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The wireless telecom market is rapidly expanding, Filled by convergence in the consumer segment, and increased wireless integration in the enterprise segment. At the same time, conventional voice services are being commoditized, resulting in stable or declining voice ARPU (average revenue per user) for most operators, especially in developed markets. Thus, operators are looking to advanced and rich data services to help spur revenue growth.
To support such data services, operators are fast realizing that they must look beyond their 3G networks for long-term, cost-effective and proven solutions.
3G technologies and their broadband capabilities provide a viable solution with the key characteristics that operators are looking for:
â€¢ A well-established roadmap that ensures investment protection and customer reliability
Excellent performance and a large ecosystem that provides cost efficiency and best quality system.
Support for rich applications and better access
â€¢ Apparently backward compatibility for complete full coverage every where
Many small and large operators, serving both developed and emerging markets, are already reaping the benefits of 3G technologies. As of January 2009, there were 458 3G operators worldwide, with more than 670 million subscribers in 145 countries. Among these subscribers, more than 100 million have either EV-DO (Evolution - Data Optimized) or HSPA (High-Speed Packet Access) services.
The 3G of wireless systems promises to provide mobile users with every where access to multimedia information services, providing higher data rates by means of new radio access technologies, such as UMTS, WCDMA1 and CDMA20002 . This multi service aspect brings totally new requirements into network Optimization process and radio resource management
algorithms, di_ering signi_cantly from traditional speech dominated ,Third generation 3G systems. One of the new aspects is related to the quality of service (QoS) requirements. For each provided service and service pro_le, the QoS targets have to be set and met. Because of all these The mobile requirements, operation and maintenance of 3G cellular networks will be challenging for current competitive environment
cells interact and interfere more, they have hundreds of adjustable parameters and they monitor and record several hundreds of di_erent variables in each cell, thus producing a huge amount of spatiotemporal data, consisting of parameters of base stations and quality information of calls Considering networks with thousands of cells, it is clear that for optimum handling of the radio access network(RAN), e_ective Key Performance Indicator (KPI) analysis. The 3G need to be fulfilled whole new range of task and responsibilities.
To successfuly run business strategy 3G needs to understand stake holder need and predict future requirement.Third generation is champion of HR function 3G role for organisational effectiveness is more appropriate.
3. Literature Review:
The globalisation changing in work environment requires a superior response from the Human Resources function. There are three key markets factors that are vital to business success are financial, intellectual and Human capital markets.
Financial capital was originally one of the primary strategic drivers of business growth, as seen by the rise of the role of the Chief Financial Officer. Intellectual capital, as captured in the products and services offered by organisations is reflected by the strength of the Research and Development, Sales and Marketing and Information Technology
division of large business. Yet the importance of human capital is really only moving further up the corporate agenda in response to the skills shortage now impacting businesses globally The convergence between the challenges confronting business, the need for top talent to deliver, and the emerging shortage of just that talent, calls for the next generation of HR solutions, 3G HRM that is strategic, influential and credible. Still evolving, the human resources profession has been evolving over the past three decades. The function was born out of the first generation need to administer the 'people transactions' of organisations, such as payroll, staff records management and compliance: Personnel Administration. Its journey
carved a path to the second generation needs for more complex specialised and technical skills: Human Resources Management The 3G of Human Capital Development has now arrived - '3G HRM'. Neither static nor isolated from the business reality, the future of human resources lies in its ability to yield return on human capital through approaches that refresh and engage the organisation's population, not exhaust and deplete it. This will require smart, business aligned systems and approaches that complete the workforce jigsaw puzzle and reveal the full potential of human capability in the delivery of strategic business outcomes. This paper considers how the changing workforce landscape has impacted on the shape of the Human Resources function. As a result, HR practitioners now relate differently to line managers and require a more diverse skill set than their first and second generation predecessors. Only by considering these shifts, can we start to unravel the impediments to the delivery of a truly value adding HR function. More recently, the increasing war for talent and critical role that retention has to play in organisational effectiveness, has seen the need for the third generation of HR: '3G HRM'. This strategic partner role is the least developed HR role, but the most valuable to corporate sustainability. The 3G HR Manager is expected to contribute to business strategy at the organisational level, based on considerations of human capital, organisational capabilities, readiness and strategically differentiating HR practices. They must have 'a seat at the table', working alongside senior executives to be able to make an impact. Establishing credibility is vital, as is a focus on business solutions rather than HR process Shifts in business needs due to disruptive technology, world events and new competitors, planned changes to business such as entry into new markets or product lines, are only effectively managed by having key talent on board However, shifts in external labour supply, ability to attract external talent, and managing a variable internal talent pipeline are all issues that lie within the HR sphere and hence HR Managers can play a key role in helping the business to adapt to constant changes. The Strategic Partner, Three generation HRM role differs from the Business Partner role in that it is not about implementation but about thought leadership in the people management . It can contribute to overall organisational effectiveness, not only through the HR Management services offered and delivered by HR Managers, but also through the development of systems and strategies around.
