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Warid Telecom International is an Abu Dhabi based mobile

telecommunication firm providing telephony services in Bangladesh
and Pakistan. Warid is expected to launch in Congo and in Uganda
soon.

Introduction and history:

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. The Abu Dhabi Group's
major investments are in the following sectors:

• Oil and Gas Exploration

• Banking and Financial Services
• Automobile Industry
• Hospitality Services
• Property Development
• Telecommunications

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Vision:

Warid Telecom's vision is "To be the leading national

communication provider with a strong international presence."

Message from Chairman:

“By the grace of Allah‚ due to untiring

commitment of our team members Warid
Telecom has become the fastest growing GSM
network in Pakistan. After just two years of
operations we have more than 11 million
subscribers enjoying our quality network‚ the
largest postpaid family and expansion plans to
take our services to every corner of Pakistan.
In our third year of continued success our
vision is to become the primary service
provider for every Pakistani’s communication
needs and we will see the evolution of Warid
Telecom into a credible challenger”.

The Abu Dhabi Group is led by His Highness Sheikh Nahayan

Mabarak Al Nahayan. His Highness is the Federal Minister for
Education of the United Arab Emirates. He is the Chairman of
Warid Telecom‚ Wateen Telecom‚ United Bank Limited‚ and also

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the Founder Chairman of Bank Alfalah Limited.

Shareholders :

Sheikh Nahayan Mabarak Al Nahayan

His Highness Sheikh Nahayan Mabarak Al Nahayan – Member of

the Royal Family of Abu Dhabi‚ Minister for Higher Studies and
Chancellor of the University of Al Ain.

His Highness Sheikh Nahayan Mabarak Al Nahayan is the

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Chairman of the Company and takes keen interest in the

management of Warid Telecom.

His Highness Sheikh Nahayan is the Federal Minister for Higher

Education and Scientific Research for UAE and is also Chairman
of Union National Bank‚ Abu Dhabi‚ Chairman & Director United
Bank Limited‚ Pakistan‚ Chancellor Al Ain University and President
at the Higher Colleges of Technology‚ Abu Dhabi. His Highness is
also the former Chairman Bank Alfalah Limited‚ Pakistan.

Sheikh Suroor Bin Mohammed Al Nahayan

His Excellency Sheikh Suroor Bin Mohammed Al Nahayan –

Chamberlain of the Royal Amiri Courts and Member of the Royal
Family of Abu Dhabi.

His Excellency Sheikh Suroor Bin Mohammed Al Nahayan was the

Governor of UAE Central Bank for the last 10 years and a major
shareholder of Abu Dhabi Commercial Bank. He is a member of
the Royal Family and holds interest in Bank Alfalah Limited and
United Bank Limited in Pakistan.

His Excellency Sheikh Suroor is the major shareholder of Abu

Dhabi Commercial Bank‚ Abu Dhabi‚ UAE. Other interests include
shares in joint stock companies as well as interest in commercial
and real estate properties both in UAE and abroad. His
Excellency Sheikh Suroor also owns the five star Hotel “Beach
Hotel” Abu Dhabi‚ Suites & Apartments and the Abu Dhabi Trade
Center‚ The Mall‚ The Towers.

Sheikh Hamdan Bin Zayed Al Nahayan

Sheikh Mohammed Bin Butti Hamid Al Hamid

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His Excellency Sheikh Mohammed Bin Butti Hamid Al Hamid is

Chairman‚ Abu Dhabi Municipality‚ Governor & H.H. the Ruler’s
Representative for Western Region‚ Emirate of Abu Dhabi and
Member of Executive Council‚ Emirate of Abu Dhabi.

His Excellency Sheikh Mohammed Bin Butti Hamid Al Hamid owns

substantial business‚ real estate and businesses. His Excellency is
the Chairman of Al Hamid Group of Companies and owns major
automobile agencies of:

Rolls Royce
BMW
Mini Car
Heavy Equipments
Tata Buses
TADONO Cranes
Kawasaki Wheel Loaders
IVECO Trucks
Fiat Hitachi

His Excellency also holds shares valued about US$ 300 million in
various local and public listed companies.

