Industry:Telecom

Human Resource Management Practices in Airtel

Submitted To
Md. Awal Al Kabir
Assistant Professor & Adjunct Faculty
Department of Human Resource Management
Course Code: HRM 460

Section:01

Submitted By: Team Achievers

Name ID Number

Wasifa Tahsin Arani 1821579

Rabeya khan 1810477

Mohammed Habibullah Shah 1910288

Md. Ashikul Islam 1811337

Mohammed Istiak Rahman Niloy 1920803

Submission Date : 11th April 2022

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Report On

“Human Resource Management Practices in Airtel

A study based on Airtel.
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Letter of Transmittal

11th April 2022

Md. Awal Al Kabir

Associate Professor
Department of Human Resource Management

Independent University Bangladesh (IUB) Bashundhara R/A, Dhaka-1212.

Subject: Human Resource Management Practices in Airtel

Respected Sir,

It is indeed a great pleasure for us to be able to hand over the result of our hardship of the HRM
460 report on “Human Resource We have tried our level best in preparing this report. The
information of this report is mainly based on the website available on the internet regarding
this company. We gave our hundred percent for making this report come together.
Management Practices in Airtel. This report is the result of the knowledge which has been
acquired from the respective course.

We fervently hope that you will find this plan worth reading. We earnestly request you to call
upon us for any query or clarification that you would like me to explain. Hope you will
appreciate our hard work and excuse the minor errors. Thanking you for your cooperation and
best regards.

Sincerely yours

Team Achievers
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Table of Contents

Letter of Transmittal....................................................................................................................................3
Table of Contents........................................................................................................................................4
Executive Summary.....................................................................................................................................5
1.Introduction..............................................................................................................................................7
2. Company Profile......................................................................................................................................9
3. HR Department of Airtel Bangladesh.....................................................................................................10
HR Policies of Airtel Bangladesh..........................................................................................................10
4. Human Resource Practices in Airtel Bangladesh Limited.......................................................................12
4.1 Talent Acquisition............................................................................................................................12
4.2 Recruitment process........................................................................................................................13
4.2.1 Internal Sources........................................................................................................................13
4.2.2 External Sources........................................................................................................................14
4.3 Selection procedure.........................................................................................................................14
4.3.1 Steps in selection procedure.....................................................................................................15
4.4 Training............................................................................................................................................18
4.4.1 Employee Training Programs In Airtel.......................................................................................19
4.4.2 Internal and External Training..................................................................................................19
4.5.1 KUDOS Reward & Recognition Policy........................................................................................21
4.5.2 Sports Events:...........................................................................................................................21
4.5.3 Day out.....................................................................................................................................21
4.5.4 Traditional Occasions:...............................................................................................................21
4.5.5 Award Ceremonies....................................................................................................................21
4.6 Compensation..................................................................................................................................21
4.7 Benefits and Allowances..................................................................................................................22
5.Findings..................................................................................................................................................23
6.Recommendations..................................................................................................................................23
7.Conclusion..............................................................................................................................................24
8.References..............................................................................................................................................25
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Executive Summary
Airtel cherishes its human resources and its human resource strategies are geared toward
attracting and maintaining the industry's finest talent, since the immediate result of an
organization's progress is felt by its workers.

The company works to foster and maintain engagement, which needs a two-way communication
between employer and employee. The purpose of this research is to ascertain the organization's
plans and tactics for increasing employee engagement, as well as the efficacy of employee
engagement in Airtel Bangladesh Ltd. This study details the methods and procedures employed
by Employees to achieve a high level of perceived corporate support. The report's findings
indicate that there are various elements that contribute to employee satisfaction and to Airtel's
success. All engaged personnel are intellectually and emotionally connected to the business, are
enthusiastic about the organization's goals, and are devoted to the organization's values; as a
result, they go above and beyond the call of duty.

Airtel is committed to aligning its human resource strategy with its company strategy. The HR
staff was constantly monitoring to determine if the organization's teams has the mindset
necessary to accomplish the company's goal. The HR staff has placed a premium on matching
corporate objectives with those of the company's various groups and individuals. The firm has
placed a premium on recruiting young individuals.

