PREFACE Mobile telephony adoption is on the rise and recent technological innovations ha ve dramatically enhanced the capabilities of the wireless telephone. Leveraging the power of these new capabilities, various business sectors are working togeth er to offer a wide array of services. Each sector is looking for the next "kille r application," yet we are still learning about people's information and communi cation needs while "on the go." The goal of this two-months training is to bring together an international group of 5-8 practitioners and researchers from vario us sectors of the mobile communications industry. We will discuss the following topic areas and, prior to the workshop; invite participants to identify specific issues that they feel are particularly relevant and timely. I myself have for a long time deeply interested in studying consumer trends & behavior towards mobi le industry. I know that even in the areas in which I have a little knowledge, I do not know enough. There are new tasks in these areas for which I am not yet e quipped with tested, proven approaches and tools. New areas of challenge and new technology problems has arisen, where I have done 7 little work so far and wher e I have so far only ignorance rather than even a modicum of knowledge. This pro ject attempts to identify and define areas related to consumer behavior regardin g new connection services. It also attempts to develop at least first approach t o these areas, to think through policies, principles, and practices to accomplis h the new tasks and to satisfy the customer needs. By this practical training I am able to equip the manager with the understanding, the thinking, the knowledge , and the skills for todays and also for tomorrow¶s market exigency.
Initially I was just having the bookish knowledge about all Marketing policies, practices and functions, but after joining this organization, I got most of the practical knowledge. I have come to know, what actually happens in the organizat ions. Though it is not possible to have the information of all the spheres in ma rket, in such a very short period, but I tried to get more and more about all fu nctions and practices applied in practical working, I have particularly stresses on. This is the boom time for mobile industry. Youths are having keen flair for mobile communication. Now the mobile communications are the fastest growing ind ustry. We can reach to anyone, anywhere across world through mobile connectivity . Just look in the areas they¶re in; health, education, banking, insurance, travel , couriers, manufacturing, entertainment, government, computer helpdesks- the li st goes on market is going on global, & so the need of communication is emerging day by day«
Initially I was just having the bookish knowledge about all Marketing policies, practices and functions, but after joining this organization, I got most of the practical knowledge. I have come to know, what actually happens in the organizat ions. Though it is not possible to have the information of all the spheres in ma rket, in such a very short period, but I tried to get more and more about all fu nctions and practices applied in practical working, I have particularly stresses on. This is the boom time for mobile industry. Youths are having keen flair for mobile communication. Now the mobile communications are the fastest growing ind ustry. We can reach to anyone, anywhere across world through mobile connectivity . Just look in the areas they¶re in; health, education, banking, insurance, travel , couriers, manufacturing, entertainment, government, computer helpdesks- the li st goes on market is going on global, & so the need of communication is emerging day by day«
EXECUTIVE SUMMARY Airtelcomes to you from Bharti Cellular Limited - a part of the biggest private integrated telecom conglomerate, Bharti Enterprises. Bharti provides a range of telecom services, which include Cellular, Basic, Internet and recently introduce d National Long Distance. Bharti also manufactures and exports telephone termina ls and cordless phones. Apart from being the largest manufacturer of telephone i nstruments 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 15 sta tes covering all four metros and more than 7 million satisfied customers Bharti Tele-Ventures believes that the demand for mobile services in India will continu e to grow rapidly as a result of the following factors: Lower tariffs and handse t prices over time; Growth in pre-paid customer category; Greater economic growt h and continued development of India's economy; Higher quality mobile networks a nd services; and Greater variety and usage of value added services COMPANY PROFILE
Airtelcomes to you from Bharti Cellular Limited - a part of the biggest private integrated telecom conglomerate, Bharti Enterprises. Bharti provides a range of telecom services, which include Cellular, Basic, Internet and recently introduce d National Long Distance. Bharti also manufactures and exports telephone termina ls and cordless phones. Apart from being the largest manufacturer of telephone i nstruments 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 15 sta tes covering all four metros and more than 7 million satisfied customers. VISION: To make mobile communications a way of life and be the customers' first choice. MISSION: We will meet the mobile communication needs of our customers through: Error-free service delivery Innovative products and services Cost efficiency Unified Messagi ng Solutions CORE VALUE: We will delight our customer with our simplicity, speed & innovation. We will ho nours our commitment. We will follow the highest standard of professional integr ity & behaviour. We will respect individual, build winning teams and lead by exa mple.
