Airtel mr

A
PROJECT REPORT:
UNDERSTANDING EMPLOYEE ENGAGEMENT
INITIATIVE
AT

Presented By :
Ghanshyam Gupta
ghanshyamgupta7@gmail.com

Table of content
Abstract………………………………………………………………………………………… 1

1. Telecom Industry…………………………………………………………......................7

1.1 History of Telecom Industry…………………………………………………………..8

1.2 Indian Telecom Industry………………………………………………………………10

1.3 Industry Size……………………………………………………………………………11

1.4 Growth Prospects………………………………………………………………………12

1.5 SWOT analysis of Indian Telecom Industry……………………………………….15

1.6 Major Players…………………………………………………………………………15

2. Bharti Group……………………………………………………………………………19

2.1 SWOT analysis of Bharti Airtel Limited………………………………………… 20

2.2 Organizational Structure of Bharti Airtel……………………………………………23

2.3 Business model of bharti airtel………………………………………………………24

2.4 Company Profile……………………………………………………………………….27

2.5 Airtel Services………………………………………………………………………….28

2.6 Achievements & Awards………………………………………………………………30

3. Mobility Delhi Organizational Structure……………………………………………...32

4. Over view of the project………………………………………………………………..33

4.1 Problem Definition……………………………………………………………………..34

4.2 Band levels in airtel……………………………………………………………………35

5. Employee Engagement ………………………………………………………………..36

5.1 Introduction ………..…………………………………………………………………36

5.2 Categories of EE………………………………………………………………………..37

5.3 Importance of EE………………………………………………………………………37

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5.4 Factors Leading to EE…………………………………………………………………38

6. Training need identification………………………………………………………….40

6.1 Sources for Identifying Training Needs………………………………………………41

6.2 Benefits of Need Assessment…………………………………………………………42

7. Learning & Development………………………………………………………………43

8. Analysis & Findings…………………………………………………………………….44

9. Management Institute Calendar……………………………………………………….72

10. DAP Sheet………………………………………………………………………………83

11. Conclusion……………………………………………………………………………101

12. References……………………………………………………………………………102

INTRODUCTION
The telecom network in India is the fifth largest network in the world meeting up with global
standards. Presently, the Indian telecom industry is currently slated to an estimated contribution
to nearly 1% to India’s GDP.

The Indian Telecommunication network with 110.01 million connections is the fifth largest in the
world and second largest among the emerging economies in Asia. Today, it is the fastest growing
market in the world and represents unique opportunities for U.S. companies in the stagnant global
scenario. The total subscriber base has grown by 40% in 2005 and has reached 250 million in
2007. The wireless technologies currently in use are Global System for Mobile Communications
(GSM) and Code Division Multiple Access (CDMA). There are primarily 9 GSM and 5 CDMA
operators providing mobile services in 19 telecom circles and 4 metro cities, covering 2000
towns across the country

The telecom industry is the fastest growing industries in India. India has nearly 200 million
telephone lines making it the third largest network in the world after China and USA. With a
growth rate of 45%, Indian telecom industry has the highest growth rate in the world.

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HISTORY

History of Indian Telecommunications started in 1851 when the first operational land lines were
laid by the government near Calcutta (seat of British power). Telephone services were introduced
in India in 1881. In 1883 telephone services were merged with the postal system. Indian Radio
Telegraph Company (IRT) was formed in 1923. After independence in 1947, all the foreign
telecommunication companies were nationalized to form the Posts, Telephone and Telegraph
(PTT), a monopoly run by the government's Ministry of Communications. Telecom sector was
considered as a strategic service and the government considered it best to bring under state's
control.

The first wind of reforms in telecommunications sector began to flow in 1980s when the private
sector was allowed in telecommunications equipment manufacturing. In 1985, Department of
Telecommunications (DOT) was established. It was an exclusive provider of domestic and long-
distance service that would be its own regulator (separate from the postal system). In 1986, two
wholly government-owned companies were created: the Videsh Sanchar Nigam Limited (VSNL)
for international telecommunications and Mahanagar Telephone Nigam Limited (MTNL) for
service in metropolitan areas.

In 1990s, telecommunications sector benefited from the general opening up of the economy.
Also, examples of telecom revolution in many other countries, which resulted in better quality of
service and lower tariffs, led Indian policy makers to initiate a change process finally resulting in
opening up of telecom services sector for the private sector. National Telecom Policy (NTP)
1994 was the first attempt to give a comprehensive roadmap for the Indian telecommunications
sector. In 1997, Telecom Regulatory Authority of India (TRAI) was created. TRAI was formed
to act as a regulator to facilitate the growth of the telecom sector. New National Telecom Policy
was adopted in 1999 and cellular services were also launched in the same year.

Telecommunication sector in India can be divided into two segments: Fixed Service Provider
(FSPs), and Cellular Services. Fixed line services consist of basic services, national or domestic
long distance and international long distance services. The state operators (BSNL and MTNL),
account for almost 90 per cent of revenues from basic services. Private sector services are
presently available in selective urban areas, and collectively account for less than 5 per cent of
subscriptions. However, private services focus on the business/corporate sector, and offer
reliable, high- end services, such as leased lines, ISDN, closed user group and videoconferencing.

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Cellular services can be further divided into two categories: Global System for Mobile
Communications (GSM) and Code Division Multiple Access (CDMA). The GSM sector is
dominated by Airtel, Vodfone-Hutch, and Idea Cellular, while the CDMA sector is dominated by
Reliance and Tata Indicom. Opening up of international and domestic long distance telephony
services are the major growth drivers for cellular industry. Cellular operators get substantial
revenue from these services, and compensate them for reduction in tariffs on airtime, which along
with rental was the main source of revenue. The reduction in tariffs for airtime, national long
distance, international long distance, and handset prices has driven demand.

The telecom sector is also afflicted by a number of restraints. These include:

• Sluggish pace of reform process.
• Lack of infrastructure in semi-rural and rural areas, which makes it difficult to make
inroads into this market segment as service providers have to incur a huge initial fixed
cost.
• Limited spectrum availability.

But notwithstanding these constraints, telecom sector has undergone a revolution in the past
decade and has played a major part in bridging the rural-urban divide.

INDIAN TELECOM INDUSTRY
The telecom network in India is the fifth largest network in the world meeting up with global
standards. Presently, the Indian telecom industry is currently slated to an estimated contribution
to nearly 1% to India’s GDP.

The Indian Telecommunication network with 110.01 million connections is the fifth largest in the
world and second largest among the emerging economies in Asia. Today, it is the fastest growing
market in the world and represents unique opportunities for U.S. companies in the stagnant global
scenario. The total subscriber base has grown by 40% in 2005 and has reached 250 million in
2007. The wireless technologies currently in use are Global System for Mobile Communications
(GSM) and Code Division Multiple Access (CDMA). There are primarily 9 GSM and 5 CDMA
operators providing mobile services in 19 telecom circles and 4 metro cities, covering 2000
towns across the country
The telecom industry is the fastest growing industries in India. India has nearly 200 million
telephone lines making it the third largest network in the world after China and USA. With a
growth rate of 45%, Indian telecom industry has the highest growth rate in the world.

