mSIEMENS

mAIRTEL
mBSNL
mDELL
mLG
Siemensǯ HR policies are comprehensive and emphasize well-
being, training and development, and flexible working
practices, including job rotation. This measure applies to all
workers, not only those who are older
Over the last 10 years, the company has developed the initiative
into a comprehensive set of policies aimed at implementing a
life-course approach to employee development.
Workers doing jobs that become more demanding as they grow
older are notified early that they should consider their career
plans.
The companyǯs comprehensive approach can be useful
wherever human capital is important. The job rotation policy
ensures continued broad employability.
°ob rotation is supported by continuous training and
development, and is integrated in a wider career management
effort.
Age profile changes in the workforce, which were significantly
slower, do not fully account for the increased participation.
Siemens finds that this also contributes to worker flexibility,
which becomes increasingly important when technical changes
and greater economic competition require that companies
constantly adapt to changing conditions
Airtel is a company which prefers youngsters in its work place.
The average age of employees in airtel is just 26 years.
The management thinks that a year of experience doesnǯt
matter if employees are creative and innovative.
Airtel's HR success is powered by a well defined rewards and
recognition system.
Unlike most other organizations, airtel lets its employees to
decide their training needs.
To encourage learning within the organization, the company
has set up a state-of-the-art learning centre.
Airtel also seeks to certify every employee on quality and IT.
The HR steering committee (HRSC) of the company that has
acted as the fulcrum of the HRD efforts in the organization.
Measurement of performance is indeed a key driver of business
within Airtel.
A philosophy of constant monitoring has been established.
Measurement Boards' for every department are prominently
displayed where the performance indicators of the same are
displayed graphically.
The HR department sets up cross-functional teams in times of
product or service launches.
Some of the other key HR initiatives include the managers'
communication forum, open house, family group meetings, HR
interface and HR intranet.
With a corporate philosophy that considers Human Resource
as the most prized assets of the organization, it's natural for
BSNL to continually hone employee skills, enhance their
knowledge and their expertise and their aspirations to fruition.
The management is of the opinion that its future depends on
our staff that provides services to its valued customers and stay
in touch with them.
To meet the technological changes, employees are trained for
technology up-gradation, modernization, computerization etc
in BSNL's training centers spread across the Country.
. These centers are properly equipped with the requisite
infrastructure facilities such as Lecture rooms, modern audio-
visual aids, libraries, hostels etc.
Even as BSNL goes about conducting its business activities, it
lays emphasis on constant enhancement of knowledge and skills
through regular training programmes to apex training centers of
BSNL i.e. Advance level Telecom Training Center (ALTTC) at
Ghaziabad and Bharat Ratna Bhimrao Telecom Training Center
at °abalpur are comparable to any world class Telecom Training
Center.
Different curriculum run in these centers to impart technology
based training, training for attitudinal change, basic
educational and skill development program etc.
Dell Inc. is a multinational supplier of information technology
(IT) products and services to countries worldwide.
The average ages of its employees are 27 years. The specific age
profile of the company can be attributed to the nature of the
sector itself: IT products and support services require thorough
knowledge of high-tech products, modern working methods
and management systems.
The company defines its corporate culture as a Ǯwinning
cultureǯ, and insists that there are no prejudices regarding age or
gender equality in any of its personnel policies.
It sponsors a community of networking groups formed by
employees with common interests in areas such as ethnicity,
gender, nationality, lifestyle and sexual orientation.
Networking groups help to foster a more inclusive work
environment, improve communication among employees and
enhance the understanding of all employees about the value of
diversity.
Training measures, offered free of charge to all employees, have also
been introduced to increase working abilities so that they are more
compatible with company needs, taking into consideration the
employeesǯ professional growth and career progression.
In addition to training, the company grants several benefits to all
employees, aimed at improving their health and well-being. These
benefits include a free preventive medical check-up and regular
access to sports and fitness centers as well as to cultural events.
Other human resource (HR) policy measures, such as flexible
working hours and part-time assignments, are available to all
employees, although the main target group in this respect is generally
students who want to work for the company after they graduate.
To cope with the growing expectations of business and in order
to give the organization a competitive edge to the business LG
have streamlined the whole system by integrating the HR
fundamentals with Information Technology and have adopted
some practices unique to LG.
Once the candidates are hired, they undergo and exhaustive
induction programme for duration of 14 days under which the
candidate is acquainted which each and every aspect of the
organization.
LG also asks the candidates to undergo Psychometric tests
which throw up the complete profile of the person.
LG as an organization takes pride in the fact that they have the
highest manpower productivity and the lowest manpower cost
in comparison to the industry.

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LG also has a helpdesk facility for their employees to help them
overcome every aspect of their professional problem. Business
related problem solving is also a help tool available across board
to all employees and cross functional Teams and TDR's also exist
within the company.
Apart from this LG also has a family ambassador programme
where a dedicated mentor goes to the workers house and talks
to his family, their problems etc. and tries to make their
situation better.
°oyful Working 5 was mainly based on 5 Key factors our
organization needed to focus upon. These core factors were
Stress, Communication, Leadership, Target setting and working
hours.
All this will not only bring bonding between the teams but will
also help molding the organizational culture to suit the
employee needs.