A SUMMER TRAINING REPORT ON “EMPLOYEE ENGAGEMENT” Conducted at “BHARTI AIRTEL LTD CHANDIGARH”

IN PARTIAL FULFILLMENT OF THE REQUIREMENT FOR THE DEGREE OF MASTER OF BUSINESS ADMINISTRATION (MBA) (SESSION 2009-2011)

UNDER THE SUPERVISION OF: Dr. Shefali Verma Assistant Lecturar NO:12097150

SUBMITT ED BY: Ashima Khera ROLL

SUBMITTED TO:

M. M. INSTITUTE OF MANAGEMENT MAHARISHI MARKANDESHWAR UNIVERSITY,

MULLANA - 133207 HARYANA

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A TRAINING PROJECT REPORT ON EMPLOYEE ENGAGEMENT

BHARTI ENTERPRISE LIMITED.

ASHIMA ROLL NO. 12097150

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INTRODUCTORY PAGES

PREFACE
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Project wo r k i s a p a r t o f o u r c u r r i c u l u m . The topic that I have taken for project is “EMPLOYEE E N G A G E M E N T A T A I R T E L ” . Theoretical s tudies in clas s r o o m ar e not s ufficient to unders tand the functioning of h u m a n r e s o u r c e c o n c e p t s . I took my project work with comparative study. p o s i t i v e a n d c o n c r e t e r e s u l t s t h e theoretical knowledge must be supplemented with exposure to real environment.e. It exposes a student invaluable treasure of experiences. w h i c h h e l p u s t o correlate our theoretical concepts with practical experiences. i t b e c a m e n e c e s s a r y t o undergo any project work.5 M. Theoretical knowledge without practical know ledge is of little value.. In order to a c h i e v e p r a c t i c a l .A is stepping – stone to management career. A c c o m p l i s h m e n t a n d achievement of goals is the major aim of any organization. ACKNOWLEDGEMENT 5 . T h e r e f o r e . This goal is achieved by proper planning. it covers what is left uncovered in the classroom. Practical project supplements the theoretical studies i.B.

PARAMJEET SINGH LONGIA Assistant Manager and my trainer Mr. they kept me motivating to try best at all times. The project area was entirely unknown to me and it required lot of knowledge and guidance. ASHIMA DECLARATION 6 . It has given me an opportunity to interact with some of the excellent human beings. I express my sincerest gratitude to my company guide Mr. In spite of being fraught with unending engagements in office.6 The preparation of this project report has been a great learning experience for me. help and support of a lot of people.P. for his encouragement. I wish to express my profound gratitude to Mr. PANCHAM. A. My work could not have been done without the guidance. Lastly. support and valuable guidance throughout the project duration. SHARMA Deputy General Manager Airtel for giving me an excellent opportunity to work at Bharti Airtel Limited and carry out the project work under his supervision. I would like to thank Mmu Mullana & Bharti Airtel Limited for providing me an opportunity to gain hands-on experience by working in a corporate environment.

Paramjeet Singh Longia and my trainer Mr. and my training guide. Mr. Place: Chandigarh Ashima 12097150 TABLE OF CONTENTS 7 . Pancham Bharti Airtel Limited. All the details and analysis provided in the report hold true to the best of my knowledge.7 I declare that the project entitled “EMPLOYEE ENGAGEMENT SERVICES” conducted at Bharti Airtel Limited is a record of independent analysis work carried out by me during the academic year 2009-11 under the guidance of my faculty guide Prof. I also declare that this project is the result of my effort and has not been submitted to any other University or Institution for the award of any degree. or personal favor whatsoever. Saranjeet Singh of MMU Mullana Ambala.

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9 * * * * * * CHAPTER -1 INTRODUCTORY PAGES PREFACE CERTIFICATE FROM COMPANY ACKNOWLEGEMENT DECLARATION EXECUTIVE SUMMARY INTRODUCTION 26 03 04 05 06 09 10 CHAPTER -2 LITERATURE REVIEW 30 CHAPTER -3 * * * CHAPTER -4 CHAPTER -5 RESEARCH METHODOLOGY METHODS OF DATA COLLECTION TOOLS AND TECHNIQUES LIMITATIONS INDUSTRY PROFILE COMPANY PROFILE PRODUCT PROFILE MANGEMENT HIERARCHY CHAPTER-6 CHAPTER -7 CHAPTER -8 CHAPTER -9 SWOT ANALYSIS PROJECT UNDERTAKEN FINDINGS CONCLUSION SUGGESTIONS BIBLIOGRAPHY ANNEXURE 30 32 35 36 43 47 62 64 66 74 77 78 79 80 TABLE OF GRAPHICS 9 .

TO ATTAIN HEIGHTS PRIMARY DATA AIRTEL PROFILE KRA FORMAT MANAGEMENT HIERARCHY-1 MANAGEMENT HIERARCHY-2 ENGAGEMENT ACTIVITIES COMPONENT STRUCTURE STAR OF THE MONTH TRAINING AND DEVELOPMENT CYCLE PAGE NO. 11. CONTENTS EMPLOYEE ENGAGEMENT DRIVERS FACTORS TO INCREASE ENGAGEMENT LITERATURE REVIEW. and works 10 . 5. 10. 6.10 S. 3. 12. An engaged employee is aware of business context. 8. 9. 2. 4. 7.NO 1. 16 23 28 31 44 52 62 63 67 68 70 72 EXECUTIVE SUMMARY Employee engagement is the level of commitment and involvement an employee has towards their organization and its values.

It is a positive attitude held by the employees towards the organization and its values. This project is going to take into consideration the needs and wants of the employees. This study focuses on how employee engagement is an antecedent of job involvement and what company should do to make the employees engaged. . understanding them making them relax at work. The employees need to be happy with the work they are doing feel contended as they go back home from their work and should not feel stressed by the amount of work and flaws in the organization. and society as a whole. 11 .11 with colleagues to improve performance within the job for the benefit of the organization. For this purpose knowing the employee is necessary. An engaged employee is aware of business context. The connections between what people do every day and the goals and mission of the organization is crucial to engagement. their organizations. It is a positive attitude held by the employees towards the organization and its values. People tend to receive more pleasure and satisfaction from what they do if they are in jobs or roles that match both their interests and their skills. and works with colleagues to improve performance within the job for the benefit of the organization. getting them involved with the work giving them autonomy etc helps improve productivity. They should be overenthusiastic with their job take it as a passion and should not take it merely as a job just to earn their living. If people feel they are making meaningful contributions to their jobs. they tend to be more engaged.

and emotionally during role performances. people employ and express themselves physically. In engagement. cognitively.1 INTRODUCTION EMPLOYEE ENGAGEMENT Engagement at work was conceptualized by Kahn. 12 .12 CHAPTER. (1990) as the ‘harnessing of organizational members’ selves to their work roles.

an engaged workforce is always more productive than one that isn't.13 Employee engagement is derived from studies of morale or a group's willingness to accomplish organizational objectives which began in the 1920's. Employee engagement. With the advent of the knowledge worker and emphasis on individual talent management (stars). For more than 20 years. Kanungo (1982) defined as job involvement is a ‘Cognitive or belief state of Psychological identification. (group) morale scores were used as predictors of speed. Basically. An engaged employee is aware of business context. While one may not be able to calculate 13 . There is a cost to pay by having non-engaged employees. which means that organization lose money through less productivity. quality and militancy. An "engaged employee" is one who is fully involved in. Jobs in this view are tied to one’s self image. Employee engagement is defined as the level of commitment and involvement an employee has towards their organization and its values. 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.’ 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 Job involvement is defined as ‘the degree to which the job situation is central to the person and his or her identity. which requires a two-way relationship between employer and employee. Job involvement is thought to depend on both need saliency and the potential of a job to satisfy these needs. and enthusiastic about. also called work engagement or worker engagement. Furthermore engagement entails the active use of emotions. is a business management concept. a term was needed to describe an individual's emotional attachment to the organization. his or her work. managers have been looking at the organizational factors which engage (or disengage) their employees. The organization must work to develop and nurture engagement. Engagement differs from job in as it is concerned more with how the individual employees are during the performance of his / her job. Thus job involvement results form a cognitive judgment about the needs satisfying abilities of the job. and works with colleagues to improve performance within the job for the benefit of the organization. They don't work hard. The value of morale to organizations was matured by US Army researchers during WWII to predict unity of effort and attitudinal battlereadiness before combat. fellow associates and the job. and thus will act in a way that furthers their organization's interests. Thus the birth of the term "employee engagement" which is an individual emotional phenomenon whereas morale is a group emotional phenomenon of similar characteristics Thus. In the postwar mass production society that required unity of effort in execution.

only when there is at least a minimal degree of consultation in the process. is it practically possible not to give your employees targets at all and just expect them to perform? Well. It is common practice in most businesses where managements tend to have an ultimate idea of what needs to be achieved. Resorting to pressure tactics to make employees achieve targets would be self-defeating. there would be involvement and employee engagement – and employee engagement is an important process that determines organizational success. as it would only dent employee morale and add to work stress. however. The problem. it is possible to get a very good estimate of how much your business is at risk because of less productive employees. To be sure. discussing and finalizing targets. 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. With consultation. would be about the targets being imposed on employees. the idea is not what it seems at the outset. It has a lot to do with emotions which are fundamentally related to drive bottom line success in a company. it may not be plausible that management discuss organizational objectives in black and white and then fix a target for an employee in consultation with him. And there is hardly any evidence of consultation happening between managers and subordinates in determining. And managers tend to translate business objectives into departmental. “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”. And the very idea of business is to aim for an objective. having been set in consultation with them. From a business point of view. just as a ship that has set course in the ocean has no idea where it is heading.14 the exact amount that business loses through non-engaged employees. unless they are taken ownership of. The missing piece in the puzzle that relates management objectives and employee targets is a consultative approach in fixing targets. However. It is true that not having a target would mean the liberty to be whatever and do whatever. Employees would take ownership of what they do. So. both of which are not in the interest of the organization. And targets cannot be achieved. something that may not be compatible with organizational objectives. Employees are not going to be a happy lot if you are going to give those targets. the most important aspect of fixing targets is achieving them. There will always be people who never give their best efforts no matter how hard HR and line managers try to engage them. the statement may seem outrageously ridiculous – having a business without targets would be as good as spending money without knowing what you would get in return. divides the workload into chunks and translates it for departments and employees to achieve. Employees would feel involved and engaged when there is transparency in setting targets and when targets are within reach. Employee Empowerment 14 . A business without targets risks not going anywhere. team and individual targets. an end result towards which it needs to strive. Business should have a clear cut target.

15 Empowerment is the extent to which employees are informed about and involved in decisions that affect their work and the work of their organization. Empowerment increases people’s sense of competence and confidence in their ability to accomplish their work.  Increased commitment to and identification with organizational goals. increases in sales and profit. Employees do not receive the necessary training to develop skills that help them analyze work processes. they are given the opportunity to express their concerns and make suggestions for improvement. Senior management fails to involve middle managers and supervisors and does not clarify the responsibilities of managers and employees.g. Empowered employees understand the priorities and challenges of the business.. increased effectiveness). Finally. Employees do not receive the necessary training to develop the interpersonal and communication skills they need to resolve conflicts with their team members. and how their role can help strengthen the organization’s success.  Enhanced coordination between functions. When implemented effectively.  Enhanced employee problem-solving and problem prevention capabilities. and make decisions.  Increased employee loyalty to the organization. 15 . higher number of customers. or constructively express their emotions. participate effectively on teams. They are provided with essential operating data to help prioritize and adjust tasks on a weekly or daily basis. cost reduction. present their suggestions.  Increased risk-taking and entrepreneurial behaviour. fewer customer complaints. Better organizational performance (e. Increased customer satisfaction and retention. Empowerment may fail when: Management is unwilling to delegate or to give up some of their decision-making authority. Warmer and more enthusiastic interaction with customers. empowerment is associated with:  Increased employee job satisfaction. use problem solving tools and techniques.

