CHAPTER-1

Introduction

ABOUT THE COMPANY

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Bharti

Airtel

is

one

of

India's

leading

private

sector

providers

of

telecommunications services based on an aggregate of 66,689,943 customers as on April 30, 2008, consisting of 64,370,434 GSM mobile and 2,319,509 Bharti Telemedia subscribers. The businesses at Bharti Airtel have been structured into three individual strategic business units (SBUs) - mobile services, telemedia services (ATS) & enterprise services. The mobile services group provides GSM mobile services across India in 23 telecom circles, while the ATS business group provides broadband & telephone services in 94 cities. The enterprise services group has two sub-units - carriers (long distance services) and services to corporates. All these services are provided under the Airtel brand. Company shares are listed on The Stock Exchange, Mumbai (BSE) and The National Stock Exchange of India Limited (NSE). The company has a strategic alliance with SingTel. The investment made by SingTel is one of the largest investments made in the world outside Singapore, in the company. The companys mobile network equipment partners include Ericsson and Nokia. In the case of the broadband and telephone services and enterprise services (carriers),

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equipment suppliers include Siemens, Nortel, Corning, among others. The Company also has an information technology alliance with IBM for its group-wide information technology requirements and with Nortel for call center technology requirements. The call center operations for the mobile services have been outsourced to IBM Daksh, Hinduja TMT, Teletech & Mphasis MILESTONE OF COMPANY 1. Mobile phone operator, Bharti Airtel, became the first Indian telecom company to serve 50 million customers last month, and is now the worlds tenth largest wireless carrier. 2. Bharti has doubled its user base in the past 14 months alone, and hopes to reach 100 million subscribers by 2010, according to company executives. 3. Our next 50 million will largely come from rural India as our plan is to reach 5,200 census towns and over five lakh villages, covering 96 per cent of the Indian population, said Bharti Airtel president and CEO, Manoj Kohli, at a news conference this week. 4. Bharti Airtel, Indias leading telecommunication services provider, today announced that it had crossed the 50 million customer mark. With this, Bharti Airtel has achieved the distinction of becoming the fastest private telecom company in world to achieve this landmark in a single country - within 143
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months of start of operations. The 50 million customer base covers mobile as well as broadband & telephone customers. 5. Commenting on this major global landmark, Mr. Akhil Gupta, Joint Managing Director, Bharti Airtel said, We are delighted to have achieved this major landmark, which puts Bharti Airtel amongst the top telecom companies in the world. It underlines the strength of our unique business model and our vision to provide affordable services like lifetime prepaid to customers across the length and breadth of the country. I would like to thank our partners for having shared our vision. This milestone highlights the emergence of India as one of the top telecom markets in the world and we are proud to have been at the forefront of this growth. Going forward, we believe this growth momentum will remain intact and we are gearing towards the 100 million customers mark. 6. Bharti Airtel crossed the 10 million customer mark in November 2004. In July last year, it crossed the 25 million customer mark. 7. The company added the next 25 million customers in just 14 months. This is amongst the fastest rate of customer additions by any telecom company in the world. 8. Mr. Manoj Kohli, President & CEO, Bharti Airtel added, This is a very proud moment for us and I would like to thank our 50 million customers for
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believing in Airtel. It is a tribute to our commitment to provide best-in-class services to our customers and lead the market with exciting innovations. We are committed to create a world-class organization and benchmark it with the best in the world. As the market gets ready for the next wave of growth, we are committed to expanding our telecom networks wider and deeper across the country and partner Indias growth story.
9.

In the mobile business, Bharti Airtel plans to make considerable investments in Network expansion to establish presence in all census towns and over 500,000 villages across India by 2010, thereby covering 95% of the countrys total population. The companys strategic focus will be on further strengthening the Airtel brand through best-in-class customer service, which is backed by wide national distribution.

10. In the Enterprise business, Bharti Airtel will invest substantially in the long

distance business to achieve the scale of a global carrier within next 2-3 years. It is also strengthening the corporate business towards becoming a preferred managed services partner for the top 2000 corporations. In Broadband & Telephone SBU, Bharti Airtel will initiate large-scale deployments of broadband network infrastructure in 94 towns, with a sharp focus on the home and SME segments. It is readying to offer triple play to its customers with the

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launch of its IPTV service.

Bharti Tele-Ventures Bharti Tele-Ventures is one of India's leading private sector providers of telecommunications services based on an aggregate of 28,692627 customers as on September 30, 2006, consisting of 27,061,349 GSM mobile and 1,631,278 broadband & telephone customers The businesses at Bharti Tele-Ventures have been structured into three individual strategic units (SBUs) 1. mobile services 2. broadband and telephone services (B&T) 3. enterprise services The Mobile services group provides GSM mobile services across India in 23 telecom circles, while B&T business group provides broadband & telephone services in 94 cities. The Enterprise Services group has two sub-units carriers (long distance services) and services top corporates. All these services are provided under the Airtel brand.

