Proposed HR Restructuring after VRS

All India Graduate Engineers & Telecom officers Association

Who are We?

AIGETOA represents the voice and idea of primarily BSNL Recruited Executives recruited after formation of BSNL on 1st

October 2000.

We believe

Technology used with Right Strategy at theRight Time along with motivated workforcewill change the world.

“To win the marketplace, you must first win the workplace.”.

“Be the change that you wish to see in the world.”

-Mahatma Gandhi

BSNL Revival: What next…

Revival Reality – by understanding

what matters most to people –within and outside”

❑ Legacy setup to be changed to contemporary professional setup

❑ Competitiveness & Adaptation

❑ Performance -Experience & Qualification

❑ Business with Service motto

BSNL Revival: What next…

❑ Present Situation – 44000 Executives & 1,10,000 Non-executives

❑ Expected Situation after VRS

31,000 Executives & 44,000 Non Executives

Reduction

❑ Executives – 33 Percent ( approx )

❑ Non Executives– 50 Percent ( approx )

After HR Restructuring –

❑ As per Deloitte Committee recommendations,the final strength of Executives afterRestructuring should be around 44000 to caterthe operational need as well as to ensuremaximum promotional avenues to theremaining executives and to avoid stagnation.

Proposed HR Restructuring

➢ Transition period management and suggestions for expenditure curtailment.

➢ Review of the organizational model to cater to the present day market dynamics

➢ Re-inventing the HRM functions in BSNL

➢ Introduction of a contemporary and transparent CPSU cadre hierarchy and transfer policy

➢ Resolving Burning HR issues

➢ General points and administrative matters

➢ Revenue from other telecom resources

➢ Review of procurement policies

Transition period management & expenditure curtailment

⚫ Outsourcing is to be planned Scrupulously

⚫ Retired expert lineman/TM may be hired for dayto day LL fault. No executive cadre staff shouldbe re-engaged as left out executives aresufficient to cater to the load.

⚫ Explore the possibility of having sometemporary staff as apprentice to addressimmediate vacuum in post VRS phase.

⚫ Revenue based OPEX fund allotment

⚫ Review all ongoing projects and new projects to be vetted for ROI

Transition period management & expenditure curtailment Cotn’d..

⚫ All HR activities should be processed throughonline ERP portal

⚫ Report generation directly from ITPC,Sancharsoft, SAP, ESS portal, etc..

⚫ After implementation of SAP in all circles,legacy system should be scrapped.

⚫ Use corporate intranet to forward letters fromtop to bottom, reduce endorsement delays.

⚫ All hierarchy must be defined in intranetitself.

⚫ Make Electricity payment and ERP entrycentralized at GMTD/SDCA to avoid field staffpaper work.

Transition period management & expenditure curtailment Cotn’d….

⚫ Bill printing should be fully avoided makingeverything online.

⚫ All power failure alarms should be managedby messaging system , and building securityshould be managed through CCTV installedat central locations.

⚫ The expenses towards sport ,cultural eventsand foreign tours etc to be avoidedtemporarily.

⚫ The expense of TAC meetings, othermeetings, advertisements, marketing etc tobe minimized.

Transition period management & expenditure curtailment Cotn’d….Completely automatic infra monitoring andcloud based storage, presentation and decisionmaking.

Monitoring and logging of-

⚫ Diesel balance

⚫ Battery cell health monitoring,

⚫ Temperature

⚫ Power consumption

⚫ antenna power in different directions, Servo controlled antenna

& decisions on

⚫ Diesel purchase,

⚫ engine on/off (based on battery, temperature, traffic etc)

⚫ Estimates on electricity/diesel expense, site viability

Transition period management & expenditure curtailment Cotn’d….

⚫ We should have one Central Billing Centre,like CSC for all types of payments, at CircleOffice for all kinds of customer billings, beit LL, BB, Mobile, FTTH, LC etc.

⚫ Simple online bill payment through App

⚫ Bill printing should be stopped immediately.

⚫ Fully automated customer service support though online portal/IVRS

Review of the organizational model to

cater to the present day market dynamics:

⚫ Rearrangement of all Verticals

⚫ Autonomy to BSNL board, to take any type of decision to counter hyper competitive sector.

Review of the organizational model tocater to the present day marketdynamics. Cont’d….

⚫ Merging of Non-recruiting Circles likeTelecom Project Circles with MaintenanceRegions into one single circle. Zone wisehandling of the activities should beentrusted to GM level officer.

⚫ Merger of CTD with WBTC and ChennaiTelecom with TN Telecom Circle.

⚫ Merger of NCNGN/IC/ITPC/QA &inspection circles into one circle

⚫ Merger of SSAs (Geographical &LL/BB/FTTH)

Review of the organizational model to cater to the present day market dynamics. Cont’d…

⚫ BA/SSA may be redefined & staffrestructuring may be done as perworking DEL

⚫ HR & Staff administration should bemanaged from Circle/BA HQ

⚫ SSA HR & staff administration postshould be redefined.

Review of the organizational model tocater to the present day marketdynamics. Cont’d…

⚫ All executives should be treated as all Indiacadre.

⚫ All non executives Cadre should be consideredas Circle cadre and redeployed as per thebusiness requirement.

⚫ HR & staff administration should be controlledcentrally from the Business Area. Existing staffpresently in SSA HR & Staff should beredeployed in the field.

⚫ Redeployment of Civil Electrical/Architecturecadres on need basis and refining their roles.

Re-inventing the HRM functions in BSNL. Contd…

⚫ Priority in implementation of HR policies for BSNL Recruited employees to bring

motivation amongst younger and most qualified employees.

