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NATIONAL UNIVERSITY OF MODREN LANGUAGES

HUMAN RESOURCE MANAGEMENT

TELENOR PAKISTAN

Submitted By:

Zeeshan Haider (IC-2145)Maham Malik (IC-2144)

Asifa M. Sabir (IC-2140)BBA (Hons)

5th B

Submitted To:

Madam Ambreen Channa

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Dated: 21 Nov, 2011

Telenor (Karo Mumkin)

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Acknowledgement

Thanks to almighty Allah for enabling us to fulfil all therequirements for theCompletion of our project report.It would not be a justice in presenting this report withoutmentioning the people around us who have been inextricably

related with the completion of this report. For assisting us in allrespect and regard to complete this report our heartfelt thanksto our teacher Madam Ambreen, who enriched usknowledge with wealth led ideas to pursue and power ofwriting this report. It could not have been possible toaccomplish this report without her thoughtful guidance andexpertise.Finally for all possible errors, omissions and shortcomings inwriting of this report only we are responsible for which we hope

that all concerning regards of this report will forgive us.


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Table of Contents

Introduction

05

Recruitment & selection

0 7

Sources and methods of recruitment

Selection Process followed by a company

Tools of selection used.

Training and Development:

13

Importance of training in organization

Type of Training adopted. (On the job, or off the job)

Methods of training

Example: training given in current period.

Performance Management:

16

Performance Management methodology adopted by the company

When the go for performance evaluation as annually, bi annually??

Rewards:

20

Pay structure followed.

Type of intrinsic incentive provided.

Type of extrinsic incentive provided.


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Recommendations:

22

You suggest to the company after completing your HR analysis with

respect to above parameters.

Conclusion

24

Suggestions

24References

25

I NTRODUCTION :

Telenor Pakistan is a Pakistani GSM cellular service provider, and is a

subsidiary of Telenor, Norway. Telenor Pakistan is 100% owned by

Telenor ASA and adds on to its operations in Asia together with Thailand,

Malaysia and Bangladesh.

Telenor Pakistan launched its operations in March 2005 as the single

largest direct European investment in Pakistan, setting precedence for

http://en.wikipedia.org/wiki/Pakistanhttp://en.wikipedia.org/wiki/GSMhttp://en.wikipedia.org/wiki/Mobile_phonehttp://en.wikipedia.org/wiki/Telenorhttp://en.wikipedia.org/wiki/Norwayhttp://en.wikipedia.org/wiki/GSMhttp://en.wikipedia.org/wiki/Mobile_phonehttp://en.wikipedia.org/wiki/Telenorhttp://en.wikipedia.org/wiki/Norwayhttp://en.wikipedia.org/wiki/Pakistan

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further foreign investments in the telecom sector. The company has

crossed many milestones and grown in a number of directions, makingTelenor Pakistan a leading telecom operator of the country.

They are the fastest growing mobile network in the country, with

coverage reaching deep into many of the remotest areas of Pakistan. In

the most difficult terrains of the country, from the hilly northern areas to

the sprawling deserts in the south, at times they are the only operator

connecting the previously unconnected.

It is spread across Pakistan, creating 2,500 direct and 25,000-plus indirect

employment opportunities. It has a network of 23 company-owned salesand service centers, more than 200 franchisees and some 100,000 retail

outlets.

Telenor acquired the license for providing GSM services in Pakistan in

April 2004, and had launched its services commercially in Islamabad,

Rawalpindi and Karachi on 15 March 2005, and on 23 March 2005,

Telenor started its services in Lahore, Faisalabad and Hyderabad. Telenor

has its corporate headquarters in Islamabad, with regional offices in

Karachi and Lahore. On January 28, 2005, Telenor established its first call

centre in Lahore. Telenor is the 2nd largest network of Pakistan after

Mobilink.

Telenor believes:

What matters most is the right strategy, at the right time and

precision in execution.

