Name: Submission Date:

Subject:
Group No:2 14-Jan-21 Human Resource Management
Course: Section: Group Number
EPGDIB-2020-21 B 2

Group Members:
Abhilash Hazra (1B)
Anuj Gulati (7B)
Kuldeep Singh (16B)
Prateek Mittal (25B)
Bharti Airtel Limited

Bharti Airtel Limited, also known as Airtel, is an Indian multinational telecommunications

services company based in New Delhi, Delhi NCT. It operates in 18 countries across South Asia
and Africa, and also in the Channel Islands. Airtel provides GSM, 3G, 4G LTE, 4G+ mobile
services, fixed line broadband and voice services depending upon the country of operation. Airtel
had also rolled out its VoLTE technology across all Indian telecom circles. It is the second
largest mobile network operator in India and the fourth largest mobile network operator in the
world with over 439.84 million subscribers.[5] Airtel was named India's 2nd most valuable brand
in the first ever Brandz ranking by Millward Brown and WPP plc.

Airtel is credited with pioneering the business strategy of outsourcing all of its business
operations except marketing, sales and finance and building the 'minutes factory' model of low
cost and high volumes. The strategy has since been adopted by several operators. Airtel's
equipment is provided and maintained by Ericsson, Huawei, and Nokia Networks whereas IT
support is provided by Amdocs. The transmission towers are maintained by subsidiaries and joint
venture companies of Bharti including Bharti Infratel and Indus Towers in India. Ericsson agreed
for the first time to be paid by the minute for installation and maintenance of their equipment
rather than being paid up front, which allowed Airtel to provide low call rates of ₹1 (1.4¢
US)/minute.

Airtel India is the second largest provider of mobile telephony after Jio and second largest
provider of fixed telephony in India, and is also a provider of broadband and subscription
television services. It offers its telecom services under the airtel brand and is headed by Sunil
Bharti Mittal.
Telemedia
Under the Telemedia segment, Airtel provides broadband internet access through DSL, internet
leased lines and MPLS (multiprotocol label switching) solutions[buzzword], as well as IPTV and
fixed line telephone services. Until 18 September 2004, Bharti provided fixed line telephony and
broadband services under the Touchtel brand. Bharti now provides all telecom services including
fixed line services under the common brand airtel. As of June 2019, Airtel provides Telemedia
services; in 99 cities.As on 30 June 2019, Airtel had 2.342 million broadband subscribers.

Airtel Broadband provides broadband and IPTV services. Airtel provides both capped as well as
unlimited download plans. However, Airtel's unlimited plans are subject to free usage policy
(FUP), which reduces speed after the customer crosses a certain data usage limit. In most of the
plans, Airtel provides only 64KByte/second beyond FUP which is equal to other competitors
tariffs. The maximum speed available for home users under the new V-Fiber program is up to
300Mbit/s and with DSL is 16Mbit/s.

The company is structured into four strategic business units – Mobile Services, Home Services,
Airtel Business and Content and Apps.

 Mobile Services: Largest wireless operator in the country both in terms of customers and
revenue. We offer postpaid, prepaid, roaming, internet and other value-added services.
Our distribution channel is spread across 1.1 Mn outlets with network presence in 7,906
census and 786,134 non-census towns and villages in India covering approximately
95.3% of the country's population. Our 3G and 4G services are spread across the country
offering high-speed internet access and a host of innovative services like Mobile TV,
video calls, live-streaming videos, gaming, buffer-less HD video streaming and multi-
tasking capabilities to our customers. Our national long-distance infrastructure provides a
pan-India reach with 273,600 Rkms of optical fiber.

 Home Services: The Company provides fixed-line telephone and broadband services for
homes in 90 cities pan-India. The product offerings include high-speed broadband on
copper and fiber and voice connectivity, up to the speeds of 100 Mbps for the home
segment. Digital TV Services - Our Direct-To-Home (DTH) platform offers both
standard and high definition (HD) digital TV services with 3D capabilities and Dolby
surround sound. We currently offer a total of 694 channels including 78 HD channels, 5
international channels and 3 interactive services.

