Académique Documents
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Contents
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Organization Awards
Attrition HR
Compensation Employees HR
Work
People Code
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33
Organizational Structure
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44
Departments Levels
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55
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66 Sources : Business Todays 10th annual edition of Best Companies to Work For
was adjudged the 'Company with the Most Innovative HR Practices in the Asia Pacific Region' at the Asia Pacific HRD conclave held in Mumbai.
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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.
88
For Employees
It has 25000 employees & with increase in network, it has wide prospects. attractive salary to employees, performance turnover, ESOPs( Employee Stock Options Program)
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Provide
an opportunity for career growth from Management trainee to CEO. an opportunity to employee to grow vertically as well as horizontally. an opportunity to move any part of 99 the country considering they have network everywhere.
HR Practices followed
Strong Walk
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the talk
Flexible HR
PACE
(Progressive Assessment of Culture & Environment) Setting group meetings houses communication forum
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Goal
Family Open HR
Managers
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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. department mold the young entrants and relatively less experienced professionals to the company. by a strong training programme, they let their employees decide their training needs.
HR
Backed
To
encourage learning within the organization, the company has set up a state-of-the-art learning 11 centre. 11 can get logged on to customized
Employees
Healthy practices
A
philosophy of constant monitoring has been established. Measurement Boards for every department are prominent where the performance indicators are displayed graphically. job description documents have been issued to all employees that clearly mention the key result areas also seeks to certify and re-certify every employee on quality and IT on a continuous basis. quality of service and customer care is a reflection of the quality of people and belief in constant improvement and upgradation.
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Formal
Airtel
The
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senior management is advised to walk the talk and invite criticism from the employees interaction with the senior managers, they began to play a more pro-active role in teambuilding efforts
Better
HR
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employee is given individual targets that are linked to these five performance parameters: profitability, market share, brand saliency, customer satisfaction and employee satisfaction. bonuses, 60 per cent of the employees are on a variable pay structure.
Performance-related
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Goal Setting
This
goal setting helped in communicating to each employees, experiencing them and establishing role clarity
HR department sets up cross-functional teams in times of product or service launches. teams typically constitute high performers from each department, who collectively make it happen.
Such
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steering committee (HRSC) of the company that has acted as the fulcrum of the HRD efforts in the organization consists of the CEO, the COO and all other functional heads. committee meets once a week to discuss various initiatives and the plan of action.
HRSC
The
an internal employee satisfaction survey called PACE (Progressive Assessment of Culture and Environment), the inputs of which go into the16 16 company's annual strategy.
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HR initiatives include to undertaken once a quarter, facilitates direct interaction of the employees with the top management. 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. HOD conducts meetings with his direct reportees once a month, wherein issues other than those related to work are discussed. open house conducted between the departments and HR takes up individual
Discuss
Open house
The
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is a strong IJP system at Airtel and jobs are uploaded onto the website, wherein people can apply and move across different businesses. promoting talent councils which identify the people who are ready to take up senior positions.
Started
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.
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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. HR Intranet provides information on HR policies, organizational structure, training calendar and the house journal.
The
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At
airtel, philosophy of external competitiveness and a strong pay for performance culture whilst maintaining internal equity 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.
Compensation
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directory that allows an employee to search for solutions to problems ranging from routine to complex. do not just rotate from circle to circle but also from function to function to make aware about practices across India. 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.
Employees
Permitted
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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 is a country where Airtel is a start-up, we are taking the lessons we have learnt from our start-up rivals in India was an opportunity for me to develop my management and soft skills
This
This
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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.
Shankars
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.
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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 new business trends.
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employees to diversify their skill sets by moving across industry segments, after having proven their capabilities in their current roles systems aim to create a sharp, performanceoriented culture with the right reward mechanisms that are benchmarked against the best. of interesting and challenging opportunities in an intellectually stimulating workplace, and a chance to give back to community in a socially responsible manner
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HR
Variety
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in the power of informal communication. Much of their work gets done by picking up the phone or popping into a team members cabin.
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Campus
Recruitment:
People Investment
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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
Tie-ups with international training institutes like INSEAD and Center for Creative Leadership (CCL) to value top talent with opportunities.
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be responsive to the needs of the customers trust and respect each and every employees
continuously improve the services innovatively and expeditiously be transparent and sensitive in dealings with all stakeholders to not only maintaining the highest standards of operations through thorough professionalism, but also creating an example of operational success
To
Committed
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an independent forum by means of the Office of the Ombudsperson, for employees to raise concerns and complaints about improper practices. in place a fair and equitable inquiry process and redressal mechanism. employees will be fully protected against possible reprisals, intimidation, coercive action, dismissal, demotion or victimization.
Put
Reassure
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Unusual
human resource challenge as it will be completely different market than Bangladesh and Sri Lanka. operations were costly and lacking efficiency so making losses, thus Bharti will have trouble making profits on low cost model number of Bharti personnel will have to relocate to kick start Bharti style of operating with existing infrastructure. offers huge opportunities to people in Bharti for future growth as the company transform itself into a global enterprise.
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Zain
Large
It
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a great way for existing employee to connect online with other former colleagues, past employees & get reacquainted with the company. an ex-employee can connect for query related to Full and Final or Provident Fund.
Where
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Role : Which focuses on people who specialize in certain fields like compensation and benefits, leave management etc. Services : Relating to transactional business services. Partners : People who directly deal with the business.
Shared
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 32 which are then applied across the company.
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friendly work options : Flexi time, telecommuting (home/ remote office), part time options. post natal benefits : 12 weeks maternity leave, leave extendable up to 6 months sabbatical policy : Allows for time off for enhancing education upto 1 year & personal exigencies upto 6 months. program : Initiated for high potential middle management women employees - mentoring by senior women leaders.
Maternity/
Revised
Mentoring
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support
Emergency medical assistance Critical case concierge service Emergency cash assistance
Temporary Group
Hardship
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