As a concept and organizational practice Human Resource Management (HRM) has become central in recent years.

Both private and public companies have recognized that in administering human resources efficiency, competence, and flexibility are close interrelated. But despite the success of targeting HRM efforts, the field is characterized by a series of dilemmas and paradoxes toward which companies must take a stand. Telecommunication companies paying very important role on our daily life. We have visited two best cellular companies in Pakistan MOBILINK and WARID to fulfill our requirement. It is hard to imagine a more critical, challenging and dynamic job than studying on the Training and Orientation of any organization. Our focus is mainly on: 1. The orientation techniques and its requirements of both the companies, 2. Their different training techniques that they adopt to groom their new employees and, 3. The comparison of both companies training styles. This report has been prepared as the requirements of the course of MBA. We have split this report in various sections and have tried to keep them in an organic sequence. We have tried our best to present this report in concise but comprehensive manner. TABLE OF CONTENTS Introduction 01 Orientation and its importance 02 Purpose of Training Analysis 03 Supervisors Attempts to Help Employees in Workplace 04 Benefit of Systematic Approaches to Training 05 Overview of Some Systematic Approaches to Training 06 General Suggestions to Build More Learning into the Plan 09 Basic Requirements of Supervisors 10 Typical Reasons for Employee Training 12 General Benefits from Employee Training 13 Informal and Formal Training 14

Structural issues in the delivery of training 16 Characteristics of effective training 17 The Training Paradox 17 Selecting training methods 20 Outputs of training 23 Purpose and importance of training 24 Mobilink GSM: 25 History: 26 Mobilink Vision 26 Human resources of Mobilink 27 Corporate Social Responsibility 27 Jazz 30 Indigo 32 Mobilink .collected data 34 SWOT Analysis 39 WARID telecom 41 Overview 42 Zahi- package 45 Zem package 46 WARID.collected data 47 Bibliography Appendixes -

INTRODUCTION Human Resource Management (HRM) seems to be a lasting phenomenon. Twenty years ago there was little understanding for and knowledge about the functional conditions for the human resources of working life, but today HRM is in focus. Companies find themselves increasingly up against the wall if they are not managing human resources in a professional way. The majority of operations costs are staff costs, which itself is an argument for taking interest in using human resources more effectively. The company must recognize that it is no longer in a position to dictate the rules of interaction with employees. It is often the employees that set the agenda because they are the ones who represent the competitive strength of the company. The result is a type of importance that employers have never experienced before. Not only are human resources gaining increasing importance for the company, but simultaneously several dilemmas or paradoxes seem to be emerging. Therefore, both top managers and HR professionals must be able to identify ways of balancing, live with paradoxes, and join contrasts of strategic, ethical, and practical nature. The value of universal solutions is decreasing, and the need for situational methods and interventions is growing. ORIENTATION Recruiting and selecting high potential employees doesnt guarantee that they will perform effectively. The major reason is that the people dont know that what is to be done and how it has to be done. The next step for an organization is to ensure that the new employees know what to do and how to do it have to orient and train them. The introduction of new employees to the organization, work unit, and job. Orientation program familiarize primarily new employees with their roles, the organizations, its policies, and other employees. Levels of Orientation: 1. Organizational Orientation 2. Departmental and Job Orientation 1. Organizational Orientation General orientation that presents topics of relevance and interest to all employees is known as Organizational Orientation. 2. Departmental and Job Orientation Specific orientation that describes topics of unique to the new employees specific department and job is calledDepartmental and Job Orientation.

Programs may range from brief, informal introductions to lengthy, formal courses. The HR specialists (or, in smaller firms, the office manager usually performs the first part of orientation, by explaining basic matters like working hours and vacations. That person then introduces the new employee to his/her new supervisor. The supervisor continues the orientation by explaining the exact nature of the job, introducing the person to his/her colleagues, familiarizing the new employee with the work place, and helping to reduce the first day stress. Orientation usually include information on employee benefits, personnel policies, the daily routine, company organization and operations, and safety measure and regulations, as well as facilities tour. At a minimum the new employee usually receiver either printed or internet bases EMPLOYEE HANDBOOK. These explain things like working hours, performance reviews, getting on payroll, and vacations. Without the basic information on things like rules and policies, new employees may make time consuming or even dangerous errors. Their performance and the firm will suffer. Furthermore orientation is not just about rules and regulations. Its about making the new person feel welcome and at home. Orientation Kit Orientation kit is a supplement packet of written information for new employees. It includes: Company organization chart. Map of the companys facilities. Copy of policy and procedures handbook. List of holidays and fringe benefits. Copies of performance appraisal forms, dates, and procedures. Copies of other required forms (e.g., expenses reimbursement form). Emergency and accidents prevention procedures. Sample copy of company newsletter or magazine. Telephone numbers and locations of key company personnel (e.g., security personnel). Copies of insurance plans. Orientation Length and Timing It is virtually impossible for a new employee to absorb all of the information in the company orientation program in one long session. It should be: Two to two and half hours.

 Spread over several days.

PURPOSE OF TRAINING ANALYSIS: A training analysis is conducted ultimately to identify training goals, that is, what areas of knowledge or skills that training needs to accomplish with learners in order that learners can meet organizational goals (usually in terms of a performance standard). Usually this phase also includes identifying when training should occur and who should attend as learners. Ideally, criteria are established for the final evaluation of training to conclude if training goals were met or not. Note that employees can require training for a variety of reasons, which usually fall into two categories: 1. Training to fill a "performance gap" as identified during the performance management process 2. Training to fill a "growth gap", that is, to be promoted or be able to fill another open position in the organization SELF-DIRECTED LEARNING: Self-directed training includes the learner initiating the learning, making the decisions about what training and development experiences will occur, and how. The learner selects and carries out their own learning goals, objectives, methods and means to verify that the goals were met. Probably the most important skill for today's rapidly changing workforce is skills in self-reflection. The highly motivated, self-directed learner with skills in self-reflection can approach the workplace as a continual classroom from which to learn. Supervisors and employees who work together to accomplish formal, self-directed learning in the workplace also accomplishes continuous learning for continued productivity and learning. Supervisors Attempts to Help Employees in Workplace: The supervisor's attitude and knowledge about learning has a tremendous impact on the development of employees (thus, the major reason the Free Management Library was developed). Thomas D. Fisher, in Self-Directedness in the Workplace: A Re-Examination cites numerous suggestions (from Lowry) in order to better enable self-directed learning in the workplace. Some of those suggestions are listed below, and are wonderful ways for supervisors and learners to turn the workplace into a classroom Help the learner identify the starting point for a learning project and discern relevant [ways] of examination and reporting. Create a partnership with the learner by negotiating a learning contract for goals, strategies and evaluation criteria Be a manager of the learning experience rather than an information provider