The corporation established a state-of-the-art learning facility to encourage workers to participate

in a customized training program designed by British Telecom as part of their ongoing
professional development.

Human resources are crucial to an organization's success. Human resources refer to the
individuals who staff and maintain an organization. Human resource management is an
organizational function that is concerned with people and issues relating to them, such as
compensation, hiring, performance management, and training and development.

Hence Human resource management is critical to an organization's efficiency in managing

finances and markets. As a result, regardless of the size or structure of the company, effective
human resource strategy is needed.
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Individual Contribution
Name Contribution part

Md. Ashikul Islam Company Profile

Mohammed Istiak Rahman Niloy Introduction

Executive Summary
Human Resource Practice in Airtel

Mohammed Habibullah Shah Human Resource Department of Airtel

Bangladesh

Wasifa Tahsin Arani Human Resource Practice in Airtel

Findings
Rabeya khan Recommendations
Conclusions
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1.Introduction
Airtel Bangladesh Limited is Bangladesh's GSM cellular provider. Airtel became Bangladesh's
sixth mobile phone carrier on May 10, 2007, under the brand name "Warid Telecom." Airtel is
Bangladesh's sixth telecom operator. Bharti Airtel Limited, abbreviated as Airtel, is a New
Delhi-based international telecommunications services corporation. It is present in 18 countries
in South Asia and Africa, as well as in the Channel Islands. Depending on the country of
operation, Airtel offers 2G, 4G LTE, and 4G+ mobile services, as well as fixed-line broadband
and phone services. Additionally, Airtel had deployed its VoLTE technology across all Indian
telecom circles. It is the second biggest mobile network operator in India in the globe. Airtel
was ranked India's second most valuable brand in Mill ward Brown and WPP plc's first Brandz
rating.

Airtel is recognized with pioneering the corporate approach of outsourcing all operations except
marketing, sales, and finance and with developing the low-cost, high-volume ‘minutes factory'
model. Numerous operators have now embraced the method. Ericsson, Huawei, and Nokia
Networks provide and maintain Airtel's equipment, while Amdocs provides IT support. In India,
Bharti's subsidiaries and joint venture firms, notably Bharti Infratel and Indus Towers, maintain
the transmission towers. For the first time, Ericsson agreed to be compensated by the minute for
installation and maintenance of their equipment, rather than in advance, allowing Airtel to offer
inexpensive call rates of 1 (1.3 US)/minute.

Bharti Airtel announced on 11 August 2010 that it will acquire a 100% stake in Telecom
Seychelles for US$62 million, bringing the company's global coverage to 19 countries. Telecom
Seychelles began operations in 1998 and today provides 3G, fixed-line, ship-to-shore, and
satellite telephone services, as well as value-added services such as VSAT and International
Traffic Gateways, throughout Seychelles under the Airtel brand. The company controls over
57% of the Seychelles' mobile market. Airtel announced plans to invest US$10 million over
three years in Seychelles' fixed and mobile telecommunications networks, as well as in the
Seychelles East Africa subsea cable (SEAS) project. The SEAS project, at US$34 million,
intends to improve Seychelles' global connectivity by establishing a 2,000-kilometer undersea
high-speed link to Tanzania's Dar es Salaam.
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Bharti Airtel Limited, Asia's premier integrated telecom services provider, bought a 70% share
in Warid Telecom Bangladesh in January 2010. Since then, Airtel Bangladesh has begun its
journey. However, official operations under the brand name Airtel began in Bangladesh on 28th
December 2011. As a young firm, Airtel is thriving in Bangladesh, having made significant
strides in the nation. Airtel is making strides toward achieving its objectives.

