Comparative Analysis of HR Practices

of Reliance Jio and MTNL

By: Admin Group 2 ( Raunaq, Shrey and Jannat )

SUBMITTED TO:
PROF. HARPREET GILL

[Company name] | [Company address]

Table of Contents
ACKNOWLEDGEMENT.........................................................................................................2
EXECUTIVE SUMMARY........................................................................................................2
INTRODUCTION (TELECOMMUNICATION INDUSTRY).................................................3
QUESTIONNAIRE...................................................................................................................3
Recruiting:................................................................................................................................3
Onboarding:..............................................................................................................................3
Diverse Environment and Culture Building:.............................................................................3
Admin and People Operations:.................................................................................................4
Training & Development:..........................................................................................................4
Payroll and Benefits:.................................................................................................................4
Performance Management:.......................................................................................................4
INTRODUCTION (JIO)...........................................................................................................4
ANALYSIS................................................................................................................................5
INTRODUCTION (MTNL)......................................................................................................7
ANALYSIS................................................................................................................................7
CONCLUSION.........................................................................................................................9
RECOMMENDATIONS.........................................................................................................11
APPENDIX..............................................................................................................................11
ACKNOWLEDGEMENT
No creation in this world is a solo effect and neither this project.

This project would not have been possible without the kind support and help of many
individuals and organizations.

We would like to express our special thanks of gratitude to Prof. Harpreet Gill, who gave us
the golden opportunity to do this wonderful project on the topic of HR analysis which also
helped us in doing a lot of Research and we came to know about so many new things.

EXECUTIVE SUMMARY

The objective of this comparative study is to scrutinise the human resource (HR) frameworks
of two organisations and discern resemblances and disparities in their methodologies for
administering their personnel. The present analysis focuses on Reliance Jio Infocomm Ltd.
and MTNL, two companies that operate within the telecom industry.

The study involved an examination of the human resources policies, practices, and
organisational framework of the companies. This was achieved through the administration of
interviews with HR department personnel who held key positions in both organisations.

The results of this analysis indicate that both companies exhibit distinct human resource
structures and strategies for overseeing their employees.

Notwithstanding the variances in structure, both corporations place significant emphasis on

the development and training of their personnel. The organisation offers avenues for its
workforce to augment their competencies and expertise, and has instituted initiatives for
mentoring and cultivating leadership capabilities. Both corporations offer a competitive
remuneration and benefits program, encompassing health insurance, retirement schemes, and
bonuses based on performance.

Nevertheless, there exist certain disparities in the human resources policies and procedures
adopted by the aforementioned organisations.
INTRODUCTION (TELECOMMUNICATION INDUSTRY)

Currently, India is the world’s second-largest telecommunications market with a subscriber

base of 1.16 billion and has registered strong growth in the last decade. The Indian mobile
economy is growing rapidly and will contribute substantially to India’s Gross Domestic
Product (GDP) according to a report prepared by GSM Association (GSMA) in collaboration
with Boston Consulting Group (BCG). In 2019, India surpassed the US to become the
second-largest market in terms of the number of app downloads.

The Indian government's liberal and reformist policies, along with strong customer demand,
have helped the Indian telecom sector grow quickly. The government has made it easy for
people to buy telecom equipment on the market and set up a fair and proactive regulatory
system. This has made sure that consumers can get telecom services at prices they can afford.
Foreign Direct Investment (FDI) rules have been loosened up, which has made the sector one
of the fastest-growing and one of the top five sources of jobs in the country.

QUESTIONNAIRE
Recruiting:

 Do you prefer to manage the entire recruiting function or leverage outsourced

assistance?

 How do you ensure you find candidates that meet technical skills requirements?

Onboarding:

 What do you do to ensure that new hires have an incredible onboarding experience?

Diverse Environment and Culture Building:

 How do you ensure your company is sensitive and includes people of all
cultures/backgrounds?
  Do you think it’s important to include out-of-office activities to build a great culture?

Admin and People Operations:

 What is your preferred system to you use for talent management? Why?

 How do you motivate yourself when faced with repetitive or tedious tasks?

Training & Development:

 What systems do you typically use to build training programs for employees?

 Do you use training and development to reduce the impact of churn?

 How do you measure the impact of employee training?

Payroll and Benefits:

 What kind of employee perks and benefits do you think are necessary to keep
employees engaged and motivated

Performance Management:

 What steps do you take to make sure that different departments are measuring
employee performance?