Sheikh Saeed Bin Mohammed Al Nahayan

His Excellency Sheikh Saeed Bin Mohammed Al Nahayan –

Member of the Royal Family.

His Excellency Sheikh Saeed Bin Mohammed Al Nahayan is a

member of the ruling family of Abu Dhabi. He holds a Master
degree in political science from United Kingdom and PhD. in
political strategy from Egypt. His service spans more than 20
years in the Government of Abu Dhabi in the Ministry of

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Interior‚ Police Directorate and presently holds the rank of

Lieutenant Colonel.

He owns several properties in the Emirates of Abu Dhabi‚ United

Kingdom‚ Lebanon and Pakistan. He is a partner and shareholder in
certain major companies and banks in the United Arab Emirates
and abroad.

Sheikh Saif Bin Muhammed Bin Butti Hamid Al Hamid

Sheikh Saeed Bin Nahayan Mabarak Al Nahayan

Dr. Mana Saeed Al Otaiba

His Excellency Dr. Mana Saeed Al Otaiba – Advisor to the

President of the UAE & Ruler of Abu Dhabi (His Highness Sheikh
Zaid Bin Sultan Al Nahayan) and ex Oil Minister of UAE.

His Excellency Dr. Mana Saeed Al Otaiba comes from the Al

Otaiba family‚ which is one of the most powerful families in the
United Arab Emirates as well as in the Arabian Gulf. Al Otaiba is
part of the Al–Morar tribe related to Marwan Bin Al–Hakam‚ and
forms a part of the Bani Yas Alliance.

Appointed as Minister of Petroleum and Industry in the first

cabinet of the Abu Dhabi Emirate‚ he was retained in 1972 as the
first Minister of Petroleum and

Mineral Resources in the Cabinet of the United Arab Emirates.

In 1974‚ His Excellency Dr. Mana Saeed Al Otaiba received his

Masters degree from the University of Cairo‚ Faculty of

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Economic and Political Science.

Two years later His Excellency Dr. Mana received a PhD. from the
same University and the subject of his thesis was “Petroleum and
Economics in UAE”. In 2000 His Excellency Dr. Mana received his
second PhD. from Mohammad Bin Abdullah in Fas – Morocco on his
thesis on Arabic Literature.

His Excellency Dr. Mana Saeed Al Otaiba has been conferred a

number of honorary doctoral degrees in appreciation of his
important role and distinguished efforts in serving his country’s
economy as well as that of the world. His Excellency Dr. Mana
Saeed Al Otaiba has headed several government directorates and
institutions related to petroleum and mineral resources‚ and has
sat in the Chairs of the Boards of numerous oil and petroleum
related companies. Mr. Omer Ziad Jaafar Al Askari M/S Electro
Mechanical Company LLCBank

Bank Alfalah

Bank Alfalah Limited was incorporated on June 21‚ 1997 as a

public limited company under the Companies Ordinance 1984. Its
banking operations commenced from November 1‚ 1997. The bank
is engaged in commercial banking and related services as defined
in the Banking companies ordinance‚ 1962. The bank is currently
operating through 75 branches in 28 cities‚ with the registered
office at B.A. Building I.I. Chundrigar‚ Karachi.

Since the inception of Bank Alfalah‚ by the grace of Almighty‚ it

has moved rapidly in expanding its branch network and deposit
base‚ along with making profitable advances and increasing the
range of products and services. It has been instrumental in
introducing innovative products and services to the market place

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including products such as car loans‚ home loans etc. in Pakistan.

Team of Warid Telecom:

Mr. Bashir Ahmed Tahir Mr. Parvez A. Shahid

Vice Chairman & Member of Advisory Committee Board Director

Mr. Marwan Zawaydeh Lim Chuan Poh

Board Director/Chief Executive Officer Board Director

Mr. Shahzad Rauf Mr. Thomas Yeo

Chief Strategy & Operations Officer Chief Commercial Officer

Mr. Javed Mushtaq Mr. Muhammad Iltaf

Chief Information Officer Chief Technical Officer

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Mr. Zafar Iqbal Mr. Farrukh Hayat

G.M. Human Resources and Administration G.M. Payphones and Distribution

Mr. Adeel Bajwa Mr. Tariq Gulzar

G.M. Legal Affairs & Contracts and Company Secretar G.M. Audit‚ Risk & Corporate Governance

Mr. Omer Haider Mr. Ahmad Kamal

G.M. Government and Regulatory Affairs G.M. Customer Services

Ms Asma Khan
G.M. International Business

The appointed management team of Warid Telecom has

substantial expertise in the field of communication services and
infrastructure‚ both domestically and internationally.

