Airtel HR Practices

August 27, 2017 | Author: Bibeesh Babu | Category: Human Resource Management, Employment, Economies, Business, Leadership & Mentoring
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© airtel India 2011, All Rights Reserved.


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Content s • • • • • • • • • • • • • •

A brief about Airtel Organization structure & department levels Awards & recognition Attrition rate HR practices followed Compensation management Employees insight HR challenges Work environment, culture & values People investments Code of conduct for employees Ombudsperson Airtel ambassadors (alumni) 06/07/11


strategic business units (SBU)



Organizational Structure



Departments Levels



Sources : Business Today’s 10th annual edition of Best Companies to Work For 06/07/11


Awards & Recognitions • • • • Airtel was adjudged the 'Company with the Most Innovative HR Practices in the Asia Pacific Region' at the Asia Pacific HRD conclave held in Mumbai.



Attrition rate • The average attrition in telecom sector is 15% across Indian companies, a rate that may rise to 25% in 2011-12 with improved salaries.



For Employees • It has 15000 employees & with increase in network, it has wide prospects. • Provide attractive salary to employees, performance turnover, ESOPs( Employee Stock Options Program) • Provides an opportunity for career growth – from Management trainee to CEO. • Gives an opportunity to employee to grow vertically as well as horizontally. • Gives an opportunity to move any part of the country considering they have network everywhere. 06/07/11


HR Practices followed • • • • • • • • • • •

Strong Team building activities Walk the talk Flexible compensation structure HR steering committee (HRSC) PACE (Progressive Assessment of Culture & Environment) Goal Setting Family group meetings Open houses HR interface & HR intranet Managers communication forum Training & Learning



Training & Learning

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• During the learning phase, the most important part HR plays is to actually check if people enjoys their roles and no one treat his position as a mere job. • HR department mold the young entrants and relatively less experienced professionals to the company. • Backed by a strong training programme, they let their employees decide their training needs. • To encourage learning within the organization, the company has set up a state-of-the-art learning centre. • Employees can get logged on to customized training programmes developed by British 06/07/11 11 Telecom (BT)

Healthy practices

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• A philosophy of constant monitoring has been established. ‘Measurement Boards’ for every department are prominent where the performance indicators are displayed graphically. • Formal job description documents have been issued to all employees that clearly mention the ‘key result areas’ • Airtel also seeks to certify and re-certify every employee on quality and IT on a continuous basis. • The quality of service and customer care is a reflection of the quality of people and belief in constant improvement and upgradation. 06/07/11


Walk the talk

 

• The senior management is advised to walk the talk and invite criticism from the employees • • Better interaction with the senior managers, they began to play a more pro-active role in teambuilding efforts • • HR success was powered by a well defined rewards and recognition system. 



Flexible compensation structure

 

• • Each employee is given individual targets that are linked to these five performance parameters: profitability, market share, brand saliency, customer satisfaction and employee satisfaction. • • • Performance-related bonuses, 60 per cent of the employees are on a variable pay structure.



Goal Setting

 

• This goal setting helped in communicating to each employees, experiencing them and establishing role clarity 

Strong Team building activities

 

• The HR department sets up cross-functional teams in times of product or service launches. • Such teams typically constitute high performers from each department, who collectively make it happen.



HR steering committee (HRSC) • HR steering committee (HRSC) of the company that has acted as the fulcrum of the HRD efforts in the organization • HRSC consists of the CEO, the COO and all other functional heads. • The committee meets once a week to discuss various initiatives and the plan of action. PACE (Progressive Assessment of Culture & Environment) • Conducts an internal employee satisfaction survey called PACE (Progressive Assessment of Culture and Environment), the inputs of which go into the company's annual strategy. 



Managers' communication forum • Key HR initiatives include to undertaken once a quarter, facilitates direct interaction of the employees with the top management. • Discuss issues relating to the performance of the previous quarter, directions for the next quarter, an update on the regulatory environment and the key initiatives for the period. Family group meetings • Each HOD conducts meetings with his direct reportees once a month, wherein issues other than those related to work are discussed. Open house • The ‘open house’ conducted between the departments and HR takes up individual 06/07/11 grievances. 


