Internship report on HRIS: A case of Grameenphone Ltd.

a
Internship Report
On
HRIS: A Case of GrameenPhone Ltd.
(For the Requirement of the Partial Fulfillment of the BBA Program, Dept. of MIS, DU)
Samsul Alam
April 15, 2014

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Letter of Submission
April 15, 2014
To
Dr. Md. HASIBUR RASHID
Professor
Department of MIS
University of Dhaka
Subject: Submission of the BBA Internship Report
Dear Sir,
With a great pleasure I here submit the report on the “HRIS: A Case of
GrameenPhone Ltd.” that I have prepared for as the requirement of B.B.A
Program.
While doing my internship, I had the opportunity to meet about all the
employees of the Business Partner (BP) Department under P&O (People
& Organization) Division of Grameenphone Ltd. Almost each of the people I
came across had been very helpful to me.
I hope this report will attract your kind appreciation.
Sincerely yours,
Samsul Alam

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DECLARATION
I do hereby solemnly declare that the work presented in this report entitled
“HRIS: A Case of GrameenPhone Ltd.” has been carried out by me and
has not been previously submitted to any other University/ College/
Organization for academic qualification/ certificate/ diploma or degree.
The work I have presented does not breach any existing copyright act and no
portion of this report is copied from any other work done earlier for a degree
or otherwise.
I further undertake to indemnity the department against any loss or damage
arising from breach of foregoing obligations.
………………………….
Samsul Alam
Roll: 05-002
BBA (16th
Batch) Program
Department of Management Information Systems (MIS-5th
Batch)
Faculty of Business Studies
University of Dhaka
Dhaka-1000, Bangladesh.

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SUPERVISOR’S CERTIFICATE
This is to certify that the internship report titled “HRIS: A Case of
GrameenPhone Ltd.” submitted by Samsul Alam, a student of BBA 5th
Batch, ID. 05-002, Department of MIS, University of Dhaka, is the candidate‘s
own achievement and is not a conjoint work. I also certify that I have gone
through the draft report thoroughly and found it satisfactory for submission to
the Department of MIS in the fulfillment of the requirements for the degree of
Bachelor of Business Administration (BBA).
He worked under my supervision and followed my instructions. He has
successfully completed his internship period. The report is accepted in quality
and forwarded for presentation.
The internship supervisor,
..................................................
Dr. Md. HASIBUR RASHID
Professor
Department of MIS
University of Dhaka

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ACKNOWLEDGEMENT
The theoretical knowledge that is gathered from the Educational institution is
not sufficient to aware the subject matter rather the practical knowledge. In
order to resolve the dichotomy between these two areas, I was assigned to
prepare a report on “HRIS: A Case of GrameenPhone Ltd.” of
Grameenphone Ltd.
I, Samsul Alam, first of all, would like to express my gratitude to almighty Allah
for keeping me mentally and physically sound to prepare this report. Again, I
would also like to express my heartiest gratitude & thanks to those people,
because without their dedication and contribution this report would not get the
successful completion.
I would like to take the opportunity to express my gratitude to my internship
advisor, Dr. Md. HASIBUR RASHID, Professor, Department of Management
Information Systems, University of Dhaka, for his valuable suggestion,
constant encouragement and keen interest at every stage of this study,
without his supervision that would have been extremely difficult to accomplish.
I would also like to thank Rahat Chowdhury, Senior Executive, BP
Department under P&O Division for his continuous support & inspiration
regarding completion of my internship paper.
I would also like to pay my gratitude to Kayema Alam, Senior Executive,
Shared Service Department, P&O Division; Rubaiyat Salam, Shared Service
Department, P&O Division; Ruhul Amin, BP, P&O; Nayeem Islam, P&O;
Tusar, P&O; Rumana Haque Chowdhury, Intern, BP, P&O; and Tania
Jahan, Intern, SS, P&O, GP for their endless cooperation & priceless
suggestion.
Finally, I humbly appreciate the endurance & assistance of the entire
individuals at BP Department, P&O Division, Grameenphone Ltd., who spent
their time in making me able to complete my Internship Report.

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EXECUTIVE SUMMARY
Being the leading telecommunication company Grameenphone Ltd. enters in
the business field that has already become the top telecommunication
company of the country. To achieve this goal P&O Division should play a
leading role. We know that proper management of people of an organization
using IS is essential for achievement of efficiency and effectiveness of
operation. If people are properly managed & organized then it will result in the
overall performance in a positive way to achieve short term & long term goal.
On the other hand, if these are not properly managed & organized then it will
result in poor performance. This report covers a thorough analysis about the
HRIS in P&O Division of Grameenphone Ltd.
This report covers the information necessary to understand the system
development process for HRIS. The system development process involves
multiple stages from initial design to implementation and evaluation. Failure to
follow these steps or rushing through them will result in a poorly designed
system that will ultimately fail when it is implemented. Thus, this report begins
to identify some of the information that is critical for the eventual
implementation of an HRIS. It is started with a focus on the users of the
system to help the system development process in its beginning steps. The
types of information about users/ customers of the HRIS, the sorting of HRIS
data into categories of human capital, and the main concepts of hardware and
database security are covered.
The first chapter covers the rationale, objective, research methodology,
limitation and organization of the report. The second chapter includes the
literature review, the third chapter includes the overall profile of
Grameenphone Ltd., the fourth chapter elucidates HRIS: A Case of
GrameenPhone Ltd. including all activities done through HRIS and HRMIS,
the fifth chapter describes analysis of the data and the remaining chapter
describes findings, conclusions, recommendations, references, and appendix.

i
Table of Contents
Letter of Submission ...................................................................................................................i
DECLARATION ............................................................................................................................ ii
SUPERVISOR’S CERTIFICATE...................................................................................................... iii
ACKNOWLEDGEMENT............................................................................................................... iv
EXECUTIVE SUMMARY............................................................................................................... v
CHAPTER 1 INTRODUCTION .............................................................................................................1
1.0 Introduction: ....................................................................................................................1
1.1 Rationale of the study:.....................................................................................................2
1.2 Objective of the study:.....................................................................................................2
1.2.1 Main Objective:.........................................................................................................2
1.2.2 Specific Objective:.....................................................................................................2
1.3 Research Methodology:...................................................................................................3
1.3.1 Data Collection:.........................................................................................................3
1.3.1.1 Primary Data: .....................................................................................................3
1.3.1.2 Secondary Data:.................................................................................................3
1.4 Limitations of the study: ..................................................................................................3
1.5 Organization of the report:..............................................................................................4
CHAPTER 2 LITERATURE REVIEW ......................................................................................................5
2.0 Literature review..............................................................................................................5
CHAPTER 3 COMPANY DETAILS ........................................................................................................7
3.1 Name and location of the Company ................................................................................7
3.2 Historical background of the telecommunication ...........................................................7
3.3 About Telenor ..................................................................................................................8
3.4 About Grameen telecom..................................................................................................8
3.5 Company Structure..........................................................................................................9
3.6 Divisions and Department ...............................................................................................9
3.7 Journey of GrameenPhone ............................................................................................11
3.8 Name and characteristics of founders ...........................................................................12
3.9 Existing Share holders....................................................................................................13
3.10 Company’s Vision.........................................................................................................14
3.11 Company’s Mission ......................................................................................................14
3.12 Company’s Objective ...................................................................................................14
3.13 Company’s Values: .......................................................................................................15
3.14 Operating Coverage .....................................................................................................15

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3.15 Product and Internet service of GrameenPhone.........................................................17
3.16 Company’s Awards:......................................................................................................18
CHAPTER 4 COMPETITIVE SCENARIO & SWOT ANALYSIS OF GRAMEENPHONE ....................................19
4.1 Competitive Scenario of GrameenPhone ......................................................................19
4.2 SWOT analysis................................................................................................................22
4.2.1 SWOT analysis of GrameenPhone...........................................................................23
4.2.2 SWOT Analysis of P&O Division:..............................................................................25
CHAPTER 5 HRIS: SYSTEM CONSIDERATIONS IN DESIGNING P&O OF GP ............................................26
5.1 HRIS................................................................................................................................26
5.2 History of HRIS ...............................................................................................................27
5.3 Development of HRIS.....................................................................................................28
5.4 Components of an HRIS .................................................................................................28
5.5 Users of HRIS applications .............................................................................................28
5.6 HRIS functions................................................................................................................29
5.6.1 Integrating the Technologies of HR.........................................................................29
5.6.2 Increased Efficiency.................................................................................................30
5.6.3 Increased Effectiveness...........................................................................................30
5.6.4 IT-Enabled Processes...............................................................................................30
5.7 Cost and benefit of HRIS ................................................................................................31
5.8 Key Human Resource functions and risks......................................................................31
5.8.1 HR and payroll data management ..........................................................................31
5.8.2 Workforce management .........................................................................................31
5.8.3 Payroll processing ...................................................................................................32
5.8.4 System maintenance and integration .....................................................................32
5.8.5 Feature article: Implementing self-service functionality........................................32
5.9 Payroll configuration......................................................................................................33
5.10 Feature article: Managing and maintaining the HRMIS...............................................34
5.10.1 Change Management............................................................................................34
5.10.2 Interface Management .........................................................................................35
5.10.3 User Access Management.....................................................................................35
5.10.4 Business Continuity Management ........................................................................35
10.11 Best of Breed..............................................................................................................36
10.12 System Implementation Process................................................................................36
10.13 Evaluation of Project..................................................................................................37
10.14 Potential Pitfalls .........................................................................................................37

