Overview of Telecom HRM practices

1. Human Resource Policies in a
Telecom Services Sector

2. 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

3. Telecom Vendor Organization Structure
CEO/CMD
Operations Sales &
Marketing
Finance R&D HR
Head
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
Project
Engineering
Group
Test Centre
Group
Implementati
on Team
Executive Board

4. 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

5. 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

6. Typical Recruitment/Selection Process
Preliminary Interview
Job Offer
Physical Examination Selection Decision
References &
Background Analysis
Employment InterviewSelection Test
Reject RejectReject

7. Fresher Hiring
Experienced
Executive Hiring
Manager 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

8. 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 requirements
Methods 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)

9. 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

10. 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

11. “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 Compensation
According to Dunlop, the history of wage theory can roughly be divided into 3 periods depending
upon 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 worth
3. 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.

12. 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

13. 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

15. 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.

16. Healthy Working environment
Employee Engagement Survey
CSR Activities: Joy of Giving Cultural Programs

17. Grievances Handling
• Sexual Harassment
• Issues with management/employees
• Issues with processes
Grievance Committees
1st LM
2nd LM
Employee
HR
Grievance Committee

18. Security and Safety Policies
• Women Safety
• Information Security (ISO:27001)
• OHS (OHSAS 18000)

19. 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

20. 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.

21. Case Study
Real 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

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

23. Thanks..!!