The purpose for a medical examination is to obtain informat
ion on the health status of the applicant being considered for employment and to
determine whether the applicant is physically and mentally capable of performin
g the job. The cost of medical examination is borne by the company.
3.3.3(j) Information and Reference Check
Once a preliminary selection decision is made, HR verify certain information as
provided in the job application such as educational degree, work experience, las
t employment status. The purpose of reference check is to obtain factual informa
tion confidentially about a prospective employee and seeking opinions from profe
ssional referees and previous employer about his/her suitability for the job.

3.3.3(k) Final Selection and Appointment Offer

Based on positive report on health status from the medical center, and positive
reference check, the candidate is selected for appointment. At this stage, the s
elected candidate is offered employment with GrameenPhone. The appointment autho
rity of GrameenPhone issues an appointment letter to the selected candidates. Th
e appointment letter includes:
1. Job title, Grade/Step and Salary
2. Nature of appointment
3. Place of posting
4. Name of section or department
5. Effective date of appointment
6. Probationary period, conditions of confirmation and notice period
7. Ending date of employment (applicable for contract employee)
8. GrameenPhone standard terms and conditions
A current job description is also attached with the appointment letter. The appo
intment letter and job description will become valid only after signing by the D
irector HR and the employee, in the space provided for the purpose.
3.4 Weaknesses of Selection Proce
ss
GrameenPhone faced some problems of selection process while maintaining its recr
uitment procedure. Although there is no process without lacking, GrameenPhone co
vers the weaknesses with soft-touch-smile. The weaknesses that the GrameenPhone
faced are as follows:

1. Requirement not matched.

2. Double or triple CVs dropped by the candidates for getting opportunity c
ost.
3. Given wrong information.
4. Unreachable Mobile or Phone numbers.
5. Age factor.
6. Already working.
7. Salary range.
8. Confusion about contract position.
9. Reference problem.
10. Office proficiency.
These are the problems that GrameenPhone faced in selection procedure. Sometimes
it creates a serious problem in the way of selection but for the provision of t
he office proficiency, it must be overcome by the authority.

3.5 Major Reasons of Recruitmen

t

Recruiting efforts are more successful when the recruiters themselves are carefu
lly chosen and trained. Some employers use a recruiting yield pyramid to calcula
te the number of applicants they most generate to hire the required number of ne
w employees. The following figure shows it.

50 New hires
100
Offers made (2:1)
150
Candidates intervi
ewed (3:2)
200
Candidates invit
ed (4:3)
1200 Leads gene
rated (6:1)

The recruiting and selecting process can best be envisioned as a series of hurdl
es, specifically, recruiting and selecting require:
1. Doing employment planning and forecasting to determine the duties of the
positions to be filled.
2. Building a pool of candidates for the job.
3. Having the applicants fill out application forms and perhaps undergo an
initial screening interview.
4. Utilizing various selection techniques such as tests, background investi
gations, and identify viable job candidates.
5. Sending to the supervisor responsible for the job.
6. Having the candidate(s) go through one or more selection interviews with
the supervisor and other relevant parties for the purpose of finally determinin
g to which candidates(s) an offer should be made.
During the process of recruitment and selection, GrameenPhone always prefer the
best categories of candidates to its finalized procedure. For this, the producti
on of services of GrameenPhone is best.
The best categories’ people and the highest educated candidates of students are en
gaged to GrameenPhone whose main aim is to give the country best services. Peopl
e of different disciplines and activities are getting engaged with GP.
Normally GrameenPhone recruit the experienced personnel to its senior level posi
tions. In spite of that, the people who have minimum experience of 1-2 years are
also getting employment in this company. Another types of people are currently
getting employment opportunities in different units of GrameenPhone. They are th
e students of different Public and Private Universities. The work on the hourly
basis and get a remuneration of Tk. 16,000 to 18,000.
In the near future, GrameenPhone works with full swing by taking the hands of la
rgest educated personnel’s so that it can make a contribution in the country’s mind
and side by side to the heart of the rural and urban people.

3.6 Summary
Recruitment and selection a vital role-played by the Human Resource Division of
GrameenPhone. During its recruitment and selection procedure primary screening a
re taken through an advertisement. Then the HR division collects the CVs from th
e pool of candidates and makes sorting on the basis of education, experiences an
d out looking appearance. After the preliminary steps, they call for set in the
exam that is called Employment Test. After getting the satisfactory marks, they
are again call for interview where they are introduce with their job categories
and expected salaries. When the HR getting the confirmation from the candidates,
they send them for the medical examination and then hiring decision. After the
placement, the role of HR is ended. But this is not the end; it is the beginning
of the process. There are some weaknesses of HR through its recruitment and sel
ection procedure. But GrameenPhone’s HR handles it with dedication.

Chapter Four:
Findings and analysis
Findings and Analysis
By analyzing the procedure of Grameen phone’s recruitment and selection procedure
we can see that the HR division first collects the CVs from the pool of candidat
es and makes sorting on the basis of education, experiences and out looking appe
arance. After the preliminary steps, they call for set in the exam that is calle
d Employment Test. After getting the satisfactory marks, they are again call for
interview where they are introduce with their job categories and expected salar
ies. When the HR getting the confirmation from the candidates, they send them fo
r the medical examination and then hiring decision. After the placement, the rol
e of HR is ended. But this is not the end; it is the beginning of the process. T
here are some weaknesses of HR through its recruitment and selection procedure.
But GrameenPhone’s HR handles it with dedication. Grameen phone is recruiting the
best quality employees in the world.

