SHAFI KOTTIYAM

8/7/2019 SHAFI KOTTIYAM

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SIEMENSAIRTEL

BSNL

DELLLG


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Siemens HR policies are comprehensive and emphasize well-being, training and development, and flexible workingpractices, including job rotation. This measure applies to all

workers, not only those who are older

Over the last 10 years, the company has developed the initiativeinto a comprehensive set of policies aimed at implementing alife-course approach to employee development.

Workers doing jobs that become more demanding as they grow

older are notified early that they should consider their careerplans.

The companys comprehensive approach can be usefulwherever human capital is important. The job rotation policy

ensures continued broad employability.


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Job rotation is supported by continuous training anddevelopment, and is integrated in a wider career managementeffort.

Age profile changes in the workforce, which were significantlyslower, do not fully account for the increased participation.

Siemens finds that this also contributes to worker flexibility,which becomes increasingly important when technical changesand greater economic competition require that companiesconstantly adapt to changing conditions


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Airtel is a company which prefers youngsters in its work place.

The average age of employees in airtel is just 26 years.

The management thinks that a year of experience doesntmatter if employees are creative and innovative.

Airtel's HR success is powered by a well defined rewards andrecognition system.

Unlike most other organizations, airtel lets its employees to

decide their training needs.To encourage learning within the organization, the companyhas set up a state-of-the-art learning centre.

Airtel also seeks to certify every employee on quality and IT.


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The HR steering committee (HRSC) of the company that hasacted as the fulcrum of the HRD efforts in the organization.

Measurement of performance is indeed a key driver of businesswithin Airtel.

A philosophy of constant monitoring has been established.

Measurement Boards' for every department are prominentlydisplayed where the performance indicators of the same aredisplayed graphically.

The HR department sets up cross-functional teams in times ofproduct or service launches.

Some of the other key HR initiatives include the managers'communication forum, open house, family group meetings, HRinterface and HR intranet.


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With a corporate philosophy that considers Human Resourceas the most prized assets of the organization, it's natural forBSNL to continually hone employee skills, enhance theirknowledge and their expertise and their aspirations to fruition.

The management is of the opinion that its future depends onour staff that provides services to its valued customers and stayin touch with them.

To meet the technological changes, employees are trained fortechnology up-gradation, modernization, computerization etc

in BSNL's training centers spread across the Country.

. These centers are properly equipped with the requisiteinfrastructure facilities such as Lecture rooms, modern audio-

visual aids, libraries, hostels etc.


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Even as BSNL goes about conducting its business activities, itlays emphasis on constant enhancement of knowledge and skillsthrough regular training programmes to apex training centers ofBSNL i.e. Advance level Telecom Training Center (ALTTC) atGhaziabad and Bharat Ratna Bhimrao Telecom Training CenteratJabalpur are comparable to any world class Telecom TrainingCenter.

Different curriculum run in these centers to impart technologybased training, training for attitudinal change, basiceducational and skill development program etc.


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Dell Inc. is a multinational supplier of information technology

(IT) products and services to countries worldwide.The average ages of its employees are 27 years. The specific ageprofile of the company can be attributed to the nature of thesector itself: IT products and support services require thorough

knowledge of high-tech products, modern working methodsand management systems.

The company defines its corporate culture as a winningculture, and insists that there are no prejudices regarding age or

gender equality in any of its personnel policies.It sponsors a community of networking groups formed byemployees with common interests in areas such as ethnicity,gender, nationality, lifestyle and sexual orientation.


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Networking groups help to foster a more inclusive workenvironment, improve communication among employees andenhance the understanding of all employees about the value ofdiversity.

Training measures, offered free of charge to all employees, have alsobeen introduced to increase working abilities so that they are morecompatible with company needs, taking into consideration the

employees professional growth and career progression.In addition to training, the company grants several benefits to allemployees, aimed at improving their health and well-being. Thesebenefits include a free preventive medical check-up and regular

access to sports and fitness centers as well as to cultural events.Other human resource (HR) policy measures, such as flexibleworking hours and part-time assignments, are available to allemployees, although the main target group in this respect is generallystudents who want to work for the company after they graduate.


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To cope with the growing expectations of business and in order

to give the organization a competitive edge to the business LGhave streamlined the whole system by integrating the HRfundamentals with Information Technology and have adoptedsome practices unique to LG.

Once the candidates are hired, they undergo and exhaustiveinduction programme for duration of 14 days under which thecandidate is acquainted which each and every aspect of theorganization.

LG also asks the candidates to undergo Psychometric tests

which throw up the complete profile of the person.LG as an organization takes pride in the fact that they have thehighest manpower productivity and the lowest manpower costin comparison to the industry.


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LG also has a helpdesk facility for their employees to help themovercome every aspect of their professional problem. Businessrelated problem solving is also a help tool available across board

to all employees and cross functional Teams and TDR's also existwithin the company.

Apart from this LG also has a family ambassador programmewhere a dedicated mentor goes to the workers house and talks

to his family, their problems etc. and tries to make theirsituation better.

Joyful Working 5 was mainly based on 5 Key factors ourorganization needed to focus upon. These core factors were

Stress, Communication, Leadership, Target setting and workinghours.

All this will not only bring bonding between the teams but willalso help molding the organizational culture to suit the

employee needs.

SHAFI KOTTIYAM

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