Role of different departments in short listing
In regard to short listing of candidates, the role of the concerned line manager and HR is crucial. HR is in better position to know exact job specifications, job challenges and job standards; therefore the responsibility of short listing rests on HR.
For non-technical positions, HR will exclusively be preparing short list of candidates. For technical positions, HR will seek line managers input, if necessary. The procedure is that line manager will send technical job criteria to HR who match those criteria and will ultimately candidates.
During short listing the following criteria must be taken into account:
Type of the position
Urgency of a personnel
Career development of the position
Importance of other related skills for that positions
Administering tests and interview
Following short listing of prospective candidates, internal and external, appropriate employment tests such as written tests, oral tests or any other tests as deemed fit will be arranged to assess candidates suitability for the position. Through the tests candidate’s selected psychological factors such as intelligence, aptitude, temperament and attitude will be measured/observed.
The main focus of employment tests will be on:
job related questions to assess in-depth knowledge of the candidate
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 will be rejected following each of the stage or test being administered. Performing in one test will not be considered in the succeeding tests rather the performance in the next stage will be decisive factor for selection.
Written and oral test questions will be drafted by HR. A set of questions of technical nature will be drafted by line manager and be sent to HR confidentially from which few will be included random basis by HR. while finalizing test question, HR will stick to job requirements of the position and maintain relevance, consistency and standard on the pattern of questions.
The type of question will depend on the nature of the position. Usually a combination of multiple and narrative type of questions will be set in the written test.
All multiple type of answers will exclusively be checked HR. Also the non-technical narrative part of the written answer papers will be examined by HR while the technical part will be checked by line manager. The compilation of score obtained in written test will be done by HR. It is the responsibility of HR to select and call candidates for subsequent tests based on the performances of written tests.
The minimum qualifying score in the written test is 50%. Candidates who have qualified in the written test will be invited for the next selection test.
Chapter 6: Training and Development
GrameenPhone training policy is to support employee training which is directly linked to the individual’s specific jobs and his or her future development. The training program is expected to enhance job-related knowledge as well as develop technical and/or managerial skills. In addition to training program, employees are encouraged to search and utilize personal developmental opportunities for his/her career progression.
6.2 Mode of Training
GrameenPhone organizes in-housing training programs for its employees. Senior staff, in-house trainers, or consultants hired for special purposes provide such training. GrameenPhone provides need-based training to the employees through using appropriate external training institutes.
The company also sends selected employees to other countries for attending need-based technical or management training.
6.3 Career Development
Career planning/development identifies a sequence of development activities, formal and informal, short-term or long term that help make an individual capable of assuming a higher position in future.
Divisions are responsible for selection employees to enhance their performance to take higher responsibility in future. Divisional Head is to facilitate the development of a subscriber’s career.
Management is responsible for providing leadership and ensures effective training programs by investing in training. HR will pay facilitator’s role in career development.
6.4 New Employee Orientation Program
When a new employee joins the Company, s/he needs to be introduced to his/her job as well as to the Company. The objectives of the orientation are to welcome the incumbent, orient him/her about the Company’s vision, purpose, values, shareholders, service rules, divisional activities etc. This will make a new recruit feel s/he is part of the Company.
HR will arrange a two-day orientation program as per requirements. The representatives from each division will make divisional presentation. Each employee must attend the next available orientation program from the date of his/her joining.
6.5 Training Calendar
HR prepares a yearly training calendar based on the identified training needs of the employee. The management team will review and approve the calendar before implementation.
Chapter 7: Termination and Other Disciplinary Action
The company has the right to transfer an employee from one location to another at any time, at any circumstances depending on its need. Even a transfer order is delivered at a short notice; the concerned employee must be willing to accept it. By moving people into jobs in the sane grade, managers may be able to improve the utilization of their human resources. Transfer may also be beneficial to job holder, since the experience may provide a person with new skills and a different perspective. All transfer issues are handled by HR. HR issues transfer letter at any time with or without giving any notice period to the employee in consultation with departmental head.
A placement at another location for a period of more than 30 days is treated as transfer. During transfer, an employee’s salary and benefits level remain the same. However, the employee may receive normal relocation facilities such as travel expenses, per diem and hotel rent if located at another place away from the normal location for less than 30days.
For any temporary transfer for a period of more than one month and less than three months, an employee will be entitled to the following transfer benefits:
Accommodation facilities or alternative arrangement with prior approval from the immediate supervisor
A disturbance allowance of Tk. 5000 per month
A return air ticket as per entitlement of the employees once in 30 days.
If a transfer is made on permanent basis then the employee will be eligible for the following benefits:
Expenses in relating to shifting of personal effects, and
Disturbance allowance of Tk. 20,000 for Manager and above and Tk. 10000 for DM and below level.
Employees are required to perform and behave acceptably but whenever deficiencies in performance and behavior threaten to interfere with efficient Company operations, they must be corrected.
Termination is a serious course of action that should be considered only when it is clear that less drastic action will no serve the purpose. It is the discretion of the GrameenPhone management to decide which course of action will warrant termination.
GrameenPhone can terminate a permanent employee at any time without assigning any reason whatsoever by serving one hundred and twenty days notice or pay in lieu of such notice.
The employee will be paid gratuity for every completed year of service or for any part thereof in excess of six months, in addition to any other due benefits as per the Company policy.
The probationer will be terminated without any notice or pay.
The termination of contract, unconfirmed or part-time employment will be approved by Head of HR while the termination of Confirmed employee must be approved by Managing Director.