In 2007, an article by Businessweek magazine reported that India's mobile phone market is the
fastest growing in the world, with companies adding some 6 million new customers a month.

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Liberalized policies have ensured lower tariffs and reduced roaming rentals. This will lead to
increased usage of mobile phones. Mobile telephony can be further categorized into WLL,
CDMA, GSM and 3G.

Mobile telephony provides services such as messaging- text and multimedia- mobile commerce
through GPRS enabled mobile Internet, with local calls and long distance calls- national and
international.
Not only service providers but also equipment manufacturers are contributing towards the growth
of the sector. Mobile telephony started up with bulky handsets and has now reached to smart
phones with cameras, radio facility and lots of other multimedia applications. Also, PDAs have
entered Indian markets with operating systems that make it a pocket PC.
Although India's tele-density has improved from under 4% in March 2001 to over 35% by the
end of January 2009, we are still way behind other developing nations. Cellular telephony has
emerged as the fastest growing segment in the Indian telecom industry. The mobile subscriber
base (GSM and CDMA combined) has grown from under 2 m at the end of FY00 to touch 362 m
at the end of January 2009. Tariff reduction and decline in handset costs has helped to boom.

INDUSTRY SIZE

• The telecom network in India is the fifth largest network in the world meeting upwith
global standards. Presently, the Indian telecom industry is currently slated to an estimated
contribution of nearly 1% to India’s GDP.

• FY09 saw the continuance of strong growth for the Indian telecom market, which
witnessed a 46% YoY increase in its subscriber base during the 12-month period. At the
end of January 2009, the country’s total telecom subscriber base (fixed plus mobile) stood
at 400 million. Tele density crossed the 35% mark by the end of the fiscal.

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• Growth remained robust in the GSM mobile space, with the same growing its subscriber
base by 71 m, thus contributing to 76% of the total incremental subscriber addition for the
entire Indian telecom market. After a strong 75% YoY increase in subscriptions during
FY07, the GSM industry recorded another good performance during FY08, growing
subscriber base by 59% YoY to over 192 m.

• During FY08, India's mobile subscriber base grew by 58% YoY, from 165 m to 261 m,
while the fixed subscriber base declined by 3%, from 40.8 m to 39 m.

• The year also saw a strong 67% YoY rise in the Internet broadband subscriber base.
Currently, the base stands at around 4 m users, as against 1.4 m at the end of March 2007.

SUBSCRIBER GROWTH TREND

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GROWTH PROSPECTS
As far as the fixed line business goes, the low penetration levels in the country and the increasing
demand for data based services such as the Internet will act as major catalysts in the growth of
this segment, which had a subscriber base of over 39 m at the end of FY08. The huge market
share of public sector behemoths, MTNL and BSNL is likely to get reduced further as the
penetration by private players spreads. In spite of this the PSUs will continue to retain their
dominant position this is on account of high capital investments required in setting up a nation
wide network. As a result, the private sector players will have to rely on key business centers and
pockets of high urbanization for their growth.

Increasing choice and one of the lowest tariffs in the world have made the cellular services an
attractive proposition for the average consumer. The segment’s subscriber base has grown by
over 57% YoY in FY08. Policy measures like lowering of taxes on the cellular industry and
benefits of enhanced FDI limits shall further the prospects of the cellular industry.

The International Long Distance (ILD) telephony business is expected to witness increased
competition with the entry of private players. Already, private players like Bharti, Reliance and
Data Access have started providing ILD services and this has pulled the tariffs significantly
down. Although increased competition will result in depressed revenues in the near term, low
tariffs would ultimately result in increased volumes and higher usage.

PROVIDER ADDITION IN JAN’ 09 TOTAL BASE
AIRTEL 2.7 88.3
VODAFONE-ESSAR 2.5 63.3
IDEA-SPICE 2 40
RELIANCE COMM. 5 66.2
TATA TELESERVICES 1 32.7
BSNL 1.3 47.5
All figures in millions

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GROWTH DRIVERS

• Vast geographic expanse of India acts as a catalyst to boost mobility
• Low call costs since 2002 has fueled the wireless segment
• Narrowing gap of call costs between fixed and wireless convinced customers
to subscribe to wireless connections
• Nationwide roaming facilities on GSM
• SMS facility
• Internet + Subscription bundling
• Reduced cost of handsets (affordability factor)
• Customs duties have been reduced from 10% to 5%
• In remote areas where providing fixed line connections was difficult, wireless
did the magic

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SWOT ANALYSIS FOR INDIAN TELECOM INDUSTRY

MAJOR PLAYERS

There are three types of players in telecom services:
• -State owned companies (BSNL and MTNL)
• -Private Indian owned companies (Reliance Infocomm, Tata Teleservices,)
• -Foreign invested companies (Hutchison-Essar, Bharti Tele-Ventures,
Escotel, Idea Cellular, BPL Mobile, Spice Communications)

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BSNL

On October 1, 2000 the Department of Telecom Operations, Government of India became a
corporation and was renamed Bharat Sanchar Nigam Limited (BSNL). BSNL is now India’s
leading telecommunications company and the largest public sector undertaking. It has a network of
over 45 million lines covering 5000 towns with over 35 million telephone connections.

MTNL

MTNL was set up on 1st April 1986 by the Government of India to upgrade the quality of
telecom services, expand the telecom network, and introduce new services to raise revenue for
telecom development.

TATA TELESERVICES

Tata Teleservices is a part of the $12 billion Tata Group, which has 93 companies, over 200,000
employees and more than 2.3 million shareholders. Tata Teleservices provides basic (fixed line
services), using CDMA technology in six circles: Maharashtra (including Mumbai), New Delhi,
Andhra Pradesh, Tamil Nadu, Gujarat, and Karnataka. It has over 800,000 subscribers.

RELIANCE INFOCOMM

It is also an integrated telecom service provider with licenses for mobile, fixed, domestic long
distance and international services. Reliance Infocomm offers a complete range of telecom
services, covering mobile and fixed line telephony including broadband, national and
international long distance services, data services and a wide range of value added services and
applications.

BHARTI

Established in 1985, Bharti has been a pioneering force in the telecom sector, being the first
mobile service in Delhi, first private basic telephone service provider in the country, first Indian
company to provide comprehensive telecom services outside India and first private sector service
provider to launch National Long Distance Services in India.

Bharti Tele-Ventures Limited was incorporated on July 7, 1995 for promoting investments in
telecommunications services.. Bharti’s operations are broadly handled by two companies: the
Mobility group, which handles the mobile services in 16 circles out of a total 23 circles across the
country; and the Infotel group, which handles the fixed line, broadband, data, and satellite-based
services. The company has a total customer base of 6.45 million, of which 5.86 million are
mobile and 588,000 fixed line customers.