 Teach inquiry skills, decision making, personal development, and self-evaluation of work Help learners develop positive attitudes and feelings of independence relative to learning Recognize learners' personality types and learning styles Use techniques such as field experience and problem solving that take advantage of adults' rich experience base Encourage critical thinking skills by incorporating ... such activities as seminars Create an atmosphere of openness and trust to promote better performance Behave ethically, which includes not recommending a self-directed learning approach if it is not congruent with the learner's needs Obtain the necessary tools to assess learner's current performance and to evaluate their expected performance Provide opportunities for self-directed learners to reflect on what they're learning Promote learning networks, study circles, and learning exchanges Provide staff training on self-directed learning and broaden the opportunities for its implementation 1. Listing of Typical Activities Involved in Designing Training: During the design phase (which is usually closely integrated with the development phase), trainers work from learning goals to Design a training system that learners and trainers can implement to meet the learning goals. This phase also typically includes identifying learning objectives (which culminate in reaching the learning goals), needed facilities, necessary funding, course content, lessons and the sequence of lessons. The various training media are selected, e.g., instructor-led, computer-based, World Wide Web-based, self-directed, interactive and computerbased, or multi-media. Course content is often piloted during the development phase, or initially tested, to ensure the content is understandable. Therefore, this design phase can also include identifying evaluation criteria to evaluate if course content is understandable by learners. Some considerations when during this phase are: (a) How much time do learners have to learn the new knowledge and skills? (b) How much money is available to pay for the training, whether in-house or using a consultant? (c) How capable are learners to undertake the training? (d) What are learner's learning preferences and styles? (e) How complex is the training that is needed?

Benefit of Systematic Approaches to Training: Many of us assume that we already have good training for ourselves and our employees After all; we answer our employees' questions as they have them. We send our employees to a course once in a while. Sure, our approach to training isn't intentional, that is, planned and focused. But our employees seem to be doing their jobs without have any real problems. Unfortunately, we don't know what we don't know. It may be that our employees could be performing much better than we realize if they had better skills. It might be that we supervisors could get back a lot of time that otherwise is spent answering our employees' questions. We might retain our employees much longer, as well. Addressing this possibility isn't a "what if" question, it's a primary responsibility of a supervisor. Adopting a systematic approach to training helps ensure that supervisors are getting the most out of themselves and their employees. A systematic approach to training includes taking the time to analyze what results the organization needs from its employees, if employees are accomplishing those results, and what training and development approaches are needed by employees to better accomplish those results. A systematic approach includes evaluating approaches before, during and after training to ensure employees truly benefited from the training in terms of enhanced results to the organization. Effective training and development includes using sound principles of performance management and good, basic training techniques. Basic Overview of Some Systematic Approaches to Training: The following manuals outline systematic training processes. A systems approach ensures a comprehensive training process that remains focused on the needs of the organization. The process typically includes the phases: 1. Analyze the organization's needs and identify training goals which, when reached, will equip learner's with knowledge and skills to meet the organization's needs. Usually this phase also includes identifying when training should occur and who should attend as learners. 2. Design a training system that learners and trainers can implement to meet the learning goals; typically includes identifying learning objectives (which culminate in reaching the learning goals), needed facilities, necessary funding, course content, lessons and sequence of lessons 3. Develop a training "package" of resources and materials, including, e.g., developing audio-visuals, graphics, manuals, etc. 4. Implement the training package, including delivering the training, support group feedback, clarifying training materials, administering tests and conducting the final evaluation. This phase can include administrative activities, such as copying, scheduling facilities, taking attendance data, billing learners, etc. 5. Evaluate training, including before, during and after implementation of training

In a systematic approach to training, each phase of the process produces results needed by the next phase. For example, the training analysis phase produces learning goals that are used by the next phase, training design. Training design (often called instructional design) references the goals to design methods and materials from which learners can reach the goals and objectives. Typically, each phase provides ongoing evaluation feedback to other phases in order to improve the overall systems process. Review organizational goals to associate preferred organizational results in terms of units of performance, that is, quantity, quality, cost or timeliness (note that the result itself is therefore a measure) - Reviewing these goals will prepare the supervisor and employee for soon ensuring that training produces useful results for the organization. Implementing a good training plan will produce results for the organization. Specify desired results for the domain -- as guidance, focus on results needed by other domains (e.g., products or services need by internal or external customers) - The training process should have specific learning goals to accomplish which, in turn, help the learner accomplish specific results. Ensure the domain's desired results directly contribute to the organization's result -- A good training plan must be geared to help the employee produce specific results, which in turn, directly contribute to results needed by the organization Weight, or prioritize, the domain's desired results - Knowing what range of results are needed from the employee and which are the most important, helps the supervisor and employee to pick what training is needed and when. Identify first-level measures to evaluate if and how well the domain's desired results were achieved - This refinement of expected results from the employee helps the supervisor and employee to ensure that training is highly focused on results for the employee -- and organization. this step is similar to setting standards against which the training will be evaluated Identify more specific measures for each first-level measure if necessary - This step is similar to setting up-front training goals in the training plan, and associating measures from which the effectiveness of training can later be evaluated. Identify standards for evaluating how well the desired results were achieved (e.g., "below expectations", "meets expectations" and "exceeds expectations") Document a performance plan -- including desired results, measures and standards - This is similar to developing the training plan, with preferred training goals and measures. Conduct ongoing observations and measurements to track performance - The training plan is implemented and includes ongoing evaluation before, during and after carrying out training methods. Exchange ongoing feedback about performance - Effective training requires ongoing feedback between learners and trainer.