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CHAPTER 6 INTERNSHIP EXPERIENCES & JOB DESCRIPTION WITH GRAMEENPHONE...............................38
6. 1 Starting Journey to Corporate world.............................................................................38
6. 2 Daily activities and Reporting........................................................................................38
6. 3 Leadership Process........................................................................................................46
6. 4 Strategic Planning..........................................................................................................46
CHAPTER 7 FINDINGS OF THE STUDY...............................................................................................48
7.1 Conceptual Framework..................................................................................................48
7.2 Findings & Overall Impact..............................................................................................49
7.3 Solutions offered by HRIS Systems.................................................................................50
CHAPTER 8 SUMMARY, CONCLUSIONS AND RECOMMENDATIONS.......................................................53
8.1 Summary........................................................................................................................53
8.2 RECOMMENDATION.......................................................................................................54
8.3 CONCLUSION..................................................................................................................55
References:..................................................................................................................................I
Bibliography:...........................................................................................................................I
Web References:...................................................................................................................III
Acceptance Letter:................................................................................................................IV
Appendix: ...................................................................................................................................V
Appendix-A: Work Schedule ..................................................................................................V
Appendix-B: Questionnaire...................................................................................................VI
Appendix-C: Acronyms & Elaborations...............................................................................VIII
Appendix-D: Index..................................................................................................................X
Table of Figures
Figure 1: Company structure of GP............................................................................................9
Figure 2: Shareholders of GP....................................................................................................13
Figure 3: Location of GP...........................................................................................................16
Figure 4: Product and Internet service of GrameenPhone......................................................17
Figure 5: Overview of SAP and PeopleSoft HRMIS payroll configuration ................................33
Figure 6: Developed Conceptual Framework of Research Variables and their relationships..48
Figure 7: Performance of GP at a glance..................................................................................52
Figure 8: Work Schedule ............................................................................................................V
Figure 9: Acronyms with its elaboration .................................................................................VIII

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CHAPTER 1 INTRODUCTION
1.0 Introduction:
Successful implementation is the central goal of every HRIS project, and it
begins with a comprehensive design for the system. As the steps in the
system development process are covered in this chapter, the foundation
knowledge that is critical to the implementation process will be emphasized.
Only by understanding the users/customers of the HRIS, the technical
possibilities, the software solution parameters, and the systems
implementation process can we increase the probability that the completed
software installation will adequately meet the needs of the HRM function and
the organization. The chapter will begin by identifying the potential users and
the kind of information that the (HRIS) will be managing/ storing to facilitate
decision making. The chapter will next discuss the technical infrastructure,
how the technical infrastructure has evolved, and the many choices that the
organization must make. After the technology is discussed, the systems
implementation process will be presented. Those who have participated in a
system implementation will tell you that success is the result of careful
planning, a dedicated team, top-management support, and an awareness of
potential pitfalls. These same people will also tell you that the implementation
process provides a host of opportunities to reengineer and systematically
improve non software processes to reflect best practices in HRM. These
opportunities should not be ignored, as they can benefit the organization as
much as implementing the software will. Finally, the implementation team
members will tell you that it was the most intense 6 months, year, or 2 years
of their work life but that they learned a lot and every moment of the
experience was worth the time.

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1.1 Rationale of the study:
Internship after exam is a 3-credit compulsory course in BBA Program at
Faculty of Business Studies, University of Dhaka. As I am a student of
Management Information Systems (MIS), I am supposed to intern in such a
position where I can get acquainted with the real world usage of Information
Systems. So it‘s my academic duty to prepare an internship report after, at
least, 45-day internship. I prepared this report as of my academic duty after
BBA written exam. As my internship supervisor instructed me to prepare
internship report on HRIS: A Case of Grameenphone Ltd., I prepared this long
formal report on pros and cons of HRIS of Grameenphone Ltd. in Bangladesh
so that the telecommunications knowledge can be enhanced. In other word,
HRIS is one of the latest leading HR technologies that can facilitate P&O
Division.
1.2 Objective of the study:
This is an academic work. The study has some objectives that can be
grouped into main objective and specific objectives as follows:
1.2.1 Main Objective:
The main objective of the study is to get idea about the Telecommunications,
HRIS of P&O Division & its operation. This study explores the role of human
resource information systems (HRIS) in strategic human resource
management (SHRM). Other objectives were to observe the functions of the
P&O division, to have idea on human resources of Grameenphone, to identify
pitfalls in existing system practiced by Grameenphone Ltd. and suggest
necessary changes on the policy guideline to enhance the effectiveness and
efficiency of Grameenphone Ltd.
1.2.2 Specific Objective:
The study has some more specific objectives such as:
To investigate the benefits of HRIS
To probe the role of HRIS in strategic activities by HR managers
To explore the overall contribution of HRIS in human resource planning
To identify the competitive position of Grameenphone Ltd. in terms of
HRIS
To review the current technologies used in P&O division

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To understand the overall operational process of HRIS
To review the application of HRIS
To enhance the brand image and strengthen the value chain
management of Grameenphone Ltd.
This paper tries to fulfill all the study objectives by the methodology stated
below:
1.3 Research Methodology:
This report is based on the primary and secondary data. This report also
bears the practical knowledge I worked at the particular division during the
internship period. So the methodology is the mixing of primary and secondary
data with practical knowledge.
1.3.1 Data Collection:
In order to make the report more meaningful, both the primary and secondary
data have been collected.
1.3.1.1 Primary Data:
The primary data sources were observation of working procedure while
working in BP including HRIS/HRMIS/PMIS, P&O division, Grameenphone
Ltd., face to face interaction with the GP resource personnel, practical
experience in the different desk of the department.
1.3.1.2 Secondary Data:
Majority of the data will be collected from Annual Report Informal discussion
mainly with my supervisor, printed materials like annual report, brochures,
books and articles on the related factors in the conceptual framework of the
report, GrameenPhone official Websites (http://www.grameenphone.com/)
were used as sources of relevant secondary data.
1.4 Limitations of the study:
Although efforts will be made to make the report as comprehensive as
possible, nevertheless, the following limitations have been identified for the
preparation of the report:
Such a short internship period was not sufficient to understand the
insights of HRIS at GP.

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Lack of information due to inadequate telecom publications and
journals.
Data availability could be another big issue here because company
might not want to disclose all the confidential information regarding
their managerial strategies and plans.
Data from different sources were quite inconsistent which created
some problems in making the report.
The outcome of the study can thus be regarded exploratory, and may
not be treated as absolute for the whole country.
All of the respondents are young generation (19-27 years old); their
opinion and preferences may conflict with the elders (more than 35
years old respondents).
All the concerned personnel of the GP‘s different departments may not
be interviewed.
Lack of in-depth knowledge and analytical ability for writing such report.
It was very difficult to collect the information from various personnel for
the job constraint.
1.5 Organization of the report:
The first chapter covers the rationale, objective, research methodology,
limitation and organization of the report. The second chapter includes the
literature review, the third chapter includes the overall profile of
Grameenphone Ltd., the fourth chapter elucidates Competitive Scenario &
SWOT Analysis of GrameenPhone, the fifth chapter includes in depth of
HRIS: System Considerations in Designing P&O of GP, the sixth chapter
includes Internship Experiences & Job Description with GrameenPhone, the
seventh chapter describes the findings, and chapter eighth presents the
implication of the results including Summary, Conclusions and
Recommendations.
End of the Chapter

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CHAPTER 2 LITERATURE REVIEW
2.0 Literature review
A literature review is a description of the literature relevant to a particular field
or topic. It gives an overview of what has been said, who the key writers are,
what are the prevailing theories & hypothesis, what questions are being asked
& what methods & methodologies are suited.
Albert C. Hyde and Jay M. Shafritz (1977) conducted their study when HRIS was a
new concept and just came into market. They portrayed HRIS as a system useful in
planning and accountability of human resources and as a personnel management
tool too. The authors also specified various modules, advantages, uses etc. of HRIS
at that time and future expectations from HRIS in human resource management.
Grallagher (1986); Broderick and Boudreau (1992) Further, various studies
had offered a conclusive evidence to affirm the role HRIS plays in support of
strategic decision-making. There‘s been a dramatic increase in HRIS‘s usage.
Ulrich (1997) said that using HRIS provides value to the organization and
improves HR professionals‘ own standing in the organization.
Brockbank (1999) suggested the need for HR to become a strategic partner.
HRIS provides management with strategic data not only in recruitment and
retention strategies, but also in merging HRIS data into large-scale corporate
strategy. The data collected from HRIS provides management with decision-
making tool. Through proper HR management, firms are able to perform
calculations that have effects on the business as a whole. Such calculations
include health-care costs per employee, pay benefits as a percentage of
operating expense, cost per hire, return on training, turnover rates and costs,
time required to fill certain jobs, return on human capital invested, and human
value added. It must be noted though, that, none of these calculations result
in cost reduction in the HR function.
Kenneth et. al. (2002) discussed various administrative and strategic
advantages of HRIS. Various administrative advantages underlined by the
author includes employee self-service, interactive voice response etc. the
author also propounded that businesses can leverage from the administrative
cost savings, as well as strategic advantage in the course of information
gathering, processing, and sharing.

