Human Resource Policies in a Telecom Services Sector

Agenda

• Telecom Organization Structure• HR policies: Overview• Key HR practices followed in Telecom companies

– Recruitment– Training and Development– Compensation Management (Remuneration and benefits)– Performance Management– Employee services– Healthy workplace– Grievances Handling– Security and Safety– Termination of Employment

• Global Scenario - Factors of differentiation• Case Study

Telecom Vendor Organization Structure

CEO/CMD

Operations Sales & Marketing

Finance R&D HRHead

America Region

Head APAC Region

Head AMEA Region

Head EUROPE Region

Managed Services

Global Delivery

Training & Development

Admin

Wages and Benefits

Account Management

Audit &

Internal Control

Customer Sales team

Pre-sales Team

Post-sales Team

Marketing Team

ProjectEngineering

Group

Test CentreGroup

Implementation Team

Executive Board

The objective of this Human Resources policy is to provide the employees with proper and judicious guidelines with respect to their employment. This simple and transparent policy aims at ensuring welfare of the employees and keeping in mind its suitability in the face of the changing business environment.

General Components of a HR policies include:

• Alternative work arrangements

• Code of conduct• Compensation• Confidentiality• Conflict of interest• Conflict resolution• Contract workers and

employment status• Discipline• Dress code

• Employee expense policy• Employee records• Expenses and allowances• Harassment• Hiring• Holidays• Hours of work• Outside employment• Overtime• Job evaluation• Leave Policy

• Occupational health and safety

• Pay administration• Performance

management• Professional

development• Privacy Policy• Recognition and reward• Retirement• Termination• Workplace diversity

HR policies: Overview

Recruitment

• Recruitment is understood as the process of searching for and obtaining applicants for jobs, from whom among the right people can be selected.

• Responsibility for the overall recruitment process is assigned to human resource managers.

• Responsibilities includes:• Interview• Psychological and Aptitude tests• Selection• Medical Examination• Responsibilities for adherence to indiscrimination laws

Types of Recruitment• Internal Recruitment ( employee referrals, Internal movements etc.)• External Recruitment (Colleges, Outsourcing to placement consultancies etc.)

Key HR practices

Typical Recruitment/Selection Process

Preliminary Interview

Job Offer

Physical Examination Selection Decision References & Background Analysis

Employment InterviewSelection Test

Reject RejectReject

Fresher HiringExperienced

Executive HiringManager Hiring

Aptitude Test

Group Discussion

Technical Interview

Final HR/ Managerial interview

Preliminary HR round

Telephonic Technical round

F2F Technical round

Final HR/ Managerial interview

Preliminary HR Round

Managerial Round 1

Managerial Round 2

Final HR/ Managerial interview

Recruitment Analogy

Training and Development

Training and development activities are designed in order to impart specific skills, abilities and knowledge to employees.

Step1: Orientation of a new hire: Its a normal process of introducing a new hire to their co-workers, organization and its environment etc.Step 2: Job Specific Training: Bringing the employee to desired level of skills and job requirementsMethods and Techniques of Training

• On-the-Job Training (OJT) : also known as learning by doing kind of exercise. OJT requires planning, structure and supervision to be effective for developing a variety of practical and customer-oriented capabilities.

• Off-the-Job Training : – In-house training (Class rooms or lecture trainings)– External or independent (Conducted at the physical location of job)

Typical training process

Assessing training needs of the Employee

Preparing the Training plan

Specifying the training objective

Designing the training program

Imparting the training

Evaluating

Placing on the Job

Further training

requirements

Compensation Management• Compensation is a systematic approach to providing monetary & non monetary

value to employees in exchange for work performed.• Compensation may be defined as money received in performance of work and

many kinds of benefits that an organization provides to their employees.

• “Remuneration” is the only HR activity which has its impact on all other function regarding personnel;– Job evaluation, it is job evaluation which establishes satisfactory wage and salary differentials– Recruitment and selection are dependent upon wages and salaries offered to prospective employees– There is a close relationship between performance appraisal and remuneration. – Incentive payments depend on the employee performance which needs to be carefully assessed.