Warid Telecom's brand values:

Quality - We want to make a difference to people's lives. Our

optimism is contagious. We are passionate about what we do and
we have confidence in ourselves.

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Simplicity - For us, clarity comes through simplicity. We

recognize that we are people communicating with other people.
We are always direct and easy to understand.

Innovation - We constantly look to do things differently and in a

better way. We give color to all that we do. We are ready to push
the boundaries and take risks.

Honesty - We are always open and honest. We say what we do and

we do what we say.

Friendliness - We enjoy working and succeeding together by

building close relationships. While we have a sense of purpose, we
also have a sense of humor. We consider the needs both of our
customers and of each other.

Warid Telecom in Pakistan:

In 2004, Warid Telecom International LLC, purchased a license

for operating a nationwide mobile telephony network, (WLL) and
long distance international (LDI) for $291 million US dollars and
was the first venture of Warid Telecom International LLC.

In May 2004, Mr. Hamid Farooq was hired as the Chief Executive
Officer of Warid Telecom Pakistan. Prior to being hired, Mr.
Farooq was working as the Executive Vice President of Warid (an
Orascom Telecom Company).

Warid Pakistan launched its services in May 2005. Within 80 days

of launch Warid Pakistan claims to have attracted more than 1
million. users. According to Pakistan Telecommunication Authority,

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currently Warid Telecom has more then 10 millions subscribers in

Pakistan and is ranked as the fourth largest operator in Pakistan.
Warid Pakistan claims it has the largest "post-paid" subscriber
base.

Departments in warid:

o Human resource management

o Administration department
o Work force (Salary slip/ Duty shift)
o Correspondence ( Phones/ e-mails)
o IT (software)
o CMT ( Complaint managment)
o Procurement, Logistics
o Government relation and regulatory affairs
o Quality assurance
o Strategic planning
o Finance
o Internal audit

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ORGANIZATIONAL HIERARCHY CHART

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HR Department Hierarchy Chart

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Market share of warid telecom:

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H.R Issues relating to Training and Development

OUTSOURCING ISSUE:

1. Warid has been outsourced by the foreign company named

WISDEK. The purpose of the wisdek is to carry and develop
the businesses and projects of different companies around the
world. Company has its retailers who are dealing with other
companies in different regions. Wisdek retailers in Pakistan
has given this project to warid.

The employees of such retailers train the warid employees to

conduct and forward their business. The training and
development programme given to warid is not working
successfully although wisdek has offered warid to pay 20%

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commission of their total sales. The contract between warid

and wisdek includes duct cleaning and online advertisement.

The problem related to warid is that the retailers are not

providing satisfactory training to warid employees. Warid is
planning to offer one of the key trainers of wisdek to visit
Pakistan and help them in training to make clear how to
conduct the business and how to promote and increase sales in
Canada.

SOLUTION
So far as warid is concerned we have decided to take the
services of highly trained professionals of OVEX and TRG in
order to solve the problem as they have been doing dealing
with foreign companies since decades. Multimedia shall be used
to support and the training will be accomplished in 2 weeks.

TIME MANAGEMENT ISSUE:

2. There is another issue relating to time management in SMT. A

proper time is allocated to SMT to resolve cellular issues. But
SMT is unable to resolve issue in stipulated time.

Solution
We have decided to purchase a software from SIEMENS that
should work with more reliability and performance.

WARID FOREIGN TRAINER ISSUE:

3- In starting foreign trainers were hired to train the

Employees but there was a issue of language, culture and
Norms. That’s why Employees always get confused to

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Understand him properly.

SOLUTION

The trainer should be related to the local country where he could have
the knowledge of the local industry,skills,culture know-how, and market
knowledge etc.

