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 the
Right Time along with motivated workforce
will 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 after
Restructuring should be around 44000 to cater
the operational need as well as to ensure
maximum promotional avenues to the
remaining 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 day
to day LL fault. No executive cadre staff should
be re-engaged as left out executives are
sufficient to cater to the load.
⚫ Explore the possibility of having some
temporary staff as apprentice to address
immediate 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 through
online 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 from
top to bottom, reduce endorsement delays.
⚫ All hierarchy must be defined in intranet
itself.
⚫ Make Electricity payment and ERP entry
centralized at GMTD/SDCA to avoid field staff
paper work.
Transition period management &
expenditure curtailment Cotn’d….

⚫ Bill printing should be fully avoided making

everything online.
⚫ All power failure alarms should be managed
by messaging system , and building security
should be managed through CCTV installed
at central locations.
⚫ The expenses towards sport ,cultural events
and foreign tours etc to be avoided
temporarily.
⚫ The expense of TAC meetings, other
meetings, advertisements, marketing etc to
be minimized.
 Transition period management &
expenditure curtailment Cotn’d….
Completely automatic infra monitoring and
cloud based storage, presentation and decision
making.
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 Circle
Office for all kinds of customer billings, be
it 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 to
cater to the present day market
dynamics. Cont’d….

⚫ Merging of Non-recruiting Circles like

Telecom Project Circles with Maintenance
Regions into one single circle. Zone wise
handling of the activities should be
entrusted to GM level officer.
⚫ Merger of CTD with WBTC and Chennai
Telecom 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 & staff

restructuring may be done as per
working DEL
⚫ HR & Staff administration should be
managed from Circle/BA HQ
⚫ SSA HR & staff administration post
should be redefined.
Review of the organizational model to
cater to the present day market
dynamics. Cont’d…

⚫ All executives should be treated as all India

cadre.
⚫ All non executives Cadre should be considered
as Circle cadre and redeployed as per the
business requirement.
⚫ HR & staff administration should be controlled
centrally from the Business Area. Existing staff
presently in SSA HR & Staff should be
redeployed in the field.
⚫ Redeployment of Civil Electrical/Architecture
cadres 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 from
engineering stream and made under an
open stream like Admin.
⚫ Young, enthusiast and pleasantly dealing
staffs should be deployed at counters for
ensuring customer satisfaction.
⚫ PMS and other counter activities may be
out sourced .
⚫ More focus should be given on FTTH &
Enterprise Business.
 Re-inventing the HRM
functions in BSNL. Cont’d..
⚫ Feedback / suggestion channel: A proper
feedback/suggestion channel should be
opened, for staff as well as public and Good
suggestions should be properly rewarded
⚫ Alternate dispute redressal mechanism may
be developed within BSNL to clear various
court cases.
 Re-inventing the HRM
functions in BSNL. Cont’d..
⚫ QA assurance wing in the field should be introduced or a
separate QA (NQM) committee should be formed at SSA
level for QA assurance in case of network, services.
⚫ Field visit should be done regulary by DE or DGMs /GM
level officers to know the condition of network /field.
⚫ Standard Operating Procedure (SOP) should be well
defined and strictly followed in all Divisions/ BAs /circle
levels.
⚫ Management should properly define each works and also
the financial and administrative powers available for
each executive hierarchy
⚫ HOTO Manual: HOTO manual ( Handing Over Taking
Over) 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 avenue
for Internal candidates in CPSU.
❖ The time bound up-gradation service year
conditions for all the existing incumbents
may be made equal , so as to ensure
justice at par with all executives.
Introduction of a contemporary and
Transparent CPSU cadre hierarchy &
Transfer policy:

⚫ Transparent Transfer Policy: BSNL has a

transparent transfer policy, however
transfers in BSNL are often carried out in
total violation of the policy.
⚫ Rotational transfer of workforce needs to
be insisted as a norm.
⚫ Long Stay Transfers should be executed on
a regular basis as per transfer policy with 3
choice options.
⚫ Mandatory Cadre Review of Telecom &
finance Wing in every three years.
 Burning HR issues:

⚫ Pending promotion of JTO to SDE through DPC/LDCE

and equivalent cadre in other streams.
⚫ Implementation of Standard Pay Scales of E2 for
JTO/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 lateral
recruitment above JTOs/JAOs.
⚫ Pending promotion of SDE/AO/Equivalent to
AGM/CAO equivalent in other streams.
 General points and
administrative matters:
⚫ Modernize training centers: There is no need to
continue with RTTCs rather these may be
monetized through rent out or leased out. On
job training may be given by the field level
officers who are expert in relevant field of
operation.
⚫ Up gradation exam system should be stopped
instead each executives should attend at least
5 days in-service course in latest in 3/5 years.
⚫ Tie up with OYO or similar company for upkeep
of IQ and vacant Staff Quarters
⚫ Urgent repair/periodic maintenance of building
⚫ Subsidized roof top solar panel should be
installed 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 the
executives who have completed the residency
period in the grade with provisions of relaxation in
the residency period for all those working in higher
time bound scales.
⚫ Settling the Standard Pay Scales and Pay Loss
issue
⚫ Extending 30 percent SAB.
⚫ Preparing all the seniority lists to avoid confusion
and litigation.
General points & Administrative
matters. Cont’d ….

⚫ Corporate Group mediclaim

policy for all working employees
as earlier proposed by this
association.

⚫ CGHS for retired employees

 Revenue from other telecom
resouces
⚫ Develop our infrastructure in PPP mode to
build small IT parks / start up centers.
⚫ Monetization of unused available
infrastructure.
⚫ Infra sharing, Dark fiber sharing,
Microwave sharing.
⚫ Development of Data center and IT support
⚫ In-house Software development
⚫ Total business solutions for Enterprise
customers
 Review of procurement policies

⚫ Immediate change of traditional

procurement policy and introduction of
Vendor Rating System to assure quality and
support .
⚫ We should try to emulate industry standard
of 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