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Bharti Enterprises has been at the forefront of technology and has revolutionized telecommunications with its world class products and services. Established in 1976, Bharti has been a pioneering force in the telecom sector with many firsts and innovations to its credit. Bharti provides a range of telecom services, which include Cellular, Basic, Internet and recently introduced National Long Distance. Bharti also manufactures and exports telephone terminals and cordless phones. Apart from being the largest manufacturer of telephone instruments in India, it is also the first company to export its products to the USA. Bharti is the leading cellular service provider, with a footprint in 16 states covering all four metros. It has over 12 million satisfied customers Bharti Enterprises has successfully focused its strategy on telecom while straddling diverse fields of business. From the creation of 'Airtel', one of India's finest brands, to becoming the largest manufacturer and exporter of world class telecom terminals under its 'Beetel' brand, Bharti has created a significant position for itself in the global telecommunications sector. Bharti Tele-Ventures is today acknowledged as one of India's finest companies, and its flagship brand 'Airtel', has over 12 million customers across the length and breadth of India.

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While a joint venture with TeleTech Inc., USA marked Bhartis successful foray into the Customer Management Services business, Bharti Enterprises dynamic diversification has continued with the company venturing into telecom software development. Recently, Bharti has successfully launched an international venture with EL Rothschild Group owned ELRO Holdings India Ltd., to export fresh Agri products exclusively to markets in Europe and USA "What other operators have achieved in one to two years, Bharti has done in just over a month. In July 2002, one out of every two people buying a mobile across India chose AirTel. We are truly proud to be spearheading the mobile revolution in the country."

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Sunil

Bharti

Mittal,

Chairman,

Bharti

Tele-Ventures

in

2002

Airtel comes to you from Bharti Tele-Ventures Limited - a part of the biggest private integrated telecom conglomerate, Bharti Enterprises. A consortium of giants in the telecommunication business. In it's six years of 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. Bharti is the leading cellular service provider, with an all India footprint covering all 23 telecom circles of the country. It has over 12 million satisfied customers.
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Cellular telephony was introduced in India during the early 1990s. At that time, there were only two major private players, Bharti (Airtel) and Essar (Essar) and both these companies offered only post-paid services. Initially, the cellular services market registered limited growth. Moreover, these services were mostly restricted to the metros. Other factors such as lack of awareness among people, lack of infrastructural facilities, low standard of living, and government regulations were also responsible for the slow growth of cellular phone services in India.

Although the cellular services market in India grew during the late 1990s (as the number of players increased and tariffs and handset prices came down significantly) the growth was rather marginal. This was because the cellular service providers offered only post-paid cellular services, which were still perceived to be very costly as compared to landline communications.

- Following this realization, the major cellular service providers in India,

launched pre-paid cellular services in the late 1990s. The main purpose of these services was to target customers from all sections of society (unlike post-paid services, which were targeted only at the premium segment).
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CHAPTER-2

Research Design

Title of the study A Research Study has been conducted in the area of Training & Development at BHARTI AIRTEL LIMITED.

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Statement of the Problem Human Resource is the most important & productive resource of organization. The company spends a major share of its money to extract best contribution out of them. A small mistake or ignorance in recruiting non retainable employee or an inefficient candidate could lead to direct losses in terms of time & money spent on his training & job specialization & other job being postponed. This study is concerned with an analytical exploration of how BHARTI AIRTEL LIMITED (Enterprise Division- South) is meeting this challenge in terms of Training and Developing the best & efficient manpower to its nest pool of qualified Human Resource.

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OBJECTIVES OF THE STUDY To study the employee opinion about the training process. To know the awareness of training & its effectiveness among the employees Is the methods of measuring Training methods benefiting to the company. To find out the problems involved in measuring Training and to make suggestions to improve them. SCOPE OF THE STUDY In todays globally competitive world, Training can benefit both employers and employees in an organization; therefore any organization must adopt the latest training programme and provide them adequately for the purpose of effective utilization of resources and to increase production very efficiently with high quality products and services. Training and development plays a vital role in improving employees efficiency and increasing productivity. To know the impact of training on each department. A detailed Survey was conducted about Training among 150 employees to know the effectiveness of Training.