4. Communication is poor. Employees are not rewarded based on their level of competence or performance. encourage initiative. rather than stepping in and micro-managing. team building and delegation. Train managers and supervisors. Management must communicate the vision of the organization and clearly explain expectations. Supervisors and managers have an authoritarian style of management. There is a lack of appropriate organizational goals and values to support a culture and philosophy of empowerment. Train in areas such as communication. procedures. Increased and clear lines of accountability are not accompanied by empowerment. Employees need to learn to make decisions effectively and to work collaboratively with others in an empowered environment. 3. 16 . and boundaries for empowerment are clearly understood by employees. 2. Hold managers and supervisors accountable. open communication. Solutions 1. Managers must allow employees to work within the established boundaries. Employees are unsure about their responsibilities and the extent of their authority. and teamwork. Make sure the rules.16 Work systems and processes don’t work properly and are not corrected. This includes training in decision-making. problem-solving. There is a lack of meaningful work goals. and support a culture of empowerment within their work units. Employees must know which decisions they can make on their own and which decisions require additional input or approval. Give employees the training they need. Work involves highly established routines and jobs lack variety or challenge. Management must show effective leadership skills.

particularly for issues related to work processes. Emotional attachment Only 29% of employees are actively engaged in their jobs. 8. Hire the right people for the right job. Remove barriers that prevent empowered behaviour. 72% of highly engaged employees believe they can positively affect customer service. It suggests that people are motivated by intrinsic factors (e. as well as providing access to other employees and coaching. time. teams and financial resources are in place to support the behaviour. 17 apparel manufacturers. comfortable with considerable discretion. working to a common purpose. and possess values and goals that are consistent with those of the organization.g. compared with just 19% of the disengaged. This step could include ensuring that the proper tools. versus 27% of the disengaged. This is associated with people demonstrating willingness to recommend the organization to others and commit time and effort to help the organization succeed. training.g. compared with only 38% of the disengaged. Design jobs for empowerment. These employees work with passion and feel a profound connection to their company. Make sure that employees brought on board are capable of and interested in assuming greater responsibilities.17 5. Engaged employees feel a strong emotional bond to the organization that employs them.68% of highly engaged employees believe they can positively impact costs in their job or unit. Engaged employees feel a strong emotional bond to the organization that employs them. Reward. People that are actively engaged help move the organization forward. Involvement Eileen Appelbaum and her colleagues (2000) studied 15 steel mills. Studies by Consultants Engaged employees care about the future of the company and are willing to invest the discretionary effort. Build autonomy and accountability into jobs at all levels. being part of a larger process) rather than simply focusing on extrinsic factors (e. personal growth. recognize and praise employees for initiating the improvement of work processes and for the contributions they make to the organization. Their purpose was to compare 17 . 88% of highly engaged employees believe they can positively impact quality of their organization's products.. and 10 electronic instrument and imaging equipment producers. Delegate authority through formal job responsibilities. pay/reward). have high self-esteem. 7. Encourage the development of supportive peer groups. 6.

employee retention.18 traditional production systems with flexible high-performance production systems involving teams.104. and rewards for high performance. Highengagement companies improved 19. the plants utilizing highinvolvement practices showed superior performance. Watson Wyatt found that highcommitment organizations (one with loyal and dedicated employees) out-performed those with low commitment by 47% in the 2000 study and by 200% in the 2002 study. more customer-focused. it was found that engaged employees were five times less likely than non-engaged employees to have a safety incident and seven times less likely to have a lost-time safety incident. Studies have statistically demonstrated that engaged employees are more productive. more profitable.570 employees in 49 organizations and 4. It is often linked to the notion of employee voice and empowerment. For example.S. and incentive pay systems. compared with an average of $392 for a non-engaged employee. Commitment It has been routinely found that employee engagement scores account for as much as half of the variance in customer satisfaction scores. sufficient knowledge and information to do the job effectively. the average cost of a safety incident for an engaged employee was $63.2% while low-engagement companies declined 32. Life insurance industry Two studies of employees in the life insurance industry examined the impact of employee perceptions that they had the power to make decisions.7% in operating income during the study period. Productivity In a study of professional service firms. Employees with the highest level of commitment perform 20% better and are 87% less likely to leave the organization. safer. In addition. low-engagement teams were seen falling behind engaged teams. specialty mortgage banking company. In addition. training.828 employees in 92 organizations). organizational commitment and intrinsic enjoyment of the work. found that account executives in the wholesale division who were actively disengaged produced 28% less revenue than their colleagues who were engaged.721. Furthermore. for example. In 2005. Both studies included large samples of employees (3.versus high-engagement teams totaling $2. high-involvement management practices were positively associated with employee morale. savings were found in sales performance teams through engagement. New Century Financial Corporation. Consequently. including trust. at the beverage company of Molson Coors.3 (Lockwood).760 in safety costs in 2002. through strengthening employee engagement. In fact. with a difference in performance-related costs of low. workers in the highinvolvement plants showed more positive attitudes. and firm financial performance. the company saved $1. For example. In both studies. In all three industries. the Hay Group found that offices with engaged employees were up to 43% more productive. This translates into millions of dollars for companies if they can improve their scores.823. The concept has gained popularity as various studies have demonstrated links with productivity. The most striking finding is the almost 52% gaps in operating incomes between companies with highly engaged employees and companies whose employees have low-engagement scores. those not 18 . and less likely to leave their employer. a U. which indicates that engagement is linked to organizational performance.

It comes as no surprise. Organizationa Employee Engagement Outputs of l Benefits of Levers Commitment Commitment Qualities of Qualities of Discretion Perform Discretion Perform Direct Direct ary Effort ance ary Effort ance Manager Manager Employee Qualities of Qualities of willingness to go senior senior “above and leadership leadership Compensati beyond” the call of Compensati on plan duty on plan Benefits Benefits plan plan On-boarding On-boarding Day-to-day Day-to-day work work Learning Learning and and developmen developmen t t Organization Organization al culture al culture Intent to Retentio Intent to Retentio Stay n Stay n Employee desire to stay with the organization y ge art S no t az nag O t i i r EMPLOYEE ENGAGEM ENT DRIVERS Two Commitment “Types” Rational Rational Commitment Commitment The extent to The extent to which employees which employees believe that believe that managers. or developmental. developmental. research methods. compared with only 30 percent of the disengaged. or teams. managers. jobs. enjoy. organizations. then. or organizations or organizations have their selfhave their selfinterest in mind interest in mind (financial.Access to a reliable model enables organizations to conduct validation studies to establish the relationship of employee engagement to productivity/performance and other measures linked to effectiveness. Generating Engagement The main focus is on developing a better understanding of how different variables such as quality of work relationships and values of the organization interact and their link to important work outcomes. The study shows that only 29% of employees are actively engaged in their jobs. or professional) professional) Emotional Emotional Commitment Commitment The extent to The extent to which employees which employees value. teams.19 engaged generated 23% less revenue than their engaged counterparts. Moreover. the application of psychological theories.e. From the perspective of the employee. Those "engaged" employees work with passion and feel a strong connection to their company. managers. "outcomes" range from strong commitment to the isolation of oneself from the organization. About 85% of highly engaged employees believe they can positively impact the quality of their organization's products. & value. & believe in their believe in their jobs. or organizations. 55% of employees are not engaged meaning that they go through each workday putting time but no passion into their work. and intervention strategies involving workplace issues) 19 . Only about ⅓ of companies below the median on employee engagement scored above the median on performance. teams. managers. Engaged employees also outperformed the not engaged and actively disengaged employees in other divisions. teams. (financial. It is an important principle of industrial and organizational psychology (i. enjoy. that engaged employees have been statistically linked with innovation events and better problem solving. About ⅔ of the business units scoring above the median on employee engagement also scored above the median on performance.

" • Regular feedback and dialogue with superiors . • Employee perceptions of job importance .where the head office in one country is buoyant (since they are closest to the action.. creating an environment that encourages employee engagement is considered to be essential in the effective management of human capital. superiors. the major consulting firms have ignored this basic and critical aspect."'Inspiration and values' is the most important of the six drivers in our Engaged Performance model. Employee engagement is a direct reflection of how employees feel about their relationship with the boss. and subordinates .'" • Quality of working relationships with peers.". Unfortunately. As employee productivity is clearly connected with employee engagement. Inspirational leadership is the ultimate perk. employee annexation can be 20 . Influences • Employer engagement . In its absence." "What I really wanted to hear was 'Thanks You did a good job."Plant supervisors and managers indicated that many plant improvements were being made outside the suggestion system.. then no amount of perks will persuade the employees to perform at top levels." • Perceptions of the ethos and values of the organization . where employees initiated changes in order to reap the bonuses generated by the subsequent cost savings." • Effective Internal Employee Communications . "'If you accept that employees want to be involved in what they are doing then this trend is clear (from small businesses to large global organizations). negative emotions such as boredom or resentment may result.e. [it] is unlikely to engage employees..' But all my boss did was hand me a check.an employees attitude toward the job['s importance] and the company had the greatest impact on loyalty and customer service then all other employee factors combined." • career advancement/improvement opportunities . and are heavily engaged) but its annexes (who are furthest away from the action and know little about what is happening) are dis-engaged.." • Employee clarity of job expectations .". know what is going on. but many organizations are remarkably bad at giving it."If expectations are not clear and basic materials and equipment not provided.which convey a clear description of "what's going on".if employees' relationship with their managers is fractured.A company's "commitment to improving the partnership between employees and employer.20 that validation studies should be anchored in reliable scales (i. organized and related groups of items) and not simply focus on individual elements in isolation. and the employee may then become focused on surviving more than thinking about how he can help the organization succeed."Feedback is the key to giving employees a sense of where they’re going. The effect of poor internal communications is seen as its most destructive in global organizations which suffer from employee annexation . In the worst case." Employers can stay engaged with their employees by actively seeking to understand and act on behalf of the expectations and preferences of their employees. To understand how high levels of employee engagement affect organizational performance/productivity it is important to have an a priori model that demonstrates how the scales interact.

They want to know the desired expectations for their role so they can meet and exceed them. and their potential is not being tapped. selecting the right rewards for your incentive program. Reward to engage . and a win-win equation. communicating the scheme effectively and frequently. They're naturally curious about their company and their place in it. achieving an outcome. They often feel this way because they don't have productive relationships with their managers or with their coworkers. They want to be told what to do just so they can do it and say they have finished. present awards publicly and evaluate the incentive scheme regularly • 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. encouraging sustained effort. They focus on accomplishing tasks vs. have lots of winners and reward all achievers.21 very destructive when the head office attributes the annex's low engagement to its poor performance… when its poor performance is really due to its poor communications." There are a range of tactics you can employ to ensure your incentive scheme hits the mark with your workforce such as: Setting realistic targets.Look at employee benefits and acknowledge the role of incentives. They perform at consistently high levels. "An incentive to reward good work is a tried and test way of boosting staff morale and enhancing engagement. Thus it is largely the organization’s responsibility to create an environment and culture conducive to this partnership. Employees who are not-engaged tend to feel their contributions are being overlooked. There are three different types of people:Engaged--"Engaged" employees are builders. 21 . 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 sow seeds of negativity at every opportunity. 2002) have repeatedly asked employees ‘whether they have the opportunity to do what they do best everyday’. In such conditions. Importance of Engagement Engagement has gained great importance in today’s world for managers to cultivate disengagement or alienation which is central to the problem of workers’ lack of commitment and motivation. safety and to a lesser degree. Meaningless work is often associated with apathy and detachment from ones works. This impacts their attitude towards the company’s clients. and thereby improves customer satisfaction and service levels • It builds passion.One of the other Research using a different resource of engagement (involvement and enthusiasm) has linked it to such variables as employee turnover. customer satisfaction – loyalty." They're not just unhappy at work. and contribute to bottom line business success. An organization’s capacity to manage employee engagement is closely related to its ability to achieve high performance levels and superior business results." They're "Consistently against Virtually Everything. • There is a significant link between employee engagement and profitability. As workers increasingly rely on each other to generate products and services.22 Actively Disengaged--The "actively disengaged" employees are the "cave dwellers. Schmidt & Hayes. While one in five employees strongly 22 . Every day. actively disengaged workers undermine what their engaged coworkers accomplish. productivity and profitability criteria. individuals are thought to be estranged from their selves . the problems and tensions that are fostered by actively disengaged workers can cause great damage to an organization's functioning. • They will normally perform better and are more motivated. 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. 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. • They form an emotional connection with the company. they're busy acting out their unhappiness . In the workplace research on employee engagement (Harter.

S. military developed surveys to determine whether their pilots were best suited to be long-range bomber pilots or short-range fighter pilots. thousands and thousands of companies have given behavioral surveys to help them identify the best employes to hire and promote. In one of our recent studies. skills. The results were absolutely eye-opening. which are positions that require people with very different personality profiles. there is a greater need to connect and engage with employees to provide them with an organizational ‘identity. we did behavioral surveys on the franchisees of a mid-sized franchisor. How important is the surveying component? Numerous studies have identified a significant correlation between using behavioral surveys and selecting employees who have superior performance. The Watson Wyatt consulting companies has been proved that there is an intrinsic link between employee engagement. is the means by which each employee's personality is identified. and those who had the least ideal profiles. we found a direct correlation between the franchisees who were closest to the ideal profile of a franchisee. In addition to using a survey to identify personality. customer loyalty. and also did a job survey in which they identified the profile of what they considered an ideal. and profitability. The Bottom Line Using surveys in the hiring process may be the most important thing a company can do to assure that they put "the right people on the bus. Behavioral surveying or profiling. When we gave each franchisee behavioral surveys. but did not know why they were different. such as appearance. the franchisor divided them into multiple groups based on the amount of royalties they generated.’ How employee assessments improve performance. Since that inauspicious beginning. fewer and fewer companies are willing to allow its managers to provide references for employees who 23 . "Engagement Study of Leading. education.23 agree with this statement. Those work units scoring higher on this perception have substantially higher performance. Companies have been assessing their employees since the 1940s when the U. The employer knew who the best franchisees were in terms of generating royalties. Thus employee engagement is critical to any organization that seeks to retain valued employees. and employment background. or which new person should be hired as a new employee to fill a specific position. Assessment versus Behavioral Surveying Employee assessment is the process of identifying which employee is suited for promotion to a specific position. Before having their franchisees do the survey. The results are summarized in the table entitled. As organizations globalize and become more dependent on technology in a virtual working environment. also known as personality surveying. the employer also must take into consideration other factors." In today's complex business environment.

