TRIBHUWAN UNIVERSITY

Institute Of Engineering
Pulchowk Campus

A Case Study Report

on
Organization and Management
Nepal Telecommunication (NTC), Babarmahal

Submitted by : Submitted to :
Aadarsha Thapa Magar(077-BEI-002) Mr.Amar Joshi
Anjan Dev GC Bhujel(077-BEI-010))
Pranesh Pyara Shrestha(077-BEI-030)
Sangam Rai(077-BEI-040)
Sujan Basnet(077-BEI-045)
Tangsang Chongbang(077-BEI-047)
Amrit Sarki(077-BEI-049)

Date:2081-04-20
Contents
1 Introduction 1
1.1 History . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1
1.2 Background . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1
1.3 Services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2
1.3.1 Fixed-Line Services . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2
1.3.2 Mobile Services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2
1.3.3 Internet Services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
1.3.4 Data Services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
1.3.5 International Services . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
1.3.6 Enterprise Solutions . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
1.3.7 IPTV and Multimedia Services . . . . . . . . . . . . . . . . . . . . . 3
1.3.8 Value-Added Services (VAS) . . . . . . . . . . . . . . . . . . . . . . . 3
1.4 Organizational Structure . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4
1.4.1 Board of Directors . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4
1.4.2 Executive Management . . . . . . . . . . . . . . . . . . . . . . . . . . 4
1.4.3 Audit Committee . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4
1.4.4 Functional Divisions . . . . . . . . . . . . . . . . . . . . . . . . . . . 4
1.4.5 Regional Offices . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5
1.4.6 Operational Units . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6

2 Management 7
2.1 Manpower planning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7
2.1.1 Objectives of Manpower Planning . . . . . . . . . . . . . . . . . . . . 7
2.1.2 Process of Manpower Planning . . . . . . . . . . . . . . . . . . . . . 7
2.1.3 Challenges in Manpower Planning . . . . . . . . . . . . . . . . . . . . 8
2.2 Hiring . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
2.2.1 Recruitment Process at Babarmahal Branch . . . . . . . . . . . . . . 8
2.2.2 Key Considerations . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9
2.2.3 Challenges in Hiring . . . . . . . . . . . . . . . . . . . . . . . . . . . 10
2.3 Training . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10
2.3.1 Training Programs . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10

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 2.3.2 Training Methods . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11
2.3.3 Importance of Training . . . . . . . . . . . . . . . . . . . . . . . . . . 12
2.3.4 Challenges in Training . . . . . . . . . . . . . . . . . . . . . . . . . . 12
2.4 Salary/Incentives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12
2.5 Motivation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13

3 Challenges 14
3.1 Challenges . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14
3.1.1 Hiring . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14
3.1.2 Training . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14
3.1.3 Salary and Compensation . . . . . . . . . . . . . . . . . . . . . . . . 14
3.1.4 Motivation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14

4 MIS 15
4.0.1 Key Features . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15

5 Suggestions and Recommendations 16

5.1 Hiring . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16
5.2 Training . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16
5.3 Salary and Compensation . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16
5.4 Motivation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17

6 Conclusion 18
List of Figures
1.1 Nepal Telecommunications Corporation . . . . . . . . . . . . . . . . . . . . . 1
1.2 Organizational Structure of NTC . . . . . . . . . . . . . . . . . . . . . . . . 5

2.1 Vacancy Announcement for NTC . . . . . . . . . . . . . . . . . . . . . . . . 9

2.2 Babarmahal Training Center . . . . . . . . . . . . . . . . . . . . . . . . . . . 11
2.3 Salary scale for various level officer . . . . . . . . . . . . . . . . . . . . . . . 13

