Krish shankar

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From Employee Engagement to Employee Effectiveness

2

Telecom Challenge….

>> A dynamic, competitive, growing industry...

>> High Employee intake….

>> Attracts Top Talent…

OUR CHALLENGE

Engagement Effectiveness Productivity

3

Bihar Transformation Story…….MAGIC!!

High Productivity, Internally Benchmarked :

• High Subscribers / Employee• Low Personnel Cost as a % of Revenue• High Revenue/ Employee

Employee Passion, Energy & Commitment

Dec 2005 Dec 2006 March 2007

Subscriber Base

6,11,307 18,30,030 23,02,305

Net Adds pm 62,554 1,50,002 2,51,053

Began Operations in Jan’05

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Employee Engagement – What is it?

Engagement is the extent to which employees commit to something or someone in their organization, how hard they work, and how long they stay as a result of that commitment

Rational CommitmentThe extent to which

employees believe that managers, teams, or

organizations have their self-interest in mind

(financial, developmental, or professional)

Rational CommitmentThe extent to which

employees believe that managers, teams, or

organizations have their self-interest in mind

(financial, developmental, or professional)

Emotional CommitmentThe extent to which

employees value, enjoy, & believe in their jobs, managers, teams, or

organizations.

Emotional CommitmentThe extent to which

employees value, enjoy, & believe in their jobs, managers, teams, or

organizations.

Two Commitment “Types”

EMPLOYEE ENGAGEMENT

DRIVERS

Qualities of Direct Manager

Qualities of Direct Manager

Qualities of senior leadership

Qualities of senior leadership

Compensation plan

Compensation plan

Benefits planBenefits plan

Employee Engagement Levers

Discretionary Effort

Discretionary Effort

Intent to StayIntent to Stay

PerformancePerformance

RetentionRetention

Outputs of Commitment

Employee willingness to go “above and beyond” the call of duty

Employee desire to stay with the organization

Organizational Benefits of

Commitment

On-boardingOn-boarding

Day-to-day workDay-to-day work

Learning and developmentLearning and development

Organizational culture

Organizational culture

Org

aniza

tion

Stra

tegy

5

From Discretionary Effort to Effectiveness

Engaged Employee High Productivity

Do Right Things

Have A Shared Purpose

Ensure Synergy

High Effectiveness

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Discretionary Effort to Effectiveness

Right things Shared Purpose Synergy

LINKAGE TO BUSINESS STRATEGY

• Link to business strategy

• Role Clarity

• Leader vs. Manager

Focu

sDe

scrip

tion

Airt

el C

ase

Stud

y

• Team Alignment. • Effective Communication

• Energy of a compelling vision

• Empowerment

Think Fresh Deliver More

Objective Setting

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Critical Success Factors

EE to link to key business drivers : our “Recipe for Success”

Design meaningful & challenging work that have a clear line of sight to business results

Infuse flexibility, autonomy, & accountability into work processes & into the overall culture of the organization

Increase the business literacy of the workforce to help employees better understand how their work contributes to the success of the organization

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Break-freeBreak-free

Thank You!!

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Think Fresh, Deliver More…

We at Airtel always think in fresh & innovative ways about the needs of our customers. We deliver what we promise & go out of our way to delight the customer with a little bit more.

Team Rooms & Surveys

Employee Communication Forums

Plus 1 Initiative to delight the customer, fresh ideas

Brand Promise communicated through Brand Essence Workshops

Leading Industry Innovation through user friendly products & services

1010

Performance Management System

Employee Name / Code Employee

Code

Designation / Department Business Unit /

Circle

Key Objectives / Strategies /

Projects Measures of Completion

Area KPI 80% 90% 100% Breakfree Weightage

Financials

Customer

Process

People & Org Development

Strategy to Aligned action: KRA Format

1111

Annual Performance Bonus

Employee Compensati

on

Fixed Component

**Variable Component

Individual Performa

nce

Performance of

Business

Performance of Unit

Proportion reduces with

seniority of Band

Proportion increases with

seniority of Band

Parameter

40%

40%

20%

Individual Performance

Unit Performance Business/Company Performance

UC / Band 3

50%

50%

Nil

Band 2 Band 1

60%

40%

Band F

70%

Nil

30%

Nil

Payout basis individual performance Rating(say X % of the applicable amount)

Details of determining payout depicted in next slide(say Y % of the applicable amount)

Details of determining payout depicted in next slide(say Z % of the applicable amount)

Total APB Payout %

• X% + Y% + Z%