Organizations that believe in increasing employee engagement levels focus on: 1. look for ways to introduce variety by rotating duties. satisfaction. repetitive tasks can cause burn out and boredom over time. If the job requires repetitive tasks. Increasing employee engagement (further) • Provide variety: Tedious. success measures. and able to give and receive constructive feedback. pride. Catch employees doing something right. challenges and easy-to-understand company financial information. Indulge in employee deployment if he feels he is not on the right job. Meaningful Metrics: They measure the factors that are essential to the organization’s performance. priorities. and say "Thank you. values. etc. effective communication. 3. delivery of service etc. 2. Continuous Reinforcement of People-Focused Policies: Continuous reinforcement exists when senior management provides staff with budgets and resources to accomplish their work." Be consistent in your support for engagement initiatives. In addition. How to Increase Employee Engagement An organization’s productivity is measured not in terms of employee satisfaction but by employee engagement. Celebrate individual. stressors. Communicate openly and clearly about what's expected of employees at every level your vision. and believe it or not. If you start one and then drop it. etc.24 leave their company. online employee ads often bring a flood of resumes. and HR policies that are focused on the employee. While companies may be able to identify multiple candidates who seem to have the right skills and appearance. Show an interest in their wellbeing and do what it takes enable them to feel more fulfilled and better balanced in work and life. • • • • • • Conduct periodic meetings with employees to communicate good news. such metrics will naturally drive the people-focus of the organization and lead to beneficial change. team and organizational successes. Provide an open environment. and empowers them. Get to know employees' interests. the best way they can determine whether the employee has the right personality profile is through surveying. areas of responsibility. Managers and supervisors should be comfortable communicating with their staff. There's a strong connection between employees' commitment to an initiative and management's commitment to supporting it. vision. Culture: It consists of a foundation of leadership. 4. Employees are said to be engaged when they show a positive attitude toward the organization and express a commitment to remain with the organization. Organizational Performance: It ultimately leads to high levels of trust. goals. fun. success. Because so much of the organization’s performance is dependent on people. 24 . a strategic plan. your efforts may backfire.

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There are few factors which increase the level of engagement in employees like: • Giving right job to the employees as per their likings. • Making work environment and culture more friendly and comfortable. • Giving thorough training and development sessions.

Engaged Employee
Do Right Things Have A Shared Purpose Ensure Synergy

High Productivity

High Effectiveness

The outcome these factors are always positive plus these factors help in bringing a transparent culture in the organization. It helps in: • • • • • Increasing the productivity. Increasing employee retention. Reduces absenteeism. Improve customer satisfaction. Enhance business growth. 25

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The quality of employees and their development through training and education are major factors in determining long-term profitability of a small business. If you hire and keep good employees, it is good policy to invest in the development of their skills, so they can increase their productivity. Training often is considered for new employees only. This is a mistake because ongoing training for current employees helps them adjust to rapidly changing job requirements. Factors Leading to Employee Engagement • Opportunities for Personal Development Organizations with high levels of engagement provide employees with opportunities to develop their abilities, learn new skills, acquire new knowledge and realize their potential. When companies plan for the career paths of their employees and invest in them in this way their people invest in them. • Effective Management of Talent The engagement for employees and retaining the most talented employees and providing opportunities for personal development. Purpose of Training and Development Reasons for emphasizing the growth and development of personnel include • Creating a pool of readily available and adequate replacements for personnel who may leave or move up in the organization. • Enhancing the company's ability to adopt and use advances in technology because of a sufficiently knowledgeable staff. • Building a more efficient, effective and highly motivated team, which enhances the company's competitive position and improves employee morale. • Ensuring adequate human resources for expansion into new programs. Training and development Leads to• Increased productivity. • Reduced employee turnover. • Increased efficiency resulting in financial gains. • Decreased need for supervision. Employees frequently develop a greater sense of self-worth, dignity and well-being as they become more valuable to the firm and to society. Generally they will receive a greater share of the material gains that result from their increased productivity. These factors give them a sense of satisfaction through the achievement of personal and company goals. • Clarity of Company Values

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27 Employees need to feel that the core values for which their companies stand are unambiguous and clear. • Respectful Treatment of Employees Successful organizations show respect for each employee’s qualities and contribution – regardless of their job level. • Company’s Standards of Ethical Behaviour A company’s ethical standards also lead to engagement of an individual • Empowerment Employees want to be involved in decisions that affect their work. The leaders of high engagement workplaces create a trustful and challenging environment, in which employees are encouraged to dissent from the prevailing orthodoxy and to input and innovate to move the organization forward. • Image How much employees are prepared to endorse the products and services which their company provides its customers depends largely on their perceptions of the quality of those goods and services. High levels of employee engagement are inextricably linked with high levels of customer engagement. Other factors • Equal Opportunities and Fair Treatment The employee engagement levels would be high if their bosses (superiors) provide equal opportunities for growth and advancement to all the employees • Performance appraisal Fair evaluation of an employee’s performance is an important criterion for determining the level of employee engagement. The company which follows an appropriate performance appraisal technique (which is transparent and not biased) will have high levels of employee engagement. • Pay and Benefits The company should have a proper pay system so that the employees are motivated to work in the organization. In order to boost his engagement levels the employees should also be provided with certain benefits and compensations. 27

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• Health and Safety Research indicates that the engagement levels are low if the employee does not feel secure while working. Therefore every organization should adopt appropriate methods and systems for the health and safety of their employees. • Job Satisfaction Only a satisfied employee can become an engaged employee. Therefore it is very essential for an organization to see to it that the job given to the employee matches his career goals which will make him enjoy his work and he would ultimately be satisfied with his job. • Communication The company should follow the open door policy. There should be both upward and downward communication with the use of appropriate communication channels in the organization. If the employee is given a say in the decision making and has the right to be heard by his boss than the engagement levels are likely to be high. • Family Friendliness A person’s family life influences his wok life. When an employee realizes that the organization is considering his family’s benefits also, he will have an emotional attachment with the organization which leads to engagement • Co-operation If the entire organization works together by helping each other i.e. all the employees as well as the supervisors co-ordinate well than the employees will be engaged.

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Therefore to manage people to get the best results and for high levels of productivity employee engagement is necessary i. Corporate culture-In a world of cut throat competition where only the fittest of all survives having a high performing corporate culture is advantageous.Just as engaged customers are the most profitable for the company similarly engaged employees are the companies profitable and productive workers.As the world shifts from industrial to knowledge based economy and as employees are valued for what they know rather than what they produce the power of the employers has vanished or disappeared.2 LITERATURE REVIEW John.Whatever may be their motivation for joining the company what matters the most is the environment there which fosters their learning growth starves or frustrates them.the ability ot capture the heads hearts and souls of the employees to instill an intrinsic desire and passion for excellence.Every organization wants its employees to be builders as it is through their actions they make the organization weak or strong.e.h fleming and jim asplund report on how to manage an employee-customer encounter.29 CHAPTER. 29 .

4  Pay attention to culture . 2  Align.clarify strategy and organizational goals.don't rely purely on an employee engagement survey to drive your strategy 30 .30 According to John and Jim.) career development tracks etc.progress in the last 6 months. 5  Shared decision making –Decision making should be pushed down to the lowest possible level so that the employee feels that his view points are taken into consideration by the management. Moreover. act more . engaged employees stay for what they give (they like their work). An effective employee retention strategy is based on an understanding of engagement. they are not just passionate or proud but instead They have a line-of-sight on their own future and on the organization’s mission and goals. increased productivity and retention of valued employees.They define employee engagement as the willingness and ability to contribute towards the success of the company. align . They are using their talents and discretionary effort for the betterment of the organization. 4  Employees understand their role in success --It is important for the employee to know what should be done differently to help the business succeed hr can in turn clarify what are the competencies and how helping the employees upgrade their skills and to match the needs of the future. Once the culture is created engagement becomes the way things are done here and it need not be created year after year. with 85% of engaged employees indicating that they plan to stay with their employer through 2008. align. According to their model there are a few factors that leads to a culture of engagement which in turn leads to greater profits. 2  Trust in leadership --Trust can be shattered when promises are broken. Report by Jason Mathews It is said that the engaged employees are not just committed. building trust is a slow process and could be done by communicating a clear vision of the organization. A report on employee engagement by Katherine esty and Mindy gewirtz. 3  Career development --Engagement levels rise when there is a formal career development (e.the four dimensions of employee engagement are1  How can we grow-opportunities to learn and grow. 3  What do I give-encourages development. do what I do best everyday. According to them the best way to increase employee engagement is to focus on creating a culture of engagement and culture according to them include the practices. 5  Survey less. The factors are as follows1  Two way feedback --Organization does well in terms of communication down from the management to the employees but fail to communicate up on a regular basis. disengaged employees stay for what they get.they are the main connection in the employee engagement equation.culture and employee motivation go hand-in-hand. coworkers committed to quality. shared mindset and ethos of an organization. To keep the employees engaged the practices according to him should be -1  Maximize managers . 3  Redefine career .employees need line-of-sight on their future to be truly engaged.g. 4  What do I get-I know what is expected from me at the work. There is a clear correlation between engagement and retention. 2  Do I belong-best friend.

They will treat the customers as if they are their own.31 This is really important. if one wants business to flourish and reach heights then this above figure should be kept in mind. respect them they will respect you back. These customers call us and buy then rest is up to the company this cycle can be followed or can be broken can be followed for good can be broken for your own loss decide for yourself. 31 . then comes word of mouth which we all know is a great traveler and travel miles and across globe. they will feel motivated and happy and thus will do their duty or any work assigned to them will full enthusiasm and panache as a matter of fact. This is the reality of life nothing to learn from books its generic if you treat your people your employees in a good manner keep them happy.

know the facts employees’ getting credits of the work. study the HR Policies being followed in airtel. 3.32 CHAPTER-3 RESEARCH METHODOLOGY OBJECTIVES1. 32 . study the employees’ internal satisfaction or job satisfaction. Main objective. studythe level of employees’ engagement in the company. 4.The main objective is to identify the effectiveness of engagement activities of employees. 2. 5. To To To To To study the extent to which employees satisfied with their jobs.

Telephonic interviews 33 .METHOD OF DATA COLLECTION PRIMARY DATA The primary data.33 Specific objective.To study the process in which person’s involvement and his enthusiasm for work is taken into consideration Research Type. and thus happen to be original in character. Personal interviews 2. The method. is survey method:1. Surveys were used as an instrument to collect the primary data.Descriptive SOURCES OF DATA. I used to collect primary data. A primary survey was conducted at Chandigarh City. which is collected afresh and for the first time.Discriptive Research Design. The survey was carried out at various levels & the target group was Premium /Old employees of airtel.

Company publications (Bharti today) such as company policy statements. Internet 2. Various Walk In Queries Records 3. 5. Books and periodicals. which have already been collected and through processed the statically process. We got the secondary data through:1. speeches by eminent personalities.34 SECONDARY DATA The Secondary data are those. sales literature etc. I got the records of those people who are Existing employees of Airtel. 4. 34 .

After Hundreds of focus group and thousands of interviews with employees in a variety of industries. A well-administered satisfaction survey will let us know at what level of engagement the employees are operating. productivity and customer loyalty are all accessed. Do you have the materials and equipment you need to do your work right? 3.Probability sampling Simple Random Sampling Analysis Plan. Gallup being one of oldest the consulting organization {in conducting engagement survey} creates a feedback system for employers that would identify and measure elements of worker engagement most tide to the bottom line. Mercer.By Gallup Q12 survey TOOLS AND TECHNIQUES OF ANALYSIS Employee engagement satisfaction surveys determine the current level of employee engagement. At work. growth. It is important that employee engagement is not viewed as a one time action. Do you know what is expected of you at work? 2. 12. Employee engagement should be a continuous process of measuring. do you have the opportunity to do what you do best every day? 4. analyzing. The employee survey is a diagnostic tool of choice in the battle for the hearts of employees. Customizable employee surveys will provide with a starting point towards the efforts to optimize employee engagement. Things such as sales. defining and implementing. Studies of Gallup.Chandigarh IT Park Sampling Plan. 1. have you received recognition or praise for doing good work? 35 . Hewitt and Watson Wyatt (consulting companies) asked workers number of questions relating to their job satisfaction. The key to successful employee satisfaction surveys is to pay close attention to the feedback from the staff. They have identified 12 questions that most effectively measure the links (the Gallup Q12). a twelve-question survey that identifies strong feelings of employee engagement.35 Sampling Universe. In the last seven days. Gallup came up with Q.

36 5. of the company’s 36 . Does your supervisor. have you had opportunities at work to learn and grow? The interpretation of the questionnaire and one engagement levels is summarized in the table below. has someone at work talked to you about your progress? 12. or someone at work. Is there someone at work who encourages your development? 7. do your opinions seem to count? 8. seems to care about you as a person? 6. At work. In the last six months. Does the mission/purpose of your company make you feel your job is important? 9. Do you have a best friend at work? 11. Are your associates (fellow employees) committed to doing quality work? 10. In the last year.

