Professional Documents
Culture Documents
IN
Training Supervisor:
Mr. Karan Ranjan
(Training officer)
Submitted by:
Gagandeep Singh Sethi
PR No. 07108017204
SESSION: 20082011
ACKNOWLEDGEMENT
This study would not have been possible without the cooperation of
and generous help from a number of people. While it may not be
possible for me to express my gratitude to all of them individually, I
wish to place on my record my appreciation to them for all the help
they extended to me during the project.
I am very thankful to Mr. Karan Ranjan (Training officer) of Airtel
who guided me in the whole process. I would also like to thank all
those employees of Airtel who helped me in my Project.
Report was completed successfully because of the grace of the god
and the blessings of my parents.
TABLE OF CONTENTS
Acknowledgement
Executive Summary
Introduction
Chapter I
Research Methodology
Chapter II
Page No.
6
7
Objectives
Scope
Type of Data
Sample size & design
Statistical tools
Type of research
Limitations
Chapter III
Theory of Training
Chapter IV
19
Chapter V
37
Chapter VI
47
Annexure
Bibliography
EXECUTIVE SUMMARY
The global economy of the day has endangered the survival of every
organization and in particular those who want to have a competitive edge over
the others. The competitive edge may be a distant dream in the absence of
Superior Quality Products which otherwise is the function of well-trained
employees. Today resources are scarce and have to be used carefully and
trainers of all kinds are required to justify their position and account for their
activities. Training activities, which are ill directed and inadequately focused, do
not serve the purpose of the trainers. The trainees or the organization hence
identification of training needs becomes the top priority of every progressive
organization. Identification of training needs, if done properly, provides the basis
on which all other training activities can be considered and will lead to
multiskilling, fitting people to
CHAPTER I
INRODUCTION
Every organization needs to have experienced and well-trained employees to
perform the activities. Rapid changes in the environment have not only made the
jobs more complex but have also
deviation
between
standard
performance
and
actual
CHAPTER II
RESEARCH METHODOLOGY
TYPE OF RESEARCH
Descriptive Research
SAMPLE UNIT
SAMPLE SIZE
Twenty
TYPE OF QUESTION
TYPE OF QUESTIONNAIRE
Pie Charts
Bar diagrams
CHAPTER III
INDUSTRY PROFILE
In the early 1990s, the Indian government adopted a new economic policy aimed
at improving India's competitiveness in the global markets and the rapid growth
of exports. Key to achieving these goals was a world-class telecom
infrastructure.
In India, the telecom service areas are divided into four metros (New Delhi,
Mumbai, Chennai and Kolkata) and 20 circles, which roughly correspond to the
states in India. The circles are further classified under "A," "B" and "C," with the
"A" circle being the most attractive and "C" being the least attractive. The
regulatory body at that time the Department of Telecommunications (DOT)
allocated two cellular licenses for each metro and circle. Thirty-four licenses for
GSM900 cellular services were auctioned to 22 firms in 1995. The first cellular
service was provided by, Modi Telstra in Kolkatta in August 1995. For the
auction, it was stipulated that no firm can win in more than one metro, three
circles or both. The circles of Jammu and Kashmir and Andaman and Nicobar
had no bidders, while West Bengal and Assam had only one bidder each.
In 1996, the Telecom Regulatory Authority of India (TRAI) bill was introduced in
the Lok Sabha, and the president officially announced the TRAI ordinance on 25
January 1997. The government decided to set up TRAI to separate regulatory
functions from policy formulation, licensing and telecom operations. Prior to the
creation of TRAI, these functions were the sole responsibility of the DOT.
AIRTEL - A PROFILE
AirTel comes to you from Bharti Cellular Ltd, consortium of giants in the
telecommunication business.
AirTel launched its services in Delhi on November 14, 1995. It has at present
over six lakh fifty thousand customers in its six years of pursuit of greater
customer satisfaction; AirTel has redefined the business through marketing
innovations, continuous technological up gradation of the network, introduction of
new generation value added services and the highest standard of customer care.
AirTel has consistently set the benchmarks for the Indian cellular industry to
follow.
First to launch Cellular service in Delhi on November, 1995.
First operator to revolutionaries the concept of retailing with the inauguration of
AirTel Connect (exclusive showrooms) in 1995. Today AirTel has 20 Customer
Care Touch points called "Connects" and over 350 dealers in Delhi and NCR
towns.
