From Employee

Engagement
to Employee
Effectiveness
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1
 Telecom Challenge….

>> A dynamic, competitive, growing

industry...
>> High Employee intake….
>> Attracts Top Talent…

OUR CHALLENGE

ngagement Effectiveness Productivity

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 Bihar Transformation
Story…….MAGIC!!
Dec 2005 Dec 2006 March 2007

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

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

Began Operations in
Jan’05
High Productivity, Internally
Benchmarked :
Employee Passion, Energy &
• High Subscribers / Employee
Commitment
• Low Personnel Cost as a % of
Revenue
• High Revenue/ Employee
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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 Organizationa
Two Employee Engagement Outputs of Benefits of
Commitment Levers Commitment Commitment
Rational Qualities of
“Types”
Commitment Direct Discretion Performa
The extent to Manager ary Effort nce
which employees Qualities of
believe that senior Employee
managers, teams, leadership willingness to go
or organizations Compensatio “above and beyond”
have their self- n plan the call of duty
interest in mind
(financial, Benefits plan
EMPLOYEE developmental, or
ENGAGEME Emotional
professional) Intent to Retentio
NT On-boarding
Commitment Stay n
DRIVERS The extent to
Day-to-day
which employees Employee desire to
work
i t azi nagr O

value, enjoy, & stay with the

believe in their Learning and organization
jobs, managers, development
teams, or
Organization
organizations. 4
al culture
From Discretionary Effort to
Effectiveness

Engaged High
Employee Productivity
Do Right Things
Have A Shared
Purpose
Ensure Synergy

High
Effectiveness

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 Discretionary Effort to
Effectiveness
Focu

Right things Shared Purpose Synergy

s

LINKAGE TO BUSINESS STRATEGY

Description

• Link to business • Energy of a • Team Alignment.

strategy compelling vision • Effective Communicat
• Role Clarity • Empowerment
• Leader vs.
Manager
Study
Airtel
Case

Objective Think Fresh 6

Setting Deliver More
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-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.
Brand Promise
communicated through
Brand Essence
Workshops
Team Rooms &
Surveys

Leading Industry
Innovation through user
friendly products &
services Employee
Communication
Forums

Plus 1 Initiative to
delight the 9

customer, fresh 9
Strategy to Aligned action:
KRA Format
  Performance Management System

Employee Name /   Employee    

Code Code

Designation /   Business    
Department Unit / Circle

  Key Objectives /   Measures of Completion  

Strategies / Projects

Area   KPI 80% 90% 100% Breakfree Weightage

Financials              

Customer              

Process              

People & Org              

Development

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Annual Performance Bonus

Fixed
Component
Proportion
reduces with
seniority of Band Individual Payout basis individual performance Rating
Employee Performa (say X % of the applicable amount)
Compensati nce
on

Performanc Details of determining payout depicted in next slide

**Variable e of Unit (say Y % of the applicable amount)
Component
Proportion
increases with
seniority of Band Performan Details of determining payout depicted in next slide
ce of (say Z % of the applicable amount)
Business

Parameter UC / Band Band 2 Band 1 Band F Total APB Payout %

3
Individual
Performan 40 50 60 70 • X% + Y% + Z%
ce % % % %
Unit 40% 50% 40 30
Performan % %
ce
Business/Compa
ny Performance 20 Nil Nil Nil
%
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