We will create a fun filled and friendly workplace. AIRTELMOBILE COMMUNICATIONS LIMITED Bharti Tele-Ventures Limited was incorporated on July 7, 1995 for promoting inve stments in telecommunications services. Its subsidiaries operate telecom service s across India. Bharti Tele-Ventures is India's leading private sector provider of telecommunications services based on a strong customer base consisting of 7.4 2 million total customers, which constitute, 6.76 million mobile and 657,000 fix ed line customers, as of April 30, 2004. Bharti Tele-Ventures vision for its mobile business is ³To make mobile communicati ons a way of life and be the customers first choice´. The mission is to meet the m obile communication needs of the customer through 1) error free service 2) Innov ative products and services and 3) cost efficiency. The Company¶s strategic object ive is to consolidate its leadership position amongst the mobile service provide rs in India.
The Indian mobile market, according to the COAI, has increased from approximatel y 1.2 million subscribers as of March 31, 1999 to approximately 29.21 million su bscribers as of June 30, 2004. Despite this rapid growth, the mobile penetration rate in India, at approximately 2.8% as of June 30, 2004, is significantly lowe r than the average mobile penetration rate in other Asian and international mark ets. The number of mobile subscribers in India is expected to show rapid growth over the next four years. By 2006 it is projected at 50 million by COAI and 44 m illion by Gartner. Bharti Tele-Ventures believes that the demand for mobile serv ices in India will continue to grow rapidly as a result of the following factors :
Lower tariffs and handset prices over time; Growth in pre-paid customer category ; Greater economic growth and continued development of India's economy; Higher q uality mobile networks and services; and Greater variety and usage of value adde d services. Bharti Tele-Ventures, through its subsidiary has the licenses to provide GSM ser vices in all the twenty-two telecom circles in India. It proposes to consolidate all its subsidiaries providing mobile services under Bharti Cellular Limited.
As of June 30, 2004, approximately 92% of India's total mobile subscriber market resided in the Company's sixteen mobile circles, which collectively covered onl y 56% of India's land mass. AIRTELDISTRIBUTION SYSTEM DISTRIBUTION SYSTEM A proper distribution system is very important for every com pany because now a days the customer wants full service without any pain. Airtel has a deep penetration in the market of prepaid cards, coupons, easy recharge an d postpaid cards. I also seen in the market the happy faces of customers and ret ailers of Airtelbecause of the easy availability of Airtelcards and coupons. BENEFITS OF GOOD DISTRIBUTION SYSTEM 1. Easy availability 2. Satisfied customers 3. Competitive advantage 4. Better market reputation 5. Saves time DISTRIBUTION SYSTEM OF AIRTEL 1. Organisation (C&FA's) 2. Distributor
3. Retailer 4. Custome HRM DEPARTMENT: HR Mission Statement ³To lead the organization in enhancing its human capital and creating a winning en vironment where everyone enjoys contributing to the best of one¶s ability.´
Airtel will achieve this by: y y y Inspiring and motivating its people. Developing its people to strive for higher standards. Driving an open minded and enterprising corporate culture where peopl e through leadership at all levels dare to dream, dare to try, dare to fail and dare to succeed. y Attracting and recruiting the best talent Airtel has a very defined and well structured department and its various policie s of keeping each employee productive part of the organization are intoned with the corporate world¶s requirement. Employees in the company are largely committed to their organization and have shown progress in the company. Employees are sati sfied with the HR department of AirtelGSM Company. Humans are the basic tool for having competitive edge in the market for most of the organizations and Airtel is one of these. Airtel has one of the best HR systems in India that gives it an edge over its competitors. HR DEPARTMENT SECTIONS: HR department of Airtel has three sections.
Employee services o Payroll information
o o o o Leave and medical record Final settlements and provident fund Policies and proce dures Employees record and recreation
OD and Effectiveness o o o o o Training plan Talent management Performance management Employees reten tation Orientation employee communication Staffing and compensation o o o o o Staffing plan and HR budgeting Management trainee and internship progr am Interviewing and selection Headhunters Compensation, benefits and incentive HR Strategies: Human resource department is putting its efforts towards nurturing a winning cor porate culture and building organizational capabilities by ensuring that its peo ple at all levels are both able and willing to perform at consistently exception al levels. At AIRTEL the people have been empowered to a large degree by minimiz ing out dated rules /regulations and plan to further eliminate the bureaucratic barriers to capitalize on their ingenuity and talent.