 Conduct a performance appraisal (sometimes called performance review) - Effective training includes evaluation to judge the quality of the training itself and identify what results were achieved by learners. If performance meets the desired performance standard, then reward for performance (the nature of the reward depends on the domain) - Hopefully, the learning experience includes time to acknowledge successes and the trainers' and learners' roles in those successes. If performance does not meet performance standards, develop or update a performance development plan - A good training plan will include measures for noting changes in the employee's performance. If improvement is needed, a performance plan should be updated or started, and may include cause for more training. Likewise, the trainer should review results of learners' evaluations to improve the quality of his or her training design. General Suggestions to Build More Learning into the Plan: 1. For every learning method answers How will this learning affect the real world? Have your supervisor or best friend hold you accountable to answer that question. It may be the most important question in your plan and its answer may leave you feeling the most fulfilled when the plan has been implemented. 2. Include learning activities that go well beyond the safety of reading and writing papers Take some risks. Have your spouse or close friends suggest what you most need to learn and how. Ultimately, ensure that youre not engaged in extended arguments about How many angels will fit on the head of a pin -- come the New Millennium? 3. Take advantage of real-life learning opportunities in the workplace Your life and job afford you numerous opportunities from which to learn. For example, if you're designing a plan to develop leadership skills, then select learning methods that involve leading efforts in your community. Volunteer to a local nonprofit or professional organization. 4. Practice principles of unconventional educators Freire and Horton taught people to read, not just for the sake of learning, but to meet real and current needs in the lives of their learners. Horton, who didnt write any scholarly papers in his life, started the Highlander Folk School. The school had no classrooms, no expert lecturers. Yet, Martin Luther King said that Highlander probably had more to do with addressing desegregation than he did. In another case, after leaving Highlander, a young black learner refused to go to the back of the bus -- Rosa Parks. 5. General Considerations to Build More Learning into Our Lives Many of us give far more attention to the learning we glean from our classrooms than we do from the rest of our lives. Many of us come to realize this situation only after weve graduated. Again, some suggestions: SOME BASIC REQUIREMENTS OF SUPERVISORS :

1. Train the Trainer Training: Train the trainer training refers to training specifically tailored for a person who will in turn train others on the course materials. Therefore, course materials normally include scripts for the training materials to provide trainers with a guide on how and what to explain. The basic outline of a train the trainer course is as follows Training requirement evaluation Creating Learning Objectives Designing a Course Outline Choosing Training Methods Deciding on Training Aids Developing Lesson Plans Include Learners in Development of Training and Development Plan If Available, Have Human Resources Representative Play Major Role Provide Ongoing Feedback and Support When Assessing Results of Learning, Maximize Feedback About Performance Budget Necessary Funds for Resources Learner Will Need Set Aside Regular Times for Supervisor and Learner to Meeting 2. Developing the Training and Development Plan : Document a Training and Development Plan (Goals, Methods and Evaluation) Don't Worry About Whether The Plan is Perfect or Not -- The Plan is Guide, Not Law 3. Selecting Training Goals : Select 2-4 Goals to Get Started Determine the Goals Yourself -- Don't Adopt Them from Another Program Set Realistic Expectations

 Don't Forget the Most Important Sources of Suggestions: Supervisors and Subordinates Integrate Results Expected from the Learner with Goals in the Performance Plan Typical Reasons for Employee Training : 1. Communications: The increasing diversity of today's workforce brings a wide variety of languages and customs. 2. Computer skills: Computer skills are becoming a necessity for conducting administrative and office tasks. 3. Customer service: Increased competition in today's global marketplace makes it critical that employees understand and meet the needs of customers. 4. Diversity: Diversity training usually includes explanation about how people have different perspectives and views, and includes techniques to value diversity 5. Ethics: Today's society has increasing expectations about corporate social responsibility. Also, today's diverse workforce brings a wide variety of values and morals to the workplace. 6. Human relations: The increased stresses of today's workplace can include misunderstandings and conflict. Training can people to get along in the workplace. 7. Quality initiatives: Initiatives such as Total Quality Management, Quality Circles, benchmarking, etc., require basic training about quality concepts, guidelines and standards for quality, etc. 8. Safety: Safety training is critical where working with heavy equipment, hazardous chemicals, repetitive activities, etc., but can also be useful with practical advice for avoiding assaults, etc. 9. Sexual harassment: Sexual harassment training usually includes careful description of the organization's policies about sexual harassment, especially about what are inappropriate behaviors. GENERAL BENEFITS FROM EMPLOYEE TRAINING: There are numerous sources of on-line information about training. Several of these sites suggest reasons for supervisors to conduct training among employees. These reasons include: Increased job satisfaction and morale among employees Increased employee motivation Increased efficiencies in processes, resulting in financial gain Increased capacity to adopt new technologies and methods Increased innovation in strategies and products

