A

Project Study Report

On Training Undertaken at

BhartiAirtel
Titled

Importance of Human Resource Management

Submitted in partial fulfillment for the Award of degree of Master of Business Administration

Submitted by: ANIL KUMAR MBA 3rd sem.

Submitted to: FMS- MAIET

MAHARISHI ARVIND
INSTITUTE OF ENGINEERING & TECHNOLOGY 2012-13

PREFACE
Project work is done to get a practical knowledge. It is done by the management student to gain knowledge and get a professional outlook in the world of business. It is aimed for to understand the difference between the theoretical and practical knowledge. This project report is prepared to get practical knowledge, by preparing ourselves for present and future analysis of the Human Resource Management & Organization policies. In this 45 days project, I have gained a lot of information and knowledge about the functioning of Organization. Telecommunication is one of the most growing industries in our economy. I have visited BHARTI AIRTEL at JAIPUR for 45 days i. During my management training I am trying my level to perform my duty to collect all the necessary information to prepare this report.

To smoothly run the organization, there are some tools needed like Marketing, Human Resource, System, Production. Similarly Human Resource plays the important role in the organization. There is a bloodbreath relation between organization and HR.

ACKNOWLEDGEMENT

I express my sincere thanks to my project guide, Mr. Ankur, Designation Head of HR,

Dept., for guiding me right form the inception till the successful completion of the project. I sincerely acknowledge him/her/them for extending their valuable guidance, support for literature, critical reviews of project and the report and above all the moral support he/she/they had provided to me with all stages of this project. I would also like to thank the supporting staff of Human Resources Department, for their help and cooperation throughout our project.

(Signature of Student)

ANIL KUMAR (Name of the Student)

Executive Summary

In todays competitive environment where customer is the king, it has become difficult to retain the customers. It wont be wrong to say that its more difficult to retain the old c ustomers than to attract the new customers. Today churn is a reality that has been accepted by most of the service providers.

Now talking about Indian Service Providers, The Indian telecom landscape has today emerged as one of the most dynamic business segments in the country. The telecommunication services have made a rapid stride both in quality and quantity. However the users at large are found dissatisfied with the quality of service made available to them. The process of technological sophistication has gained the momentum but the users are yet to get the quality service. The cellular industry has reached a critical juncture. Deregulation and its domino effects of price free-foralls, high customer churn and the increasing commoditization of services, together with the economic slowdown and consequent budget cuts, have all taken their toll. Companies have risen to these challenges through re-organization, revision in management strategy, downsizing and consolidations, but global and national competitive pressures are biting hard. They must dig deep to find business solutions that offer the scalability and flexibility to secure the roots of their future success. Churn can be broken down into involuntary churn, where the carrier cuts off service, Oftentimes due to repeated nonpayment of invoices, and voluntary churn, where the customer chooses to disconnect service. While eliminating unprofitable customers is an important goal for carriers, this paper focuses on voluntary churn and how it can be more effectively managed. Churn management can be defined as the process of finding potential customers who are considering leaving and then preventing them from churning. The purpose of churn management is to minimize the loss due to subscribers and to maximize profits by retaining a stable and profitable customer base.

TABLE OF CONTENTS

Sr No. 1 2 3 4 5 6 7 8 9 10 11

Name of Topic Preface Acknowlegement Executive summary Introduction of Industry Introduction of Organization Research Methodology Title of the Study Duration of the Project Objective of Study Types of Research

Page no 2 3 4 6 19 25 27 30 30 37

Sample Size & Method of 39 Selecting Sample

12 13 14 15 16 17 18

Scope of the Study Limitation of the Study Facts & Findings Analysis & Interpretation SWOT Conclusion Recommendation Suggestions

41 43 45 46 54 58 & 60

19 20

Appendix Bibliography

62 64

1. Introduction to the industry

1.1 BHARTI ENTERPRISES

Type Founded Headquarters Key people Industry Products Revenue Slogan

Public, Listed on BSE 1985 New Delhi, India Sunil Mittal Telecom Mobile and Fixed-Line Telecommunication operator USD 33.66 billion Express Yourself Bharti Group Airtel

Website

1.2 COMPANIES OF BHARTI ENTERPRISES

Bharti Airtel: Bharti Airtel is Indias leading provider of telecommunications services. The company provides GSM mobile services across India in 23 telecom circles and broadband and telephone services in 90 cities.

Bharti Teletech Ltd.: Bharti Teletech manufactures and exports world class telecom equipment under the brand beetel. It is the only Indian company to be present in 30 countries mapping 5 continents. The companys product range includes basic telephones, caller ID phones, Caller ID Boxes, Cordless phones, 2.4 GHz Digital Cordless Phones, DECT 1.8 GHz Phones and Set Top Boxes.