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COMPANY MARKET SHARE

COMPANY MILLION SUBSCRIBERS % SHARE
BSNL 40.3 58.8
RELIANCE 6.1 8.9
BHARTI 5.7 8.3
MTNL 4.9 7.2

BHARTI GROUP

Bharti Enterprises is an Indian conglomerate with interests in diverse fields including
telecommunication services, manufacturing of telephone equipment, horticulture exports, BPO,
software, realty and insurance.

Bharti Enterprises has successfully focused its strategy on telecom while spanning diverse fields
of business. From introducing push-button telephones into India, to becoming the largest
manufacturer of telecom handsets (outside China) to founding India's largest integrated private
telecom operator, Bharti has created a significant position for itself in the global
telecommunications sector.
Bharti Enterprises' dynamic diversification has continued with the company venturing into
telecom software development, insurance, horticulture exports, BPO, realty, etc. The group is
also entering the fast-growing retail business very shortly.

COMPANY MARKET SHARE

COMPANY MILLION SUBSCRIBERS % SHARE
BSNL 40.3 58.8
RELIANCE 6.1 8.9
BHARTI 5.7 8.3
MTNL 4.9 7.2

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ABOUT BHARTI AIRTEL
Bharti Airtel is one of India's leading providers of telecommunication services with a nationwide
presence in all the 23 licensed jurisdictions (also known as Telecom Circles). The company
served an aggregate of 88,270,194 customers as of December 31, 2008; of which 85,650,733
subscribe to their GSM services and 2,619,461 use their Telemedia Services either for voice and/
or broadband access delivered through DSL. The company is the largest wireless service provider
in the country, based on the number of subscribers as of December 31, 2008. The company also
offers an integrated suite of telecom solutions to their enterprise customers, in addition to
providing long distance connectivity both nationally and internationally. It has recently forayed
into media by launching their DTH and IPTV Services. All these services are rendered under a
unified brand "Airtel".

The company also deploys, owns and manages passive infrastructure pertaining to telecom
operations under its subsidiary Bharti Infratel Limited. Bharti Infratel owns 42% of Indus
Towers Limited.Bharti Infratel and Indus Towers are the two top providers of passive
infrastructure services in India.Company shares are listed on The Stock Exchange, Mumbai
(BSE) and The National Stock Exchange of India Limited (NSE).

SWOT ANALYSIS FOR BHARTI AIRTEL LIMITED

STRENGTH

• Bharti Airtel has around 88 million customers (Jan 2009). It is the largest cellular
provider in India, and also supplies broadband and telephone services - as well as many
other telecommunications services to both domestic and corporate customers.

• Other stakeholders in Bharti Airtel include Sony-Ericsson, Nokia - and Sing Tel, with
whom they hold a strategic alliance. This means that the business has access to
knowledge and technology from other parts of the telecommunications world.

• The company has covered the entire Indian nation with its network. This has underpinned
its large and rising customer base.

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WEAKNESSES

• An often cited original weakness is that when the business was started by Sunil Bharti
Mittal over 15 years ago, the business had little knowledge and experience of how a
cellular telephone system actually worked. So the start-up business had to be outsource to
industry experts in the field.

• Until recently Airtel did not own its own towers, which was a particular strength of some
of its competitors such as Hutchison Essar. Towers are important if your company wishes
to provide wide coverage nationally.

• The fact that Airtel has not pulled off a deal with South Africa's MTN could signal the
lack of any real emerging market investment opportunity for the business once the Indian
market has become mature.

OPPORTUNITIES

• The company possesses a customized version of the Google search engine which will
enhance broadband services to customers. The tie-up with Google can only enhance the
Airtel brand, and also provide advertising opportunities for Google in India.

• Global telecommunications and new technology brands see Airtel as a key strategic
player in the Indian market. The iPhone has been launched in India via an Airtel
distributorship. Another strategic partnership is held with BlackBerry Wireless Solutions.

• Despite being forced to outsource much of its technical operations in the early days, this
allowed Airtel to work from its own blank sheet of paper, and to question industry
approaches and practices - for example replacing the Revenue-Per-Customer model with
a Revenue-Per-Minute model which is better suited to India, as the company moved into
small and remote villages and towns.

• The company is investing in its operation in 120,000 to 160,000 small villages every year.
The business benefits are scalable - using its 'Matchbox' strategy.

• Bharti Airtel is embarking on another joint venture with Vodafone Essar and Idea Cellular
to create a new independent tower company called Indus Towers. This new business will
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control more than 60% of India's network towers. IPTV is another potential new service
that could underpin the company's long-term strategy.

THREATS

• Airtel and Vodafone seem to be having an on/off relationship. Vodafone which owned a
5.6% stake in the Airtel business sold it back to Airtel, and instead invested in its rival
Hutchison Essar. Knowledge and technology previously available to Airtel now moves
into the hands of one of its competitors.

• The quickly changing pace of the global telecommunications industry could tempt Airtel
to go along the acquisition trail which may make it vulnerable in times of recession.

• Bharti Airtel could also be the target for the takeover vision of other global
telecommunications players that wish to move into the Indian market.

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ORGANISATIONAL STRUCTURE AT BHARTI AIRTEL

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Business Model of Bharti
Bharti

TELECOMM RETAIL INSURANCE FIELD FRESH & TELESOFT
(tie up with (tie up with Del Monte’ (tele cable wires)
walmart) AXA)

Mobile
Tele Media
AES

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AIRTEL BRAND
Airtel was born free, a force unleashed into the market with a relentless and unwavering
determination to succeed. A spirit charged with energy, creativity and a team driven “to seize the
day” with an ambition to become the most globally admired telecom service. Airtel, after just ten
years, has risen to the pinnacle of achievement. As India’s leading's leading Telecommunications
Company Airtel brand has played the role as a major catalyst in India's reforms, contributing to
its economic resurgence. Today it touches people’s lives with our Mobile services, Telemedia
services, to connecting India's leading 1000+ corporates. It also connect Indians living in USA
with our call home service.

MISSION

To meet the global standards for telecom services that delight customers through:

 Customer service focus
 Empowered employees
 Innovative services
 Cost Efficiency

VALUES

CUSTOMER: “We will be responsible to the needs of our customers.”

PEOPLE: “We will trust and respect our employees.”

LEARNING: “We will continuously improve our services – innovatively and expeditiously.”

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COMMUNITY: “We will be transparent and sensitive in our dealings with all stakeholders.”

OPPORTUNITIES: “Imagine having the resources to influence tomorrow’s reality – today. At
Airtel we are seeking people whose ideas can make a difference, individuals who thrive on the
opportunity to think creatively and be empowered to deliver.We are proud of our ability to
nurture individuals and provide them the space and empowerment they need to home their
talents. Our size gives us the unique ability to provide fast growth and high responsibility early in
one’s career as well as multiple avenues to reach the top.

