HUMAN RESOURCE MANAGEMENT

PROJECT:-

Talent Management practices in

Telecommunication industry

MBA (M&S) – Section B

2018-2020
BY:-
Aakriti Malik – B 45
Mehul Bhardwaj – B 37
Abhisheik- B
Bicky Saikiya – B
Kuruvilla – B
Talent Management:
The It’s the role of HR to implement the strategic talent management process in an
organization. HR really plays an advisory and support role in the company. They don’t run
the company. They help the leaders run the company.According to a research done by
Deloitte, there is 40% lower employee turnover and 38% higher employee engagement in
companies which implemented strategic talent management process.

Step By Step Talent Management Process.

1. Identify Organization Goals and Understand the Requirement- Develop the job
descriptions and specifications for the role you want to acquire the talent for. Since it the first
step towards the process, it plays a crucial role in the success of the whole process.

2. Sourcing And Attracting The Talent

First thing one must understand in talent acquisition is why would somebody with high-level
skills come to work for you? Employment branding is the concept that comes into play at this
moment. Best thing to do for employment branding is to be honest.

3. Recruiting And Selecting The Talent.

This is the stage where you actually conduct interview tests and recruit the top talent.
Conduct relevant interview tests to identify the best person and scoop them in.

4. Employee Retention

Almost 51% of the employers have problem with employee retention. High salary hikes and
incentives are not the only things you should do to retain your employees. You have to create
opportunities for growth and give them the room for creativity. You can implement these 5
employee retention strategies to retain your best employees.

5. Promotion

Promote the people gradually to the new role. Nobody wants to work at the same designation
for a long period of time. This way you are helping your employees grow in their
professional career.

6. Performance Appraisal
Measuring the performance of an employee is imperative to identify his or her true potential.
You can check whether the person can be loaded with extra responsibilities or not.

COMPANY 1 : VODAFONE
INTRODUCTION
For one of India’s largest telecom service provider, Vodafone’s employer brand proposition
‘Connecting everybody to live a better today and build a better tomorrow’ not only reflects in
what the company does for its customers but also reflects in everything the company does for
its employees — from attracting, developing, retaining the talent, to recognizing them
alongside promoting their wellbeing.

With a periodic measurement of employee engagement through the annual Global Vodafone
People Survey, the company gives employees an opportunity to listen to what people are
saying about the organization, leadership, and managers. It gives Vodafone an opportunity to
build and sustain on company’s strengths and at the same time also tells about the inhibitors
to high engagement levels.

“The Vodafone Way”, a program designed to build awareness, internalize and operationalize
Vodafone’s mission and value system charts out a consistent way of working for everyone at
Vodafone and is part of all employees’ performance objectives. Talent and leadership
development is one of Vodafone’s key pillars of business success. The company has tiered
Leadership Development Programs, journeys that focus on individual assessment and
development. The program ‘INSPIRE’ is designed to accelerate the progress of high-potential
managers into senior leadership roles and offers a combination of learning programs,
executive coaching and mentoring from senior Vodafone leaders over a period of 18 months.
The company has also launched “BOLT Red” program, a customized development journey
aimed to equip high potential mid-level women employees to transition into expanded roles.
Vodafone has a relentless focus on capability development and inculcating a digital way of
thinking. The company has started leveraging technology to help employees adopt data
analysis and design thinking to their everyday job.

Vodafone is a leading telecom player in the UK and other parts of the world including
India. The products and services they provide are of high quality and high standards
and the market they are operating is highly competitive. The nature of competition
requires the management of the company to have a strategic clarity and all the business
operations should be working in same direction. Their service portfolio includes mobile
phone connection including 2G and 3G networks, broadband internet in homes and on
mobiles (www.vodafone.com, 2011).

In order to understand the strategic human resource activities of the organization is

very important to understand that what company all about is. Their vision values and
business orientation are the key drivers that are driving the human resource
management department (www.vodafone.com, 2011).