If expectations are unclear. Many managers give their greatest degree of attention to employees who are falling behind. and will be open for other opportunities where they do know what's expected of them. Co-workers committed to quality.-Many companies arbitrarily put teams together without considering that employees only psychologically commit to teams if they perceive their team 37 . employees will inevitably face frustration. and will leave your company if they have a weak relationship (or no relationship) with their manager or supervisor. experience and talents & perform their jobs at an optimum level.Are your employees cast in the right roles? Knowing the critical demands for every role is a key to ensuring that talents fit those demands. and where their contributions are measured and recognized.37 Some of the discussions which come from Gallup’s questions are: Know what is expected of me at work. Does what I do best every day . Talented. Materials and equipment. productive people crave time and attention from their managers.Employees need the right tools and equipment to support their skills. Supervisor/Someone at work cares -Managers must spend most of their time with their most productive talent.employees should know exactly what is expected of them.

loyalty and productivity. Customer engagement hierarchy. Having a best friend at work or receiving recognition every week makes you feel cared for and proud respectively. loyal and productive employees create value. Talented employees set high standards and depend upon those around them to support their growth toward excellence. Loyalty is a direct result of customer’s satisfaction.a great workplace was one where employees were satisfied with their jobs and this thus helps to produce positive business outcomes. price. The Gallup Organization decided to initiate a multi-year research project to try and define a great workplace . when people face new challenges. loyalty and emotional attachment. Positive emotions are better observed over the long haul. then you keep coming back to work. Great managers always ask what skills and knowledge need to accompany talent to result in the greatest outcome for each As discussed the Gallup study Q12 is based on positive Psychology and emotions. Opportunities to learn and grow.38 members will support their high level of commitment and performance. According to the study of Watson Wyatt.and – build theories and the action tendencies of positive emotions help in understanding why the Q. In a study of its seven telephone customer service centers (MCI found that there is a clear relationship between employee’s perceptions of the quality of services and employee engagement. Satisfied. Their effects accumulate and compound overtime and the adaptive benefits are evident from later. In the combination of engaged employees. Employee’s satisfaction in turn results primarily from high quality support services and policies that enable employees to deliver results to customers. 12 measures engagement. If you want to keep recreating those positive emotions. So the Q. While many organizations are beginning to measure relationship between individual links in the service only a few have related the links in the meaningful ways that can lead to comprehensive strategies for achieving lasting competitive advantage of building employee engagement. and promotion place and now people to the mix. Borden – and Build theory is about evolutionary significance of positive emotions. the service – profit chain establishes relationship between profitability. customer loyalty and employee satisfaction. The links in the chain (which should be regarded as propositions) are as follows: profit and growth are stimulated primarily by customer loyalty.The Company should create an environment that encourages employees to drive towards innovation or to create better systems for more productive results. Satisfaction is largely influenced by the services provided to customers. LIMITATIONS 38 . These include customer engagement.e. and engagement is a positive emotional connection to the work. customer engagement scores and developing the culture of engagement and customer focus. The Gallup research has thus made a contribution in adding an additional ‘P’ to the 4 P’s of marketing i. product. Gallup brings engaged customers to form the concept of human sigma. Thus the mechanism of the broaden. 12 has been so powerful for Gallup in terms of predicting outcomes.

As the project nature and employees has less time to give answer. all the foreign telecommunication companies were nationalized to form the Posts. Indian Radio Telegraph Company (IRT) was formed in 1923._As the study had been done on a small scale which increase the chances for misinterpretation. 4._Time constraint serves as the main limitation for the study. Telephone and Telegraph (PTT). In 1883 telephone services were merged with the postal system. History of Indian Telecommunications started in 1851 when the first operational land lines were laid by the government near Calcutta (seat of British power). study is vast 2. India has nearly 200 million telephone lines making it the third largest network in the world after China and USA. Telephone services were introduced in India in 1881. a monopoly run by the government's Ministry of Communications._The study undertaken may not be dependable because it is a research not a consensus. 3. CHAPTER-4 INDUSTRY PROFILE The telecom industry is one of the fastest growing industries in India.39 1._ Study is area specifiC. Telecom sector was considered as a strategic service and the government considered it best to bring under state's 39 . With a growth rate of 45%. Indian telecom industry has the highest growth rate in the world. After independence in 1947.

But notwithstanding these constraints. which makes it difficult to make inroads into this market segment as service providers have to incur a huge initial fixed cost. TRAI was formed to act as a regulator to facilitate the growth of the telecom sector. international long distance. Telecommunication sector in India can be divided into two segments: Fixed Service Provider (FSPs). Fixed line services consist of basic services. In 1985. examples of telecom revolution in many other countries. and collectively account for less than 5 per cent of subscriptions. The telecom sector is also afflicted by a number of restraints. The first wind of reforms in telecommunications sector began to flow in 1980s when the private sector was allowed in telecommunications equipment manufacturing. The state operators (BSNL and MTNL). and Idea Cellular. Cellular services can be further divided into two categories: Global System for Mobile Communications (GSM) and Code Division Multiple Access (CDMA). closed user group and videoconferencing. and offer reliable. led Indian policy makers to initiate a change process finally resulting in opening up of telecom services sector for the private sector. which resulted in better quality of service and lower tariffs. The reduction in tariffs for airtime. telecommunications sector benefited from the general opening up of the economy. and compensate them for reduction in tariffs on airtime. account for almost 90 per cent of revenues from basic services. Telecom Regulatory Authority of India (TRAI) was created. while the CDMA sector is dominated by Reliance and Tata Indicom. Private sector services are presently available in selective urban areas. National Telecom Policy (NTP) 1994 was the first attempt to give a comprehensive roadmap for the Indian telecommunications sector. Vodfone-Hutch. These include: • Sluggish pace of reform process. In 1997. In 1986. private services focus on the business/corporate sector. • Lack of infrastructure in semi-rural and rural areas. national long distance. New National Telecom Policy was adopted in 1999 and cellular services were also launched in the same year. high. and Cellular Services. However. 40 . telecom sector has undergone a revolution in the past decade and has played a major part in bridging the rural-urban divide. Department of Telecommunications (DOT) was established. Also. such as leased lines. It was an exclusive provider of domestic and longdistance service that would be its own regulator (separate from the postal system). Opening up of international and domestic long distance telephony services are the major growth drivers for cellular industry. The GSM sector is dominated by Airtel. ISDN. which along with rental was the main source of revenue.end services. national or domestic long distance and international long distance services. 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. and handset prices has driven demand. In 1990s. Cellular operators get substantial revenue from these services. • Limited spectrum availability.40 control.

broadband (both wireless and fixed). • Limited spectrum availability and interconnection charges between the private and state operators. Liberalization started in 1981 when Prime Minister Indira Gandhi signed contracts with Alcatel CIT of France to merge with the state owned Telecom Company (ITI). given to the number of parties having different ideologies. For cellular service two service providers were allowed per circle and a 15 years license was given to each provider. in an effort to set up 5. after the assassination of Indira Gandhi. IPTV. These circles were divided into category A.41 The ' Indian Telecom Industry ' services is not confined to basic telephone but it also extends to internet. aims at 9 million broadband connections and 18 million internet connections in 2007. Many technological developments took place in this regime but still foreign players were not allowed to participate in the telecommunications business. The bottlenecks for ' Indian Telecom Industry ' are: • Slow reform process. • Low penetration. under the leadership of Rajiv Gandhi. The multi-nationals were just involved in technology transfer. the government did face oppositions from ITI.000 lines per year. During all these improvements. service and regulation of telecommunications infrastructure. The government threw open the bids to one private company per circle along with government owned DoT per circle. DoT. 41 . When a bill was in parliament a majority vote had to be passed. The Government Broadband Policy 2004. During this period. cable TV. soft switches etc. and to enable competition in the long distance carrier business which would help reduce tariff's and better the economy of the country. ' Indian Telecom Industry ' is currently expected to contribute nearly 1% to India's GDP which is heartening and estimated to grow further and brighten the ' Scenario of Indian Telecom Industry Privatization of telcommunications in India The Indian government was composed of many factions (parties) which had different ideologies. During this period. But still complete ownership of facilities was restricted only to the government owned organizations. B and C depending on the value of the revenue in each circle. Due to this political background it was very difficult to bring about liberalization in telecommunications. Some of them were willing to throw open the market to foreign players (the centrists) and others wanted the government to regulate infrastructure and restrict the involvement of foreign players. and not policy making.N Rao led government introduced the national telecommunications policy [NTP] in 1994 which brought changes in the following areas: ownership. She invited Sam Pitroda a US based NRI to set up a Center for Development of Telematics(C-DOT). But soon the policy was let down because of political opposition. The Rao run government instead liberalized the local services. taking the opposite political parties into confidence and assuring foreign involvement in the long distance business after 5 years. Foreign firms were eligible to 49% of the total stake. The country was divided into 20 telecommunication circles for basic telephony and 18 circles for mobile services. and such a majority was difficult to obtain. Service providers bears huge initial cost to make inroads and achieving break-even is difficult. however the plan failed due to political reasons. many public sector organizations were set up like the Department of Telecommunications (DoT) . VSNL and MTNL. • Huge initial investments. SMS. It was during this period that the P.000. The demand for telephones was ever increasing. the World Bank and ITU had advised the Indian Government to liberalize long distance services in order to release the monopoly of the state owned DoT and VSNL. They were also successful in establishing joint ventures between state owned telecom companies and international players.

some of the companies also provide the WLL service. 5–6 years the average monthly subscribers additions were around 0. In April 2010. In addition to landline and mobile phones. They split DoT in two.1 million only and the total mobile subscribers base in December 2002 stood at 10. In 2005 alone additions increased to around 2 million per month in the year 2003-04 and 2004-05. Because of all these factors. This was a gateway to many foreign investors to get entry into the Indian Telecom Markets. The DoT opposed this. After March 2000.5 millions. The data reveals the real potential for growth of the Indian mobile market. the total number of mobile subscribers has increased greatly to 617 million subscribers as of May 2010. VSNL and other labor unions. Domestic business groups wanted the government to privatize VSNL. which represented a nearly 50% growth when compared with previous year.] In June 2009.one policy maker and the other service provider (DTS) which was later renamed as BSNL. The most recent survey was conducted in 42 .15 only.05 to 0. After 1995 the government set up TRAI (Telecom Regulatory Authority of India) which reduced the interference of Government in deciding tariffs and policy making. The proposal of raising the stake of foreign investors from 49% to 74% was rejected by the opposite political party and leftist thinkers. However. Telecommunications Regulatory Environment in India LIRNEasia's Telecommunications Regulatory Environment (TRE) index. the government became more liberal in making policies and issuing licenses to private operators.42 MTNL. which summarizes stakeholders’ perception on certain TRE dimensions. the Government of India banned the import of several mobile phones manufactured in China citing concerns over quality and the lack of IMEI's which make it difficult for authorities in India to track the sale and use of such phones. Nearly 32 million handsets were sold in India. Mobile network operators therefore planned to suspend the usage of around 30 million mobile phones (about 8 % of all mobiles in the country) by 30 April. Finally in April 2002. the A series of attacks on Indian government websites and computer networks by suspected Chinese hackers has also made Indian regulators suspicious with regards to the import of potentially sensitive equipment from China. The government further reduced license fees for cellular service providers and increased the allowable stake to 74% for foreign companies. the government decided to cut its stake of 53% to 26% in VSNL and to throw it open for sale to private enterprises. provides insight into how conducive the environment is for further development and progress. The companies reported to be affected by this are Huawei Technologies and ZTE. India has opted for the use of both the GSM (global system for mobile communications) and CDMA (code-division multiple access) technologies in the mobile sector. A new mobile connection can be activated with a monthly commitment of US$0. In March 2008 the total GSM and CDMA mobile subscriber base in the country was 375 million. but they managed to keep away from all the hurdles. The political powers changed in 1999 and the new government under the leadership of Atal Bihari Vajpayee was more pro-reforms and introduced better liberalization policies. TATA finally took 25% stake in VSNL. after a number of proactive initiatives were taken by regulators and licensors. As the unbranded Chinese cell phones which do not have International Mobile Equipment Identity (IMEI) numbers pose a serious security risk to the country. the service fees finally reduced and the call costs were cut greatly enabling every common middle class family in India to afford a cell phone. The mobile tariffs in India have also become lowest in the world.

The tool measured seven dimensions: i) market entry. The rates are supposed to go down further with new measures to be taken by the Information Ministry.87 against the policy objective of 9 million at then end of 2007 clearly indicates that the regulatory environment is not very conducive. Out of this 1. Market entry also scores well for the mobile sector as competition is well entrenched with most of the circles with 4-5 mobile service providers. and the Philippines. in the 900 MHz band. 200. point out to the fact that the stakeholders perceive the TRE to be most conducive for the mobile sector followed by fixed and then broadband.720 crore in 2005-06 as against Rs. Revenue and growth The total revenue in the telecom service sector was Rs.43 July 2008 in eight Asian countries. In September 2004. More than a billion people use the internet globally. 674 crore in 2004-2005. Thailand. registering a growth of 21%. The fixed and mobile sectors have the highest scores for Tariff Regulation.3 million in December 2004.35 million were broadband connections. It is difficult to ascertain fully the employment potential of the telecom sector but the enormity of the opportunities can be gauged from the fact that there were 3. Sri Lanka. will be connected. The results for India. There are many smaller players. Other than for Access to Scarce Resources the fixed sector lags behind the mobile sector.831 crore in the previous fiscal. Under the Bharat Nirman Programme. International roaming agreements exist between most operators and many foreign carriers History of telecom industry in India 43 . Indonesia. Recent operators also operate in the 1800 MHz band. mobile and broadband sectors. 178. Internet subscriber base has risen to 6. for the fixed. including Bangladesh. However doubts have been raised about what it would mean for the poor in the country.822 revenue villages in the country. called circles (roughly along state boundaries). Pakistan.660 crore in 2005-06. v) anti-competitive practices. The broadband sector has the lowest score in the aggregate. Telecommunication is the lifeline of the rapidly growing Information Technology industry. Government and several private players run local and long distance telephone services. The value added services (VAS) market within the mobile industry in India has the potential to grow from $500 million in 2006 to a whopping $10 billion by 2009. The Mobile telecommunications system in India is the second largest in the world and it was thrown open to private players in the 1990s. The mobile service has seen phenomenal growth since 2000. iii) interconnection. The dominant players are Airtel. The total investment in the telecom services sector reached Rs. the Government of India will ensure that 66. with operations in only a few states. ii) access to scarce resources. The country is divided into multiple zones. India primarily follows the GSM mobile system. 86. Idea cellular and BSNL/MTNL. Vodafone. Competition has caused prices to drop and calls across India are one of the cheapest in the world. up from Rs.94 million in 2005-2006. which have not yet been provided with a Village Public Telephone (VPT). 71. Maldives. Reliance Infocomm.7 million Public Call Offices in December 2005 up from 2. iv) tariff regulation. the numbers of mobile phone connections have crossed fixed-line connections. and vi) universal services. The low penetration of broadband of mere 3. vii) quality of service. India.