 If an employee is underperforming, how would you handle that situation?

INTRODUCTION (JIO)

Reliance Industries owns Jio Infocomm Limited, also known as Jio, an Indian mobile
network operator with headquarters in Mumbai, Maharashtra. With coverage in all 22
telecom circles, it runs a national Long-Term Evolution (LTE) network. Instead of providing
2G or 3G services, Jio employs Voice over LTE (VoLTE) to deliver voice service on its
network. Reliance Jio's introduction has sparked an unprecedented change in the Indian
telecom sector. Based on mobile data usage, Jio now claims to be the largest data network in
the world. Jio also caused disruption in other sectors of the economy with products like Jio
TV, Jio Phone 3 and Jio Fiber, among others.

ANALYSIS

The growth of the organisation depends on learning. Ambani and the leadership group are
always researching new business strategies and sectors since they are eager to learn
everything. The state HR told us "I'm taking a course on Python" in one executive meeting.
We enquired, "Why?" I need to grasp AI and advanced analytics because I can't expect my
staff to undertake this work if I don't understand it, she stated. How many HR do you believe
think this way? While conducting the interview with the state HR we came to know a lot of
different things about how Jio works and manages it employees.

Jio is an employee centric organisation, Mrs Reema Bahukhandi the State HR told us that in
Haryana itself Jio has 38 centres and every Jio centre is assigned with a Jio manager who
somewhere plays a role of a mini-CEO and that manager is responsible for the profit and loss
of the centre and has to report to the state HR periodically.

Jio has 186 remote stores in Haryana which makes it impossible for the head HR to keep a
track for it so Jio has assigned sub-HR for every store which has to solve all the grievances
and complaints, they also have to report at particular intervals to the state HR. It has three
verticals – Talent acquisition ; Talent management and operation ; Training and Development
which has further different sub sections in order to have an in depth view of what is
happening in the organisation.

For recruitment Jio follows a policy of clear communication and brilliant job descriptions
which makes the sorting of individuals easy for them.
For onboarding , a program named “Prarambh” is introduced where the employees work in
state office for first 7 days where they are introduced to their colleagues and are handed over
their assets on the first day of joining. It is a week to make them feel special and make them
familiar with the working of the organisation.

Apart from that, Jio has come up with a new initiative to increase the engagement of their
employees and it is known as R voice , it has been introduced, especially for the employees to
share their opinions and suggest what is good for the organisation, this platform will be
helping the organisation to understand their employees in a much better way and sort out the
grey areas which will give them a clear picture about how their employees feel in the
organisation and what changes do they like to have .

For development Jio has different programs for example “Spandhan”, in spandhan Jio assign
buddies to the recruiters which keeps an eye on their growth and those buddies have to
provide report to the HR in every 7,14 and 25 days. Jio provides perks and other allowances
but they are mostly for the people associated with sales on the basis of achieved targets and
target accomplishments and for building a diverse culture in the organisation the company
follows a policy named as inclusion of diversity and they have positions opened for the third
gender as well. Apart from that, Jio also ensures that girls are not placed in remote areas
where there is no security and is unsafe for the female employees to work.

Jio support their employees till the end, if any employee fails to perform the company
provides them an easy target to accomplish in 3 months and they provide all the assistance for
that individual.

Overall, this business moves quickly, thinks creatively, and is execution-oriented. Every
industry is expanding at hockey-stick-shaped rates and quickly filling positions. This
necessitates HR to swiftly employ, onboard, train, and support personnel everywhere, which
forces HR to aggressively focus on becoming a world-class organisation.

The "Fractal model" for running the Jio business is one illustration of this. In thousands of
tiny towns across India, Jio offers phone sales and other services. A large matrix would
typically be used to organise this company, with local managers, district managers, regional
managers, and so on. The Chairman considered that suggestion and discarded it. Making
decisions would be too slow.
Reliance instead created a network-based operating model in which each tiny sales and
support team functions independently. There are regional and country managers, but they
have access to real-time dashboards with sales, support, hiring, and financial data. An
employee or local manager can engage with a real-time operations centre online, avoiding the
entire hierarchy, if they need information about product shipment or features.

