PREFACE

Despite of having huge infrastructure and experience in legacy and cream qualified
engineers and finance officers recruited through all India competition from open
market, Bharat Sanchar Nigam Limited is facing stiff competition from its
Competitors in Telecom Market and revenue/profit as market share of BSNL are
declining day by day, there is high need for the re-evaluation of the Organizational
practices we have in BSNL by analyzing the problems today.
Any organization can achieve excellence by integrating the career aspiration
of the employees with the objectives of the organization and optimum utilization of
its resources and effective knowledge management within the organization. The
resources may be any Man, Machine, Material, Method, and Money. But the
resource of utmost importance is its Man power i.e. Employee. It is the Employees
who make the organizations. An organization is a social arrangement which
pursues collective goals, which controls its own performance, and which has a
boundary separating it from its environment. The Goals may be anything Profits
in monitory terms or Social Welfare. The Employees are the most important
resource of any organization.
BSNL as a vast organization in its Employee strength. It is having an array of
Employees in the Organization w.r.t. to age, qualification and experiences. Proper
utilization of the strength of the employees and employee Satisfaction is the most
important factors among all for any organization, because Satisfied & motivated
Employees can make the organizations and dissatisfied Employees can lead it to
misery. The skilled and educated professionals are the top assets of any
organization.
BSNL has passed long journey of 8 years after its formation from a Govt.
Deptt. Deptt. Of Telecommunication. We felt that it has still not got transformed
fully into a Business organization. Its HR management is worst among the
industries. It is still facing the old disputes and anomalies of DoT times. Even all the
Employees have not been absorbed so for especially who are the policy makers of
BSNL. They used to make the multi meaning policies and interpret according to their
comfort.
Before formation of BSNL, DOT used to provide services in landline telephony with
existing employee strength. Bharat Sanchar Nigam Ltd. formed in October, 2000, is
World's 7th largest Telecommunications Company and started providing
comprehensive range of telecom services in India: Wire line, CDMA mobile, GSM
Mobile, Internet, Broadband, Carrier service, MPLS-VPN, VSAT, VoIP services, IN
Services etc. but existing employee strength were not so technical to handle these
services efficiently. BSNL recruited first time technically qualified executives after its
formation to handle new technology services. These executives were recruited
through top institute IIT through all India competition with the same syllabus as that
of Engineering Services Examination (UPSC). The selection rate was 1 out of 57
candidates appearing. But due to the pressure of certain vested interest groups in
form of existing associations and unprofessional approach of guest-mode policy
makers in form of deputationist officers in higher mgmt positions, strength of these
qualified executives is not being utilized properly.
The qualified engineers and finance officers who have been recruited by
BSNL after its formation from the open market with tough all India competitions are
facing dissatisfaction / due to many reasons which are being given ahead in this
presentation.
Poor utilization of the qualified executives, poor career progression and
ignorance of their genuine issues created a lot of dissatisfaction among these
qualified executives and this is the only reason of unexpected downfall of BSNL.
Therefore, to contribute in the Growth of BSNL and with aspirations to take it to new
heights, AIGETOA, an Employee Association of Middle Level direct recruitee
Executives of BSNL takes it pleasure to present the grievances and still
unaddressed aspiration of BSNL recruited Executives (GEJ TOs & DRJ AOs). This
group forms most important chunk of young and talented Executives in the field of
Operations and Finance, it feels its prime responsibility to make Top Management of
BSNL and Govt. of India, acquainted with Problems, reasons of dissatisfaction,
injustice being made and their probable solutions in order to help BSNL growth with
smooth functioning.
I am trying my best endeavor to present the aspirations and problems of my
association Members and would try to draw the Top Management attention towards
the injustices made to the direct recruitee executives through this Presentation which
are the basic reasons of dissatisfaction and downfall of the BSNL.