VISION AND PROMISES

By 2010 Airtel will be the most admired brand in India:

• Loved by more customers

• Targeted by top talent

• Benchmarked by more businesses

We at Airtel always think in fresh and innovative ways about the needs of our customers
and how we want them to feel. We deliver what we promise and go out of our way to delight

the customer with a little bit more

LOGO

The Airtel logo is a specially drawn woodmark. It incorporates two solid, red rectangular
forms whose counter form creates an open doorway. The case lettering with its capital ‘A’
reinforces our leadership position. The red dot cues in the company’s focus on innovation. The
logo is a reflection of the company’s identity – a confident symbol of a brand that is always
ahead of the rest, always ‘In-touch’ and on customer’s side.

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CHAIRMAN AND GROUP MANAGING DIRECTOR

Sunil Bharti Mittal is the Chairman & Managing Director of Bharti Airtel Limited head
quartered at New Delhi, India. Bharti Airtel, India's leading private integrated telecom company
has been at the forefront of the telecom revolution and has transformed the telecom sector with its
world-class services built on leading edge technologies. Bharti has been a pioneering force in the
telecom sector and today enjoys a strong nationwide presence. Bharti Airtel has grown
successfully in partnership with various leading companies of the world - Singapore Telecom,
Vodafone, British Telecom to name a few. Bharti Group has joint ventures with AXA for
financial services, with Wal-Mart for retail, and with Del Monte for its agri-business. Beetle
Teletech, another group company, is India's largest manufacturer and exporter of telephone
terminals. Sunil started his career at a young age of 18 after graduating from Punjab University
in India and founded Bharti, with a modest capital, in the year 1976. At present, he heads 51
successful enterprises, amongst the top 5 in India, with a market capitalization of over US$ 25
billion and employing over 30,000 people. Sunil is an alumnus of Harvard Business School, MA,
USA. Sunil has been honored with one of India's highest civilian award – Padma Bhushan.
Sunil has been conferred the degree of Doctor of Science by the G B Pant University of
Agriculture & Technology. He is also an Honorary Fellow of "The Institution of Electronics
and Telecommunication Engineers (IETE)". Sunil received the GSM Association Chairman's
Award for the year 2008. He is also on the board of the International Telecommunication Union
(ITU), the leading United Nations Agency (UNA) for Information and Communication
Technology. Sunil has been honored with the 'Global Vision' Award 2008 by the U.S.-India
Business Council (USIBC).

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AIRTEL SERVICES:

 Airtel experiences total cost control, no rentals and easy billing with the post-paid and
pre-paid services. It explores the world with the roaming services.

 Airtel welcomes to the world of telephony services for the customers. It experiences a
world class service and cutting edge technology with Airtel landline and their rich feature
wireless fixed line. It makes calling more fun and convenient with services and
entertainment on Airtel.

 Airtel provides broadband services, which is the India's most preferred high-speed
Internet service. It is fast, fun, convenient and cost effective.

 BlackBerry from Airtel is an 'always connected' wireless solution providing easy and
secure access to the email and data.

 The calling card services connect the customers to the world from India and allow a better
way to call back India.

 Airtel’s Wireless Internet gives the freedom to access the internet anytime and anywhere
across India. It enables Internet, Email, and Office applications with real-time secure
VPN access to corporate applications whilst on the move.

AIRTEL BUSINESS SERVICES

Airtel is proud to be the trusted communications partner to India’s leading organizations, working
for them to meet the challenges of growth, across India, beyond India. They offer a full suite of
business communication services across data, voice and managed services. Their solutions are
tailored to fit their particular needs. They have always been challenging the limits of innovation
and striving to find new and better ways of doing things. They know that the needs of every

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business are different, so they never suggest a one-size-fits-all system. They work to identify
their specific needs, and then tailor an effective solution that can be scaled, adapted or migrated
as per the business changes.

1. DATA AND IP SOLUTIONS
a. Their portfolio of Data and IP services helps to do the business at ease. It helps in
managing the flow of information across the globe through their comprehensive
suite of data technologies and infrastructure.

2. INTERNET ACCESS
a. They provide with a host of customized services that fit everyone’s particular
needs. Be it managing the Internet, better latencies to other countries, need based
Internet capabilities; they work with the customers to give them the best.

3. SATELLITE SERVICES
a. The Satellite services provide reliable network connectivity. The service provides
voice, audio and video applications on-demand suiting the transmission
requirements. This service is available both in India and abroad.

4. MANAGED NETWORK SOLUTIONS
a. It helps in making the network efficient, scalable and reliable with the Managed
Network Solutions. They offer end-to-end comprehensive solutions for network
connectivity, thus giving flexibility through customized solutions and increased
coverage.

b. ONLINE DESKTOP
c. This service helps in storing the data in safe and secured location. This data can be
accessed, edited, and shared from anywhere in the world.

5. VOICE SOLUTIONS
a. Businesses need to invest in resources in a multimodal communication
environment to offer seamless customer experience. The voice solution helps to
communicate and collaborate within and beyond the organization, helping to meet
the demands of growth.

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6. CONFERENCING
a. The conferencing service removes the constraints of geographies and time zones.
With the help of this service one can stay connected with the colleagues and
business partners without even being there.

7. AUDIO CONFERENCE SERVICE
a. With the audio conference service, one can now change the office space forever.
This service provides the convenience of holding conversations with the team
members at different locations through a phone.

8. VIDEO CONFERENCE SERVICE
a. It facilitates the geographically distant location interactions in real time with full
motion of video and audio. Video conference service provides a virtual meeting
environment, giving the benefit of real meeting. Besides the audio and visual
transmission of meeting activities, this service can be used to share documents,
computer-displayed information, and whiteboards.

ACHIEVEMENTS
• First to launch Cellular Service on November 1995.

• First operator to revolutionaries the concept of retailing with the inauguration of Airtel
Connect (exclusive showrooms) in 1995.

• First to introduce push button phone in India.

• First to expand its network with the installation for second mobile switching center in
April, 1997 and the first to introduce the Intelligent Network Platform First to provide
Roaming to its subscribers by forming an association called World 1 Network.

• First to provide roaming facility in USA. Enjoying the mobile roaming across 38 partners
network & above 700 cities moreover roam across international destinations in 119
countries including USA, Canada , UK etc with 284 partners networks.

• BHARTI announces agreement with VODAFONE marking the entry of the World’s
Largest Telecom Operator into India.

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• Bharti Enterprise and AXA Asia Pacific Holdings Limited announce Partnership for a life
insurance joint venture in India.

• Airtel Launches future factory- Centers of innovation to Incubate Pioneering Mobile
Applications.

• 16 states, 600 million people. Only India’s leading mobile services offers you the truly
‘freedom-packed ‘prepaid!

• It is also the first company to export its products to the USA.

BAHRTI announces agreement with VODAFONE marking the entry of the World’s Largest
Telecom Operator into India.

