HR Leadership now requires an astute understanding of three spheres: organization's core business drivers, the leadership talent needed to deliver business results, and the technology platforms that empower your organization. Technology platforms of tomorrow will look vastly different than the administrative systems that HR is familiar with today at all levels: from the employee or personal level, to the systems level and at the executive analytics level. Tomorrow's HR leaders must prepare themselves in unprecedented ways. In this webinar the Lead speaker Mr. Aadesh Goyal, Chairman & CEO at PeopleStrong HR Services and Mr. Krish Shankar, Director HR at Bharti Airtel Ltd. shared the latest insights on Transforming HR Through Technology. Participants learnt actionable insights into how you can leverage next generation technologies, from social networking to information systems to employee engagement tools, and achieve a new level of HR impact and leadership.

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

2. 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.
Al A d h i ti i d t t i th B d f G f N t ji S bh h Ch dAlso, Aadesh is an active industry veteran serving on the Board of Governors of 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.

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

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

5. e‐POWERING:
Building Culture Through Technologyg 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’ AwardsLaunch 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 whybest. Ask them to say in few words why
they have selected this person.
© PeopleStrong HR Services. Disclosure not permitted 5

6. e‐POWERING :
…Building Culture Through Technologyg g gy
• Select top 20 based on number of votes
• Declare winner, 1st and 2nd runner up
l d l d lCan also declare winners region‐ and vertical‐wise
• Give specially designed trophies to the winners
Send special ‘pin‐up’ cards for the top 20
• Building CultureBuilding 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 peopleeach 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
© PeopleStrong HR Services. Disclosure not permitted
etc.
6

7. e‐NABLING:
Knowledge Managementg 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
t US l t l h h t tto US – let people share what to
pack, plan for the first 2 weeks
(which is the most crucial), tips on
managing expenses, Cultural
Nuances, The Top 10 Pit‐falls, What
• Actual ‘Practitioners ‘have more
detailed updated and accurateNuances, The Top 10 Pit falls, What
to Wear, Weather, Driving, Housing,
and more.
• Example‐2 – New Hire – The Survival
Kit, first 7 days, where to live, how to
detailed , updated and accurate
information – and contributions
coming from large number of people
will always be better than two SPOCs
who own the policy!
© PeopleStrong HR Services. Disclosure not permitted
, y , ,
commute, work related settling
down, the DO’s and DONT’s, etc.
7
• Use Technology – Develop your own
Wikipedia!

8. 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 forThe interventions for
employee engagement are
going to be effective – HYGIENE
always takes precedencealways takes precedence
• The whole world is asking
India to do their customer
serviceservice
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

9. e‐NGAGING:
…Outsource the Shared HR Services
• HR Strategy: Focus on Strategy and
Program Management – Outsource the
TransactionsTransactions
• 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

10. 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 realfollowed 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

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

12. Discussion
© PeopleStrong HR Services. Disclosure not permitted 12

13. Meet the Speaker
Prior to joining Bharti, I have worked with Unilever Asia‐Africa as Vice President, Human
R I t t d ith Ei h T t i 1984 U it P l Offi dResources. I started my career with Eicher Tractors in 1984 as Unit Personnel Officer and
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,
f l li d d i i h f i d d liperformance management, people alignment and driving the HR transformation agenda to 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

14. Airtel Confidential – Not for DistributionAirtel Confidential – Not for Distribution
Transforming HR

15. 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 gainsto the employee, leading to sustained organizational productivity gains.
Team e-tize Council e-tize Focus Group e-tize Advisory Board
Nature Cross functional leadership
team
Cross functional team Sr. Technology Managers from
External Organizations
Objective Organizational and process
related leadership
Capture voice of Airtel Best practices and “reality” check
Airtel Confidential – Not for Distribution

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

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

18. 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
MManpower
Planning
Recruitment
On-Boarding
Information
Mgmnt.
Employee
Movement
Talent
Mgmnt.
Learning
Mgmnt.
Time &
Labor
Comp &
Benefits
Bookings
Comm.
Transformation Medium
• Channel chosen was self-service because
- Process and service efficiency peaks when it is delivered simply and with minimalProcess 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
Airtel Confidential – Not for Distribution
questions.

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

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

21. 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
Airtel Confidential – Not for Distribution
More than 20000 resumes in the active database

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

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

24. LMS APLY
<start
date(ddmmyy) >
LMS STATUS
SEND TO 38493
date(ddmmyy) >
<number of days>
<remarks>
SEND TO 38493
&
LMS HOLI
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

25. Self Service: Compensation & Benefits
• Employee Compensation
Structuring (ECS)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

26. 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 4 9 33 8 4 9 3
Airtel Confidential – Not for Distribution

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

28. 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 t• Collaborate
- Common cause with respective functions, Ownership, Standardized processes,
Enforcement
• Listen
- Ideas, Improvements, Issues, Support, Track
• SupportSupport
- Champion, Processes, Data
Airtel Confidential – Not for Distribution

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

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

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

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

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

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

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

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

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

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