l&d_group 4 almost final

8/12/2019 L&D_Group 4 Almost Final

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Acknowledgement

This study would not have been possible without the cooperation of & generous

help from a number of people. While it may not be possible for us to express

our thanks to each of them individually, we wish to place on my record my

appreciation to them for all the help they extended to me during the project.

We, as members of group 4 are highly indebted to Professor. J K Jain for

his incessant guidance, both professional and personal along with motivation,

which has been one of the key ingredients in the successful completion of this

project.

We would also like to thank Akriti Bajpayi, our alum who guided us and

gave us an introduction to the training policies & means in airtel. She also

provided us with information about smart learn+ which is the new intiative in

learning and development, which has end to end training facilities & the

employees of airtel at various levels who filled our questionnaire and helped usin successful & meaningful completion of our project.


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Table of Contents Acknowledgement ........................................................................................................................... 2

Executive Summary ......................................................................................................................... 3

Industry Profile

About Airtel

Sytematatic approach to training.9

Training needs..1


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INDUSTRY PROFILE

In the early 1990s, the Indian government adopted a new economic policyaimed at improving India's competitiveness in the global markets and the rapid

growth of exports. Key to achieving these goals was a world-class telecom

infrastructure.

In India, the telecom service areas are divided into four metros (New Delhi,

Mumbai, Chennai and Kolkata) and 20 circles, which roughly correspond to the

states in India. The circles are further classified under "A," "B" and "C," withthe "A" circle being the most attractive and "C" being the least attractive. The

regulatory body at that time the Department of Telecommunications (DOT)

allocated two cellular licenses for each metro and circle. Thirty-four licenses for

GSM900 cellular services were auctioned to 22 firms in 1995. The first cellular

service was provided by, Modi Telstra in Kolkatta in August 1995. For the

auction, it was stipulated that no firm can win in more than one metro, threecircles or both. The circles of Jammu and Kashmir and Andaman and Nicobar

had no bidders, while West Bengal and Assam had only one bidder each.

In 1996, the Telecom Regulatory Authority of India (TRAI) bill was introduced

in the Lok Sabha, and the president officially announced the TRAI ordinance on

25 January 1997. The government decided to set up TRAI to separate regulatory

functions from policy formulation, licensing and telecom operations. Prior to

the creation of TRAI, these functions were the sole responsibility of the DOT.


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AIRTEL - the company profileAirTel comes to you from Bharti Cellular Ltd, consortium of giants in the

telecommunication business. AirTel launched its services in Delhi on November

14, 1995. It has at present over six lakh fifty thousand customers in its six yearsof pursuit of greater customer satisfaction; AirTel has redefined the business

through marketing innovations, continuous technological up gradation of the

network, introduction of new generation value added services and the highest

standard of customer care.

AirTel has consistently set the benchmarks for the Indian cellular industry to

follow. First to launch Cellular service in Delhi on November, 1995.First operator to revolutionaries the concept of retailing with the inauguration of

AirTel Connect (exclusive showrooms) in 1995. Today AirTel has 20 Customer

Care Touch points called "Connects" and over 350 dealers in Delhi and NCR

Towns

First to expand its network with the installation of second mobile

switching center in April, 1997 and the first in Delhi to introduce the Intelligent

Network Platform First to provide Roaming to its subscribers by forming an

association called World 1 Network. First to provide roaming facility in USA.

Enjoy the mobile roaming across 38 partner networks & above 700 cities

Moreover roam across international destinations in 119 countries including

USA, Canada, and UK etc with 284 partner networks.


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Vision For 2015- What they want to becomeBy 2015, airtel will be the most loved brand, enriching the lives of millions

MissionWe will meet the mobile communication needs of our customers through:Error- free service deliveryInnovative products and servicesCost efficiencyUnified Messaging SolutionsBharti ValuesInn venturing

We will generate and implement entrepreneurial and innovative ideas, whichwill continuously create new growth engines.

Customer FirstWe are committed to delivering service beyond the expectations of thecustomer. Our quality of customer responsiveness clearly differentiates us fromothers.