11 billion. Some of the essential and basic telecom services forming part of Indian telecom industry include telephone. This will take up the number of 3G-enabled handsets to reach near to 395 million by the end of 2013. This will result in about 612 million mobile subscribers.5 percent increase over the number 543. which slowly rose up to 3. Business Monitor International has stated that at present. making up a teledensity of about 51 per cent by the year 2012. The Indian telecommunications industry boasts as being one among the most rapidly growing chunks on the globe. CDMA(Code Division Multiple Access). a study undertaken by Nokia has brought out that the communications sector will grow as the single largest chunk of the India’s GDP making up about 15. marking a 3. television and Internet. On account of a dramatic increase in the earnings from mobile and landline connections. the country had about 82. the telecom industry in India made revenue of US$ 8. Estimates made in February 2009 show that the Indian equipment market valued at US$ 24 billion. The telecom sector in India was a government monopoly until the year 1994 when liberalization was gradually unrolled.56 billion during the quarter ending on December 31.20 million reported in November 2009. An Overview of the Telecommunication Industry in India A mobile handset Talking of telecommunications sector in India today. Experts around the world estimate that India holds the promise of emerging as the second largest telecom market of the world. Over and above. For the first time. A Frost & Sullivan industry analyst has predicted that by the year 2012. the Indian Government has permitted prospective bidders to call for short-term funds from the domestic market in the 44 . while the number of subscribers is on rapid and dramatic increase. cellular services were launched in India in Kolkata in the year 1995.4 billion revenues in 2008-09. Fixed Line and WLL(Wireless Local Loop ).2 billion. almost half India’s population will be in possession of a mobile phone. 2009 thereby witnessing a recovery from the economic downturn. In a significant step taken to boost up the auction of 3G spectrum. The latest reports published by Evalueserve state that the availability of the 3G spectrum has given hopes of finding about 275 million Indian subscribers using 3G-enabled services. Figures published by the Telecom Regulatory Authority of India (TRAI). while the revenue from mobile connections will reach up to US$ 39. revenues from fixed line subscriptions in India will reach up to US$ 12. while Nokia was glowing as the market leader reporting more than US$ 3.21 million in December 2009. This figure indicates that the average tele-density (number of telephones per 100 persons) has gone up to 47.8 billion. India has a flourishing market in GSM mobile service. radio.05 million by the year 1984. reveal that the number of telecom connection subscribers in India reached 562.89. India is adding up about 8-10 million mobile subscribers every succeeding month. While India became independent in the year 1947. Estimates have revealed that by June2012. Telecom industry in the country lays a special emphasis on some of the advanced and the latest technical innovations like GSM( Global System for Mobile Communications). Especially.44 The history of telephone services in India found its beginning when a 50-line manual telephone exchange was commissioned in Kolkata in the year 1882 in less than five years after Alexander Graham Bell invented the telephone. PMRTS(Public Mobile Radio Trunking Services).000 telephone connections. Ericsson followed Nokia with revenue of about US$ 2.4 per cent by the year 2014. we can primarily identify two segments namely Fixed Service Provider (FSPs) and Cellular Services.

the fourth largest mobile service provider in the country. However. In a recent move. this comes as a quantum leap noting the figures recorded a few years back. UK’s Vodafone Group has purchased a 52 % stake in Hutchison Essar.000 subscribers. TRAI has already started consulting on the next higher level of telecom services. Today. initially in the cities of Chennai. the number of subscribers for broadband connections is increasing at a slow pace. Also. BSNL has been venturing to cross more than 400 cities in the near future eventually rolling this service across 760 cities by September 2010. 45 . the number of landlines is found gradually decreasing. Delhi. the state-managed telecom operator has introduced 3G services in more than 318 cities benefiting 856. On the other hand. India is the largest market in the world adding up a dramatic number of about 20 million mobile subscriber lines every month in an average. The FDI cap in the telecom sector in India is 74 %. While the debate on 3G is seen continuing. Bharti Airtel has the credit of being the first Indian operator to cross a subscriber base of 50 million. while allowing refinancing out of external commercial borrowings (ECBs) within a period of 12 months. Kolkata and Mumbai.53 billion from the auction of 3G spectrum to be completed shortly. The country has auctioned three 3G spectrum slots to private bidders. It is predicted that mobile number portability (MNP) will be available throughout India by the second quarter of 2010. At present.45 country. Though this might occur as a relatively low volume compared with a number of other nations.74 million. At the end of the first quarter in 2010. we find that the overall telecom subscriber penetration has gone up by more than 52 %. BSNL. 3G (third generation) mobile services are found being introduced in all the major cities across the nation. Estimates show that the government can mop up US$ 7. The reserve price has been fixed at US$ 753. the four metros of India. 4G or the fourth generation enables downloads faster than all the earlier versions. Mumbai and Delhi (NCR) enjoy the status among a few other metro areas around the globe boasting of more than 25 m mobile subscribers in each of these regions.

Chairman and Group CEO of Bharti Enterprises. financial services.5 COMPANY PROFILE BHARTI ENTERPRISES LIMLTED Sunil Bharti Mittal is the Founder. 46 . one of India’s leading business groups with interests in telecom. realty.46 CHAPTER. retail.

He is a member of several premier international bodies –International Advisory Committee to the NYSE Euronext Board of Directors. USA. Today. the flagship group company. He has also received the Lal Bahadur Shastri National Award for Excellence in Public Administration. Bharti Airtel. Jersey. Bharti Enterprises is a large Indian business conglomerate based in New Delhi. The US-India Business Council has also honored him with the ‘Global Vision’ Award 2008. He serves as a member of the Executive Board of the Indian School of Business.47 manufacturing and agriculture. He is also a member of the Indo-US CEOs Forum. which is committed to providing education to under-privileged children in rural India. The 47 . Sunil has been recognized with the Padma Bhushan. Sunil started his career at 18 after graduating from Punjab University in India in 1976 and founded Bharti. the leading UN Agency for Information and Communication Technology. Academics and Management for 2009. Massachusetts. at 52. has a market capitalization of approximately US$ 25 billion. He is also a member of the Board of Trustees of the Carnegie Endowment for International Peace. He has received the GSM Association Chairman's Award for 2008. Sunil has been conferred with the degree of Doctor of Laws (Honoris Causa) by the University of Leeds. UK and the degree of Doctor of Science (Honoris Causa) by the Govind Ballabh Pant University of Agriculture & Technology. Germany. operating primarily across India and in some other Countries like Sri Lanka. It was established by Sunil Mittal . He is also a member of the Academy of Distinguished Entrepreneurs. Sunil has been awarded numerous awards and recognitions including the Global Economy Prize 2009 by The Kiel Institute. India. He is a member of the Leadership Council of The Climate Group. Sunil was Co-chairman of the World Economic Forum in 2007 at Davos and is a member of its International Business Council. the premier industry body in India (2007-08). Wellesley. the International Business Advisory Council of London and the Advisory Board of the Global Economic Symposium. one of the young and dynamic businessmen of India. Sunil believes a responsible corporate has a duty to give back to the community in which it operates. Seychelles. Sunil is also on the Telecom Board of the International Telecommunication Union. He is an alumnus of Harvard Business School. He is a past President of the Confederation of Indian Industry. It is one of the few companies in India (Like Reliance and Tata) that have changed the way of life of Indians by bringing mobile phones to every household in India at an affordable price. He is an Honorary Fellow of The Institution of Electronics and Telecommunication Engineers. he heads a successful enterprise which employs over 30. one of India’s highest civilian awards. Babson College.000 people. This belief has resulted in Bharti Foundation.

The Company is India’s largest integrated telecom company in terms of customer base and offers Mobile Services. It is one of the largest manufacturers of landline telephones in the world. Among the top 3 global providers of integrated VAS solutions in rapidly growing markets. and Logitech. Fixed Line services. the company is also the primary distributor of IT and Telecom products from international brands such as Motorola. Long Distance and Enterprise services. HISTORY The company was founded by Sunil Bharti Mittal (Chairman & Managing Director of the Bharti group) along with two siblings in early 1990s. Bharti – Companies A brief introduction to each of their companies is given below: • Bharti Airtel Ltd:Bharti Airtel Ltd is one of Asia's leading telecommunications service providers. With a strong distribution network across the country. COMPANIES Bharti's primary industry is in the field of telecommunications via its subsidiary companies. Thomson. Bharti Airtel (mobile telecommunications) and Bharti Teletech (wired telecommunication services and PSTN telephone handsets). Bharti Telesoft Ltd :Bharti Telesoft is the leading provider of integrated VAS solutions for mobile operators in emerging markets. Telecom Seychelles Ltd provides comprehensive telecom services including 3G mobile services in Seychelles. Blackberry. The company underwent a brand reformation process and changed its logo and corporate Image. • Bharti Teletech Limited :Bharti Teletech is India’s leading telecom & allied Products Company. The Airtel brand is the flagship brand of Bharti. rather its Brand Names Like Airtel and Beetel (PSTN Phone Sets) were household names in India. 48 . under the ‘Airtel’ brand. Bharti Telesoft has deployed solutions for over 100 mobile operator customers in over 70 countries worldwide.48 company offers mobile services all over India as well as in some foreign countries. The company was not so famous in India by its own name. DTH. • Telecom Seychelles Ltd :A subsidiary of Bharti. Broadband & IPTV. Transcend.

49 • Bharti Del Monte India Pvt Ltd :Bharti Del Monte India Pvt. The Company brings marketleading products and services to its customers under Airtel-Vodafone brand. • Jersey Airtel Ltd Jersey Airtel. an asset management company in India. is a joint venture between Bharti Enterprises. is a premier end-to-end learning and development solutions organization that specializes in the customer experience arena. a wholly owned subsidiary of Bharti Enterprises. • Bharti AXA Investment Managers Pvt.. • Bharti Learning Systems Limited Bharti Learning Systems Limited. It provides learning solutions that impact business performance through enhanced employee productivity. Ltd. The company offers fresh fruits & vegetables and processed foods & beverages in the domestic as well as international markets. with the vision. offers world-class mobile services in Jersey (Channel Islands) over its full 2G. Bharti Retail operates a chain of multiple format stores that offer consumers affordable prices. world leader in financial protection and wealth management. 49 . Ltd. customer profitability and effective talent transformation. The company was incorporated in July 2007 and offers a full suite of general insurance solutions to meet the needs of businesses and individuals alike. • Bharti AXA Life Insurance Company:Bharti AXA Life Insurance Company Ltd is a joint venture between Bharti Enterprises and AXA. It offers a range of life insurance and wealth management products with an endeavor to help customers lead a confident life. It aims to create and support programs that bring about sustainable changes through education and the use of technology and information. Ltd is a joint venture between Bharti Enterprises and DMPL India Ltd. AXA Investment Managers (AXA IM) and AXA Asia Pacific Holdings (AXA APH). great quality and wider choice Bharti AXA General Insurance Company:Bharti AXA General Insurance is a joint venture between Bharti Enterprises and AXA. “To help underprivileged children and young people of our country realize their potential”.). 3G and HSDPA enhanced network. :Bharti AXA Investment Managers Pvt. • Bharti Foundation:Bharti Foundation was set up in 2000. world leader in financial protection and wealth management. a subsidiary of Bharti. (a subsidiary of Del Monte Pacific Ltd. • Bharti Retail Pvt Ltd :Bharti Retail is a wholly owned subsidiary of Bharti Enterprises.

50 • Bharti Realty Bharti Realty Private Limited is the in-house Real Estate Arm for Bharti Group and facilitates by extending support to the Group Companies for Identifying. Developing and Maintaining Quality Real Estate in line with their Business Models. PRODUCT PROFILE Bharti Airtel Limited Type Industry Founded Founder(s) Headquarters Key people Public (BSE: 532454) Telecommunications 7 July 1995 Sunil Bharti Mittal New Delhi. India Sunil Mittal (Chairman) & (MD) 50 .

Airtel Enterprise Services is a solution based communication group.4%) Website Airtel.in VISION OF THE COMPANY. 51 . specially created to deliver Integrated and Superior service to enterprise customers.543 (2009)[1] Bharti Enterprises (64.76%) Parent SingTel (30.2010 By 2010 Airtel will be the most admired brand in India: o Loved by more customers o Targeted by top talent o 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. Sri Lanka and Bangladesh.853 billion (2009)[1] Employees 25.043 billion (2009)[1] Net income ▲ US$ 1. A BRIEF ABOUT THE COMPANY Telecom giant Bharti Airtel is the flagship company of Bharti Enterprises. We deliver what we promise and go out of our way to delight the customer with a little bit more. Airtel comes to you from Bharti Airtel Limited. It is the India’s largest integrated and the first private telecom services provider with a footprint in all the 23 telecom circles.662 billion (2009)[1] Total assets ▲ US$ 11. Bharti Airtel since its inception has been at the forefront of technology and has pioneered several innovations in the telecom sector.254 billion (2009)[1] Operating income ▲ US$ 2. one of Asia’s leading integrated telecom services providers with operations in India.5%) Vodafone (4.51 Sanjay Kapoor (CEO) Wireless Telephone Products Internet Satellite television Revenue ▲ US$ 7.