 Reduced employee turnover Enhanced company image, e.g., conducting ethics training (not a good reason for ethics training!) Risk management, e.g., training about sexual harassment, diversity training THE DECISION ABOUT WHAT APPROACH TO TAKE TO TRAINING DEPENDS ON SEVERAL FACTORS Factors include the amount of funding available for training, specificity and complexity of the knowledge and skills needed, timeliness of training needed, and capacity and motivation of the learner. Other-directed, formal training is typically more expensive than other approaches, but is often the most reliable to use for the learner to achieve the desired knowledge and skills in a timely fashion. Self-directed, informal learning can be very low-cost; however the learner should have the capability and motivation to pursue their own training. Training may take longer than other-directed forms. Highly specific and routine tasks can often be trained without complete, formal approaches. On the other hand, highly complex and changing roles often require more complete and formal means of development, which can be very expensive as a result. If training is needed right away, then other-directed training is often very useful, e.g., to sign up for a training course at a local university, college or training center. Or, a training professional can be brought in. Again, other-directed training is usually faster and more reliable, but more expensive. Self-directed forms of training require that the learner be highly motivated and able to conceptualize their approach to training, particularly in formal training. Informal and Formal Training A- Informal Training: Informal training occurs rather spontaneously and/or casually, for example, reading a book or having an enlightening discussion with a friend. Formal training tends to include preferred results, learning activities intended to achieve the results and some form of evaluation. Informal training is less effective than formal training if one should intentionally be learning a specific area of knowledge or skill in a timely fashion. Hardly any thought is put into what learning is to occur and whether that learning occurred or not. (However, this form of training often provides the deepest and richest learning because this form is what occurs naturally in life.) B- Formal training: Formal training is training that follows some designed form. Formal training is based on some standard "form". Formal training might include:

a) Declaring certain learning objectives (or an extent of knowledge, skills or abilities that will be reached by learners at the end of the training), b) Using a variety of learning methods to reach the objectives and then c) Applying some kind (s) of evaluation activities at the end of the training. The methods and means of evaluation might closely associate with the learning objectives, or might not. For example, courses, seminars and workshops often have a form -- but it's arguable whether or not their training methods and evaluation methods actually assess whether the objectives have been met or not. Formal, Systematic Training: Systematic, formal training involves carefully proceeding through the following phases: (a) Assessing what knowledge, skills and /or abilities are needed by learners; (b) Designing the training, including identifying learning goals and associated objectives, training methods to reach the objectives, and means to carefully evaluate whether the objectives have been reached or not; (c) Developing the training methods and materials; (d) Implementing the training; and (e) Evaluating whether objectives have been reached or not, in addition to the quality of the training methods and materials themselves a systematic approach is goal-oriented with the results of each phase being used by the next phase. Typically, each phase provides ongoing evaluation feedback to other phases in order to improve the overall system's process Structural issues in the delivery of training: Despite compelling of arguments for training, there are some structural issues must be addressed if training systems are to reach their full potential. Here are some problems often identified at the macro level. 1. Corporate commitment is lacking and uneven. Most companies spend nothing at all on training. Those that do tend to concentrate on managers, technicians, and professionals, not rank-and-file workers. Workers have to lean three kinds of new skills. (1) The ability to use new technology. (2) The ability to maintain it. (3) The ability to diagnose system problems.

In an increasingly competitive marketplace, the ability to implement rapid changes in products and technologies is often a key requirement to preserve the competitive edge. 2. Businesses complain that schools award degrees, but the degrees are not guarantee that graduates have mastered skills. As a result, business must spend large amounts of money to retain workers in basic skills. In a recent survey, business executives said about 37 percent of their workforces lack fundamental math and writing skills. However, only about 15 percent of the companies provide training in mathematics, and only 10 percent aid in reading. 3. Despite the rhetoric about training being viewed as an investment, current accounting rules require that it be treated as an expense. Business might spend more on training if accounting rules were revised. Unlike investments in plant and equipment, which show up on the books as assets, training expenditure are seen merely as expenses to be deducted in the year in which they are incurred. v Characteristics of effective training One survey of corporate training and development practices found that four characteristics seemed to distinguish companies with the most effective training practices. Top management is committed to training and development; training is part of the corporate culture. This is especially true for leading companies. A comprehensive, systematic, approach to training exists; training and retraining are done at all levels on an ongoing basis. Training is tied to business strategy and objectives and is linked to bottom line results. There is a commitment to invest the necessary resources and to provide sufficient time and money for training. The Training Paradox: Some businesses, small and large, shy away from training because they think that by upgrading the skills of the workforce, there employees will be more marketable to competitors. That is true. However, it also constitutes an interesting paradox that effect both employees and employer. That is, if and employees take charge of her own employability by keeping her skills updated and varied so she can work for anyone, she also builds more security with her current employer, assuming the company values highly skilled, motivated employees. At the same time if the company provides lots of learning and training opportunities, it is more likely to retain workers because it creates an interesting and challenging environment. In short, increasing an individuals employability outside the company simultaneously increases his job security and desire to stay with his current employer

TRAINING RELATION TO COMPETITIVE STRATEGIES: The means firm use to compete for business in the marketplace and gain competitive advantage are known as competitive strategies. A key objective of any training program, therefore, is to tie workplace training to business targets. Motorola is especially adept at this. For instance, it will set goal to reduce product-development cycle time (i.e., to increase speed), and then create a course how to do it. This is not learning for its own sake: trainer drills student in specific tasks until they get them right, whether it is operating a tool or being more persuasive with customers. While the potential returns form well-conducted training programs are hefty, considerable planning and evaluation are necessary in order to realize these returns. Assessing training Needs There are three levels of analysis for determining the needs that training can fulfill. Organizational analysis focuses on identifying where within the organization training is needed. Operations analysis attempts to identify the content of training, what an employee must do in order to perform competently. Individual Analysis determines how well each employee is performing the tasks that make up his or her job. Training needs might surface in any one of these three broad areas. But to ask productive questions regarding training needs, manager often find that an integrative model. At Organizational level, senior managers who set the organizations goal should analyze needs. At the Operational level, the managers (or teams) who specify how organizations goals are going to be achieved should analyze needs. At the Individual level, the managers and workers who do the work to achieve those goals should analyze needs, keeping in mind that performance is a function both of ability (hence, training) and motivation (the desire to perform well). Team Training Up to this point, we have been discussing training and development as an individual enterprise. Yet today there is an increasing emphasis on team performance. Cross-functional teams, intact or virtual are common features of many organizations. A team is a group on individual who are working together toward a common goal. There is a core set of skills that characterized effective teamwork. These skills include adaptability, shared awareness of situations, performance monitoring and feedback, leadership management, interpersonal skills, coordination, communication and decision-making skills. Attitudinal skills that characterize effective teamwork include belief in placing the team goal above those of individual members, mutual trust, and shared vision. When teams work effectively, these characteristics seem to coalesce into seven key components.