MISSION & VISION :

http://en.wikipedia.org/wiki/Pakistanhttp://en.wikipedia.org/wiki/Islamabadhttp://en.wikipedia.org/wiki/Rawalpindihttp://en.wikipedia.org/wiki/Karachihttp://en.wikipedia.org/wiki/Lahorehttp://en.wikipedia.org/wiki/Faisalabadhttp://en.wikipedia.org/wiki/Hyderabad_(Pakistan)http://en.wikipedia.org/wiki/Islamabadhttp://en.wikipedia.org/wiki/Karachihttp://en.wikipedia.org/wiki/Lahorehttp://en.wikipedia.org/wiki/Call_centrehttp://en.wikipedia.org/wiki/Call_centrehttp://en.wikipedia.org/wiki/Mobilinkhttp://en.wikipedia.org/wiki/Pakistanhttp://en.wikipedia.org/wiki/Islamabadhttp://en.wikipedia.org/wiki/Rawalpindihttp://en.wikipedia.org/wiki/Karachihttp://en.wikipedia.org/wiki/Lahorehttp://en.wikipedia.org/wiki/Faisalabadhttp://en.wikipedia.org/wiki/Hyderabad_(Pakistan)http://en.wikipedia.org/wiki/Islamabadhttp://en.wikipedia.org/wiki/Karachihttp://en.wikipedia.org/wiki/Lahorehttp://en.wikipedia.org/wiki/Call_centrehttp://en.wikipedia.org/wiki/Call_centrehttp://en.wikipedia.org/wiki/Mobilink

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Our vision crystallizes our customer focus as the cornerstone of

everything we do. Our values describe what behaviors are necessary torealize that vision. Our corporate responsibility mindset ensures that ourvision and values nurture social concern and help us create shared value.

We believe in four core values:

RECRUITMENT & SELECTION :


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What is recruitment?

Process of finding and attracting capable applicants for

employment

What is Selection?

Process of putting right men on right job and a procedure of

matching organizational requirements with the skills and

qualifications of people.

Recruitment is responsible for personnel selection for all of Telenor Pakistan. Personnel selection is the methodicalplacement of individuals into jobs during which applications areevaluated against available vacancies and assessed as perapplicants' skills and experience incompliance with TP selectionprocess as specified in the recruitment policy.

Main Process Include:

Coordination with all departments on sourcing andrecruitment of qualified candidates in accordance with theapproved hiring plan.Job advertisements (website and newspaper).Screening, short-listing of CVs, conducting interviews,

assessment centres and tests.Maintenance of the TP Online application system at

www.telenor.com.pk/careers

Communication and feedback to all applicants through theHC link:

[email protected] with recruitment agencies on sourcing suitablecandidates.

http://www.telenor.com.pk/careershttp://www.telenor.com.pk/careers

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Coordination with selected universities for graduate

placements, internships and alumni network (including jobfairs and Telenor Pakistan presentation)

Telenor Pakistan consists of energetic, youthful and dedicated

employees aged 27 to 28on average. An appropriate match is

required between the culture and employees at recruitment

and hiring. If People Excellence Division feels that a person will

not be able to adjust into the organizations environment, even

if he/she is performing functionally well, the person is rejected.The dynamic group of people, sharing similar mind-sets, love

being with each other and meet on other occasions if unable to

meet during work-hours. They even stay back late, employees

can be seen roaming around till 9 at night.

SELECTION PROCEDURES:

After a substantial amount of applications have been received,

the HR managers again work together to shortlist theapplications. This is done by carefully going through all theapplication and by giving different weight age to the followingcriteria

Quality of early schoolingGrade obtainedExtra Curricular activitiesOverseas travel and educationAge

Target UniversityRelevant experience

The HR Department then issue call letters to the short listedcandidates alongWith blank application forms by Date, time and venue for thepreliminary interview is advised and candidates are asked tobring along completed application forms.


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Panel of HR and line management carries out competency-

based interviews focusing on functional skills and managerialand supervisory skills.After the preliminary interview is cleared people applying fordifferent jobs are tested in different ways. The followingmanagement competencies are assessed by a panel of crossfunctional assessors In the case of management selection:

Communication skillsResource managementRational decision making

InfluencingCreative thinkingBusiness development

The HR department is responsible for overall administration ofthe assessment centre including training of the assessors. TheHR department provides details of remuneration package andterms and conditions of service. The HR department alsoprepares appointment letter, service agreement and finalizesother documentation for service record.


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Hiring Process:


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Selection Process Followed By a Company:

Telenor aims to make the whole selection process as clear aspossible so that applicants know exactly what's happening andexpected by you. Any person can make his resume by using

Telenor online CV building tools. Telenor does not acceptresumes except this online CV system. When an applicantbuilds his CV he is allotted a CV tracking number against his e-mail address and NIC number. An applicant can change his

password at any time and can update / edit his CV. When anapplicant applies for a specific post his CV is scanned throughan automatic system, his qualification, skills, experience andany other criteria specified for the job are compared, and onlythose CVs are accepted which fulfil the criteria. Then theselected CVs are examined by concerned HR people and onlythe short listed candidates are contacted for interview.

