General objective of this report is to analysis Successful implementation of training

and development strategies at AIRTEL. Report also focus on finding the ideal
method of effectively implementing training and development strategies and
developing an efficient evaluation model to assess the impacts of the applied tactics.
finally draw SWOT analysis and suggest recommendation to improve Training and
Development Strategies.

Introduction
Bangladesh is a developing country of southern Asia. Mobile phone is becoming a
very common measure of communication in our country. The number of mobile
user is increasing day by day. It is a very attractive market for the mobile
connection providers. Presently there are five companies in the market. Each of
them is trying to maintain and increase their market share. Among them AIRTEL is
one of the leading company in this sector. AIRTEL [TMIB] is a joint venture
organization with A. K. Khan & Company and Telekom Malaysia Berhad and A. K.
Khan Group, which is a leading telecommunication provider, operating its business
in Bangladesh since 15 November 1997.
AIRTEL stands for ‘clearly ahead’. The philosophy of dynamism, never stop
thinking & never compromise with quality made AIRTEL one of the most
progressive & dynamic business leader in the country. AIRTEL believes in using
advanced technology to cope with the changing world. Motivation & service is the
its major strength.
It started in 1997 with the establishment of a Telecom company & now after 8
years AIRTEL is one of the leaders in Telecom industry. AIRTEL constructed
its state of the art service facility with high tech machinery from different
countries.
Free mobile phone, free transportation, on-site sports & recreation facilities
encourage the motivated team to serve customers full heartedly.
AIRTEL’s main strength is their call charge with Tk. 0.33/pulse (10 sec. / pulse) for
Pre Paid and Tk. 0.066/pulse (1 sec. / pulse) for Post Paid subscriber from the first
minute. They provide the widest coverage in the country. They also provide some
other facilities among which off-peak hour system, and lower call charge and SIM
price is popular to the subscribers. AIRTEL believes in People —Connectivity—
Infinity.
Customers are more or less satisfied with the facilities they are offering with this
product. Their main focus is to increase network coverage so that it can reach all
parts of the country. But they can improve their position by offering the subscribers
with more facilities especially to improve their network solution and to reduce call
charge in the peak hour simultaneously.

Objectives

Broad objective: Successful implementation of training and development strategies

at AIRTEL.
Specific objectives: Finding the ideal method of effectively implementing training
and development strategies and developing an efficient evaluation model to
assess the impacts of the applied tactics.

Methodology
Primary research: As there is a lack of reference material, most of the analysis is
based on observations and interviews with management, trainers and trainees.
Secondary research: References from textbooks, websites and articles is used to
assist the analysis.

Company Overview
AIRTEL is the dynamic and leading end-to-end countrywide GSM mobile
communication solutions of TM International (Bangladesh) Limited. It is a joint
venture company between Telekom Malaysia Berhad and A. K. Khan & Co. It
operates as a Limited Liability Company, where the majority shareholder, Telekom
Malaysia, own 70% shares, while minority shares of 30% are owned by A. K. Khan
& Co. Bangladesh Limited. TMIB was established in the year 1996 and services
were launched in 1997 under the brand name AIRTEL.
AIRTEL is proud to be a part of the Telekom Malaysia Group (TM), Malaysia’s
number one provider of information communication technologies. TM International
has operations and financial interests in seven countries, namely Sri Lanka,
Bangladesh, Thailand, Cambodia, Malawi, Guinea and Ghana. TM is financially
strong, and internationally renowned for its successful ventures like MTN, the
market leader in the telecommunication industry in Sri Lanka. TM has a global
presence in 11 countries with staff strength of 30,000 Group wide. TM has recently
made two major acquisitions in India and Indonesia in the continuous effort to
stamp its presence internationally. TM has acquired 27.3 per cent interest of PT
Excelcomindo Pratama, the third largest mobile operator in Indonesia, and in India,
47.7 per cent stake in Idea Cellular. TM hopes to further extend its regional and
global presence with these new acquisitions.
Since the commencement of its operation, AIRTEL has been a force to be
reckoned with in the telecommunication industry of Bangladesh, being one of the
fastest growing mobile communication companies offering comprehensive GSM
mobile solutions to more than a million subscribers. Always placing the needs of
the customers first, AIRTEL has been distinctly ahead in offering the “30 Seconds
Pulse” from the first minute of talk time. Today, AIRTEL boast the widest
International Roaming service in the market connecting 315 operators across 170
countries. In addition, AIRTEL is the first mobile operator to connect Tetulia and
Teknaf, the northern and southern most points of Bangladesh. AIRTEL was also
the first to provide seamless coverage along the Dhaka-Chittagong highway. With
a network covering all 61 (allowable) districts of Bangladesh, coupled with the first
Intelligent Network (IN) Prepaid Platform in the country, AIRTEL is geared to
provide a wide range of products and services to customers all over Bangladesh.
At the heart of all of AIRTEL’s success today, is a young dynamic workforce
comprising of over 900 highly motivated and skilled professionals.
Today, AIRTEL is recognized as a leading brand in Bangladesh and this is driven
by their persistent pursuit of quality and technology, putting it ‘clearly ahead’ of the
rest. The future with AIRTEL is promised to be exciting as they strive to employ the
best resources and latest technology in offering many more innovative and exciting
products and services.