HR strategy refers to the specific human resource management course of actions t hat a company pursues to achieve its objectives. But how these strategies/policies/practices are formulated and implemented at Ai rtel. There is a whole process behind this. The top team continues to play its role in providing the guidance and support to people at all levels. The HR (people¶s) function ensures that it leads the transf ormational change by nurturing a climate, which would help in converting the hug e potential at disposal of the company into world-class performance. The active and effective role played by HR in people development at different le vels organizational, departmental and individual is considered in AIRTEL to be o ne of the most critical factors leading to the development of a winning corporat e culture. The effort continues to be directed towards developing the skills of the shop floor employees, improving competencies of Business Support Officers (B SOs), and enhancing the leadership qualities of managers. Like most big organiza tions, the development of HR Strategies is also done in accordance with company¶s mission. First, Strategic planners analyze what actually is the prevalent cultur e of the organization, what are the strengths, weaknesses, opportunities, threat s (SWOT analysis) of business and its market, and on the basis of all the above analysis, company¶s strategic plan is established. In the end HR strategies are fo rmulated in accordance with this overall business¶/companies¶ strategic plans. Based on these HR strategies, HR policies and practices are also formed and implement ed. Any abrupt change in the market requires the organization to follow this ana lysis in order to be successful. That why organizations continuously keeps on up dating their strategies and policies.
Whole system for development of HR strategies/policies/practices is as below: Mobilink·s Competitive Environment Economic, Political, Demographic, Competitive a nd Technological Trends Company·s Strategic Situation Company·s Strategic Plan Company·s Internal Strengths and Weaknesses Organizational Performance Company·s HR strategies Formulation of HR policies Formulation of HR practices HR Practices at Airtel: These are few of the HR practices that I have learned from my resource person.
Planning Recruitment Selection Training & Development
Compensation Performance Appraisal System Occupational Health and Safety measure s Career Planning and Development Research and Development
Reward Management Employee Relations Planning: After the emergence of new telecom companies, market has become much more compet itive and employees are less loyal to the company. Whenever they get any opportu nity better than the existing job, they just opt for that. Which is there right, however Airtel is aware of this fact and that¶s why they do not have any formal s trategy for succession planning. They do consider the people from inside but pro per succession planning is not practiced in Airtel these days. When they entered into the market they used to have strategy regarding this matter. But now due to market trends they have transformed there new strategies. Accordi ng to the management it¶s not useful to invest a lot in the employee at a larger e xtent. They do develop employees for there career planning but no formal success ion planning is practiced. Recruitment and Selection: In AIRTEL, the activity to fill a vacancy or a new job starts with the requireme nt communicated by the respective managers to the HR department. The HR departme nt then looks for the possibilities of internal and external recruitment.
Internal Recruitment: In AIRTEL, internal recruitment is done for the managers of the higher grade and directors. When a position is vacant, the HR department views the past performa nce of the people working at lower levels than the vacant position and chooses t he right person who is promoted to that position. At the manager and director le vel, the internal recruitment process is mostly carried out but when managerial position is vacant and a suitable person is not available for the desired post f rom with in the organization then external recruitment is carried out.