• Vodafone to invest approximately Rs. 6,700 crores (approx UDS 1.5 bn.) to acquire
around 10/5 in Bharti Tele-Ventures Ltd

• Bharti Enterprises, SingTel and Vodafone to take Bhati Tele-ventures Ltd. To
unassailable Leadership position in India.

• The Largest single foreign investment ever in the history of India

• The largest investment in the Indian Telecom Sector.
• Bharti establishes its supremacy in the Indian Telecom market, having attracted Asia’s
best- SingTel and now world’s best Vodafone.
• Bharti set to gain global leadership in the telecom sector.

• Bharti Enterprise continues to hold shareholding and management control in Bharti Tele-
Ventures.

AWARDS FOR THE YEAR 2007-2008

♦ Bharti Airtel has won the CNBC- TV India Business Leader Award for the Outstanding
Company of the year 2007.

♦ Bharti draws top honours at the NDTV profit Business leadership Awards 2007.

♦ Bharti Airtel Ranked 3rd on Shareholder Returns in Business Week IT 100 List.

♦ Sunil Bharti Mittal conferred Degree of Doctor of Science by G.B Pant University.

24

MOBILITY DELHI: ORGANISATIONAL STRUCTURE

CEO ( SHASHI ARORA)

CSD SCM LEGAL MARKETING SALES FINANCE TECHNICAL HR IT BE

HUMAN
RESOURCE

HOD ( PRASHANT DEO SINGH)

BUSINESS TALENT ACQUISITION HR OPERATIONS EMPLOYEE
PARTNERING & & WORKFORCE SERVICE
ENGAGEMENT PLANNING

25

BHASKAR GANGULY TUSHARIKA GOVIL PRASHANT THAKUR VIVEK SHARMA

DORA DEVASHER

PARUL MAINI

An
Overview
Of
The Project

Problem Definition
For successful Employee engagement activities an organization needs whole hearted participation
and believe of its employees. They need to be constantly educated & motivated so as to increase
their belief that employees are the backbone of the company. It has to be ingrained in the minds
of the employees that companies also take care of the learning and development of the
employees.

The problem on which I was working is to get a larger picture of the feedback of the training
programs given to the employees and their learning & development programs designed and the
process for the same.

In this age of cut throat competition employees in the private sector have a very busy schedule.
Keeping this in mind we tried to find out the training needs of employees with the help of tool

26

known as TNI, and willingness of employees towards participation in these training programs
initiatives so that concerned people in HR department can formulate programs according to the
views and time constraints of employees.

OBJECTIVE OF THE PROJECT:

1) To conduct a detailed TNI of the employees

2) To analyze the training feedback forms filled up by the employee

3) To prepare a list of training programs being conducted by top institutes in the year
2009-10, so as to expose Airtel employees to them.

4) To be able to propose a training calendar for the employees, basis the TNI,
institute’s calendar and the analysis of the feedback forms.

In Airtel Training is provided based on the band level of the employees.

BAND UC CEO

BAND III Sr. V.P
VP

BAND II GM
Sr. Manager

27

BAND I Manager
Asst. Manager

BAND F Sr. Executive
Executive

EMPLOYEE ENGAGEMENT
Introduction

Engagement at work was conceptualized by Kahn, (1990) as the ‘harnessing of
organizational members’ selves to their work roles. In engagement, people employ and
express themselves physically, cognitively, and emotionally during role performances.
The second related construct to engagement in organizational behavior is the notion of
flow advanced by Csikszentmihalyi (1975, 1990). Csikzentmihalyi (1975) defines flow as
the ‘holistic sensation’ that, people feel when they act with total involvement. Flow is
the state in which there is little distinction between the self and environment. When
individuals are in Flow State little conscious control is necessary for their actions.
Employee engagement is the thus the level of commitment and involvement an employee
has towards their organization and its values. An engaged employee is aware of business
context, and works with colleagues to improve performance within the job for the benefit
of the organization. The organization must work to develop and nurture engagement,
which requires a two-way relationship between employer and employee.’ Thus Employee
engagement is a barometer that determines the association of a person with the
organization
Engagement is most closely associated with the existing construction of job involvement
(Brown 1996) and flow (Csikszentmihalyi, 1990). Job involvement is defined as ‘the
degree to which the job situation is central to the person and his or her identity (Lawler &
Hall, 1970). Kanungo (1982) maintained that job involvement is a ‘Cognitive or belief
state of Psychological identification. Job involvement is thought to depend on both need
saliency and the potential of a job to satisfy these needs. Thus job involvement results

28

form a cognitive judgment about the needs satisfying abilities of the job. Jobs in this view
are tied to one’s self image. Engagement differs from job in as it is concerned more with
how the individual employees his/her self during the performance of his / her job.
Furthermore engagement entails the active use of emotions. Finally engagement may be
thought of as an antecedent to job involvement in that individuals who experience deep
engagement in their roles should come to identify with their jobs.

When Kahn talked about employee engagement he has given important to all three
aspects physically, cognitively and emotionally. Whereas in job satisfaction importance
has been more given to cognitive side.
HR practitioners believe that the engagement challenge has a lot to do with how
employee feels about the about work experience and how he or she is treated in the
organization. It has a lot to do with emotions which are fundamentally related to drive
bottom line success in a company. There will always be people who never give their best
efforts no matter how hard HR and line managers try to engage them. “But for the most
part employees want to commit to companies because doing so satisfies a powerful and a
basic need in connect with and contribute to something significant”.

Aspects of Employee Engagement
Three basic aspects of employee engagement according to the global studies are:-
• The employees and their own unique psychological make up and experience.
• The employers and their ability to create the conditions that promote employee
• Engagement.
• Interaction between employees at all levels.
Thus it is largely the organization’s responsibility to create an environment and culture
conducive to this partnership, and a win-win equation.

Categories of Employee Engagement
According to the Gallup the Consulting organization there are there are different types of
people:-
Engaged--"Engaged" employees are builders. They want to know the desired
expectations for their role so they can meet and exceed them. They're naturally curious
about their company and their place in it. They perform at consistently high levels. They
want to use their talents and strengths at work every day. They work with passion and
they drive innovation and move their organization forward

Not Engaged---Not-engaged employees tend to concentrate on tasks rather than the goals
and outcomes they are expected to accomplish. They want to be told what to do just so
they can do it and say they have finished. They focus on accomplishing tasks vs.
achieving an outcome. Employees who are not-engaged tend to feel their contributions
are being overlooked, and their potential is not being tapped. They often feel this way
because they don't have productive relationships with their managers or with their

29

coworkers.

Actively Disengaged--The "actively disengaged" employees are the "cave dwellers."
They're "Consistently against Virtually Everything." They're not just unhappy at work;
they're busy acting out their unhappiness .They sow seeds of negativity at every
opportunity. Every day, actively disengaged workers undermine what their engaged
coworkers accomplish. As workers increasingly rely on each other to generate products
and services, the problems and tensions that are fostered by actively disengaged workers can
cause great damage to an organization's functioning.