4.1 MIS as per 2080 chaitra by NTA . . . . . . . . . . . . . . . . . . . . . . . . 15

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1. Introduction
1.1 History
According to recent data there are about 22 million users of Nepal Telecom, including
all those with fixed landlines, GSM mobile, CDMA, and internet service. Nepal Telecom
launched 4G LTE service on January 1, 2017 and 5G in some specific location for testing by
2024. It is the first operator to provide 4G LTE service in Nepal on a technology-neutral
frequency band of 1800 MHz as standard for 4G in Nepal. To date, 4G is available in all
seven provinces in Nepal. In July 2019, Nepal Telecom successfully tested VoLTE service for
the first time in Nepal, and it will be available for users starting May 17, 2021. According to
the MIS report published by the Nepal Telecommunication Authority at April 2019, Nepal
Telecom had the largest cable internet subscribers, hovering at 211,513 and covering 84 of
the cable internet market. Similarly, Nepal Telecom, being the sole provider of WiMAX, had
87,977 subscribers by the end of April 2019. On October 2, 2019, Nepal Telecom expanded
its 4G service to 60 cities of 37 districts, which was inaugurated by the then Prime Minister.
Its now making testing for 5G which will be genralized by 2026/27 because of the lack of
budget of country.

1.2 Background

Figure 1.1: Nepal Telecommunications Corporation

Nepal Telecom, established on Baisakh 15, 1970 BS (April 13, 1913 AD), is a pioneer-
ing telecommunications service provider in Nepal. Over the past century, it has played a
crucial role in connecting communities, enabling communication, and fostering technological
advancement throughout the country. Ramkrish Subedi(Chairman) ex officio Sangeeta Pa-

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hadee Aryal Acting is the CEO of NTC . The central office of Nepal Telecom is best known
for located at Bhadrakali Plaza, Kathmandu. It has branches, exchanges and other offices
in 184 locations within the country.

Nepal Telecome ,Babarmahal

The Babarmahal office of Nepal Telecom, established in 1970 BS (1913 AD), is one of the key
operational hubs located in Kathmandu. This branch is strategically positioned for oversee-
ing network operations, managing customer service, and ensuring the seamless integration
of telecommunications systems across its service areas.

1.3 Services
There are many services Nepal Telecome offer to general people making it the most subscribed
network provider surprassing other network provider as mentoned below.

1.3.1 Fixed-Line Services

NTC offers traditional fixed-line telephony services, which include local, national, and in-
ternational calling. These services are provided through both wired and wireless (CDMA)
networks. Fixed-line services remain essential for many households, businesses, and govern-
mental offices, offering reliable voice communication.

1.3.2 Mobile Services

• GSM Mobile Services: NTC’s GSM (Global System for Mobile Communications) mo-
bile services cover a vast majority of the population in Nepal. These services include
voice calling, SMS, and various value-added services (VAS) such as caller tunes, missed
call alerts, and SMS-based services. NTC also offers prepaid and postpaid plans to
cater to different customer needs.

• 3G and 4G LTE Services: To keep up with global technological advancements, NTC

has rolled out 3G and 4G LTE services. These services provide high-speed internet
access, enabling users to browse the web, stream videos, use social media, and engage
in other data-intensive activities on their mobile devices. NTC’s 4G LTE network
covers major urban areas and is expanding to more regions.

• 5G Service: NT has conducted trials in collaboration with international technology

providers in 2024 . These trials focus on urban areas with high data demand and
rural regions where connectivity improvements are crucial.Through collaborative ef-
forts between the government, telecom operators, and technology providers, Nepal can

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 successfully navigate the complexities of 5G deployment and realize its full potential.

1.3.3 Internet Services

• ADSL: NTC provides Asymmetric Digital Subscriber Line (ADSL) services, offering
high-speed internet access over traditional telephone lines.

• FTTH: Fiber to the Home (FTTH) is another high-speed internet service offered by
NTC. FTTH provides significantly faster internet speeds compared to ADSL, making
it suitable for bandwidth-intensive applications .

• WiMAX: Wireless Interoperability for Microwave Access (WiMAX) is a wireless broad-

band technology provided by NTC. It is particularly useful in remote and rural regions.

1.3.4 Data Services

NTC offers various data services to meet the increasing demand for internet and data usage.
These include mobile data packages for GSM and CDMA networks, as well as dedicated
internet services for businesses and enterprises.

1.3.5 International Services

NTC provides international calling services, enabling customers to make calls to and re-
ceive calls from other countries. The corporation also offers international roaming services,
allowing NTC mobile subscribers to use their phones while traveling abroad.

1.3.6 Enterprise Solutions

NTC offers tailored telecommunication solutions for businesses and organizations. These in-
clude leased lines, Virtual Private Networks (VPN), corporate internet plans, and customized
communication solutions.