The Vision
To be the most preferred GSM cellular service provider in Bangladesh.
The Mission
To provide total customer satisfaction as the company strives to become the most
preferred GSM cellular service provider in Bangladesh. AIRTEL will achieve this
through developing people, products, and services of the highest quality and
meeting the needs of its employees, shareholders and the nation.

SWOT Analysis
Strength
 The partner company, Telekom Malaysia, is a well-established and experienced
global player operating with several subsidiaries in the global telecommunication
industry.
 Excellent business track record of A. K. Khan & Co. for more than half a century in
Bangladesh.
 Use of the GSM technology that is the most advanced and secured technology in
the world telecom industry.
Providing cellular services through very competent and skilled human resources
comprised of 1033 employees with a notable reputation and goodwill in line with
the Vision, Mission and Theme of AIRTEL.
Weakness
 AIRTEL’s network coverage is less than the competitor
 Not enough channels with BTTB
 Shortage of human resource in the Help-line than the competitor
 Package – pricing of the packages are not cheap
 Higher call rate than its competitors
Opportunities
 Demand is increasing day by day
 Product with very long life cycle
 The most new technology
 Main competitor provides poor service because of its unplanned customer growth
Threat
 Unstable political culture
 Recession in the economy
 Non-cooperative telecommunication regulatory body
 Awareness of health risk for using mobile phone

Review of Training and Development Theory

Economies in the twenty-first century are under relentless pressure to increase the
skill levels of their workforce. A highly skilled workforce is widely seen as being
essential for prosperity in a globalize world characterized by rapid technological
change. The implication is that high and growing incomes can only be sustained by
high and growing levels of worker productivity, which in turn demand ever-
increasing levels of worker skills. The development of high levels of skills in the
workforce is expensive, requiring a major investment of learner time, large public
expenditure on the formal education system, and high levels of formal and informal
on-the-job skills development facilitated by employers. There is understandable
tension about just how much should be spent on skills development, and what
share of this total should be borne by each of the main players.

Typical Reasons for Employee Training and Development

Training and development can be initiated for a variety of reasons for an employee
or group of employees, e.g.:
a) When a performance appraisal indicates performance improvement is needed
b) To “benchmark” the status of improvement so far in a performance improvement
effort
c) As part of an overall professional development program
d) As part of succession planning to help an employee be eligible for a planned
change in role in the organization
e) To “pilot”, or test, the operation of a new performance management system
f) To train about a specific topic