 Airtel Business: India's leading and most trusted provider of ICT services with a diverse
portfolio of services to enterprises, governments, carriers and small and medium
business. For small and medium business, Airtel is a trusted solution provider for fixed-
line voice (PRIs), data and other connectivity solutions like MPLS, VoIP, SIP trunking.
Additionally, the Company offers solutions to businesses Audio, Video and Web
Conferencing. Cloud portfolio is also an integral part of its office solutions suite, which
offers Storage, compute, Microsoft office 365, ecommerce package through shopify and
CRM packages on a pay as you go model. Along with voice, data and video, our services
also include network integration, data centers, managed services, enterprise mobility
applications and digital media. Airtel Business provides 'One solution, bill, support, face'
 experience to our customers. We offer global services in both voice and data including
VAS services like International Toll-Free Services and SMS hubbing. Our strategically
located submarine cables and satellite network enable our customers to connect across the
world including hard to-reach areas. Our global network runs across 250,000 Rkms,
covering 50 countries and 5 continents.

INTRODUCTION TO PROJECT
RECRUITMENT

Recruitment is the process concerned with the identification of sources from where the personnel
can be employed and motivating them to offer themselves for employment. Recruitment is the
process of searching for prospective employees and stimulating them to apply them for jobs in
the organization. When more persons apply for jobs then there will be a scope for recruiting
better persons. The job-seekers too, on the other hand, are in search of organizations offering
them employment. Recruitment is a linkage activity bringing together those with jobs and those
seeking jobs.

According to Flippo, “Recruitment is the process of searching for prospective employees and
stimulating and encouraging them to apply for jobs in an organization”.

Werther and Davis have defined this as follows; “Recruitment is the process of finding and
attracting capable applicants for employment. The Process begins when new recruits are sought
and ends when their applicants are submitted. The result is of applicants from which new
employees are selected.”

Lord has defined, “Recruitment is a form of competition. Just as corporations compete to

develop, manufacture, and market the best product or service, so they must also compete to
identify, attract and hire the most qualified people. Recruitment is a business, and it is big
business.”

Thus, recruitment process is concerned with the identification of possible sources of human
resource supply and tapping that source. It is the process which prompts people to offer for
selection in an organization. This involves locating sources of manpower to meet job
recruitments.

GOALS OF RECRUITMENT

 To attract highly qualified individuals for the two Managerial Positions:

1. IT Manager
2. Marketing Manager
 To provide an equal opportunity for potential candidates to apply for vacancies.
SELECTION
Selection can be conceptualized in terms of either choosing the fit candidates, or rejecting the
unfit candidates, or a combination of both. Selection involves both because it picks up the fits
and rejects unfit. In fact, in Indian context, there are more candidates who are rejected than those
who are selected in most of the selected processes. Therefore, sometimes, it is called a negative
process in contrast to positive program of recruitment.

Stone has given a formal definition; “Selection is the process of differentiating between
applicants in order to identify (and hire) those with a greater likelihood of success in a job.”

According to dale Yoder, “Selection is the process in which candidates for employment are
divided into two classes-those who are to be offered employment and those who are not”.

Thus, the selection process is a tool in the hands of management to differentiate between the
qualified and unqualified applicants by applying various techniques such as interviews, tests etc.
In this
sense, it is a negative process of employment in which only a few who qualify for job are offered
employment and others are denied the opportunities. A sound selection policy ensures the
selection of suitable candidates.

GOALS OF SELECTION

1. To systematically collect information about to meet the requirements of the advertised

position.
2. To select a candidate that will be successful in performing the tasks and meeting the
responsibilities of the position.
3. To engage in hiring activities that will result in eliminating the underutilization of women
and minorities in particular departments.
4. To emphasize active recruitment of traditionally under-represented groups, i.e.,
individuals with disabilities, minority group members, women, and veterans.