1.3.7 IPTV and Multimedia Services

NTC has ventured into providing Internet Protocol Television (IPTV) services, offering a
range of television channels and multimedia content over its broadband network.

1.3.8 Value-Added Services (VAS)

In addition to basic telecommunication services, NTC offers a variety of value-added services
to enhance the customer experience. These include:

• Caller tunes

• Missed call alerts

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 • SMS-based services

• Mobile banking

• Information services

1.4 Organizational Structure

The organizational structure of NTC is hierarchical, featuring various levels of management
to ensure effective oversight and coordination across different functions and regions. This
structure is divided into several key components: the Board of Directors, Executive Manage-
ment, Functional Divisions, Regional Offices, Operational Units, and the Audit Committee.

1.4.1 Board of Directors

At the top of NTC’s organizational structure is the Board of Director responsible for setting
the strategic direction of the corporation, making major policy decisions, and overseeing
the executive management team. The board typically comprises members appointed by the
government, including representatives from relevant ministries and industry experts.

1.4.2 Executive Management

Below the Board of Directors is the Executive Management team, led by the Managing
Director (MD). The MD is the chief executive officer of NTC, responsible for the overall
administration and execution of the board’s policies and directives. Supporting the MD
are several Deputy Managing Directors (DMDs), each overseeing specific functional areas
such as finance, human resources, operations, marketing, and technology. This team ensures
that the corporation’s strategic goals are translated into actionable plans and effectively
implemented across the organization.

1.4.3 Audit Committee

The Audit Committee is an essential component of NTC’s organizational structure, tasked
with ensuring the corporation’s financial integrity and accountability. The committee op-
erates under the Board of Directors and is responsible for overseeing internal and external
audit processes, reviewing financial statements, and ensuring compliance with regulatory re-
quirements. The Audit Committee typically includes members of the Board and independent
experts who bring financial and auditing expertise.

1.4.4 Functional Divisions

NTC’s operations are segmented into several functional divisions, each specializing in a
specific area of the corporation’s activities. These divisions include:

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 Figure 1.2: Organizational Structure of NTC

• Finance Division: Manages the corporation’s financial resources, budgeting, account-

ing, and financial reporting.

• Human Resources Division: Responsible for recruitment, training, employee welfare,

and maintaining industrial relations.

• Operations Division: Oversees the day-to-day operations of NTC, including network

management, service delivery, and customer support.

• Marketing Division: Focuses on market research, product development, sales, and

advertising.

• Technology Division: Manages the corporation’s technological infrastructure, including

network development, maintenance, and innovation.

1.4.5 Regional Offices

To effectively manage its widespread operations, NTC has established regional offices across
Nepal. These offices are responsible for implementing corporate policies and strategies at

5
the regional level, providing localized support, and ensuring the efficient delivery of ser-
vices. Each regional office is headed by a Regional Manager who reports to the Executive
Management team.

1.4.6 Operational Units

Within the regional offices, there are various operational units that handle specific tasks such
as network maintenance, customer service, and sales. These units are staffed by technical
and administrative personnel who work on the ground to ensure the smooth functioning of
NTC’s services. The operational units are essential for maintaining the quality and reliability
of NTC’s telecommunication services.

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2. Management
2.1 Manpower planning
Manpower planning, also known as human resource planning, is a critical function within
Nepal Telecommunications Corporation (NTC). It involves forecasting the corporation’s fu-
ture staffing needs and devising strategies to meet those needs to ensure the organization
can achieve its objectives.

2.1.1 Objectives of Manpower Planning

• Forecasting Future Needs: NTC assesses its future requirements based on business
growth, technological advancements, and market trends.

• Optimal Use of Human Resources: Ensuring the efficient use of existing employees by
aligning their skills with the organization’s needs.

• Training and Development: Identifying training needs to equip employees with neces-
sary skills and knowledge.

• Succession Planning: Preparing for future vacancies in key positions by identifying and
developing potential successors.

2.1.2 Process of Manpower Planning

• Analyzing Organizational Objectives: Understanding the short-term and long-term
goals of NTC.

