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Verizon Communication Inc: Anubhav Anand Katyayini Kesharwani Shambhawi Sinha

Verizon is a telecommunications company formed through the merger of GTE and Bell Atlantic in 1996. It has annual revenue of $60 billion and 260,000 employees providing wireline voice, data, and directory services. After formation, Verizon aimed to offer complete telecom service bundles and create a national sales organization, projecting 10% revenue growth. However, it faced high customer and employee turnover that hurt customer service due to a tight labor market. The HR department helped address people issues and reviewed measures quarterly with business units to set appropriate targets linked to reducing separation and absence rates, and improving employee engagement for better financial outcomes.

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Shambhawi Sinha
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65 views

Verizon Communication Inc: Anubhav Anand Katyayini Kesharwani Shambhawi Sinha

Verizon is a telecommunications company formed through the merger of GTE and Bell Atlantic in 1996. It has annual revenue of $60 billion and 260,000 employees providing wireline voice, data, and directory services. After formation, Verizon aimed to offer complete telecom service bundles and create a national sales organization, projecting 10% revenue growth. However, it faced high customer and employee turnover that hurt customer service due to a tight labor market. The HR department helped address people issues and reviewed measures quarterly with business units to set appropriate targets linked to reducing separation and absence rates, and improving employee engagement for better financial outcomes.

Uploaded by

Shambhawi Sinha
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PPTX, PDF, TXT or read online on Scribd
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VERIZON

COMMUNICATION INC
ANUBHAV ANAND
KATYAYINI KESHARWANI
SHAMBHAWI SINHA
FORMATION OF VERIZON
• Telecom Act – Feb 1996 – Deregulated telecom industry
• 21st-century communication firm that was created via a merger of
GTE and Bell Atlantic.
• Annual revenue : 60 bn $
• Employees : 260,000
• Wireline voice , wireline services , data services , print and electronic
directories
• Head HR : Randall MacDonald
Changes after formation
• Domestic Strategy – to offer complete bundle of high growth
telecommunication services
• Creation of national sales and marketing organization
• Projection of revenue growth – 10% which increased from 2 %
• 2 major problems – customer turnover and employee turnover
• Customer service declined – tight labour market was responsible
• HR department – involved in people issues
• HR employees – costs
• Need for quantitative model – Balanced scorecard
Review Process
• After 6 months , changes in strategy were making measures useless
• Company changed earning estimates due to changing environment
• So quarterly review process – HR Team will meet business unit leaders
• Process – Useful measures , Appropriate targets
Financial Payoffs
• Reducing separation rate
• Reducing absence rate
• Other linkages
Reducing Separation Rate
People rated effective didn’t leave organization
Cost of replacing supervisor > Cost of replacing non-exempt
employees
Conducted exit interviews – work environment , computer equipment
, pay , competence levels
Actions :Upgradation of workplace , Job share programs
Reducing Absence Rate
Problem – Absence rate
2 levels – Drilling down data , Management attitude
Drilling down data : Focus on areas where absence rate was high
Management attitude :
• Judgmental attitude : Not performing well so left job
• Real life problems
• Actions : Employee assistance programs , talking to employees
Other linkages
• PMA group – link people issues and operational and financial issues
• Employee Engagement Index
• Improvement in Employee Engagement Index :
Improvement in Internal quality
Improvement in Customer Service indices
Improvement in Market share
• Linkage model

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