MNP DEPARTMENT ISSUE:

4- There is a need of MNP department in warid Telecom

Because in last 3 –months MNP issue has increased. So,

Warid needs to establish MNP department in order to

Avoid MNP.

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Training Design process

Training needs Assessment Policy at
Warid
Objective: Identifying the most appropriate solutions to
performance Problems

Procedures:
All Company Heads should differentiate between problems that
Require training and problems that require coaching or other
solutions.Usually, only about 20% of performance problems
require “training” solutions. The other 80% are best dealt with by
looking at the quality of supervision or by factors in the work
environment (rewarding good performance, punishing poor
performance, and removing obstacles to good
Performance).

ORGANIZATIONAL ANALYSIS
Objective:

WARID identifes the needs, by management level, for the total

Company. The Company wills also Facilitate Employees with Short
Management Courses from time to time.
Procedures: The HR Department will develop the TNA according to the

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recommendations made by their Supervisors in the performance appraisal

form.
The HR Department shall coordinate all the tasks until a total Company
training
plan is finalized, then follow-up with Department Heads on its
implementation.
The plan is the result of focusing on the individual discipline needs into one
schedule designed to meet the training needs of the total Company.
The trainer should be under the headcount of HR so that adequate training
sessions can be planned and conducted nationwide.

PERSON ANALYSIS
The training requirements of the employees will be picked from the
recommendations made by their supervisors in the appraisal forms.
The training requirement could also be forwarded by the supervisor if it is
not mentioned in the performance appraisal.

Foreign training policy:

The purpose of this policy is to enhance skills and knowledge of
Warid employees and build their capacities to enable them to perform their
jobs more effectively and to develop them for future growth.
The Company shall pay all Training Expenses, Round
Trip Airfare, living Allowance, and Local Transportation in accordance with
Company regulations in this regard.
Conditions for Overseas Training: Employees who are nominated for
enrollment in an overseas training program should meet the following
conditions should meet the prerequisites of the intended training.
Being knowledgeable of the language in which the training program will be
conducted.
In case an expatriate / contract employee needs to attend a foreign
training, he/ she has to be on a one year and above contract, with a duration
of 6 months of service to perform at PMCL – Warid from the date of
starting the training.
If the expatriate / contract employee being sent on the training does not
meet the above conditions, a waiver could be made on the recommendation of
the concerned Chief/ VP and the approval of the president/ CEO.

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TASK ANALYSIS
Task analysis of warid related to customers can be understood by
using the following criteria.

Goal: CSR/ The Help Desk Assistants will respond to user needs while
identifying, verifying, and documenting information.

1. Answer the telephone in a professional manner

1.1. Supply a pleasant tone-of-voice to the caller
1.1.1. Identify a pleasant tone-of-voice
1.2. Identify your name and position to the caller
1.3. Listen, carefully, to caller’s problem(s)

2. Collect relevant data to troubleshoot user problem

2.1. Construct and document statements that effectively and completely
explain user problem(s)
2.2.Locate user in online directory
2.2.1. Identify type of computer and operating system user is running
2.3.Login to ITTS (Information Technology Troubleshooting System)
2.3.1. Locate ITTS System

3. Evaluate options for solving user problem

3.1. Search ITTS system for similar problems
3.1.1. Search ITTS system a different way
3.2.Identify results
3.2.1. Identify answer FOUND
3.2.2. Identify answer NOT FOUND
3.3.Document steps tried to solve user problem

4. Coordinate transference of problem to professional staff

4.1. Identify means of passing problem onto appropriate staff
4.1.1. Email professional staff
4.1.2. Pass onto professional staff through ITTS system
4.1.3. Telephone professional staff
4.2.Notify professional staff of case number
4.2.1. Identify case number
4.3.Document steps used to transfer problem to professional staff

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4.4.Provide follow-up case information and timeframe to user

Ensuring Employees Readiness for Training at

Warid

1. An employee in Warid Telecom is given empowerment to

accomplish their job tasks so that they must feel ownership
of and connection with the work he or she performs.
2. Appreciation is updated in the monthly PSM (Performance
scoring module) so that outcome of an employee's work must
have value to himself or herself and to others in the
organization.