Performance CultureWe benchmark our processes and performance against world-class standards.We distinguish between performers and non-performers by valuing achievementat the individual as well as the team level. Ours is a culture of inclusively wherefeedback, learning and ideas are actively encouraged, sought and acted upon.

Valuing PartnershipWe are committed to building exemplary relationship with our partners, whichstand on the principles of mutual trust and mutual growth .

Valuing People We nurture an environment where people are respected and their uniqueness isvalued. We believe that people are our key differentiators.

Responsible Corporate CitizenshipWe are committed to making a positive and proactive contribution to thecommunity. As a responsible corporate citizen we will contribute to and abide

by Environmental and legal norms.

Ethical PracticesWe will uphold the highest ethical standards in all internal and externalrelationship. We will not allow misuse or misrepresentation of any kind.The picture on the following page summarises the values & their brand

promise.


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Figure1. Vision & Values


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SYSTEMATIC APPROACH TO TRAINING

ORGANISATIONAL ANALYSISIdentification of organizational objectives/needs/growth potential and

resources.

TASK ROLE ANALYSISIdentification of knowledge, skills and attitudes required .

MANPOWER ANALYSIS

Identification /definition of target population and performance analysis.

STATEMENT OF TRAINING NEEDIdentification of gap between existing and required level of knowledge skills

and attitude.Isolate problem areas amenable to resolution through training

SETTING TRAINING OBJECTIVESIn terms of behavioral charges

In terms of output/results

DEVELOP MEASURES FOR JOB PROFICIENCY

DEVELOP TRAINING POLICY, PLAN, PROFICIENCYPLAN AND DESIGNTRAINING AND PROGRAMME

Course constructionArrange resource

CONDUCT TRAINING PROGRAMMESIndividual Group On-the job


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FOLLOW UP AND EVALUATIONCarry out evaluation at various phases against the training objectives set.

Develop follow-up measures for monitoring.

VALIDATE Against measures of job proficiency

ENSURE FEEDBACK OF RESULTS

REVISE IF NECESSARY

Management can determine the training needs by answering the followingquestions: What are the organization's goals? What task must be completed to achieve these goals? What behaviors are necessary for each job incumbent to complete his/herassigned jobs? What deficiencies, if any, do incumbents have in skills, knowledge or attitudesrequired to perform the necessary behaviors? It again depends on seeing the performance of an individual?Based on out determination of the organization's needs, the type of work that isto be done, and the type of skills necessary to complete this work, the training

programme should follow naturally.What kind of signals can warn a manager that employee training may benecessary?Clearly, the more obvious, ones relate directly to productivity; inadequate job

performance assuming the individual is making a satisfactory effort, attentionshould be given toward raining the skill level of the worker. When a manager isconfronted with a drop in productivity, it may suggest that skills need to befinetuned. In addition to productivity measures, a high reject rate or larger thanusual scrap page may indicate a need for employee training. A rise in thenumber of accidents reported also suggests some type of re-training isnecessary. There is also the future element: changes that are being imposed on

the worker as a result of a job redesign or a technological breakthrough. Thesetypes of changes require a training effort that is fewer crises oriented; that is, a


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proportion for planned change rather than a reaction to immediatelyunsatisfactory condition.When inadequate performance results from amotivation problem rather than askills problem, the rewards and disciplinaryaction may be of greater relevance. Nor would training be the answer of the

problem lies outside the job activity itself.For examples, if salaries are low, if supervision is poor, if workers benefits areinadequate or if the physical work tryout is deficient, spending on employeetraining may have little or no effect on productivity, since inadequate

performance is due to conditions that training cannot remedy. Training canenhance skills but does nothing to relieve monotony.Once if has been determined that training is necessary, training goals must beestablished. Management should explicitly state what changes or results aresought for each employee. It is not adequate merely to say that change inemployee knowledge, skills, attitudes or social behavior is desirable, we mustclarify what is to change, and by how much. These goals should be tangible,feasible and measurable. It should be clear both to the management as well asthe employee.


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TRAINING NEEDS

IndividualOrganizational- Identified through thecorporate MBO serious.Itgives the necessaryinformation, regardingthegaps which prevails

Manager personnelOperativepersonnel

Training needsidentified throughemployees meritratingsystem

External training

Exposure approved bydivisional director andmonitored by corporatetraining &development manager

Internal training

Needs identified throughappraisal system, andprogramme monitoredby corporate training anddevelopment manager .