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Madhuchanda Mohanty and Santosh Kumar Tripathy (2009) analyzed the
HRIS of NALCO in his study. The author exhibits that the present HRIS of
NALCO has improved the overall pace and competence of HR functions, but
still needs reengineering. The study supports that HRIS is used for
administrative purpose and not analytical purpose. To gain cost effectiveness
in- house development of HRIS is decided but it was very time consuming
process. In addition to this there are some other drawbacks that have to be
surmounted to make the HRIS of NALCO more proficient.
Prof. Dr. Anil C. Bhavsar (2011) discusses various advantages, applications
and importance of HRIS. The author highlighted that ―today's HRIS has the
potential to be an enterprise wide decision support system that helps achieve
both strategic and operational objectives‖.
Dr. Shikha N. Khera and Ms. Karishma Gulati (2012) stated that Human
resource information system (HRIS) is not new concept but it is recuperating
day by day with changing environment. Its major role is in human resource
planning (HRP) which itself a crucial activity in any organization. Ineffective
HRP can lead to extra or fewer numbers of employees than needed. Both
over and under number of employees can create crappy situations. HRIS
helps in proper planning of human resources. This paper focuses on the role
of HRIS in HRP. The research is empirical in nature as 127 respondents from
top 7 IT companies (as per their market share) are taken to see the sights of
the objectives. The survey is done with the assistance of the questionnaire.
After investigation it is concluded that HRIS has various benefits but the
foremost is HRIS stores ample data about the employees of the organizations
that helps in escalating the snail‘s pace of HRP. HRIS also helps in the
strategic activities of HR managers and more in training and development,
succession planning, applicant tracking in recruitment and selection and
manpower planning. While analyzing the overall contribution of HRIS in HRP
it is concluded that HRIS identifies occupied and unoccupied positions in an
organization very effectively and accurately.
End of the Chapter

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CHAPTER 3 COMPANY DETAILS
3.1 Name and location of the Company
GrameenPhone limited is now the leading telecommunications service
provider in Bangladesh. It is a joint venture enterprise between Telenor and
Grameen Telecom Corporation, a non-profit sister concern of the
internationally acclaimed microfinance organization and community
development bank Grameen Bank. Telenor is the largest telecommunications
company in Norway and it owns 55.8% shares of GrameenPhone, Grameen
Telecom owns 34.2% and the remaining General Public and other institutions
own 10%. Headquarter of GrameenPhone is situated at Bashundhara
Residential Area. They also have around 14 buildings in Gulshan area, which
was the previous headquarter of GrameenPhone office. None of those are
Grameenphone‟s own building. The ―GP HOUSE‖- GrameenPhone 9-story
headquarter building is located adjacent to the main entrance of the
Bashundhara Residential Area. The building was constructed by ―Associated
Builders Corporation Limited” and Vistaara and Icon Architects (VIA) was the
consultant.
3.2 Historical background of the telecommunication
The Telecom market in Bangladesh has differentiated characteristics of very
low Tele-density, inefficiency and totally controlled by capitalization. BTTB
(Bangladesh Telephone and Telegraph Board) is proved to be incapable of
providing sufficient interconnections to meet the demand of mobile services
providers. The state owned BTTB has been the monopoly telephone service
provider in the telecom industry. BTTB provided only fixed line telephony
services in the urban areas where as 80% of the population of Bangladesh
lived in the rural areas. In the telecom sector Bangladesh government allowed
private sector participation in telecom sector by granting the permission to
operate as a private service provider in 1989. This license was awarded to
two operators, BRTA (Bangladesh Rural Telecom Authority) and Sheba
Telecom Pvt. Ltd. Opening its mobile phone sector for private and foreign
investment in 1989, Bangladesh holds the pioneering figure among LDC‘s.
Pacific Telecom launched the country's first mobile phone service.

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3.3 About Telenor
Telenor Group is one of the world‘s major mobile operators with 148 million
mobile subscriptions. They have mobile operations in 11 markets and in
additionally 18 markets through their ownership in VimpelCom Ltd. The
Telenor Group is headquartered in Oslo, Norway and listed on the Oslo Stock
Exchange.
3.4 About Grameen telecom
The primary mandate of Grameen Telecom (GTC) is to promote development
of tele-communication services in rural areas of the country with a view to
reducing poverty by creating new opportunities for income generation through
self-employment with access to modern information and communication
based technologies. Grameen Telecom, which owns 34.20% of the shares of
GrameenPhone, is a not-for-profit company in Bangladesh established by
Professor Muhammad Yunus, winner of the Nobel Peace Prize 2006.
Grameen Telecom, with its field network, administers the Village Phone
Program, through which GrameenPhone provides its services to the fast
growing rural customers, Grameen Telecom trains the operators and handles
all service-related issues. GTC has been acclaimed for the innovative Village
Phone Program. GTC & its Chairman Nobel Peace prize laureate Professor
Muhammad Yunus have received several awards which include; First ITU
World information Society Award in 2005; Petersburg Prize for Use of the IT
to improve Poor People‘s Lives‖ in 2004; GSM Association Award for ―GSM in
Community Service‖ in 2000.

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3.5 Company Structure
GrameenPhone Ltd. Company Structure is given below-
Figure 1: Company structure of GP
3.6 Divisions and Department
 Commercial Division
o Business Intelligence
o Business Transformation
o CES & DSM
o Customer Experience
o Direct Sales
o DRS
o Marketing
o Product
o Telemarketing & Lead Management, DRS
 Communications
o Corporate Communications
o Public Relations
 Corporate Affairs
o Legal & Compliance
o Stakeholder Relation

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 Finance
o Business Support
o Corporate Finance & Treasury
o Project Cost Transformation & OE
o Taxation
 MD
o Financial Services
o Governance & Strategy
o Sourcing
 People and Organization (P&O)
o Business Partner (BP)
o Center of Expertise (COE)
o Shared Service
o (Health, Safety, Security & Environment) HSSE
o Compliance
 SA
o DRS
 Sourcing
o Sourcing Operations
 Technology
o Assurance
o Corporate Finance & Treasury
o Implementation
o Operations
o OSS NMS
o Partner Management
o ROM, Operations
o RTS/Operations
o Wholesale Business

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3.7 Journey of GrameenPhone
2013 Start WiFi zone based internet service in Banani and Gulshan. Reached
40.33 million Active subscribers till March 2013. Introducing Smart phones
with connection. Introduce smart internet package with free SMS, Talk time
and MMS. Awarded 3G License and related 10 Mhz of spectrum by
Bangladesh Telecommunication Regulatory Commission (BTRC).
2012 Awarded license for 2G operation for 15 years effective from November
2011; two new affordable packages ‗Amontron‘ and ‗Nishchinto‘ were
launched, 10-second pulse was introduced for all products including helplines;
A GP App was launched to facilitate mobile self-service; Reached 40.02
million Subscribers.
2011 Launched ‗My zone‘- location based discount on usage, Micro SIM cards
for iPhone, Spondon Package with 1-sec pulse; Grameenphone Branded
Handset (C200, QWERTY handset ‗Q100‘ and Android Handset ‗Crystal‘),
Customer Experience Lab, eCare solution; Completed swapping of 7,272 nos.
of BTS; Reached 36.5 Million Subscribers.
2010 Launched New Tariff Plan, ‗MobiCash‘ Financial Service Brand, Ekota
for SME, Baadhon Package, Mobile Application 2005 Development Contest &
Network Campaign; Reached 29.97 Million Subscribers.
2009 Listed on Dhaka Stock Exchange Ltd. and Chittagong Stock Exchange
Ltd.; Launched Internet Modem, Special Olympic Regional Talent Hunt, Stay
Green Campaign, Internet Package P5 & P6, Grameenphone Branded
Handset & Studyline; Reached 21 Million Subscribers.
2008 Introduced BlackBerry Service; Commissioned Brand Positioning &
launched Stay Close & Customer Care Campaign; Reached 20 Million
Subscribers.
2007 Converted to a Public Limited Company; Re-launched Business
Solutions; Launched New VAS, Bull Stock Information, Missed Call Alert &
Pay For Me Service; Re-branded djuice; Reached 16 Million Subscribers.

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2006 Launched Health Line, Smile Prepaid & Xplore Postpaid, Cellbazaar,
Business Solutions for Business Class & Community; Introduced new GP
Logo Following Maiden Decade of Operation; Reached 10 Million
Subscribers.
2005 Launched Electronic Recharge System, djuice Brand Targeting Youth
Segment, EDGE & Voice SMS for the first time in Bangladesh; Reached 4
Million Subscribers.
2004 Reached 2 Million Subscribers.
2003 Launched Prepaid Product with PSTN Connectivity; Reached 1 Million
Subscribers.
2002 Achieved BD Business Award for ―Best Joint Venture Enterprise.
2001 Launched WAP Service.
1999 Launched First Prepaid Service in the Country.
1998 Launched Mobile to Mobile Service (without PSTN Access).
1997 Commenced Operation on the Independence Day of Bangladesh.
1996 Incorporated as a Private Limited Company.
After seventeen years of operations GP achieved 47.1 million Subscribers
and more than 60 thousand Shareholders as of December 2013 are now
empowered under a single network. Now, it is time to move ahead and build a
digital future that will be truly for all.
3.8 Name and characteristics of founders
GrameenPhone is a joint venture company comprising of:
Telenor A state-owned telecommunication company from Norway. It has a
long history of successful cooperation with other operators in Russia,
Hungary, Montenegro, Ireland, Bangladesh, Greece, Germany, Australia,
Malaysia etc.

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Grameen Telecom A sister concern of Grameen Bank. It was established by
Grameen Bank to organize and assist those Grameen bank borrowers who
wish to retail telephone services in the rural areas.
Marubeni Corporation A leading investment and trading company from
Japan. The company owns 9.5% of GP.
Gonofone Development Corporation A New York-based telecommunication
development company having investments in many companies in USA,
Russia and other parts of Europe. Gonofone Development Corp. owns 4.5%
of GP.
3.9 Existing Share holders
GrameenPhone is the largest mobile operator in Bangladesh. The
shareholders of GrameenPhone contribute their unique, in-depth experience
in both telecommunications and development. It is a joint venture enterprise
between Telenor (55.8%), the largest telecommunications service provider in
Norway with mobile phone operations in 12 other countries, and Grameen
Telecom Corporation (34.2%), a non-profit organization of Bangladesh. The
other 10% shares belong to general retail and institutional investors.
Figure 2: Shareholders of GP
Both are dedicated to Bangladesh and its struggle for economic progress and
have a deep commitment to GrameenPhone and its mission to provide
affordable telephony to the entire population of Bangladesh.