I thank our BSNL management and BCG to give us an opportunity to present
our views on various issues of BSNL.
R P SHAHU
GS-AIGETOA

Approximate Educational qualification data of Executive in BSNL:

SL
No. Qual ification
GRADES
BR HAG SAG JAG STS JTS SE JTO Total
1 4TH BELOW 5 5
2 4TH P 1 1 2
3 5TH P 1 1
4 7TH F 1 1
5 7TH P 3 3
6 8TH F 1 2 26 26 55
7 8TH P 2 2 4
8 9TH P 1 1 7 9
9 10TH FAIL 3 1 4
10 10TH P 2 27 2 269 477 777
11 11TH STANDARD 1 144 194 339
12 12TH P 3 46 5 682 844 1580
13 HIGH SCHOOL 3 1 56 87 147
14 HSC 3 44 9 603 785 1444
15 INTERMEDIATE 1 1 46 5 695 697 1445
16 SSC 1 17 1 361 477 857

17 B.A. 5 79 7 739 966 1796
18 B.A.(HON) 1 3 45 41 90
19 B.COM 5 53 2 685 854 1599
20 B.COM (HON) 1 5 40 42 88
21 B.ED. 9 71 29 109
22 B.HSC 4 1 5
23 B.SC(HON) 3 6 112 1 511 137 770
24 B.SC. 42 39 1105 4 9558 3584 14332

25 D.ARCH.ASST 1 10 87 98
26 DARCH 1 14 15
27 DIP(CIVIL ENGG) 46 1 769 512 1328
28 DIP(COMP ENGG) 6 6 12
29 DIP(ELECT & COMM) 1 2 6 98 334 441
30 DIP(ELECT ENGG) 7 6 102 2 1087 2109 3313
31 DIP(MECH. ENGG) 2 99 816 1760 2677
32 DIPCERDRFT 3 13 16
33 DIPLOMA 1 1 9 173 559 743
34 DIPLOMA IN NURSING 1 3 4
35 DLIT 1 1
36 G.D.ARCH(5YRS) 1 2 3
37 G.D.ARCH(II-YR) 1 1
38 I.T.I. 2 101 727 830
39 SSLC 1 5 50 3 442 551 1052

40 AIIA 1 1
41 AMIE(CIVL) 1 8 35 35 79
42 AMIE(ELCS) 5 6 53 59 123
43 AMIE(ELEC) 4 4 1 45 9 63
44 AMIE(MECH) 21 5 26
45 AMIETE 15 1 6 18 61 101
46 B.COMP SCIENCE 1 2 5 8
47 B.E 7 50 78 55 2 373 838 1403
48 B.E.(CHEM) 1 8 9
49 B.E.(COMM) 2 9 27 38
50 B.E.(COMP SCIENCE) 2 2 22 96 122
51 B.E.(ELECTRICAL) 1 6 16 27 61 1 465 871 1448
52 B.E.(ELECTRO & COMN) 1 4 72 109 31 2 209 1028 1456
53 B.E.(ELECTRONICS) 1 81 233 45 3 374 1141 1878
54 B.E.(IND) 1 3 3 9 28 44
55 B.E.(MECH) 1 2 3 39 426 90 561
56 B.E.(TELECOM) 3 4 1 17 43 68
57 B.ARCH. 1 8 1 10 14 34
58 B.SC(CIVIL) 1 1 2 1 4 3 12
59 B.TECH 1 41 63 24 1 181 811 1122
60 B.TECH(CIVIL) 9 13 14 3 28 40 107
61 B.TECH(COMM) 2 3 2 24 31
62 B.TECH(COMP SC) 1 13 31 45
63 B.TECH(ECE ) 1 13 17 2 22 280 335
64 B.TECH(ELECTRICAL) 1 5 17 8 1 66 208 306
65 B.TECH(ELECTRONICS) 3 35 60 16 94 545 753
66 B.TECH(IND) 1 1
67 B.TECH(MECH) 1 1 37 16 55
68 B.TECH(TELECOM) 4 1 12 17
69 BE(CIVIL) 13 27 28 1 77 202 348
70 BSC(ENGG.) 2 1 50 46 33 4 108 121 365