The selection process generally takes 4-6 weeks, but for some

positions because recruitment and number of applicants very

considerably between jobs.

After the time limit for applications closes, we assess each

application and then approach selected applicants by

telephone to set the date for the next round of selection, which

may involve tests (job-related, psychological, etc.), an

interview or an Assessment Centre. This usually happens withina week after the application deadline.

The procedure usually has two or three rounds. After each

round has been assessed, the best applicants are called by

telephone an invited for the next interview.


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The last stage in the selection process is when we make an

offer to the selected applicant or applicants, and then allapplicants are notified in writing.

TRAINING AND DEVELOPMENT :

Optimum Utilization of Human Resources Training andDevelopment helps in optimizing the utilization of humanresource that further helps the employee to achieve theorganizational goals as well as their individual goals.Development of Human Resources Training andDevelopment helps to provide an opportunity and broad

structure for the development of human resources technicaland behavioural skills in an organization. It also helps theemployees in attaining personal growth.Development of skills of employees Training andDevelopment helps in increasing the job knowledge andskills of employees at each level. It helps to expand thehorizons of human intellect and an overall personality of theemployees.

Importance of Training in Organization


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Telenor is very sensitive about its employees andorganization itself. It gives training to employees for

Productivity helps in increasing the productivity ofthe employees that helps the organizationfurther toachieve its long-term goal.

Team spirit helps in inculcating the sense of teamwork, team spirit, and inter-team collaborations. It helpsin inculcating the zeal to learn within the employees.Organization Culture helps to develop and improvethe organizational health culture and effectiveness. Ithelps in creating the learning culture within theorganization.Organization Climate helps building the positiveperception and feeling about the organization. The

employees get these feelings from leaders,subordinates, and peers.Quality helps in improving upon the quality of workand work-life.Healthy work environment helps in creating thehealthy working environment. It helps to build goodemployee, relationship so that individual goals alignswith organizational goal.

http://traininganddevelopment.naukrihub.com/organization.htmlhttp://traininganddevelopment.naukrihub.com/organization.html

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Health and Safety helps in improving the health and

safety of the organization thus preventingobsolescence.Morale helps in improving the morale of the workforce.Image helps in creating a better corporate image.Profitability leads to improved profitability and morepositive attitudes towards profit orientation.

Types of Training :

There are varieties of training types are available at Telenor

which varies from need of the employees as well as the

company. Broadly speaking there are two main sources of

Training.

In-house TrainingOutsource Training

In-house Training:

In house training the company offers the training in its different

zones by means of seminars, conferences and workshops. Inhouse training which are given on the job is;

System related trainingProduct related training

Technical Training

Front End Desk Training

Operational wise training


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These are the most common types of training which company

gives to its employees.

Outsource Training:

Telenor go for the outsourcing when the in house training is notavailable. The topic cover under outsource training are thosewhich are more general in nature so company by evaluatingcost and benefit go for outsourcing.While go for outsourcing, Telenor is using the services ofNovatious Institute which holds a good name regarding thetraining. The common types of training are;

Moral Building

Attitude Building

Executives Training

Methods of Training:

On-job TrainingCoaching

On-job Training :

Telenor provide the on-job training during the duty hours which

is totally about the job instructions.

Coaching :

Telenor provide the coaching facility to its employees for their

training like training in the call centre and in other official

routers.

Training Given In Current Period

The training given in current period is of Sign Language. It

held on 18th of November at Telenor head office in Caf. The


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purpose of this training is to familiarize normal people with the

language of deft and those who cant speak. So that disablespeople can communicate with normal people and be a part of

society.

PERFORMANCE MANAGEMENT

Performance Management has three parts.

Defining the performance

Measuring or Appraising performance

Feedback of the performance

Performance Management System:

The Performance Management of any company is to check

whether the employee performance is aligned with

performance goals. Telenor claims to be value leader in the

mobile phone industry and future goal is to transform Telenor

to perform with speed flexibility and enterprising spirit of being

an innovative, consumer focused company. Further more the

Employees who perform well are given opportunities to further

develop themselves. Normally the weak points are pin pointed

so that the employees can improve themselves.

Process of Performance Management :

At Telenor the Process of performance Management starts bydefining performance. Performance cannot be defined without

a clear knowledge of the job that is to be performed by the

employees. At the managerial level, it is difficult to define

performance of the employees keeping in view their

quantitative aspects. Due to large variety of managerial jobs in

Telenor, the performance of managers is analyzed on a

qualitative measure.Telenor (Karo Mumkin)

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After performance has been defined, all the required behaviors

for the managers are studied in detail and some indicators aredeveloped which are necessary to judge whether rthe

employee is performing good or bad. The indicators that are in

favor of the required performance are called Positive

Indicators and the indicators against it are called Contra

Indicators.