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3.10 Company’s Vision
Grameenphone‘s vision is “We’re here to help.” That means
GrameenPhone Ltd. is always there to help the customers get the full
assistance of communications services in their daily lives. They want to make
it simple for the customers to get what and when they want it.
3.11 Company’s Mission
The mission of GrameenPhone Ltd is to deliver reliable, widespread,
convenient mobile and cost effective telephone services to the people in
Bangladesh irrespective of where they live. They are providing a total
communication solution to its customers. To do this, the service advance of
GrameenPhone has extensively developed over the last few years.
GrameenPhone subscribers now enjoy all the modern data communication
and content services. Mobile office, internet access, MMS and modern music
and download services are available through the nationwide EDGE enabled
network.
3.12 Company’s Objective
GrameenPhone (GP) has been established to provide high-quality GSM
cellular service at affordable prices. GrameenPhone has a dual purpose:
To receive an economic return on its investment
To contribute to the economic development of Bangladesh where
telecommunications can play a critical role
The Company has developed its strategies so that it earns healthy returns for
its shareholders and at the same time, contributes to genuine development of
the country. This is why GrameenPhone, in collaboration with Grameen Bank
and Grameen Telecom, is aiming to place one phone in each village to
contribute significantly to the economic benefit of the poor. It is on the way to
get a total uprising in the telecommunication field. By accomplishing the
success factors, GrameenPhone would like to be recognized as a consistent,
honest and committed company to its valued subscribers and stakeholders.

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3.13 Company’s Values:
Make it easy: Everything GP produce should be easy to understand and use.
GP always remember that they try to make customers‘ lives easier.
Keep Promises: Everything GP do should work perfectly. If it doesn‘t, they‘re
there to put things right. They‘re about delivery, not over-promising. They‘re
about actions, not words.
Be Inspiring: GP are creative. They bring energy and imagination to their
work. Everything they produce should look fresh and modern.
Be Respectful: GP acknowledge and respect local cultures. They want to be
a part of local communities wherever they operate. They want to help
customers with their specific needs in a way that suits way of their life best.
3.14 Operating Coverage
GrameenPhone has the leading network with the widest coverage in the
country. The GrameenPhone network now covers over 99 percent of the
population and over 87 percent of the land area with the remaining areas
mostly falling under the Sundarbans and the Chittagong Hill Tract areas
where mobile phone coverage is not allowed. Presently GrameenPhone has
covered 462 upazillas of 64 districts.
The company has so far invested more than BDT 10,700 crore (USD 1.6
billion) to build the network infrastructure since its inception in 1997. It has
invested over BDT 3,100 crore (USD 450 million) during the first three
quarters of 2007 while BDT 2,100 crore (USD 310 million) was invested in
2006 alone. Since its inception in March 1997, GrameenPhone has built the
largest cellular network in the country with over 10,000 base stations in more
than 5700 locations. A record 4181 new base stations were put into operation
around the country during the year, crossing the 10,000 base station
milestones in the process. In addition, the entire GrameenPhone network is
EDGE/GPRS enabled, allowing its customers to access high-speed Internet
from anywhere within the coverage area.

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Figure 3: Location of GP

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3.15 Product and Internet service of GrameenPhone
Figure 4: Product and Internet service of GrameenPhone

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3.16 Company’s Awards:
Accolades In 2013 In 2013, Grameenphone won a number of awards. With
integrity and hard work, they continue their journey with recognition and
goodwill. They get better every year and their awards inspire them to GO
Beyond.
Best Presented Annual Report 2012 Won the award from the Institute of
Chartered Accountants of Bangladesh (ICAB) in recognition of transparency,
accountability and compliance with local and international standards.
mBillionth Award Grameenphone‘s SMS based solution for maintenance of
tubewells to ensure safe drinking water in partnership with HYSAWA received
mBillionth award by Digital Empowerment Foundation.
Award for Rain Water Harvesting in GPHouse Awarded by the Water Aid
and Rain Forum for rainwater harvesting in GPHouse.
Brand Award Received a total of 5 awards; Three Grand Prix (highest
recognition), One Gold and One Silver at the 3rd edition of the Commward
organized by Brand Forum.
End of the Chapter

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CHAPTER 4 COMPETITIVE SCENARIO & SWOT
ANALYSIS OF GRAMEENPHONE
4.1 Competitive Scenario of GrameenPhone
There are six mobile telephone operators in Bangladesh at the moment.
Among them one is Government owned telephone operator: Teletalk and the
other five are privately owned companies namely GrameenPhone, Banglalink,
Robi, Airtel, Citycell. GrameenPhone Limited, the number one and leading
mobile phone company in the area of telecommunications in Bangladesh.
GrameenPhone Limited managed to grab 44% of the market share only by
providing cost-effective & best service available in the market of mobile
telecommunication. GrameenPhone Limited has made its expansion not only
in the urban areas, but also it stretched its network in the rural areas for the
economic empowerment of the rural people. It has the largest network, the
widest coverage, the biggest subscriber base and more value added services
than any other mobile phone operators in Bangladesh. GrameenPhone
Limited has a very strong competitive position in the telephone industry in the
country.

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Banglalink Digital Communication Limited; previously Orascom Telecom
Bangladesh Limited When Banglalink entered the Bangladesh telecom
industry in February 2005, the scenario changed overnight with mobile
telephony becoming an extremely useful and affordable communication tool
for people across all segments. Banglalink was previously known as Sheba
Telecom which began operation in 1998. It was a joint venture between a
Malaysian Conglomerate, Technology Resources Industries Berhad and a
local firm named Integrated Services Ltd. (ISL). In 2005 Orascom Telecom
Holding (OTH) acquired Sheba Telecom and gave a new trading name
Banglalink. Within one year of operation, Banglalink became the fastest
growing mobile operator of the country. Banglalink represent a market share
of 27.18%. Banglalinks new company name is Banglalink Digital
Communication Limited Banglalink‘s total subscriber is approximately 25.921
million or 2 core 59 lakh 21 thousand subscribers.
Robi Axiata (Bangladesh) Limited Axiata (Bangladesh) Limited is a dynamic
and leading countrywide GSM communication solution provider. It is a joint
venture company between Axiata Group Berhad, Malaysia and NTT
DOCOMO INC, Japan. Axiata (Bangladesh) Limited, formerly known as
Telekom Malaysia International (Bangladesh), commenced its operation in
1997 under the brand name Aktel among the pioneer GSM mobile
telecommunications service providers in Bangladesh. In early 2008, Aktel
slipped from the second position to the third after facing fierce competition
from Banglalink. Aktel boasts of the widest international roaming service in the
market, connecting 315 operators across 170 countries. It is the first operator
in the country to introduce GPRS. Aktel uses GSM 900/1800 MHz standard
and operates on allocated 12.8MHz frequency spectrum. Later, on 28th
March, 2010 the company started its new journey with the brand name Robi.
Robi is the third largest mobile phone operator in Bangladesh in terms of
revenue and subscribers (21.403 million as of March 2013).
Airtel Bangladesh Limited AIRTEL Bangladesh Ltd. is a GSM-based cellular
operator in Bangladesh. Airtel Bangladesh is the sixth mobile phone carrier to
enter the Bangladesh market, and launched commercial operations on May
10, 2007. Warid Telecom International LLC, an Abu Dhabi based consortium,

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sold a majority 70% stake in the company to India's Bharti Airtel Limited for
US$300 million. Bharti Airtel Limited will take management control brand from
20 December 2010. The Bangladesh Telecommunication Regulatory
Commission approved the deal on Jan 4, 2010. Airtel Bangladesh had 7.472
million subscribers as of March 2013.
Citycell Pacific Bangladesh Telecom Limited Citycell (Pacific Bangladesh
Telecom Limited) is the first mobile communications company of Bangladesh.
It is the only CDMA network operator in the country. As of 1 March, 2008,
Citycell's total mobile subscriber base is 1.56 million, up 137 per cent or
680,000 from two years ago, giving it the best growth rate of the company till
date. Citycell is currently owned by Singtel with 45% stake and the rest 55%
owned by Pacific Group and Far East Telecom. By the end of 2007 Citycell
had refurbished its old brand identity and introduced a new logo and corporate
identity; the new logo is very reminiscent of the old logo. However the slogan
has remained unchanged "Because we care". Citycell had 1.451 million
subscribers as of March 2013.
Teletalk Bangladesh Limited TeleTalk (Teletalk Bangladesh Ltd) is a GSM
based state-owned mobile phone company in Bangladesh. TeleTalk started
operating on 29 December, 2004. It is a Public Limited Company of
Bangladesh Government, the state-owned telephone operator. TeleTalk
provide GPRS internet connectivity. Teletalk is the first operator in the country
that gave BTTB (BTCL) incoming facility to its subscribers . The mission
statement of TeleTalk is ―Desher Taka Deshey Rakhun‖ (―Keep your Money in
your Country‖). TeleTalk is the 6th largest mobile phone operator in
Bangladesh with 1.831 million subscribers as of March 2013. Teletalk is the
first mobile operator who serve 3rd generation network service in Bangladesh.
Total Mobile Phone Active subscribers at the end of March 2013:
GrameenPhone Ltd. (GP): Approximately 40.33 million or 4 core 43 lakh 30
thousand subscribers.
Banglalink Digital Communication Limited; previously Orascom
Telecom Bangladesh Limited: Approximately 25.921 million or 2 core 59
lakh 21 thousand subscribers.