71 LEE 1 7 60 196 264
72 LLB 1 25 32 58
73 LLM 1 1 1 15 18
74 M.A 2 14 8 24 196 254 498
75 M.SC(CHEM) 1 10 91 10 112
76 M.SC. 1 2 12 9 224 3 2115 448 2814
77 MCA 7 2 9
78 MCOM 2 3 149 320 474
79 MCP 1 1
80 MED 2 2
81 PUC 8 77 1 701 682 1469
82 SSLC FAIL 1 1
83 CA 1 1 105 107
84 COMPANY SECRETARY 1 29 30
85 GR.IETE 9 3 2 1 1 1 17
86 ICWA 8 85 93
87 BBA 1 7 6 14
88 BCA 1 1 2

89 M.TECH 5 77 96 24 2 33 198 435
90 MARCH 1 1
91 MBA 3 3 3 19 30 58
92 MBBS 5 5
93 ME 18 34 15 2 19 93 181
94 ME/MTECH(CIVIL) 5 20 4 7 5 41
95 ME/MTECH(COMP SC) 2 5 3 1 14 25
96 ME/MTECH(ECE) 10 11 2 1 4 39 67
97 ME/MTECH(ELECTRICAL) 5 7 6 1 10 37 66
98 ME/MTECH(MECH) 1 3 4
99 MPHIL 2 1 31 12 46
100 MSC(ELECTRONICS) 1 3 6 80 20 110
101 MSC(IT) 5 1 6
102 MSC(PHY) 4 1 31 1 422 133 592
103 NCTVT 2 18 20
104 PGDCA 5 2 7
105 PGDIPLOMA 2 1 2 7 12
106 PHD 4 5 9
TOTAL 6 36 643 1009 2718 79 24745 25387 54623
If we put total Strength of Executive (54000) in segment:
Engineering & above : 12500
Bcom/Bsc/BA : 19000
Diploma & ITI : 11000
12th pass : 4500
Below 12th : 3500
Miscellaneous : 3000

KPMG assessment of BSNL: KPMG (Klynveld Peat Marwick Goerdeler)
consultancy firm had been hired by BSNL to study the different policy and
assessment. After detailed study KPMG assessment is as under which shows truth
of different policies of BSNL:

Promotion policy- : 09/50
Performance Management- : 10/45
Transfer policy- : 08/30
Probation policy- : 14/30
Manpower planning and recruitment policy- : 16/60
Training and Development policy- : 22/85
Leave Policy- : 07/15
Pay administration- : 04/10













SERVICE GAP ANALYSIS

Our findings through the SERVQUAL Analysis to identify the service gap in five
dimensions namely tangibility, Reliability, Responsiveness, Assurance and Empathy.
The SERVQUAL questionnaire was administered to 60 samples. 30 samples from
the internal customers (i.e. Employees) and another 30 samples for the external
customers (subscribers). The customers were asked to rank the perceptions with our
Primary Competitor AIRTEL.
Internal Customers further divided into
1.Govt Officers (Gr A and Gr B officers coming from DoT)
2.BSNL Executives (Young Officers like GEJ TO, DRJ AO etc recruited by BSNL)
3.Non Executives

Each participant is asked to rank 22 questions in five mentioned dimensions the
likert scale of 7 was used. Rank 1 being strongly disagree and rank 7 being strongly
agree. Then the P-E scores were calculated for each question and averaged for the
each dimensions. In addition the participants are also asked to provide the weights
for each dimension through the following statements for maximum 100.

Features
1. The appearance of the BSNLs physical facilities, equipment, personnel and communication
materials- Tangibility
2. The BSNL's ability to perform the promised service dependably and accurately- Reliability
3. The BSNLs willingness to help customers and provide prompt service- Responsiveness
4. The knowledge and courtesy of the BSNL's employees and their ability to convey trust and
confidence- Assurance
5. The caring individual attention the BSNL provides its customers- Empathy

The results of our survey as follows.