BHARTI AIRTEL RECRUITMENT PROCESS

The objective of Recruitment is to ensure precisely channeled selection of resources, to enable

achievement of the company’s business goals. The recruitment processes of Bharti Airtel are
discussed below:

1. In Bharti Airtel once the Manpower budgeting is prepared by the CEO, GM-HR & HODs
at the end of financial year.
2. The concerned manager of a vacant position requests for manpower through Manpower
Requisition Form (MRF). GM-HR approves the form. If the manpower requirement is
approved, it is forwarded to recruitment manager.
 3. Then the sourcing of CVs is done, through various methods.
4. Then the initial screening, if the candidate is selected then he is supposed to fill JAF, and
then get the JAF form and mark the date of functional Interview.
5. Short listing of CV‟s as per requirement and then the candidates are called for the
interviews.
6. Then the candidate’s initial screening is done i.e., qualification of candidate is matched
with the requirement. JAF is made to fill by the candidate. Then comes the functional
interview round which is taken by the functional manager.
7. If he qualifies functional interview round then the candidate goes for the salary
negotiation, which is done by the HR. At last, the offer letter is issued to the selected
candidate.

SOURCES OF MANPOWER SUPPLY

An organization can fill up its vacancies either through promotion of people available in the
organization or through the selection of people from outside. Thus, there can be two sources of
manpower – external and internal. For all recruitment, a preliminary question of policy considers
the extent to which it will emphasize external and internal sources. Bharti Airtel at Guwahati
used both external and internal sources for recruitment. Vacancies through internal sources can
be filled up either through promotion or transfer; recruiters tend to focus their attention on
outside sources. Therefore, the first problem is to identify outside sources. Normally, following
outside sources are utilized for different positions.

Advertisement: Advertisement is the most effective means to search potential employees from
outside the organization. Employment advertisement in journals, newspaper, bulletins, etc., is
quite common in our country. An advertisement contains brief statement of the nature of jobs,
the type of people required, and procedure for applying for these jobs.

Employment Agencies: Many organizations get the information about the prospective
candidates through employment agencies. In our country, two types of agencies are operating:
public
employment agencies and private employment agencies. -Public Employment Agencies: There
are employment exchanges run by the government almost in all districts. The employment
seekers get themselves registered with these agencies. Normally, such exchanges provide
candidates for lower position like semi-skilled and skilled workers, and lower-level operations
like clerks, junior supervisors, etc. -Private Employment Agencies: There are many consultancy
and employment agencies like ABC consultants, Personnel and productivity services, etc., which
provide employment services particularly for selecting higher level and middle level executives.
These agencies also undertake total functions personnel on behalf of various organizations. They
charge fees for this purpose. Most of the recruitment has done through these private employment
agencies in Bharti Airtel.

On campus Recruitment: Bharti Airtel, conduct preliminary search of prospective employees

by conducting interviews at the campuses of various institutes, universities and colleges. This
source is quite useful for selecting people to the posts of management trainees, technical
supervisor, scientist, and technicians. The organizations hold preliminary interviews on the
campus on the predetermined date and candidates found suitable are called for further interviews
at specified.

Employee recommendations: Employee recommendation can be considered to the lower levels.

The idea behind employee recommendations as a source of potential applicants is that the present
employees may have specific knowledge of the individuals who may be their friends, relatives,
or acquaintances. If the present employees are reasonably satisfied with their jobs, they
communicate these feelings to many persons in their communities.

E -Hiring: Bharti Airtel, conduct preliminary search of prospective employees through the
internet service. There are many job portals available on internet like Naukri.com, Monster.com
etc. Candidates register their CVS on the different job portals which are searched by the
recruiters who are looking for the candidates. The candidates whose profiles match with the
recruiter’s requirement are contacted through email or by telephone for further interview process.

Plans for Interviewing:

SELECTION PROCESS OF BHARTI AIRTEL

A selection process at Bharti Airtel involves a number of steps. The basic idea is to solicit
maximum possible information about the candidates to ascertain their suitability for
employment. Since the type of information required for various positions may vary, it is possible
that selection process may have different steps for various positions. For example, more
information is required for the selection of managerial personnel as compared to workers. A
standard selection process of Bharti Airtel has the following steps:

Screening of Applications: Prospective employees have to fill up some sort of application

forms. These forms have variety of information about the applicants like their personal bio-data,
achievements, experience, etc. Such information is used to screen the applicants who are found
to be qualified for the consideration of employment. Based on the screening of applications, only
those candidates are called for further process of selection that is found to be meeting the job
standards of the organization.