 A clear sense of direction Talented members Clear and enticing responsibilities Reasonable and efficient operating procedures Constructive interpersonal relationships Active reinforcement systems Constructive relationships with other teams and key organizational players who are not members. Training can modify and enhance each of these components. Moreover, research has revealed two broad principles regarding the composition and management of teams. One, the overall performance of a team strongly depends on the individual expertise of its members. Thus individual training and development are still important. But individual training and development are still important. But individual training is only a partial solution for interaction among team members must also be addressed. This interaction is what makes team training unique, it always using some form of simultaneous or real-life practice, and it always focuses on interaction of team members, equipment and work procedure. Selecting training methods: Training methods can be classified in three ways: information presentation techniques, simulation methods, and on the job training. Information presentation techniques lectures conferences courses, videos reading lists closed-circuit TV behavior modeling and systematic observation programmed instruction sensitivity training and organization development

Simulation methods include case method role playing programmed group exercise business games On-the-job training methods include orientation training apprenticeships near-the-job training job rotation committee assignments understudy assignments on-the-job coaching Performance appraisals Training and Development Planned efforts by organizations to increase employees competencies. Organizational Analysis The purpose of this analysis is to examine the organization, unit, or department and determine its basic business strategy, objectives, and goals. Task/Competency Analysis Involves obtaining information from the organizational analysis to examine the tasks performed in each job and determine the competencies needed to perform these tasks effectively. Person Analysis

Addresses the question of whether employees are deficient in important tasks and competencies and whether training would address these deficiencies. On-the-Job Training Training provided at the worksite. One-On-One Instruction A person who serves as a trainer for the organization and meets with and instructs a trainee at the workplace. SAWNOF Approach The Sit and Watch Nellie or Fred method of training, in which the employee is instructed to sit and watch Nellie or Fred (usually an experienced worker). Coaching Informal, unplanned training and development activities provided by supervisors and peers. Job Rotation A formal, planned program involving the assignment of trainees to varying jobs in different parts of the organization. Apprenticeship A formal program involving a combination of classroom instruction and hands-on practice and training, primarily in skilled crafts such as carpentry. Internship A program providing work experience to students prior to their graduation from an academic program. Off-the-Job Training Training conducted away from the worksite. Lecture Training An instructor addresses and presents material to a group of trainees. Videotape Training A videotape is used to present material to a group of trainees; it is the most popular training technique today.

 Internet/Intranet Training A computer is used to present material to trainees either on a need-to-know basis, at their own pace, or in their own offices. Equipment Simulators Used for jobs or tasks where improper use of actual equipment would pose a danger to the trainee (or others) or where risk of substantial financial loss exists. Role Plays A technique whereby trainees act out an assigned role in a hypothetical situation. Cases Written descriptions of organizational situations. Transfer of Training The principle that employees transfer the competencies learned in the training period onto their jobs. Outputs of training: Training method should: Motivate the trainee to improve his or her performance. Clearly illustrate desired skills. Allow the trainee to participate actively. Provide an opportunity to practice. Provide timely feedback on the trainees performance. Provide some means for reinforcement while the trainee learns. Be structured from simple to complex tasks. Be adaptable to specific problems. Encourage positive transfer from the training to the job.

Purpose and importance of training: In the context of developing interpersonal skills, training methods are typically chosen to achieve one or more of three objectives: Promoting self insight and environmental awareness that is, an understanding of how ones actions affect by others and how one is viewed by others. Improving the ability of managers and lower level employees to make decision and to solve job-related problems in the constructive fashion. Maximizing the desire to perform well. Mobilink GSM: History: Mobilink GSM (PMCL), a subsidiary of Orascom Telecom, started its operations in 1994, and has become the market leader both in terms of growth as well as having the largest customer subscriber base in Pakistan - a base of over 10 Million and growing. We pride ourselves on being the first cellular service provider to operate on a 100% digital GSM technology in Pakistan that also provides state-of-the-art communication solutions to its customers. Mobilink offers exclusively designed tariff plans that cater to the communication needs of a diverse group of people, from individuals to businessmen to corporate and multinationals. To achieve this objective, we offer both postpaid (Indigo) and prepaid (JAZZ) solutions to our customers. Compared to our competitors, both the postpaid (Indigo) and prepaid (JAZZ) brands are the largest brands of their kind in the Pakistan cellular industry. In addition to providing advanced voice communication services that makes the lives of millions that much easy, we also offer a host of value-added-services to our prized customers. At the same time, Mobilink places high importance to its coverage, which is why we cover you in over 500 cities and towns nationwide as well as over 100 countries on international roaming service. In other words, we speak your language, everywhere. Mobilink Vision To be the leading Telecommunication Services Provider in Pakistan by offering innovative Communication solutions for our Customers while exceeding Shareholder value & Employee Expectations. Human resources: At Mobilink, our belief is that "Our people are our greatest asset. We take great pride in acknowledging the contribution each one of us makes". Focus is on People Development and for that we ensure:

 Staff Mobilink with world class Professionals and ensure that the right systems are in place to encourage them to develop to their full potential Create a collaborative and mutually supportive work environment that encourages people to grow Build a team of professionals who deliver expertise by participating in business decisions Develop Performance Management and reward systems underlying our Business strategy

