National HRD Network
Transforming HR Through Technology
Aug 13, 2009
3:00‐4:00 PM IST

Meet the Speaker
A renowned thought leader in HR, Aadesh is responsible for guiding and steering PeopleStrong’s vision
and mission of growing into an Alma Mater institution in HRO and an organization known for its
meticulous business ethics. Previously, Aadesh was the Centre Head, Gurgaon and Vice President ‐
Human Resources with Aricent. He is a member of the Board of Directors of the company as a part of the
start‐up team. He has been instrumental in establishing Aricent's BPO business and served as its head.
Earlier, Aadesh has worked with Centre for Development of Telematics (C‐DOT) in various roles in Project
Management, Human Resource Development and Corporate Communications and has been recognized
by the industry through several awards.
Also, Aadesh is
Al A d h i an active i d t veteran serving on th B d of G
ti industry t i the Board f Governors of N t ji S bh h Ch d
f Netaji Subhash Chandra
Bose Institute of Technology, New Delhi, Delhi School of Economics (MHROD) and Lal Bahadur Shastri
Institute of Management. He has also served on the Advisory Board of JobsAhead.Com in the past. He is
also deeply involved in social development and is an active volunteer and organizer with The Art of Living
Foundation. He is an alumnus of BITS Pilani where he did his Masters in Management Studies.

Transforming HR Through Technology
August 13, 2009
Aadesh Goyal
© PeopleStrong HR Services. Disclosure not permitted

Leveraging Technology
e NABLING
e‐NABLING
e‐NGAGING Technology
gy e‐NERGIZING
e‐POWERING
© PeopleStrong HR Services. Disclosure not permitted 4

e‐POWERING:
Building Culture Through Technology
g g gy
• With 20‐40% annual growth and 15‐25%
attrition, how does one build culture?
40%‐50% employees are always new
• Use Technology – here is a real example
• Launch ‘Leadership’ or ‘Culture’ Awards
Launch Leadership or Culture Awards
Identify a dozen behaviors that you would
like everyone to have (e.g., Good
Communicator, Great Problem Solver, etc.)
Take one behavior per month, and ask
every employee to select any one
colleague who displays this behavior the
best. Ask them to say in few words why
best Ask them to say in few words why
they have selected this person.
© PeopleStrong HR Services. Disclosure not permitted 5

e‐POWERING :
…Building Culture Through Technology
g g gy
• Select top 20 based on number of votes
• Declare winner, 1st and 2nd runner up
Can also declare winners region‐ and vertical‐wise
l d l d l
• Give specially designed trophies to the winners
Send special ‘pin‐up’ cards for the top 20
• Building Culture
Building Culture
The process of asking the whole company to appreciate a particular
behavior automatically gives the right positioning for behavior
Catch people doing something right! Appreciate winners as well as
each person who gets a vote they get the comments of the people
each person who gets a vote – they get the comments of the people
who voted for them.
Role Play – let the winners play the role and set an example for
others – e.g., let the top 20 ‘mentors’ be the actual mentors of the
new hires!
Build a positive spiral ☺
• More ePOWERING: regular ‘pulse’ through rapid surveys
on the intranet, doing on‐line debates on various topics,
etc.
etc
© PeopleStrong HR Services. Disclosure not permitted 6

e‐NABLING:
Knowledge Management
g g
• The ‘Lonely Planet Guides’ for
Travelling are the most widely used
g y
reference material globally. Why?
Because it has detailed information
which is infinitely useful
for a ‘first timer’
• Open up discussion groups and blogs
for various topics, and let everyone
participate.
• Example‐1 – First Time On‐site Travel
to US – let people share what to
t US l t l h h tt
pack, plan for the first 2 weeks
(which is the most crucial), tips on
managing expenses, Cultural • Actual ‘Practitioners ‘have more
Nuances, The Top 10 Pit falls, What
Nuances, The Top 10 Pit‐falls, What detailed , updated and accurate
detailed updated and accurate
to Wear, Weather, Driving, Housing, information – and contributions
and more. coming from large number of people
• Example‐2 – New Hire – The Survival will always be better than two SPOCs
, y, ,
Kit, first 7 days, where to live, how to who own the policy!
commute, work related settling • Use Technology – Develop your own
down, the DO’s and DONT’s, etc. Wikipedia!
© PeopleStrong HR Services. Disclosure not permitted 7