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The present study is undertaken in the area of Training and Development by ascertaining the feedback of the employees. METHODOLOGY The study was conducted at the BHARTI AIRTEL LIMITED, Outer Ring Road, Bangalore. RESEARCH INSTRUMENTS SOURCE OF DATA Primary as well as secondary data has been collected for the purpose of the study. Primary data was collected through interview and discussion with the concerned employees in the BHARTI AIRTEL LIMITED (Enterprise division- South) and the secondary data was collected from the records of the company. Secondary data have been collected from many sources. The major sources of secondary data are Company records, Journal and Standard reference text book Questionnaires were used to collect the Primary data from 150 employees and had interview and discussion with the concerned employees in the BHARTI AIRTEL LIMITED (Enterprise division- South)

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PROCEDURE The data was collected through Feedback questionnaire. Participants were part of the enterprise division - South. The participants were explained about the objective of the survey and question were self explanatory to avoid any ambiguity. Participants were assured of the confidentiality of their identity and response to avoid biases. This helped us in getting free and frank answers from participants. SAMPLE SIZE The sample size for measuring the Training Feedback by using the method which we adopted for the evaluation purpose was given to 150 employees. TOOLS OF ANALYSIS Study was conducted at BHARTI AIRTEL LIMITED (Enterprise division South) by basic method of asking for feedback on various training techniques which were collected by asking them to fill questionnaires. Though some responses might have been biased the research conducted would be taken in consideration for further improvement of training techniques.

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LIMITATIONS OF THE STUDY Despite of all possible efforts to make the analysis more scientific and comprehensive there are certain limitations in this study, such as motivational level of the participants were not taken into account ,which could be a contributory factor. Time was limited to conduct a detail study Employee were busy with their work, due to this we didnt get feedback from all employees. This study covers a few area/campus limited to training employees at BHARTI AIRTEL LIMITED (ORR) and hence the data collected may not be fully representative in character. This study is mainly based on the opinions of the respondents of whom some of them might have given biased information.

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CHAPTER-3

Company Profile

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TYPE
Bharti Airtel is a public company for the telecom service all over the country provides benefits to all the sectors of the society in a good scale with all benefits,to the people Bharti Airtel is owned in market sector for its growth in the Indian market.

NATURE
Bharti Airtel Limited, a group company of Bharti Enterprises, is among Asias leading integrated telecom services providers with operations in India and Sri Lanka. In South Asia, the company had an aggregate of over 125.3 million customers as of end December 2009, including 120.23 million mobile customers. Bharti Airtel has been ranked among the six best performing technology companies in the world by BusinessWeek.

Bharti Airtel is structured as four strategic business units - Mobile, Telemedia, Enterprise and Digital TV. The mobile business offers services in India and Sri Lanka. The Telemedia business provides broadband, IPTV and telephone services in 95 Indian cities. The Enterprise business provides end-to-end telecom solutions to corporate customers and national and international long distance services to carriers. The Digital TV business provides DTH services across India. All these services are provided under

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the Airtel brand. Airtels national high-speed optic fibre network currently spans over 118,337 Rkms across India.

Board of Directors
The Board of Directors of the Company has an optimum mix of Executive and Non-Executive Directors, which consists of three Executive and fifteen NonExecutive Directors. The Chairman and Managing Director, Mr. Sunil Bharti Mittal, is an Executive Director and the number of Independent Directors on the Board is 50% of the total Board strength. The independence of a Director is determined on the basis that such director does not have any material pecuniary relationship with the Company, its promoters or its management, which may affect the independence of the judgment of a Director. The Board members possess requisite skills, experience and expertise required to take decisions, which are in the best interest of the Company. The composition of the Board is as under:
o o

Sunil Bharti Mittal Rajan Bharti Mittal

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o o o o o o o o o o o o o o o o

Akhil Gupta Rakesh Bharti Mittal Chua Sock Koong N. Kumar Kurt Hellstorm Donald Cameron Paul OSullivan Professor V.S. Raju Pulak Chandan Prasad Bashir Abdullah Currimjee Gavin Darby Syeda Imam Ajay Lal York Chye Chang Paul Donovan Arun Bharat Ram

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Organization Structure
As an outcome of a restructuring exercise conducted within the company; a new integrated organizational structure has emerged; with realigned roles, responsibilities and reporting relationships of Bhartis key team players. With effect from March 01, 2006, this unified management structure of 'One Airtel' will enable continued improvement in the delivery of the Groups strategic vision.