OBJECTIVES:
Company Vision

They see their future in outstanding data services and products – backed up by the best
customer experience in the business. Their journey has already begun, with things like
Mobile Internet and Mobile Broadband. And their Vodafone at home fixed broadband
service. And their targets are big, which means millions of customers using their data services
every day (www.vodafone.com, 2011).

Company Values

Speed

They are focused on speed to market, they relentlessly priorities and pursue the outcomes that
matter to our business.
Simplicity

They make things simple for their customers, partners and colleagues.

Trust

They are reliable and transparent to deal with. They deliver for others, and trust others to do
likewise

PRACTICES FOLLOWED BY VODAFONE

Strategies for Recruitment, Retention, Training & Learning

Vodafone is a market leader in their category, they have a competitive advantage because of
their diversification in products, services and marketing strategies, therefore their corporate
objective is to sustain their marketing leader position with the help of their diversification.
Below is the snapshot of HR strategies for various HR functions of the organization that tells
us the organization is linking their business strategy with their human resource strategy:

 Recruitment & Selection

Vodafone’s recruitment and selection process is aligned with their business strategy, as they
are in the business of providing services and their market position is a leader with
differentiations, therefore when they recruit individuals on different seats, they have set of
core competencies that are required for each position and they check these while hiring
someone(Armstrong, 2006).

Their selection process makes sure that the right person with right set of capacities and
attitude is selected, for example if they are hiring for the position of customer service they
would make sure that person being hired has the soft skills, the empathic attitude and is not
aggressive in nature. They have devised a set of such soft skills that are evaluated on each of
the hiring and these skills vary from position to position. For managerial level position they
make sure they hire someone with good analytical skill along with flare of leadership in them.
So in Vodafone the entire selection process is linked with the corporate objectives
(Armstrong, 2006).

 Compensation & Benefits

Vodafone’s entire compensation and benefits are also linked with business strategy, their
remuneration systems and annual appraisal systems are derived from corporate strategy.
Since our case company is working in highly competitive environment and they have to
maintain their market leadership position therefore they have designed their compensation
system that encourages the quality individuation to work in this organization. They provide
they employees with state of the art facilities and salary packages so that the best in the
industry are attracted to work in the company and then they play their part in making the
organization a market leader.

His annual appraisal system is also managed strategically, in Vodafone, every department has
their quarterly and annual objectives, and these objectives are then used to make the
individual and team’s quarterly and annual objectives. Now when performance appraisal is
done, Vodafone’s human resource department makes the objective achievement the part of
the appraisal system and all the increments in salary and bonuses are linked with the
objective achievement in teams and individuals. For their objective achievement calculation
they make sure that performance objective are time bound, quantifiable and measureable

 Training & Development

Training and Development is an important component of their human resource strategy. They
keep on adding value in their human resources by training them on hard skill and soft skill
whatever is required by the nature and role of the job. The processes start from indentifying
the training needs of each of the department. They after understanding the objective of the
each of the department for the coming year, asks the relevant managers to identify and
evaluate the individuals in their teams that require the training and development in certain
areas of their job.

Once the training needs are identified then human resource department manages the training
calendar of the year, in which all the required training are mentioned and employees are sent
for on job and off job training. Human resource department also have the eye on the
upcoming expansions and technological developments in the market so the relevant
employees can be trained before the time and they are ready to work when there is any
technological advancement and change in the organization.

 Learning

Human resource department of the organization put special emphasis on developing the
learning culture within the organization. Employees are encouraged to share their experiences
and learning with each other so that team members can have a learning culture in the
organization. Since Vodafone is working in different geographical regions of the county,
therefore they make sure that employees are encouraged the learning’s regarding technical
and marketing knowledge with each other, so that employee of one region can learn from the
experience of the other region .

