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At Sprint, we strive to create an ongoing, dynamic relationship with all of our employees, regardless of level, job description or location. This relationship starts from the moment we begin recruiting, carries on throughout the hiring and on-boarding process, and is maintained through our commitment to high performance and development of all employees.
At Sprint, we are always looking for talented individuals who will be able to serve our customers well. We seek individuals who share our goals and commitment to excellence, and who embody the Sprint Imperatives.
Interested candidates are able to go online to Sprint’s application-tracking system. The system is simple, user-friendly and efficient. It allows users to create an applicant profile and apply for positions. By using the online system, applicants are able to store their information, allowing recruiters to access their information when searching to fill specific jobs.
Sprint posts job openings internally. Sprint believes in promoting from within when possible; as such, open positions are typically posted for existing employees first using an open-posting system. Sprint has used an open-job-posting system for more than 25 years. The online system is enterprise-wide and very effective in both communicating job opportunities and providing dependable delivery of an employee's job interest to the hiring manager and recruiter.
Since not all positions can be filled internally, Sprint also has a strong external recruiting and hiring presence. Positions are posted on www.sprint.com/careers and may be sourced through Monster, Career Builder, and a number of other diverse and niche Web sites. Sprint recruiters also may utilize certain social-networking sites to attract candidates. Sprint recruiters apply a strategic approach to recruitment by maintaining a pipeline of potential candidates for future opportunities.
Sprint is a drug and background screening employer. Candidates in consideration for a position must successfully complete both screens.
Sprint’s customers have high expectations of our company, and we, in turn, have high expectations of our employees. That’s why we hire the best and the brightest. Once an employee is hired by Sprint, he or she quickly becomes part of a dynamic workforce, one that will offer up many challenges and opportunities.
Sprint provides tools and resources to new employees to ensure that their experience with our company is a great one. Once an employee starts, he or she gains access to the New Employee Website, which provides a variety of information on Sprint benefits, workplace support and our company as a whole. In addition, new employees work closely with their direct management teams to create detailed Individual Development Plans.
Front-line employees, who make up the vast majority of Sprint’s new hires, receive significant training when they join the company. New retail representatives receive approximately two weeks of training and are part of a “buddy” program. New customer-care representatives receive six to eight weeks of training tailored to the types of calls they will be receiving. This training is scenario-based and includes a mixture of classroom learning and time in a live environment. New customer-care representatives get assistance from trainers and other subject matter experts to help create a strong comfort level for the new employee and a positive experience for our customers.
Do it nowPerformance Management at Sprint is an ongoing series of open and honest conversations that drive high performance. Frequent dialogue between employees and managers is expected.
Our Performance-Management expectations focus on four key areas:
We provide an array of resources and tools to help employees develop along with frequent informal and formal coaching and feedback about work performance that helps employees do their jobs better.
Employees and managers use a simple online performance plan to monitor and track their performance and development against mutually agreed upon objectives. Managers meet regularly with employees to ensure understanding of the value they bring to the team, what they are doing well and what they could do better. These conversations are then summarized by both employee and manager into a formal year-end review within the performance plan.
Sprint’s expectation is for 100% participation in the performance-review process; the only exception should be if an employee leaves the company before the annual performance cycle is complete.
At Sprint, we believe there are two key areas of responsibility when it comes to employee development: an employee is responsible for his or her own skill and career development, while the employee’s manager is responsible for supporting him or her in this effort. To this end, Sprint offers an array of tools to help both managers and their employees.
These development tools are managed by Sprint’s nationally recognized training department, Sprint University. Sprint University is a centralized training and development organization housed within Sprint’s Human Resources organization, providing resources that allow employees to align their interests with Sprint’s vision, imperatives and strategy.
Sprint University offers employees leading-edge development opportunities, as well as extensive training in areas specific to their job requirements. The majority of Sprint employees (approximately 60%) are front-line customer care or retail/sales support, and these employees received an average of 126 hours of training in 2009. Enhanced training of our valued front-line employees has helped us improve satisfaction for our customers.
Additionally, Sprint University supports more than 4,000 offerings to all employees for personal, skill-based and professional development in an online training warehouse, as well as a specialized online training center specifically designed to prepare employees for industry certification in technical areas, process expertise and project management. In 2009, 8,845 employees took advantage of one or more type of online training, 3,300 employees were enrolled in a certification Knowledge centers, and 3,288 employees completed coursework related directly to on-the-job safety. Available training courses include self-help topics such as improving interpersonal skills, building teams, leadership techniques, coping with difficult people and assessments on how co-workers view your skills. All of this training is above and beyond the standard training for our front-line employees.
Development tools and training opportunities at Sprint include:
Developing quality managers is an important area of focus at Sprint, and Management Quality serves as the foundation for doing this. The effectiveness of our managers is measured through a Management Quality objective on Performance Plans for those who supervise others and centers around three areas:
In addition, Management Quality receives special focus in Sprint’s Employee Experience Survey. The survey provides business-unit-level results on several areas including Leadership, Development, Organization, Feedback, Recognition, Knowledge/Expertise, Work-Life Balance, Empowerment, Fairness and Personality. These results are benchmarked against other companies. Sprint managers continue to score above benchmark in the Manager Quality section of the Employee Experience Survey.
For more information on the Employee Experience survey, see the Engagement and Culture section.