Importance of Engagement

Engagement is important for managers to cultivate given that disengagement or
alienation is central to the problem of workers’ lack of commitment and motivation
(Aktouf). Meaningless work is often associated with apathy and detachment from ones
works (Thomas and Velthouse). In such conditions, individuals are thought to be
estranged from their selves (Seeman, 1972) .Other Research using a different resource of
engagement (involvement and enthusiasm) has linked it to such variables as employee
turnover, customer satisfaction – loyalty, safety and to a lesser degree, productivity and
profitability criteria (Harter, Schnidt & Hayes, 2002).

An organization’s capacity to manage employee engagement is closely related to its
ability to achieve high performance levels and superior business results. Some of the
advantages of Engaged employees are:-
• Engaged employees will stay with the company, be an advocate of the company
• and its products and services, and contribute to bottom line business success.
• They will normally perform better and are more motivated.
• There is a significant link between employee engagement and profitability.
• They form an emotional connection with the company. This impacts their attitude
• towards the company’s clients, and thereby improves customer satisfaction and
• service levels
• It builds passion, commitment and alignment with the organization’s strategies
• and goals
• Increases employees’ trust in the organization
• Creates a sense of loyalty in a competitive environment
• Provides a high-energy working environment
• Boosts business growth
• Makes the employees effective brand ambassadors for the company

A highly engaged employee will consistently deliver beyond expectations. In the
workplace research on employee engagement (Harter, Schmidt & Hayes, 2002) have
repeatedly asked employees ‘whether they have the opportunity to do what they do best
everyday’. While one in five employees strongly agree with this statement. Those work
units scoring higher on this perception have substantially higher performance.
Thus employee engagement is critical to any organization that seeks to retain valued

30

employees. The Watson Wyatt consulting companies has been proved that there is an
intrinsic link between employee engagement, customer loyalty, and profitability. As
organizations globalize and become more dependent on technology in a virtual working
environment, there is a greater need to connect and engage with employees to provide them with
organizational identity.

Factors Leading to Employee Engagement-
Studies have shown that there are some critical factors which lead to Employee
engagement. Some of them identified are

31

Training Need Identification

Introduction
Training need identification is a tool utilized to identify what educational courses or activities
should be provided to employees to improve their work productivity. Here the focus should be
placed on needs as opposed to desires of the employees for a constructive outcome. In order to
emphasize the importance of training need identification we can focus on the following areas: -

• To pinpoint if training will make a difference in productivity and the bottom line.
• To decide what specific training each employee needs and what will improve his or her
job performance.
• To differentiate between the need for training and organizational issues and bring about a
match between individual aspirations and organizational goals.

Identification of training needs (ITN), if done properly, provides the basis on which all other
training activities can be considered. Also requiring careful thought and analysis, it is a process
that needs to be carried out with sensitivity as people's learning is important to them, and the
reputation of the organization is also at stake.
Identification of training needs is important from both the organizational point of view as well as
from an individual's point of view. From an organization’s point of view it is important because
an organization has objectives that it wants to achieve for the benefit of all stakeholders or
members, including owners, employees, customers, suppliers, and neighbors. These objectives
can be achieved only through harnessing the abilities of its people, releasing potential and
maximizing opportunities for development. Therefore people must know what they need to learn
in order to achieve organizational goals. Similarly if seen from an individual's point of view,
people have aspirations, they want to develop and in order to learn and use new abilities, and
people need appropriate opportunities, resources, and conditions. Therefore, to meet people's
aspirations, the organization must provide effective and attractive learning resources and
conditions. And it is also important to see that there is a suitable match between achieving
organizational goals and providing attractive learning opportunities.

Different Levels at which it is to be Conducted

32

Identification of training needs can be done at three levels to ascertain three kinds of needs: -

Organizational Needs
These concerns the performance of the organization as a whole. Here identification of training
needs is done to find out whether the organization is meeting its current performance standards
and objectives and if not, exploring ways in which training or learning might help it to do so.
Sometimes organizational training needs are also identified when the organization decides that it
has to adopt a major new strategy, create a new product or service, undergo a large-scale change
program, or develop significant new relationships, such as joining with others to form new
partnerships.
Group Needs
Since working in groups and teams have become very much prevalent in today's corporate world
that is why nowadays there is increased emphasis given on team effectiveness and team
performance. So training needs are nowadays even identified at the group level. Training needs
here are concerned basically with the performance of a particular group, which may be a team,
department, function, sub-unit, or so on. Information about this groups performance may identify
areas of need - which, again, may be for training or other interventions. It is used to find out how
efficiently a particular team or group goes about its business and meets its current objectives.

Individual Needs
These concern the performance of one or more individuals (as individuals, rather than as
members of a group). Here identification of training needs is about finding out to what extent
individuals need to learn or be trained in order to bring their current performance up to the
required level as a result of changes in methods and processes that call for new competencies and
skills.
It also sees to it that there is continuous improvement initiative taken by them. Moreover it also
helps to find out whether individuals are comfortable in working across boundaries, with people
from different backgrounds and different perspectives. This is especially important because
there is so much work force diversity observed today in organizations that it has become
impossible to retain workforce, which is not flexible enough to accommodate such changes into
their daily work schedule.

Sources for Identifying Training Needs
There are three sources for identifying training needs. Although they are independent sources for
gathering the necessary data but it is usually beneficial if they are considered complementary to
one another as the objective of the exercise is to prepare as consolidated data of training needs as
possible. The three sources are as follows: -

p Job Profile
It is a comprehensive description of all the functions and the responsibilities that a person has to
carry out in due course of his job. It is very common for us sometimes to find that people of a
particular department more or less perform the same kind of job and therefore a comparative
study can be done on their performance to pinpoint on the training needs of those people who
have not performed up to the mark. In here we can also include Job analysis in order to have a
realistic and systematic appraisal of training needs. In order to do this first we need to break up
the functions and responsibilities into categories. Next we have to classify these tasks/activities
on the basis of their relative importance to the nature of the job. And lastly we can compute a

33

priority listing of these tasks in order to have a catalogue of knowledge, skills and attitudes
required for effective performance of the job.
r Experiences of the training agency
It is very common for organizations nowadays to hire professional training agencies in order to
look into the training matters. The training agency and the trainers thus should also draw from
their own experiences of organizing programs for comparable groups or in similar areas.
However, earlier experiences can only serve to facilitate the process. It cannot be the sole basis,
as training needs of majority of organizations are very specific.

a Pre-training survey of the participant's needs
This is suggested as the best way to conduct a training need identification .A pre-training survey
is nothing but a survey of the needs and expectations of the participants well in advance of the
program. And in this exercise it is better to include the superiors also as they are in a good
position to provide necessary data on the training needs of their associates, especially in context
of their performance. This is generally done in a systematic manner with the help of a structured
questionnaire in order to reflect the genuine desire to involve the participants and the
organization in the planning process. However it might happen in certain cases that it is not
possible to actively involve the superiors due to various reasons like lack of time etc but in that
case at least they must be kept fully informed of the proceedings.