External Recruitment: For external recruitment in AIRTEL, the line managers are required to make a req uisition form for the job in which they have to mention their need taking in acc ount the budget for establishment and salaries for the position of Management, B usiness Support Officers and Workers. Role profile for the specified job is also prepared matching up the requirement and the grade of the job. Training period is also specified on the requisition form. The requisition form along with the r ole profile is sent by the line manager to the functional director for his appro val and then forwarded to HR Manager. The HR manager confirms the availability o f budgets required for establishment, salaries and cost of advertisement for the job. After all this, the requisition form along with the job profile and the bu dget forecast is sent to the HR Director for his final approval. After approval from the HR director the HR manager and the line manager work hand in hand to pr epare job and person specifications for advertising or giving to the head hunter s. The sources that AIRTEL uses to attract applicants are: y Inviting applications through advertisement y Recommendations from the head hunters y Applications obt ained from the data bank of AIRTEL where direct applications are received from t ime to time. After a substantial amount of applications have been received, the line and the HR managers again work together to shortlist the applications. This is done by carefully going through all the application and by giving different weightage to the following criteria: y Quality of early schooling y Grade obtain ed y Extra Curricular activities y Overseas travel and education y Age y Target University y Relevant experience The HR Department then issue call letters to th e short listed candidates along with blank application forms by Date, time and v enue for the preliminary interview is advised and candidates are asked to bring along completed application forms. A two-member panel of HR and line management carries out competency-based interviews focusing on functional skills and manage rial and supervisory skills. After the preliminary interview is cleared people a pplying for different jobs are tested in different ways. The following managemen t competencies are assessed by a panel of cross functional assessors In the case of management selection:
y y y y y y Communication skills Resource management Rational decision making Influencing Cr eative thinking Business development The HR department is responsible for overall administration of the assessment ce ntre including training of the assessors. . The HR department provides details of remuneration package and terms and conditi ons of service. The HR department also prepares appointment letter, service agre ement and finalizes other documentation for service record. Measures to improve competences and employee Skills: In order to make its human resource productive and efficient, Airtel aggressivel y work in developing its human resource capital through international and local trainings as well as structured employee µwell-being¶ programs, making it one of the most sought after companies to work for in India. Airtel conducts several train ing program in order to improve the competencies and skills of employees.
Orientation: Airtel has a very well organized and well established HR department that practic es all the HR strategies which are beneficial for the organization. As other dep artments are well established and operational for there matters, HR department i s empowered to develop and plan what so ever is required for the company. Orientation and induction is required for employee familiarization with the orga nization and Airtel is well aware of this fact. Affiliation with organization is only possible if the employees are informed about each and everything. When the employee is hired he get proper orientation and that orientation may exceed to few months until he get the feeling of affiliation and get to know the organizat ion well.
Training:
Training is a planned effort by a company to facilitate employees learning of jo b-related competencies. These competencies include knowledge, skills or behavior s that are critical for the successful job performance. At AIRTEL, there is a continuous assessment of the technical and managerial skil ls. For the further enhancement of these skills formal training programmes offer ed at all levels. The employees are provided with opportunities to put these ski lls into practice, in preparation for the move to a managerial role. Training is viewed at AIRTEL as a way of creating intellectual capital. Employee s are expected to acquire new skills and knowledge, apply them on job and share this information with other employees. The training is cross-functional for shar ing of skills. The employee are trained periodically either locally or abroad according to prep lanned schedules. The objective of such training is to upgrade the capabilities of employees. If an employee attends an overseas training then he/she has to ser ve the company for a certain period after the date of completion of training sub ject to the cost and duration of training itself. In case an employee leaves the company during this period he/she will have to pay the amount specified at that point in time. Training Methods On Job Training Special Training Sessions Team Building Problem Based Refresher Courses y y y y y Types of Training in Airtel: On a general basis the training done in Airtel can be divided into two categorie s: Soft skill training
Technical Training Soft Skill Training: Helping your employees develop a stronger base of knowledge on topics that affect their personal lives can make them more productive and le ss distracted in their jobs. Soft skill development courses in areas like person al finance and childcare can help your team better manage the most important are as in their personal lives. This may include the following things for e.g. Con ict management training People management training Communication skills Anger ma nagement Time management training Teamwork training etc Technical Training: This type of training has direct effect on the job of the em ployee. Specific skills are focused and developed accordingly. The engineering t rainings of Airtel are also included with this along with Customer Services trai ning Sales related training Marketing and technology training etc. All these types of training are done to enhance the employees job skills at the level he is at. Training programs leads to: y Leadership y Influencing
y Creative Problem Solving Performance Appraisal: Reviewing performance and taking positive steps to develop employees further is a key function of management and is a major component in ensuring the success of the company through effective employee performance. A review is about ensuring people know what levels of performance are expected of them and then taking acti on to ensure they are trained and developed to perform effectively. Objectives of Performance Appraisals y y y To measure the work performance To motivate and assist employees in improving their performance And achieving th ere professional goals y y y To identify employees with high potentials for advancements To identify employees training and development needs To provide a solid path for career planning for each individual