 Career Building

Since attracting and retaining the quality employee is challenge for the organizations working
in today’s competitive market, therefore Vodafone have the policy of having a clear and well
defined career path for each of their employee. This clarity of career path makes it clear for
employee that where they should see themselves after spending different number of years in
the company. The department also makes sure that all the career advancement of the
employees are based on their performance and every top performing employee should have
the advancement in their career, this policy helps to control the employee turnover and
encourage employees to work hard and perform as they would have the chance to grow
(Armstrong, 2006).

 Empowerment

Vodafone is working in competitive environment and to stay ahead of competition it is very

important for organizations to have the fast and correct decision making. Therefore the
human resource department put the special emphasis on empowering the employee for timely
decision making.
For this purpose they have worked in devolution of power, decentralization of decision
making and flatter organizational culture. They have been working on the dimensions on
giving the employee the power of making the less critical decisions and top management
should only be making decision that are or critical nature are of strategic importance. This
empowerment of employees gives them sense of responsibility, increases their commitment
towards the organization and save the precious business time that is required to take the
decision from top management (Armstrong, 2006).

 Retention

As it is very important for organizations working in competitive business environment,

Vodafone’s human resource practices also work in the same way, they try to retain their
quality employees to go to the competition. Their retention strategies revolve around the good
compensation and benefits, pay per performance, rewards and increments on good
performance and then having the well defined promotional system that gives the chance to
every employee to perform and build their careers and then grow. Their retention policy is
derived from the strategic objective of the organization to be diversified in their business, and
same is the case in their human resource management (Armstrong, 2006).

Performance Management & Employee Relations

Practices that are being adapted in the performance management section of strategic HRM of
company.

 Determination of Performance Targets

The first step in strategic performance management of the organization is to determine the
required performance targets of the organization for the year. These targets are derived by
combining number of activities, first of all market analysis is done; the management analyze
the external environment so that market growth trends and competitors market share can be
understand.

Once this step is done management have the background information for dominating the
organizational performance for next year, then the next step is to decide and agree upon the
performance targets, once the corporate level targets are decided then these targets are
divided into department level targets. These department level targets are then reflected in
individual level targets and objectives.(Wall, 2007).

Delegation, Mentoring and Coaching

There are some other activities that play their role in strategic management of the
performance of the organization, Vodafone on the also using the three of the activities that
are delegation of power with responsibility, proper mentoring and feedback system, and
coaching .Vodafone believes in delegation of power to the employees that are responsible for
achieving certain targets, as responsibility comes with authority, same is the philosophy that
is applied throughout the Vodafone. Their culture is devolution of power so de-centralization,
they try to give maximum power to their employees so that they can achieve their
responsibilities with given authority.

Vodafone also believes in mentoring and coaching of employees, managers are encouraged to
act as mentor for their team members, this also involves on job training for the teams, this
systems encourages learning environment in the organization(Armstrong, 2006).

 Monitoring and Feedback

Monitoring and feedback system is an important part of the organizational performance

management; same is the case with Vodafone. They have proper monitoring and feedback
system that helps us monitoring the performance and individuals and teams. They have a
quarterly performance management system that relates the performance of the employees
with their objectives of that quarter. After the evaluation and monitoring of the performance
of teams then feedback is provided to them. That system helps the organizational
performance on the track and helps the organization to stay on their performance objectives
throughout the year.

 Handling Under-Performance

Vodafone handles the underperformance of their employees by having a proper monitoring

system, they first evaluates the performance of the employees, then if team members are
found to be underperforming then they see that if there is any training needs. If there are
training needs then employees are sent on training, after the trainings their performance is
again monitored. If performance is found satisfactory then it is ok, if again performance is not
found satisfactory then employees are replaced to other jobs.

 Employee Relations

Vodafone puts special emphasis on managing good relations with their employees; they
believe that their employees are their more important assets, their human resource policies are
more focused towards managing their employee’s relations with the organization. Their
performance evaluation, benefits and compensation system is targeted towards retaining their
employees and maintaining their motivation with the organization.