Table 1: Overall BSNL Employees Perceptions Vs Expectations

Internal Perceptions
Internal
Expectations
Tangibility 5.3 5.8
Reliability 5.3 6.2
Responsiveness 5.4 6.1
Assurance 5.5 6.2
Empathy 5.3 5.9






















Table 2: BSNL Internal Customers : Young Executives

Young EX Percep Young EX-Exp
Tangibility 5.03 5.58
Reliability 4.9 6.44
Responsiveness 5 6.28
Assurance 5.03 6.13
Empathy 4.72 5.98



















Table 3: BSNL Internal Customers : DOT Absorbed Executives

DOTEx-Percep DOTEx-Exp
Tangibility 5.23 5.70
Reliability 5.88 6.10
Responsiveness 5.63 6.03
Assurance 5.85 6.23
Empathy 5.80 5.90

















Table 4: BSNL Internal Customers : DOT Non Executives


NonEx-Percep NonEx-Exp
Tangibility 5.5 6.2
Reliability 5.1 6.0
Responsiveness 5.5 6.1
Assurance 5.5 6.2
Empathy 5.2 5.8



















Table 5: BSNLVs Airtel w.r.t. ideal



BSNL Ideal AIRTEL
Tangibility 4.0 5.4 5.5
Reliability 3.3 5.6 4.7
Responsiveness 2.8 5.6 4.9
Assurance 2.6 5.5 5.0
Empathy 2.7 5.1 5.1












Table 4: Un weighted Score from the SERVQUAL

Overall Young-Ex DOT-Ex Non-Ex BSNL AIRTEL
Tangibility -0.57 -0.55 -0.48 -0.68 -1.46 0.13
Reliability -0.89 -1.54 -0.22 -0.90 -2.27 -0.87
Responsiveness -0.78 -1.28 -0.40 -0.65 -2.79 -0.67
Assurance -0.72 -1.10 -0.38 -0.68 -2.88 -0.46
Empathy -0.63 -1.26 -0.10 -0.52 -2.40 0.00
















Table 5: Weighted Scores

Overall Young-Ex DOT-Ex Non-Ex BSNL AIRTEL
Tangibility -10.48 -10.12 -6.70 -15.53 -44.24 3.79
Reliability -19.77 -38.50 -5.13 -16.74 -57.04 -21.81
Responsiveness -17.80 -22.90 -9.52 -14.43 -53.97 -12.89
Assurance -14.79 -34.74 -8.10 -14.18 -38.57 -6.15
Empathy -9.78 -14.40 -1.72 -7.90 -28.20 0.00



Weights awarded by the customers


Finding
The SERVQUAL reveals the fact even the internal customers are not fully satisfied
with BSNL services for them selves. There are huge negative scores for BSNL infer
that the customers are not delighted with the services. Customer ratings reveal that
the services offered by the BSNL are very less reliable and less responsive to the
customers.
Many customers do not have faith in front line executives who directly involve with
customers as a result of poor assurance and empathy scores. Poor job fit with
technology is the main cause. HR problems in BSNL are the key driving factors for
the huge service gaps in BSNL. Currently 70% employees in BSNL having only
matriculate qualification. BSNL being a technology intensive company it needs to
develop the competent work force for the customers delight.

Lack of motivation for performance, no career enhancement for the young
engineers reveals the fact that the customers do not see BSNL as a young
organisation.













Problems in BSNL
Inadequate Marketing research orientation: BSNL as service provider needs to
conduct the marketing customer analysis and competitor analysis more
periodically. There is no such special department so far conducting any market
surveys in BSNL either in corporate level or operational circle level. The
contemporary trends and customers preferences are unnoticed to make an
attractive promise.
Inadequate service recovery: No proper complaint or grievance mechanism for
the customer complaints. Lack of proper escalation in appropriate time cause
many customers to disconnect the telecom services of BSNL.
Lack of upward communicati on: BSNL being a traditional government
organisation the hierarchy of Group A & B as executives and Group C& D as non
executives. There is insufficient communication between management and field
level staff like Phone mechanics. Even the company intranet access is restricted
only to executives that too on the need basis. So many levels of hierarchies
existing in BSNL acting as barricades of upward communication. Each and every
letter communication needs to be sent only through proper channel and by the
time the correspondence reach the person concerned the importance of such
communication is already defeated. The promise made to the customer cannot be
fulfilled due to this system of upward communication.
Insufficient relationship focus: Customer relationship management is Greek
word to BSNL employees. Not given enough importance to customer relation
management. Only after the intense competition some Customer relation
managers are appointed however not based on qualification of the employee but
based on the seniority concept of BSNL. This initiative also failed on greater
extent.