Selection Tests: Bharti Airtel hold different kinds of selection tests to know more about the
candidates or to reject the candidates who cannot be called for interview, etc. Selection tests
normally supplement the information provided in the application forms. Such forms may contain
factual information about candidates. Selection tests may give information about their aptitude,
interest, personality, etc., which cannot be known by application forms. Types of selection tests
are as follows: Achievement test, Intelligence test, Personality test, Aptitude test, Interest test.
Interview: Selection tests are normally followed by personnel interview of the candidates. The
basic idea here is to find out overall suitability of candidates for the jobs. It also provides
opportunity to give relevant information about the organization to the candidates. In many cases,
interview of preliminary nature can be conducted before the selection the selection tests. For
example, in the case of campus selection, preliminary interview is held for short listing the
candidate’s process of selection.

Checking of References: Bharti Airtel, sometimes, ask the candidate to provide the names from
whom more information about the candidates can be solicited. Such information may be related
to
character, working, etc. The usual referees may be previous employers, persons associated with
the educational institutions from where the candidates have received education, or other persons
of prominence who may be aware of the candidate’s behavior and ability.

Physical Examination: Physical examination is carried out to ascertain the physical standards
and fitness of prospective employees. The practice of physical examination varies a great deal
both
in terms of coverage and timings. Bharti Airtel sometimes only takes general checkup of
applicants to find out the major physical problems which may come in the way of effective
discharge of duties. In the context of timings also, and then sometimes, locate the physical
examination near the end of the selection process, others place it relatively early in the process.
This latter course is generally followed when there is high demand for physical fitness.

Approval by appropriate Authority: On the basis of the above steps, suitable candidates are
recommended for selection by the selection committee or personnel department. Bharti Airtel‟s
designates the various authorities for approval of final selection of candidates for different
categories of candidates, Thus, for top level managers, Board of directors may be approving
authority; for lower levels, even functional heads concerned may be approving authority. When
the approval is received, the candidates are informed about their selection and asked to report for
duty to specified persons.
Placement: After all the formalities are completed, the candidates are placed on their jobs
initially on probation period may range from three months to two years. During this period, they
are observed keenly, and when they complete this period successfully, they become the
permanent employees of the organization.

CONCLUSION

In conclusion we would like to say that, in Bharti Airtel the management process works
smoothly. HR department of Airtel achieves the apex point, while fulfilling their objectives. As a
result of which, there is less employee turnover in Bharti Airtel, which led Bharti Airtel to the
great success in the corporate world. Some of the Human Resource Management functions of
Bharti Airtel are as follows:
a. Analyses jobs and skills needed in the organization.
b. Assesses, develops and implements policies, procedures and systems.
c. Recruits and selects workers
d. Appraises performance.
e. Rewards workers through the implementation of compensation systems. Designs
and delivers training, development and educational programs for employees to
provide the organization with the skilled resources it needs.
Compensation Structure
A compensation structure (or salary structure) is a hierarchal group of jobs that are assigned
to salary ranges within an organization. Salary structures are composed of pay grades that reflect
the value of a job within both the internal organization and external job market.

Methods Used to Design Salary Range Structures

The two most common
methods companies use to
design base salary structure
ranges are market pricing
using external market data and
point factor focusing on
internal pay equity.
Bharti Airtel companies use a
market-pricing approach with
current salary survey data for
individual jobs, to design and
adjust salary range structures
only for outsourcing employees company rely solely on the point-factor method, which assigns a
point value to specific jobs within a company.

In addition, 19 percent of compensation structure is decided by market-based and point-factor

approaches jointly.
  Bharti Airtel aims to offer equitable, competitive salaries and map out employee’s path to
growth and higher pay.
 The typical Marketing Manager and IT Manager salaries at Bharti Airtel can ranges from
₹7,36,321 - ₹23,97,323. This estimate is based upon 3 Bharti Airtel Marketing Managers
and 2 IT Managers salary reports provided by employees or estimated based upon
statistical methods. When factoring in bonuses and additional compensation, Marketing
Manager and IT Manager at Bharti Airtel can expect to make an average total pay of
₹7,89,922.
 At Airtel, compensation for new hires (managers in this case) are determined as per
below:
 Salary History – to ensure there is no gap.
 Arbitrary figures – ensure it is competitive compensation packages.

