Employees are the nerve centre
of the Company. It is they who translate the vision into reality
and convert the business plan into profitability. It is they
who take the intangible and make it tangible. They are the
public face of the Company. We recognise that our greatest
resource continues to be our employees. We are committed to
provide a friendly working environment to encourage their
personal involvement and development.
SLT is committed to providing a work life that is rewarding
and satisfying, not just in the short term but in the medium
and long term too. We realise that employee motivation is
the key to corporate success and the key to motivation is
employee satisfaction at the workplace.
Learning: A Part of Our Corporate
Lifestyle
A job in the Company should not be a mere source employment,
but a career and part of a lifestyle. Providing opportunities
for employees to develop their skills, further their career
aspirations, enhance their knowledge and develop their minds
is a major aspect of a company’s responsibilities to
its employees. Over the past few years our human resource
training policy focused on customer orientation; team building;
interpersonal cooperation; workplace cooperation; IT skills;
communication skills; productivity improvement and attitude
development.
Our training schemes have been broadened to include all levels
of level management and technical staff. Where our in-house
training capacities are insufficient, we use external consultants.
The major focus of these initiatives exercise will be to trigger
initiative and to reward dynamism and creativity.
A number of other measures have been implemented to ensure
that SLT’s work culture is more performance and profit
driven. Apart from new training programmes, annual performance
appraisals and Japanese productivity improvement measures
such as ‘Kaizen’ and ‘5S’ have also
been integrated.
Promotions are now based on competitive examinations, which
have created a culture of learning in the organisation. Another
strategic concern at SLT is with regard to our recruitment
procedures. In the future the recruitment of personnel will
be strictly a ‘needs based’ exercise. We have
also focused on re-training employees to meet new tasks and
to fit new job profiles. To us as at SLT learning is a continuous
process and this is another value we are trying ingrain.
Developing a ‘Win-Win’
Work Ethic
Several employee involvement programmes have been initiated.
This included a collaborative management programme sponsored
by the International Labour Organisation. As a result local
and regional discussion groups between management and the
staff have been set up to encourage participatory management
and to resolve conflicts through dialogue and negotiation.
This has created an entirely new work ethic in the organisation
based on mutual understanding and cooperation and has created
win-win situations for both management and employees.
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A Commonwealth Telecommunications Organisation (CTO) Telecommunications
Business Solutions (TBS) workshop was held in October supported
by SLT. Representatives from ten countries in the Asia Pacific
region attended the workshop. TBS was designed as a training
and learning experience for managers in the telecommunications
business. The focus of the programme was to educate telecom
managers on how to respond to market liberalisation and to
explore different models of organisational restructuring.
Relationship building between regulators and operators through
scenario building exercises also figured in the programme.
Responding to Human Resource Conflict
in the Field
In 2003 SLT launched its Human Resource Mobile Service. This
service was launched to better understand human resource related
problems at the Company’s regional locations. A particular
focus was on issues pertaining to Management, Development
and Welfare. These mobile ‘clinics’ enabled the
human resource staff to engage with other staff on a variety
of issues and offered an efficient problem solving forum for
those employees in the field. The first ‘clinic’
was held at the Kurunegala Regional Office and others have
been conducted at regional centres around the country during
the course of the year.
Bidding Farewell
In 2003 SLT implemented a comprehensive Voluntary Retirement
Scheme (VRS). Awareness programmes were held throughout the
country to educate the employees prior to implementing the
scheme. 1,116 employees, took advantage of this voluntary
scheme. Outgoing employees obtained a package of between Rs.
150, 000/- and Rs. 1, 100,000/- under this scheme. It was
oversubscribed.
SLT organised a series of valedictory functions to bid farewell
and hand over terminal benefits and service certificates.
Several programmes were arranged in various provinces to enable
employees in the regions to attend these functions. The cheques
of the VRS package as well as the cheques relating to EPF
and gratuity were presented at these functions attended by
immediate family members of the retirees. The Company will
bear the cost of tax on the VRS package, if any. In addition,
a rental free residential phone will be made available till
the age of 55.
Counselling and other investment support was provided to those
who took advantage of the VRS. Several seminars were held
for the retirees to enlighten them on their future career
prospects. As a further incentive SLT opened a counseling
desk called the ‘VRS Watch’ that will function
for three years and monitor the projects undertaken by retirees.
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