In 2010, Warid Telecom sold a majority 70.90 percent stake in the company to Bharti Airtel for
US$300 million. The Bangladesh Telecommunication Regulatory Commission authorized the
deal on 4 January 2010. On 20 December 2010, Bharti Airtel Limited acquired management
control of the company and its board of directors, and rebranded the company's services as
"airtel." Warid Telecom completed the sale of its remaining 30% interest to Bharti Airtel's
Singapore-based subsidiary Bharti Airtel Holdings Pte Limited in March 2013. On 16 November
2016, Robi acquired airtel Bangladesh as a product brand, with Robi Axiata Limited functioning
as the airtel brand's licensee in Bangladesh.Robi is a joint venture between Malaysian
telecommunications company Axiata and Indian telecom company Bharti Airtel. Bharti Airtel
owns 28.18 percent of the corporation, while Axiata owns 61.82 percent.

People are vital for the growth and development of any organization. Thus, an ongoing training
and development program, in addition to some attractive compensation and benefits, is
unquestionably a considerable convenience for them. Following that, the key challenge for
human resources is discovering the root reasons of unsatisfied workers and dealing with them
correctly. The purpose of this article is to explore how Airtel Bangladesh Limited acquires,
manages, develops, and improves its workforce, as well as how they are the most efficient and
effective department for utilizing and preserving their amazing human resources. They follow
pre placement talks, short listing ,group discussion ,final interview , final offer in their
recruitment process.
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2. Company Profile
Airtel is a well-known telecom company in Bangladesh.
Airtel Bangladesh is managed by Bharti Airtel
Bangladesh. Since 2016, Airtel's journey began with a
simple idea. What do we value most in our lives? The
answer is also very simple. Friendship! That's why
Airtel, the # 1 Friends Network, launched its company
in 2010 with the same motto of celebrating every little
thing in life by being with friends, both online and
offline.
Airtel has always been there to encourage young people in
Bangladesh to grow as individuals, as units, engage in meaningful activities and progressive
thinking, and expose them to the horizons of colorful entertainment. A strong network and cheap
offers have made it possible to bring together young people to make the biggest circle of friends
the company of Bharti Airtel Bangladesh merged its operation into Robi Axiata Ltd. Therefore,
the defunct Bharti Airtel Bangladesh company no longer exist and currently has been taken over
and owned by Ltd. Following the merger of Robi and Airtel, the merged company known
as Robi Axiata Ltd. ‘Airtel’ will remain as a product brand of Robi Axiata. Since then, Robi
Axiata Ltd is the brand licensing holder for Airtel only in Bangladesh. In December 2005, Abu
Dhabi-based consortium Warid Telecom International LLC paid US $ 50 million to obtain a
GSM license from BTRC, making it the sixth mobile operator in Bangladesh. Warid's business
in Bangladesh was later renamed Airtel. In January 2016, Robi and Airtel Bangladesh announced
their intention to consolidate their operations in Bangladesh. The integrated company will serve
approximately 32 million subscribers and will be named Robi, in which Axiata Group owns
68.7% of the shares. BhartiGroup owns 25.0% and the remaining 6.3% is owned by NTT
DoCoMo. The merger was completed in November 2016. Airtel is a global brand.
Airtel is third largest company of the world. As a socially responsible brand, Airtel has adopted
many major corporate responsibility initiatives in ICTE, education, health and the environment
to contribute to the country's sustainable development. Empowering young people and getting
them to speak their hearts has always been Airtel's focus. Therefore, Airtel stretches out and
invites everyone to join the network of up to friends.
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3. HR Department of Airtel Bangladesh

3.2 HR Policies of Airtel Bangladesh

Airtel Bangladesh follows polycentric approach, it is a Indian firm running their business in
Bangladesh as it is a multinational organization. Its top position or white-collar job are filled by
host country nationals (HCN). So why did they choose Polycentric approach? The logic behind
this approach is that locals in the host country are more familiar with their culture and can run a
firm more efficiently than their foreign competitors. The difficulty in the adjustment of
expatriates and their families from the parent country gets eliminated. They also know
everything about the government and how to deal with the government which gives better
government support. They need connection with local government because they provide services
to local citizens. The hiring of locals or the nationals of the host country is comparatively less
expensive, which helps Airtel to reduce its cost of services. Airtel has better productivity due to
better knowledge about the host market employees have. Also, the career opportunities for the
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HCN increases which decreases unemployment rate of the host country, in return Airtel get
incentives and benefits from the local government. The main benefit of following polycentric
approach is this approach increases the success rate of Airtel Bangladesh. In this approach,
citizens of the host nation are picked to handle the subsidiary's operations and are given the
authority to develop business plans while keeping the subsidiary's mission and vision in mind.
Whereas nationals from the parent country maintain significant roles at the corporate
headquarters and oversee the subsidiary's activities from the home office.

