COMPANY PROFILE Telenor Group Telenor ASA is an international provider of high quality telecommunications, data and media communication services. It ranks as world‟s
7th
largest mobile operator with a total of
164 million subscribers in its mobile operations.
Telenor Pakistan 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 further foreign investments in the telecom sector. The company has crossed many milestones and grown in a number of Mianamir2009@gmail.com directions, making Telenor Pakistan a leading telecom operator of the country. Telenor is 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 Telenor is the only operator connecting the previously unconnected. It is keeping ahead by investing heavily in infrastructure expansion. With USD2 billion already invested, it has extended agreements with its vendors for network expansion and services until 2009. The agreements, with a potential to result in USD750 million worth of orders from Telenor Pakistan, are some of the biggest of their kind in the industry. Telenor is spread across Pakistan, creating 2,500 direct and 25,000-plus indirect employment opportunities. It has a network of 23 company-owned sales and service centers, more than 200 franchisees and some 100,000 retail outlets. VISION OF TELENOR
Telenor‟s vision is simple:
“We're here to help” It exists to help its customers get the full benefit of communications services in their daily lives.

GLOBAL PRESENCE
Europe
Norway Telenor‟s wholly owned Norwegian mobile operation is the country‟s leading telecommunications operator

Services:
Broadband, Mobile, Telephone, TV

Companies:
Telenor Norway, Canal Digital, Conax, Norkring, Telenor Satellite Broadcasting
Denmark

Sonofon is the second largest mobile operator in Denmark

Services:
Broadband, Mobile, TV

Companies:
Sonofon, Cybercity, CBB, Canal Digital
Sweden

Telenor is the third largest mobile operator in Sweden

Services:
Broadband, Mobile, Telephone, TV

Companies:
Telenor Sweden, Bredbandsbolaget, Glocalnet, Canal Digital
Finland

Canal Digital is Finland‟s leading televisio n distributor

Services:
Broadband, TV Mianamir2009@gmail.com

Companies:
Canal Digital
Hungary

Pannon is the second largest mobile operator in Hungary

Services:
Broadband, Mobile

Companies:
Pannon
Montenegro Promonte has more than 450 000 mobile subscriptions in Montenegro

Services:
Mobile

Companies:
Promonte
Serbia Telenor is the second largest mobile operator in Serbia

Services:
Broadband, Mobile

Companies:
Telenor Serbia
Ukraine

Kyivstar is the largest mobile operator in Ukraine

Services:
Mobile

Companies:
Kyivstar
Russia VimpelCom is the second largest mobile operator in Russia

Services:
Mobile

Companies:
VimpelCom
Asia
Pakistan

Telenor is the second largest mobile operator in Pakistan

Services:
Mobile

Companies:
Telenor Pakistan
Bangladesh

Grameenphone is the largest mobile provider in Bangladesh

Services:
Mobile

Companies:
Grameenphone
Thailand dtac is the second largest mobile operator in Thailand

Services:
Mobile

Companies: dtac Malaysia DiGi is the fastest growing mobile operator in Malaysia

Services:
Mobile

Companies:
DiGi

CORE VALUES OF TELENOR Make it Easy We are practical. We don't complicate things. Everything we produce should be easy to understand and use. Because we never forget we're trying to make customers' lives easier.
Keep Promises Everything we set out to do should work, or if it doesn't, we're here to help. We're about delivery, not over promising, actions not words.
Be Inspiring We are creative. We strive to bring energy to the things we do. Everything we produce should look good, modern and fresh. We are passionate about our business and customers.
Be Respectful We acknowledge and respect local cultures. We do not impose one formula worldwide. We want to be a part of local communities wherever we operate. We believe loyalty has to be earned.
STRUCTURE OF THE ORGANIZATION In TELENOR the hierarchy is very lean, in general the whole setup is centralized, all the matters are to be reported to the main company and all the policies and targets are approved at the higher level. But at the department level the structure is decentralized.
►
TELENOR has following functional departments:-

Technical

Customer operations

Finance

Administration & Procurement

Human Resource

Co-ordination (Govt. relations) Mianamir2009@gmail.com

Marketing
►
Current CEO (Chief Executive Officer) of TELENOR is John Eddy Abdullah
HUMAN RESOURCE DEPARTMENT
HR department of Telenor is in Islamabad head office where it controls and handles all the HR activities of Telenor.
VICE PRESIDENT MANAGER DIRECTOR EXECUTIVE ASSISTANT MANAGER