INTRODUCTION (MTNL)

MTNL was setup on 1st April, 1986 by the Government of India to upgrade the quality of
telecom services, expand the telecom network, introduce new services and to raise revenue
for telecom development needs of India 's key metro cities of Delhi & Mumbai. MTNL is the
principal provider of fixed-line telecommunication service in the two Metropolitan Cities of
Delhi and Mumbai. It offers mobile services in the city of Delhi including four peripheral
towns Noida, Gurgaon, Faridabad & Ghaziabad and the Mumbai city along with the areas
falling under the Mumbai Municipal Corporation, New Mumbai Corporation and Thane
Municipal Corporation. In more than two decades of its operations, there has been all-round
development & growth and improved operational efficiency. Presently, MTNL is providing a
host of telecom services that include fixed telephone service, GSM (including 3G services) &
CDMA based Mobile service, Internet, Broadband, ISDN and Leased Line services., MTNL
has been in the forefront of offering state of the art technology-based telecommunications
services to its customers at most affordable prices. MTNL has been the first to launch some
of the latest telecom technologies in the country like ADSL2+ & VDSL2 in broadband, IPTV
on MPEG4 technology, VOIP and 3G Mobile service.

ANALYSIS

There are 2 HR’s for MTNL, one of them is unit HR and the other is Organisational HR. The
Unit HR manages the HR of the company on daily basis and works on the training,
performance appraisals, guidance and mentorship. Whereas for the organizational HR, it
focuses more on forming policies and looking over the Unit HR.

Recruitment – MTNL being a government of India entity so all the procedures followed and
implement are according to the norms of government of India. As such for MTNL, the
recruitment process isn’t carried out by the company, it is done through UPSC examinations
for senior management on the basis of need to the company. For the lower management, a
consultant is hired who carries out an examination, based on whose result, the people are
selected by the organisation and subsequently trained to meet the required skillset of the
organisation. The board of directors are empowered to frame the rules issued which should be
in accordance with the guidelines of the government of India. These rules are altered, framed
and adopted in annual general body meetings.

Diverse Environment – the company doesn’t have any cultural events, but organises few
sports and small cultural events which are done by specific units of the organisation where
the employees are encouraged to participate.

Performance – the performance is measured annually through a procedure called annual

performance appraisal report, Still the performance is reviewed every 6 months. There are 21
parameters on which the performance of the individual is assessed. These questions are
divided into 3 main groups; knowledge (with respect to rules and procedures), competency of
individual and achievements compared to the benchmark. These questions are answered in
numeric method where individual is assessed on 10 grades where 10 is the best an individual
can score and subsequently 1 is the worst. The benchmark for promotion is almost 7-8 for
senior management, in case the person is not able to meet the benchmarked requirements, he
won’t be promoted to the next position.

If an employee is underperforming, he can always take help of his subordinates or seniors, if

that doesn’t help him much, the employee can undergo training and if still nothing changes
then the promotion of the employee is denied. The training programme is based on
developing technical skills of employees since the required skillset of MTNL are of technical
knowledge mostly. Based on the annual or five year plan, the technology changes and thus
the training routine is changed accordingly. The course is based upon the level of the
employee and designed according to the technological skills required by the employee.
After end of each session of training, a feedback form is given to employee to rate their
trainers and at the end of the training, the employees are tested further to know if the training
was effective or not.

Since the company is a government of India entity, it does not outsource any candidates. Also
the training is done by the company itself due to the required technical skills, and since the
company has been in the works for a lot of years, the company already has a proper training
system due to which outsourcing of any kind isn’t required.

There are no perks and benefits to an employee in accordance to the government norms apart
from the salary and based on their performance they might get promoted and failing to which
they have to retain their same position. People aren’t paid at par with private sector since the
government job is secure whereas in private sector its more of a high risk high reward policy.

Since there is reservation policy due to government of india guidelines, there is a diversity of
workforce in the company. And since it is made sure by the government to appoint people of
all castes, cultures, the department of social justice guidelines do make sure that there is
sensitivity towards people of all cultures in the company.

To tackle pressure and stress of work, sometimes on the instructions of government of india,
yoga classes are held to keep the people engaged and healthy but since there is very high job
security and not much work pressure is given, thus the employees generally aren’t that
burdened by workload.
CONCLUSION
In conclusion, we observed that in a private organization like Jio, the HR person is not
allowed to share information related to their Human Resource Strategies and Tactics easily
vice versa in the case of MTNL.