General Benefits from Employee Training and Development

There are numerous sources of on-line information about training and
development. Several of these sites suggest reasons for supervisors to conduct
training among employees. These reasons include:
1. Increased job satisfaction and morale among employees
2. Increased employee motivation
3. Increased efficiencies in processes, resulting in financial gain
4. Increased capacity to adopt new technologies and methods
5. Increased innovation in strategies and products
6. Reduced employee turnover
7. Enhanced company image, e.g., conducting ethics training (not a good reason for
ethics training!)
8. Risk management, e.g., training about sexual harassment, diversity training.
Training and development can be initiated to address a ‘Performance Gap’
(learning needed to meet performance standards for a current task or job), ‘Growth
Gap’ (learning needed to achieve career goals) or ‘Opportunity Gap’ (learning
needed to qualify for an identified new job or role).
In training and developing employees, it is important that managers and
supervisors know how:
 To assess employee training needs
 To set performance goals and
 To plan developmental strategies accordingly.
These three steps make development an individualized, systematic process.
Some questions to consider The process of assessing needs and goals usually
involve a discussion or series of discussions between the supervisor and
subordinate. Before beginning these discussions, several issues should be
considered: What is required of the employee? What the employee will be required
to do as a result of the developmental process, if anything, should be clear in the
supervisor’s mind before this process is begun.
A potential problem in career development discussions is that of raising hopes
about promotions. Many organizations and many supervisors avoid career
discussions for this reason alone. They fear career development discussions will
raise unrealistic expectations about promotion. Although many employees are not
interested in promotions, this is indeed a possibility. However, it can be dealt with
by explaining very clearly to the subordinate what can and cannot be expected as
outcomes of the discussions. Time line questions How far the supervisor looks
ahead in the developmental process depends on several factors: organizational
needs, the subordinate’s current level of performance, and the supervisor’s and
subordinate’s desires. Organizational needs may dictate that the developmental
process focus solely on employees’ current positions-that is, training only. This will
probably be the case If the company’s business is a very stable one that has
experienced relatively little change over the years, expects little change in the
future, and has little turnover and need for mobility within the company. At the
other extreme, a company experiencing rapid growth, change, and turnover may
need to emphasize long–term development of employees.
In this case, employee planning three to five years into the future may be
worthwhile. The subordinate’s current level of performance and knowledge is
another factor to consider.
If the subordinate lacks the skills and knowledge to perform up to par in his or her
current position, the emphasis should probably be on training needs. Education
and development needs may be discussed, but it may make little sense to start
preparing the employee for future positions before he or she has mastered the
current job.
If the employee’s current job performance is adequate, it may be wise to look
ahead to education and development needs, especially if the employee has been
in the current job for a long time or lacks a feeling of challenge. This is not to say
that training should be disregarded. There may be certain skills that the employee
does adequately but would like to perfect. In addition, the discussion of education
needs does not have to focus on promotions or transfers.
The person’s current job may change or if the employee is feeling unchallenged
and a promotion or transfer is not possible perhaps the job should change. The
supervisor and employee may want to explore the possibility of adding new
responsibilities or trading responsibilities with another staff member.

Identification of Training Needs

A training need is an existing or anticipated shortfall or problem in performance
where training is considered the most appropriate and effective solution. If can also
be thought of as the ‘gap’ between what is happening and what should be
happening.
Identifying needs properly is obviously a very important part of the training cycle. If
your analysis is wrong at this stage then the later training activity will also be
inappropriate. This may result in wasting money and unmotivated staff. It can be
also set up negative attitudes towards future training. It is important that the
training objectives are clearly stated so that the results of the training can be
clearly evaluated.
Training needs can be identified at the individual and the organization level.

At the individual level

1. Identification will need to begin with the job description. This will provide a list of the
skills and knowledge required. It can be compared with the actual skills and
knowledge that the jobholder possesses.
2. Another approach could be to look at critical incidents over, say, the past three
months that were particularly challenging or stressful. The training can then be
directed at the areas that are most relevant.
3. Managers will also be able to identify training for their subordinates. One of the best
ways of achieving this is through the appraisal interview, where agreed training
needs can be identified.
4. Individuals may request training that they perceive will equip them for a change of
job, either laterally or through promotion.
At the Organizational level
1. Training needs may be identified through the performance appraisal system. This
may provide the key channel for feeding back individual needs. The information
should be processed by a human resource professional in order to plan the overall
needs of the organization.
2. The management team or a training committee (if one is established) may identify
areas from the corporate plan that they want included in the training plans. So for
example, an organization that is planning to expand may want all supervisors to be
properly trained in supervisory techniques, including recruitment and selection.
Alternatively management may identify a short-term problem in one area and dictate
that extra training be provided. An example may be of a department that is
constantly not completing tasks due to overrunning. A short-term response could be
to provide time management training. This may not be the complete solution as poor
time management may be a symptom of an underlying problem, but it will help to
make the department more efficient.

