3HRC B Assignment: Analyzing HR and L&D Activities at Etisalat

This report examines the HR and L&D practices at Etisalat, a company recognized for its innovative employee engagement strategies. It identifies and analyzes three key HR activities: one-to-one sessions, training, and incentives, highlighting their roles in supporting employee engagement and achieving business objectives. The report also outlines three L&D activities: training and wellness and travel weeks. Furthermore, it explains the roles of HR and L&D in supporting line managers and staff, emphasizing the importance of communication, job design, and development programs. The author reflects on the learning process, emphasizing the broadened understanding of HR and L&D's impact and insights into multinational firm strategies, concluding with how this knowledge will aid future career aspirations. The report references CIPD and academic sources to support its findings.

Running head: 3HRC B
3 HRC
[Part B]
Name of the student:
Name of the university:
Author note:

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Table of Contents
1. Three of HR and L&D activities support Etisalat’s strategy, goals and business objectives......2
2. An explanation of the role of the HR and L&D functions in supporting line managers and staff
.........................................................................................................................................................3
3. Learning process..........................................................................................................................4
References........................................................................................................................................5

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1. Three of HR and L&D activities support Etisalat’s strategy, goals and business
objectives
Human resource practices are one of the critical success factors to attain the strategy,
goals and business objectives of a company. This goes similar to Etisalat as well. The company
seems to have identified the importance to excel into human resource practices. This is
evidenced in one of the recognitions that the company has received in recent time. Etisalat was
recognized for being the best company to identify innovative solutions to enhance employee
engagement (CIPD, 2019). This section will cover three HR and L&T activities being practiced
at Etisalat. These are (CIPD, 2019):
HR Activities
1. One-to-one sessions: The human resource management in the company ensures that one-
to-one sessions are held on a regular basis. The main purpose behind such sessions is to
get an insight of employees. This is helpful in knowing the common challenges being
faced by employees. These challenges when resolved either fully or partially will also
improve the employee engagement rate in the company.
2. Training: This is one of the core elements of the HRM at Etisalat. It is being used to
nurture new skills, empower employee engagement and treat cultural-based issues.
3. Incentives: The employee satisfaction rate at Etisalat is fairly high. Employees do get
both monetary and non-monetary benefits. They are also being provided with
opportunities to travel to other countries to be a part of a program.

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L&T Activities
Three L&T activities being practiced at Etisalat are as follows (CIPD, 2019):
1. Training
2. Wellness Week
3. Travel Week
2. An explanation of the role of the HR and L&D functions in supporting line managers
and staff
Role of the HR
The HR management at Etisalat is functionally important for supporting line managers
and staff. Line managers are being informed on any new policy or an announcement by means of
mails sent to them at their official mail portal. The similar is communicated to staff by line
managers. In this case the HR is educating line managers on new policies and announcements
(Voegtlin & Greenwood, 2016).
For any query related with the salary, leave and many others the HR is the actual point of
contact to staff. The query handling technique is very friendly, which allows staff clear all their
doubts regarding the various organisational policies (Voegtlin & Greenwood, 2016).
One of the most important characteristics of the HR functions in Etisalat is job design.
With this they do not only place staff to appropriate teams but also to line managers. This also
helps in appropriately allocating the tasks to relevant teams (Voegtlin & Greenwood, 2016).
Role of the L&D functions

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L&D functions are important both to line managers and staff. L&D is delivered to staff
broadly in two forms such as training and development programs. Training helps acquire new
skills. This also helps to understand the basic roles and duties that any new staff is entitled to
(Barrett & Oborn, 2013).
The development program is allowed to those staffs who have been diagnosed to have
some performance-related issues or aspire to pursue a prosperous career. It gives staff an
opportunity to learn while doing their jobs (Barrett & Oborn, 2013).
L&D activities encourage line managers to develop the leadership skills in them. The
leadership skills thus gained help line managers setting clear performance standards for the
product and service quality (Barrett & Oborn, 2013).
3. Learning process
This task has helped me learn a lot of things. Firstly, it helped me to broaden my
understanding of the HR and L&D activities and their roles in supporting line managers and
staff. Secondly, this helped me gain more insights of multinational firms and their human
resource management strategies. This will surely help me in my future ahead in serving the role
of an HR executive in a reputed company.

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References
Barrett, M., & Oborn, E. (2013). Envisioning e-HRM and strategic HR: Taking seriously
identity, innovative practice, and service. The Journal of Strategic Information
Systems, 22, 252-256.
CIPD. (2019). Case study: How Etisalat has nurtured highly engaged employees | PM feature
article. Retrieved from https://www.cipd.ae/people-management/feature-articles/case-
study-etisalat-engagement
Voegtlin, C., & Greenwood, M. (2016). Corporate social responsibility and human resource
management: A systematic review and conceptual analysis. Human Resource
Management Review, 26(3), 181-197.