The Digital TV business provides Direct-to-Home TV services across India. It offers its TELECOM services under the Airtel brand and is headed by Sunil Bharti Mittal. The mobile business offers services in India. company announced that Manoj Kohli. which connects the submarine cable connecting Chennai and Singapore. The company is structured into four strategic business units . VSATs. Globally. to be paid by the minute for installation and maintenance of their equipment rather than being paid up front. In India.Mobile Services. The company provides end-toend data and enterprise services to the corporate customers through its nationwide fiber optic backbone. Sanjay Kapoor. business support by IBM and transmission towers by another company. 52 . Business Divisions MOBILE SERVICES Bharti Airtel offers GSM mobile services in all the 23-telecom circles of India and is the largest mobile service provider in the country. IPTV and telephone services in 89 Indian cities. microwave links. It also acts as a carrier for national and international long distance communication services. behind China Mobile and China Unicom. It also offers fixed line services and broadband services.6% share of the wireless services market. This enables the company to provide pan-India phone call rates of Rs. The company has a submarine cable landing station at Chennai.4% for Vodafone Essar. Its network (base stations.52 Bharti is now the world's third-largest. Airtel Telemedia Services & Enterprise Services. Ericsson agreed for the first time. Telemedia. The Enterprise business provides end-to-end telecom solutions to corporate customers and national and international long distance services to telcos. Airtel Digital TV. will become the Chief Executive Officer of the International Business Group from 1 April 2010. will replace Manoj Kohli and will be the CEO with effective from 1 April. followed by 17. Bharti Airtel is the 3rd largest in-country mobile operator by subscriber base. The mobile business provides mobile & fixed wireless services using GSM technology across 23 telecom circles while the Airtel Telemedia Services business offers broadband & telephone services in 95 cities and has recently launched a Direct-to-Home (DTH) service. 2010. Enterprise and Digital TV.02/minute). The businesses at Bharti Airtel have always been structured into three individual strategic business units (SBU's) . 1/minute (U$0. based on the number of customers. The Telemedia business provides broadband. It is known for being the first mobile phone company in the world to outsource everything except marketing and sales. Current Dy.Mobile. He will be overseeing Bharti's overseas business.7% for Reliance Communications and 17. etc) is maintained by Ericsson and Nokia Siemens Network. The company also provides telephone services and broadband Internet access (DSL) in top 95 cities in India. In January 2010. Sri Lanka and Bangladesh. ISP and international bandwidth access through the gateways and landing station. last mile connectivity in fixed-line and mobile circles. CEO. the company has a 24. Shahrukh Khan is the brand ambassador of the mobile company and Kareena Kapoor and Saif Ali Khan are the brand ambassadors of the DTH company. Joint Managing Director and current Chief Executive Officer of Indian and South Asian operations. single-country mobile operator and sixth-largest integrated telecom operator.

the best and widest variety of channels and programs to the best on-demand content on Airtel Live. Get world class entertainment with India’s best direct to home (DTH) service digital TV in more than 150 cities ENTERPRISE SERVICE CORPORATE Enterprise Services provides a broad portfolio of services to large Enterprise and Carrier customers. Bharti encourages employees to take decisions and design business-linked processes that are sensitive to communities and environment.53 AIRTEL TELEMEDIA SERVICES The group offers high speed broadband internet with a best in class network. DIGITAL TV Discover the magical experience of digital entertainment with Airtel. Each department and employee strives to be sensitive to the stakeholders and environment within their work context. These Values are:  o be responsive to the needs of their customers. This division comprises of the Carrier and Corporate business unit. The essence of Bharti’s commitment to Corporate Social Responsibility is embedded in the ‘Corporate Values’. With Landline services in 94 cities we help you stay in touch with your friends & family and the world. T To trust and respect their employees. To be transparent and sensitive in their dealings with all stakeholders. CSR is a way of life. Corporate Social Responsibility (CSR) in Bharti encompasses much more than only social outreach programs. From DVD quality picture and sound. Enterprise Services is regarded as the trusted communications partner to India's leading organizations. They encourage their employees to take decisions and design business processes. your TV viewing experience change forever with digital TV from Airtel CORPORATE RESPONSIBILITY AT BHARTI AIRTEL Overview At Bharti. helping them to meet the challenges of growth. It is an integral part of the way Bharti conducts its business. To continuously improve their services – innovatively and expeditiously. 53 . which stem from its deepest held beliefs. Meeting and going beyond compliances and legal requirements. keeping in mind the following:  Ethics. fairness and being correct.

At Bharti. Nurturing the environment. the website also allows customers and members of the public to contribute to the encyclopedia for review. 2010 in New Delhi • Exclusive partnership to offer Airtel broadband customers two year free access to the world’s most trusted information source. by its panel of eminent scholars including Nobel laureates. • • • Bharti Airtel enters into a strategic partnership with Novatium to help expand the broadband market internationally. Bharti Airtel Appoints Drew Kelton as President . They practice their CSR beliefs and commitments through a three-pronged approach:  Engaging with stakeholders. CURRENT IN AIRTEL • Bharti Airtel enters into an exclusive partnership with Encyclopaedia Britannica on May 28.com.Enterprises Services Bharti Airtel appoints Vineet Taneja as Operations Director. For example. • Airtel broadband customers can now be part of Britannica’s global collaborative community The partnership will allow Bharti Airtel to offer a two year free subscription. Britannica one of the world’s leading sources of authentic information has today over 100 million users worldwide and is trusted by over 4750 Universities.6575 to Britannica online (www. community and environment.  Undertaking programs for their employees. each employee is sensitized towards CSR issues and thus operations at the ground level are influenced.com) for all its Broadband users. The initiative addresses a growing need for authentic and trusted information sources. www. As part of its unique collaborative tools.54 Showing respect and sensitivity towards stakeholders and communities. They feel that it is important that each employee should understand the importance of environmental.  Ensuring stakeholder sensitive policies and practices . Confidence Plan for hearing impaired people covers noise-making DG sets at extra cost. investing in consumer awareness campaigns to ensure safe use of mobile are some examples of the above. Bharti Airtel sensitizes its employees towards CSR issues at various forums.eb.britannica.South 54 . Such sensitization exercises have resulted in many socially and environmentally sensitive decisions on the ground. social and economical aspects while taking business decisions. worth Rs.

" The offer was for $10. The tournament itself is named "Airtel Champions League Twenty20. Zain Africa BV. AeroMobile. 2010. On 14." Bharti said. the Airtel Prepaid Mobile customer receives 1000 minutes of local Airtel to Airtel talk time. to offer inflight cell phone connectivity to its customers. • • • 55 . • Bharti Airtel signed a five-year deal with ESPN Star Sports to become the title sponsor of the Champions League Twenty20 cricket tournament.7 billion. The deal would provide Bharti access to 15 more countries in the region. regarding the sale of its African unit. AIRTEL Offered Net PC by launching cloud computing service on broadband–a low-cost online computer for its broadband customers. Bharti Airtel and Radio Mirchi launch Mirchi Mobile on Airtel Bharti Airtel launches Airtel World SIM for international travelers at the onset of the travel season iPhone 3G and iPhone 3GS The Apple iPhone 3G was rolled out in India on 22 August 2008 via Airtel & Vodafone. 2010 on April 28. it would increase its global presence across 20 regions. Airtel Partnered with UK based in-flight solutions company. after its meeting on February 14. 2000 with 3 months of Super Value Pack. Airtel digital TV launched “Magic dekho.55 • • • • Bharti Airtel announces its fourth quarter and full year ended March 31. said "the Board of Directors of Kuwait's Zain Group. high price and contract boundation again made it nearly impossible for both the service providers to make it a success as much as the iPhone is successful in other markets of the world. talk time pao”offer -Exclusive offer only for Airtel Prepaid Mobile customers acrossthe country where on buying a digital TV connection at Rs. February 2010 a statement issued exclusively to the Ghana News Agency by Zain Ghana."This potential transaction does not include Zain's operations in Morocco and Sudan and remains subject to due diligence. adding around 40. With Bharti already having presence in five overseas markets.after the deal. issued a resolution to accept a proposal received from Bharti Airtel Limited (Bharti) to enter into exclusive discussions until 25 March 2010. However. customary regulatory approvals and signing of final transaction documentation. Both the cellular service providers rolled out their Apple iPhone 3GS in the first quarter of 2010. 2010.1 million subscribers to its already 125 million-plus user base.

During the learning phase. HR team also conducts an internal employee satisfaction survey called PACE (Progressive Assessment of Culture and Environment). And if the individual does not know what his training needs are. Eventually. BHARTI AIRTEL HR PRACTICES Airtel is considiered to be the best in HR practices. ``We didn't want anyone to treat his position as a mere job. Its being surveyed that 60% employees are on a variable pay structure. To encourage learning within the organisation.Now when we look back. 500 every month agreements. This was backed by a strong training program. it emerges that we had undertaken strongteam-building activities. `Measurement Boards' for every department are prominently displayed where the performance indicators of the same are displayed graphically. it is believed that this will help the HR department to mould the young entrants to the company. they began to play a more pro-active role in team-building efforts. Airtel's HR success was powered by a well defined rewards and recognition system. the most important part Airtel general manager(HR) Arun Kumar Padhi had to play was to actually check if ``people enjoyed their roles''. Launched new terrestrial cable network to Bhutan which will help enterprises in Bhutan to reach out to the world by accessing Bharti’s cable assets through its international cable landing stations in Chennai and Mumbai. the company has set up a state-of-the-art learning centre. Measurement is indeed a key driver of business within Airtel.'' says Padhi. Announced an industry-first –the new ‘true & rich’ broadband experience by offering 1 Mbps speed at Rs. employees can get logged on to customised training programs developed by British Telecom (BT). In Airtel. The senior management was advised to walk the talk and ``invite criticism from the employees''. Airtel also seeks to certify that every employee on quality and IT. for that employees need to be trained. The average age is just 26years. Sri Lanka and Seychelles. But with better interaction with the senior managers. A philosophy of constant monitoring has been established.''. ``In airtel it is believed that an individual can be effective if he knows what is expected of him. there are the performance-related bonuses that set the tone for these activities. 1699 and 512 Kbps speed at Rs. ``Unlike most other organisation’s Airtel let their employees decide their training needs.’’. then we don't need him. ``To be a head in the business. that are not accessible to anybody outside the organisation as the access is protected. Though the material is transmitted through the Internet. Formal job description documents have been issued to all our employees that clearly mention the 56 • • . 1099 as well as exciting additional free VAS bundles worth upto Rs. Airtel decided to go in for a very young team.56 • Airtel Signed a 5 year multi million dollar content partnership deal with Manchester United(world’s second richest football club) to provide Airtel’s subscribers across India. and that explains the success the Airtel has had in business and HRD.. the inputs of which go into the company's annual strategy.'' he says. develop and re-certify on a continuous basis. exclusive access to United football’s content over mobile. Here. the younger professionals were circumspect about airing their views. ``Initially.

Some of the other key HR initiatives include the managers' communication forum. have a productive organisation. training calendar and the house journal. Passion.'' he adds. an update on the regulatory environment and the key initiatives for the period. Regular Employee Communication Forums provides a platform for the employees to raise issues that require resolution. the managers' communication forum.” The HR Intranet provides information on HR policies. open house. and established role clarity. 57 . ``Such teams typically constitute high performers from each department.’’ The HR encourages managers to do four things continuously: build a highly engaged team. To explain them. They get to discuss issues relating to the performance of the previous quarter. HR interface and HR intranet. The HR department also sets up cross-functional teams in times of product or service launches. the success Mantra for employee delight focuses on 5 PsPeople.57 `key result areas'.” EMPLOYEES AT AIRTEL The most important drivers of growth and success for any organization is its people. We encourage people to stand up against any unfair treatment for which we have the Office of the Ombudsman. Processes and Performance. which the organization has developed and implemented remarkably in a very short span of time. wherein issues other than those related to work are discussed. build future capabilities and remain individual focused. With these initiatives. Bharti ensures transparency through the various communication policies. This goal setting has helped us in communicating to each of our employees about our experiences from them. facilitates direct interaction of the employees with the top management. which helps resolve issues with mutual agreements. people as well as business aligned Human Resource practices. At Bharti Airtel. each HOD conducts meetings with his direct reporters once a month. Bharti Airtel has been recognized among the Best Employers in the Country for two successive years being 14th in 2003 & jumping ahead of several other large conglomerates to an enviable position of the 2nd Best Employer in the Country in 2004. The `open house' conducted between the departments and HR takes up individual grievances. ``The idea is to provide employees with a single window to the department. who collectively make it happen. organizational structure. This has created an enabling culture with employees who have a can-do attitude. directions for the next quarter. progressive. This is a clear demonstration & acknowledgement of the robust. strategies and plans. Airtel has won a special place in the Bharti group. personnel and administration issues. The quality of service and customer care is a reflection of the quality of people and our belief in constant improvement and upgradation. Pride. In the case of family group meetings. . family group meetings. undertaken once a quarter. every member of the HR department has been assigned two departments each to discuss and sort out all HR. where employees can raise any issues regarding business and workplace conduct. To further HR interface. Bharti Airtel follows an open-door policy to approach the management.