Review of Findings & Analysis

Training is concerned with imparting particular skills for specific purposes. We
typically say training can involve the enhancement of skills, knowledge, attitudes or
social behavior. It may mean changing what employees know, how they work, their
attitudes toward their work, or their interactions with their co-workers or their
supervisor.
Today’s executive therefore needs to learn to be adaptable, flexible, and to accept
rapid changes, to develop his or her own abilities as far as possible, to apply basic
principles, and to understand the fundamentals of leading and motivating people
under complex and changing conditions. Rigid procedures, fixed responses, non-
flexible technique orientation, and rigid standards foster executive obsolescence.
Management development includes the processes by which managers and
executives acquire not only skills and competencies in their present jobs, but also
capacities for future managerial tasks of increasing difficulty and scope. These
managerial tasks involve complex, intangibles such as conceptual thoughts,
powers of analysis, and decision-making. The development is related to the
pressures of constant rapid changes and to company growth patterns.
Background
Training and Development in AIRTEL is one of the major responsibilities of the
Organizational Development team. The Organizational Development (OD) Unit
encompasses four main areas of activity:
 Training
 Talent & Leadership Management
 Career & Succession Planning
 Reward & Recognition
The scope of this report will focus mostly on Training and Development.
Training Objectives
The primary objective of training is to develop an efficient workforce at all levels to
ensure that corporate objectives can be met. Within this primary objective there
are several basic reasons for training:
 The acquisition of a broader educational, technical and / or organizational
background.
 The improvement of existing skills and / or the acquisition of new skills.
 The attainment of technical / professional qualifications.
 The opportunity to make contacts, exchange ideas and discuss problems with
colleagues or people from other organizations.
 A fresh interest in work by virtue of greater understanding and perception of the
organization and its objectives.
 A gradual improvement in decision making capacity, managerial skills and
leadership quality.
 A greater feeling of involvement by being able to discuss various aspects of work
with greater confidence.
 A better understanding of people, their reactions, aspirations and problems.
 A better understanding of oneself and the impetus needed for self-development.
Training competencies
The whole purpose of training is to create fully productive employees. In order to
achieve that, the skill competencies are separated into three categories. As one of
the competencies is mastered, an individual will elevate to a higher level of
proficiency and ultimately grow professionally and become thinking employees
who can take on a more strategic role and contribute to the progress of the
company.
Training strategy
AIRTEL applies a training model, in which training is primarily and effectively
delivered to employees by their respective supervisors, Managers or above, and
other divisions, on a dynamic, ongoing-need basis.
To keep pace with the rapidly changing and expanding and highly competitive
telecom sector of Bangladesh, AIRTEL strives to establish a perpetual learning
and teaching organization for its employees. This will more effectively promote
dynamic, need-based skills development and subsequently monitor performance
improvements. Ongoing skills development will therefore enhance organizational
speed, efficiency, productivity, business adaptability and ultimately result in growth.
AIRTEL firmly believes that effective training occurs when employees take active
responsibility for their own skills development, as opposed to the traditional
passive participation and low prioritization. Moreover, supervisors are held
responsible for planning and providing the appropriate resources for employee
skills development, vis-à-vis skill assessment, training, coaching, mentoring and
monitoring. Both the employee and his supervisor are mutually responsible for
ensuring effective skill development and subsequent performance improvement.
Employee’s skill development through training will be a primary factor in
performance appraisal, promotion, salary increases and many more aspects.
Internal and External Training
AIRTEL’s goal is to reverse the existing training model of heavily outsourced
training, and instead develop internal training as the centerpiece of its employee
skills development strategy.
External Training will therefore be utilized strictly to import unavailable skills or
expertise on a one-time, non-repetitive basis and will generally be reserved for
managers and above. The types of Internal and External Trainings are described
below.
Internal training: At AIRTEL, internal training can be broadly categorized into:
In-House Training – training conducted by employees
 On-the-Job Training:
Supervisors will provide instantaneous, informal, on-the-job training to their
subordinates, by exposing them to higher-level decision-making process, regular
discussions on relevant strategic and operational issues to provide a complete
awareness of entire the workflow
 Coaching:
When a senior employee takes an active role in guiding another individual, we
refer to this activity as coaching. This entails identifying employee weaknesses,
mistakes or shortcomings in real-time – as they occur, and working to resolve them
immediately by devising action plans and monitoring performance. The effective
coach gives guidance through direction, advice, criticism, and suggestion in an
attempt to aid the employee’s growth.
The technique of senior employees coaching individuals has the advantages that
go with learning by doing, particularly the opportunities for high interaction and
rapid feedback on performance. Unfortunately, its two strongest disadvantages
are; (1) its tendencies to perpetuate the current styles and practices in the
organization, and (2) its heavy reliance on the coach’s ability to be a good teacher.
An individual can become an excellent performer without necessarily possessing
the knack of creating a proper learning environment for others to do the same; thus
the effectiveness of this technique relies on the ability of the “coach.” Coaching of
employees can occur at any level and can be most effective when the two
individuals are outside the hierarchical organizational chain of command.
External Training:
External Training as opposed to internal training is those provided by vendors who
are engaged by AIRTEL to provide relevant training on a need basis.
External training can be classified into:
 Domestic – trainings taking place within Bangladesh
 Foreign – trainings taking place outside Bangladesh
 In-house Vendor Training – training conducted by vendor in AIRTEL premises
Types of Training
HR Division of AIRTEL primarily offers following three types of training.
1. Skill Development
2. Induction Training
3. Internship Program