Appraisal Policy: The intent of these appraisals is to review current job performance and responsi bilities, set goals and discuss further opportunities with reference to past per formance at Airtel. Performance Review: At AIRTEL a review is intended to be an open and frank discussion between an emp loyee and their Team Leader/Manager. Generally there are two elements: first is the element in which discussion takes place over the strengths and areas which n eed to be developed as displayed by the job holder over the past 12 months. The performance is of course judged comparing the performance against the core indic ators of Job. The second element is concerned with discussing the training needs /inputs activities that are considered to be appropriate to help the jobholder o vercome some of development areas discussed in the review and also those activit ies that are deemed appropriate to build upon their current strengths. Appraisal categories Appraisal category Definition of category Indicates exceptional performance Indicate performance th at consistently meets the requirements of the position,´ very good´ indicates the in dividual is on track for advancements Indicated performance that requires improv ement (i.e. meet requirements without initiative or advancement) Performance to be improved (hardly meets % Of total numbers of employees which can be rated in this category 15% 1.expert 2.very Good 10% 3. Good 8% 4. Basic 5%
requirements) Sources of Performance Appraisal: At AIRTEL the primary sources of performance a ppraisal are the managers and secondary sources are employees themselves. Though the peers also give their opinion but it usually does not have any weightage un less a conflict arises between the manager and the employee. Feedback: Workers at AIRTEL are informed of their performance and given the opportunity to express their opinion over their own level of performance against each competen ce. This serves the following two main purposes: y y It enables the reviewer to redefine whether the initial assessment was correct, as circumstances may exist that the reviewer is unaware of. By asking the worker what he sees to be his own strengths and development areas often help to reduce negative responses and mak es planning training needs/inputs activities easier if the person is able to exp ress for himself the areas in which he feels he can improve. CAREER PLANNING & DEVELOPMENT: Airtel faces much competition in the telecom industry so now they are focusing o n career Management of their employees in which they enable the employees to bet ter understand and develop their career skills and interests and to use these sk ills and interests most effectively both within the company and after they leave the firm. Career planning is the deliberate process through which someone becom es aware of personal skills, interests knowledge, motivation, and other characte ristics; acquires information about other opportunities and choices; identifies career related goals and establishes action plans to attain specific goals. Care er development is the lifelong series of activities (such as workshops) that con tributes to a person career exploration, establishment, and success ad fulfillme nt. Airtel gives promotion to their employees on the performance basis. The Airtel H R department develops the employee¶s career development plans in which the HR depa rtment predicts the next logical step for their employees within five years. Importance of Career planning in today¶s competitive world is as important as any other HR function. Retaining your valuable Human resource today is one of the bi ggest challenges that organizations are
facing. So, HR needs to come up with new strategies. Career planning and develop ment is one of the basic tool and strategy organizations are using for retaining their employees. This function actually makes employees feel that they are impo rtant to the organization and Airtel wants them to be at the top in their career s. However, at Airtel this function is not fully performed or we should say this fu nction is not performed satisfactorily. There are some policies on these but tho se are not recognized that well. One point of policy is found along with the com pensation other with the recruitment. There should have been separate head for t hese policies. As far as the practices are concerned, all the employees were reluctant to talk about this during our interview. However, what we analyzed is that career develo pment is practiced but not that openly. Specially, in case if some employee is c onsidering of joining the competitor¶s firm. If such is a case then organization h as discipline policies for that even. Promotion Policies The new company structure is in five layers, comprising associates, specialists, managers, directors and chief officers------in that order starting from the bot tom and working towards the top rung of the ladder. Until approved otherwise, it would be mandatory for the employees to spend the f ollowing maximum period at each level before a promotion to the next level depen ding upon availability of a slot: Associate Specialist 3-4 years 3-4 years
Manager Director Chiefs 2-3 years According to the president decision According to the president decisio n However, employees who may not get a chance of promotion due to the non availabi lity of an existing slot, will be compensated by being ³moved over´ with in the new salary range specified by the company Reward System: AIRTEL considers its employees not just as a cost but also as a resource in whic h the company has invested from which it expects valuable returns. Pay policies and programs are one of the most important human resource tools for encouraging desired employee behaviors. The advantage of paying above the market average is the ability to attract and retain the top talent available, which can translate into highly effective and productive work force. The incentive schemes and incentive objective have been clearly communicated to all individuals and weekly progress report is also communicated to all concerned . Compensation and benefit plans: Airtel has a separate department for compensation. That department deals in staf fing and compensation planning. First of all this department has all the informa tion regarding who is being employed and how it is performing. What so ever prom ises are made to the employees, they know that. So it¶s easy for them to design co mpensation plans because they know every employee which is being hired. Compensa tion and benefit plans are particularly based on performance. If performance is up to the standards of Airtel and the employee has good conducts he is rewarded. After performance evaluation, results are rechecked and matched with the standa rds. Based on that, proper compensation plans are designed.