Corporate Social Responsibility: Helping Pakistan for a better tomorrow, Mobilink is a long standing believer in giving a portion of its revenues for charitable causes and is making efforts for brining about a positive social change for the underprivileged. It has been actively involved in providing regular donations to Shaukat Khanam Memorial Cancer Research Hospital and urging its huge customer base to partake with their own donations for the cause. Mobilink also supports other organizations such as the Khidmat Foundation, Umeed-e-noor, and PIMS Children Hospital Islamabad, in making lives of millions in Pakistan more comfortable. Educating the Youth: High quality education is the right of every Pakistani. Most of the time this right does not see the light of the day due to many factors, and one of them is the high cost of education. Mobilink has decided to help out those deserving students or organizations however it can. Keeping the above necessity in mind, Mobilink has offered various donations to numerous educational institutes. This includes donating 50 computers to the Federal Board of Intermediate and Secondary Education, donating Rs. 100,000 to Pakistan Institute of Medical Sciences to set up a computer lab, and by sponsoring the commemorative ceremony for the golden jubilee of cadet College Hasanabdal. Cultivating the Community: Respecting and protecting the environment we live in, is a job we must all do together. The only way to combat poverty is to transform the less fortunate into productive members of the society. Mobilink has taken steps to alleviate poverty while protecting and beautifying the environment by collaborating with Khushhali Bank to empower villagers to own personal mobile phones through micro-financing. Mobilink was also the official sponsor of the second Human Resource Development Congress held in October 2004. Encouraging Arts: Each culture is best defined by an artistic expression. To preserve and cultivate art is a necessity that should be partaken more often in Pakistan. Mobilink has taken the lead in doing so in many different ways.

 The World Performing Arts Festival was held in Lahore on the 18 of November 2005. The event had artists performing from all continents. The event brought together a world that thrives on performing arts for the entertainment of all. Mobilink, a keen supporter of arts, was the main sponsor of this festival for 2005 as well as for last year. The company not only supported the organizers to put up a fine display of world-class performances but also helped in portraying a positive image of Pakistan to the world. Mobilink has encouraged arts further by having the JAZZ IM Awards, battle of the bands, and by sponsoring the Indus Music Top Ten television Show. Playing the Sport: As a nation, people of Pakistan are very passionate about their sports. Patriotism runs high in various sports such as cricket and hockey. Mobilink, with its finger always on the pulse of the nation, actively sponsors sporting events and sports up-gradation programs. Positioning strategy: Positioning involves a decision to stress only certain aspects of our brand and not others. The key to positioning strategy is that the consumer must have a clear idea of what your brand stands for in the product category and that a brand cannot be sharply and distinctly positioned if it tries to be everything to everyone. A brand position is the set of associations the consumer has with the brand. These may cover physical attributes, lifestyle, use occasion or user image that it carries. A brand position in a consumers mind is a relative concept, in that it refers to a comparative assessment by the consumer of how this brand is similar to or different from other brands that compete it. When we talk about the positioning strategy of Mobilink, it has used the product user approach. In which they have positioned its products as specified to a particular class. And they have tried to portray an image that its products are for the personalities who are young at heart, energetic, high achievers, and innovative and like to enjoy their lives to its maximum. So its product are premium products and not for everyone. Jazz is an amazing prepaid service that allows you freedom from monthly bills and gives you complete control over your cellular expenditure. You decide in advance when and how much you want to spend. Load a scratch card whenever you want to and start talking. Jazz is simple, easy and loads of fun. Moreover it has been further bifurcated in two categories. Jazz is extremely affordable, with features like: No daily charges Low outgoing rates 180 days validity of Jazz Scratch Cards Mobilink Post-paid was formally launched on the 23rd of April 2001. And it has been categorized in five categories. It was the biggest and the most aggressive campaign ever launched by any cellular company in Pakistan. In the quest

to provide its customers nothing less than the best in everything, Mobilink has once again gone a step further by introducing the pre-active 'Mobilink post-paid' connections (post-paid) for the first time in Pakistan in a ready to use pack. This product is developed along the basic concept of customer convenience and low upfront cost. Value Added Services: Mobilink gsm has always been the market leader when it comes to introducing state-of-the-art communication services and solutions for its customers. Their Value Added Services makes their existing package more attractive, all for their convenience. Customers can benefit from the services, which will give them all the freedom they need, making mobile communications more exciting, convenient and enjoyable. It provides services, which are not only useful but also cost-effective for both business as well as personal use. These include the very basic yet indispensable services like V- Mail to the more innovative and sophisticated ones like G-Mail, Internet Chat, and Logo Composer etc. They are confident that their innovative and exciting new services will bring about a revolution in the way customers look at mobile communications. Furthermore, by choosing any package plan (both postpaid and prepaid), you also qualify for a host of On Call Services that includes CLI, Call Waiting and Call Forwarding.

Coverage:
During the last five years, Mobilink has set up one of the largest cellular networks in the country. Currently, we are covering more than 250 cities and towns. This has involved an investment in the company of more than US$ 150 million. We have 5 Switches and have plan to a number of cell sites in the next two years. Mobilink provides a nationwide coverage in over 250 cities. The network coverage chart is divided into three Main Categories according to the geographical location of the cities in Pakistan. These regions include North Central South Mobilinks GPRS users can send greetings cards to other mobile users who have an active GPRS connection and handset and download ring tones and games. Getting a JAZZ connection is one of the easiest things to do. Jazz is widely available across the country, at over 350 franchises nationwide and hundreds of other outlets. INDIGO:

Mobilink re-launched its postpaid services on the 11th of May, 2004 under the brand name, Indigo. Indigo ignited an evolution in the communication industry redefining the essence of the post paid services in Pakistan. The brand delicately caters to the need of its customers, symbolizing the vision of connecting the subscribers in every aspect of life. Mobilink Indigo knows the worthiness of being a part of favorite cellular family, and that's why it aims to keep its subscribers connected... Always! Mobilink Indigo now offers even more value, up to 100% free minutes and 3 Mobilink Friends & Family numbers for as low as RS. 0.99/min Use More & Talk More with Citi Mobilink Credit Card. All Mobilink indigo family members can call Anywhere on Any network Across the Nation on Local Call rate. MOBLINK..COLLECTED INFORMATION: MISSION STATMENT AND VALUES OF THE COMPANY To be the leading telecommunication services provider in PAKISTAN by offering innovative solution for our customer while exceeding share holder values and employee expectations VALUES 1. Trust and integrity. 2. Passion for business excellence. 3. Respect for people. 4. Commitment to total customer satisfaction. 5. Responsible corporate citizen. CULTURE OF THE ORGANIZATION: The company has very strong culture. As we visited this company we observed that there culture is very friendly. TARGET MARKET WHILE CONDUCTING INTERVIEWS They only conduct interviews, there hiring for any post is through interviews. 1. First of all the candidates drop their CVS to there HR department (HUMAN RESOURCE)