Skill Development
There is particular emphasis on building a corporate culture where team spirit is
fostered and the channels of communications are open for all. To that goal, the OD
team strives to generate ideas that will enhance team spirit and make the work
environment more enjoyable and interesting. (Team spirit discussed in more detail
later)
For most of the technical development, on-the-job training is considered. If any
identified technical training cannot be conducted while on job, the training need is
forwarded to the division head for his / her attention. The division head co-
ordinates with the HR division to seek training from outside source. For managerial
or people skills training, the division head requests the HR division for the specific
training; the HR division identifies if the training can be provided by the resources
inside, or else seeks training from other training organizations. AIRTEL offers
different course sessions where the expert instructors provide knowledge on
various management or technical subjects like team development, leadership
skills, GSM technology, etc.
Induction and orientation Training
In AIRTEL, each new employee undergo a comprehensive induction training
program, which includes information about the organization, its structure, products
/ services, policies and the various functions executed by each division or
department. It includes visits to the different customer care centres, visits to other
divisions and discussions with people in other divisions if it helps the new
executive to have a better understanding of his own role.
Employees joining Customer Care will receive extended Orientation Training upon
joining AIRTEL, to gain more in-depth knowledge of and exposure to particular
division functions, which relate directly to their job in customer relationship
management.
The induction hours are counted as training hours and are updated regularly in the
training database.
Internship Program
AIRTEL regularly offers internships or work attachments to university graduates or
students so that the students gain practical work experience in their academic
disciplines and sometimes also to support a division’s operational work.
This hands-on exposure and training to AIRTEL’s work environment also serves as
a testing ground for interns to demonstrate their performance and prove their
capability to join AIRTEL in the future. It also serves as a wellspring of fresh ideas,
energy, creativity and perspectives to invigorate AIRTEL’s productivity and growth.
AIRTEL always welcomes scholar interns and provides all kinds of facilities like the
other world class reputed organization. The HR division follows some set
guidelines to select a person for the internship program. The division gives
preference to the candidate’s academic result(s) as well as graduating institute.
After selecting, an internee is attached in a particular division / area by the HR
division for a certain time period depending on both internee’s requirement and
division’s interest. At the end of this internship period, the internee has to submit a
project report on a selected topic of that particular area to the HR division based
on his or her gathered knowledge throughout the time.
Training Prerequisites
The entire training process can be loosely divided into three sub-divisions. What
we have covered so far is the foundation aspects of training at AIRTEL. The next
phase is the process of Training Need Identification.
Training Need Assessment [TNA]
The objective of the TNA Process is to identify the training needs of the different
divisions and departments and eventually preparing the training calendar. The
main components required to initiate this process are the Performance Appraisal
Form,
Recommendation from divisional Heads for Training and compiled Training needs
to create the yearly training calendar.