Overall Process in Brief
Step 1: Define and chart part of the organization in which the work has to be done. It is to have a
focused approach of the study. It could either be a particular department, a section, a unit, a
specific group or a staff category.
Step 2: Use various data collection measures to collect both qualitative as well as quantitative
data.
Step 3: Analyze the entire data collected in order to find out causes of problem areas and
prioritize areas, which need immediate attention.
Step 4: Prioritize the different training programs according to the responses collected.
Step 5: Record and file the entire data so that it can be used for future reference while designing
the training programs / training calendar.

Benefits of Needs Assessment

• As pointed above needs assessment helps diagnose the causes of performance deficiency in
employees that require remedial actions. This being a generalized statement there are certain
specific benefits of needs assessment. They are as follows: -
• The organization is informed about the broader needs of the participants. Through this
process it may be possible that certain new training programs, which were, previously not
in their list may come to the forefront.
• The organization is able to reduce the perception gap between the participant and his/her
boss about their needs and expectations from the training program.
• The organization is also able to pitch its course input closer to the specific needs of the
participants.

34

• It also saves a lot of money for the organization as otherwise money is just unnecessarily
wasted on those training programs, which are either not needed by the employees or they
have no interest in undertaking them.
• Lastly, time, which is the most important resource today, is also saved, as the training
programs conducted are the ones, which are actually needed by the participants.

Learning and Development
Learning and development is concerned with the training of all the employees for their overall
development which helps them to achieve their goals in an efficient and effective manner which
further helps them to achieve organizational goals.

Developmental Action Plan (DAP)

• DAP takes place quarterly according to the calendar year.
• It covers all the employees of all the departments.
• Self assessment takes place in the month of Jan-Feb
• Employees give their suggestions to the Reporting Manager about the areas they are
lacking in, which in turn affects their performance.
• The employees do self assessment and the reporting managers also do the assessment of
the employees working under their supervision.
• Analysis of this data is done so as to know which training program is suitable for him.
• A training program list is issued, where people select their training program in two ways:
 Manually (more effective)
 Online
• A list of 30 training program is prepared and employees volunteer themselves for a
particular training session as mentioned in the list.
• Calendars are prepared quarterly and the organization tries to cover all the needs of the
employees through training programs
• Institutional calendar is reviewed and the programs are sorted as per their band levels.
• After sorting at the band level. It is checked which training program has the maximum
number of people applying for the program.
• Bharti has its own (BLS) Bharti Learning services which provides customized trainings to
Bharti circles.

35

ANALYSIS & FINDINGS

Analysis of the feedback form is given below. It is the Analysis of Quarter 4 of
2008 & Quarter 1of 2009 training program. An analysis is being done to
identify whether the employees were satisfied with the training program, how
effective the program was and what were the areas of improvement.

Format of the feedback form.

36

There were 4 training programs in quarter 4:
38

1. Understanding of Telecom

2. Stress and time Management.

3. Success of Self Refresher.

4. Team Management.

Understanding of Telecom
The session was held on 19 February 2009. It was for 4 hours.

RATING OF THE OVERALL PROGRAM
S.NO PERFORMANCE PERCENTAGE IN FAVOUR
1 OUTSTANDING 66.67% 10
2 VERY GOOD 26.67% 4
3 GOOD 6.66% 1

RATING
OF
PROGRAM ON VARIOUS PARAMETERS

39

PARAMETERS CONTENT TIME QUALITY OF RELEVENT TO YOUR JOB
& DESIGN DURATION MATERIAL NEEDS

OUTSTANDING 13.33% 20% 6.67% 6.67%

VERY GOOD 60% 13.33% 33.33% 53.33%

GOOD 26.67% 60% 60% 26.67%

AVERAGE 6.67% 13.33%

RATING OF TRAINER ON VARIOUS PARAMETERS

40

.
PARAMETERS OUTSTANDING VERY GOOD GOOD
KNOWLEDGE OF THE SUBJECT 33.33% 46.67% 20%
DELIVERY OF INPUTS 33.33% 33.33% 33.34%
ABILITY TO DRAW GROUPS
INVOLVEMENT 35.15% 42.85% 22%
ENTHUSIASM & ENERGY 42.85% 35.15% 22%

RATING OF THE ADMINISTRATIVE ARRANGEMENTS (TRAINING, FACILITY,
LUNCH, STAY ETC)

41

PERFORMANCE PERCENTAGE IN FAVOUR
OUTSTANDING 7.14% 1
VERY GOOD 57.14% 8
GOOD 35.72% 5

OVERALL FEEDBACK ON THE TRAININER
Everyone appreciated the trainer. He was having good knowledge of the subject and clarity of thoughts.
The information provided by him was appropriate for better understanding of Telecom.

PROGRAM LEARNINGS SUMMARY
Everyone has expected to learn about the whole telecom industry from the point of view of each
department.
To have a better understanding of Technicality of the industry
To know more about the Present as well as future
scenatio scenario.

EXPECTATIONS:
Most of the attendant found the program amazing. They were expecting more information on cross
functional areas and better understanding of telecom sector.

KEY LEARNING FROM THE PROGRAM :
Learning about the Airtel Brand and the future aspects of Airtel
Area of improvement
The potential employees have to achieve their targets

42

World's telecom scenario

SUGGESTIONS :
According to the survey the program must be attended by the new comers and the employees who wants
to learn more about telecom industry.

OTHER OBSERVATIONS :
There was a time constraint to get detail knowledge of the program as it was a half day session.
More information was expected by the attendants on cross functions
Detail information of all the departments must be provided for the better
understanding

STRESS & TIME MANAGEMENT

The session was held for 2 days i.e 2 March to 3 March 2009.

43

RATING OF OVERALL PROGRAM

OUTSTANDING 11.11% 1
VERY GOOD 55.56% 5
GOOD 22.22% 2
NO RESPONSE 11.11% 1

RATING OF PROGRAM ON VARIOUS PARAMETERS

CONTENT & DESIGN 11.11% 55.56% 33.33%

44

TIME DURATION 88.89% 11.11%
QUALITY OF MATERIAL 11.11% 22.22% 11.11%
RELEVENT TO YOUR JOB NEEDS 33.33% 55.56% 11.11%

RATING OF TRAINER ON VARIOUS PARAMETER


45

KNOWLEDGE OF THE SUBJECT 44.44% 55.56%
DELIVERY OF INPUTS 33.33% 33.33% 33.34%
INVOLVEMENT 33.33% 55.56% 11.11%
ENTHUSIASM & ENERGY 11.11% 88.89%

LUNCH, STAY ETC)

46

S.No. PERFORMANCE PERCENTAGE NUMBER OF PEOPLE
1 OUTSTANDING 33.33% 3
2 VERY GOOD 55.56% 5
3 GOOD 11.11% 1

OVERALL FEEDBACK ON THE TRAINER
The Trainer was good. A real motivator and greatly facilitating time management skills in
routine jobs.