Telecom Seychelles Ltd.: Telecom Seychelles Ltd provides comprehensive telecom services including GSM Cellular, PSTN (fixed lines), Fax and Data, International Roaming, connectivity to internet services; Maritime Telecom services (INMARSAT) and International Collect and credit card calling, in Seychelles, under the largest brand Airtel.

Bharti telesoft Ltd.: Bharti Telesoft Ltd. provides value added services and solutions to wireless and wire line carriers worldwide. Bharti Telesoft Ltd has deployed products and solutions in 25 countries to over 100 networks, and has a customer base of 150 million across 5 countries.

TeleTech Services (India) Ltd.: TeleTech Services (India) Ltd. is a joint venture between TeleTech holdings, inc., worlds leading full service provider of business process outsourcing and Bharti TeleTech Ltd. The company offers the entire spectrum of front-to-back-office business processes ranging from voice and non-voice customer support, back office administration (including credit and collections, account maintenance, application processing, claims processing, asset management, document management etc.), sales and marketing (including database marketing, marketing support, web sales and marketing etc.) to global customers.

Field Fresh Foods Pvt Ltd.: FieldFresh Foods (P) Ltd. is an equal partnership venture between Bharti enterprises and ELRO holdings India Ltd, an investment company of the Rothschild family. The company provides premium quality fresh produce to the markets worldwide and promotes world class standards for agricultural practices, progressive farming techniques and identification and adoption of appropriate technologies.

Bharti Retail Pvt Ltd: Bharti Retail Pvt Ltd is a 100% subsidiary of bharti enterprises. Bharti Retail is planning to launch its retail outlets in multiple consumer friendly formats in several cities across India.

Bharti Airtel, formerly known as Bharti Tele-Ventures Limited (BTVL) is among India's largest mobile phone and Fixed Network operators. With more than 50 million subscriptions as of 1st October 2007, the company is one of the world's fastest growing telecom companies. It offers its mobile services under the Airtel brand and is headed by Sunil Mittal, India's sixth richest man with a total worth of US$27 billion. The company is the only GSM operator to provide mobile services in all the 23 circles in India. The company also provides telephone services and Internet access over DSL in 14 circles. The company complements its mobile, broadband & telephone services with national and international long distance services. The company also has a submarine cable landing station at Chennai, which connects the submarine cable connecting Chennai and Singapore. The company provides reliable end-to-end data and enterprise services to the corporate customers by leveraging its nationwide fiber optic backbone, last mile connectivity in fixed-line and mobile circles, VSATs, ISP and international bandwidth access through the gateways and landing station. Although Bharti Airtel is the largest mobile service provider, BSNL, the state run mobile and wire line service provider is the market leader as of 31 December 2006 customer's base. Airtel is a brand of telecommunication services in India operated by Bharti Airtel. Airtel is the largest cellular service provider in India in terms of number of subscribers. Bharti Airtel owns the Airtel brand and provides the following services under the brand name Airtel: Mobile Services (using GSM Technology), Broadband & Telephone Services (Fixed line, Internet Connectivity (DSL) and Leased Line), Long Distance Services and Enterprise Services (Telecommunications consulting for corporate). Leading international telecommunication companies such as Vodafone and SingTel hold partial stakes in Bharti Airtel.

In April 2006 Bharti Global Limited was awarded a telecommunications license in Jersey in the Channel Islands by the local telecommunications regulator the JCRA. In September 2006 the Office of Utility Regulation in Guernsey awarded Guernsey Airtel with a mobile telecommunications license. In May 2007 Jersey Airtel and Guernsey Airtel announced the launch of a relationship with Vodafone for island mobile subscribers. In July 2007, Bharti Airtel signed a MoU with Nokia-Siemens for a 900 million dollar expansion of its mobile and fixed network. In August 2007, the company announced it will be launching a customized version of Google search engine that will provide an 'array of services' to its broadband customers.

1.3 BHARTI AIRTEL

Telecom giant Bharti Airtel is the flagship company of Bharti Enterprises. The Bharti Group has a diverse business portfolio and has created global brands in the telecommunication sector. Bharti has recently forayed into retail business as Bharti Retail Pvt. Ltd. under a MoU with Wal-Mart for the cash & carry business. It has successfully launched an international venture with EL Rothschild Group to export fresh agricultural products exclusively to markets in Europe and USA and has launched Bharti AXA Life Insurance Company Ltd under a joint venture with AXA, world leader in financial protection and wealth management.