Salary policy The company will pay salaries of the employees as fallows o o o o All new employees have to open bank accounts in specified banks prescribed by th e company so that their salary will be credited at the end of each month. After opening account with the bank employees should forward his account number to HR. Upon termination of services the employee will receive his salary within 15 day s up to the time of date of his last working day. Upon resignation the employee will be paid his dues during a maximum period of 15 days from the date he left t he job. Promotions Promotions are also reward management technique to motivate employees. In AIRTEL promotions are based on the merit and seniority (experience) basis. The one who performs well consistently over time gets reward in the form of promotion. Bonuses The employee may receive 1 to 3 month bonus subject to evaluation of acc omplished objectives. In Airtel the reward system is based on the individual per formance and individual employee performance is judged for the reward. The manag er of respective departments recommends a candidate from his section for the rew ard purpose to HR. Reward Categories at Airtel Intrinsic and Extrinsic rewards include:
Smart/Quality work Exceptional performance in a project Targets achievements Spe cial assignments Medical care Life insurance Vacations Relocation Credit advance policy provident policy/advance against provident fund and a capping of gratuity Recreation Club Policy Travel Education assistance policy
Mobile phone Business mobile phone policy Official Blackberry Policy Life insura nce Medical entitlement Health & Safety Policies The safety of employees is everyone¶s responsibility. Accidents, precaution and ef ficient work go hand in hand. All levels of employees have a primary responsibil ity for the safety and well being of all of us. Therefore, interest in practicing safety prevention must be encouraged by: a) Setting good examples. b) Acting upon safety records. c) Reviewing safety pro grams. d) Holding personal interviews or group conferences. e) Starting activiti es that will stimulate and maintain employee¶s interests. No phase of operation of administration is of greater importance than accident p revention. It is the policy of the Company to provide and maintain safe and heal thy working conditions and to follow operating practices that safeguard all empl oyees and result in safe working conditions and efficient operations. Proper Fir st Aid Kit will be available at all Airtel Offices including remote locations. T here is no need for such measures at Airtel as maximum jobs do not expose you to the health hazards and are not such that require safety measures. However, ther e is a tendency of being safe in every human and that shows when you visit some Airtel officer to meet someone of a high designation level. You need to fulfill various safety measures.
Employee Relations: It is the company policy to ensure that the required standards of performance an d conduct are maintained. The disciplinary procedure is intended only as a state ment of Company policy and management guidelines. It does not form part of the c ontract of employment or otherwise have contractual effect. Discipline Procedure: y Warning may be addressed to the employees verbally and in written through their immediate supervisor. The warning shall refer to the contraventions committed by the employee and will serve to remind the employees the he/she abide by the com pany rules and regulations in performing his/her work, and that this contraventi on should not be repeated in future. y A written letter may be addressed to the employee describing the contravention c ommitted. The employee will also be notified that a higher penalty may be inflic ted on him in the contravention is repeated in future. The warning letter may be registered in the employees personal file .issuance of written warning can be r ecommended by the respective supervisor and HOD. It will be issued by the HR dep artment after approval of VP HR. Deduction from the salary will be an amount of employee salary depending on the type offence and decision taken accordingly. y y The employee may be suspended from performing his or her duties for a period of time as conveyed in written. y Unauthorized absence of more then two times in Six month can result in terminati on of employment.