Methodology Adopted By the Company :

Given below are the behaviours with their required

performance for managers Telenor:

1. Managing work:Manages own work in the most efficient and effective wayplans and prioritizes own Work breaking down the task. Usesavailable resources effectively (own time, systems,Finances, people, information) Prepares well and haseverything at hand has organized approach to work.At a supervisory level:

Delegates tasks effectivelyCoaches subordinate(s) to achieve tasks

2. Analyzing and understanding:

Understands own role, responsibilities, and tasks and solvesproblems.Seeks clarification by probing, questioning and challengingAnticipates and thinks around problems / issuesRecognizes own limitations and other resources - knows

when help is needed.Telenor (Karo Mumkin)

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Considers and evaluates all options - is able to weigh things

upMakes sound judgments and decisions.

Is able to be discreet and maintain confidentiality.

3. Processing work:Processes and produces work to meet all the deadlines.

Follows appropriate procedures in a methodical andsystematic way.Seeks appropriate approvals and authority

Maintains routine tasks and systems - filing, info systems etcMonitors and reviews own tasks, makes appropriate checks

Is accurate and pays attention to detail.

4. Adaptability:Is flexible and responds positively to changes.

Accepts changes enthusiasticallyIs willing to learn/changeIs open to new / other ideas

Is able to perform under pressure

5. Initiative:Uses initiative and seeks improvement

Is curious and inquisitiveGenerates ideasDevelops and makes improvementsLearns from experienceIs able to work with minimum supervision / direction

6. Relationships:Has a good working relationship with others, both within andoutsidethe organization.Builds informal working relationshipsCo-operates with others, is a team playerUnderstands and is sensitive to the needs of other people


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Persuades and negotiates - is able to gain commitment

Confronts problems and is assertive when necessary

7. Communication:Communicates confidently and clearly with othersIs clear and concise in communicationEffectively communicates own needsLiaises and consults with othersIs able to communicate effectively in writing

8. Commitment:Displays commitment and self-motivationCompletes and finishes tasks, not giving upIs conscientious and takes pride in their workWorks to high standardsIs reliable and consistent - not letting others down

Performance Appraisal:Reviewing performance and taking positive steps to developemployees further is a key function of management and is amajor component in ensuring the success of the companythrough effective employee performance.A review is about ensuring people know what levels ofperformance are expected of them and then taking action toensure they are trained and developed to perform effectively.

Objectives of Performance Appraisals:


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To measure the work performance

To motivate and assist employees in improving theirperformanceAnd achieving their professional goals

To identify employees with high potentials foradvancements

To identify employees training and development needsTo provide a solid path for career planning for each

individual

Appraisal Policy: The intent of these appraisals is to review current jobperformance and responsibilities, set goals and discuss furtheropportunities with reference to past performance at Telenor.

Performance Review:At TELENOR a review is intended to be an open and frankdiscussion between an employee and their TeamLeader/Manager. Generally there are two elements: first is the

element in which discussion takes place over the strengths andareas which need to be developed as displayed by the jobholder over specific time period. The performance is of course

judged comparing the performance against the core indicatorsof Job. The second element is concerned with discussing thetraining needs/inputs activities that areconsidered to be appropriate to help the jobholder overcomesome of development areas discussed in the review and alsothose activities that are deemed appropriate to build upon their

current strengths.

The performance evaluation: Annually or Bi-annually??

Telenor held performance evaluation annually, which is

conducted in December. The Telenor HR department has

developed the performance evaluation sheet and has


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downloaded it on the internet of Telenor so that the

supervisors perform the evaluation of the employees.

REWARDS :

Telenor wants to reward the efforts of qualified employeesthrough bonus schemes, wages, options and sharesprogrammes as well as other forms of benefits.

The incentive systems at Telenor are part of the effort tomotivate employees to meet Telenor principal goal of

optimising shareholder value. The system has both a shortterm and long-term perspective, through introducing annualbonuses as well as share and options programmes. In addition,the incentive systems also contribute by helping to retain anddevelop the strategic expertise in the Group and attract newexpertise. The incentive systems for managers and keypersonnel at Telenor are based on an overall compensationprinciple, where wages, bonuses, options and other benefitsare comprehensively evaluated.