But there are also many drawbacks of this approach:

1. Lack of coordination between the host and the parent company, due to the absence of a
link that gets created when expatriates from the parent country hold the managerial
positions at the subsidiary which sometimes decreases the quality of services of Airtel
Bangladesh.
2. The lack of effective communication between the staff members of both the host and the
parent company, due to the language barrier which bring up more issues to solve any
problems.
3. Sometime huge mismanagement occurs due to headquarter face difficulty to exercise
control over the subsidiary.
4. Headquarter have lack of knowledge about the market conditions of the host country.
5. The conflict may arise between the managers of both the host and the parent company
due to the different thinking processes.
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4. Human Resource Practices in Airtel Bangladesh Limited

Talent
Acquisitio
n

Benefits Recruitment

HR
4.1 Talent Compensa Practice Selection
Acquisition
tion
Airtel takes s help from
Placement offices of
Employee
Training
different Engagement universities, So
now employee
references are more valid and talented fresh graduates are employed directly, so more
employment opportunities are being created. ABL takes help from consultancy firms like:

1. Monowar Associates

2. Grow n Excel

3. Human Resource Kites

4. Absolute Solution

5. E-Zone Human Resource Management

These consultancy firms are specialized in sourcing and the source of getting CVs become more.
Internal Job Posting (IJP) has been started with Airtel. As a result, employees who want to
change their job or responsibilities can apply easily.

4.2 Recruitment process

When there is any vacancy in any department or is going to arise, the concerned department
informs the HR Department. If an internal transfer or selection can be done, then the application
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is asked from employees who are interested in career shifts can be selected to the vacant place.
The vacancies are internally advertised on the notice board.

4
.
2
.
1

Internal Sources
Internal sources consist of employee referrals which enable quick availability of CVs to the HR
department earning better posts through referrals benefits the employees & getting quickly
eligible candidates & high moral of the employees benefit the company. But these internal
references are limited to filling up vacancies at the lower level.

The following guidelines are issued to streamline the internal recruitment procedure.

 An employee must have at least worked for 5 years in the position where he is working to
become eligible for internal Recruitment.
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 Employees in the contractual obligation should also be permitted to apply against internal
advertisement but it depends on his qualification & efficiency work.

4.2.2 External Sources

External Recruitment is conducted when there is no internal force to fill up the vacancy & the
company is looking out for new candidates. The external sources are used for recruiting
permanent employees or who are higher up impositions.

External Sources Used are:

 Placement Agencies or consultants: - The vacancy is communicated to the placement

agency along with the job description & other specification. The CVs are sent in to the
company where the HR Manager & the concerned department head specify according to
their recruitment.
 Advertising: - Advertisements are given by- newspaper likes The Times of India, Indian
Express etc about the vacancy along with minimum qualification requirement.
Advertisement is used when qualified or experienced personnel are not available from
other sources.
 Central Employment Exchange:-The HR Manager contacts the employment exchanges
& gets the suitable candidate for the required job.

4.3 Selection procedure

The various steps in the selection of the desirable person in the employment procedure starts
only after the applications from the prospective employees are receive by the concern .These
applications are scrutinized considering the standard set out by the organization, The application
is screened out at each step and those who are found borne job are selected finally .The following
are the necessary steps generally involved in the selection process;-

Screening of
Applications

Approval by
Selection
appropriate
Tests
Authority:
 Physical
Interview:
Examination
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Reference
check
4.3.1 Steps in selection procedure

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
biodata, 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: Airtel hire the candidates based on their performance in the selection process.
So, you need to know about the hiring process and perform your best on the test.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.. Types of selection tests are as follows: HR
Interview, Aptitude test,
Technical Interview.