• Forecasting Demand and Supply: Estimating the number and types of employees re-
quired in the future and assessing the current workforce’s capability.

• Gap Analysis: Identifying the gap between the current workforce and future needs.

• Action Plan Development: Formulating strategies to bridge the gap, which may include
recruitment, training, and redeployment. Monitoring and Evaluation: Regularly re-
viewing the manpower plan to ensure it aligns with organizational changes and market
conditions.

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2.1.3 Challenges in Manpower Planning
• Technological Changes: Rapid advancements in telecommunications technology require
continuous updating of skills and knowledge.

• Regulatory Environment: Compliance with government regulations can impact work-

force planning and deployment.

• Market Competition: The dynamic competitive landscape necessitates agility in work-

force planning.

2.2 Hiring
Hiring is a crucial component of NTC’s human resource strategy, aimed at attracting, select-
ing, and onboarding talented individuals who can contribute to the organization’s success.
During our visit to the NTC office in Babarmahal, we focused on understanding the hiring
process. The Human Resource Manager provided detailed insights into the entire process,
including the conditions for job vacancies, the frequency of openings, and the number of
positions available.

2.2.1 Recruitment Process at Babarmahal Branch

• Job Vacancy Conditions: Job openings at the Babarmahal branch are primarily
driven by retirements, the introduction of new technologies like 5G, and the increasing
complexity in city operations due to a growing number of subscribers. Vacancies are
announced when there is a significant need for additional staff to manage these changes.

• Sources of Vacancy Information: Information about job vacancies can be found

on NTC’s official website, in newspapers such as Gorkhapatra Daily, and on public
service commission (PSC) websites. These sources provide detailed announcements of
job openings, application procedures, and deadlines as shown in (figure 2.1).

• Number of Positions: The number of seats available varies based on the specific
needs arising from technological advancements and operational demands. For example,
the rollout of 5G technology may require hiring additional engineers and technical staff.

• Selection Criteria: Candidates are evaluated based on their qualifications, experi-

ence, and ability to adapt to new technologies and handle the complexities of urban
telecommunication networks. This includes assessing their educational background,
technical skills, and prior work experience in relevant fields.

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 • Interview Process: Structured interviews are conducted to assess technical skills,
problem-solving abilities, and cultural fit within the organization. These interviews
may involve multiple rounds, including technical assessments and behavioral interviews,
to ensure a comprehensive evaluation of each candidate.

• Onboarding: Selected candidates are given comprehensive onboarding to ensure they

integrate smoothly into the organization’s workflows and are up-to-date with the latest
technological implementations. This includes orientation programs, training sessions
on new technologies, and mentorship from experienced staff.

Figure 2.1: Vacancy Announcement for NTC

2.2.2 Key Considerations

• Equal Opportunity Employment: Ensuring a fair and unbiased hiring process that
promotes diversity and inclusion. NTC is committed to providing equal employment
opportunities to all candidates regardless of their background.

• Skill Matching: Aligning candidates’ skills and experience with job requirements
to enhance productivity and job satisfaction. NTC seeks candidates with relevant
technical skills and experience to meet the demands of their operations.

• Cultural Fit: Assessing candidates’ alignment with NTC’s values and organizational
culture. It is important that new hires can integrate smoothly into the existing team
and uphold the company’s standards and values.

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 • Access to Information: Providing clear and accessible information about job vacan-
cies through NTC’s official website, Gorkhapatra Daily, and public service commission
(PSC) websites.

2.2.3 Challenges in Hiring

• Talent Shortage: Finding qualified candidates with specialized skills in telecommu-
nications can be challenging. The rapid advancement of technology and the specific
expertise required for roles at NTC make this a persistent issue.

• Retention: Attracting talent is only part of the challenge; retaining them in a compet-
itive job market is equally important. Ensuring job satisfaction and providing growth
opportunities are critical for retention.

• Regulatory Compliance: Adhering to labor laws and regulations during the hiring
process. NTC must ensure that their hiring practices comply with all relevant legal
requirements to avoid any legal issues.

• Technological Adaptation: Ensuring that new hires can quickly adapt to new tech-
nologies, such as 5G, which are essential for NTC’s operations and service quality.