e‐NGAGING:
Outsource the Shared HR Services
• All of us in the HR world know that only if the basics
are working well –
The interventions for
The interventions for
employee engagement are
going to be effective – HYGIENE
always takes precedence
always takes precedence
• The whole world is asking
India to do their customer
service
Why can’t HR Heads in India
provide good quality experience
and service to the employees?
and service to the employees?
• The solution – use Technology to create a HR Shared
Services center, and outsource it!
© PeopleStrong HR Services. Disclosure not permitted 8

e‐NGAGING:
…Outsource the Shared HR Services
• HR Strategy: Focus on Strategy and
Program Management – Outsource the
Transactions
• Benefits
Creates time and space to ‘think’
Better employee experience – use the BPO
best practices to deliver the best – not afraid
to have SLAs, your partner will deliver it, not
☺
you ☺
Reduces cost
Much sharper and advanced analytics will
p y
help you to drive improvements much faster
You will no longer be on back‐foot when
dealing with line managers and employees
© PeopleStrong HR Services. Disclosure not permitted 9

e‐NERGIZING
• Your company:
10,000 employees in 465 cities across India, or
15,000 employees in 15 countries and 8 time zones
, p y
• When was the last time you had a
webinar where all employees could
participate and the CEO gave a pitch,
followed by Q&A session, all in real
followed by Q&A session all in real
time, available to all employees?
• How would you do a town‐hall meeting?
• Use Technology!
Use Technology!
• Are each of the 20 members of your
Leadership Team having live ‘chats’ with employees 6
to 8 times a year!
y
• Do all major functions in the company have active
blogs?
© PeopleStrong HR Services. Disclosure not permitted 10

Technology–There are Immense Possibilities
e NABLING
e‐NABLING
Let us keep
Let us keep
Imagining!
e‐NGAGING Technology
gy e‐NERGIZING
Don t go for
Don’t go for
fads…keep it
simple ☺
e‐POWERING
© PeopleStrong HR Services. Disclosure not permitted 11

Discussion
© PeopleStrong HR Services. Disclosure not permitted 12

Meet the Speaker
Prior to joining Bharti, I have worked with Unilever Asia‐Africa as Vice President, Human
Resources. I started my career with Ei h T t
R t t d ith Eicher Tractors i 1984 as U it P
in Unit Personnel Offi
l Officer andd
thereafter have held various roles in Hindustan Lever Ltd and Unilever, spanning the diverse areas
of HR and Organization development.
I have over 22 years of professional experience in enterprise level roles, change management,
performance management, people alignment and d i i the HR transformation agenda to d li
f l li d driving h f i d deliver
strategic value for the business.
Academic Qualification: Post Graduate Diploma in Personnel Management and Industrial
Relations from XLRI Jamshedpur.
Areas of interest: Reading, trekking and outdoor sports.
Family: Wife Kalpana and son Neerav

Transforming HR
Airtel Confidential – – Not for Distribution
Airtel Confidential Not for Distribution

e-tize Mission and Teams
Inject “e” into the organization culture in order to drive technology benefits
to the employee leading to sustained organizational productivity gains
employee, gains.
Team e-tize Council e-tize Focus Group e-tize Advisory Board
Nature Cross functional leadership Cross functional team Sr. Technology Managers from
team External Organizations
Objective Organizational and process Capture voice of Airtel Best practices and “reality” check
related leadership
Airtel Confidential – Not for Distribution

The e-tize Construct
Productivity Convenience
Automation to facilitate functional productivity Use of technology to impact day-to-day ease of use
Executive SCM Automation iExpenses – for VPN – Work
Information System Reimbursements from Home
Employee Portal Wirefree Access
HRMS me-tize
Partner C ll b ti
P t Collaboration
Personal Security
Reducing use of paper in HR related Secure, Controlled environment for carrying
processes through technology out integrated business processes
Development
Employee Employee Self
Compensation Gu ded On
Guided O Development tools S g e sign-on
Single s g o
Management Boarding framework
Teamrooms – Learning Common
iRecruitment Faster information Management Access
exchange System
Employee Collaboration
Airtel Confidential – Not for Distribution