Mark Distribution Aptitude Test

Name of the Sections Number of Questions

Quantitative Ability 25

Reasoning Ability 25

Verbal Ability 25

Total 75 Questions & 60 Minutes

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Interview: Selection tests are normally followed by personnel interview of 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.

Reference check: Airtel sometimes ask the candidate to provide the names from whom more
information about the candidates can be requested. 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: 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.

Approval by appropriate Authority: On the basis of the above steps, suitable candidates are
recommended for selection by the selection committee or personnel department. Airtel’s
designate 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.

4.4 Training
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:
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4.4.1 Employee Training Programs In Airtel

Some of the programs are illustrated below that are conducted in airtel:

Communications

Computer skills
4.4
.2
Customer service

Diversity

Quality initiatives

Sexual harassment

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:

1) 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: In Airtel when senior employee takes an active role in identifying employee
weaknesses, mistakes resolve them immediately by devising action plans and monitoring
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performance. The effective coach gives guidance through direction, advice, criticism, and
suggestion in an attempt to aid the employee’s growth.

 Types of Training

HR Division of AIRTEL primarily offers following three types of training.

I. Skill Development AIRTEL offers a variety of course sessions in which trained people
present information on a variety of management and technical topics such as team
building, and leadership skills.

II. Induction and orientation Training: Each new employee at AIRTEL goes through a
thorough induction program that covers the organization's structure, products/services,
policies, and the numerous duties performed by each division or department. It involves
trips to various customer service centers, visits to other divisions, and interactions with
employees from other divisions if it helps the new leader understand his own work better.

III. Internship Program: AIRTEL offers internships to university graduates and students in
order for them to get real work experience in their academic fields, as well as to help the
operational work of a division. Internships stimulate AIRTEL's production and growth by
providing a fountain of fresh ideas, energy, creativity, and perspectives.

4.5 Employee Engagement

Employee engagement involves fun activities at office on different occasions like Pohela
Baishakh, Mother’s Day, International Mother Language Day, Valentine’s Day, Pohela Falgun
etc. Except these there are also engagement activities at work to motivate employees like when
somebody does something good, they get “Well done” or “Thank you” tag on their workspace.

4.5.1 KUDOS Reward & Recognition Policy

ABL strives to live up to its three principles of being alive, inclusive, and respectful in order to
fulfill its ambition of being the most loved brand and enhancing the lives of millions by 2015.
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Employees are encouraged to give each other KUDOS points for their relationship's aliveness,
inclusivity, or respect. Kudos may be used as a powerful motivational technique.

4.5.2 Sports Events:

Employees might benefit from sports to ease the stress of their daily routine. Airtel sees sports as
a powerful tool for developing team spirit and leadership skills. They have their own
professional football and cricket teams. At regular intervals, they also hold intra and inter-
tournaments in table tennis and badminton.

4.5.3 Day out

To escape from the daily busy work schedule Airtel arranges Day Out programs for the
employees. The HR team not only arranges Annual picnic, Day Out among the teams but also
organize Family Day taking employees’ family values into account.

4.5.4 Traditional Occasions:

Though Airtel is a concern of Bharti it pays proper respect to Bengali culture. Pahala Baisakhi,
Pohela Falgun, Pitha utshob are celebrated within the organization. The HR team organizes these
events, and all the employees participate with great enthusiasm

4.5.5 Award Ceremonies

Airtel believes that motivating employees in the right way can have a direct impact to the
productivity of the organization. That is why they organize different award ceremonies
throughout the year. For example: Long Term Service award is an attractive award for the
employees. Every employee completing their 5years of working span at Airtel receives this
award. Other significant recognitions are Air Value award, AOP etc.