Poor service design: Failure to connect service design to service positioning,
undefined service designs, vague and unsystematic development process. For
example the integrated marketing communications mainly focus on the
functionality and attributes of services rather than building a brand personality. In
case of Airtel major competitor for the BSNL in all service domains has well
designed advertisement strategies. To emphasize customer orientation in all the
operations to prevent cherry picking of high calling customers by rival service
providers. The root cause of the problem is that of the customer care and includes

o Non flexible policies & Procedural delays
o Legacy of poor service image
o Limited number of value added services
o Poor customer education
Absence of customer dri ven standards: No standards at all in serving the
customers in BSNL. Field staffs still demand the bribe from the customers even in
this competitive era. No focus on the customer requirements, so for no proper
service goals for the field level staff.
Inappropriate physi cal evidence and servicescape: Customer does not have
tangibles in line with his/her expectations since employees do not meet the
customer needs. BSNL need to develop proper marketing strategy to face the
competition from other service providers. The problems related to ill-defined
marketing strategy are
o Poor franchisee network
o Poor marketing strategy
o Absence of segment analysis
Lack of Integrated services marketing communications: Tendency to view
each external communication as independent. Direct marketing and personalized
communications are virtually absent. No innovative means of communication like
the Viral Marketing. Many companies follow where there is an advantage of no
expenses required for the transmission of advertisement. Most of the
advertisement is based on the attributes or very much functional in comparison
with the private operators like AIRTEL, VODAFONE etc. There should be
emotional content in the advertisement of BSNL.
Ineffective Management of customer expectations: BSNL does not have the
customer expectation management by any form of communication. There are
many differences in polices and procedure in different circles and metro cities. No
unified procedure is followed depending upon the customers expectations. The
biggest challenge before BSNL is to acquire new subscribers and retain the
existing ones. Price-based selling does not seem to be going very far now, as it
has more or less peaked. BSNL will now have to look for newer carrots to dangle.
The reasons for high subscriber churning are not difficult to identify and are as
follows
o Delayed activation time
o Frequent change in tariff plans
o Information dissipation to subscribers about the new tariff plans and
how they can opt for those
o No customization of services
o Customer support, especially in case of problems is poor.
o Quality of network, which does not seem to improve despite
competition.
Over promising: The Business development teams of BSNL are giving over
promise to the customer. On execution side there are many hiccups due to lack of
internal communications. Despite issuing several guidelines issued from the
corporate of BSNL, the technology aspect of BSNL is also another key point of
promise. One of the great promises in telecom services is the technology, the PLC
of the telecom technology is very short. BSNL should react quickly to the
technology changes in the communications sector, and introduces state of art
technology for all types of existing as well as up coming services. This includes
o Having sizable capacity of outdated switching equipment (E-10B,
CDOT) that is incapable to extend the value added services to the
existing customers. Internal lags in procuring the New technology
equipment that often results in obsolescence of technology by that time
it is deployed
o Difficulties in integrating new technologies with the existing multiple
technology equipment. Deployment of the equipment that is intended
for specific purposes, in wrong places due to competitive pressure
resulting in poor service to customers.
o Lagging in providing the value added services compared to competitors
Large unutilized spare capacities in land line segment at certain
locations
o Low IT penetration with in the organization
Inadequate horizontal communi cations: The insufficient communication
between the sales teams and operational teams. BSNL has very good operational
procedures and practices, the sales teams are not properly trained for the job and
lack proper HR causing miscommunications and in some cases no communication
at all. The advertisement schemes are not communicated in advance to the