Airtel comes to you from Bharti Airtel Limited, Indias largest integrated and the first private telecom services provider with a footprint in all the 23 telecom circles. Bharti Airtel since its inception has been at the forefront of technology and has steered the course of the telecom sector in the country with its world class products and services. The businesses at Bharti Airtel have been structured into three individual strategic business units (SBUs) - Mobile Services, Airtel Telemedia Services & Enterprise Services. The mobile business provides mobile & fixed wireless services using GSM technology across 23 telecom circles while the Airtel Telemedia Services business offers broadband & telephone services in 94 cities.

The Enterprise services provide end-to-end telecom solutions to corporate customers and national & international long distance services to carriers. All these services are provided under the Airtel brand. Bharti Airtel is one of India's leading private sector providers of telecommunications services based on an aggregate of 71,777,448 customers as of June 30, 2008, consisting of 69,383,716 GSM mobile and 2,393,732 Telemedia customers. The company is the largest GSM mobile service provider in the country, based on the number of customers; it has an all India footprint, with mobile operations in all the 23-telecom circles of India. The company also provides telemedia services (erstwhile broadband & telephone) in 94 cities. The company complements its mobile and telemedia services with national and international long distance services. For international connectivity to the east, the company has a submarine cable landing station at Chennai, which connects the submarine cable - Network i-2-i, connecting Chennai and Singapore. For international connectivity to the west, it is a member of the South East Asia-Middle EastWestern Europe 4 (SEA-ME-WE-4) consortium along with 15 other global telecom operators, and has commissioned the fourth generation cable system. SEA-ME-WE-4 supports telephone, Internet, multimedia and various other broadband and data. The company provides reliable end-to-end data and enterprise solutions to the top corporate customers by leveraging its nationwide fiber optic backbone, last mile connectivity in mobile and telemedia services, VSATs, ISP and international bandwidth access through the gateways and landing stations.

1.4 BUSINESS DIVISIONS

Bharti Airtel offers GSM mobile services in all the 23-telecom circles of India and is the largest mobile service provider in the country, based on the number of customers.

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The group offers high speed broadband internet with a best in class network. With Landline services in 94 cities we help you stay in touch with your friends & family and the world.

The group focuses on delivering telecommunications services as an integrated offering including mobile, broadband & telephone, national and international long distance and data connectivity services to corporate, small and medium scale enterprises.

The Company compliments its mobile and broadband & telephone services with national and international long distance services. It has over 35,016 route kilometers of optic fiber on its national long distance network. For international connectivity to east, it has a submarine cable landing station at. For international connectivity to the west, the Company is a member of the South East Asia-Middle EastWestern Europe 4 (SEA-ME-WE-4) consortiums along with 15 other global telecom operators.

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1.5 CODE OF CONDUCT

This code is designed to a culture that will fully embrace & sustain Bhartis value, which are:To be responsive to the needs of the customer. To trust & respect their employees. To continuously improve services innovatively & expeditiously. To be transparent & sensitive in dealings with all stakeholders.

Airtel Brand Essence Our brand Essence Think Fresh Deliver More is designed to help the company to develop a highly differentiated positioning & experience that will lead people to actively choose us as their Preferred Telecommunication Provider. Think fresh Deliver More is the soul or DNA of our brand Think Fresh implies a fresh focus on the customer impact of every decision & being hide bound by internal perspective. Deliver more is the key driver to customer delight & ensure that no shortcuts are taken by the company.

Companys brand promise to the customer Airtel always think in fresh & innovative ways to fulfill the needs of the customer.

1.6 Airtels Brand DNA The People Perspective

Fresh: seek opportunities & solutions by being Innovative & Enterprising. In Touch: Stay connected by being Aware & Sensitive. Can Do: Strive for Success with Passion & Accountability. On My Side: Build relationship with Empathy & Understanding.

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1.7 Corporate Social Responsibility at Bharti Airtel At Bharti, CSR is a way of life. Each department and employee strives to be sensitive to the stakeholders and environment within their work context. Bharti encourages employees to take decisions and design business-linked processes that are sensitive to communities and environment. Corporate Social Responsibiity (CSR) in Bharti encompasses much more than only social outreach programs. It is an integral part of the way Bharti conducts its business. The essence of Bhartis commitment to Corporate Social Responsibility is embedded in the Corporate Values, which stem from its deepest held beliefs.

These Values are: To be responsive to the needs of customers. To trust and respect employees. To continuously improve services innovatively and expeditiously. To be transparent and sensitive in dealings with all stakeholders.

Bharti Foundation, the philanthropic arm of Bharti Enterprises was set up in 2000. The main focus being to help underprivileged children and young people of our country realize their potential. For over eight years, the Foundation has been creating and supporting programs that bring about sustainable improvement in the field of education.