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Robi Axiata Limited (Robi): Approximately 21.403 million or 2 core 14 lakh 3
Airel Bangladesh Limited (Airtel): Approximately 7.472 million or 74 lakh 72
Pacific Bangladesh Telecom Limited (Citycell): Approximately 1.451
million or 14 lakh 51 thousand
Teletalk Bangladesh Ltd. (TeleTalk): Approximately 1.831 million or 18 lakh
31 thousand.
N.B. Total Number of subscribers is: Approximately 99.871 million or 9 core
98 lakh 71 thousand.
Operator: Percentage
GP 41%
Banglalink 26%
Robi 22%
Airtel 8%
Citycell 1%
TeleTalk 2%
4.2 SWOT analysis
SWOT analysis is a structured planning method used to evaluate the
Strengths, Weaknesses, Opportunities, and Threats involved in a project or in
a business venture. Setting the objective should be done after the SWOT
analysis has been performed. This would allow achievable goals or objectives
to be set for the organization.
Strengths characteristics of the business or project that give it an advantage
over others.
Weaknesses are characteristics that place the team at a disadvantage
relative to others.

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Opportunities are elements that the project could exploit to its advantage.
Threats are elements in the environment that could cause trouble for the
business or project.
Identification of SWOTs is important because they can inform later steps in
planning to achieve the objective.
4.2.1 SWOT analysis of GrameenPhone SWOT stands for Strength, Weakness,
Opportunity, and Threat. This is a very important tool for a company to
analyze its internal and external environment. The SWOT of GP is:
STRENGTHS:
Largest Geographical Coverage
Largest International roaming Service
Strong Distribution Channels
Pre-Paid service that are so Flexible
Low price handsets with quality and variability for rural people
Lease of Fiber-Optic cable from Bangladesh Railway
Market Leadership & financial soundness
Good Owner Structure
Competitive Price
Dynamic Management Team
24 Hours Customer Services
Skilled Human Resource
Access to the Widest Rural Distribution network through Grameen
Bank
More Attractive VAS (Value Added Services)
High Ethical Standard
Network Availability Brand Name of Grameen Image
Effective Support Organization

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OPPORTUNITIES:
Unmet demand
Possibility of further network expansion
Increasing interconnection with BTTB
Favorable Regulatory Authority
Possibility of innovative products and services
Economic Growth of Bangladesh
New and Better Interconnect Agreement
Huge Demand for Telecom Services
Increased Intentional Activities in Bangladesh
Declining Prices for Handsets
New International Gateway
Flexibility of Mobile Phone
WEAKNESS:
Billing inflexibility
Growing customer dissatisfaction
Lack of follow-up from customers
Deviation from original business plan
Culture Gap
Complicated Pricing Structure
Incomplete Messages through Promotional Activities
Different Departments are not working together
THREATS:
Introduction of BTTB mobile phones
Aggressive marketing by competitors
Possibility of new entrances using GSM Technology
Better relationship of competitors with regulatory body
More Rigid Government Regulations
Upgraded Technology Used by Competitors
Political Instability
Devaluation of Taka
Non‐co‐operation of Government for the Revenue of BTTB

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4.2.2 SWOT Analysis of P&O Division:
Strength: The main strength of GP P&O division is authority to work. GP
P&O division has the authority to maintain the employee properly. The
employees from different division have proper respect for P&O division. This
respect was gained by the P&O division.
Weakness: Still Bangladesh has lack of enough HR persons in the market.
P&O division does not have proper HR persons to provide responsibilities. It
is important to have employees who understand HR and can work according
to HR need.
Opportunity: Grameenphone is a huge organization consisting of more than
5000 employees. These are four types of employees; Regular, Contractual,
Part Time, and Internee. GP P&O division has to look after all types of
employees. Very few Bangladeshi organizations have this kind of opportunity.
An additional thing is GP also has enough financial resources for successful
implementation of HR policies.
Threat: It is also very difficult for GP to handle with such a gigantic number of
employees. It is very normal that any process can be bewildered when there
is not enough internal resource. Sometimes the total process can be
injudicious.
End of the Chapter

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CHAPTER 5 HRIS: SYSTEM CONSIDERATIONS IN
DESIGNING P&O OF GP
5.1 HRIS
HRIS shape an integration between human resource management (HRM) and
Information Technology. Even though these systems may rely on centralized
hardware resources operationally, a small group of IS specialists residing
within the personnel department increasingly manage, support, and maintain
them. HRIS support planning, administration, decision-making, and control.
The system supports applications such as employee selection and placement,
payroll, pension and benefits management, intake and training projections,
career-pathing, equity monitoring, and productivity evaluation. These
information systems increase administrative efficiency and produce reports
capable of improving decision-making (Gerardine DeSanctis, 1986: 15). HRIS
systems include the employee name and contact information and all or some
of the following:
 department,
 job title,
 grade,
 salary,
 salary history,
 position history,
 supervisor,
 training completed,
 special qualifications,
 ethnicity,
 date of birth,
 disabilities,
 veterans status,
 visa status,
 benefits selected, and more

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HRIS include reporting capabilities. Some HRIS track applicants before they
become employees. Some HRIS systems are interfaced to payroll or other
financial systems.
Also Known As Human Resources Information System, HRMS, Human
Resources Management System.
Examples The installation of an HRIS has reduced the HR costs and
produced our government-required reports more quickly.
5.2 History of HRIS
Early (pre-WW II)
Personnel
Old term for human resources
Historically isolated from core organizational functions
Record keeping
Name, address, phone, employment history
Employee exits and termination
Between 1945 and 1960
Human capital issue
Employee morale
Formal selection and development
No real changes from earlier days
Early (1960s to 1980s)
Personnel became HR
HR was seen as key in organizations
Government and regulatory agencies increased reporting
requirements:
Still, HRIS was used mostly for keeping administrative records
Contemporary HRIS
Large and small businesses are utilizing HRIS
Personal computers have made HRIS available and affordable for any
sized firm
HRIS has evolved from simple record-keeping to complex analytical
tools to assist management decision making

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5.3 Development of HRIS
Recent developments in technology have made it possible to create a real-
time Information-based, self-service, and interactive work environment.
Personnel Information Systems have evolved from the automated employee
recordkeeping from the 1960s into more complex reporting and decision
systems of late. Today, managers and employees are assuming activities
once considered the domain of human resource professionals and
administrative personnel. This represents a significant break with the past, but
an improvement in overall organizational effectiveness. Consequently, given
the authority and relevant accessible information for decision making, both
managers and employees respond more quickly to changes.
5.4 Components of an HRIS
Kovach et al., (1999) presented the three major functional components in any
HRIS. The Input function enters personnel information into the HRIS. Data
entry in the past had been one way, but today, scanning technology permits
scanning and storage of actual image off an original document, including
signatures and handwritten notes. Moreover, the most visible function of an
HRIS is the output generated. According to Kovach et al., (1999), to generate
valuable output for computer users, the HRIS have to process that output,
make the necessary calculations, and then format the presentation in a way
that could be understood. However, the note of caution is that, while it is easy
to think of HR information systems in terms of the hardware and software
packages used to implement them and to measure them by the number of
workstations, applications or users who log onto the system, the most
important elements of HRIS are not the computers, rather, the information.
5.5 Users of HRIS applications
HRIS meet the needs of a number of organizational stakeholders. Typically,
the people in the firm who interact with the HRIS are segmented into three
groups:
(1) HR professionals,
(2) managers in functional areas (production, marketing, engineering etc.) and
(3) employees. HR professionals rely on the HRIS in fulfilling job functions
(regulatory reporting and compliance, compensation analysis, payroll,

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pension, and profit sharing administration, skill inventory, & benefits
administration etc.).
Thus, for the HR professional there is an increasing reliance on the HRIS to
fulfill even the most elementary job tasks. As human capital plays a larger role
in competitive advantage, functional managers expect the HRIS to provide
functionality to meet the unit‘s goals and objectives. Moreover, managers rely
on the HRIS‘s capabilities to provide superior data collection and analysis,
especially for performance appraisal and performance management.
Additionally, it also includes skill testing, assessment and development,
résumé processing, recruitment and retention, team and project management,
and management development. Finally, the individual employees become end
users of many HRIS applications. The increased complexity of employee
benefit options and the corresponding need to monitor and modify category
selections more frequently has increased the awareness of HRIS functionality
among employees. Web-based access and self-service options have
simplified the modification process and enhanced the usability of many benefit
options and administration alternative for most employees.
5.6 HRIS functions
Functional HRIS must create an information system that enables an
assimilation of policies and procedures used to manage the firm‘s human
capital as well as the procedure necessary to operate the computer hardware
and software applications. While information technology affects Human
Resource (HR) practices HRIS and HRIS administration comprise a distinct
supporting function within HR.
Some of the HRIS functions include the following:
5.6.1 Integrating the Technologies of HR Is a fact, that developments in Information
Technology have dramatically affected traditional HR functions with nearly
every HR function (example, compensation, staffing, and training)
experiencing some sort of reengineering of its processes. However, this
process of change has created significant challenges for HR professionals
resulting in the transformation of traditional processes into on-line processes.

