AIRTEL- A Case Study

Presented by: Group- I

Preview ..
According to Bharti:Airtel was born free, a force unleashed into the market with a relentless and unwavering determination to succeed. A spirit charged with energy, creativity and a team driven to seize the day with an ambition to become the most globally admired telecom service.

Emphasis -

Workforce Management: A Holistic Approach

Talent Acquisition Employee Engagement and Development Attrition Management Employee Service Assurance

Talent Acquisition :
Building supply chain of talented workforce In-sourcing large number of employees with Airtels channel partners and associates Establishing and implementing objective recruitment tools such as conducting on-line tests based on psychometric profile, aptitude and skills assessment Conducting competency mapping of every role holder

Employee Engagement and Development :

Offering Study while Work programmes Setting benchmarks in employee reward and recognition Implementing employee friendly HR policies Interacting with employees through open houses, employee forums and help lines etc. Developing role competency matrix Developing robust communication vehicles Managing employees lifecycle

Attrition Management :

Following a multi pronged approach to address high attrition rates Developing a strong Bharti Airtel Services community Defining a clear growth path for all employees Creating a uniform frontline Sales/ Service Management structure Creating and implementing effective processes to enhance productivity

Employee Service Assurance :

Educating employees on organization's HR policies and processes Complying with statutory regulations and company policies Standardizing hygiene factors across various role holders Conducting employee satisfaction surveys periodically for taking corrective actions

Employee initiatives undertaken to keep its flock together A multi-tier leadership development :All senior leaders are expected to take time out to coach upcoming potential leaders. The senior leaders in turn get to further enhance their skills at institutions such as IIMs, ISB, NCR and CCL of the United States. A system in place where top leaders are coached on employee management by big executives from other sectors internationally, who are some of the country's biggest achievers. We, therefore, have a huge focus on training and development of our leaders. We have seen that this directly transforms to employee productivity.

Contd.
giving its employees opportunities to be trained and venture into new opportunities within the company. But, for certain positions in our new ventures, we have to hire from outside as we do not have the expertise. a calculated risk that we run in being such a large player with a huge headcount. Our policy is to retain our employees not detain them. Even if anybody were to leave, we send them off with a positive heart-- this means that they will continue to be our brand ambassadors even as they move

Taking up Internationally Discovery Selection Development Recovery Relearning Supportive Culture Strong Mgt. Leadership Clearly articulated objectives

Closure

At Bharti, the attrition rate is perhaps the lowest when compared to other companies. At the highest level, there have been no exits--the heads of all business arms and other key people continue to be with them. Its best to retain the soul of a company -- creating an informal atmosphere, where decision making is done in consultations and also doing everything to keep the employees engaged & reviewing the organisation design and structure continuously. This allows it to give bigger and higher responsibilities to employees as they grow with the company. Almost all promotions for new posts at Airtel have been from within-- it dont have to go outside in search for fresh talent to fill these spots.