Bharti also donates money for SOS village. Recently Airtel Rajasthan employees have donated stationary items for students of 7-Satya Bharti Schools.

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Bharti Foundation implements education programs in the field of both primary and higher education. The primary school program is designed to help students garner skills to explore, question, reason, communicate effectively and acquire values that help them stay rooted to their culture and connect with the society. The senior school program will train the students in professional skills to equip them for future employment opportunities within their own villages and communities. In addition to the above two flagship programs Bharti Foundation has also initiated and set up 26 Bharti Computer Centres and Bharti Library and Activity Centres across the country in association with organizations like Pratham Infotech, Kalakar Trust and Adharshila. In order to provide education and training opportunities to young people and develop future leaders and entrepreneurs, Bharti Foundation has set up the Bharti School of Telecommunication Technology and Management at IIT Delhi and partnered with IIT, Bombay to set up the Bharti Centre for Communication. The Bharti Scholarship and Mentorship program has also been instituted to support academically brilliant students from financially weak backgrounds. The flagship Program of Bharti Foundation aims to provide quality education to underprivileged children in rural India. Under the program, Bharti Foundation will set up 500 Satya Bharti Primary Schools and 50 Senior Secondary cum Vocational Training Schools in villages across India. The promoters of Bharti and its associates have committed a corpus of Rs. 200 crores for Bharti Foundations projects, in particular, for the Satya Bharti School Programs roll out across the country. The Satya Bharti School program is an innovative model of public-private partnership in the country where even people from village communities have played an important role. It aims to make available high-quality education to the underprivileged, out-of-school and migrant children especially the girl child. Currently 161 Satya Bharti Primary Schools are operational across the states of Punjab, Haryana, Rajasthan, Uttar Pradesh and Uttarakhand with more than 13,000 children and over 560 teachers. By 2010 Bharti Foundation aims to reach out to more than 2,00,000 children through 500 Satya Bharti Primary Schools and 50 Satya Bharti Senior Secondary cum Vocational Training Schools across the country. Apart from the regular curriculum, these 50 Satya Bharti Senior Secondary cum Vocational Training Schools will impart professional skills to the students and equip them for future employment opportunities within their own villages and communities. Bharti Foundation has already setup 25 Satya Bharti Schools in Districts Jodhpur, Jaipur, Alwar and Pali and has also adopted 49 Government Primary Schools under its School Improvement Program in Amer and Neemrana

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1.8 16 Combinations of Performance Levels

PL 1 A1 L1 A2 L1 A1 L2 PL 2 A1 L3 A2 L2 A3 L1 A2 L3 A3 L2 L: Demonstration of Leadership Competencies Performance Level (PL 1) 1: Exceptional Contributors (EC) Performance Level (PL 2) 1: Significant Contributors (SC) Performance Level (PL 3) 1: Contributors (C) Performance Level (PL 4) 1: Partial Contributors (PC) PL3 A1 L4 A2 L4 A3 L3 A4 L1 A4 L2 PL4 A3 L4 A4 L3 A4 L4 A: Achie veme nt of

KRA;

1.9 Airtel Rajasthan Zones

There are seven Airtel zones in Mobility Rajasthan. Ajmer, Alwar, Bikaner, Jaipur, Jodhpur, Kota and Udaipur.

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1.10 Airtels Leadership Competencies

Competencies are sets of observable behaviors that are instrumental in the delivery of desired results, which can be assessed and developed.

1.10.1 Displaying Entrepreneurial spirit

Long term, sustainable business growth. Adherence to company strategy & policy

1.10.2 Achieving Business Success

Achieves Results, focus on execution Bold fresh ideas

1.10.3 Building Collaborative Relation

Internal & external relationships Collaborating, sharing information

1.10.4 Delighting the Customer

Puts the customer first Delivers on commitments

1.10.5 Empowering & Developing

Focused on developing& team Nurtures & cultivates diverse talent

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1.11 Organization Structure- Mobility Rajasthan

Raghunath Mandawa CEO UC

Harneet Alluwalia Secretary Sr. executive

Ravi Dugar Business Analyst Manager

Vaibhav Mathur DGM IT

Atul Bajaj DGM SCM

Vikram Singh Panwar Sr.Manager B.E

Amit Tiwari DGM HR

Ramesh Gupta GM Technical

Rahul Bapat GM Finance GM CSD

Ambica Singh Sr.Manager legal

Dhruv Bhagat VP Sales & Mkting

R.Sunder VP Mkting

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HR & Admin Rajasthan Circle

INTRODUCTION TO THE ORGANIZATION

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Human Resource Management

HUMAN RESOURCE MANAGEMENT is defined as the people wo staff & manage the organization. It comprises of functions & principles that are applied to retaining & training & developing & non

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compensating the employees in the organization. HRM is defined as a set of activities programs & functions that are designed ti maximize both organizational as well as employee effectiveness. Scope of HRM without a doubt is vast. All the activities of the employee, from the time of his entry into an organization until he leaves come under the horizon of HRM. The division include in HR are Recruitment, Payroll, Performance Management, training & development, retention, industrial relations etc.