First to expand its network with the installation of second mobile switching center
in April, 1997 and the first in Delhi 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. Enjoy the mobile roaming across 38
partner networks & above 700 cities Moreover roam across international
destinations in 119 countries including USA, Canada, and UK etc with 284
partner networks.
HISTORY
Highlights of our history, collaborations and achievements are given below.
1995
1996
1997
Bharti Telecom formed a joint venture, Bharti BT, for providing VSAT
services.
1998
1999
10
2000
New York Life Insurance and Fund, or NYLIF, acquired a equity interest in
Bharti Cellular
2001
Bharti Telesonic entered into a joint venture, Bharti Aqua net, with SingTel for
establishing a submarine cable landing station at Chennai.
11
Punjab license restored to Bharti Mobile by the DoT and migration to NTP 1999 accepted
Bharti Telesonic has entered into a license agreement with DoT to provide
National Long Distance Services in India and has been the first service
provider to start service in the country.
Bharti Aquanet, Bharti Telesonic and Bharti Cellular have entered into license
agreements with the DoT to provide ISP services in India
2002
Bharti listed on the National Stock Exchange, Bombay Stock Exchange and
the Delhi Stock Exchange on February 18, 2002.
2003
Bharti entered into a license agreement with the DoT to provide international
long distance services in India.
Bharti launched fixed-line services in the Delhi, Haryana, and Karnataka and
Tamil Nadu license areas.
2004
12
Awards
Consecutively for years and 2004, AirTel has been voted as the Best Cellular
Service in the country and won the coveted Techies award.
The Asia Pacific Award for the Most Innovative HR practices-2000.
The Golden Peacock National Training Award for excellence in Training
practices-2000.
The Golden Peacock National Quality Award-2001.
BCL is first mobile communication service provider in India to be certified for ISO
9001:2000 and 1st in world certified by British Standards Institution for Mobile
Communication.
Born a leader, the first cellular service in Delhi, AirTel has maintained leadership
through constant innovations which have redefined standards of cellular services
in India.
First to introduce a wide array of value added services like Smart mail, Fax
facility, Call Hold, Call waiting, Web message, Information services etc. to
enhance the convenience of its subscribers.
13
Vision
To make mobile communications a way of life and be the customers' first
choice
Mission
We will meet the mobile communication needs of our customers through:
Cost efficiency
Bharti Values
Inn venturing
We will generate and implement entrepreneurial and innovative ideas, which will
continuously create new growth engines.
Customer First
We are committed to delivering service beyond the expectations of the customer.
Our quality of customer responsiveness clearly differentiates us from others.
Performance Culture
We benchmark our processes and performance against world-class standards.
We distinguish between performers and non-performers by valuing achievement
at the individual as well as the team level. Ours is a culture of inclusively where
feedback, learning and ideas are actively encouraged, sought and acted upon.
14
Valuing Partnership"
We are committed to building exemplary relationship with our partners, which
stand on the principles of mutual trust and mutual growth.
Valuing People"
We nurture an environment where people are respected and their uniqueness is
valued. We believe that people are our key differentiators.
Responsible Corporate Citizenship"
We are committed to making a positive and proactive contribution to the
community. As a responsible corporate citizen we will contribute to and abide by
environmental and legal norms.
Ethical Practices
We will uphold the highest ethical standards in all internal and external
relationship. We will not allow misuse or misrepresentation of any kind.
SUCCESS STORY
After launch in September 27, 1995 was a red letter day when cell phones finally
arrived in the city (Delhi), thanks to Bharti cellular that launched its mobile
telephone services under the brand name AIRTEL.
Today, Delhi has more than 200,000 subscribers of which 55% are hooked on to
AIRTEL network.
However, the success was not easy for the company which brought the cellular
revolution in Delhi. Cellular phones were not being used so much anywhere in
the country. "Initially, there was a lot of confusion and apprehension about the
15
mobile phone services. Some believed that mobile phones are same as
cordless," according to Executive Director Mr. Anil Nayyar (AIRTEL). Therefore
the first priority was to create awareness. "In order to create a market for the
cellular services, it was necessary to educate people. This required a lot of effort"
said Mr. Nayyar. However, the hardwork has paid and today AIRTEL is one of
the strongest brand names in the country with more than 100,000 subscribers in
the network. AIRTEL is the largest private sector telecom service company in
number of subscribers. In Delhi, it has been constantly leading the market during
the last three years. Currently, the network has a capacity of 240,000
subscribers. Their target is to provide services to 500,000 subscribers by the turn
of the century.