2. There target market while conducting interview is FRESH BLOOD, they are interested to hire fresh graduates in there company at different posts TYPE OF JOBS They offer different types of posts e.g. Hiring permanent employees They also do outsourcing ORIENTATION AND ITS DURATION: Orientation is not held at Mobilink. So therefore its duration is also zero. TRANING PROGRAMS IN THE ORGANIZATION They are doing both off the job and on the job training. 80% on the job training and remaining is classroom training External parties are also involve in there training programs CRITERIA OF JUGGING NEW EMPLYEES They are interested in fresh blood While hiring of new employees they judge Communication skills of the candidate Presentation style of the candidate Temperament of the candidate Confidence of the new candidate Training contents They facilitate there employees with Orientation program, They also provide both on the job training and off the job training Duration and time of the training They give months training to their new employees.

Responsibility of training Senior employees receive the responsibility of training is given to new employees. External parties/institutes are responsible for give the training. And also given to some external organizations like Nevertus Type of training satisfied the trainee In there company trainee satisfied with ON the job training. Training is given in such a way that the employees feel no stress during training When ever new product is launched the training to employees is given Behavior of trainer Mobilink culture is very strong and very caring to their employees needs The behavior of trainer with trainee is very friendly. SWOT Analysis: Strengths for Mobilink: Mobilink has broader network and more coverage. Mobilink has wide ranges and varieties of cards. Mobilink has strong perception in the minds of consumers. Mobilink has more customers than its competitors. Weaknesses for Mobilink: They offer the facility of GPRS (Global Positioning Radio Satellite) feature very late. Their management is less efficient. Their charges are higher than other cellular companies. Opportunities of Mobilink: Offerings of additional value added services and new products

 Increasing its coverage area Becoming cost competitive for customers as compared to other mobile phone companies Threats for Mobilink: Entry of new mobile companies in the market as licensed by the government of Pakistan A large number of value added services by the u-fone. GSM offerings by Paktel Warids entry into the market having a variety of packages. Warid began its operations on May 23, 2005. In less than a year, we have a customer base of over 4.8 million and operate in over 110 cities across Pakistan, providing quality service to our customers Warid Telecom takes pride in being backed by the Abu Dhabi Group, one of the largest groups in the Middle East and the single largest foreign investor group in Pakistan. It has a diversified business interest in the institutions that have enjoyed commercial success as a result of its strong financial resources and extensive management expertise They have made no compromise on investments required for research and development. With a capital expenditure of over US $500 million, Warid Telecom has been set up to provide a premium quality GSM service. Business Overview: With a current mobile penetration in Pakistan hovering at around 18% and a large population of over 15.5 million, the mobile market experiences a burgeoning appetite for communication services. Warid Telecom was awarded the GSM license by Pakistan Telecommunication Authority (PTA) on May 26 2004 for a fee of $291 million, as part of the government's initiative to bring in foreign investment and expertise in the telecommunication sector. The cellular penetration rate (around 18%) of Pakistan highlights the immense potential for growth available in the industry. In accordance with its business strategy, Warid Telecom plans to establish itself as a leader, and increase the overall market size through broader coverage of all income groups. Warid Telecom's superior products, high quality of service, affordability, and customer support have enabled it to not only capture market share from existing players, but also acquire the so far untapped market. Division of whole organization: Finance Human Resources

 Engineering Information Technology Strategic Planning Quality Assurance Customer Services Procurement, Logistics & PMO Sales & Marketing International Roaming Legal Administration Services Government Relation & Regulatory Affairs Corporate Sales & Affinity Internal Audit & Risk Careers: Offering unlimited opportunities for personal and professional growth, Warid Telecom hires individuals who are confident and ready to make a difference. With competitive salaries and a team-oriented culture that encourages creativity, empowerment and entrepreneurial spirit, Warid is sure to take your Careers to new heights. Compensation and Benefits - We believe in pay for performance which makes Warid an ideal place for people with a can do attitude. Employee Development - We focus on vision development exercises, team building activities, in-house and external trainings as well as competence development programs and object setting exercises. Culture - We promote a team-oriented and entrepreneurial culture, which allows employees to grow both personally and professionally, and to contribute to the success of the company throughout their Careers. Diversity - We are committed to a diverse and inclusive work environment, which is essential to outstanding business success. The existing employee force of Warid has a blend of talented individuals having worked with wellreputed multinational and local companies.

Zahi-Post Paid: A post paid subscription is also called a billing connection. In this type of a connection, you can avail the services of a cellular connection first and pay for the usage at the end of the month. To avail this type of a connection, you will be required to submit a signed customer service agreement form (CSAF) along with certain specified documents. Your connection will be activated post the payment of the one time charge or the activation fee, a refundable deposit, and verification of the requisite documents. On consistent and regular payment and high usage pattern you could win yourself the opportunity to enjoy exclusive loyalty and frequent user facility provided by Warid Telecom. Zahi (Zaa-hee): Leader, Royalty Keeping in mind the brand philosophy, Zahi is a name that represents our post paid services aptly. Zahi depicts class and sophistication and highlights our role in Pakistan as a post paid package. All in all one word aptly defines Zahi: suave. Zem-Pre Paid: Zem, Warid Telecom's latest in prepaid convenience that is backed up by the promise of service, service and more service. Not only is it simple to use but it also offers a host of revolutionary products and features that will forever change the way you communicate. ORIENTATION IN WARID: Orientation is given before the starting of the training which is of a single day. In this orientation, the whole job as well as departmental orientation is given. This is because each and every employee should know each and every technique and method that is being adopted by the organization. An orientation tool is used for the acknowledgment of the new employees. That tool helps the trainees understand the organization and its setup, rules and regulations, norms and cultures all easily. By the end of the orientation a quiz type questionnaire DURATION AND FORMAT OF TRAINING: Training of the employees takes place in the head office i.e. situated in Lahore. Training for each level and each employee is given there. The duration of training for the newly hired employees usually lasts for few days only i.e. 2-3 days. Then the new employees are allowed to groom themselves and give their outputs regarding to what they have learned from the training of few days. After 3 months, a quiz type test is taken from each trainee to analyze his/her performance and the learning capabilities. UPDATION OF TRAINING:

And this training is updated after each 6 months. Such training is considered as the refresher course for the current employees as well as the newly hired ones. Quizzes take place for the current employees so that they would be able to check themselves and would improve their weak points. ALLOWENCES AND APPRAISALS: The ones giving best out puts in the quizzes get rewarded in the form of allowances, increments, gifts, bonuses and appraisals. Allowances and incentives are offered to the best effort placers. Basically the job is performance based. The better performance an employee shows, the more appraisal and up gradation he/she gets. GROUPING IN TRAINING: Grouping is made for the sake of distributing the employees according to their designations. Usually there are made 2 groups PROMOTION CRITERIA: Promotion in WARID is mostly on the basis of the performance of the employee. The more efficient and having more skills get promotion earlier than the ones with the lesser skills. Promotion also is give as soon as the higher post gets vacant, the replacement is taken from the immediate subordinates thus increasing the internal recruitment and motivation for the other employees to struggle for the higher posts by improving their skills and keep themselves updated. CONDUCTION OF TRAINING IN WARID: Training in WARID is not conducted totally by HR department only but is conducted by the help of the other departments as well. Training takes place in the supervision of the senior officers who are given the charge to conduct training. A whole team of experienced employees is set up for the training of the new employees. FEEDBACK SYSTEM IN WARID: Feedback is taken from the trainees often. Mostly it is taken directly i.e. face to face as the whole setup of training is in a friendly and every one is free to give comments about what they feel and are free to give their suggestions. Feedback from the current employees is via e-mailing. Any problem that any employee faces, he/she is free to discuss it from he higher authorities and from the other members from other regional branches. Often, meetings and conferences take place in which all the problem that are being faced by the employees are discussed and solutions are suggested. Mostly such occurs when a new package is offered and the know-how of it is

a bit confusion to the employees. By such time i.e. during the introduction of new package, immediately training is given to all the employees so that they would handle the setup as well as can satisfy the consumers. TRAINING RESPONSIBLES: Training is given by the senior employees of the organization. The trainer has the polite attitude towards the trainee and they keep themselves in a good mood and the atmosphere is also kept friendly. Such an environment is stress free for the trainees and increases communication and confidence. TRAINING TOOLS USED IN WARID: Classroom training is the basic technique of WARIDs training setup. They are given training by the electronic medium i.e. projectors and multi-media. Also book lets are provided printed reports and projectors are the training tools of WARID. Revision takes place at the business centers from where their abilities and efficiencies are analyzed. Trainees are given 2-3 times warnings if the are mistaking. If they repeat the same mistake again and again then they are departed from the organization.

BIBLOGRAPHY Basic Requirements of Supervisors with Employees in Training and Development by Carter McNamara, MBA, PhD Managing human resources By Wayne F. Cascio Human resource management By Gary Dessler www.apsu.edu/www/business/faculty/bakerrl/3210c11w.htm www.mobilinkgsm.com www.waridtel.com www.managementhelp.org/trng_dev/basics/reasons.htm

APPENDEXES

QUESTIONNAIRE
1. What type of orientation is the organization offering? Short durational Long durational 2. Which orientation is of priority in the organization? o Buddy System o Job o Organizational 3. Which of the following information is given in the organizational orientation? Organizational issues Employee benefit Welcoming speech Traditions, norms and customs Current functions of the organization Org. structure and relationship of company and its branches 4. Which of the following human resource information has been provided during orientation? Departmental attendance procedures Job description review Appearance/dress code requirements 5. Which of the following is provided in the departmental information? Customer service practices Organizational structure-department core values orientation

Departments policies and procedures Mail and recharge codes 6. Reflect on a "first day" at school or a new position. What were the feelings inside of you? Consider the following list: Excitement _____ Nervousness _____ Fear _____ Happiness _____ Apprehension _____ Desire to succeed _____ Loneliness _____ Sense of importance _____ 7. Which of the following information regarding JOB DUTIES AND RESPONSABILITIES of employee is given in orientation? Number of daily work hours and timings Over time needs and requirements Changing duties Required records and reports Check out of equipment to be used 8. Which of the following information regarding FACILITIES is given in orientation? Mechanical system Emergency power Generators

Food service and cafeteria Car parking First aid Supplies and equipments 9. Which of the following information regarding compensation is given by the organization? pay range and rates overtime pay receiving process discounts loan deductions(conditional) 9. What is the mission statement & vision of the company? 10. What are the major activities and operations of HRD? 11. Give the management hierarchy of your department? 12. What type of job do you offer? (Permanent, contract or both)? 13. Do you offer orientation? What kind of orientation do you offer? Where it is conducted? 14. How do you rate & promote training programs in the organization? (Pre-departure and on spot or on job training, or off job training)? 15. How employees are appraised? 16. How you develop employees career planning, loyalty and life time commitment? 17. What are the criteria for judging new employees? What is their turn over rate? 18. Describes the training contents? 19. How training is given?

20. What are the strengths, weakness, opportunities threats do you see? 21. What is the culture of the organization? 22. You satisfied with your employees or not? 23. Duration and Timing of training? 24. Medium of training you provide? 25. Who is given the responsibility of training? 26. For which post is the training given? 27. How is the stress handled during training? 28. How are the skills of the trainees improved? (oral, listening, written) 29. What type of feedback process your organization gives? 30. What training satisfies the trainee? 31. What is the behavior of trainer with the trainees?