The organisation recently published a celebration of 30 Years of Y’ello Culture and its impact on the HR landscape in the country.
MTN Group has marked a significant milestone by publishing its inaugural People Report.
Paul Norman, Group CHRO at MTN Group, describes this cultural cornerstone as the lifeblood of MTN, “This report, released in celebration of the company’s 30th anniversary, offers a comprehensive look at the unique culture, diversity and HR practices that have propelled MTN to its current stature as a leader in the telecommunications industry. Beyond commemorating three decades of growth, the People Report serves as a beacon of innovation and best practices in human resource management, setting a benchmark for the broader HR fraternity.”
At the heart of MTN’s success is its vibrant ‘Y’ello’ culture, a unifying force that binds over 17 500 people across its footprint.
The report emphasises the importance of this culture in creating a cohesive identity among employees, who are affectionately known as ‘MTNers’. The ‘Y’ello’ spirit, characterised by a shared greeting and a commitment to MTN’s mission of enabling modern connectivity, has become synonymous with the company’s brand.
“Our ‘Y’ello’ culture isn’t just about a greeting or a colour, it’s about a sense of belonging and pride that every MTNer carries with them. It’s what has driven our success over the past 30 years and will continue to propel us forward,” he adds.
Paul further emphasises that the ‘Y’ello’ culture is not just an internal phenomenon but also a key driver of MTN’s external impact, particularly in how the company serves its 288 million subscribers across 18 markets. “This culture is what differentiates us in the market,” he states adding, “It’s the reason why our customers feel connected to us, not just in terms of service, but emotionally as well.”
Employee diversity and inclusion
The report highlights the company’s commitment to diversity and inclusion, which is evident in its workforce composition. With female representation at an impressive 40 percent at the end of 2023, MTN is among those leading the charge in gender equality within the telecommunications industry. This achievement is not just a statistic; it reflects the company’s strategic emphasis on creating opportunities for women to grow and thrive within the organisation.
Paul underscores the importance of diversity in driving innovation and maintaining a competitive edge. “A diverse workforce isn’t just about ticking boxes,” he asserts. “It’s about bringing together different perspectives and ideas, which is crucial for innovation. At MTN, we believe that diversity drives creativity, and creativity drives success."
He also highlights that MTN’s efforts in fostering an inclusive environment are instrumental in attracting and retaining top talent. “We’ve created an environment where everyone feels valued, regardless of gender, race or background. This inclusivity is what makes MTN an employer of choice,” he adds.
Key HR trends and innovations
One of the standout features of the People Report is MTN’s dedication to talent development. Over the past year, MTN has actively developed over 80 critical capabilities – which has grown their base of critical capabilities from 21 percent to 30 percent since 2021.
As at 2023, 39 percent of their critical capability base comprised of women. Today, their talent is more equipped with the skills that are essential for our current and future success. Additionally, the company has supported over 200 young aspiring professionals over the past two years through its bespoke graduate development programmes, preparing them for successful careers in the telecommunications sector.
Paul highlights the strategic importance of these initiatives, stating, “Investing in young talent is not just about meeting our current needs; it’s about securing our future. These programmes are designed to equip the next generation with the skills they need to lead this company forward.”
Another key focus of the report is employee wellbeing. MTN has implemented a range of comprehensive wellbeing initiatives, including the implementation of their flexible hybrid work model, prioritising a safe and supportive work environment, its very own MTN MOVE Wellbeing App, physical and creative art spaces and access to mental health services. These initiatives have had a significant impact on employee morale and productivity, fostering a more resilient and engaged workforce.
“Our approach to wellbeing is holistic. We’re not just concerned with how our employees perform at work; we care about their overall health and happiness. This focus on wellbeing is what allows our people to bring their best selves to work every day,” he notes.
Impact on the HR fraternity
The insights and practices outlined in the report have far-reaching implications for the broader HR community. The report serves as a testament to the power of a strong corporate culture and the importance of investing in people. For HR professionals, the MTN model offers valuable lessons in how to build a thriving workplace where employees are motivated, engaged, and empowered to achieve their full potential.
Paul believes that the principles underpinning MTN’s HR strategy – diversity, inclusion, talent development, and employee wellbeing – can be adapted and applied across various industries. “The success we’ve seen at MTN isn’t limited to telecommunications,” he notes. “These are universal principles that any organisation can adopt to create a more engaged and productive workforce.”
He also emphasises the role of digital transformation in shaping the future of HR, noting that technology will continue to play a critical role in enhancing employee experiences and driving organisational success. “The future of HR is digital,” he states. “We’re already seeing how data and technology can personalise employee experiences and make HR processes more efficient. The organisations that embrace this transformation will be the ones that lead in the years to come.”
Future of HR in telecommunications
Looking ahead, Paul envisions a future where HR professionals are at the forefront of driving change and innovation within their organisations. He believes that the HR function will become increasingly strategic, with a focus on leveraging data and technology to create personalised and meaningful employee experiences. Paul also sees a growing emphasis on sustainability and social responsibility, as companies recognise the importance of aligning their business goals with broader societal values.
“HR is no longer just a support function,” he concludes. “It’s a strategic partner that plays a critical role in shaping the future of the organisation. In a world that’s constantly changing, HR professionals must be agile, innovative, and ready to lead their organisations through the challenges ahead.”