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3. In Warid Telecom Feedback is given to employee about his

or her accomplishments / performance.

These are above mentioned techniques that are used to

motivate the employees at Warid telecom. In this way they get
agree to participate in training program.

Basic skills that are used for employees in Warid Telecom to

perform their job tasks are as follows:

education, computer literacy, command of English language

proficiency, professional attitude towards work, extra
ordinary communication skills etc.

Creating a learning environment:

Is a on going process, in warid telecomm all the managers and supervisors
are the key persons who provide the learning environment in the organization
to their subordinates.

In warid telecomm all the managers, supervisors, even the floor managers
play a role to create a learning environment by observing the employees,
identifying the problems which are making hassle in performance of the
employees.

Effective learning produces a measurable change in a person's knowledge,

skills, or attitudes.

During the training development phase, our developers create activities that
will allow the participant to successfully accomplish the learning objectives.
Therefore, when developing training materials, our priorities are to:

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• Create an effective learning

environment
• Make the learning steps clear for
participants
• Develop activities and exercises
that help the participant master the
material
• Emphasize critical learning
objectives
• Maximize learning opportunities for
participants

Each learning activity is designed to take advantage of the strengths of the

learning format and learning media.

Learning objectives:

Preparing learning Objectives for training and development, influenced

school systems for decades and continues to shape the vast majority of
corporate training programs developed today. In warid telecom, for the use
of specific, measurable objectives that both guide during courseware
development and aid students in the learning process. These instructional
objectives, also known as "behavioral" and "performance" objectives.

Behavioral Objectives
Training needs are first analyzed and the learning goals of the program are
determined.

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learning goal should be broken into a subset of smaller tasks or learning

objectives. By his definition, a behavioral objective should have three
components:

1. Behavior. The behavior should be specific and observable.

2. Condition. The conditions under which the behavior is to be completed
should be stated, including what tools or assistance is to be provided.
3. Standard. The level of performance that is desirable should be
stated, including an acceptable range of answers that are allowable as
correct.

Meaningful material:
In warid telecomm, the employees are provided the specific material which
are related to their training and development.
Employees are provided the manuals in which any problem occurs before and
what was the action taken place?

Practice:
In warid telecom practice: all mangers play a role in a way that whatever the
material is given to employees it must be in practice.
It should be properly in practice and implemented.

For example in customer care services deptt: there is environment in warid

telecomm that always give priority to the customers and the organization
has conducting a supervision to ensure that all the CSR are working
according to the standards so this thing should be in practice..

Feed back:
Off course the feed back is very very important part of the any
organization and those organization which are providing the services.

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Warid telecomm is one of the organization which always give preference to

their customer services and others department as well.

In warid telecomm there are many ways to conduct the feed back some are
as follows:

• Questioners
• Tests
• Two way communication between subordinate and supervisor
• Mock calls

Feed back in warid telecom is very much strong in this way the supervisor
come to know at the spot whatever the problem occurred in organization.

Modeling:
Modeling can be take place by two types either physically or by the
electronic media.
For example a experienced person is assigned as a model in organization
physically or it can be possible by playing a video who is acting like a model
for those employees who can easily follow the model.

mostly in organization there is a person who is experienced, knowledged

person who is compatible, is assign for the modeling so others can follow
him / her in a way to perform for the productivity and for the clarity of the
complications.

In warid telecom, modeling is playing a role in a way that in customer

services department, those employees who are very experienced and having
the job knowledge in a way that they can easily handle the annoyed
customers, and have a strength to tackle

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Ensuring Transfer of Training at Warid

Transference of training is also practiced in Warid Telecom

because it is very necessary to save the time and to penetrate
the knowledge among employees as soon as possible. Some
aspects of transference of training are given as below:

Aspects of transference of training at Warid:

1. Warid Telecom used a strategy called “leaders as teachers”.

In this experience, the CEO and five top executives taught 10
leaders over two days in Bangladesh when Warid thought to
launch in Bangladesh. The 10 leaders then taught other leaders
who, in turn, taught their employees, thereby spreading the
learning throughout the organization.