Internal job postings (IJP)

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• • There is a strong IJP system at Airtel and jobs are uploaded onto the website, wherein people can apply and move across different businesses. • • Started promoting talent councils which identify the people who are ready to take up senior positions. • • These people are then put through in-house training and are also participants of a plan which aims at total development by seeking out the right experiences. 06/07/11


HR interface & HR intranet

 

• • In HR interface, every member of the HR department has been assigned two departments each to discuss and sort out all HR, personnel and administration issues. • • • The HR Intranet provides information on HR policies, organizational structure, training calendar and the house journal.



compensation management - strategic intent

• At airtel, philosophy of external competitiveness and a strong pay for performance culture whilst maintaining internal equity • Compensation strategy is defined by external influences such as industry practices and availability of talent also internal inspection, talent harnessing and recognition play a key role.



innovative work practices • • Online directory that allows an employee to search for solutions to problems ranging from routine to complex. • • Employees do not just rotate from circle to circle but also from function to function to make aware about practices across India. • • Permitted two employees to go on a sabbatical with full pay and spend two years with the "Teach for India" initiative. One even got the promotion while on the sabbatical. 06/07/11


Employees Insight • Neha Idnani, a commerce graduate and an MBA in Finance, has spent the last four years at Bharti Airtel first in Bangalore, then Delhi and now Colombo, as Strategic Business Advisor • “This is a country where Airtel is a start-up, we are taking the lessons we have learnt from our start-up rivals in India” • “This was an opportunity for me to develop my management 06/07/11 and soft skills”


HR Challenges in Airtel • • • Much of the challenge for HR heads in Airtel is dealing with workers like Idnani; young, impatient and outwardly ambitious workforce. • • • Shankar’s biggest challenge is at the lowest rungs of the ladder, where attrition is high, particularly with 14 telecom operators feeding off the same talent pool.



KRISH SHANKAR, SHANKAR Director-Human Resources

• “HR has always had an important role to play in talent building and acquisition – in fact, we call this endeavor an HR mission. It was important that as a function, HR identified how and where it could add value to the larger picture. Our HR people then highlighted two major areas – first to understand insights about the people and second to try and marry that to the given insights of the business. Therefore, it was all about understanding what the business wants and looking at 06/07/11 new business trends.”


Work Environment – Life at Airtel • Encourage employees to diversify their skill sets by moving across industry segments, after having proven their capabilities in their current roles • HR systems aim to create a sharp, performanceoriented culture with the right reward mechanisms that are benchmarked against the best. • Variety of interesting and challenging opportunities in an intellectually stimulating workplace, and a chance to give back to community in a socially responsible manner



Work culture and values • • • • • •

Entrepreneurship Respect for all Passion for performance Teamwork - “the power of many” Building collaborative partnerships Believes in the power of informal communication. Much of their work gets done by picking up the phone or popping into a team member’s cabin.



People Investment • Campus Recruitment: On-the-job training with cross-functional project work to nurture and create a pool of potential talent who can deliver superior business performance. • Senior Leadership Capability Development: Tie-ups with international training institutes like INSEAD and Center for Creative Leadership (CCL) to value top talent with opportunities.



code of conduct for employees All employees are required to follow, effectively embrace and sustain bharti’s values • To be responsive to the needs of the customers • To trust and respect each and every employees • To continuously improve the services – innovatively and expeditiously • To be transparent and sensitive in dealings with all stakeholders • Committed to not only maintaining the highest standards of operations through thorough professionalism, but also creating an example of operational success 



This policy aims to: • Provide an independent forum by means of the Office of the Ombudsperson, for employees to raise concerns and complaints about improper practices. • Put in place a fair and equitable inquiry process and redressal mechanism. • Reassure employees will be fully protected against possible reprisals, intimidation, coercive action, dismissal, demotion or victimization. 



HR relocation challenges in its first Africa deal

• Unusual human resource challenge as it will be completely different market than Bangladesh and Sri Lanka. • Zain operations were costly and lacking efficiency so making losses, thus Bharti will have trouble making profits on low cost model • Large number of Bharti personnel will have to relocate to kick start Bharti style of operating with existing infrastructure. • It offers huge opportunities to people in Bharti for future growth as the company transform itself into a global enterprise. 06/07/11


airtel ambassadors (alumni) • It’s a great way for existing employee to connect online with other former colleagues, past employees & get reacquainted with the company. • Where an ex-employee can connect for query related to Full and Final or Provident Fund.



HR role at Airtel : the three legs of a stool • Expertise Role : Which focuses on people who specialize in certain fields like compensation and benefits, leave management etc. • Shared Services : Relating to transactional business services. • Business Partners : People who directly deal with the business. 

In effect the three legs continuously meet people working in the various legs to takes feedback on diverse matters in order to develop solutions which are then applied across the company. 



Benefits for working women • Family friendly work options : Flexi time, telecommuting (home/ remote office), part time options. • Maternity/ post natal benefits : 12 weeks maternity leave, leave extendable up to 6 months • Revised sabbatical policy : Allows for time off for enhancing education upto 1 year & personal exigencies upto 6 months. • Mentoring program : Initiated for high potential middle management women employees - mentoring by senior women leaders. 06/07/11


Snapshots of employee benefits • • Medical support Emergency medical assistance Critical case concierge service Emergency cash assistance • • Temporary loan to employees policy • • Group accident/Life insurance • • Hardship allowance 06/07/11






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