Pay Structured Followed:

The company will pay salaries of the employees as follows.All new employees have to open bank accounts in specifiedbanks prescribed by the company so that their salary will becredited at the end of each month.After opening account with the bank employee shouldforward his account number to HR.

Upon termination of services the employee will receive hissalary within 15 days up to the time of date of his lastworking days.Upon resignation the employee will be paid his dues duringthe maximum period of 15 days from the date he left his job.

Promotions:


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Promotions are also reward management technique to

motivate employees. In Telenorpromotions are based on the merit and seniority (experience)

basis. The one who performs well consistently over time gets

reward in the form of promotion.

Bonuses:

The employee may receive 1 to 3 month bonus subject to

evaluation of accomplished objectives. In Telenor the reward

system is based on the individual performance and

individual employee performance is judged for the

reward. The manager of respective departments

recommends a candidate from his section for the reward

purpose to HR.

Reward Categories at Telenor:

Intrinsic and Extrinsic rewards include:

Exceptional performance in a project

Targets achievements

Special assignments

Medical care

Life insurance

Vacations

Relocation

Credit advance policy provident policy/advance againstprovident fund

Education assistance policy

Mobile phone

Life insurance

Medical entitlement


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Recommendations :

To establish core competence and to bring

competitiveness:

Telenor should implement numerous effective plans to improvethe performance of its various departments. Supervisors mustmanage employee performance well in order for Telenor toaccomplish its mission and achieve its goals.Following are some recommendations for Telenor, which wepersonally feel can be useful for the organization, itsemployees and the customers.

Effective Performance Management:Performance management is one of the most important partsof a Supervisors or team leaders job. Developing skills inperformance Management is wise investments that will help

Telenor achieve its Goals.Managing employee performance includes:Planning work and setting expectationsMonitoring and measuring performance


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Developing the capacity to perform

Periodically rating performance in a summary fashionRecognizing and rewarding good performance

Communication:

Establishing and maintaining effective communications witheach Employee not only requires good oral and writtencommunications Skills, but it also includes the ability toestablish

Good working Relationships.To communicate effectively with employeesSupervisors must establish an environment that promotes

anOpen Door atmosphere

The sharing of ideasEmployee involvement in decision making processes.

Setting Goals:

Setting long and short-term goals with employees gives focusto Employee efforts. When goal setting is done correctly,employees strive to accomplish those goals and feel confidentin achieving them. When goal setting is done poorly, work doesnot progress as desired. Knowing how to set goals effectively isan important part of Performance management. To do thiswell, supervisors need to be able to clarify

Expectations

To set realistic standards and targets.

Measuring Employee Performance:

Credible measures of performance that employees understandand accept are critical for achieving high level performance.Measuring employee accomplishments, using both qualitativeand quantitative measures, provides the information that


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supervisors and employees need in order to monitor

performance.

Giving Feed Back:

Feedback should inform, enlighten, and suggest improvementsto employees regarding their performance. Supervisors shoulddescribe specific work related behaviour or results theyobserve as close to the event as possible.

Coaching & Developing:

Using their coaching skills, supervisors evaluate and addressthe developmental needs of their employees and help themselect diverse experiences to gain necessary skills.Supervisors and employees create development plans thatmight include training, new assignment, job enrichment, selfstudy or work details.

Recognizing:

Effectively recognizing employees is another performancemanagement competency.Being able to genuinely acknowledge a job well done is criticalfor strengthening employees commitment to do their best.Supervisors should be skilled at using formal awards programsas well as using informal recognition techniques, includingpersonal thank yours and voicing verbal appreciation.

Conclusion:


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The results of our research suggest that Telenor Human

Resource Department is working towards aligning its functionswith the ideal ones as propagated by the HumanResource professionals around the world. Its currentpractices are not flawless. There is naturally a room for furtherimprovement. The recruitment process can be mademore compliant with the Equal Employment OpportunityLaws by making a few improvements. Amendments arerequired in the application form, type of interviewing andselection of outside sources of candidates. The focus is too

much on reference based hiring. The draw backs of this modeof hiring outweigh its advantages but Telenor stronglyadvocates it. Telenor has fairly good training methods. It hasthe capacity to introduce newer modes of training. At

Telenor the fault does not lie with the training processes butwith the selection of the most appropriate training method fora particular job. Training serves no purpose if it does notnurture the required deskills for a job. Training evaluation alsoneeds to be more strict and quantified. The current processes

do not assess the impact of the training adequatelyCompensations policies currently focus on competency basedpay. The problem lies in the fact that skills for every job cannotbe clearly defined. Even when they are identified, they arenot always measurable.