Chapter Five:
Conclusion and
Recommendation
 5.1 Conclusion

An intense competitiveness has hit the very prospective and fast growing telecom
munication sector in Bangladesh, specially the mobile telecom sector. And the cr
edit goes to GrameenPhone, the eight years old private operator with new view of
business solution and some other government-backed operators who have come to t
he market bringing down the cost to afford mobile communication.
As an electric communication media, telecommunication industry makes people’s life
more smooth, fast and enjoyable. But it seems few operators in the country are
capable of meeting the growing demand of the city dweller’s need for communication
. The market of mobile telephony still has great areas of unmet demand which if
addressed properly could delight the consumers.
GrameenPhone is a profit oriented mobile company seems together the highest ener
getic personnel who can serve better for the customer as well as human resource.
Human Resource Management must be prepared to deal with the effects of the chan
ging world of work. For them, this means understanding the implications of globa
lization, technology changes, work-force diversity, changing skill requirements,
continuous improvement initiatives, the contingent work force, decentralized wo
rk sites, and employee involvement. This approach applies to GrameenPhone’s human
resources.
Grameen Phone is a service company, one of it’s major objective is to ensure quali
ty service to the customers, Generally Smart Loyalty agrees that in order to gro
w in business it is important to know which customers at all stages of commitmen
t are thinking about the company, the products, services and competition. Furthe
rmore, cellular service is a growing business in Bangladesh, competition is also
increasing. Therefore, it is very important to retain and maintain exiting rela
tionships with the subscribers. For this reason Human Resource Management of Gra
meenPhone plays and important role through its procedure of Recruitment and Sele
ction because without recruit and select the most qualified employees, it cannot
service better. A right person in the right place can do something better than
the others. So the functions of Human Resource Division of GrameenPhone perform
better.
When a candidate appears in the recruitment and selection process, he/she may fa
ce several numbers of stares which is enough for his/her performance evaluation.
From this, an evaluator can identify which categories of employee he/she is. Af
ter that he/she can be placed in the different unit under his/her ability or ski
lls of works. In this way an employee can give the nation a better service accor
ding to their needs and earn profit to the attested company. That is doing Grame
enPhone.
Now-a-days, GrameenPhone’s Human Resource Division tries to follow the Multination
al Human Resource Management strategies to adopt the international market, polic
y and prospects. Above all telecommunication industry is inevitably ministering
our mobility, enhancing intensification of businesses, information systems, util
izing resources, pressing forward our economy & escalating social sensitivity
 5.2 Reco
mmendation
One of the strongest sides of GrameenPhone is its customer’s satisfaction, human r
esource development and performance in the country and outside the country. An o
rganization without comments is like a ship without a rudder. So I arrange the r
ecommendation part under the following ways: -
1. GP should earn flexibility to be able to reduce the bill, if necessary.
But currently they should reduce the billing rate as others are offering lower t
han them.
2. Capacity of the helpline should be increased in the pick hours.
3. Different programs should be taken to educate the subscribers regarding
different essential features of mobile phone.
4. For the purpose of raising subscribers in the urban area, different leve
ls of local employees should be increased.
5. GrameenPhone should take extensive program to build a positive image amo
ng their users. So for that reason experienced persons should be hired or made b
y them with functional selection process.
6. GrameenPhone should offer some special packages in the first week of eve
ry month so that it can get every customer and every customer must attach with p
roducts.
7. Human capitals should be used in a particular sector without misused. Be
cause Today’s Human Resources is related to that’s Human Capitals, which earns reven
ue.
8. Unfair touch of internal pressure towards Human Resources should be stop
ped right now for the betterment and long ability of the company.
9. GrameenPhone must initiate the availability of employees as well as empl
oyment.
References

1. GrameenPhone Limited (2004-2005), News Letter.

2. GrameenPhone Limited, Image Guide Book & Intranet.
3. V. A. Zeithmal and Mary Jo Bitner, Service Marketing, International Edit
ion (1996), The MacGraw-Hill Companies, Inc., New York.
4. T. A. J. Nicholson, Measuring Consumer Service and Managing Delivery.
5. James Brian Quinn, Jordan J. Baruch and Penny Cushman Paquette, Technolo
gy in Services, Scientific American (December 1987).
6. Earl Naumann and Kathleen Giel, Customer Satisfaction Measurement and Ma
nagement. (1978)
7. Web Site: www.grameenphone.com
8. Grameen Phone Ltd., Annual Report 2002-05.
9. GrameenPhone Ltd., Human Resource Division-July-2005, Divisional Annual
report.
10. GrameenPhone Ltd, Customer Management Division-July-2005, Divisional Ann
ual Report.
William P. Anthony, Pamela L. Perrewe, K. Michele Kacmar,(Florida State Universi
ty,1993), A Strategic Approach, 3rd Ed., Human Resource Management, pp. 233-290.