2.When Warid Telecom is about to launch a new product,

packages etc then it invites its franchise coordinators for
training and two days training is conducted in which overall
knowledge is given to the above mentioned trainees who later
on communicate the knowledge to the franchises by conducting
meetings and conferences.

DEVELOPING AN EVALUATION PLAN

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LEARNING OUTCOMES
WARID Outcomes are usually expressed as knowledge, skills, or attitudes.

THE TRAINERS OF WARID MAKE SURE THAT

• Does the potential audience's level of awareness need to be raised?

• Do they need to understand better the context in which the
problem/issue exists?
• Are there things they need to unlearn?
• What are the most essential things they need to know or be able to
do?
• Do they need a strong rationale to buy into the issue?
• What specific skills or strategies do they need?
• How important is their level of confidence with this new learning?
• What are the obstacles they face in the workplace using this new
learning?
• What are the most important things they need to be able to do when
they finish?

THE TRAINERS MAKE SURE THAT

Outcomes have three distinguishing characteristics.

1. The specified action by the trainers must be observable.

2. The specified action by the trainers must be measurable.

3. The specified action must be done by the trainers.

Evaluation design
Warid uses pre and pro tests which include the performance of
employees before training and after the training and then finding
the positive or negative gap if any.

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Pre & Post test

The same instrument is used by WARID to collect data before the program
begins and again at the end of the program.

Advantages Disadvantages
• Cannot account for non-
program influences on
outcomes.

• If self-reporting is used
• Relatively simple to implement
• Controls for participants' prior
knowledge/attitudes/skills/intentions
• Provides better evidence of the
effectiveness of the program
compared to prior designs
rather than objective
measures, posttest scores
may be lower than pretest
scores. This occurs when
participants overestimate
their
knowledge/attitudes/skill
s on a pretest but
accurately assess their
knowledge/attitudes/skill
s on the posttest.

Selection of Training Method

In Warid Traditional training method is used instead of E-
learning that consists of three categories:

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• Presentation Methods
• Hands-On Methods
• Group Building Methods

Presentation Method:

Presentation methods include:

• Lectures
• Audio-visual techniques

Hands on method:

These methods include:

• On the job training

• Simulation
• Case studies
• Role playing
• Behavior modeling

Group building method:

• Adventure learning
• Team training
• Action learning

Warid trains its employees in the following

fields:

1. Customer service training: The employees are trained in

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communication skills, negotiating skills in order to serve the customers

whether in the call centre or customers services centre. They are taught
on how to talk appropriately to the customers, how to recognize their
problems, solve their problems and how to deal with them.
2. Supervisors training: Leading a department or an organization is
a
very difficult job and the person at this level must be properly skilled.
22
The supervisor training programme helps those people who are at this
post to develop the right skills required and asked for at this job.
3. Leadership workshop: Becoming a Leader Good leaders are
made,
not necessarily born. You can become an effective leader by developing
yourself through a never-ending process of self-study, education,
training & experience. To inspire your people to higher levels of
teamwork there are certain things you must be, know & do. Leadership
makes people want to achieve challenging goals & objectives. This
workshop is for managers who have the desire to ‘make things
happen’ & have a team who need to be inspired into action! Warid
offers this workshop for is specific employees.
4. Conflict management training: We are living in times where
chaos and conflict are on the rise. Lack of conflict can be as damaging
for any organization, as having conflicts that go out of hand. In fact
conflict is the very source of creativity, without which innovation is not
possible. Usually these conflicts are resolved, but occasionally they
grow to hinder one's job performance. This program is designed to
increase a supervisor's ability to prevent conflicts from reaching a crisis
stage and how to resolve it when a necessary conflict occurs. A
framework for tackling conflict is also provided that helps managers
who find dealing with conflict an unpleasant experience.
5. Development of oratory skills: With fit, healthy and active minds
perform faster and more accurately with minimal stress. How people
speak indicates their state of mind. Nervousness in making public
appearance is often the result of not knowing WHAT to do and HOW
to do it! Learn to control your nervousness and feel the confident -
professional image many seek! This workshop will provide hands-on
approach to polish oratory skills, use projected media, and present like

