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TABLE OF CONTENTS
Introduction…………………………….……………………………….………………….3
1.0 Selection ………………………………………………..……….….…………………………………..4-6
• 1.1 Steps and Stages for Selection
• 1.2 Selection Adds Value to Organization
2.0 Training and Development…………………………………………………….………………..7-10
• 2.1 Steps and Stages for Training and Development
• 2.2 Training and Development Adds Value to Organization
3.0 Performance Management ………………………………………………………………………11-13
• 3.1 Steps and Stages for Performance Management
• 3.2 Performance Management Adds Value to Organization
4.0 Conclusion…………………………………………………………………………….…..14
List of References ……………………………………………………………………..……15
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Introduction
M1 Limited (M1) was formed in August 1994 to enter the rapidly expanding mobile
telecommunications market in Singapore (M1, 2013). In May 1995, M1 won the license to
operate Singapore’s second cellular telephone service as well as a radio paging service. Both
services were launched on 1 April 1997 when the previous monopoly ended.
M1 has successfully achieved many firsts; they were the first operator in Singapore to
commercially launch 3G mobile services in 2005, true island-wide wireless broadband
service; fibre services and the first operator in South East Asia to offer nationwide 4G service
On 4 December 2002, M1 was listed on the Singapore Exchange in Singapore’s largest public
offering in three years and the third largest of all times (M1, 2013).
This report uses M1 Limited as the case study to discuss the following topic:
• Selection
• Training and Development
• Performance Management
With the following topic, the report will discuss how these Human Resource Practices can
benefit or add value to the organization.
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1.0 Selection
Selection is the process which organizations make decisions about who to hire or who not to
hire into the organization. Selections start when candidates are identified through recruitment,
follows by reducing the amount of individuals that best qualified the available jobs and end
with selecting the individuals and placed them into the job (Stone, 2008).
1.1 Steps and Stages for Selection
Customer Service officer (Call Centre) of M1 handles customers complaints, feedback and
enquires daily. Their job is to help resolve customer’s issues, channel feedback to
management and ensure that customers are happy with the service (M1, 2013). Selections
process should be based on the job descriptions and find the most suitable candidates to
perform the job.
Below are the 5 steps for selection process:
(Stone, 2008)
Screening of Application
Customer service officers (CSO) are require to speak English and one other different
languages, thus language skills is important. By screening the application and resume it helps
to identify the candidates that meet the requirement and reduce the amount of candidates that
the organization should call for interview to save resources (Stone, 2008)
Test and Reviewing Work Samples
Employment test such as cognitive test, personality’s inventories and work samples can be
use on candidates during the selection process for CSO. Cognitive test are require because
candidate must be able to speak, write emails and make simple calculations for customer’s
bill. Personality inventories test can check if the candidate is friendly as customer service
officer are required to communicate with customers. Work samples such as answering phone
calls is important as they will only speak to customers on the phone, hence being able to
speak fluently on the phone is an advantage (Dessler and Tan, 2009).
Interviewing Candidates
Supervisors and team members are often involved in interviewing the candidates as they are
the future colleagues of the chosen candidate and they will work together daily, thus they
must select someone which they think is suitable for the job (Stone, 2008).
Interviewing techniques such as situational interview can be use for interviewing the
candidate for customer service officers as they often need to handle situation such as
customer’s complaint and feedback, thus being able to respond to different situation is very
important.
Checking Reference and Background
Checking of references and background helps to prevent legal implication as M1 handles