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Types of training method

the training methods which are generally used in an organization are classifiedinto two i.e.,a) On the job : The most important type of training is on the job training. Theexperience of actually doing something makes a lasting impression andhas a reality that other types of training cannot provide. There are several typesof training programmes which make use of on-the-job training concept whichare as follows:

Off the job: This is a type of training which is imparted to the employeesthrough education programmes,simulators and training aids etc.The off the jobtraining includes the following:

method

Training, as a process of long tem learning is essentially a developmental

tool. Through, effectively utilizing this tool, the organization expects to achievecareer objectives. Sensitize employees towards their role in achieving theorganizational vision of Leadership through Differentiation. Contributetowards the career progressions of the employees by importing knowledge of anadditional or reinforcing nature, developing skills and bringing about desiredattitudinal changes among them. This would not merely prove effective inassisting them to achieve organizational goals but also enable enhancement oftheir self esteem and self confidences to face external challenges.

Ours is changing and dynamic organizations which have to pay

considerable emphasis on training and retraining its employees to enable themto be competent committed and have the capacity to change according to theexternal and internal demands and pressures. Training of employees is notmerely the responsibility of the management or the training cell alone, but theresponsibility of department managers as well.

Accordingly, the human resource department must enable theirinvolvement in the process of employee training and development.


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TRAINING STEPS

There are four basic steps in carrying out the training function:

training and Reinforcement of training (D).

Training Need Assessment

consultation with the individual, his/her supervisor and the Head/Chief of thedepartment. The performance management system as well as feedback byemployees across the organization is used for collaborating the trainingneeds.Training Calendar

This carries details about the training programmes that will be conductedduring the course of the year. In-hour and external training are held on

behavioral as well as specific job related skills.Training Evaluations

ascertain the value being added to the employees.Managers nominate employees for training. Attendance at the training classes isobligatory. You are encouraged to make the best use of these opportunities

provided by the company to enhance your professional skills. Training recordswill be maintained in the Personal File of each employee, for review at any time


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DATA ANALYSIS AND FINDINGS

We now try to analyze and interpret the data to reach a conclusion. We beginwith the analysis of the data collected from the T&D staff.

METHODS USED FOR TRAINING NEEDS ANALYSIS The training needs analysis is done generally by discussion with superiorsand departmental heads. However, the participants themselves also play a vital role in identifying theirown training needs. Also, performance appraisal sessions and customer feedback are twoimportant ways through which training needs can be analyzed.

Areas in which training is impartedBharti provides training to all areas mentioned, however, the training impartedto the employees depends on the level of organizations.

Frequency of training programmeTraining programmes are conducted at Bharti throughout the year. The durationdepends on the type of the training. Training for computer basics are for 3-5days, and for executive trainees are for 1 year.

Changing trends in T&D todayFocus on right attitude and overall development of the employee.Focus on sophistication of technologiesTrainer-trainee cooperationElements for making training programme successful

Clear objectives, good faculty, right training method, physical arrangements,duration of training programme, contents of TP, and rewards/incentives afterTP. We have used the method of Moving Averages to determine the rankings.

Identification of training needs90% involved 10% not involved.Effectiveness of training method used85% said effective, 15% said ineffective.Achievement of training objectives95% satisfied, 15% dissatisfiedContinuous training60% satisfied, 40% not satisfiedInvolvement in programme planning55% happy with involvement, 45% not.

Communication of problems to management30% dissatisfied, 15% not involved, 55% involved and satisfied


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Different companies adopt different training and development as per the needsof trainee as well as organization so that person don't lack in any area of hisactivity, which in turn won't affect the company at large. Hence training as perthe need arising up. At Bharti they have a separate education and training

department, which looks for the training and development of employee. Herenew technique includes 6 sigma, 5s, kaizan and so, where as hr includes,teambuilding, motivation, behavior, general includes the rest other kind oftraining and development progamme at Bharti Airtel Ltd.