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a "pro."
6. Motivating, Coaching & Delegating Any approach to develop
management skills must involve a heavy dose of practical application.
At the same time, practice without the necessary conceptual
knowledge is sterile and ignores the need for flexibility and adaptation
to different situations. They will also discover ways to manage
performance of individuals and teams in order to achieve
departmental/ organizational goals and objectives. All these
programmes are aiming at developing specific skills in specific people
for specified purposes.
7. It is believed that leadership skills and business goals are achieved
through the training and development of the employees. To make it
more motivating the participants of the training programme are
awarded a course completion certificate at a graduation ceremony

which is held after the completion of the training programme

MONITORING AND
EVALUATING THE TRAINING
PROGRAM

In order to evaluate the training session Warid helds an OKE program

stands for “Online knowledge evaluation”. In this program all the trainers are
sent to a room in which all the computers are linked together where the
training is evaluated by asking trainers the
 Multiple questions
 Acronym’s
 Product knowledge
 Organizational know-how
 Package knowledge etc

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 Communication Skills

The OKE is held for the time duration of approx half hour in which all the
training aspects are covered and asked according to requirements and needs.

Just after the OKE, the training results are shown in the screen of the
trainers which show the actual results and the gap along with the desired
results.

The grades provided to trainers are as follows

 A+ grade _____90%
A _____85%
 B+ _____80%
B _____75%
 C+ _____ 60-70%
C _____ 50%
U _____ UN-SATISFACTORY

Below C grade is consider as UNSATISFACTORY POSITION.

After the grade has been allotted to the trainers, the immediate boss of
the trainees is given the result showing that in which areas of training the
trainee is un able to understand i.e whether it is product knowledge or
acronym etc and then training is provided to that individual accordingly.

CASE STUDY

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Press Release of 23 February 1998

Industry Workshop on Feasibility Study & Cost Benefit Analysis of Number
Portability for Mobile Services in Hong Kong

(9:15 am - 1:00pm, 25 February 1998, Hotel Furama,

One Connaught Road Central, Hong Kong)

The Office of the Telecommunications Authority (OFTA) announces today

that it will hold an industry workshop on 25 February 1998 (Wednesday) at
Hotel Furama, Hong Kong starting at 9:15 a.m. to discuss with the industry
about the feasibility study and cost benefit analysis of number portability
for mobile services in Hong Kong. At the workshop, the consultants, National
Economic Research Associates (NERA), appointed by OFTA will present
their preliminary findings.

After Hong Kong had successfully achieved full number portability for fixed
telecommunications services by the end of 1996, the next step is for OFTA
to consider whether number portability should be extended to mobile
services as well so that customers can keep their mobile phone numbers if
they change their subscription from one mobile operator to another"
OFTA's spokesman said.

OFTA issued a consultation paper last July to consult the

telecommunications industry about the introduction of the number
portability for mobile services in Hong Kong. The industry generally shared
the view that there would be a genuine need to conduct a thorough study on
the technical and implementation options, cost-benefit analysis,
implementation schedule and cost-recovery mechanism in implementing
number portability for mobile services in Hong Kong. OFTA then appointed
NERA to assist the Telecommunications Authority in the study," continued
the OFTA's spokesman.

NERA started the project in last December and has now completed a
preliminary report. In this industry workshop, NERA will present to and
discuss with the industry about the preliminary findings and results of the
study and solicit further views and comments before producing a final report
in March 1998 for consideration by the Telecommunications Authority."

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OFTA has invited members from the telecommunications industry, consumer

and user groups and relevant professional organisations to participate in the
workshop. Members from the media are also welcomed to attend. The
programme of this industry workshop is attached for information. The
preliminary report is available on OFTA's Internet home page at
http://www.ofta.gov.hk.

Industry Workshop
Feasilbility Study & Cost Benefit Analysis
of Number Portability for Mobile Services in Hong Kong

Date : 25 February 1998

Time : 9:15 a.m. - 1:00 p.m.

