Airtel bets on robust staff for higher returns

An Airtel shop in Nairobi. The firm has named a new chief executive for its Africa arm. FILE 

By Okuttah Mark

Last week Airtel redeployed 100 of its employees based at the Africa headquarters in Nairobi to 17 African countries, a move the firm said was meant to strengthen its operations. The redeployment cut across all departments including legal, finance, procurement, and sales and marketing.

Some staff members were sent to its global headquarters in New Delhi, India. The Business Daily spoke to David Ssegawa, the Airtel Africa chief human resource manager, on the Indian firm’s strategy.

You started your journey in Africa in 2010. What are your successes with regard to the human resource strategy?

When Bharti Airtel acquired Zain’s assets in Africa, getting the people agenda right was top on its strategic priorities list.

With 6,347 employees and 4,653 outsourced talent, Airtel is clearly one of the top employers on the continent.

We set off in Africa with a three- pronged people strategy: First, fix the basics including alignment of organisational structure, systems, processes and policies with global best practices.

Second, to build a winning culture the Airtel way; inculcating Airtel values, the code of conduct and a pay-for-performance culture. And third; acquisition, development and retention of the best, most productive and engaged talent pool.

With a stable business in Africa after a three-year journey, we have built a solid talent pool which can deliver sustainable profitable business growth into the future.

What have you done to develop leadership in Africa and minimise over- dependency on expatriates?

Over the last three years, we have refreshed the leadership pipeline through a well-balanced buy-borrow-build strategy. In addition to the initial Africa International Management Board team, we have made six new appointments — among them four Africans.

We have effected seven country managing director moves including the hire of the first ever woman managing director; and re-assigned at least 27 country executive committee members across our 17 markets as part of a skills transfer and career growth programme.

Our graduate trainee programme has gained traction across the company, further enhancing our employer brand and starting to fill the succession pipeline early.

At the moment 10 African finance graduates are completing an 18- month programme which has seen them placed on both India and Africa assignments. 

We have continued to borrow unique technical skills from India and other continents through short-term assignments as well as secondments as we build a local talent pool to take over critical roles when expatriates’ assignments come to an end.

Similarly, we have leveraged short-term assignments to India by top African talents for the fast adoption of good practices, skills and competencies.