• To recruit & retain qualified employees.• To increase or maintain morale.• To determine basic wage & salary.• To reward for job performance.

• To motivate the individual.• To satisfy his/her needs.• To make sure the employee should be

retain in the organization.

Objective Need

“If you pick the right people and give them the opportunity to spread their wings- and put compensation

as a carrier behind it-you almost don’t have to manage them”.

-Jack Welch

Evolution of Strategic CompensationAccording to Dunlop, the history of wage theory can roughly be divided into 3 periods dependingupon the varying economic concepts

1. Wage fund theory dominated till 1870 – Amount of fund allocated for wage payment/Number of employees to be paid

2. Theory of marginal productivity had its sway upto 1914- Based on efficiency related worth3. Theory of collective bargaining is a modern theory- Work determined by bargaining

Today the compensation systems are designed aligned to the business goals and strategies. The employees are expected to work and take their own decisions. Authority is being delegated. Employees feel secured and valued in the organization. Organizations offer monetary and non-monetary benefits to attract and retain the best talents in the competitive environment.

Monetary Compensation

• Base Pay• HRA/LTA/Conveyance/Medical

reimbursement• Bonus/Short & Long term incentives• PF/Gratuity etc.

• Insurance (health, eye).• Leaves (sick, holiday/personal)• Clothes• Company parties• Phones/laptop• Retirement programs

Direct compensation In-direct compensation

Performance Management

• Discussion and KPI’s/Goal Setting• Mid Term Review and alteration of goals if

required• Annual review and evaluation• Calibration round on unit/organization level

(Bell Curve)• Appraisal information and acknowledgement• Appraisal pay-out

Employee services

• Organization also provide a wealth of services that employee find desirable.

• These services are usually provided to the employees at no cost to the employee or at significant reduction from what might have to be paid without organization support.

•Some of these Facilities includes• Cafeteria• Transportation• Gym• Laptop• Mobile etc.• Child care facilities.• Housing services• Financial and legal services including sponsoring of loan funds etc.• Medical services including clinics and hospitals.

Healthy Working environment

Employee Engagement Survey

CSR Activities: Joy of Giving Cultural Programs

Grievances Handling

• Sexual Harassment• Issues with management/employees• Issues with processes

Grievance Committees

1st LM

2nd LM

Employee

HR

Grievance Committee

Security and Safety Policies

• Women Safety• Information Security (ISO:27001)• OHS (OHSAS 18000)

Termination of Employment

• Exit Process– Probation period of 6-9 months

on 15 day notice– After Confirmation 2-3 months

notice from organization

Resignation Firing/Force Termination

• Termination– Probation period of 6-9 months

on 5 day notice– After Confirmation 1 months

notice from organization

Global Scenario - Factors of differentiation

• Law of Equality on the basis of gender, caste, religion, social status, ethnic origin etc.

• Labour Laws ensures basic standard of living including health, dignity, comfort, education.

• Wage Regulation including minimum wages, gratuity, bonus, pension and insurance etc.

• Working time including working hours, overtime, rest time, annual leaves, holidays, medical leaves, weekly off etc.

• Health and safety includes workmen’s compensation in case of injuries, medical examinations, building and sitting regulations

• Security regulation including mental and physical harassment, women security, rules for women transport like mandatory guard facility, etc.

• Child Labour Laws restricts minimum age for children to work; differs in developed and developing countries. Worst in African countries.

• Severance pay for redundancy dismissal strongly varies in the Indian and European scenario.

Case StudyReal Life Problems in Telecom NOCs• Off-role Vs On-role Employees• Differences in compensation creates sense of dissatisfaction• Differences in facilities and behavior hampers performance

Suggestions

• Try to equalize facilities for both On-role and Off-role employees.• Off-role to On-role shift after a defined time frame.

Thanks..!!