Making the Strategic Choice about how HR will evolve
HR Transformation Strategy
Capturing economies
Process of scale through
Standardization shared services What are the outsourcing
Achieving benefits of opportunities, feasibility
ential Benefit in $$ savings and potential benefits?
standardisation across
the business units with
enabling technology
Self Service (self service)
(self-service)
Improvement by
implementing best
practice and policy
Shared simplification
Pote
Services
Internal initiatives Outsourcing partnership
with consulting with shared risks and
support? rewards?
Service Delivery Simplification Standardisation Scaling Sourcing
Model
Degree of Change (Business Process, Technology, and People)
Airtel Confidential – Not for Distribution

e-HR Roadmap
‘e-HR Roadmap’ was prepared in consultation with business to automate all
the HR processes covering the “Employee Life Cycle” in the organization at
any point of time.
Employee Life Cycle DNA
Manpower Employee Learning Comp &
On-Boarding Comm.
Planning Movement Mgmnt. Benefits
Information Talent Time &
Recruitment Bookings
Mgmnt. Mgmnt. Labor
Transformation Medium
• Channel chosen was self-service because
- Process and service efficiency peaks when it is delivered simply and with minimal
overheads.
- Provides employees and managers with easy and direct access to their
organization’s HR policies, their own records and answers to frequently asked
questions.
questions
Airtel Confidential – Not for Distribution

Self Service: Employee Management
• Information Management • Learning Management
- Joining Formalities - One point Learning
- Manage Personal
g Management solution for
Information complete organization including
- Maintain Competence Profile associates and partners
- Awards & Recognitions - Reach out to 52,000 learners,
taking learning & certification to
- e-Forms
the breadth & width of the
organization
• Performance Management
• Workflow Enabled
- KRA & CCompetency
t
- Online Approvals Assessment
- Notifications & Alerts - Automatic Allocation of KRAs
- Escalations & Time-outs - Appraisal
- Training Recommendations
T i i R d ti
Airtel Confidential – Not for Distribution

Employee Helpdesk : HR Activ Connect
Multi Mode Integrated Helpdesk
- Portal
- Email
- Voice Toll free No.
Case Management Tool
- Intelligent Classification
- Interactive FAQ
More th 4000 queries resolved by the Central Helpdesk every month
M than i l d b th C t l H l d k th
Airtel Confidential – Not for Distribution

Talent Acquisition
i-Recruitment
- Vacancy Management
- Internal Job Posting
- Interfaces with leading job
sites/Consultants
- Candidate Management
- Online Status Tracking
- Offer Extension
- Background Check/Verification
- Analytics
More than 20000 resumes in the active database
Airtel Confidential – Not for Distribution

Manager emPOWER
- Demographic details:
- Personal, Professional Info
- Compensation:
- Total Compensation
- Variable Stock Options
Variable,
- Learning & Development:
- Development need &history
- Performance management:
- Promotion/Performance
history
- Leave management:
- Vacation Trends/History
Easy to access interface which provides a consolidated view to People Managers
Airtel Confidential – Not for Distribution

A unique innovation to facilitate attendance tracking of employees in a simple manner
Airtel Confidential – Not for Distribution

LMS APLY LMS STATUS
<start SEND TO 38493
date(ddmmyy) > &
<number of days> LMS HOLI
<remarks>
SEND TO 38493
SEND TO 38493
This leave will get deducted from the general leave balance
Send "Help" to 38493 for any assistance with short codes
Airtel Confidential – Not for Distribution

Self Service: Compensation & Benefits
• Employee Compensation
Structuring (ECS)
- Online Salary Structure Declaration
- m-enablement: SMS Based alerts
from the system
• Investment Declaration
- Online Investment Declarations
submission and tracking
- Validations as per current assessment
year
- Reports and analytics for an employee
to check his declaration details
- Bulk approval & verification facility
ECS and Payroll Service has simplified the process and made process person independent
Airtel Confidential – Not for Distribution

me-tize SMS Short-code is 38493 i.e. etize
Short-code 38493 denoting ‘e-tize’ on your mobile phone keyboard has been exclusively reserved
for me-tize applications
3 8 49 3
Airtel Confidential – Not for Distribution

me-tize services
Interactive: Push based (Notifications):
• Help Module • Leave status for the month
• Leave - Apply and Approve • ECS approval
• Local Travel - Apply, Approve and Cancel • Travel Requisition System approval
q y pp
• Domestic Travel - Approve and Cancel • Airtel Activ
• emPass - Unlock your Domain Account, reset • Expense Management
easyAccess password using mobile • Birthdays & Anniversaries wishes
• SMS Survey • PMS notifications
• e-Connect – Feedback Application • OLM notifications
• Meeting room – Room booking confirmation • User defined e-lerts
• DC Portal
Pull based (Query): • iRec
• Leave Status • Payroll – Salary upload notification
• Directory Services • DC Visitor Management System
• Salary structure breakup details
• List of holidays Personalization:
• User level preference to switch on/ off SMS
notifications
Note: Services launched up to 30th May’2009
Airtel Confidential – Not for Distribution