References:

Slideshare.com.(2011, October). Telenor HR report. Retrieved October28, 2011, from www.slideshare.com/telenor_HR_2010

wikipedia.org. (2011, November). Telenor Pakistan. Retrieved November04, 2011, from http://en.wikipedia.org/wiki/Telenor_Pakistan

Telenor. (2011). Telenor Corp. Retrieved November 04, 2011, fromhttp://www.telenor.com.pk/

http://www.slideshare.com/telenorhttp://en.wikipedia.org/wiki/Telenor_Pakistanhttp://www.slideshare.com/telenorhttp://en.wikipedia.org/wiki/Telenor_Pakistan

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Telenor. (2011). Telenor Corp. Retrieved November 04, 2011, fromhttp://www.telenor.com.pk/careers/whyTelenor.php

Khan, I. (2010).HR-REPORT-cultural-compatible-practices-in-TELENORRetrieved December 3, 2011, from

http://www.scribd.com/doc/24651033 / HR-REPORT-cultural-compatible-practices-in-TELENOR

http://www.scribd.com/doc/24651033%20/http://www.scribd.com/doc/24651033%20/

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Vacancy Area Of Interest Career Level Location Deadline

Assistant Manager

Corporate Insurance

Procurement & Logistics Assistant

Manager

Islamaba

d

17-Nov-

2011

BPO Data Entry Officer

(Contractual)

Customer Relations Officer Lahore 15-Nov-

2011

Business Solutions

Executive

Sales & Distribution Executive Karachi 13-Nov-

2011

Assistant Manager Opex

Control

Business Planning &

Analysis

Assistant

Manager

Islamaba

d

13-Nov-

2011

Assistant Manager Trade

Marketing

Sales & Distribution Assistant

Manager

Peshawar 13-Nov-

2011

BSS SLM Executive Network Operations Executive Islamaba

d

13-Nov-

2011

Direct Sales Officer (DSO)

- Contractual

Sales & Distribution Officer Islamaba

d

13-Nov-

2011

DWDM Network O&MSpecialist

Network Operations Executive Islamabad

13-Nov-2011

IP Networks O&M

Executive

Network Operations Executive Islamaba

d

13-Nov-

2011

NOC CSS Officer -

Contractual

Network Operations Officer Islamaba

d

13-Nov-

2011

Power planning Specialist Network Operations Executive Islamaba

d

13-Nov-

2011

Territory Sales Supervisor

- Agencies (KPK)

Sales & Distribution Executive Agencies

(KPK)

13-Nov-

2011


- Bannu

Sales & Distribution Executive Bannu 13-Nov-

2011


- Timergara (KPK)

Sales & Distribution Executive Timergar

a(KPK)