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COMPETITORS OF BHARTI AIRTEL

BHARAT SANCHAR NIGAM LTD. RELIANCE COMMUNICATION VODAFONE ESSAR AIRCEL TATA TELESERVICES IDEA AIRCEL

Enterprise Services
Enterprise Services is on a journey of transformation aimed towards becoming a Solution and Professional Services Organisation . It has a stressed upon the need of building B2B capabilities of teams. The Enterprise University is responsible for disseminating knowledge, enchanching skills, propogating best-in-class practices and development functional capabilities across sales, Customer services, BSG and Professional Services teams. Enterprise University a pioneering initiative at Airtel will invest in the employees, based on their roles. These courses are custom-designed, aimed to enhance employees current behavioral skills and technical knowledge base. The Discipline Deans, in

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association with Bharti Learning system have design the courses with the motive of making the Learning easy at the workplace. A key enablement for this is a strategic framework to bring together in-house and international expertise that can be woven around the enterprise business environment. The Enterprise University has been designed to provide this framework, across the domains of Products, Systems, Technology, Sales and Customer Services. In implementing the University, Bharti Learning Systems will synergize content, methodology and training expertise, to build sustainable knowledge, skills and behavior.

GROWTH AND PROSPECTS

First to launch Cellular service on November 1995. First operator to revolutionaries the concept of retailing with the inauguration of AirTel Connect (exclusive showrooms) in 1995.

First to introduce push button phone in India. First to expand it's network with the installation for second mobile switching center in April, 1997 and the first to introduce the Intelligent Network Platform First to provide Roaming to its subscribers by forming an association called World 1 Network.

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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, UK etc with 284 partner networks.

BHARTI announces aggrement with VODAFONE marking the entry of the World's Largest Telecom Operator into India

Bharti Enterprises and AXA Asia Pacific Holdings Limited announce Partnership for a life insurance joint venture in India

Airtel Launches future factory - Centres of Innovation to Incubate Pioneering Mobile Applications

16 states, 600 million people. Only India's leading mobile service offers you the truly 'freedom-packed' Prepaid!

It is also the first company to export its products to the USA.

AIRTEL
Airtel comes to you from Bharti Tele-Ventures Limited - a part of the biggest private integrated telecom conglomerate, Bharti Enterprises. A consortium of giants in the telecommunication business. In it's six years of 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. Bharti is the leading cellular service provider, with an all India footprint covering all 23 telecom circles of the country. It has over 12 million satisfied customers.

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Cellular telephony was introduced in India during the early 1990s. At that time, there were only two major private players, Bharti (Airtel) and Essar (Essar) and both these companies offered only post-paid services. Initially, the cellular services market registered limited growth. Moreover, these services were mostly restricted to the metros. Other factors such as lack of awareness among people, lack of infrastructural facilities, low standard of living, and government regulations were also responsible for the slow growth of cellular phone services in India. Although the cellular services market in India grew during the late 1990s (as the number of players increased and tariffs and handset prices came down significantly) the growth was rather marginal. This was because the cellular service providers offered only post-paid cellular services, which were still perceived to be very costly as compared to landline communications. Following this realization, the major cellular service providers in India, launched pre-paid cellular services in the late 1990s. The main purpose of these services was to target customers from all sections of society (unlike post-paid services, which were targeted only at the premium segment).

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AIRTEL ALLOVER

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Enterprise Services is on a journey of transformation aimed towards

becoming a Solution and Professional Services Organisation . It has a stressed upon the need of building B2B capabilities of teams. The Enterprise University is responsible for disseminating knowledge, enchanching skills, propogating best-in-class practices and development functional capabilities across sales, Customer services, BSG and Professional Services teams. Enterprise University a pioneering initiative at Airtel will invest in the employees, based on their roles. These courses are custom-designed, aimed to enhance employees current behavioral skills and technical knowledge base. The Discipline Deans, in association with Bharti Learning system have design the courses with the motive of making the Learning easy at the workplace. A key enablement for this is a strategic framework to bring together in-house and international expertise that can be woven around the enterprise business environment. The Enterprise University has been designed to provide this framework, across the domains of Products, Systems, Technology, Sales and Customer Services. In implementing the University, Bharti Learning Systems will synergize content, methodology and training expertise, to build sustainable knowledge, skills and behaviour.
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Rules and procedures:1.PURPOSE/BACKGROUND

The enterprise university will be responsible for disseminating knowledge,enchahching skills,propagating best in-class practices and developing functional capabilities across sales,Customer Service,BSG and professional services functions at Enterprise Service.