[Bharti Airtel]
[6th Floor, Udyog Vihar, Gurgaon - 122016
Landmark: NEAR Tower A, Plot No-16, Phase-4]

Salary Slip
 
Pay Period Begin
Employee Name:  
Date:
Employee Pay Period End
 
Address: Date:
Employee ID: Rate:  
SSN: Hours:  
Earnings Deductions
4800.
Basic 40,000.00 Provident Fund
00
 1000
HRA 20,000.00 Tax Deduction
0.00
Dearness
4,000.00 -
Allowance
Conveyance
2,000.00 -
Allowance
 Special
  28,000.00 -
Allowance
 Medical
  4500.00 Loan -
Allowance
Incentive 15000.00
Bonus 0.00
1480
Total Earnings 1,13,500.00 Total Deduction
0.00
Current NET
    98,700.00
Salary
YTD NET Salary     xxxxx
Payment
  Time Off Balance  
Information
Paid Time Off
Check Number:    
Balance:
Sick Time
Check Date:    
Balance:
Total Time Off
Name of Bank:    
Balance:
 
   
Employee Director
   
Signature: Signature:
Orientation Process at Bharti Airtel

Orientation is the formal process of familiarizing new employees with the organization, their
job, and their work unit. Its purpose is to enable new employees to get „in sync‟ so that they
become productive members of the organization.”

Why orientation Matters at Bharti Airtel

• Ensures the new manager’s first experience is positive, which is important for Airtel.
• Increased comfort level, which is expected to increased productivity.
• Making the two managers feel valued.
 • A proper introduction session with most of the team heads
• This tends to improve new employee morale by making him/her comfortable about the
policies and plans.
• Reduces the chance of short-term employee turnover.
• Lowers recruitment and training costs.

Participants in the Orientation Process

• First two days of orientation:

- The newly hired manager
- Assistant managers and departmental leads
- Key line staff and peer (who will be working closely)
• Later during the week:
- Regional Office Staff
- Other Regional Staff
- Key Stakeholders – Suppliers, legal team etc.

Planning the Orientation Process

Pre-Orientation (Goals)
- Reduce the new manager’s anxiety about first day.
- Preparing the presenter
- Prepare existing staff for the arrival of the new manager .
- Prepare the employment package Prepare the Airtel’s managers work space.

Day 1(Goals)
- Put the new manager at ease and make them feel welcome.
- Put staff at ease with the new manager.
- Clarify roles and relationships.
- Explain organizational policies, procedures and structure.
- Explain the corporate culture and your management style.

Orientation Week (Goals)

- Ensure presenter and the new manager understand each other’s goals, and how to
achieve them.
- Communicate your performance expectations.
- Ensure the new manager understands how to communicate with you, their staff and
the rest of the team.
- Make yourself available to communicate and coach your new manager through that
first week.

Ongoing (Goals)
- Ensure the new manager is settling into the culture.
- Ensure any performance problems are addressed early on.
 - Continue the open and honest feedback over the time.

Checklist to be followed:

Staff Development

Staff development refers to all the policies, practices, and procedures used to develop the

knowledge, skills, and competencies of staff to improve the effectiveness and efficiency both of
the individual and the University. ... Appropriate Management Guidelines on the implementation
of this policy  are provided.

Policy on Professional Development

• Individual training programs – Human skills, such as presentation skills, eating habits,
client management etc. At Airtel, these training programs are mandatory for all
employees and has a quarterly frequency.
 • Organizational level training programs – Another set of mandatory trainings at Airtel.
These usually revolve around the employees involved in public dealings. Examples varies
from Anti-corruption, anti-money laundering, Expected behavior at work etc.
• Process Related training programs – At Airtel, each employee is considered as a valuable
asset. In order to make the best out of it, business specific trainings are emphasized.
These trainings could be understanding client role in overall business etc.
• Elective training – Airtel follows an open-door policy, for instance, any special
requirements that the hired manager may have would be taken care of. Learning
advanced excel maybe one of the examples.