AIRTEL'S TECHNOLOGY
The technology base for AirTel is GSM Global System for Mobile
Communications. Sourced from Ericsson of Sweden, the world leaders in cellular
technology. Operating in over 74 countries, Ericsson connects over 40% of the
world's cellular subscriber base and also has to its credit some of the most
advanced cellular phones in the world.
AIRTEL'S COVERAGE
AirTel cellular phone service plans over 150 cell sites to give you the finest
coverage all over Delhi and its adjoining suburbs, including Faridabad,
Ballabhgarh, Ghaziabad, Noida and Gurgaon. Thanks to the excellent network
planning by the world leaders Ericsson of Sweden who connect over 22 million
cellular subscribers in over 78 countries worldwide putting through more than
40% of the world's cellular phone calls. As and when the need arises, the cell
sites and capacity can be increased to enhance the network's coverage.
16
MANAGEMENT STRUCTURE
BOARD OF DIRECTORS
President
President
Infotel
Fixed line
Long distance
Group Data
& Broadband
Director
Business
Develop.
Director
Human
Resource
Director
Marketing
Director
Legal
Group Fin.
Controller
Director IT
&
Technolog
y
Director
Corporate
Relations
Director
Corporate
Affairs
Group
Director
Corporate
Strategy &
Planning
Director
Corporate
Communic
ations
17
CHAPTER IV
THEORY OF TRAINING
Training is a learning experience in that it seeks a relatively permanent change in
an individual that will improve his/her ability to perform on the job. We typically
say training can involve the changing of skills, knowledge, attitudes or social
behavior. It may mean changing employees, how they work, and their attitudes
toward their work of their interaction with their co-workers or supervisors.
18
can be
recorded
VII.
19
IV. Desired behavior aimed at improving the existing condition stated preferably
in quantitative such as ratio, frequency of occurrence, reporting by
exceptions, self-monitoring mechanisms etc.
V.
VI.
Depending on the objectives set, the next step is to decide on the strategy of
training involving the following:
Classification of objectives in terms of purposes :
a) Corrective objectives
b) Maintenance/status-quo objectives
c) Problem solving objectives, and
d) Innovative objectives
20
21
MANPOWER ANALYSIS
In terms of output/results
22
PLAN AND DESIGN TRAINING AND PROGRAMME
Course construction
Arrange resource
Individual
Group
On-the job
Carry out evaluation at various phases against the training objectives set.
VALIDATE
REVISE IF NECESSARY
23
What behaviors are necessary for each job incumbent to complete his/her
assigned jobs?
Based on out determination of the organization's needs, the type of work that is
to be done, and the type of skills necessary to complete this work, the training
programme should follow naturally.
What kind of signals can warn a manager that employee training may be
necessary?
Clearly, the more obvious, ones relate directly to productivity; inadequate job
performance assuming the individual is making a satisfactory effort, attention
should be given toward raining the skill level of the worker. When a manager is
confronted with a drop in productivity, it may suggest that skills need to be fine
tuned.
In addition to productivity measures, a high reject rate or larger than usual scrap
page may indicate a need for employee training. A rise in the number of
24
25
TRAINING NEEDS
Organizational
-
Identified
through
Individual
the
the
necessary
Operative Personnel
Personnel
Training
identified
needs
through
External Training
Internal Training
- Exposure approved by
monitored by corporate
programme monitored by
training and
development manager
development manager.
26
The training methods which are generally used in an organization are classified
into two i.e.,
a)
On the job: The most important type of training is on the job training. The
experience of actually doing something makes a lasting impression and
has a reality that other types of training cannot provide. There are several
types of training programmes which make use of on-the-job training
concept which are as follows:
Job Rotation
Internship training
Apprenticeship
b)
Off the job: This is a type of training which is imparted to the employees
through education programmes,simulators and training aids etc.The off the
job training includes the following:
27
TRAINING STEPS
There are four basic steps in carrying out the training function:
28
There are five steps towards the assessment and analysis of training and
development of the organization.
29
Entry training involving new recruits and employees required to take a new
job.
Training for change to prepare employees for job identified in near future.
Training imparted in any type would be skill, attitude or knowledge based training
or a combination of the three.
external courses, when designing these programmes, one must ensure that
the training objectives are expressed in terms of job competence as well as
knowledge and skill.
On the job training enables the employees to learn the job while actually
carrying out the tasks involved in the job. All new recruits joining the
organization are required to undergo induction programme with planned work
experience in various departments associated with the employees own
department for a short duration to equip the employee with basic knowledge
fundamental to his job function.
