AIRTEL- A Case StudyAIRTEL- A Case Study

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Preview ..Preview ..

According to Bharti:-According to Bharti:-

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

EmphasisEmphasis - -

Workforce ManagementWorkforce Management: : A Holistic Approach A Holistic Approach

Talent AcquisitionTalent Acquisition Employee Engagement and DevelopEmployee Engagement and Develop

mentment Attrition ManagementAttrition Management Employee Service AssuranceEmployee Service Assurance

Talent AcquisitionTalent Acquisition : : Building supply chain of talented Building supply chain of talented

workforceworkforce In-sourcing large number of employees In-sourcing large number of employees

with Airtel’s channel partners and with Airtel’s channel partners and associatesassociates

Establishing and implementing objective Establishing and implementing objective recruitment tools such as conducting on-recruitment tools such as conducting on-line tests based on psychometric profile, line tests based on psychometric profile, aptitude and skills assessment aptitude and skills assessment 

Conducting competency mapping of every Conducting competency mapping of every role holderrole holder

Employee Engagement and Employee Engagement and DevelopmentDevelopment : :

Offering ‘Study while Work’ programmesOffering ‘Study while Work’ programmes Setting benchmarks in employee reward and Setting benchmarks in employee reward and

recognition recognition Implementing employee friendly HR policiesImplementing employee friendly HR policies Interacting with employees through open Interacting with employees through open

houses, employee forums and help lines etc. houses, employee forums and help lines etc. Developing role competency matrixDeveloping role competency matrix Developing robust communication vehicles Developing robust communication vehicles Managing employees lifecycleManaging employees lifecycle

Attrition ManagementAttrition Management : :

  Following a multi pronged approach to Following a multi pronged approach to address high attrition ratesaddress high attrition rates

Developing a strong ‘Bharti Airtel Services’ Developing a strong ‘Bharti Airtel Services’ communitycommunity

Defining a clear growth path for all Defining a clear growth path for all employeesemployees

Creating a uniform frontline Sales/ Service Creating a uniform frontline Sales/ Service Management structure Management structure

Creating and implementing effective Creating and implementing effective processes to enhance productivity processes to enhance productivity

Employee Service Employee Service AssuranceAssurance : :

  Educating employees on organization's Educating employees on organization's HR policies and processesHR policies and processes

Complying with statutory regulations Complying with statutory regulations and company policiesand company policies

Standardizing hygiene factors across Standardizing hygiene factors across various role holdersvarious role holders

Conducting employee satisfaction Conducting employee satisfaction surveys periodically for taking surveys periodically for taking corrective actionscorrective actions

Employee initiatives undertaken to keep its Employee initiatives undertaken to keep its flock togetherflock together - -

A multi-tier leadership development :-A multi-tier leadership development :-

All senior leaders are expected to take time out to All senior leaders are expected to take time out to coach upcoming potential leaders. The senior coach upcoming potential leaders. The senior leaders in turn get to further enhance their skills leaders in turn get to further enhance their skills at institutions such as IIMs, ISB, NCR and CCL of at institutions such as IIMs, ISB, NCR and CCL of the United States.the United States.

A system in place where top leaders are coached A system in place where top leaders are coached on employee management by big executives on employee management by big executives from other sectors internationally, who are some from other sectors internationally, who are some of the country's biggest achievers. We, therefore, of the country's biggest achievers. We, therefore, have a huge focus on training and development have a huge focus on training and development of our leaders. We have seen that this directly of our leaders. We have seen that this directly transforms to employee productivity.transforms to employee productivity.

Contd.Contd. giving its employees opportunities to be giving its employees opportunities to be

trained and venture into new opportunities trained and venture into new opportunities within the company. But, for certain within the company. But, for certain positions in our new ventures, we have to positions in our new ventures, we have to hire from outside as we do not have the hire from outside as we do not have the expertise.expertise.

a calculated risk that we run in being such a calculated risk that we run in being such a large player with a huge headcount. Our a large player with a huge headcount. Our policy is to retain our employees not detain policy is to retain our employees not detain them. Even if anybody were to leave, we them. Even if anybody were to leave, we send them off with a positive heart-- this send them off with a positive heart-- this means that they will continue to be our means that they will continue to be our brand ambassadors even as they movebrand ambassadors even as they move

Taking up Internationally -Taking up Internationally -

DiscoveryDiscovery SelectionSelection DevelopmentDevelopment RecoveryRecovery RelearningRelearning Supportive CultureSupportive Culture Strong Mgt. LeadershipStrong Mgt. Leadership Clearly articulated objectivesClearly articulated objectives

ClosureClosure - - At Bharti, the attrition rate is perhaps the At Bharti, the attrition rate is perhaps the

lowest when compared to other companies. At lowest when compared to other companies. At the highest level, there have been no exits--the the highest level, there have been no exits--the heads of all business arms and other key heads of all business arms and other key people continue to be with them. Its best to people continue to be with them. Its best to retain the soul of a company -- creating an retain the soul of a company -- creating an informal atmosphere, where decision making is informal atmosphere, where decision making is done in consultations and also doing everything done in consultations and also doing everything to keep the employees engaged & reviewing to keep the employees engaged & reviewing the organisation design and structure the organisation design and structure continuously.continuously.

This allows it to give bigger and higher This allows it to give bigger and higher responsibilities to employees as they grow with responsibilities to employees as they grow with the company. Almost all promotions for new the company. Almost all promotions for new posts at Airtel have been from within-- it don’t posts at Airtel have been from within-- it don’t have to go outside in search for fresh talent to have to go outside in search for fresh talent to fill these spots.fill these spots.