2.3 Training
After hiring employees, particularly engineers, at the NTC Babarmahal branch, various
training programs are provided to ensure they are capable of working in different branches
of the office and maintaining telecommunications equipment. These training programs are
conducted at the Babarmahal training center just before handing over the job responsibilities
to new hires.

2.3.1 Training Programs

• Induction Training: Introducing new employees to the organization’s policies, cul-
ture, and procedures. This foundational training helps new hires understand NTC’s
operations and their role within the organization.

• Technical Training: Providing specialized training in telecommunications technol-

ogy, network management, and IT systems. This ensures that employees have the
technical knowledge required to manage and maintain NTC’s infrastructure.

• Soft Skills Training: Enhancing employees’ communication, teamwork, leadership,

and customer service skills. These skills are crucial for effective collaboration and
customer interactions.

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 • Continuous Professional Development (CPD): Offering opportunities for em-
ployees to pursue further education and certifications relevant to their roles. CPD
programs help employees stay updated with industry advancements and improve their
career prospects.

2.3.2 Training Methods

• On-the-Job Training: Employees learn by performing their duties under the super-
vision of experienced senior operators and department head. This practical approach
helps them gain hands-on experience.

• Workshops and Seminars: Conducting interactive sessions on specific topics to

enhance knowledge and skills. These sessions are often led by industry experts and
cover the latest trends and technologies.

• Mentorship Programs: Pairing employees with mentors to provide guidance and

support for their professional development. Mentors share their expertise and help
mentees navigate their career paths.

Figure 2.2: Babarmahal Training Center

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2.3.3 Importance of Training
• Skill Enhancement: Ensuring employees have the necessary skills to perform their
roles effectively. Training programs help employees develop both technical and soft
skills.

• Adaptation to Change: Preparing employees to handle new technologies and changes

in the telecommunications industry. Continuous training keeps employees updated with
the latest advancements.

• Employee Motivation: Demonstrating a commitment to employees’ growth and

development, leading to higher job satisfaction and retention. Investment in training
shows that the organization values its employees.

2.3.4 Challenges in Training

• Resource Allocation: Balancing the investment in training with other organizational
needs. Effective training programs require adequate funding and resources.

• Keeping Up with Technology: Continuously updating training programs to reflect

the latest technological advancements. Rapid changes in technology demand regular
updates to training materials.

• Measuring Effectiveness: Assessing the impact of training programs on employee

performance and organizational outcomes. It is essential to evaluate whether the train-
ing translates into improved job performance.

2.4 Salary/Incentives
The salary structure for employees will follow the standard government pay scale as illus-
trated below in( figure 2.3). However, working in the technical field at NTC (Nepal Telecom-
munication Corporation) offers additional benefits. As a public corporation, NTC allocates
a significant portion of its revenue for organizational and government use. Employees can
earn additional compensation through performance-based bonuses if the company achieves
profitability.
In addition to the base salary, employees may receive incentives such as bonuses, stock
options, and allowances for training and field visits. These benefits, combined with oppor-
tunities for career advancement and professional development, contribute to a potentially
lucrative compensation package. For those with extensive experience and higher positions,
monthly earnings can reach substantial amounts.

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 Figure 2.3: Salary scale for various level officer

2.5 Motivation
Working at NTC provides strong motivation due to the following factors:

• Competitive Salary: Employees receive a base salary aligned with government pay
scales.

• Performance-Based Bonuses: Additional earnings are possible through bonuses

linked to the company’s profitability.

• Incentives and Allowances: Financial support for training, field visits, and other
professional development activities.

• Career Advancement: Opportunities for growth and advancement within the orga-
nization.

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3. Challenges
3.1 Challenges
3.1.1 Hiring
• Difficulty attracting qualified candidates due to competition.

• Bureaucratic delays in the recruitment process.

• Skill mismatch between candidates and job requirements.

3.1.2 Training
• Limited and outdated training programs.

• Insufficient modern training resources.

• Challenges in evaluating training effectiveness.

3.1.3 Salary and Compensation

• Non-competitive salaries compared to the private sector.

• Occasional delays in salary payments.

3.1.4 Motivation
• Limited career advancement opportunities.

• Insufficient recognition and reward systems.

• Work-life balance issues.