operational teams; most of them learn the new or promotional schemes only after
it is advertised. This is causing great difficulty to customers seeking new plans and
services.
Great deficiencies in human resource polices: Old age of existing employees,
No clarity and accountability in job, poor employee-technology fit no exposure to
modern technology (70%of BSNL staff are matriculates), no employee motivation
to upgrade themselves to synchronize with the technology growth, improper
knowledge management. Telecom sector being a technology oriented organisation
need to have technocrats at all the levels. Technology advancement is very fast
specially in telecom sectors and we can not recruit every year from open market
so there should be high motivation in the policies for existing employees to
synchronize with the technology advancement. Failure of BSNL to keep
technocrats in front resulting great difficulty for the customers. The challenges in
right sizing of organization coupled with issues related to qualitative development
of personnel. Issues involved are
o Excess aging manpower
o Redeployment of personnel
o Lack of familiarization in new technologies
o Absence of appropriate reward and compensation scheme
BSNL faces the challenge of shedding away the legacies of monopolistic culture.
The concern is putting a system in place so as to adjust to cut throat competition.
To develop an appropriate organizational structure and bring about a change in
work culture to support the corporate strategy.
High dissatisfaction among the professionally qual ified executives in BSNL:
only approx. 12000 employees (around 8000 direct recruitee executives and 4000
absorbed executives) are having professional qualification out of. 3.2 Lakh
employees who are 100% compatible with the current technologies. But BSNL is
totally failed to satisfy their aspiration and knowledge management which leads
high dissatisfaction among them. Dissatisfaction level can be easily imagined by
recent Dharna wherein almost 4000 executive at corporate office and 6000
executives at circle offices were seated from 1
st
Dec 2008 to 4
th
Dec 2008 by
leaving their kids, newly married partners and old aged parents. Although we are
submitting details deliberation on the reasons separately along with this
presentation but some key points are as follow:
1. Before 2000, The DTS/ DTO were providing services basically in Landline
Telephony but Bharat Sanchar Nigam Ltd. formed in October, 2000, is
World's 7th largest Telecommunications Company and started providing
comprehensive range of telecom services in India: Wire line, CDMA
mobile, GSM Mobile, Internet, Broadband, Carrier service, MPLS-VPN,
VSAT, VoIP services, IN Services etc.
2. BSNL was not having the technical hands to manage these new
technology services so decided to recruit qualified engineers and account
professional from open market.
3. These qualified engineers and account professional were recruited as
executive through all India competition with the syllabus of engineering
services which was screened by top engineering institute IIT.
4. In the advertisement of the above recruitment career progression was not
mentioned as it was the transformation phase but pay scale and other
things was likely to be revised as per IDA standard. We had to execute
five year of service bound with the waited policies.
5. As the BSNL is association and unions dominated company, various
policies and pay scales finalized between 2000 & 2008 was not at par
with any of the similarly located PSUs in respect of direct recruit
professionally qualified executives in the absence of their representation.
6. Many non executives having qualification of merely matriculate became
not only executives but they have been awarded retrospective seniority
also and posted above professionally qualified executives. Now they are
judging their performances. They are also getting higher package and
promotional avenues over the qualified executives.
7. These qualified executives who were recruited for basically new
technology services are now being redeployed to rural and non technical
areas by mixing them with the non qualified executives and just to make
non qualified executives immune from transfer to rural.
8. Employees having no professional degree have been designated as sub
divisional engineer and divisional engineer but direct recruit executives
having professional qualification are designated as J unior Telecom
Officer and J unior Account Officer which is nothing but equivalent to
J unior Engineer.
9. BSNL is expending huge amount in outsourcing by ignoring and
underestimating the qualified executives which in turn also creating a lot
of jot dissatisfaction.