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5.6.2 Increased Efficiency Rapid computing technology has allowed more
transactions to occur with fewer fixed resources. Typical examples are payroll,
flexible benefits administration, and health benefits processing. Though
technologies of early mainframes provided significant efficiencies in these
areas, the difference is that the record processing efficiencies that were once
only available to large firms are now readily available to any organization size.
5.6.3 Increased Effectiveness Most often, as with processes, computer technology is
designed to improve effectiveness either by in terms of the accuracy of
information or by using the technology to simplify the process. This is
especially the case where large data sets require reconciliation. However,
onerous manual reconciliation processes may be executed faster, but also
with near perfect accuracy using automated systems. For instance, pension
and profit sharing applications, benefits administration, and employee
activities are just to mention but a few. Using computer technology in these
processes ensures accurate results and offer substantial simplification and
timeliness over manual processing. Consequently, the vast majority of HR
functions have had some degree of automation applied in order to gain both
efficiency and effectiveness.
5.6.4 IT-Enabled Processes While many of the application areas‘ gains are through
increased effectiveness and efficiency over manual processing, some are only
possible using contemporary technologies. Most notably, computer-based
(web-based) training is a growing area of HR practice that was not available
until computer software was created. Even computer-based training was not
as practical as it is today because it was geographically dispersed until the
training was upgraded from computer-based to web-accessible training.
However, by taking traditional computer-based training programs and making
them accessible on the Internet, firms have created a powerful tool to upgrade
and assess employee skill sets. Moreover, many other traditional HR
functions have evolved Information Technology (IT) -dependent components
with the advent of the Internet. Online recruitment centers, along with the
ability to conduct virtual interviews, background checks, and personnel tests
on-line have dramatically changed those processes, increasing the
geographic reach of firms for potential employees.

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5.7 Cost and benefit of HRIS
An HRIS system represents a large investment decision for companies of all
sizes. Therefore, a convincing case to persuade decision makers about the
HRIS benefits is necessary. The common benefits of HRIS frequently cited in
studies included, improved accuracy, the provision of timely and quick access
to information, and the saving of costs. Kovach et al., (2002) listed several
administrative and strategic advantages to using HRIS. Similarly, Beckers and
Bsat (2002) pointed out at least five reasons why companies should use
HRIS. These are:
Increase competitiveness by improving HR practices
Produce a greater number and variety of HR operations
Shift the focus of HR from the processing of transactions to strategic
HRM
Make employees part of HRIS, and
Reengineer the entire HR function
5.8 Key Human Resource functions and risks
Establishing and monitoring the effectiveness of internal controls are
important management functions and the key functions and risk showing the
details of better practice controls that are relevant to mitigating risks is given
below:
5.8.1 HR and payroll data management Input and maintenance of HR and payroll
data poses a significant area of risk in any HRMIS. It is important that controls
are implemented to contribute to the maintenance of HR and payroll data that
provides for accurate and complete employee information and payroll
transactions.
5.8.2 Workforce management Workforce management is a key strategic
consideration within government entities. As with most other organizations,
human capital is considered a significant asset, and the recruitment and
maintenance of the right workforce is the key to success for operational and
strategic objectives. Here we focuse on workforce management activities
within a HRMIS to strengthen processes associated with the collection and
maintenance of employee information, and in this context, the main activities
that are discussed are:

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• Employee commencements; and
• Employee exits and terminations.
5.8.3 Payroll processing and administration Payroll processing and administration is
highly dependent on a number of inter-linking HR functions. The HRMIS
provides a number of functions in performing payroll calculations that are
crucial to ensuring that calculations are accurately performed. There are a
number of supporting controls, particularly relevant to payroll disbursement
and posting of payroll expenses to the General Ledger.
5.8.4 System maintenance and integration There are a number of functions and
configuration options that can be used within an HRMIS to enhance the
control environment or to increase efficiency within HR management
processes. The chapter recognizes that the extent of configuration of system
controls varies across organizations. Factors such as entity size, size of the
HR team, and whether payroll processing is outsourced contribute to the
business requirements to operate and configure controls.
5.8.5 Feature article: Implementing self-service functionality Self-service applications are
becoming a primary method to control costs and deliver HR services. These
applications provide a web based interface for employees to perform certain
transactions without the need to interact with the HR area. The key benefits
derived from self-service applications are increases in service availability and
quality, and a decrease in costs and completion time of transactions. Through
self-service functionality, employees can:
• update their personal and banking details;
• apply for leave and other benefits;
• view pay-slips online; and
• view internal job vacancies.
These self-service applications include functionality for managers, such as:
• approve timesheets, leave requests and expense claims;
• make corrections to clock in/out entries submitted by an employee;
• initiate personnel change requests such as promotions, salary increases,
transfers and terminations; and
• access to employee information such as phone list or employee profile.A key
benefit of the self-service implementation is that as routine administrative

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services are performed almost immediately without direct HR intervention, the
HR function can focus on other operational matters rather than processing
activities. However, implementing a self-service solution, such as Employee
Self Service (ESS), requires a carefully planned change management
process, not only for the HR function, but also for employees and managers.
Consideration of the following steps is important to the implementation and
operation of a self-service process:
• determine efficiencies to be gained;
• provide adequate training to employees;
• educate employees and managers on the individual benefits;
• establish an approval process for changes to employee files;
• implement a change management process; and
• develop and implement information security requirements.
5.9 Payroll configuration
Subject to time information being accurately captured, the use of a HRMIS
enables a highly automated and accurate payroll calculation. Configured
correctly, payroll schemas 20 and rules result in a stable payroll calculation.
However, if performed incorrectly they can produce errors which are difficult to
rectify. HR and payroll systems have different database structures and as a
result the way in which HR functions and operations are performed differ
between HRMIS applications. Understanding the way in which the HRMIS
performs payroll functions is important in designing reports, or identifying and
fixing processing errors. The relationship between schemas and other
components of payroll processing is illustrated below:
Figure 5: Overview of SAP and PeopleSoft HRMIS payroll configuration
HRMIS Functions and
Operations
e.g. payroll processing
HRMIS Database
Schema/Structure
HRMIS Master Data
e.g. employee data
Rules
e.g. taxation rules,
superannuation rules
Payroll
Results

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Within the SAP HRMIS application, payroll schemas and rules are the bridge
between HR master data and payroll results. A payroll schema specifies
payroll functions, with each performing a specific operation (for example,
reading data, calculating taxes, processing wage types). Within a PeopleSoft
environment, establishment of the Human Resources and Global Payroll
Tables is the necessary step to enable an accurate and automated
calculation. Further configuration of elements and rules will enable
‗customary‘ payroll processing, while specialized elements and rules can
assist with meeting legislative superannuation and payroll taxation
requirements.
5.10 Feature article: Managing and maintaining the HRMIS
Establishing an effective control environment is critical to ensuring that HR
information and processing is accurate and complete and that the integrity
and confidentiality of information is maintained. Undetected weaknesses in
the processes and controls that manage the information technology control
environment may reduce the effectiveness of HRMIS controls. The following
guidance may be of assistance in determining the effectiveness of important
controls in the IT environment.
5.10.1 Change Management Effective change management controls are important
to ensure that changes are authorized and appropriately tested before being
introduced into the production system. Change management weaknesses
may impair the proper classification and reporting of HR expenses and may
reduce the integrity of information contained in employee records. A change
management process should be maintained for the HRMIS. The change
management process should also prevent changes being made to employee
data, payroll reference data and its configuration without appropriate
authorizations, such that:
• all requests for changes to the HRMIS application or changes to the
underlying database structure should be reviewed and approved by the HR
head prior to being implemented;
• all changes should be adequately tested prior to being implemented in the
production environment;

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• segregation of duty controls should be implemented to restrict the ability of
staff to make system changes in both the production database and the
configuration of the HRMIS software.
Management of the implementation of software updates should:
• assess the source of the update
• test the implementation of the update
• include user acceptance testing following installation of the update
• include documentation of a ‗roll-back plan‘ that describes the process
required to restore the application and database settings to its previous state.
5.10.2 Interface Management Interfaces to the HRMIS present a significant area of
risk to maintaining the integrity and confidentiality of HR information.
Interfaces include the internal interface to the General Ledger and other
business systems. External interfaces may include interfaces to ComSuper
and the Australian Taxation Office.
5.10.3 User Access Management Effective user access management controls
provide assurance that HR systems are appropriately secured to prevent
unauthorized use, disclosure, modification or loss of data. User access
management is also a critical component in providing effective segregation of
duties, such that:
• Access or changes to access privileges should be approved and
documented;
• Users of the HRMIS should be uniquely identifiable;
• Administrator access or ‗privileged‘ access should be limited within the HR
team;
• System access should be based on user roles‘— HR Manager, Line-
Manager, etc.; and
• System access privileges and business rules should comply with
segregation of duty requirements.
5.10.4 Business Continuity Management The maintenance of any system requires
considerations of steps that would be taken should interruption be
experienced in the function of the system. With numerous compliance and
legislative requirements relevant to the HR and payroll processes, entities

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must be confident that they have procedures in place to recover from such
interruption, such that:
• Entities should have a documented strategy for management of the cyclical
backup of HR data and programs;
• Retention periods and storage requirements for HR data, messages, reports
and output files should be defined; and
• Requirements should be identified and implemented for the protection of
sensitive information and to safeguard against the unauthorized disclosure or
modification of sensitive HR information.
10.11 Best of Breed
An HRIS exists as one of the main parts of an overall ERP software solution
for the company. Yet the HRIS is not a monolithic solution even within HR
business processes. There exist alternative software applications that solve
specific HR business issues. This section addresses these types of solutions,
the pros and cons of using multiple applications, and technical infrastructure.
In general, an architecture that combines products from multiple vendors is
called “best of breed” (BOB).
10.12 System Implementation Process
A variety of authors, consultants, and others have discussed implementation
methods for information systems. Rampton, Turnbull, and Doran (1999)
discuss 13 steps in the implementation process. Jessup and Valacich (1999)
divide the implementation of a system into 5 steps, with a focus on the
systems side of the process. Regan and O‘Conner (2002) provide 8 steps for
implementing information systems. Some organizations have proprietary
processes that they use for all implementations. Points to remember as this
section is examined are as follows:
(1) This is a process that will take a team of individuals anywhere from 6
weeks to 3 years to complete;
(2) A variety of ways to manage this process may be attempted, so long as
the key issues are examined and organizational goals for the implementation
are achieved; and
(3) There is no single definitive approach to be used in all situations.