Venue : Coral Rooms 1-2, 3rd Floor, Hotel FURAMA, One Connaught Road
Central, Hong Kong

Programme :

08:45 - 09:15 Registration

09:15 - 09:30 Welcome and Opening Remarks by Director-General of

Telecommunications

09:30 - 10:00 Introduction of the Mobile Number Portability (MNP) Study

for Hong Kong

Mr Nigel Attenborough, Director, National Economic

Research Associates

10:00 - 10:30 Study of technical implementation options and their costs

for MNP in Hong Kong

Dr Simon M Dunkley, System Engineer, Smith System

Engineering Limited

10:30 - 10:45 Coffee Break

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10:45 - 11:15 Findings of the consumer survey, benefits of MNP and

summary results of cost-benefit analysis

Mr George Siolis, Consultant, National Economic Research

Associates

11:15 - 11:45 Cost allocation principles and their application to MNP in

Hong Kong

Mr Nigel Attenborough, Director, National Economic

Research Associates

11:45 - 12:45 Questions and answers

12:45 - 13:00 Conclusion and Way Forward

Office of the Telecommunications Authority

23 February 1998

Press Release of 20 February 1998

Telecommunications Authority Cancels Licence Granted to Uniglobe Telecom
(Far East) Limited for the Provision of International Calling Card Service

The Telecommunications Authority has today decided to cancel, with effect

from 0001 hours on Saturday, 28 February 1998, the public non-exclusive
telecommunications service ("PNETS") licence granted to Uniglobe Telecom
(Far East) Limited ("Uniglobe") for the provision of international calling card
service in Hong Kong.

The decision to cancel Uniglobe's PNETS licence was made by the

Telecommunications Authority pursuant to section 34(4) of the
Telecommunication Ordinance (Chapter 106, Laws of Hong Kong) for the
reason that Uniglobe was convicted twice of offences contravening section
8(1)(a) and 8(1)(b) of the Telecommunication Ordinance, the first one at the
Fanling Magistracy on 18 September 1997 and the second one at the District
Court on 21 November 1997. The offences were related to the maintenance

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of means of telecommunication and the use of radiocommunication apparatus

without a licence.

In the cases for which Uniglobe was prosecuted, Uniglobe had delivered
customer traffic using illegal routing to places outside Hong Kong in
contravention of the licence conditions. This had the effect of prejudicing
fair competition in the market. To tolerate such activities would be unfair to
operators who abide by the law," said a spokesman for the Office of the
Telecommunications Authority (OFTA).

OFTA will continue to monitor the market and take stern actions against
operators who are in breach of the law in the operation," continued the
spokesman.

The cancellation does not affect consumer interest as there are plenty of
choices for consumers in the market for calling card and callback services,"
said the spokesman.

Following the cancellation of the PNETS licence by the Telecommunications

Authority, Uniglobe must stop the operation of its international calling card
service on or before 0001 hours on Saturday, 28 February 1998.

Office of the Telecommunications Authority

20 February 1998

EMPLOYEES SURVEY QUESTIONAIRE

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What is the best way of conducting training in telecommunication industry?

 Electronic
 Traditional method

After what tenor training should be conducted?

Monthly basis
 Quarterly basis
 Annually

What should be the status of trainer as per his/her nationality?

 Local
 Foreign

What type of atmosphere should be provided to trainees during the conduct

of training?
 Inside office
 Easily approachable place
 Some place away from city

What should be the basic purpose of training?

 Job related Learning

 Skill enhancement
 Career development

What criteria should be adopted in order to checkout the feedback of

training?
 Tests
 Mock calls
 Questionnaire

What aspects of the job bother you enough to make you consider quitting?

 Negative behavior of trainers

 Burden of training

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 Making image of organization un realistic

What type of discrimination have you ever experienced during training ?

 Age discrimination
 Gender discrimination
 Personal biasness

What is the most powerful aspect of training

 Individual development
 Organizational development
 Both individual and organizational development

Team works should be emphasized more than individual performance during

training?

 Agree
 Strongly agreed
 Neutral
 Disagree

Continuous feedback should be taken rather than taking feedback after the
completion of training session?

 Agree
 Strongly agreed
 Neutral
 Disagree

“I HOPE U WOULD APPRECIATE MY EFFORTS.

REGARDS.
RAHEEL ABBAS MALIK
NCBA&E. LAHORE
03214035363”

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