Recommendations

1. BSNL should initiate Customer Orientation Strategy to retain existing
customers as well as to attract new customers by
Creating a Service-Oriented culture within the organization by linking
incentives to customer satisfaction.
Introducing flexible Registration Terms so that new customers are attracted.
Promoting/Introducing user-friendly service systems such as Electronic
Clearing system, internet or E-seva for bill payment
Educating the customer about services in detail and respective tariff
structure
Introducing service at door-step

2. Human Resource Management Human resource is the most prized asset of
any organization and for organization like BSNL who are in service sector this
becomes all the more important. Bharat Sanchar Nigam Limited has a vast
manpower of about 3,20,000. To meet the technological challenges,
employees need to be motivated and trained for technology up-gradation,
modernization, computerization etc in a targeted manner. Though different
training programs are being run in various training centers of BSNL to impart
technology based training, they seem to be outdated in the fast changing
competitive environment and with formation of corporate. The dynamics of
transition from a lethargic government organization to a professionally running
company requires tremendous up gradation in Human Resources. There are
various aspects of managing an organization that many employees even at top
levels in BSNL are unaware of. At one hand the competition has brought in the
requirement to learn professional skills in fields like Marketing, HRD, Finance
etc., on the other hand, the formation of BSNL has made it mandatory for
BSNLs middle and top level managers to acquire knowledge in company laws,
taxation, labor laws etc. BSNL need to overhaul its Human Resource
Management strategy and should focus on
Tie up with top business schools in India for training their managers at
various levels.
Redeploying its manpower from bigger cities to smaller ones.
Coming out with VRS/CRS for manpower above the age of 50.
Creating value through employee motivation and should develop reward
and punishment system
Effective knowledge management within organization.
Preventing manpower churning.
The VRS/CRS scheme is likely to be opposed by the unions leaders and the
implementation may be difficult in the politicized environment. However, rightsizing
the organization is of paramount importance for the long run interests. However it is
also the matter of fact that VRS will be opposed only by some leaders for their own
interest, not by the field employees. So BSNL management should come out with
some scheme.
4. BSNLs organization structure still remains more or less functional in structure.
The restructuring of organizational on business type model with each
product/segment considered as a separate business will help in
a. Better management
b. Improved segmental efficiencies
c. Improved organizational communication
d. Better performance monitoring
e. Develop focus on revenue
As an alternative, it may be argued that the organization may be vertically split
portfolio wise but this will affect the synergy within the organization. Hence, focus
should be on the restructuring of hierarchy.
5. Adequate career progression at par with other CPSUs for satisfaction
and motivation to synchronize wi th the technology advancement: even
after passing more than 8 years BSNL is still running on the government
setup where no motivation for performance and qualification. BSNL being as
CPSU paying least package and worst career progression for direct recruitee
executives. Attrition rate of direct recruitee executives in BSNL is almost 35%
due to above reason. It is the high need to provide adequate career
progression and package at par with similarly located CPSU and compatible
with counter parts private operators.
Factors, which are to be taken into account for determining the suitability
for the promotions of an executive and the respective weightage in most of
the PSUs, are as under

For promotions up to the grade E5

S. No. Factor Maximum Marks

i) Performance Appraisal/BBS 50 (For last 4 years)

ii) Grade Service 25

iii) Professional Qualifications 25


Total 100
The marks for grade service will be as under: -

Grade servi ce Marks
4 Marks in each year subject to maximum 25 marks

Minimum Qualifying marks for promotion should be in the range 70-80

Calculation for Qualification weightage (Full Marks: 25)

QUALIFICATION MARKS
BE/B. Tech.+MBA/ME/M.TECH 25
BE/B.Tech/MBA/MCA/CA/ICWA/CS/PGDBM 23
Three-year diploma and BSc. In Science 18
ITI/BA and equivalent 12
inter or below 8


Calculation of weightage for Performance appraisal/ACR ratings

Rating Promotion up to E5
(STS)
Promotions fromE5
to E6 and E6 to E7
Plus Interview for
10 marks not linked
with vacancies.
Promotions from
E7 to E8 and E8 to
E9 Plus Interview
for 10 marks and
vacancy based
only.
Outstanding 15 10 10
Very Good 12 8 8
Good 10 6 6
Average 8 5 5
Below Average 3 3 3

Note: considering the area of service BSNL can give 10 additional
marks for the posting in unpopular areas.

THANKS