⚫ Job mapping based on skills, qualification, accountability & well defined

KRA/KPI must for employees at each level.

⚫ Organisational control and reward system must be implemented properly through

Balance Scorecard method. IPMS/GPMS must be implemented on Top-Down approach.

⚫ Business process re-orientation needs to be done through paperless work (SAP/ERP),

Outsourced Model, Knowledge based Service etc.

⚫ Different promotional prospects among Accounts and Engineering wing. It

resulted in migration of Junior Engineers talent pool from engineering wing to accounts

wing after working 6+ years in engineering wing.

⚫ Brain drain from BSNL by young, energetic engineers are on the rise due to non-

implementation of standard pay scale and lack of promotional avenues. Retention of talent

has never been realised by management till now.

Re-inventing the HRM functions in BSNL. Contd..

⚫ CSC management be separated fromengineering stream and made under anopen stream like Admin.

⚫ Young, enthusiast and pleasantly dealingstaffs should be deployed at counters forensuring customer satisfaction.

⚫ PMS and other counter activities may beout sourced .

⚫ More focus should be given on FTTH &Enterprise Business.

Re-inventing the HRM functions in BSNL. Cont’d..

⚫ Feedback / suggestion channel: A properfeedback/suggestion channel should beopened, for staff as well as public and Goodsuggestions should be properly rewarded

⚫ Alternate dispute redressal mechanism maybe developed within BSNL to clear variouscourt cases.

Re-inventing the HRM functions in BSNL. Cont’d..

⚫ QA assurance wing in the field should be introduced or aseparate QA (NQM) committee should be formed at SSAlevel for QA assurance in case of network, services.

⚫ Field visit should be done regulary by DE or DGMs /GMlevel officers to know the condition of network /field.

⚫ Standard Operating Procedure (SOP) should be welldefined and strictly followed in all Divisions/ BAs /circlelevels.

⚫ Management should properly define each works and alsothe financial and administrative powers available foreach executive hierarchy

⚫ HOTO Manual: HOTO manual ( Handing Over TakingOver) should be strictly followed

Introduction of a contemporary and transparent CPSU cadre hierarchy & Transfer policy:

❖ E2 scale for JTO/JAOs & E3 for SDE/AOs.

❖ Inclusion of Internal Fast Track Mechanism/ performance oriented promotional avenuefor Internal candidates in CPSU.

❖ The time bound up-gradation service yearconditions for all the existing incumbentsmay be made equal , so as to ensurejustice at par with all executives.

Introduction of a contemporary andTransparent CPSU cadre hierarchy &Transfer policy:

⚫ Transparent Transfer Policy: BSNL has atransparent transfer policy, howevertransfers in BSNL are often carried out intotal violation of the policy.

⚫ Rotational transfer of workforce needs tobe insisted as a norm.

⚫ Long Stay Transfers should be executed ona regular basis as per transfer policy with 3choice options.

⚫ Mandatory Cadre Review of Telecom &finance Wing in every three years.

Burning HR issues:

⚫ Pending promotion of JTO to SDE through DPC/LDCEand equivalent cadre in other streams.

⚫ Implementation of Standard Pay Scales of E2 forJTO/JAO/Equivalent and E3 for SDE/AO/Equivalent.

⚫ Implementation of pending Superannuation Benefits.

⚫ Pay Loss issue of Executives Recruited in E1A Scales.

⚫ Circulation of list-9 for SDE seniority.

⚫ Finalization of list-8 for SDE Seniority.

⚫ Scrapping of MT RRs and any other mode of lateralrecruitment above JTOs/JAOs.

⚫ Pending promotion of SDE/AO/Equivalent toAGM/CAO equivalent in other streams.

General points and administrative matters:

⚫ Modernize training centers: There is no need tocontinue with RTTCs rather these may bemonetized through rent out or leased out. Onjob training may be given by the field levelofficers who are expert in relevant field ofoperation.

⚫ Up gradation exam system should be stoppedinstead each executives should attend at least5 days in-service course in latest in 3/5 years.

⚫ Tie up with OYO or similar company for upkeepof IQ and vacant Staff Quarters

⚫ Urgent repair/periodic maintenance of building

⚫ Subsidized roof top solar panel should beinstalled at all important Exchanges.

Motivation Measures in the hours at this challenging times

⚫ Settlement of JTO to SDE DPC immediately before moving on to the post VRS scenario.

⚫ Holding of LDCE for promotion from JTO to SDE(T)

⚫ Extending one functional promotional to all theexecutives who have completed the residencyperiod in the grade with provisions of relaxation inthe residency period for all those working in highertime bound scales.

⚫ Settling the Standard Pay Scales and Pay Lossissue

⚫ Extending 30 percent SAB.

⚫ Preparing all the seniority lists to avoid confusionand litigation.

General points & Administrative matters. Cont’d ….

⚫ Corporate Group mediclaimpolicy for all working employeesas earlier proposed by thisassociation.

⚫ CGHS for retired employees

Revenue from other telecom resouces

⚫ Develop our infrastructure in PPP mode tobuild small IT parks / start up centers.

⚫ Monetization of unused availableinfrastructure.

⚫ Infra sharing, Dark fiber sharing,Microwave sharing.

⚫ Development of Data center and IT support

⚫ In-house Software development

⚫ Total business solutions for Enterprisecustomers

Review of procurement policies

⚫ Immediate change of traditionalprocurement policy and introduction ofVendor Rating System to assure quality andsupport .

⚫ We should try to emulate industry standardof models like Managed Service Model etc.

Summary

“In order to build a rewarding employee experience, you need to

understand what matters most to your people.”

-Julie Bevacqua, Rise‘s Chief Revenue Officer