Change Management: Critical Success Factors
• User Adoption
- Focus on Executive Councils and Early adapters, Second line
• Educate
- Communication, Training, Awareness, Participation, Ownership
• C ll b
Collaborate
t
- Common cause with respective functions, Ownership, Standardized processes,
Enforcement
• Listen
- Ideas, Improvements, Issues, Support, Track
• Support
- Champion, Processes, Data
Airtel Confidential – Not for Distribution

Change Management: Approach
The Vehicles e-bulletin sample
Wallpapers
Screen Savers
e-mails
Micro site on intranet
e-bulletins
Posters
Danglers
Roadshows
Theme week
Info Sharing Sessions
Contests
Branded Giveaways
Change Management Approaches
Rewards Program linked to:
g
Executive Ownership
a) Applications
Incentive Plans b) Portal based contests
Focused Communication c) e-ttitude club
d) Give aways
Local Change Managers
Airtel Confidential – Not for Distribution

Change Management: User Awareness
Powermailers Pin ups
Wallpapers
Airtel Confidential – Not for Distribution

Change Management: User Adoption
Announcing the 1st batch of myAirtel Winners !!
People with e-ttitude
To join the winners club, continue to use myAirtel
Airtel Confidential – Not for Distribution

e-tize – Going Beyond Process Automation
An Umbrella of Cultural Transformation
Human enablement
Process
P Technology
T h l (Usability)
e-tize embodies Processes, Technology and Employee Convenience
under an umbrella of Organization wide Cultural Transformation
d b ll f O i ti id C lt lT f ti
End 2006: A Small End 2008: A Global
Conceptual Program Benchmark..
e-tize applications and business processes are being ported for access using
the mobile device through the me-tize program
Airtel Confidential – Not for Distribution

eHR delivery thru ….HR Shared Services
Process Excellence
Employee Experience
TAT
Best in class Cost
Standardization Accuracy
One Airtel
Good
Governance
Checkpoints
Measures
Quality
Think Customer Think E2E Think Lean
33
Airtel Confidential – Not for Distribution

Scope of HR Activ
Employee joins Airtel Employee in Airtel Employee leaves Airtel
Talent Acquisition Employee data Exit Management
maintenance
• Manpower Requisition • Manager Self Service
• Data Cleansing/Access
• Sourcing & Screening • FnF Checklist
• Transfers/Confirmation
• Interview & Selection • Full and final processing
Payroll Management
• Offer generation • Bank Transfer
• Revisions / Promotion
• Background/Referenc
• Structuring via ECS
g
e check
• Reimbursements
• Conversion to
HR Helpdesk
Employee
Retirals / Insurance
• On boarding
• PF, Gratuity, ESIC ,etc
Leave management
Self Service technologies & etize / metize adopted as a way of life…
34
Airtel Confidential – Not for Distribution

Overview
Phase I of Shared Services
Evolution Journey
Project Intent Project Achievement
Standard Standardized processes across all SBUs Process
“One-Airtel” Standardization
Experience
Consistency of services % of SLA
exceptions Adherence
Best in class processes & automation % Automation
Benchmarked
p
processes for
Defect free services % of defects
flawless
transactions
Better controls & governance Controls
Increased
Eliminate job content which are transactional in timeshare on
nature from circles/locations strategic HR
HR Productivity
Resource
Improve HR to employee ratio productivity
Achieved In-progress
Airtel Confidential – Not for Distribution

Operational Tools & Frameworks
Measurement & Control
Airtel Activ is driven by KPI, SLAs and Customer Satisfaction
Key Productivity Parameters Volumes per agent Average time per transaction
•Measures agent performance levels
% defects per agent % escalations per agent
•Concentrate on “quantity” instead of “quality”
Service Level Agreements % SLA adherence % Reverse SLA adherence
•Determines the process wise service levels
% defects % rejects
between the business units & the service center
•Identifies penalty f b
Id tifi lt for breach of SLA
h f % on-hold cases
Customer Satisfaction Index Agent’s Professionalism
g Communication etiquettes
•Measures the satisfaction levels of employees,
Quality of Response Time taken to respond
HR, vendors etc.
Airtel Confidential – Not for Distribution

Changing the way we work !!!
Airtel Confidential – Not for Distribution

Thanks
Thank you for your participation
For Question & Feedback
please email at ankur@hrtalks.in