2.NOMINATION PROCESS:
Enterprise University caters to specific roles mentioned in the Role Learning Plan for Sales,Customer service, BSG and professional services functions at Enterprise Services This plan indicates the modules that an employee needs to attend as per his role.It also indicates the module(Foundation,Advanced,and specialization)which is the threshold knowledge/skill-level for a role holder Employees are required to enroll themselves in the courses as per the Learning Plan by filling in the Enterprise University Nomination Form for every program they want to enroll themselves into

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The forms must be submitted to the L&D SPOC before the 15th of the previous month for the training scheduled in the next month

Any other employee who wishes to enroll for a module which is not a part of his/her learning path,may do so by sending his/her nomination to the L&D SPOC in the Enterprise University Nomination Form.this should be approved by the manager.In such case the employee can only nominate himself to a Foundation level Module A manager can also nominate his team members by sending his/her to the L&D SPOC in the Enterprise University Nomination Form

(i)WAIVER PROCESS

For a course; An employee who has already undergone a similar course before may get a waiver from and forward it to the L&D SPOC.This waiver given by Band 3 Manager, certifies that the employee has the required skills and the course will not add further value to the development of the individual.
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 For a product/process training to be waived off,employee needs to clear the Post Training Evaluation Test(JKQ) For a batch;

In case the employee has received an invite for the program from the Manager/L&D which cannot be rescheduled,the employee is required to inform L&D SPOC at least 10 days before the start of training.This employee will then be automatically enrolled in the next batch of the course.

(ii) ATTENDANCE NORMS:

An employee has to be present on all days of the training.Missing any day,attending sales calls for a few hours during the day,attending con-calls between the programs,etc. are strictly prohibited. Any employee found absent for large durations of time,will be absent for the entire course.

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 Any employee reaching venue late(after the start of the training) may not be allowed to attend the training. Consequence Management: An employee who drops out without notifying the L&D SPOC(well in advance)can be barred from attending any Enterprise University course for the next 6 months.

An employee, who consecutively backs out from 2 programs that he/she is nominated for,will not be allowed to attend any Enterprise University course for the 6 months.

3. CREATING LEARNING SUSTAINENCE & EVALUATION

NORMS:
Methodology Job knowledge quiz Online In Touch e-Learning Learning sustenance product & process courses All Programs Product & Process courses Evaluation tool

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Skill labs

Skill based courses

(i)The University will deloy the following practices to ensure sustenance of learning: JOB KNOWLEDGE QUIZ(JKQ):JKQs(Questions which reinforce knowledge & Skills) deployed,at the end of the course.The scores reflect ones level of retention & learning and prompts corrective action. ONLINE IN TOUCH:A facility through which participants can connect with facilitators online at a designated time periodically. E-LEARNING: Some of the courses offered will also be made available online.The same can be used to refresh & reinforce learning.This process of selfstudy aims at learning through online simulations.The learner can also learn at a time & place of his convenience. SKILL LABS:A skill lab is a refresher course that uses application oriented methodologh like role-playing,case study evaluation & simulations for ensuring workplace applications. (ii)The Evaluation criteria & parameters for certification:

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 At the end of each module/course there will be a Job Knowledge Quiz.This will test how much the employee has learnt through the courses module.Employees would need to clear this test with the minimum score.Those who fail to clear this to clear this test will need to undergo the module again. At the end of 60 days,after the employee has completed the course,he/she will undergo a skill lab,which will evaluate how well an employee has been able to implement/practice the concepts he had learnt.Those who fail to clear this level will to undergo the module again.

(iii) THE CERTIFICATIONS AWARDED WILL BE:

On clearing the skill lab: Role Holder who clear the skill lab will get a Certification of Excellence and a Memento from the Enterprise University

On completing the learning plan:

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 On completing the Learning Plan i.e successfully completing all courses assigned to the role holder as per his Learning Plan,the Role Holder would be deemed an Airtel Certified Professional in that particular role and will also get a Certificate stating the same e.g.:A VAM,who successfully completes his entire Learning Plan, will be deemed an Airtel Certfied Professional in Voice Account Management.

This certificate will be signed by the Chancellor of the University. The role holder will also receive a Memento from the Enterprise U niversity. knowing is not enough; We must apply.Willing is not enough; We must do. Johann Wolfgang von Goet

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CHAPTER-4 Analysis and Interpretation

Introduction
Generally research consists of two parts, namely, the gathering of data and analysis. The data collected through sophisticated tools however valid, reliable and adequate, is yet but raw unless it is carefully edited, systematically classified and tabulated, scientifically analyzed, intelligently interpreted and rationally concluded.
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The Analysis and interpretation of data involves the objective materials in the possession of the researcher and subjective reaction to derive from the data, the inherent relation among variables pertaining to the problem. Analysis and interpretation represents the application of deductive and inductive logic to the research process.