Jio has around 38 centres, and each Jio centre is assigned a Jio manager who acts as a mini-
CEO and is responsible for the profit and loss of the centre and must periodically report to the
state HR; whereas MTNL has two HRs, one of which is unit HR and the other is
organisational HR. The Unit HR manages HR on a daily basis and is responsible for training,
performance reviews, guidance, and mentoring. Comparatively, organisational HR focuses
more on policy formation and monitoring unit HR.

In Jio, anyone can apply for a job through their online portal by filling out the required
information , as Jio seeks candidates who are the best match for their job description, whereas
in MTNL, candidates are selected through a series of examinations based solely on their
knowledge. Jio also uses "Poaching" to recruit great staff from rival businesses and also takes
‘employee referrals’ into consideration while recruiting.

In terms of onboarding, we can state that Jio has a "Prarambh" programme, whereas MTNL
does not provide its employees with much of an onboarding experience. Jio has a programme
called "Spandhan" for training and development in which recruiters are assigned mentors
who monitor their progress and report back to the HR department every 7, 14, and 25 days.
MTNL's training programme is based on the technical skills of its employees and modifies
current technological requirements; once the training is complete, the organisation
administers a test to evaluate the training's effectiveness. Also, both the companies have their
inhouse training programmes; they don’t outsource it.

In regard to diversity, Jio follows a policy titled "inclusion of diversity" and has positions
available for the third gender. In addition, Jio ensures that females are not assigned to remote
locations where there is no security and it is unsafe for them to work. Recruitment at MTNL
is based on a variety of examinations; as a result, the organization's employees are already
diverse due to the existence of a reservation system.

MTNL uses a variety of feedback forms to understand employee complaints and seek the best
resolution, whereas Jio has introduced R Voice as a platform for employees to share their
opinions and suggest what is good for the company. This platform helps them understand
their employees much better and sort out the grey areas to give them a clear picture of how
their employees feel in the company.

In the case of Jio, the primary perks and benefits are given to the Sales Executive/Department
based on the achievement of their targeted sales, whereas in the case of MTNL, there are no
such perks and benefits; excellent performance only increases a person's chances of being
promoted.

Speaking of churn, Jio, a private firm, has a high attrition rate, which implies the organisation
often loses productive personnel. And on the other hand, due to the job security that is offered
to the staff at MTNL because it is a department of the Government of India, the company
does not give much thought to employee retention or attrition. (NO ONE WANTS TO
LEAVE A GOVT. JOB IN OUR COUNTRY)

RECOMMENDATIONS

Jio – There are not much recommendations for Jio since the company is working efficiently
in terms of HR, still due to very high work pressure and short deadlines, the company is not
able to retain much employees causing a high possibility to lose ‘HIPPOs’ (High Potential
Performing Employee). Thus, Jio’s HR department has to still work more and come up with
some programs to (1)Increase employee satisfaction (2)give creative freedom (3)prioritize
personal growth (4) offer competitive compensations and benefits and (5) bring out the
hidden talents of their employees like offering temporary or ‘growth-gigs’ as a temporary
growth experience which will eventually increase their employee engagement and decrease
the employee turnover.

MTNL – In MTNL, positive work culture is not promoted that much. Since the government
of India only wants employees to work during office hours and after that spend the remaining
time on their own will and accord and not involve their employees in their own activities that
much. But still the company should host few events or activities for their ‘employee
engagement’ and keeping a better and more positive work environment. Also, there is also no
tailor-made performance evaluation structure in MTNL.

Also, both the companies should invest in Learning and Development(L&D) which is an
essential component of any an organization, and there are numerous benefits of investing in
employee learning and development. Investing in employee development leads to improved
productivity and better work output as employees have necessary tools and skills they need to
excel in their roles. It is a positive trend, as research shows that companies that prioritize
employee training and development tend to be more successful than those who do not.

They need to have a systematic ‘Talent management’ process which will create a motivated
workforce who will stay with your company in the long run.

They should also include ‘Gamification’ into their system as it will tap into the employees
intrinsic motivation while offering an extrinsic motivation such as badges, rewards and
points.

Gamification will be just a medium to reach the ultimate goal that is to increase
collaboration/ cohesiveness and learning.
APPENDIX
Interviewees:

1) [Link] Bahukhandi (Haryana Regional HR head)

2) Mr. Hoshiar Singh (General Manager in MTNL)