The human resources work of the Group focused on the strategic goal of being "A worldwide leader in telecom sector achieving evolution from Excellence to pre-eminence" and closely revolved around corporate development needs. Guided by customers and the market, and taking overall and holistic reform as the starting point, the Group further strengthened the planning and research of human resources management strategy, improved its organizational structure, advanced and deepened its human resources enhancement programme, and refined its human resources management information platform. Moreover, the Group further strengthened the supporting effect of personnel costs in corporate operational performance and the motivational effect of remuneration. The Group stressed the importance of employee training, development and communication, and also placed emphasis on attracting, retaining and nurturing talent, enabling human resources to create value for the Company. The Group actively improved and optimized its organizational structure, responsibility mechanisms and main operating processes, thereby making the Group's organization more efficient. At the same time, the Group conducted specific investigations and research into the implementation by various subsidiaries of the human resources enhancement project, held seminars to exchange views on the implementation of this project, and further promoted the integration of human resources into business operations. The Group also introduced an unified employee satisfaction survey, which provided a basis for further enhancing human resources management.
Planning Process and man power planning: The Man power planning has been around for a number of years, there has been a recent revival of interest in this HR practice as organisations have begun to realise that the need for planning is greater than ever. The current business climate of intense competition and increasing speed of delivery means that organisations need to plan ahead in order to survive. The fluctuating economy means that they need to be prepared for possible downturns as well as upturns. In addition, changing demography, in particular the ageing of the workforce, means that organisations need to make efforts to avert an impending loss of skills as a large portion of the workforce retires.
The benefits of conducting workforce planning are many and varied. Essentially it helps organisations to 'get the right people in the right job at the right time'. It allows for a more effective and efficient use of workers and for organisations to prepare for restructuring, reducing or expanding their workforces In addition to the practical benefits, the process of workforce planning aids organisations by providing overarching objectives which integrate the various units and allow employees space and time to think about common goals for the future
Work force planning for demand and supply of labour: It is important that workforce planning is not seen as being able to predict the future or organisations will end up disappointed. Rather, it should be seen as setting the longer. It illustrates how the practice is linked to the formation of business plans and, in both consideration of supply and demand of labour, sensitive to the external environment. The model implies that strategy making drives the process of implementation. In fact, as the feedback loops are intended to show, the reality is more iterative and complex. Workforce planning is not static but should respond to changing circumstances, either internal or external to the organisation. Sometimes decisions may follow the strategic vision sometimes strategies emerge from the action itself, and act as a Workforce planning can bring a number of benefits to an organisation. It can allow for a more effective and efficient workforce, help ensure that replacements are available to fill important vacancies, filled demand and supply gap of labour provide realistic staffing projections for budgeting purposes, provide a clear rationale for linking expenditures for training and retraining, development, career counselling and recruiting efforts, help maintain and improve a diversified workforce and help prepare for restructuring, reducing and expanding the workforce .
Third generation has helped many operators across the world offer profitable, rich voice and data services that significantly enhance the user experience. 3G technologies have proven to be suitable for both developed and emerging markets. Furthermore, the phenomenal growth of 3G in terms of subscribers, infrastructure, devices and service revenues underscores the strong market leadership position of 3G operators.
The numerous success stories across the world have emphatically proven that 3G is an ideal solution for the global wireless market. 3G's vast ecosystem and its advanced wireless broadband capabilities continue to offer competitive advantages in the rapidly growing wireless market. Achieving credibility with business leaders requires tying HR strategies and actions to real business results and the first step to achieving this is to translate corporate goals into workforce needs. The second step is to define business linked KPIs and measure outcomes. Discussions with Australian HR Directors indicated that building the business acumen of the HR team through working immediately alongside the business, speaking their language sharing their KPIs, using their tools and inviting business resources into the HR team, are all ways of increasing HR presence and credibility with Line Managers and Senior Executives. A greater use of meaningful metrics and strategic communication of HR services are also powerful ways to achieve recognition and become a valued member of the business at the enterprise level.