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10.13 Evaluation of Project
Every project provides an opportunity to learn something about what might
have been done better. Any organization that plans to maintain a large
information system should begin to collect regular data about what worked,
what did not work, and where potential areas for improvement exist. A specific
schedule of measurement or identification of milestones and related reporting
should be created during the planning process and adhered to rigorously.
Measurement milestones could be weekly, quarterly, or attached to each
major step in the implementation process. In addition, a dollar value should be
assigned to each critical step so that budgets can be assessed and evaluated.
The emphasis here should be on measurement of important business metrics.
10.14 Potential Pitfalls
A comprehensive list of what might go wrong during an HRIS implementation
would be woefully incomplete. Instead, some of the most common pitfalls are
reiterated here:
 Poor planning
 Incomplete steering committee or steering committee without top
management support
 Implementation team problems or incomplete implementation team
 Failure to adequately assess the politics of the organization
 Insufficient process mapping
 Scope creep
 Poor implementation of or insufficient change management
End of the Chapter

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38
CHAPTER 6 INTERNSHIP EXPERIENCES & JOB
DESCRIPTION WITH GRAMEENPHONE
6. 1 Starting Journey to Corporate world
In my 1 months and 15 days journey in GrameenPhone I go through different
type of responsibilities. I was assigned for Business Partner team of P&O
(People and Organization) division of grameenPhone. At the very first week I
go through introducing with my supervisor, my team members & collogues.
My job is started from 2nd
week. As I was in BP team under P&O division, my
basic responsibility there was to data entry, assisting building, editing,
updating HR databases, informing the prospective applicants for their written
and oral test, & also helping take the examination & recruiting process of GP
of the applicants using IS. I did these job responsibilities using MS word,
excel, Oracle GP i-recruitment & GP scanning tool according to my
supervisor‘s requirements. My supervisor (Rahat Chowdhury) tagged me with
Kayema Alam and she assigned me to do different tasks at different times.
6. 2 Daily activities and Reporting
Some list of works what I have done in my internship period are given bellow:
Date Job Tile Job Description
19 Feb, 14
Wednesday
(10.00 am-
5.00 pm)
Introduction At the very beginning of my internship I was
asked to work with Kayema Alam (Senior
Executive Service Center | Shared Service |
People & Organization) and she provided me
with an internee pass card conveyed me about
the details of the job I will do. Before this I
signed the contract form and thus agreed with
their agreement. That day I introduced with
someone and did nothing.
20 Feb, 14
Thursday
(8.30 am-
5.00 pm)
Getting PC &
User ID
I‘s provided with a HP branded Laptop PC with
user ID: sam.sul.alam@grameenphone.com
with a unique password. I activated my account
and accessed to the GP communicator.

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Preparing
Clearance
Letter
I was called to make the clearance letter for
those interns who previously have completed
and now are doing their internship at GP. I
started the job of making internship completion
letter & nearly 40 letters were completed.
Calling
applicants
who applied
for Senior
Executive,
GPC
At about 10.30 am, I was asked to call those
applicants who had applied for the position of
Senior Executive, GPC to convey them that
there is a written test that will be held on 25
Feb, 14 at 10.oo am in the respective regional
office. All the candidates were the existing
employees of GP. 115 candidates were called
by me.
24 Feb, 14
Monday
(9.30 am-
5.00 pm)
Providing
Information to
applicants for
Senior
executive,
GPC position
The remaining candidates who were not
informed due to unreached condition & wrong
contact number were called by me for providing
relevant written test information.
Updating
applicants‘
database
Previous periods when I called to the
candidates I found some mistakes in database
that were updated and saved by me. In this
case the employees‘ current zone was updated.
At the same time I added the email number with
each employee list. 241 existing employees
who are candidates for senior executive, GPC
position were updated.
25 Feb, 14
Tuesday
(9.00 am-
5.00 pm)
Tagged with
Ruhul Amin
for performing
duties in exam
hall
Mrs. Kayema called me to stay in the exam hall
where there was an exam for senior executive,
GPC position with Mr. Ruhul Amin. I provided
and collected the script and monitor the exam
from 10 am-11 am.
Receiving I was called to receive the applicants‘ who had

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40
applicants for
viva voce of
junior officer,
Implementatio
n department
under
Technology
Division
to appear in the viva voce. I received the two
respective candidates from the GP House gate
after collecting their signature. And after that I
took them to the viva voce room and after
completion I took them for their departure.
Completing
clearance
Letter
After lunch I again sat with the clearance letter
and completed all 66 letters successfully.
26 Feb, 14
Wednesday
(9.30 am-
5.00 pm)
Creating a
database for
Interns
Mr. Rahat Chowdhury asked me to build a
database with all the interns who completed
their internship in 2013 and are completing in
2014. For this purpose I scanned all the
hardcopy documents and thus built a database
with these softcopy with individual file. That day
I completed about 40 interns‘ record.
Meeting with
Rahat
Chowdhury
Mr. Rahat Chowdhury who is the supervisor of
mine sat at a meeting room to discuss with me
individually about different matters.
Working with
Oracle Suite
I worked in the Oracle suite Grameenphone i-
recruitment to remove the applicants from
database who were rejected offer evaluation of
written test. About 200 applicants data were
removed from the suite.
27 Feb, 14
Thursday
(9.30 am-
5.00 pm)
Completing
interns‘
database
The predefined task of building a database with
all the interns of 2013 and 2014 from hardcopy
by scanning documents was completed where I
scanned the agreement papers, bio data,
academic certificates, forwarding letter and
other documents. 61 interns‘ of 2013 & 67 of
2014 documents were prepared for the

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41
database and a complete database was
created that day.
Working with
Oracle i-
recruitment
suit
I myself with Rumana Haque Chowdhury did
the job of removing rejected candidates‘ list
from database where I did about 1100 among
1400 candidates.
04 March,
2014
Tuesday
(7.30 am-
5.00 pm)
Transferring
candidates‘ list
of Next
Business
Leader (NBL)
Firstly I printed the list of candidates and
submitted the papers to information desk.
Assigned to
HRMIS or
PMIS team
I attended the meeting in silence room with
Mrs. Kayema Alam and the team Leader
Rubaiyat Salam of PMIS team and I was asked
to work with HRMIS team where they use tools
to handle the employee database with new
creation, modification etc. That day no job was
assigned to me.
05 March,
2014
Wednesday
(9.00 am-
5.00 pm)
Working with
Tania Jahan
for creating
employee
database in
PMIS team
I was called to work together with Tania Jahan
for building a complete employee database
from about 20000 sheets of employee records
that are in hardcopy format. I understood the
purpose, how it will work and how to do the job.
Working with
Rumana
Haque
Chowdhury in
Mrs. Kayema
Alam‘s Oracle
account
That day I also worked with Rumana Haque
Chowdhury in Oracle Grameenphone i-
recruitment suit.
06 March,
2014
Working with
Oracle Suite
I worked in Oracle suit for removing those
candidates list who were not selected primarily

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Thursday
(7.30 am-
5.00 pm)
from oracle suite.
09 March,
2014
Sunday
(7.30 am-
6.30 pm)
Working with
Oracle Suite
I logged in to Mrs. Kayema Alam‘s account and
started to remove job applicants‘ list from
database. I removed 538 candidates records.
Working with
HRMIS team
I updated the employee database who joined in
3rd
August in GP. I did 41 employees‘ database
update successfully with a scanning tool.
Meeting with
Mrs. Kayema
Alam & Rahat
Chowdhury
I was called for meeting with Mrs. Kayema
Alam and Rahat Chowdhury. I attended the
meeting. Different topics were discussed there.
10 March,
2014
Monday
(7.30 am-
5.00 pm)
Working in
Oracle Suite
I entered Mrs. Kayema Alam‘s Grameenphone
i-recruitment suite account and did my pre-
assigned job of removing rejected candidates.
892 candidates‘ records were updated from
database.
Working in
PMIS
After completing i-recruitment job I started
PMIS team‘s work. 50 employees‘ database
was updated by me in that time.
11 March,
2014
Tuesday
(7.30 am-
5.00 pm)
Updating
database
The remaining job of one day‘s employees
appointment file was updated 55 employees
records in PMIS team using scanning tool.
Organizing CV The interested persons who submitted their CV
were applied online for a post. I collected those
CVs and categorizing according to group such
as Business, Science, Arts, Law, & others in
the folders.
12 March,
2014
Wednesday
(7.30 am-
Updating
employee
database
I updated the employee database by using
scanning tool. I updated all 106 folders of
employees where there was 106 folders on the
month of 3rd
September.

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43
5.00 pm) Entering
applicants‘
information
into database
I entered the applicants who are interested in
GP and submitted their CVs online according to
Name, University, Major Subject, CGPA/Grade,
Extra-Curricular activities, Experience etc. for
the group of Arts. All 39 were entered into
database.
13 March,
2014
Thursday
(7.30 am-
5.00 pm)
Entering
applicants‘
info into
database
I entered all the applicants‘ information of
Business group, LLB, Science, & other
background into the database. I did 555
applicants tasks.
Updating
database
The employee info of 3rd
October was updated
by me. I did 428 file updated.
30 March,
2014
Sunday
(7.30 am-
5.00 pm)
Preparing
interns‘
database
I scanned all the forwarding letters, certificates
& other related file of interns to complete the
interns‘ database of 2014, 1st
session. I did
about 60 interns‘ file.
Employee
data entry
I entered 600 employees‘ records into the excel
file according to their local ID, Name, &
Address.
31 March,
2014
Monday
(7.30 am-
5.00 pm)
Employee
data entry
After entering the office I did the task of typing
employee job GP Local ID, Name, & Address
into MS excel. I did 128 numbers of employees.
Playing Role
as an
examiner
That day there was a written exam for Senior
Executive, BI. The exam was from 10 am to 11
am. I received the applicants and took them to
the exam hall that was taken in the cafeteria,
GP House and played role as an examiner. I
also help them to exit.
Collecting
PMIS data
The data related to PMIS of GP was collected
by me from Mr. Rubaiyat Salam, team leader of
PMIS.