Analysis
Analysis means breaking down the complexity of the structure into simpler elements and putting these elements together in new combinations or patterns so as to discover new relationship or new factors. Analysis plays a vital role in research in one or the other form the very beginning in the following manner;1) In the selection of the problem from a wide field of knowledge 2) To examine the sources of data 3) In the determination of various methods.

Interpretation
Interpretation refers to the stating of what the findings depict, what they mean their significance and helps in drawing the answer to the original problems.

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Interpretation of the analyzed data requires considerable skills and experience. It is a purely subjective process. Hence, interpretation calls for a critical examination of the results of ones analysis in the light of all the limitation of the data gathering.

Tools used
Bar diagram is frequently used in practice for the comparative study of two or more items or values of single variables or a single classification or category of data. A set of adjacent bars is drawn. Proper and equal spacing is given between different sets of the bars. To distinguish between the different bars in a set, different colors, shades, dotting or crossings is used The others ways of bar diagram are cylinder, cone, pyramid. Training in Airtel- High Level Process Map In Training And Developement

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HIGH LEVEL PROCESS TRAINING AND DEVELOPMENT

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AIRTEL provides high quality training to its employees. With this it has come up with an innovative idea of providing online training which saves time, cost and manpower. Steps of high level process map:Self development plan also known as SDP is created online by the employer. SDP then is sent for approval to reporting manager online itself. Human resources personnel collate SDP. Individual development plan or IDP (Individual Development Plan) is prepared by the HR manager depending upon the feedback of the employees. Depending upon IDP, monthly Training Calendar is prepared by HR manager, so that training is provided at right place at right time and to the right person. Training is imparted as per the Training Calendar. Participant i.e. employee submit their participant feedback from which provides them with necessary data to improve training technique, if necessary.

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Participant submits Training Effectiveness Feedback Form which is prepared by manager.

INDIVIDUAL TRAINING PLAN

The process starts with the sending of the invitation to the participants finally selected for the training program. It sends two reminder emails/SMS alerts to the participants. Then it checks whether any participant drops out of the training program. It seeks nomination from other employees after approval from their reporting managers. Planning of various resources such as Venue, stationery etc Training is limited on the assigned date The program is required to open by middle- senior level person for context setting. Attendance is taken at the beginning of each day. Program is formally closed by business or HR member communicating post training expectations and action plans.
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 Participants fill up the feedback from after completion of training and submit. Feedback is submitted by the participant who is used for evaluating the vendor. Each participant shall fill Training Effectiveness Feedback Form after 30 days of completion of Training and submit to HR after approval of the same. Update MIS(Management Information System) and Individual Development Plan( cost incurred, completion status, attendance, feedback etc) Send IDP (Individual Development Plan) completion status along with the training expenses to Central Teams at Head Office at the end of every month.

INDIVIDUAL LEARNING TRAINING CALENDAR CREATION

The Training Calendar is prepared based on the Regional Self Development Plan. It may also be prepared based on the Organizational Annual Learning Plan. The second step involves identifying again for external trainer we need to identify vendors from existing vendor bank or meet new vendor.
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 In case vendor is new we need to evaluate the vendor. Then comes the finalization of the training partner on the basis of approved budget, Vendor evaluation and thereby taking approval of the same from the HR head. For Internal trainer, identified Trainer from the Internal Trainer Bank. Share the Updated calendar with the Central Team and Region to accommodate participants from regions. Confirm finalized date of Training to the trainer

In the last we need to update Training Calendar and communicate the same to all stake holders.

PROCESS FOR COLLATION OF DEVELOPMENT NEEDS

Regional HR to collate the self development plans submitted by the employees. (a) Create Regional Training plan (annual) for the class room training listing course code, number of participant, proposed quarter/ month of training, no. of batches etc. (b) Send inputs of E-learning to Central Team for mapping.( E-learning plan would be prepared by Central Team)
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Employee shares the plans with the Central Development Team at Head office for synergy. Now Regions to create Individual Development Plan based on Self Development Plans and the Organizational Annual Learning Plan. At the last employee will share the Individual Development Plan with the individual.