We promote internal movements

We promote mentoring

Policy on Higher Education: Sponsored Exec MBA (weekend)

On the job training

Incentives/ Rewards

• Airtel is known for its employee satisfaction, the same is due to the fact that Airtel
recognizes its employees for their hard and smart work.
• Monthly, quarterly or annual incentives are provided, if below is satisfied:
- Employee level: zero turnover and no escalations
- Bharti Airtel continues to make the profits
• Awards like:
- Employee of the month: Someone with outstanding performance over the month
- Best Performer: Someone who has been able to drive efficiency
- Manager of the Quarter: Outstanding performance throughout the quarter

TRAINING AND DEVELOPMENT AT AIRTEL

INRODUCTION

Every organization needs to have experienced and well-trained employees to perform the
activities. Rapid changes in the environment have not only made the jobs more complex but have
also created increased pressures for the organizations to re-adapt the products and services
offered to compete in this fast-changing world. Therefore, in a rapidly changing society training
is an activity, which is must for maintaining a viable and knowledgeable work force. Success of
any training program largely depends upon proper identification of training needs. Training
needs are felt by the managers when they discover/perceive deviation between standard
performance and actual performance of its employees. It is not that only workers need training.
Simultaneously supervisors, managers and executives need to be trained and developed to grow
and acquire maturity of thought and action. Many organizations invest considerable resources in
training and development but never really examine how and where this can most effectively
promote organizational objectives and individual growth. The failure to analyze training needs
within the organization will lead to lesser of benefits and huge investment in the training
program of the institute. Hence it would be pertinent to analyze training needs first and then
impart training accordingly.

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

Training Objectives

The primary objective of training in Airtel is to develop an efficient workforce at all levels of org
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 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, 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. It’s 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 India.

 Foreign - trainings taking place outside India, other countries of presence.
 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

A particular emphasis has been made on building a corporate culture where team spirit is
fostered, and the channels of communication are open to 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.

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 undergoes 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 centers, 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 intern 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. On the basis of successful completion of Internship Program by the
internee, HR division interviews them for recruitment if there is any suitable post available.

IDENTIFICATION FOR TRAINING

There are so many ways to identify the cause of the problem. Over here we discussed 3 main
causes where by few find that 3 of them are very much in use in industry. That is employee
himself, performance appraisal, and superior assessment. Here we can see that the best to know
about you is he. He can be monitored by the team head too who sees him working regularly and
if found then can recommend him to undergo training.

23%
 38%

39%

Marginal (3) Low(2) Very low (1)

Very high (5) High (4)

KIND OF TRAININGS

Training small word covering wide connotation, is the way you groom some one in different
environment and ways available as per the capacity as well as availability. On the complexities
of it training is imparted to individual. At Airtel employees have been undergone in almost all
the above category but most of them feel it should be held off the job so that they can
concentrate approximately in whatever they are taught, where as they feel that some training like
6 sigma, 5s, Kaizen should be help on the job for its effectiveness.

HOW FREQUENTLY AIRTEL GO FOR TRAINING?

Learning at Bharti is a continuous process, and they learn at each and every stage. The education
and training team continuously strive to make its colleague learn as frequent as possible. So that
they are always prepared for any situation to face the competitive world. Proper training of
employee is held as per the need and requirement of the employee related to the work he is
assigned. So that he can do his best. But still if we see people frequently go for training.
TRAINING ALIGNMENT WITH ORGANISATION OBJECTIVE

28%
32%

0%

40%

Marginal (3) Low(2) Very low (1)

Very high (5) High (4)

Organization as well as employee. Most of the people feel that the training they undergo is
aligned to organization objective only. But while during interview and self-observation it was
found that training at Bharti moves parallel i.e., organizational development as well as individual
too rather, they feel they go hand in hand.

TRAINING PROCESS AT AIRTEL

Training process of Bharti Cellular Ltd. depends upon: -

 Training need identification

 Selecting the right training programs

  Preparation of training calendars

 Finalizing about the training programs and sending the information to the concerned
employees.

 Organize effective training programs.

 Deliver course and validate training.

 Take a training programs feedback.

Evaluate training and incorporate changes if required.

CONCLUSION AND RECOMMENDATIONS

Training analysis at AIRTEL is done with the view of both the superiors and subordinates. The
common feeling is that the thrust in future should be on developing people skills and not only
functional skills. IT would be a key focus area. Many trainees are not satisfied with performance.
Most of the times trainees involved in various programmes. Thus, we conclude that Bharti's
effort towards training and development has been successful.

This is also observed that training should be imparted on current issues like change management,
Agile Project Development training, Domain/Vertical training etc. Training sessions should not
be long and self-directed learning should be encouraged.