Entry level training is normally imparted through internal on-job and off-job
training methods.
Problem resolution training, training for change and development related training
may be imported through internal or external on-job or off-job training methods
depending on programme design, objective and target size.
31
Types of Evaluation
1.
2.
3.
4.
Context Evaluation
Obtaining and using
information about the
current operational context
i.e., individual difficulties,
organization deficiencies i.e., Training Need
Assessment as basis for
decision. To what extent are
training courses related to
job requirement?
Input Evaluation
Determining and using
facts/opinions about
human/material resources
for training to decide
training methods or types of
training - inventory of
outside training programmes
Process Evaluation
Monitoring training as it is
in progress continuos
examination of
administrative arrangements
and feedback from trainees.
Outcome Evaluation
Measuring effects of training
on the relation to his job.
Levels of Evaluation/Objective
1. Pre training
Methods of Evaluation
(I) Same as the ones used in assessment
of training needs.
-do-
2. Reactions Level
Opinions/attitudes about trainer,
presentation, usefulness,
involvement.
32
5. Consequence Evaluation
Measuring effect of training on
overall efficiency of
department/organization.
33
34
Training Calendar
35
CHAPTER V
However, the participants themselves also play a vital role in identifying their
own training needs.
36
Trainer-trainee cooperation
37
TRAINING UNDERGONE
Different companies adopt different training and development as per the needs of
trainee as well as organization so that person don't lack in any area of his
activity, which in turn won't affect the company at large. Hence training as per the
need arising up. At Bharti they have a separate education and training
department, which looks for the training and development of employee. Here new
technique includes 6 sigma, 5s, kaizan and so, where as hr includes, teambuilding, motivation, behavior, general includes the rest other kind of training and
development progamme at Bharti Cellular Ltd.
38
20
19
18
16
16
14
12
10
10
8
6
4
1
2
0
Batch 10
Batch 15
Batch 20
Batch 25
Batch 30
Too many cooks spoils the broth", many Indian utter confusion, keeping this in
mind. Accordingly many of the respondent feels that no of trainee whether in
house or our house should be in and about 10-15 and should not exceed this
where as few that it should be in the batch of 20 as they together is better, and
very negligible feels that batch of 25-30 would also be suitable for training. We
find out from this study that people like the concept of "small is beautiful".
39
NEED IDENTIFICATION
As already discussed in brief in report as to how it should be done so root of
problem can be traced out and accordingly it can be treated well for the best
output. There are so many ways to identify the cause of the problem. Over here
we discussed 3 main causes where by few find that 3 of them are very much in
use in industry. That is employee himself, performance appraisal, and superior
assessment. Here we can see that the best to know about you is he. He can be
23%
38%
39%
Superior assessment
Employee himself
Appraisal
monitored by the team head too who sees him working regularly and if found
then can recommend him to undergo training.
40
KIND OF TRAINING
16
15
14
14
12
11
10
8
6
4
2
0
In-house
Outhouse
Online
Offline
All above
Training small word covering wide connotation, is the way you groom some one
in different environment and ways available as per the capacity as well as
availability. On the complexities of it training is imparted to individual. At Airtel
employees have been undergone in almost all the above category but most of
them feel it should be held off the job so that they can concentrate approximately
in what ever they are taught, where as they feel that some training like 6 sigma,
5s, Kaizan should be help on the job for its effectiveness.
41
9
8
7
6
Half yearly
Annually
4
3
2
1
0
Frequently
Nonfrequently
Monthly
Quarterly
stage. The education and training team continuously strive to make its colleague
learn as frequent as possible. So that they are always prepared for any situation
to face the competitive world. Proper training of employee is held as per the need
and requirement of the employee related to the work he is assigned. So that he
can do his best. But still if we see people frequently go for training.
42
32%
0%
0%
40%
Marginal (3)
Low(2)
High (4)
organization as well as employee. Most of the people feel that the training they
undergo is aligned to organization objective only. But while during interview and
self observation it was found that training at Bharti moves parallel i.e.
organizational development as well as individual too rather they feel they go
hand in hand.
43
18
16
14
12
10
8
6
4
2
0
17
YES
NO
Yes feedback is taken from the trainee after the training is over. In terms like
whether they liked the training, which they had undergone, was that sufficient
enough to make them handy and competitive to go with. If not then what can be
done which make it easy and handy to understand. If they are looking for any
kind of further training keeping in mind any consecutive training related to
previous undergone and if any new conceptual training emerged as on.