y An employee who is absent from the job with out satisfactory explanation is cons idered to be an unauthorized unpaid absence. y Discrimination, intimidation and harassment based on sex, race, religion, age, c olor, disability, sexual orientation and cultural background is prohibited at th e workplace. The Head of Department should maintain direct control of all disciplinary record s. A copy of all records must be placed on the employee's personal file in the H uman Resources Department. All warnings will remain upon the employee's personal file indefinitely, but will normally be disregarded for disciplinary purposes a fter the following periods: y Stage 1 - Verbal warning: 03 months y y y Stage 2 - Written warning: Stage 3 - Final written warning: Stage 4 - Dismissal 06 months 12 months These time periods may however be extended in appropriate circumstances taking i nto account the nature of the offence. The time period will commence from the da te of the letter/memorandum confirming the warning, even though any specified ti me for improvement has expired. Penalties: Employee¶s services may be terminated in following cases Insubordination Willful failure to carry out reasonable orders including the performing of job a ssigned by supervisor. Dishonesty Falsification of any official company records will subject to the termination wi thout prior notice. Violation of Safety Rule Failure is refusal to conform to safety practices or the misuse of safety device . Violence Causing a disturbance on company property resulting from fighting.
Profanity or Indecent Conduct The use of profane language or engaging in immoral conduct. Intoxication Coming to work under the influence of drugs or bringing drugs into the facility. Willful Damage to Property Careless spoilage, destruction of company property or material. One Day Absenteeism Unauthorized absence from work for one day without notifying employer. Misrepresentation Deliberate misrepresentation of past history or other important matters. Accepting Money or Gift Taking advantage of one¶s positions to accept money or gift is against the rules o f company. Motivation: As we know AIRTEL is highly aware of how to motivate its employees in the best w ay. This can be judged by the enthusiasm and good spirit that people show in per forming their jobs. There is a welldevised system that AIRTEL follows for the pu rpose of motivation. It includes both financial and nonfinancial rewards along w ith the major Motivators and Dissatisfies. The company recognizes the importance of making people drive towards their goals and the basic step towards this is made through recognizing the value of import ance that the company gives to its employees. AIRTEL has a set of financial rewa rds, medical, dental, vision and life insurance, retirement plan, educational re fund assistance, paid vacation days, family and work life balance benefits and p rofit sharing plan, Annual bonus opportunities, company cars etc. other ways in which employees are motivated are: y y Employees are safe in knowing that they will be rewarded for any exceptional wor k. This reward is not only monetary. It is accompanied by the employee being giv en recognition and greater empowerment. Employees are given a very beautiful and healthy work environment. Special attention is given to make the physical envir onment most productive. This is why AIRTEL offices are considered to be the most well decorated and organized.
y As we know AIRTEL has a desire to promote the high achievers from with in the co mpany. Positions are given on merit and are transparent and fair in nature. Ther e is no special treatment. Therefore each employee knows that he can aim for the top and actually get there. This has proved to be a great source of motivation for the employees of AIRTEL. Motivational factors: Airtel is a leading telecom company and all the employees working there feel pri de in affiliating them with the organization. It¶s the biggest intangible motivati onal factor. Affiliating with organization, employees are self motivated to work and loyalty comes from within. However they have other factors too. They believ e in praising the good work done by employees and reward them on that. Reward ma y be tangible or intangible. They also arrange parties in which star performers are highlighted. Also they have informal meetings after performance evaluation a nd supervisors, subordinates, colleagues talk about there success and are motiva ted through intrinsic factors. Delegation of authority and empowerment re the to ols which they use to motivate employees and that is how they keep up the good w ork. SWOT Analysis: Strengths: 1. AIRTEL has the latest employee training and development approaches. Therefore it can adapt to all sorts of change and bring immediate improvement in work pra ctices whenever the need arises. 2. AIRTEL hires only the most highly qualified and exceptionally intelligent and energetic people. This result in lesser HR pro blems as people are willing to change, take constructive criticism and focus on personal and professional development by focusing solely on achieving their work . 3. AIRTEL believes in making people realize their full potential and capabilit ies which is why jobs are designed to be challenging and goals are made to be ac hievable yet competitive. This results in a high level of motivation and job sat isfaction for the employees and automatically promotes a healthy work environmen t. 4. The company has a very well balanced and realistic incentive program. It a lso focuses on giving additional benefits to its employees apart from the basic remuneration. This results in employees giving their ³Heart and Soul´ in working for their employer. 5. The HR practices of AIRTEL greatly enhance its image as a co mpany that wants to contribute towards the society in every possible way. As the main focus is on developing better people not just better employees. There may be various other strengths of the HR practices and management system of AIRTEL, only the most important have been discussed above.