Samsul Alam
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I personally conducted with Mr. Rubaiyat Salam who is the team leader of
HRMIS/PMIS team. I gathered some HRIS related data from him by asking
some questionnaires and he replied with the following aspects:
The HRMIS is a sub-section under service center section of shared service,
P&O Division. Here all HR related job is performed automatically where a lot
of software is used. There is no manual task to perform. The GP with other
14/15 co-business partner use software under global alignment that is
WorkDay (Jan, 2013) where the software is provided from Telenor group. The
Work Day, Local system ERP (BD) are synchronized with Oracle Suite. All the
co-business partners are capable of sharing the job simultaneously
worldwide. There are 14 leading persons who are responsible for operating
the software country wise.
GP use in the P&O division the single software in Bangladesh named GPLife
(Local ERP system, 2010) that is used in GP House only. By this software GP
perform all the HR related business process that include hiring, recruiting,
promoting etc. GPLife is used for handling various tasks such as preserving
the records of over time tasks of employees.
The HRIS enables the GP perform, manage & control the HR with time saving
where the manual traditional system would take a lot of time to perform these
jobs. The responsive people can get the required information anytime when
they require with the help of Work Day. This access reduces the time of
acquiring information.
The HRMIS team was created on June, 2012. The total number of team
members is 4 where Rubaiyat Salam is the current leader. The members of
PMIS is Engineering background graduates. The MIS graduates can also get
the opportunity of working here. The objective of HRMIS is to manage the
transaction, movement, and to preserve the current employee data. Every HR
management related job is performed by HRIS. All the GP employees‘ file is
preserved at least 20 years in the GP data center. The team monitors the
employee promotion, transferring including international promotion.
The HRMIS team contributed a lot to GP. It is running and managing
successfully. In 2010 GP launched automated HRM system and in 2013 it
aligned to global HRM system.

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The HRMIS team has recently added with the HR Reporting team. As the
core ingredient of HR evaluation is the appropriate reporting, if expected
report is provided then it would work as a guideline. GP Life-2 is launching
soon in GP local market.
There are about 142 employees currently working with GP P&O division
where there are 10 employees are part time employees and 10 are internee.
There are about 2500 total employees where 70 are internee currently
working in GP.
I did some HRMIS related tasks including the preservation of employee
documents. I helped the team archiving the information. To access the soft
copy of employee documents GPEPF (Grameenphone Employee Personal
File) is used. It is a Visual basic interface software with which I worked.
In GP I found convenient physical work environment where there exists:
Security;
Bonus;
Promotion;
Training;
Free transportation;
Canteen facilities;
The GP organizational Culture is also very favorable. It includes:
Build effective alliances with other customer service ;
Maintaining competitive qualities through whole process of work ;
Positioning skilled human resources ;
Maintaining high ethical standard ;
The Grameenphone is not involves any political activities.
With the satisfactory remuneration and other facilities and overall IT based
organization, employees are very much satisfied with GP.

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6. 3 Leadership Process
The P&O Division in GP is geared to meet human resource development and
training needs. In spite of its multinational characteristics, it emphasizes more
on building local expertise in the telecommunication sector. Some of the
leadership development plans include: training, coaching, new tasks/project
work, job rotation, and others. GP has agreements with the Stockholm School
of Economics in Sweden, the Singapore Institute of Management, the
Hyderabad-based Indian School of Business and the British Council for
providing ―Management Development‖ training to GP employees. In addition,
GP provides educational grants every year to 100 employees encouraging
employees to go for higher education. For the current and upcoming leaders
of GP, ―Telenor CORE Leadership Training‖ is offered every year. This
program is designed to help leaders fulfill GP leadership expectations by
increasing skills in practical leadership and their motivation to lead.
Management function involves planning, communicating, measuring,
changing and mentoring. It has clear standard benchmark through which
performance is measured and rewarded. Specific guidelines and standards
are adopted as part of its leadership process for holding managers
accountable for quality, including supervisors and others, which are designed
for different levels and functions within the company. Customer focus and
continuous quality improvement process are effectively communicated to all
employees within the company. The Code of Conduct it has adopted is
followed and is applicable for all of its stakeholders, which is also monitored.
Senior management is very committed to all continuous improvement efforts.
6. 4 Strategic Planning
The effective and efficient management and defined strategy are the
ingredients for GP‘s present strong position in the market. Strategic Planning
process is based on at least next three years scenario analysis. Based on the
midterm plan, it also chalks out annual plan at the beginning of each year.
Strategic planning is used regularly to develop goals and objectives for
improving quality. The organization has established a complete strategic plan
for addressing quality improvement, including mission, vision, goals, specific
tasks, targets and programs. All levels of the company participate in some

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47
form of strategic planning. The compensation packages include performance
bonuses for every regular employee. Performance bonus is fixed considering
company‘s performance and individual achievements. Company performance
is measured through predefined Revenue Target, Market share position as
well as EBITA Margin. Individual achievement measures through predefined
goals set for each individual by the management as well as performance of
the team. The management at the beginning of the year set departmental
goals with high priority to low priority level. GP has a dedicated team named
―Business Intelligence Team‖ which is responsible for collecting and
monitoring the business dynamics of the telecom market. Strategic Planning
process incorporates the behavior of its competitors and based on it the brand
and product design team offers competitive products and value added
services from time to time. Strategic planning includes key performance
indicators, surveys, benchmark data, and other quality information to ensure
that strategic planning is strong and viable for all parts of the Company.
Operating plans are developed throughout the entire company, linked to the
company's overall strategy. Managers are held accountable for meeting
strategic goals. Information and Analysis Fully integrated and highly
sophisticated MIS system ensures the high quality data management system
of GP. GP uses external benchmarks and competitive data to drive
improvements, operating performances and planning. Competitive data is also
found very extensive. Through its Business Intelligence Team it collects key
cost, financial, operating, and other data and translating it into useful
information for employees and decision makers, which supports both
operating and long-term planning decisions. Human Resources Capital and
Process Management Employee growth plans, including training programs,
career development paths, evaluation/self-awareness processes,
compensation, empowerment, and measurable results are fully implemented
and integrated with strategic planning process. Human Resource Division is
part of the Management Team.
End of the Chapter

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CHAPTER 7 FINDINGS OF THE STUDY
7.1 Conceptual Framework
In this paper, therefore aims to identify the relationship among the factors
such as HRM practices and employee work -related attitude.
Figure 6: Developed Conceptual Framework of Research Variables and their relationships.
There is a significant relationship between job security and employee job
satisfaction, in context of Grameenphone Limited.
There is a significant relationship between compensation and employee job
There is a significant relationship between motivation and employee job
There is a significant relationship between promotion and employee job
Conceptual
Framework

Samsul Alam
49
7.2 Findings & Overall Impact
From the above empirical description, GrameenPhone has
contributed to development in Bangladesh in several ways:
Building technical infrastructure with increasingly more advanced
services, working towards a critical mass, where telecommunication
impact on development will increase significantly.
Wages and payments paid out to close 100,000 people, with
considerable income effects.
Through professional HR practices and training programs enhancing
human capital as well as setting a standard for behavior and conduct.
Through community services which help fund basic services for poor
people. It seems that the impact of GrameenPhone on the
development of Bangladesh is very significant, and also clearly beyond
what is traditionally expected from a private company, such as
investments, wages and taxes. The code of conduct, HSE policy, HR
practices and extended business activities seem to play an important
role in GrameenPhone and also have effects beyond the
company's own specific goals. A particularly interesting observation is
the "intellectual domestication" process going on, most likely implying
increasing management independence.
Grameenphone has great contribution on economy:
It pays over tk. 6 billion in the tax section in recent year.
It creates a large number of job opportunities, which reduce
unemployment problem.
And they do much work to develop the economic system of our
country.
HRIS is geared toward enhancing the capacity of HR management to:
 Absorb new and promising technologies
 Simplify workflow
 Optimize precision, stability and credibility of workforce data
 Simplify the deployment and collection of data

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An efficient HRIS helps an organization track:
Administration of all staff data
Reporting and evaluation of staff data
Company-related records, including staff handbooks, disaster
evacuation methods and security recommendations
Rewards management, such as enrollment, status modifications and
updating of personal data
Comprehensive integration with payroll, in addition to other accounting
systems and financial software
Applicant monitoring and resume administration
Paid time off (PTO) and attendance
Pay scale history
Positions and pay grades
Overall performance development strategies
Coaching obtained
Disciplinary actions
Personal staff data
Key staff succession plans
Identification of prospective staff
Applicant administration, including interview process and selection
7.3 Solutions offered by HRIS Systems
There are a number of solutions offered to a company that adopts a HRIS.
Some of these include solutions in training, payroll, HR, compliance, and
recruiting. The majority of quality HRIS systems include flexible designs that
feature databases that are integrated with a wide range of features available.
Ideally, they will also include the ability to create reports and analyze
information quickly and accurately, in order to make the workforce easier to
manage.
Through the efficiency advantages conferred by HRIS systems, a HR
administrator can obtain many hours of his or her day back instead of

Internship report on HRIS: A case of Grameenphone Ltd.

Internship report on HRIS: A case of Grameenphone Ltd.

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