Employee friendly HR policies have been put in place. People’s orientation reflects in our vision of being targeted by top talent. eye checkup camps and stress management sessions. we ensure that every employee keeps a check on his/her fitness. This component is linked to both the individual performance against his/ her set KRAs (Key Result Areas) and the overall performance of the business entity that an employee belongs to. Some typical examples of these policies and practices include a family-day at office. five day weeks. Apart from these specific engagements. half day leave for birthdays. Some of our offices have opened gymnasiums/fitness facilities to ensure that the fitness fanatics do not have to worry about time constraints to remain fit. concierge services. we regularly organize health check up camps. This facility is also extended to employee family members at discounted rates. Performance Linked Incentive (PLI) schemes are linked with the variable component of the compensation structure. The focus always remains to redefine leadership. KRA Format 58 . compulsory 10 days off. the leaders are developed who enable performance and inspire their people to unleash their potential. gifts for anniversaries. The company provides Flexible Group Mediclaim insurance to all employees. no official meetings on weekends.58 The leaders in Airtel strongly believe in facilitating and initiating activities that help employees manage their health and well-being. and a key aspect of our business focus on building a best-in-class leadership team that nurtures talent at every level. Tie-ups with leading health service organizations enable our employees to undertake periodical health check-ups depending upon their age. call center engagement programs etc. From self-management workshops to aerobics sessions. Airtel leaders’ and managers’ understand the need to bring clarity to employees about how their roles. covering all kinds of illnesses. which amply reflect the organizational’s concern for its people. festival celebration with family. yoga classes to provision of relaxation/meditation rooms. goals and actions align the realization of organizational vision and goals. we have hired psychologists who undertake personal counseling sessions for employees. At many of our locations. accidents and hospital coverage for serious ailments. These policies and practices are applied across the organizational levels without any discrimination. The mechanisms like Performance Management System (PMS) and Talent Management Process (TMP) are the key sources of identifying the training needs of the employees and check to competency levels for promotion. Bharti Airtel offers a flexible compensation structure to its employees wherein the employees have the flexibility to structure their fixed component of their compensation according to their requirements within the ambit of legislation.

(b) All Airtel offices have energy efficient light fittings and DG sets. The company has taken many initiatives in this regard.59 Performance Management System Employee Employee Name / Code Code Business Designation / Unit / Department Circle Key Objectives / Measures of Completion Strategies / Projects Area KPI 80% 90% 100% Breakfree Weightage Financials Customer Process People & Org Development ENVIRONMENT. DG sets and AC systems. They also ensure automation that enables energy savings in their buildings. Building Management System (BMS) – Intelligent Building concept is being followed in all the new Airtel building and campuses that are coming up.g. and for outside world for the convenience of the people Few examples of the initiatives taken are mentioned below: (a) Most of the new Airtel buildings recycle waste water for sanitary and cooling of equipment purposes e. reuse and recycle. 59 . HEALTH AND SAFETY Overview At Bharti. there is a belief in the philosophy to refuse. both within the offices for the benefit of their employees. These buildings also have rain water harvesting systems for ground water replenishment where appropriate. reduce.

All Bharti Airtel offices follow the basic requirements specified by the Pollution Control Board) and ensure statutory compliance. the stated ‘values’ of Bharti – the institution. COMMUNITY INITIATIVES Corporate Social Responsibility is embedded in. Ventilation and Air conditioning (HVAC) system. electricity load management. the discarded oil for disposal is only sent to companies/ vendors approved by the Central Pollution Control Board (CPCB) for proper disposal as per CPCB approved processes. (d) Air quality is checked periodically in all Bharti Airtel offices. The Energy Wheel concept ensures that as we bring the fresh air in it is pre-cooled thereby optimizing energy efficiency. “We have an obligation to fulfill to society and the communities in which we operate. security and safety systems to ensure an efficiently run building on optimal resources. who comply with all the required health and safety norms. Bharti Airtel takes all its equipment from its key vendors. Water quality is also monitored in cooling towers for DG sets and Air Conditioner systems so that water born diseases such as legion Ella. are avoided. Bharti Airtel is in the process of finalizing its Environment/ Health & Safety Policy (EHS) and will apply for ISO 14001 compliance within the next 3 years for each of its facilities. and help improve the quality of life for everyone. duct cleaning.. and built upon. and based on the results. (g) All Bharti Airtel offices have fire alarm systems. All Airtel offices are provided with First Aid boxes and have identified people as First Aid specialists. (e) Use of air curtains on major office exits and double glazing also results in significant energy saving. water management.60 The BMS controls The Heating. parking management. carpet cleaning. There is an induction manual for subcontractors to ensure that they follow all the safety and statutory compliances as well as Bharti Standard Operating Procedures. (c) New buildings also incorporate the concept of and Energy Wheel which optimizes energy efficiency in buildings. The AC system in their buildings adds a certain amount of fresh air periodically.” 60 . Periodic fire drills are carried out in Bharti Airtel offices as a practice. These values guide all their activities and each employee is encouraged to take decisions and design business-linked processes that are sensitive to communities and environment. etc. namely Nokia and Ericsson. (f)At the time of oil change in DG sets etc. In the process of adding this fresh air the cool air within the building vents out which may result into higher usage of energy to bring the cooling/ temperature back. today and in the future. chair and sofa shampooing is undertaken.

After being washed away by the wave. in addition to monetary contributions. (a) Bharti’s Corporate Social Responsibility (CSR) Initiatives. Many projects like material collection drive and blood donation camps are organized for the welfare of the underprivileged community. this employee went back to work on restoring connectivity for the struck region. 61 . including initiatives undertaken by way of employee mobilization as well as running environment related programs. dry ration and monetary donations. Word of his dedication spread within Bharti and he received tremendous response from his fellow Bhartians. One of the most memorable actions was the heroic way in which a Bharti employee reestablished connections after Tsunami hit Tamil Nadu. and (b) Bharti Foundation. · Raised resources for Tsunami victims by initiatives such as a ‘Benefit Cricket Match’. Bharti has undertaken many community programs. blankets. utensils. footwear. a separate vehicle established in 2000 to lead the CSR agenda of Bharti Group of Companies (a) CSR Initiatives @ Bharti Airtel Bharti Airtel has a nation-wide presence that has grown at an exponential rate in the recent years. innovative ways of reducing the consumption of resources. Bharti’s contribution to society is structured through two channels. in addition to contributions from employees. Response to Disaster :Bharti Airtel’s response to Tsunami Disaster: Bharti Airtel undertook the following initiatives for immediate relief and rehabilitation to Tsunami victims: · Built a mobile network in Andaman & Nicobar islands in less than 3 months to aid rapid rehabilitation of the island · Donated Rs. Bharti Airtel’s response to Assam. Employees of Bharti Airtel also contributed through a Donation Collection Drive. · Created 29 Airtel Crisis Communications centres in Tamil Nadu. namely. 55 cartons of clothes and 65 kilos of ration were dispatched. Over 80 emails were addressed to him and presented to him in recognition. 1 Crore to the Prime Minister’s Relief Fund. Each local office undertakes special programs for the local community. with a difference. Bihar and West Bengal floods: Bharti Airtel also partnered with an NGO to provide relief to the flood victims in the flood hit areas of Assam. for collection of material such as clothes. thereby reaching out to people. Bharti constantly searches for new. Bihar and West Bengal. with the aim of leaving a better and greener earth for future generations.61 Based on the basic guidelines and direction provided in the Code of Conduct. A ‘Material Collection Drive’ was undertaken across Bharti offices. All employees were not only given the freedom to choose the amount they wished to donate. but also the agency they wished to donate to.

clothes and other utility items at the ‘Missionaries of Charity Home for Destitutes’. Airtel Kerala team visited an old age home and shared a day full of fun with the members of the home. Airtel Experience Centre by Access MP… for the benefit of the benefit of visually impaired people as well as people from deprived section of society. 62 .62 Bharti Airtel during Mumbai Floods: Bharti Airtel employees climbed up the towers to restore the networks so that their customers could conveniently reach its employees. BIL North tied up with an NGO to distribute daily surplus food to needy children. Airtel Madhya Pradesh & Chhatisgarh planted trees on its fourth ‘Circle Inception Day’ In Tamil Nadu. Mobile Services MP & CG supported the ‘WalkaThon’ to create awareness about diabetes on ‘World Diabetes Day’. Mobile Services Rajasthan supported the ‘Red Ribbon Caravan’ initiative of the Rajasthan State AIDS Control Society. to spread the awareness of HIV/ AIDS. Airtel Maharashtra & Goa team visited the Thalassemia Ward of Sassoor hospital to interact with children as well as the families affected. Access-North and Access-UP West Circles. where in free tree saplings were planted. clothes. Other initiatives of Bharti Airtel Bharti Airtel employees have undertaken varied initiatives to reach out to the local community. to spread awareness about HIV/ AIDS. woolens and blankets were also collected from employees to distribute among earthquake victims. stationery. During the month-long campaign a caravan of five vans covered 32 districts of Rajasthan. A tree plantation drive was carried out by Access-NCR. Bharti Airtel’s response to Kashmir earthquake: Bharti Airtel’s ‘Rapid Response Team’ responded to the Kashmir earthquake by bringing more than 2000 food packets and water bottles to the affected area. Airtel has adopted a corporation park in Chennai city. Money. organized by the Indian Medical Association. Some of such initiatives are listed below:Airtel Ashiana for underprivileged children at the Mohali office of Airtel. Mobile Services Jammu & Kashmir donated free medicines.

“To help underprivileged children and youth of our country realize their potential.” · Adjudged as The ‘Best Carrier India‘At the Telecom Asia Award 2008 63 . the Promoters of Bharti Enterprises established Bharti Foundation in 2000 with a vision. use of technology and information and best practice sharing.” Bharti Foundation’s mission is to create and support programs that bring about sustainable changes through education.Chosen for Padma Bhushan Awards In 2007 · Airtel was Chosen As the 2nd Most Trusted Service Brand In India In The ‘Most Trusted Brands 2008 Survey’ Conducted By The Economic Times . Bharti Foundation has established itself the goals of improving accessibility and quality of education at the school level for underprivileged children. some are as follows: · 3rd Largest Wireless Operator in the World · Largest Private Integrated Telecom Company In India · Largest Wireless Operator in India · Largest Private Fixed Line Operator in India · Largest Telecom Company Listed on Indian Stock Exchanges · Sunil Bharti Mittal .GSM Association Chairman’s Award 2008 · Sunil Bharti Mittal .63 Airtel Delhi organized a Blood Donation Camp in association with Indian Red Cross Society (b) Bharti Foundation Although CSR is executed at all levels in the organization. AWARDS AND RECOGNITION Bharti Airtel has received recognition for its innovative practices across the world.Brand Equity · Awarded With Top Honors At The GSMA Mobile World Congress Conference 2008 In Barcelona For The Category “Best Billing/ Customer Care Solution. and to provide education and training opportunities to youth.

124.071.296 · Mumbai .690.011.392. Qwest Communications and Campbell Soup Company etc. Airtel is one of the only 20 companies worldwide and the only company from India where Organization engagement score is higher in more than 50% of the population.424 · Punjab .458 · Kerala .2.094. • Airtel was rated as the Strongest Brands in the Economic Times Brand Finance Brand Power Rating 2009.418.2.8.1.995.3.032.718.661 · Andhra Pradesh . Academics and Management.5.885 · Kolkata .554.948 · Rajasthan . The other winners include companies like Standard Chartered.5. Bharti Airtel rated as India’s Best Enterprise Connectivity Provider for 2009 at the Annual Users Choice Awards instituted by PC Quest for the year 2009-10.299 · Delhi .406 · Haryana .Cellular Operator Association of India as of till date was: · Chennai .480 64 .378 · Uttar Pradesh (West) .328 · Karnataka . • • • Sunil Bharti Mittal conferred with the Lal Bahadur Shastri National Award for Excellence in Public Administration. UK Bharti Airtel has been awarded the NDTV Profit Business Leadership Award 2009 in the Telecom Sector SUBSCRIBER BASE The Airtel subscriber base according to COAI .2.2.6.64 · Adjudged as ‘Company of the Year’ At the CNBC India Business Leader Awards 2007 · Economic Times ‘Company of the Year 2007’ Award For Corporate Excellence · Gallup Great Workplace Award For 2008 -Airtel is one of the only 20 companies worldwide and the only company from India to receive the prestigious award.2.013. Sunil Mittal was conferred with the degree of Doctor of Laws Honoris Causa by the University of Leeds.178.4.8.723 · Uttar Pradesh (East) .3.061 · Gujarat .538 · Tamil Nadu . It is the only Corporate Brand to be awarded the AAA rating.170.

2.766.763 · Jammu & Kashmir .186 · North Eastern States .1.1.241.040.4.606 MANAGEMENT HIERARCHY 65 .65 · Madhya Pradesh .871 · Orissa .391.123 · Assam .496.

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• The company has covered the entire Indian nation with its network. • Until recently Airtel did not own its own towers. 68 . Nokia . Another strategic partnership is held with BlackBerry Wireless Solutions. It is the largest cellular provider in India. This has underpinned its large and rising customer base. The tie-up with Google can only enhance the Airtel brand.for example replacing the Revenue-Per-Customer model with a Revenue-Per-Minute model which is better suited to India.68 Bharti Airtel SWOT SWOT Analysis Bharti Airtel Strengths • Bharti Airtel has more than 65 million customers (July 2008). with whom they hold a strategic alliance.000 small villages every year. • Global telecommunications and new technology brands see Airtel as a key strategic player in the Indian market. Opportunities • The company possesses a customized version of the Google search engine which will enhance broadband services to customers. Weaknesses • An often cited original weakness is that when the business was started by Sunil Bharti Mittal over 15 years ago. • The fact that the 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. the business has little knowledge and experience of how a cellular telephone system actually worked. this allowed Airtel to work from its own blank sheet of paper. IPTV is another potential new service that could underpin the company's long-term strategy. The new iPhone will be launched in India via an Airtel distributorship. So the start-up business had to outsource to industry experts in the field. as the company moved into small and remote villages and towns. Towers are important if your company wishes to provide wide coverage nationally. • Other stakeholders in Bharti Airtel include Sony-Ericsson. and also supplies broadband and telephone services . • Bharti Airtel is embarking on another joint venture with Vodafone Essar and Idea Cellular to create a new independent tower company called Indus Towers.as well as many other telecommunications services to both domestic and corporate customers. This new business will control more than 60% of India's network towers. and to question industry approaches and practices . and also so that the business benefits are scalable .000 to 160. and also provides advertising opportunities in Indian for Google. • The company is investing in its operation in 120. This means that the business has access to knowledge and technology from other parts of the telecommunications world. It sees that less well-off consumers may only be able to afford a few tens of Rupees per call. which was a particular strength of some of its competitors such as Hutchison Essar.and Sing Tel.using its 'Matchbox' strategy. • Despite being forced to outsource much of its technical operations in the early days.