Weaknesses: 1. AIRTEL has a trend of maintaining long working relations with employees and s ticking with the same people as long as it is productive. Most of these people a re promoted from with in the company to form the middle and upper management. Th is results in loss of creativity that can be recognized by external recruitment for these core managerial positions. 2. The employees are supposed to work at la te night without being paid additionally. This creates mental tension. 3. CV¶s are not properly entertained 4. Certain non financial rewards such as ³emplo yee of the year´ which is used as motivation tool are not properly communicated to the employees regarding their importance. 5. The most common complaint that is heard by the employees is the biasness of immediate bosses. That creates a sense of concern with in the employees. Opportunities: 1. The company can discover great potential through the future graduates as ever y generation is being taught in more effective manner that leads to better growt h. Being a leading company in the employment rankings of India AIRTEL can recrui t the ³cream of graduates´ every year and utilize their improved knowledge and abili ties. 2. There is an opportunity to create the best image of the company in the mind of customers by adding the value added services. 3. With the expansion in t he company business in India, the HR department can be expended in order to mana ge diversity of workforce. Threats: 1. Due to entering of new companies in cellular industry the competition has bee n enhanced. Like other areas HR departments is facing the threat of employees sw itching from Airtel to other companies. 2. The skilled and qualified workers are being attracted by the other cellular phone & multinational companies. CONCLUSION: To conclude Airtel has a strong HR system. That is the reason we didn¶t found much discrepancies in what management says, what policies state and what employees s ay. 90 % of the times they were same. There are some minor discrepancies but the y are adjustable with little effort. Recommendations:
To establish core competence and to bring competitiveness, Airtel should impleme nt numerous effective plans to improve the performance of its various department s. Supervisors must manage employee performance well in order for Airtel to acco mplish its mission and achieve its goals. Following are some recommendations for Airtel, which we Personally feel can be useful for the organization, its employ ees and the customers. Effective Performance Management Performance management is one of the most important parts of a Supervisor¶s or tea m leader¶s job. Developing skills in performance Management is wise investments th at will help Airtel achieve its Goals. Managing employee performance includes: y y y y y Planning work and setting expectations Monitoring and measuring performance Deve loping the capacity to perform Periodically rating performance in a summary fash ion Recognizing and rewarding good performance Practicing good performance management requires proficiency in certain competenc ies. Competencies are observable, measurable Patterns of skills, knowledge, abil ities, behaviors and other Characteristics that an individual needs to perform w ork roles or Occupational functions successfully. Performance management Compete ncies that all supervisors (and team leaders) at Airtel Should develop and demon strate include: Communication Establishing and maintaining effective communications with each Em ployee not only requires good oral and written communications Skills, but it als o includes the ability to establish good working Relationships. To communicate e ffectively with employees, Supervisors must establish
an environment that promotes an open Door atmosphere, the sharing of ideas, and employee involvement in decision making processes. Setting Goals Setting long and short-term goals with employees gives focus to Employee efforts . When goal setting is done correctly, employees strive to accomplish those goal s and feel confident in achieving them. When goal setting is done poorly, work d oes not progress as desired. Knowing how to set goals effectively is an importan t part of Performance management. To do this well, supervisors need to be able t o clarify expectations and to set realistic standards and targets. Measuring Employee Performance Credible measures of performance that employees understand and accept are critic al for achieving high level performance. Measuring employee accomplishments, usi ng both qualitative and quantitative measures, provides the information that sup ervisors and employees need in order to monitor performance. Giving Feed Back Feedback should inform, enlighten, and suggest improvements to employees regarding their performance. Supervisors should describe specific work related behavior or results they observe as close to the event as possible. Coa ching & Developing Using their coaching skills, supervisors evaluate and address the developmental needs of their employees and help them select diverse experiences to gain necess ary skills. Supervisors and employees create development plans that might includ e training, new assignment, job enrichment, self study or work details.
BIBLIOGRAPHY BOOKS Marketing Management by Philip Kotler 9th Edition Principal & Practice of Management by L.M. Prasad, 4th Edition.
REFRENCES AIRTEL¶s reports Books & magazine on mobile communication WEBSITES & SEARCH ENGINE www.airtelworld.com www.bhartiteleventures.com www.rese archandmarket.com www.info-shop.com www.smartmobs.com www.yahoosearch.com