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4. MIS
The Management Information System (MIS) at Nepal Telecommunication Corporation (NTC)
plays a crucial role in the organization’s operations and decision-making processes. It inte-
grates data from different departments, including finance, human resources, network opera-
tions, and customer service.

4.0.1 Key Features

• Centralized Data Management

• Real-Time Reporting:

• Performance Monitoring:

• Automated Processes:

• Data Security:

Figure 4.1: MIS as per 2080 chaitra by NTA

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5. Suggestions and Recommendations
we would like to highlight on the following suggestions from our side that seem good for the
organization like Nepal Telecome for its advancement after incroporating our organization
and Management course knowledge

5.1 Hiring
• Streamline Recruitment Processes: Simplify and expedite the recruitment process
at Babarmahal NTC to attract top talent more efficiently. Implement digital tools and
platforms to reduce bureaucratic delays and improve candidate experience.

• Enhance Recruitment Strategies: Develop targeted recruitment campaigns and

establish partnerships with educational institutions to build a talent pipeline. Focus
on sourcing candidates with the specific technical skills needed for NTC’s operations.

• Implement Skill-Building Internships: Introduce internships and trainee pro-

grams that provide hands-on experience and skills development, preparing future em-
ployees for roles within NTC.

5.2 Training
• Expand and Modernize Training Programs: Invest in comprehensive training
programs that cover the latest technologies and industry practices. Upgrade training
facilities at Babarmahal NTC to provide state-of-the-art resources for employees.

• Assess Training Effectiveness Regularly: Use feedback and performance metrics

to continuously improve training content and delivery methods.

5.3 Salary and Compensation

• Review and Adjust Salary Structures: Regularly evaluate and adjust salary struc-
tures to ensure they remain competitive with the private sector.

• Ensure Timely Salary Payments: Strengthen payroll systems to guarantee timely

salary disbursements. Address any delays promptly to maintain employee satisfaction
and trust.

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 • Introduce Performance-Based Incentives: Develop and implement a transparent
system for performance-based bonuses and incentives.

5.4 Motivation
• Provide Clear Career Advancement Pathways: Create and communicate clear
pathways for promotions and professional growth to retain top talent.

• Enhance Recognition Systems:Regularly acknowledge contributions and achieve-

ments to boost morale and motivation.

• Improve Work-Life Balance Policies: Implement policies that support a healthy

work-life balance, such as flexible working hours and wellness programs.

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6. Conclusion
The case study of Babarmahal NTC provides valuable insights into its organizational struc-
ture and operational practices within the public sector. The hierarchical structure ensures
clarity in authority and efficient management of specialized departments, contributing to a
stable and regulated environment. However, this structure also introduces challenges such
as bureaucratic delays, which can slow down hiring and decision-making processes. For in-
stance, the lengthy recruitment cycle has led to delays in filling critical technical positions,
potentially impacting project timelines and organizational efficiency. Despite a competitive
salary structure and performance-based incentives designed to boost motivation, there is
a need for more robust career advancement opportunities and improved work-life balance
policies to retain top talent effectively.

To address these challenges, Babarmahal NTC must implement strategic and innovative
solutions. For example, integrating digital recruitment tools could streamline the hiring pro-
cess, making it more agile and responsive. Expanding training programs to include modern
technologies and industry best practices will ensure that employees are well-equipped to han-
dle evolving job requirements. Moreover, enhancing recognition systems, such as introducing
employee awards and feedback mechanisms, could significantly improve job satisfaction and
motivation. Addressing salary competitiveness by regularly reviewing compensation pack-
ages against industry standards will also be crucial. By adopting these measures, Babarmahal
NTC can overcome its current limitations, enhance operational efficiency, and foster a more
dynamic and motivated workforce, ultimately driving organizational success and growth.

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References
Here are the references cited in the document:

• nep [2022]

• Finance Department, Nepal Telecom [2016]

• arc [2018]

• nta [2014]

• nep [2019]

• TechSansar [2017]

• TechSansar.com [2021]

• Telecomkhabar [2019b]

• Telecomkhabar [2019a]

19
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Telecomkhabar. Total internet subscribers in nepal in 2019, 2019a. URL https://example.

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