44
LIMITATIONS
The other major limitation was of time and nonavailablity of the concerned
persons at times.
The respondents would not have divulged all the information needed
because of some of its company policies.
45
CHAPTER VI
46
Annexure 1
QUESTIONNAIRE
1. What are the methods used for the analysis of your training needs?
i.
ii.
iii.
iv.
Feedback from persons to be trained about what training they need and
this is incorporated in PMIs programme to the extent possible by
management.
v.
vi.
vii.
Training is identified from a list which has been proposed by the training
department, by the employee based on his needs and aptitude.
viii.
Self analysis
ix.
x.
xi.
Keeping in mind the career map of an employee and also the functional
requirements.
2.
Yes
18
No
ii
Functional skills
iii
Human relations
iv
Problem solving
vi
Apprentice training
vii
Creativity
viii
Strategic planning
ix
Computers
Cross-functional skills
47
Computer programming
ii.
iii.
Management related
iv.
v.
Objectives of organization
vi.
HRD/HRM
vii.
Strategic management
viii.
Corporate governance
ix.
x.
xi.
xii.
Problem solving
xiii.
Communication skills
ii.
practical work
lectures
ii.
audio-visual aids
iii.
simulations
iv.
discussions
v.
seminars
vi.
workshops
vii.
project work
48
Yes
17
No
ii.
iii.
develop competencies
iv.
self development
v.
vi.
Yes
19
No
9. What according to you are the key areas in which training should be
imparted?
i.
Technical skills
ii.
Managerial skills
iii.
Computers
iv.
Functional areas
v.
Interpersonal relations
vi.
Self development
vii.
Behavioral skills
viii.
ix.
Human relations.
x.
Communication skills
49
10. Are you provided with adequate continuing training to keep you abreast
of the changes in the environment?
Response
Yes
12
No
11. What are the methods used to evaluate the effectiveness of a training
programme?
i.
ii.
improvement in performance
iii.
written test/exam
12. Does the management take into consideration your opinion on the
training programme?
RESPONSE
No. of respondents
Yes
11
No
Yes
No
Not applicable
11
50
15. In what way would you like to be involved in improving/ planning the training
program in future?
R
Individual
views
1.
2.
Commn.
Meeting
Survey
Suggestio
n box
3.
4.
5.
6.
7.
9.
10.
11.
12.
13.
14.
15.
16.
18.
19.
20.
Total
responses
8.
17.
F/b on PA
10
51
Annexure -2
TRAINEE'S PROGRAM REACTION SHEET
Name (optional) .
to
52
2. PROGRAM EFFECTIVENESS:
2.1 CONTENT:
was the subject level
too advanced/too elementary/ about right
Name
of How well
Faculty
did
he
state
objective.
How well
did
he
keep the
session
alive and
interesting
?
How well
did
he
summaries
during the
session
How well
did
he
maintain a
friendly
and helpful
manner
How well
did
he
illustrate
and clarify
the doubts
2.3 Was there any more topics which should have been included? If so please
specify.
----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------
53
2.4 What would have made the session more beneficial/effective to you?
----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------
2.6 Over all rating: Considering the general of the course, how would you rate it
on a scale of five?
--------------------------------------------------------------------------------------
54
ANNEXURE -3
Speaker: -------------------------------------------------------------------------
A. Preparation
Very much so
To some extent
No
1. Did he prepare
for
the
training/seminar?
2.
Was
presentation
geared to
group?
his
the
B. CONDUCTING
Very much To
some No
so
extent
(1). Did he read his material?
(2). Did he hold the interest of the
group?
(3). Was he enthusiastic/dynamic?
55
cover
the
56
Annexure 4
QUESTIONNAIRE
Interview-Schedule
1. How do you determine your training needs in your organization?
-------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------2. What are the different types of training program you have in the organization?
-------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------3. Approximately how many days in a year you give training to a particular
employee?
-----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------
57
4.1 If no, how many days to management s staff and how many to workers?
---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------5. What is the ratio of in-house and outside training program?
----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------1. Which one (in-house or outside training) do you think is more beneficial to the
organization and why?
----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------2. Do you evaluate your training program?
----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------3. If yes, what is the methodology of evaluating the training program?
-----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------
58
If yes, then are you gaining from this action plan and how?
59
----------------------------------------------------------------------------------------------------------------
61
BIBLIOGRAPHY
www.indiainfoline.com
www.bharti.com
www.airtelworld.com
62