13-Nov-

2011
http://tmp/svf6b.tmp/javascript:__doPostBack('M$C$Default1$ctrlVacancy$gdvVacancyForm$ctl16$lnkVacancyTitle','')http://tmp/svf6b.tmp/javascript:__doPostBack('M$C$Default1$ctrlVacancy$gdvVacancyForm$ctl02$lnkVacancyTitle','')http://tmp/svf6b.tmp/javascript:__doPostBack('M$C$Default1$ctrlVacancy$gdvVacancyForm$ctl02$lnkVacancyTitle','')http://tmp/svf6b.tmp/javascript:__doPostBack('M$C$Default1$ctrlVacancy$gdvVacancyForm$ctl03$lnkVacancyTitle','')http://tmp/svf6b.tmp/javascript:__doPostBack('M$C$Default1$ctrlVacancy$gdvVacancyForm$ctl03$lnkVacancyTitle','')http://tmp/svf6b.tmp/javascript:__doPostBack('M$C$Default1$ctrlVacancy$gdvVacancyForm$ctl04$lnkVacancyTitle','')http://tmp/svf6b.tmp/javascript:__doPostBack('M$C$Default1$ctrlVacancy$gdvVacancyForm$ctl04$lnkVacancyTitle','')http://tmp/svf6b.tmp/javascript:__doPostBack('M$C$Default1$ctrlVacancy$gdvVacancyForm$ctl05$lnkVacancyTitle','')http://tmp/svf6b.tmp/javascript:__doPostBack('M$C$Default1$ctrlVacancy$gdvVacancyForm$ctl05$lnkVacancyTitle','')http://tmp/svf6b.tmp/javascript:__doPostBack('M$C$Default1$ctrlVacancy$gdvVacancyForm$ctl06$lnkVacancyTitle','')http://tmp/svf6b.tmp/javascript:__doPostBack('M$C$Default1$ctrlVacancy$gdvVacancyForm$ctl06$lnkVacancyTitle','')http://tmp/svf6b.tmp/javascript:__doPostBack('M$C$Default1$ctrlVacancy$gdvVacancyForm$ctl07$lnkVacancyTitle','')http://tmp/svf6b.tmp/javascript:__doPostBack('M$C$Default1$ctrlVacancy$gdvVacancyForm$ctl08$lnkVacancyTitle','')http://tmp/svf6b.tmp/javascript:__doPostBack('M$C$Default1$ctrlVacancy$gdvVacancyForm$ctl08$lnkVacancyTitle','')http://tmp/svf6b.tmp/javascript:__doPostBack('M$C$Default1$ctrlVacancy$gdvVacancyForm$ctl09$lnkVacancyTitle','')http://tmp/svf6b.tmp/javascript:__doPostBack('M$C$Default1$ctrlVacancy$gdvVacancyForm$ctl09$lnkVacancyTitle','')http://tmp/svf6b.tmp/javascript:__doPostBack('M$C$Default1$ctrlVacancy$gdvVacancyForm$ctl10$lnkVacancyTitle','')http://tmp/svf6b.tmp/javascript:__doPostBack('M$C$Default1$ctrlVacancy$gdvVacancyForm$ctl10$lnkVacancyTitle','')http://tmp/svf6b.tmp/javascript:__doPostBack('M$C$Default1$ctrlVacancy$gdvVacancyForm$ctl11$lnkVacancyTitle','')http://tmp/svf6b.tmp/javascript:__doPostBack('M$C$Default1$ctrlVacancy$gdvVacancyForm$ctl11$lnkVacancyTitle','')http://tmp/svf6b.tmp/javascript:__doPostBack('M$C$Default1$ctrlVacancy$gdvVacancyForm$ctl12$lnkVacancyTitle','')http://tmp/svf6b.tmp/javascript:__doPostBack('M$C$Default1$ctrlVacancy$gdvVacancyForm$ctl13$lnkVacancyTitle','')http://tmp/svf6b.tmp/javascript:__doPostBack('M$C$Default1$ctrlVacancy$gdvVacancyForm$ctl13$lnkVacancyTitle','')http://tmp/svf6b.tmp/javascript:__doPostBack('M$C$Default1$ctrlVacancy$gdvVacancyForm$ctl14$lnkVacancyTitle','')http://tmp/svf6b.tmp/javascript:__doPostBack('M$C$Default1$ctrlVacancy$gdvVacancyForm$ctl14$lnkVacancyTitle','')http://tmp/svf6b.tmp/javascript:__doPostBack('M$C$Default1$ctrlVacancy$gdvVacancyForm$ctl15$lnkVacancyTitle','')http://tmp/svf6b.tmp/javascript:__doPostBack('M$C$Default1$ctrlVacancy$gdvVacancyForm$ctl15$lnkVacancyTitle','')http://tmp/svf6b.tmp/javascript:__doPostBack('M$C$Default1$ctrlVacancy$gdvVacancyForm$ctl02$lnkVacancyTitle','')http://tmp/svf6b.tmp/javascript:__doPostBack('M$C$Default1$ctrlVacancy$gdvVacancyForm$ctl02$lnkVacancyTitle','')http://tmp/svf6b.tmp/javascript:__doPostBack('M$C$Default1$ctrlVacancy$gdvVacancyForm$ctl03$lnkVacancyTitle','')http://tmp/svf6b.tmp/javascript:__doPostBack('M$C$Default1$ctrlVacancy$gdvVacancyForm$ctl03$lnkVacancyTitle','')http://tmp/svf6b.tmp/javascript:__doPostBack('M$C$Default1$ctrlVacancy$gdvVacancyForm$ctl04$lnkVacancyTitle','')http://tmp/svf6b.tmp/javascript:__doPostBack('M$C$Default1$ctrlVacancy$gdvVacancyForm$ctl04$lnkVacancyTitle','')http://tmp/svf6b.tmp/javascript:__doPostBack('M$C$Default1$ctrlVacancy$gdvVacancyForm$ctl05$lnkVacancyTitle','')http://tmp/svf6b.tmp/javascript:__doPostBack('M$C$Default1$ctrlVacancy$gdvVacancyForm$ctl05$lnkVacancyTitle','')http://tmp/svf6b.tmp/javascript:__doPostBack('M$C$Default1$ctrlVacancy$gdvVacancyForm$ctl06$lnkVacancyTitle','')http://tmp/svf6b.tmp/javascript:__doPostBack('M$C$Default1$ctrlVacancy$gdvVacancyForm$ctl06$lnkVacancyTitle','')http://tmp/svf6b.tmp/javascript:__doPostBack('M$C$Default1$ctrlVacancy$gdvVacancyForm$ctl07$lnkVacancyTitle','')http://tmp/svf6b.tmp/javascript:__doPostBack('M$C$Default1$ctrlVacancy$gdvVacancyForm$ctl08$lnkVacancyTitle','')http://tmp/svf6b.tmp/javascript:__doPostBack('M$C$Default1$ctrlVacancy$gdvVacancyForm$ctl08$lnkVacancyTitle','')http://tmp/svf6b.tmp/javascript:__doPostBack('M$C$Default1$ctrlVacancy$gdvVacancyForm$ctl09$lnkVacancyTitle','')http://tmp/svf6b.tmp/javascript:__doPostBack('M$C$Default1$ctrlVacancy$gdvVacancyForm$ctl09$lnkVacancyTitle','')http://tmp/svf6b.tmp/javascript:__doPostBack('M$C$Default1$ctrlVacancy$gdvVacancyForm$ctl10$lnkVacancyTitle','')http://tmp/svf6b.tmp/javascript:__doPostBack('M$C$Default1$ctrlVacancy$gdvVacancyForm$ctl10$lnkVacancyTitle','')http://tmp/svf6b.tmp/javascript:__doPostBack('M$C$Default1$ctrlVacancy$gdvVacancyForm$ctl11$lnkVacancyTitle','')http://tmp/svf6b.tmp/javascript:__doPostBack('M$C$Default1$ctrlVacancy$gdvVacancyForm$ctl11$lnkVacancyTitle','')http://tmp/svf6b.tmp/javascript:__doPostBack('M$C$Default1$ctrlVacancy$gdvVacancyForm$ctl12$lnkVacancyTitle','')http://tmp/svf6b.tmp/javascript:__doPostBack('M$C$Default1$ctrlVacancy$gdvVacancyForm$ctl13$lnkVacancyTitle','')http://tmp/svf6b.tmp/javascript:__doPostBack('M$C$Default1$ctrlVacancy$gdvVacancyForm$ctl13$lnkVacancyTitle','')http://tmp/svf6b.tmp/javascript:__doPostBack('M$C$Default1$ctrlVacancy$gdvVacancyForm$ctl14$lnkVacancyTitle','')http://tmp/svf6b.tmp/javascript:__doPostBack('M$C$Default1$ctrlVacancy$gdvVacancyForm$ctl14$lnkVacancyTitle','')http://tmp/svf6b.tmp/javascript:__doPostBack('M$C$Default1$ctrlVacancy$gdvVacancyForm$ctl15$lnkVacancyTitle','')http://tmp/svf6b.tmp/javascript:__doPostBack('M$C$Default1$ctrlVacancy$gdvVacancyForm$ctl15$lnkVacancyTitle','')http://tmp/svf6b.tmp/javascript:__doPostBack('M$C$Default1$ctrlVacancy$gdvVacancyForm$ctl16$lnkVacancyTitle','')

8/3/2019 73536368-HRM-Report

32/32

32 |P a g e

Appendix:

Online Recruitment

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Forgot password? New

User?

User of the old system with a CV Tracking Number?
http://tmp/svf6b.tmp/javascript:__doPostBack('M$C$Default1$lnkBtnForgotPassword','')http://tmp/svf6b.tmp/javascript:__doPostBack('M$C$Default1$lnkBtnNewUser','')http://tmp/svf6b.tmp/javascript:__doPostBack('M$C$Default1$lnkBtnNewUser','')http://tmp/svf6b.tmp/javascript:__doPostBack('M$C$Default1$lnkbtnOldSystemUser','')http://tmp/svf6b.tmp/javascript:__doPostBack('M$C$Default1$lnkBtnForgotPassword','')http://tmp/svf6b.tmp/javascript:__doPostBack('M$C$Default1$lnkBtnNewUser','')http://tmp/svf6b.tmp/javascript:__doPostBack('M$C$Default1$lnkBtnNewUser','')http://tmp/svf6b.tmp/javascript:__doPostBack('M$C$Default1$lnkbtnOldSystemUser','')

Documents

73536368-HRM-Report