The TNA Process:

Training Needs are the difference between the desired or required
performance to achieve divisional goals, and an employee’s actual
performance.
Supervisors will complete their subordinates’ TNA in the Performance Appraisal
Form, identifying skill requirements to meet divisional goals. OD collects each
division’s TNA from the Performance Appraisal Forms to compile the required
operational, behavioral and conceptual skills training.
Divisions will then associate with OD to determine them:
 Training priorities – trainings that are the most critical to meet division’s business
goals
 Training timetables – determining scheduling for required trainings
 In-house trainers – identifying in-house trainers to impart required trainings
 Training vendors – identifying appropriate vendors for required trainings
Answering four basic questions can broadly identify training need of executives in
AIRTEL:
1. What are the organization’s goals?
2. What tasks must be completed to achieve these goals?
3. What behaviors are necessary for each job incumbent to complete his or her
assigned tasks?
4. What deficiencies if any do incumbents have in the skills, knowledge or attitudes
required performing the necessary behaviors?
Other than that, training need at the higher-level post of AIRTEL may come
through the fact that an executive is the future top-level management of the
company. The person who shows excellent capabilities at his work does not
necessarily automatically become a good manager when promoted. The newly
promoted supervisor is likely to find himself concerned for the first time with
identifying and solving problems involving decision-making. He has to motivate
and manage mental models of the staff. This requires leadership skills, which must
be developed. He must be able to assess the training needs of his subordinates
and carry out on the job training when necessary.
The executive is on the management ladder and must learn the art of delegation.
Until very recently, office executives were left to acquire these skills by experience
but it can be a long hard process and is made much easier by proper training.
Training Calendar
OD will develop a Training Calendar to source and schedule behavioral and
conceptual skills training programs for the company, based on each division’s
requirements. The Calendar will be dynamic and subject to updates and
modifications, to meet division and employee skill requirements.
The Calendar will be developed following the completion of all Performance
Appraisals. It will also work closely with divisions to develop their respective
functional skills training calendar, sourcing both internal and external trainers.

Training Resources
Course Instructor
AIRTEL utilizes mainly internal instructors as the training resource for the in-house
courses. The immediate supervisor identifies training need during regular One on
One meeting conversation. If the training need can be fulfilled internally, then In-
house Training is conducted and if the identified area cannot be improved
internally, the Division head takes initiative in collaboration with OD to send for
External Training for the concerned person. AIRTEL aims to develop expert
instructors within the organization in near future for in-house training. For the
external training courses, instructors are allocated by the training organizations.
Course Materials for In-house Training
Primarily the course materials are developed in-house based on the modern
management theories and tools provided in various books authored by the leading
management thinkers. Then the materials are customized considering the work
culture and the need in order to compete with the leading organizations. The
materials will be continuously improvised based on feedback by the participants
and with the modern theories provided by the renowned authors. The OD team is
working on development and improvising continuously.
Training coordination
The primary responsibility of a training coordinator in this case members of the OD
unit, is to ensure that adequate logistic support is provided. The following are
necessary steps that a Training Coordinator must follow:
 Source training vendors, assess their competence. In case of external vendors, a
mock training session is sometimes instigated to evaluate whether the training is
applicable to AIRTEL. In case of internal training, the OD team may collaborate with
the trainer to develop the training module and decide on the best method of delivery.
 Prepare approval notes for Training and acquire the necessary funds from the
Finance division.
 Arranging venue, logistics and other supporting materials.
 Following up with participants prior to training to confirm attendance.
 Help the trainer during the training sessions
 Update training database to maintain all training related records.
Training Database
To maintain detailed records of training classes and of each participant of AIRTEL,
a Training database is maintained. The OD unit is responsible to update data on
time, and develop or modify the database as and when required.
OD will maintain and update the following areas of the HR Information System:
 Employee training records, including supervisor and employee evaluations
 List of training programmes and records for implemented programmes
 Vendor profiles
 In-house Trainers training records
The Information System is to simplify data collection, storage, retrieval and the
management of records to improve both Operational (find, delete, add) and
Management tasks (planning, evaluation, decision making) of the organization.
Post-Training Evaluation
As we know, Management Development is future oriented and concerned with
education, skills building, or assisting a person to become a better performer.
Thus, AIRTEL’s Organizational Development activities attempt to install sound
reasoning processes to enhance one’s ability to understand and interpret
knowledge. As it is a new process it will be going through a continuous
improvement path.
AIRTEL believes that successful managers have analytical, human, conceptual
and specialized skills. They are able to think and understand the environment.
Training peers cannot overcome a manager’s or potential executive’s inability to
understand cause and effect relationships, to synthesize from experience to
visualize relationships, or to think logically. As a result, it is suggested that
management development be predominantly an education process rather than a
training process. Here education will be judged by its contribution to performance
where performance is a function of skills, abilities, motivation and the opportunity
to perform and the development of some other special skills like good listening
skills and the ability to read, analyze and classify types of employee behavior.
Post-training performance monitoring is the only effective way to assess and better
ensure employee skills development. Supervisors recommending training for a
subordinate will complete the first part of the ‘Performance with Real-Time
Evaluation’ Form with OD, and then the employee. This will identify the targeted
skills requiring development and that will be tracked.
For further improvement, every participant is given a course evaluation sheet
during the last hour of each session. In that form, participants are encouraged to
give their feedback that would lead to further improvement of the class material
and delivery. The completed forms are then collected and compiled; the data is
then analyzed to determine training effectiveness and trainer’s efficiency. The
training and the trainer are rated accordingly and the data is recorded in the
training database.
Training evaluation is incomplete without input from the supervisors of the trainees.
As they are the ones who will be able to best gauge the impacts of training from
noticing changes in performance after training. To that effect, a separate feedback
/ evaluation form (trainee evaluation for training effectiveness) is sent to the
supervisor’s within 10 days from the date of completion of the training. The
supervisors must fill-in the form in periodical 1, 3 and 6-month intervals.
As the employee’s mature and their concept of training and its importance
flourishes, new and advanced ideas from everyone will help this effort for
continuously enhance skills and understanding of the environment and its needs.