1. The objectives of the programme at the beginning of the session were clear:

Options provided Completely Adequately Marginally Hardly No Total

Response 48 31 62 9 0 150

Percentage 32 20.6 41.33 6 0 100

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2. The objectives of the programme were achieved:

Options provided Completely Adequately

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Response 73 43

Percentage 48.6 28.6

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Marginally Hardly No Total

23 8 3 150

15.3 5.3 2 100

3. Facilitators knowledge and methodology used were: Options provided Excellent Adequate Barely adequate
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Response 87 32 18

Percentage 58 21.33 12
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Inadequate Poor Total

9 4 150

6 2.6 100

4. Facilitator was enthusiastic:

Options provided
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Response

Percentage
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A great deal Almost always Occasionally Seldom Almost never Total

23 57 21 42 7 150

15.33 38 14 28 4.6 100

5. Facilitator gave good examples of the concepts discussed during the program:

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Options provided A great deal Almost always Occasionally Seldom No Total

Response 34 64 37 14 1 150

Excellent 22.66 42.6 24.66 9.33 0.66 100

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6. Facilitator discussed the requisite details:

Option provided Appropriately Almost always Occasionally Seldom No Total

Response 78 31 18 23 0 150

Percentage 52 20.6 12 15.33 0 100

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7. The quality of the presentation was:

Option provided Excellent Adequate Barely Adequate Inadequate Poor Total

Response 36 39 47 19 9 150

Percentage 24 26 31.33 12.66 6 100

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8. Involvement of all the participants in the programme was:

Options provided Excellent Good Moderate Low Poor Total

Response 29 52 41 15 13 150

Percentage 19.33 34.66 27.33 10 8.66 100

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9. My intellectual curiosity has been stimulated by the courses:

Option provided Completely Adequately Moderately Hardly Not at all Total

Response 37 51 13 30 19 150

Percentage 24.66 34 8.66 20 12.66 100

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10. The new concepts introduced by the facilitator could be grasped:

Options provided Completely Most of the time Occasionally Hardly Not at all Total

Response 39 47 36 27 1 150

Percentage 26 31.33 24 18 0.66 100

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11. The facilitators ability to stimulate productive discussions was:

Option provided Very good Good Average Below average Poor Total

Response 26 47 39 25 13 150

Percentage 17.33 31.33 26 16.66 8.66 100

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12. The duration of the programme was:

Options provided Appropriate Adequate Barely adequate Inadequate Poor Total

Response 17 49 39 33 12 150

Percentage 11.33 32.66 26 22 8 100

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13. Time was utilized:

Options provided Very effectively Effectively Moderately effective Marginally effective Ineffective Total

Response 12 75 43 12 8 150

Percentage 8 50 28.66 8 5.33 100

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14.The session will bring about a change in work pattern:

Options provided Very positive change Positive change Moderate change Marginal change No change Total

Response 29 47 23 51 0 150

Percentage 19.33 31.33 15.33 34 0 100

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15. The skill development during the course met my expectations:

Options provided Completely Adequately Marginally Hardly No Total

GCC

Response 27 41 48 27 7 150

Percentage 18 27.33 32 18 4.66 100

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16. Your level of confidence in applying the acquired knowledge after the session is:

Options provided Very high High Medium Low Poor Total

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Response 47 68 19 3 13 150

Percentage 31.33 45.33 12.6 2 8.6 100

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17. To what extent did you enjoy the programme?

Options provided A great deal Adequately Moderately Hardly Not at all

GCC

Response 51 48 37 10 4

Percentage 34 32 24.6 6.6 2.6

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Total

150

100

18. I was able to relate the course contents to other things I know:

Options provided Completely Most of the time

GCC

Response 23 61

Percentage 15.33 40.6

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Occasionally Hardly Not at all Total

37 18 11 150

24.66 12 7.3 100

19. Facilities for the training programme were:

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Options provided Excellent Adequate Moderate Inadequate Poor Total

Response 38 47 43 19 3 150

Percentage 25.33 31.33 28.66 12.66 2 100

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CHAPTER 5

FINDINGs

Findings

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 Training has contributed immensely towards the career progress of employees. The Training programs given in the company was almost satisfied by all the employees. The methods of Measuring Training methods benefiting to the company. Training is considered as the most important function of HR department. And hence their is greater scope for the employees to learn more. Bharti Airtel is a highly focused on human resources initiative. An employee is given ample opportunities to learn and grow. Bharti Airtel believes in maintaining a very high level of organizational discipline by synergizing personal discipline with technological discipline. The safety and health measures of the employees are ensured by maintaining safe processes, practices, and environment. They provide proper training, issuing operation and inculcating safety awareness measures.

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CHAPTER-6 RECOMMENDATIONS, SUGGESTIONS AND CONCLUSIONS

RECOMMENDATIONS&SUGGESTIONS
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1. Instead of sending all the Training Feedback to each and every employee, a

soft copy should be sent to their mails respectively so that when ever they get free time they fill it and submit to HR department which avoids man power.
2. Before sending the trainees to the training , the trainees should be informed

about the training effectiveness so that they feels easy when filling the training effectiveness sheet
3. As this method is too lengthy it is better to switch on to some other

technique which gives quick result and saves both time as well as money.
4. Training Participants Feedback Form should be done regularly so as to keep

a check on the training program and to update the necessary skills

5. The importance of the Training should to explained to all the employees so

that they take keen interest in the process

6. Organization must pay attention to the functioning of in-house training

establishment in order to make them more effective so that the organizational as well as individual objectives are fulfilled.
7. Training centre should conduct brainstorming sessions with line managers to

identify specific training needs.