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NEED IDENTIFICATION

As already discussed in brief in report as to how it should be done so root of problem can be traced out and accordingly it can be treated well for the bestoutput. There are so many ways to identify the cause of the problem. Over herewe discussed 3 main causes where by few find that 3 of them are very much inuse in industry. That is employee himself, performance appraisal, and superiorassessment. Here we can see that the best to know about you is he. He can bemonitored by the team head too who sees him working regularly and if foundthen can recommend him to undergo training.

Training small word covering wide connotation, is the way you groom someone in different environment and ways available as per the capacity as well asavailability. On the complexities of it training is imparted to individual. AtAirtel employees have been undergone in almost all the above category butmost of them feel it should be held off the job so that they can concentrateapproximately in what ever they are taught, where as they feel that sometraining like 6 sigma, 5s, Kaizan should be help on the job for its effectiveness.


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HOW FREQUENTLY YOU GO FOR TRAINING?

Learning at Bharti is a continuous process and they learn at each and everystage. The education and training team continuously strive to make its colleaguelearn as frequent as possible. So that they are always prepared for any situationto face the competitive world. Proper training of employee is held as per theneed and requirement of the employee related to the work he is assigned. Sothat hecan do his best. But still if we see people frequently go for training.


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TRAINING ALIGNMENT WITH ORGANISATION OBJECTIVETraining programme is prepared keeping in mind the development oforganization as well as employee. Most of the people feel that the training theyundergo 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 gohand in hand.


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ANY FEEDBACK TAKEN

Yes feedback is taken from the trainee after the training is over. In terms likewhether they liked the training, which they had undergone, was that sufficient

enough to make them handy and competitive to go with. If not then what can bedone which make it easy and handy to understand. If they are looking for anykind of further training keeping in mind any consecutive training related to

previous undergone and if any new conceptual training emerged as on.

LIMITATIONSder and the receiver, due to differing perceptions,

communication errors in the form of miscomprehension, selective perception etc. creeps in. In this case too, these were unavoidable, andthus might have added to slight inaccuracy in my results.

r major limitation was of time and nonavailablity of the concerned persons at times.

because of some of its company policies.


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CONCLUSION AND RECOMMENDATIONSTraining analysis is done with the view of both the superiors and the criminals.The common feeling is that the thrust in future should be on developing peopleskills and not only functional skills. IT would be a key focus area. Many

traineesare not satisfied with performance. Most of the times trainees involved invarious

programmes. Thus we conclude that Bharti's effort towards training anddevelopment has been successful.We also feel training should be imparted on current issues like changemanagement etc. Training sessions should not to be long and self directedlearning should be encouraged.Training process of Bharti Cellular Ltd. depends upon : -

Selecting the right training programmes

e training programme and sending the information tothe concerned employees

Evaluate training and incorporate changes if required.


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vi. HRD/HRMvii. Strategic managementviii. Corporate governanceix. Behavioral and emotional training

x. Interpersonal and interactive skillsxi. Adaptability to change in futurexii. Problem solvingxiii. Communication skills

5. What are the various training methods employed?On the jobi. different locations with the location in chargeii. practical work

Off the jobi. lecturesii. audio-visual aidsiii. simulationsiv. discussionsv. seminarsvi. workshopsvii. project work

6. Do you think the methods used are relevant and effective?

7. What are your objectives in attending a training programme?i. gain knowledge in your areaii. to enjoy social get together

iii. develop competenciesiv. self developmentv. personal satisfaction as well as taking a break from continuous andstrenuous workvi. overcome mental blockage0 and eliminate complacency


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8. Do you think your objective of attending the training program isnormally achieved?

9. What according to you are the key areas in which training should beimparted?i. Technical skillsii. Managerial skillsiii. Computersiv. Functional areasv. Interpersonal relationsvi. Self developmentvii. Behavioral skillsviii. Handling workforce in the age group of 45-50 yearsix. Human relations.x. Communication skills

10. Are you provided with adequate continuing training to keep you

abreast of the changes in the environment?

11. What are the methods used to evaluate the effectiveness of a trainingprogramme?i. feedback after trainingii. improvement in performanceiii. written test/exam

12. Does the management take into consideration your opinion on thetraining programme?


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