Recommendations
Economies in the twenty-first century are under relentless pressure to increase the
skill levels of their workforce. A highly skilled workforce is widely seen as being
essential for prosperity in a globalize world characterized by rapid technological
change. The implication is that high and growing incomes can only be sustained by
high and growing levels of worker productivity, which in turn demand ever-
increasing levels of worker skills. Planned people development should be one of
the basic concepts of any organization’s professional management system.
AIRTEL, in keeping up with the latest trend, have embraced many developmental
strategies and also started their application in the organization. However, they are
still a long way from achieving that totally synergistic and highly efficient workforce,
where every employee willingly takes the responsibility of his / her development
and also, in the spirit of teamwork, helps his / her team members.
In reference to measuring training effectiveness, there should be specific criteria
for measuring successful accomplishment of the objective. If there is a
written, specific, measurable objective, the subordinate would have a more specific
goal to work toward and would be more likely to accomplish the goal to the
supervisor’s satisfaction. Both persons would probably tend to view the
developmental process as a success and would therefore be encouraged to
continue working toward further development.
There should be individual development plans. While there may always be areas
of growth or development common to many at the same time, these ought not to
be the sum total of the people developing process taking place. It is often an easy
excuse for managers to point to plant–wide or company–wide “people” programs
as a way of absolving themselves of their people developing responsibility.
Everyone has developmental needs in order to help achieve the mission of the
organization.
Another operable word should be review. The manager is required to follow up on
the people development plans. They are not to be spoken of enthusiastically for a
brief period and then forgotten. If documented on company forms, they ought not
to be forwarded to some staff office as though floating off into never–never land.
They require monitoring so that progress any be checked periodically.
Finally, individual plans should be reviewed at least annually. This is an attempt to
offer some time frame for periodic review, so as not to make the task too time–con-
suming. Furthermore, a lot can happen in twelve months, so that this time span is
not too soon for considering new situations that might warrant changing or
updating the plan. Many practicing managers indicate a twelve-month time frame
as a practical one, especially when the development plan is discussed in the
context of the annual performance evaluation.

Conclusion
In order to reach the business objective of the company, AIRTEL is having
corporate culture. For this reason, individual divisions have their own objectives to
maintain this. The divisional objectives are far different compared to each other,
according to their nature of job and functional role. No doubt it is a great big
teamwork, which makes the business objective happen. Considering AIRTEL’s
success we can confidently say that we have such a winning team to be proud of.
The concept of the learning organization arises out of ideas long held by leaders in
organizational development and systems dynamics. One of the specific
contributions of organizational development is its focus on the humanistic side of
organizations. Learning organ