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8. Training effectiveness and transfer of learning on the job, as reported by

participants and their superiors were also moderate. Hence; there is a need to see that participants get the necessary skill to apply them on the job.
9. Training Program should be conducted in such a way that the effectiveness

in improving quality of work should be of great extent to all the employees, which may increase the quality of products.

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CONCLUSIONS
BHARTI AIRTEL has been one of the largest private sector organizations its main focus in on training its employees. BHARTI AIRTEL doesnt think training is a waste of money but thinks it as an investment. They always believe in innovating new things, taking challenge, making changes and also believe that they are the future for every sector in the economy. In the field of HRM it is obvious that the management tends to develop the potential of the employees towards the desired goals of the organization. While carrying out this process, the management should focus its attention mainly on Training and Development. With the advent of advancement in technology and infrastructure in industries the top management must aim at conducting Training programs at all levels in order to equip their employees with the required potential towards desired goals and target of the organization. And also concentration should be given on measuring Training, Development and adopt sophisticated techniques to identify the needs of training which helps in knowing employees requirements for their self development as well as organization development.

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The study reveals some important conclusions, which are presented below: The present method of analyzing the feedback process in the company is successfully done and it has given the expected results for the HR department. Continues efforts are being put to improve the measuring Training Effectiveness system in the company. The employees of BHARTI AIRTEL are fully aware of the importance of Training and Development concept on the journey of increasing their knowledge and skills to a great extent, their by increasing the productivity. As far as training program in BHARTI AIRTEL is concerned, the management has done a commendable job in providing good training programs to the employees.

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APPENDICES AND ANNEXURES

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FEEDBACK QUESTIONNARE
Dear sir/madam, I, Chandra Pratap Lodhi currently pursuing BBM from Garden City College Bangalore, I am conducting a study on training and development of employees in the organization as a part of my summer project. I would be grateful if you could spare some time and fill up this questionnaire. I assure you that the information provided by you will be kept confidential and purely for academic records. Name of employee: Position: Date: Program: Facilitator Objectives: (Please tick the appropriate box)

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1.The objectives of the programme at the beginning of the session were clear Completely Adequately Marginally Hardly No

2.The objectives of the programme were achieved

Completely

Adequately

Marginally

Hardly

No

Facilitator Effectiveness:

1. Facilitators knowledge and methodology used were

Excellent

Adequate

Barely adequate

Inadequate

Poor

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2. Facilitator was enthusiastic

A great deal Almost always

Occasionally

Seldom

Almost never

3. Facilitator gave good examples of the concepts discussed during the program

A great deal

Almost always

Occasionally

Seldom

No

4. Facilitator discussed the requisite details

Appropriately

Almost always

Occasionally

Seldom

No

5. The quality of the presentation was

Excellent

Good

Moderate

Low

Poor

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6. Involvement of all the participants in the programme was

Excellent

Good

Moderately

Hardly

Not at all

7. My intellectual curiosity has been stimulated by the course

Completely

Adequately

Moderately

Hardly

Not at all

8. The new concepts introduced by the facilitator could be grasped

Completely

Most of the time

Occasionally

Hardly

Not at all

9. The facilitator's ability to stimulate productive discussions was Very Good Good Average Below average Duration: Poor

10.The duration of the programme was

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Appropriate

Adequate

Barely adequate

Inadequate

Poor

11.Time was utilized Very Effectively Effectively Moderate effective Marginal effectively Ineffectively

Impact on participants:

12.The session will bring about a change in work pattern

Very positive change

Positive change

Moderate change

Marginal change

No change

13.The skill development during the course met my expectations

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Completely

Adequately

Marginally

Hardly

No

14.Your level of confidence in applying the acquired knowledge after the session is

Very high

High

Medium

Low

Poor

15.To what extent did you enjoy the programme

A great deal

Adequate

Moderately

Hardly

Not at all

16.I was able to relate the course contents to other things I know

Completely
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Most of the

Occasionally

Hardly

Not at all
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time

Facilities:

17. Facilities

for the training programme w Adequate Moderate Inadequate Poor

Excellent

BIBLIOGRAPHY

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Bibliography
Website: www.airtel.in.com Google Airtel Enterprise University Books:

Human Resource Management;

Ashwathapa.k

Personal and human resource management; Dr.P Subbo Rao

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