Q: Describe briefly a typical day at your work
I am responsible for the sales in the central region of Malaysia, which is the area around Kuala Lumpur. This region accounts for 50 percent of the total sales in Malaysia. There are approximately 6000 dealers nationwide. I need to make sure that all our 3000 dealers have enough supplies, that we reach our sales targets and that our brand has a prominent position in the sales outlets. I have weekly meetings with my sales staff to maintain the overview and keep myself updated on new telecom product launches and promotion efforts. I also am required travel to the other regions to get new impulses and see what our competitors are doing. Mianamir2009@gmail.com
Q: Why did you join the Telenor Group?
Before, I worked for a telecom company that had a really strict hierarchy and too many rules and regulations for my taste. So I wanted to find a new job in the telecom industry. I had heard a lot of positive things about Telenor, so when my current position became available
–
I applied and got the job
Q: What are the best parts of your work?
It is fruitful to work with many skilled people and help them to reach their goals. In addition, when good ideas are developed into strategies, it is very interesting and challenging to execute it and see how it progresses. Moreover, there are no barriers in DiGi as you get to voice out your opinions and all suggestions are taken into account before plans are being formulated
Q: How would you describe Telenor’s work environment? It is a great atmosphere here, and our facilities are open and modern. We are given the flexibility to work where we like, and manage our own time
Q: If you should choose one word to describe Telenor, what would it be?
Dynamic! This is a very dynamic company. We find solutions quickly to problems that arise. Unlike other companies in which policies are set, plans are derived and execution is expected. In Telenor, we get to set our own strategies.
Q: Can you describe a special event that you especially enjoyed?
We had a prepaid registration drive last 2 years and my team had to patrol all dealers outlet in Central region at the last minute before midnight to ensure we registered as many subs as possible. The next morning, had a breakfast meeting with Johan (CEO) and committee for an update session and planned on further action to execute. It was a truly remarkable experience as I got to work with people of all levels to complete a simple yet important task
Q: Describe your career in Telenor so far Mianamir2009@gmail.com
This is my first position in Telenor, which I have had for three and a half years now. Time passes really fast, and I feel that my career is developing rapidly, especially due to the several development programs I get access to through Telenor. I find that the financial workshops and leadership sessions I have attended enables me to perform better in my job.
Q: What are your professional goals?
I like the responsibility and the challenges being a manager, so I would like to develop myself further as a leader and take on bigger tasks in the future
Q: What do you enjoy doing in your spare time?
I like to spend time with my wife and children. We often go on longer trips in the weekends to go shopping, try new food and relax on the beach. Penang Island is one of our favorite locations. My hobby is to collect recyclable paper bags from grocery stores. The diversity fascinates me. They come in all shapes and colors. I have several hundred paper bag at home, from all over the world. My wife is not too happy about that, though… in short, that means I am part of the team that provides employees with the information they need in their daily work as well as news about the company.

I describe telenor in two words freedom and responsibility. You are given necessary tools to do your job. I was given a computer system and an instructor who told me how to deal with customers and solve their problems. Q: What are your professional goals?
I want to develop my career with Telenor further, and strengthen my internal communications and branding competence. I was tempted to explore international opportunities and I still am. It really exposes you to new ideas and viewpoints and helps to open your mind to new ways of doing things

CHALLENGES
Telenor face many challenges with the ever growing need of competent Human Resource. It is really hard to hire and retain the best people especially around the globe. The global companies face many challenges regarding the cultural identity of respective nations. They have to adjust culturally to the environment of respective countries. And when even hiring the HR staff of that very country, the organization is exposed to many challenges to make them perform at their best.

CONCLUSION
By keenly analyzing the Human resource Management of Telenor, we the group members agree that Telenor is carrying out satisfactory culturally compatible strategies for its HR. Although it is not promoting the “cultural identity” agenda tha t aggressively but even then it is facing much less cultural conflicts among its HR. It may be due to the reason that it has divided itself in just two markets: Europe & Asia. The European market almost holds the same culture and three of its Asian market countries are Islamic. We came through very unusual facts about managing any company‟s HR. We believe that managing a competitive and culturally compatible HR in a competitive global market is a tough job. And Telenor is so far quite successful in hiring and retaining exceptionally talented HR worldwide. COMMENTS
As students of human resource management, among other things, we believe that the globalization and the advancement of technology influences how organizations should react and adjust to the changing times and economy. Every company will have to find its own route
–
and this will depend on the situation and will be different for executive management and specialized staff. The decisive turnaround within today‟s human resource policy appears to be i n the replacement of both local autonomy and the home country preference. We will not seek to deny the obvious power of globalized capitalism to distribute and promote its cultural goods in every corner. Nor will we take up the argument now very commonly made by critics of the cultural imperialism thesis that a deeper cultural impact cannot be easily inferred from the presence of such goods. What we will try to comment is something more specific: that cultural identity, properly understood, is much more the product of globalization than its victim.

RECOMMENDATIONS
We as students of HRM can just recommend global companies (in this case Telenor also) within the sphere of our knowledge, exposure and literature survey. WE recommend that:-
A worldwide audit of IHR (International Human Resource) programs and plans should be conducted at least every three years as a matter of course. While guidelines and an approval process help management navigate through obvious change, subtle changes within the company, local market practice, legislation, and employ ee demographics can erode programs‟ effectiveness over time. Multinational pools are particularly subject to degrading without continuous corporate sponsorship and should also be re-evaluated periodically.

Each organization must decide whether it has the right people in the right places to make the changes, whether these people have been adequately trained, given the necessary resources and focused on the right objectives, and whether they believe they will be rewarded for their contributions. HR strategy must be consistent with the needs of the organization, and its component strategies must provide alignment with the organization's objectives.

Human resource strategies can be powerful tools for signaling cultural change and reinforcing those changes once they are made. Who is hired and retained, how people are paid, and what behaviors are deemed desirable all send strong messages about the desired culture. The potential of HR strategies and programs for shaping organizational culture cannot be overestimated. For HR strategy to realize its full potential, the organization must first determine what its culture is and what it should be. Then the organization can create a plan for aligning culture with its mission and Mianamir2009@gmail.com environmental or contextual realities by managing the culture from what it is to what it should be. We wish a very best of luck to TELENOR. May it progress and achieve its desired goals. (AMEEN)