PROGRAM LEARNING SUMMARY.
Employee learned how to manage time and stress simultaneously in work as well as in personal
life.
EXPECTATION:
Everyone’s expectation was achieved through this program. They found the program very good.

47

KEY LEARNING FROM THE PROGRAM:
Manage time and priorities.
There must be a balance in work life.
Planning should be done differently at different levels
Manage stress levels of oneself and of team.

SUGGESTIONS:
This program of Stress and Time Management must be attended by all the employees of all the
departments.
The content and delivery of the program was good and was well designed.

SUCCESS OF SELF REFRESHER

There were 4 sessions of this training program. Each for 2 days. The dates are :
2 February to 3 February 2009

48



VERY GOOD 8.82% 3
GOOD 2.95% 1

RATING OF PROGRAM ON VARIOUS PARAMETER

PARAMETER OUTSTANDING VERY GOOD GOOD AVERAGE

49

CONTENT 73% 24% 3%
&DESIGN

TIME DURATION 63% 21% 11% 5%

QUALITY OF 73% 24% 3%
MATREIAL

RELEVENT TO JOB 71% 26% 3%
NEEDS

50


PARAMETER OUTSTANDING VERY GOOD GOOD

KNOWLEDGE OF THE 86% 11% 3%
SUBJECT

DELIVERY OF INPUTS 83% 17%

ABILITY TO DRAW 92% 5% 3%
GROUP INVOVMENT

ENTHUSIASM & 86% 11% 3%
ENERGY

RATING OF THE ADMINISTRATIVE ARRANGEMENTS (TRAINING,
FACILITY, LUNCH, STAY ETC)

S.NO. PERFORMANCE PERCENTAGE IN FAVOUR
1 OUTSTANDING 27% 8

51

2 VERY GOOD 33% 10
3 GOOD 30% 9
4 AVERAGE 10% 3

The session was outstanding. Trainees learned about themselves and how to mentain
themselves

EXPECTATIONS:
To develop a new perspective towards life , helps on behavioral aspects , self improvement and
understanding what I am.

52

The trainees were completely satisfied with the session and they enjoyed.

KEY LEARNINGS FROM THE PROGRAM :
To be happy
Give time to yourself
Give importance to yourself
Thanks everything for what you have
Work on your strengths

SUGGESTIONS :
This training program should have been taken by the whole organisation including the top
management

OBSERVATIONS:
This session should be of 3 days instead of 2, and these kinds of sessions must be organised in every
6 months.

TEAM MANAGEMENT

The training program was held for 2 days i.e 19 January to 20 January 2009


OUTSTANDING 100%

53

RATING OF PROGRAMS ON VARIOUS PARAMETERS

PARAMETER OUTSTANDING VERY GOOD

CONTENT & DESIGN 100%

TIME DURATION 75% 25%

QUALITY OF MATERIAL 50% 50%

RELEVENT TO JOB NEEDS 50% 50%

54


PARAMETER OUTSTANDING VERY GOOD

KNOWLWEDGE OF THE 100%
SUBJECT

DELIVERY OF INPUTS 100%

ABILITY TO DRAW GROUPS 75% 25%
INVOLVEMENT

ENTHUSIAM & ENERGY 100%

55

LUNCH, STAY ETC)

PERFORMANCE PERCENTAGE
OUTSTANDING 50%
VERY GOOD 50%

56

The trainer was good and has helped to make things understood by the employees in most effective
manner

Improving skills on managing the team & bring more efficiency and motivation within the team.

EXPECTATIONS :
The expectations of the employees were met by the
trainer.

KEY LEARNING’S FROM THE PROGRAM :
Team Management
Team Formation
Active listening
Delegation

57

ANALYSIS OF QUARTER 1 OF YEAR 2008
ACHIEVING BUSINESS SUCCESS

Duration of the Training 14th April to 15th April


OUTSTANDING 61% 11
VERY GOOD 27% 5
GOOD 6% 1
NO RESPONSE 6% 1

RATING OF PROGRAM ON VARIOUS PARAMETERS

CONTENT & DESIGN 77.77% 22.22%
TIME DURATION 72.22% 16.66% 11.11%
QUALITY OF MATERIAL 72.22% 22.22% 5.55%
RELEVENT TO YOUR JOB NEEDS 66.66% 22.22% 11.11%

58

RATING OF TRAINER ON VARIOUS PARAMETERS

KNOWLEDGE OF THE SUBJECT 88.88% 11.11%
DELIVERY OF INPUTS 77.77% 22.22%
INVOLVEMENT 72.22% 16.66% 11.11%
ENTHUSIASM & ENERGY 77.77% 16.66% 5.55%

59


Delivery & Content is outstanding, good examples, excellent in clarity & simplicity

RATING OF THE ADMINISTRATIVE ARRANGEMENTS (TRAINING, FACILITY, LUNCH, STAY
ETC)

PERFORMANCE PERCENTAGE NUMBER OF PEOPLE
VERY GOOD 44.44% 8
GOOD 11.11% 2

60

Employee Learned many Financial Terminologies & got idea about Telecom
Business.

EXPECTATIONS:
Everyone's expectations were achieved through this program. They found the program very
good.

KEY LEARNINGS FROM THE PROGRAM :
Rule Of 72
Financial Terms ( GDP, EBT, PAT, EBIT)
Inflation
Different Nature Of Business

SUGGESTIONS :
All employee especially Marketing & Sales
Band II employee should also be given this training
Session should be of 3 days.

61

CONCLUSION:
The project included an analysis of training feedback form which is given to employees for their
career development. The analysis of the responses by employees revealed a lot of information.

It was found that the most of the employees were satisfied with the kind of training given
to them. They learned many things during their training session. In Airtel trainings are provided
on the basis of bands in which employee falls. The training calendar is prepared on the basis of
training provided by the top management business school to corporate. As the fees of training are
very high only selected employees are sent for these training. A training program list is issued,
where people select their training program in two ways:

 Manually (more effective)
 Online

A list of 30 training program is prepared and employees volunteer themselves for particular
training as mentioned in the list.

62

REFERNCES FROM ELECTRONIC RESOURCES:-

1. http://www.opcuk.com/downloads/examples_of_employee_engagement_approaches.
pdf

http://www.hrdpress.com/50EEA

2. http://www.siescoms.com

3. Steve Truelove, Training in Practice [online] UK: Licensing Agency

4. Availablefrom:http://www.opcuk.com/downloads/examples_of_employee_engagement_appr
oaches.pdf
5. [Accessed 23 March]

6. The 2003 Towers Perrin Talent Report [online]
7. Available from: http://www.towersperrin.com [Accessed 5 April]
Vatsal Goyal & Premraj Suman, The Indian Telecom Industry [online] [Accessed 5 April
8. VV Rao, Human Resource Management [e book]

9. http://www.citehr.com

10. http://www.managementparadise.com.

11. http://www.airtel.in

63

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