Innovation is a hallmark of MTN’s culture. It’s the quality that has propelled the company forward to become one of the leading ICT and telecommunications providers in Africa.
As such, a big question facing human resources executive Themba Nyathi is: how can the company continue to develop a workforce that is fully focused on the future? The answer has been found in rewarding employees who display a flair for driving new processes and ways of thinking.
The company is fortunate in this regard, as many of its employees are naturally inclined towards such a mindset; indeed, its graduate development programme — one of the largest in the country — specifically targets individuals who are gifted with a technological aptitude. As Nyathi explains, since converged telecommunications is the direction of the future for MTN, these skills are crucial.
MTN also sources talent through learnerships, and during the past two years, more than 2 000 individuals have participated in these programmes, many of whom have gone on to find permanent employ- ment at the organisation. Once part of the company, employees find their careers plotted according to a rigorous career development framework, with competencies and behavioural skills — which are considered more important than technical skills — clearly outlined for each position within the organisation.
MTN offers outstanding opportunities for advancement and careers are flexible and dynamic. Employees frequently receive international exposure through assignments abroad; indeed, individuals are not considered for promotion to senior positions unless they have amassed international experience.
Moreover, career paths are flexible and employees can choose to move either vertically or horizontally through the organisation, and can also opt to follow either a generalist or specialist path. Job rotations are also part of the HR strategy.
MTN has addressed issues around the future leadership of the country through the implementation of a succession plan. Individuals who are believed to have high potential in this regard are identified through the Leadership Talent Management programme.
The company has established a number of academies to oversee training needs. For example, leadership skills are taught through the Leadership Academy, and functional skills fall under the auspices of the Skills Academy. Remuneration plays a key role in employee retention.
MTN prides itself on offering one of the highest commission models in the telecommunications industry. Generous benefits include a range of employee assistance programmes and flexible working conditions, among others. Most employees have been allocated shares or share options, and this has helped to create a sense of ownership among the workforce.
Although the dearth of females in scientific and technological roles is long lamented by South African HR practitioners, MTN has found an elegant solution in extending maternity leave to six months, fully paid, and Nyathi reports that since introducing this benefit, retention of female staff members has increased significantly.
Furthermore, engagement surveys show female staffers to be the most content of MTN’s employees. MTN’s culture is viewed as a valuable asset, especially since it holds resonance for the young, tech-savvy workforce it’s hoping to attract. As a technology company, MTN has implemented cutting edge technology wherever applicable.
The culture is moreover characterised by the absence of the trappings of hierarchies — no ivory towers here — and informality, while a high-energy atmosphere helps to drive performance. There is keen emphasis on employee output, Nyathi notes, and this is enforced through performance-based bonuses.
MTN prides itself on its BEE credentials, and has recently shown its commitment to transformation with the conclusion of MTN Zakhele, a transaction that enables black South African investors to acquire up to 4% equity ownership in MTN’s listed holding company.
Recognising that corporate citizen- ship is a value which is highly prized among the employees of today, MTN has implemented a far-reaching corporate social responsibility programme. The prime beneficiaries of this programme are youth and the aged, as well as rural women — whom the company supports through a business skills development initiative — while it also uses its technological assets to improve the lives of people on chronic medication in rural areas.
Adapted handsets have been provided to these individuals, and are used to remind them to take their medication. MTN also encourages and provides opportunities for its employees to become involved in community projects through interventions such as 21 Days of Y’ello Care, which sees individual departments selecting a project they pledge to support for 21 days.
MTN’s ultimate goal is to be the leading service provider in the ICT space and to provide unerring customer service. The company recognises that this goal can only be realised if it is backed by a cohesive staff contingent; and, with this in mind, has pledged to create an organisation where people are fully equipped to make the most of their careers.