4.6 Compensation
The compensation structure has not changed from Warid time except for there is nothing called
Gross Salary anymore, salary is given in TCTC (Total cost to company) format, which is the
international format followed in the world now. The gratuity period of ABL is 1 year and
probation period is 3 months which is the lowest in industry.
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4.7 Benefits and Allowances

 Medical support
 Temporary loan to employee’s policy
 Childcare allowance: will be given to them till the child turns 18 months old. It will be given
even in case of adoption. They also upgraded leave for new fathers for about 8 weeks.
 Handset allowance
 Hardship allowance
 Retirement Benefits
 Vacation Policy
 Opening Accounts of Internee Mobile Banking: Airtel Bangladesh Limited pays the monthly
stipend of its internees through DBBL Mobile Banking. Once the internee has an account,
his/her monthly stipend goes directly to the account. Later the salary can be taken from any
of the DBBL ATM booths
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4.7.1 Benefits for working women

a. Family friendly work options : Flexi time, telecommuting (home/ remote office), part time
options.

b. Maternity/ post-natal benefits : 12 weeks maternity leave, leave extendable up to 6 months

(24 weeks).

c. Mentoring program : Initiated for high potential middle management women employees
mentoring by senior women leaders.

5.Findings
a. To sustain high levels of worker involvement there is a reduced investment in inactive
leadership.
b. There is a dearth of regular feedback to employees as well as the management’s ability to
keep track of their operations.
c. There is a shortage of proper training for entry level and mid level personnel to improve
their skills.
d. Employees are under a little of stress at work and work diversity is not distributed
properly.
e. Airtel ltd’s most serious flaw is that it fails to validate authentic client information.

6.Recommendations
a. An important implication from this finding is that the organization should continue to
invest in its leadership initiative and other associated programs in order to sustain high
levels of employee engagement. The organization resources would appear to be well
spent if they were directed toward this goal.
b. Implementing new strategies, giving regular feedback to the employees and also the
manager is necessary to maintain employee engagement.
c. More training can be introduced to improve skills of the employees.
d. Work pressure of the employees should be reduced by hiring more people.
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7.Conclusion
Recent research and literature suggest that human resource activities are gaining in popularity
and studies show that human resource creation is linked to better organizational and commercial
outcomes. The purpose of the study was to investigate the overall level of HR at Airtel
Bangladesh Ltd as an exploratory measure of Airtel’s HR. According to HRV theory in an
agency like the one under study where personnel are highly engaged, and production outcomes
are high and customer service is excellent. A review of the annual report from the study agency
indicated that the study agency met or exceeded the standards and indicators for the fiscal year in
which the study was conducted. Therefore, a major finding of the study was that the high stall
engagement level may have come correlation with the organizations high production outcomes
and quality customer service reports.

8.References
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I. A Comparative Analysis of Serive Quality of Airtel. (n.d.). Retrieved from Core.

II. A STUDY OF RECRUITMENT AND SELECTION PROCESS " IN " BHARTI AIRTEL LIMITED " SUMMER
TRAINING PROJECT REPORT SUBMITTED TOWARDS PARTIAL FULFILLMENT OF BACHELOR OF
BUSINESS ADMINISTRATION. (n.d.). Retrieved from Academia:
https://www.academia.edu/37645671/_A_STUDY_OF_RECRUITMENT_AND_SELECTION_PROCE
SS_IN_BHARTI_AIRTEL_LIMITED_SUMMER_TRAINING_PROJECT_REPORT_SUBMITTED_TOWARD
S_PARTIAL_FULFILLMENT_OF_BACHELOR_OF_BUSINESS_ADMINISTRATION

III. Airtel. (n.d.). Retrieved from https://www.bd.airtel.com/en

IV. Airtel Placement Papers. (n.d.). Retrieved from Freshers Now:

https://www.freshersnow.com/airtel-placement-papers/

V. Balachandran, S. (n.d.). Here's how Airtel engages its employees. Retrieved from Peoples
Matters.

VI. HR POLICIES AIRTEL. (n.d.). Retrieved from India Document: https://vdocument.in/hr-policies-

airtel.html