Airtel comes to you from Bharti Airtel Limited. 69 . Knowledge and technology previously available to Airtel now moves into the hands of one of its competitors. and instead invested in its rival Hutchison Essar. The businesses at Bharti Airtel have been structured into three individual strategic business units (SBU's) . This opened the door for talks between Reliance Communication's Anil Ambani and MTN.6% stake in the Airtel business sold it back to Airtel. Vodafone which owned a 5. Perhaps this was an impact upon the decision not to proceed with talks about the potential purchase of South Africa's MTN in May 2008. allowing a competing Inidan industrialist to invest in the new emerging African telecommunications market. Bharti Airtel since its inception has been at the forefront of technology and has steered the course of the telecom sector in the country with its world class products and services. Airtel Telemedia Services & Enterprise Services.69 Threats • Airtel and Vodafone seem to be having an on/off relationship. • Bharti Airtel could also be the target for the takeover vision of other global telecommunications players that wish to move into the Indian market. • The quickly changing pace of the global telecommunications industry could tempt Airtel to go along the acquisition trail which may make it vulnerable if the world goes into recession.Mobile Services. India's largest integrated and the first private telecom services provider with a footprint in all the 23 telecom circles.

What is promised is delivered & the way to delight the employees move on with a little bit more. how hard they work. 70 . and how long they stay as a result of that commitment At Airtel employee engagement is thought in fresh & innovative ways about the needs of employees. Engagement is the extent to which employees commit to something or someone in their organization.THE TOPIC TAKEN IN ORGANISATION EMPLOYEE ENGAGEMENT AT BHARTI AIRTEL Employee engagement is defined as the level of commitment and involvement an employee has towards their organization and its values.70 CHAPTER-6 .

people whose ideas can make a difference. Some Employee Benefits In line with the commitment towards the continued development of the employees and to provide the necessary impetus towards achieving the organization's 2010 vision of being the most admired brand in the country and a company which is targeted by top talent .71 At Airtel. THREE COMPONENT STRUCTURE OF EMPLOYEE ENGAGEMENT IN AIRTEL 71 . The following are some of the initiatives that are offered to the employees Continuing Education Policy(CEP) Higher education to employees desirous of pursuing further education while being in the employment of Bharti Airtel Flexible Time Policy to provide an opportunity for employees to contribute more. individuals who thrive on the opportunity to think creatively and be empowered to deliver are searched.

help support Caltech’s research and teaching mission. with financial support from the office of the Vice President of Business and Finance. These individuals and teams. and coming back for more. who give so much of themselves. DESIGNING A REWARD PROGRAM The keys to developing a reward program are as follows: 72 . challenging. Engaged employees are happy. This collaboration fosters an environment that is rewarding. Everyday there is an opportunity to recognize someone for their service to the Campus without spending a lot of money. would like to encourage and assist managers and supervisors to reward and recognize their employees. Informal rewards are the icing on the cake that keeps employees motivated. and fun. and productive. engaged.72 REWARD AND RECOGNITION SYSTEM OF AIRTEL Rewards and Recognition programs honor both individuals and teams who go the extra mile to service their departments and the Caltech Campus. loyal. Human Resources. employees become more engaged. By creating a culture of recognition.

based on the individual or group's previous achievements Determination of appropriate rewards Communication of program to employees At Bharti Airtel. it can be defined as giving Reward to individual performance that exceeds agreed upon standards The star of the month is a Performa which is displayed in every office showing winner’s achievements throughout the month and the reward being given to the winner employee. Or. the rewards and recognition system is very encouraging and motivating. The HR of the company gives its’ employees targets and then on the basis of the targets achieved at the end of the time limit rewards are given. The numbers of employees needed for the project are selected on the basis on the skills. that helps every employee to enhance their performance day by day. The targets are given on the basis of the new live project with set objectives. 73 .73 • • • • • Identification of company or group goals that the reward program will support Identification of the desired employee performance or behaviors that will reinforce the company's goals Determination of key measurements of the performance or behavior. And the one who achieves targets more than 100 % is considered as The Star of the Month. experiences and past records.

encouraging person. Give people a sense of responsibility and make them feel that their actions make a difference. But the kind of ownership that really generates energy is not financial. recognize achievements. free trip for the employee and his/her family. inspire and energize people. Communication with people frequently and praise them. mobile gifts. Become a positive.74 STAR OF THE MONTH NAME DESIGNATION TARGETS / 100 ACHIEVEMENTS REWARD The reward can be in any form whether bonus. The reward can be taken as to Motivate.. It is emotional.. Set stretch goals – they energize people. Financial rewards do encourage people to produce results. salary hikes. 74 .

It ensures that randomness is reduced and learning or behavioral change takes place in structured format. may partake in the future. the job that an individual currently holds. Training This activity is both focused upon. education. Development This activity focuses upon the activities that the organization employing the individual. and development. and is evaluated against those jobs. and is almost impossible to evaluate. Education This activity focuses upon the jobs that an individual may potentially hold in the future. or that the individual is part of. TRAINING AND DEVELOPMENT TRAINING AND DEVELOPMENT is a subsystem of an organization. 75 . Training and development encompasses three main activities: training. and evaluated against.75 This unique technique of recognition system helps the winner employee and even other employees in self motivation and thus increases the sense of achieving more and more which ultimately results to the success of the company where every employee wants to be the Star Of the Month.

and learning and development In airtel.such training seems to be very beneficial for those employees who re slightly less than other employees in communication.training regarding new product or technology coming up in the market and being recently used.76 At Bharti Airtel. The training can be in the form of New product training. "Employee Development" was seen as too evocative of the master-slave relationship between employer and employee for those who refer to their employees as "partners" or "associates" to be comfortable with. including employee development. This training is provided to the employees on the basis of past assessment programs of the employees. The need of training is decided by the senior managers. Through this training. 76 . discrimination among employees is neglected and all employees are thus prepared to be at same floor with other employees. training and development is the field concerned with organizational activity aimed at bettering the performance of individuals and groups in organizational settings. Such trainings help employees in getting yell with new product. human resource development. Communication skills training. It has been known by several names.

In this meeting all the employees are suppose to gather in the conference hall. Through these meetings employees get chance to get themselves fully engaged with the company and the issues or the new objectives of the company. management students during their summer training period are trained beforehand through learning and experience. 77 . ECF. where employees are free to communicate or can discuss various issues coming up.77 Management training. Such training can be of great help to the trainees for their job purposes later on.EMPLOYEE COMMUNICATION FORM ECF is a sought of meeting or conference held once in a month or once in two months by the top management.in such a training. There follows open communication between employees and the top management.

5. 2.7 FINDINGS OF DATA ANALYSIS 1.)Employees have 60-70% participation in the company’s decisions.)Employees have yield to rise and always try to be ahead of others. 78 .) Employees are satisfied and most of them enjoy their job profile.78 CHAPTER.)Employees get appraisals and rewards for their good work done as star of the month. 3. 4.)HR policies and practices are followed with the fullest.

and where their contributions are measured and recognized. productive people crave time and attention from their managers. Does what I do best every day . Supervisor/Someone at work cares -Managers must spend most of their time with their most productive talent. Many managers give their greatest degree of attention to employees who are falling behind.employees should know exactly what is expected of them. Materials and equipment. If expectations are unclear.Employees need the right tools and equipment to support their skills. and 79 . employees will inevitably face frustration.Are your employees cast in the right roles? Knowing the critical demands for every role is a key to ensuring that talents fit those demands.79 DATA ANALYSIS Some of the discussions which come from Gallup’s questions are: Know what is expected of me at work. and will be open for other opportunities where they do know what's expected of them. experience and talents & perform their jobs at an optimum level. Talented.

customer engagement scores and developing the culture of engagement and customer focus. Having a best friend at work or receiving recognition every week makes you feel cared for and proud respectively. and engagement is a positive emotional connection to the work. Opportunities to learn and grow. Satisfied. If you want to keep recreating those positive emotions.The Company should create an environment that encourages employees to drive towards innovation or to create better systems for more productive results. In the combination of engaged employees. Talented employees set high standards and depend upon those around them to support their growth toward excellence. Customer engagement hierarchy. Employee’s satisfaction in turn results primarily from high quality support services and policies that enable employees to deliver results to customers. So the Q. price. These include customer engagement. loyal and productive employees create value.e. when people face new challenges. Co-workers committed to quality. loyalty and productivity. Thus the mechanism of the broaden. Borden – and Build theory is about evolutionary significance of positive emotions. According to the study of Watson Wyatt. the service – profit chain establishes relationship between profitability. The Gallup research has thus made a contribution in adding an additional ‘P’ to the 4 P’s of marketing i. then you keep coming back to work. and promotion place and now people to the mix. 12 has been so powerful for Gallup in terms of predicting outcomes. 12 measures engagement. 80 . customer loyalty and employee satisfaction. The Gallup Organization decided to initiate a multi-year research project to try and define a great workplace . Loyalty is a direct result of customer’s satisfaction.80 will leave your company if they have a weak relationship (or no relationship) with their manager or supervisor. Satisfaction is largely influenced by the services provided to customers. The links in the chain (which should be regarded as propositions) are as follows: profit and growth are stimulated primarily by customer loyalty.-Many companies arbitrarily put teams together without considering that employees only psychologically commit to teams if they perceive their team members will support their high level of commitment and performance. loyalty and emotional attachment. Positive emotions are better observed over the long haul.and – build theories and the action tendencies of positive emotions help in understanding why the Q. product.a great workplace was one where employees were satisfied with their jobs and this thus helps to produce positive business outcomes. While many organizations are beginning to measure relationship between individual links in the service only a few have related the links in the meaningful ways that can lead to comprehensive strategies for achieving lasting competitive advantage of building employee engagement. Great managers always ask what skills and knowledge need to accompany talent to result in the greatest outcome for each As discussed the Gallup study Q12 is based on positive Psychology and emotions. Gallup brings engaged customers to form the concept of human sigma. Their effects accumulate and compound overtime and the adaptive benefits are evident from later.

Therefore employee engagement should be a continuous process of learning.81 CHAPTER. use and importance in the workplace and impacts organizations in many ways. We would hence conclude that raising and maintaining employee engagement lies in the hands of an organization and requires a perfect blend of time. It is a positive attitude held by the employees towards the organization and its values. improvement. commitment and investment to craft a successful endeavor. effort. more than any other variable. An organization should thus recognize employees. Employee engagement emphasizes the importance of employee communication on the success of a business. as powerful contributors to a company's competitive position.8 CONCLUSION Employee Engagement is the buzz word term for employee communication. 81 . measurement and action. It is rapidly gaining popularity.

9 SUGGESTIONS  The environment of the organisation should be made more friendly for the trainee so that they can have a talk with others employees even to gather more information .  82 . The organisation should provide trainees some practical knowledge through live projects or old projects.82 CHAPTER.

industryweek.) Washington. (2004).com 83 . Internet: Jteresko – Driving employee engagement – www. 2.83 BIBLIOGRAPHY Books: 1. number of pages refered from “13. 2008. September).Indianapolis. number of pages refered from “455 – 467”. 2004. 5.) Steve Crabtree – (2004) Getting personnel in the work place – Are negative relationships squelching productivity in your company? – Gallup Management Journal.) Steve Batts – Getting engaged – HR Magazine society for Human Resource Management. 4.6 Employee engagement at double-digit growth companies.” 2. Author. Journals: 1. IN: Walker Information. 3 Gallup Journal. (2003.feb 2008. Author : C.B. 4 Corporate Executive Board. DC. 3.5 Walker loyalty report. December 11) The 2003 Towers Perrin Talent Report. human resource management.) Gretcher Hoover – Maintaining employee engagement when communicating difficult issues – Communication World.11. sultan chand and sons. Feb. human resource management. fifth edition. Gupta. date of publishing. (2003.K Ashwathappa. Nov / Dec 2005.) Understanding what drives employee engagement.2 – 13. 2004. June 10. TATA McGraw-Hill.

In the last seven days. do you have the opportunity to do what you do best every day? * Yes * No 4.-----------------------Employee code.)Do you know what is expected of you at work? * Yes * No 2.Please rate the following statements by ticking the yes or no.-----------------------------1.84 ANNEXURE This is a part of my project work. They 12 questions that most effectively calculates the employees state of mind are- Forms to be filed up by Airtel Employees EMPLOYEE ENGAGEMENT AT AIRTEL GALLUP Q12 QUESTIONAIRE Name----------------- Designation.This research is being conducted to find out the factors that are affecting the employee engagement. 12 have twelve-question survey that identifies strong feelings of employee engagement.)At work. Do you have the materials and equipment you need to do your work right? * Yes * No 3. Gallup Q. have you received recognition or praise for doing good work? * Yes * No 84 .

Does your supervisor. At work. do your opinions seem to count? * Yes * No 8. Do you have a best friend at work? * Yes * No 11. Does the mission/purpose of your company make you feel your job is important? * Yes * No 9.85 5. Is there someone at work who encourages your development? * Yes * No 7. seems to care about you as a person? * Yes * No 6. have you had opportunities at work to learn and grow? * Yes * No THANK YOU 85 . Are your associates (fellow employees) committed to doing quality work? * Yes * No 10. or someone at work. In the last year. In the last six months. has someone at work talked to you about your progress? * Yes * No 12.

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