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RESEARCH METHODOLOGY

Meaning:Research is a search for knowledge. It is a scientific and systematic search for pertinent information on a specific topic. It is an art of scientific investigation. Systematized effort to gain new knowledge is known as research.

--L.V.Redman and A.V.H Mory.

Bharti Airtel Limited (Bharti Airtel) is an Indian Telecom service provider operating in four major segments as, Enterprise services Carriers, Telemedia services, Mobile services, and Enterprise services Corporate. The Enterprise services Carriers segment provides telecom services to large enterprise customers as well as to other telecom carriers and also provides long distance wholesale voice & data services to the telecom carriers and to the subsidiaries of Airtel. The Telemedia services segment provides DSL (digital subscriber line) and fixed-line services over 94 cities across India. The Mobile services segment provides mobile and fixed wireless services (FWP) using GSM (global system for mobile) technology along with value-added services. The Enterprise services Corporate segment provides total telecom solution to enterprise customers on a single platform. Industry spending on any particular IT product or service is an important indicator of the criticality of that product or service for the industry. Based on the IT spend information available in 'TechNavio', we have computed a 'criticality score' for various IT products and services, for Bharti Airtel Limited. Further, various company level developments and events are important indicators of selling opportunities and drive the sales of IT products and services. For example - an acquisition by Bharti Airtel Limited might result in opportunities for IT migration and integration services. By tracking these sales drivers (using 'TechNavio'), we have arrived at a demand score for each product and service. Through an in-depth analysis of industry trends and drivers and company level developments and events, we have made the 'IT Selling Opportunities Map' for hardware (including telecom equipment), software and IT services for Bharti Airtel Limited. These maps have been divided into four zones representing Level I, Level II and Level III opportunity areas. Level I opportunity areas have the highest

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scores and hence, there is a high probability that Bharti Airtel Limited will buy these products and services. Level II opportunity areas have lower scores and hence, lower probability to sell to Bharti Airtel Limited. Level III opportunities have the lowest scores and hence, unlikely to sell to Bharti Airtel Limited. The report is meant for IT and telecom equipment vendors and intends to help them identify selling opportunities within the company. Further, the identified sales drivers can be used to penetrate these accounts or increase current share of the customers wallet. Also, the report lists key IT spending decision makers, which will enable salesperson to directly contact the key executives within the company. TechNavio Insights is a set of reports based on TechNavio - a market intelligence platform for the IT industry. It builds on the intelligence available within TechNavio, and leverages on the custom research experience of the Technology Navigators. TechNavio is built on years of experience of our in deep dive custom research and consulting for over 30 Fortune 500 companies and numerous large and mid-sized companies.

Title of the study

Introduction to Human Resource Management Introduction - Human resource management (HRM) is a relatively modern label for the range of themes and practices involved in managing people. It is defined and described in a variety of (sometimes contradictory) ways. This excerpt from Human Resource Management in a Business Context introduces the concept of human resource management. It outlines HRM as a philosophy of people management and provides a framework for its role within the business context. People management - Human resource management has not 'come out of nowhere'. HRM has absorbed ideas and techniques from a number of areas. In effect, it is a synthesis of themes and concepts drawn from over a century of management theory and social science research. Another excerpt from Human Resource Management in a Business Context provides an overview of several of the most influential themes and concepts.

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Management thinking - Like fashions in hairstyle and clothing, management ideas come and go. However, a consistent theme has prevailed for over twenty years: the most successful organizations make the most effective use of their people - their human resources. This excerpt from Human Resource Management in a Business Context outlines some of the major management ideas Personnel management - The renewed emphasis on the importance of human resources in the 1980s and 90s drew attention to the way in which people management was organized. Specifically, this meant a critical review of the functions of personnel management. Personnel management has been a recognized function in the USA since NCR opened a personnel office in the 1890s. In other countries the function arrived more slowly and came through a variety of routes. This excerpt from Human Resource Management in a Business Context looks at Personnel Management from a historical perspective. Specialist Personnel Functions

Recruitment - advertising for new employees and liaising with employment agencies. Selection - determining the best candidates from those who apply, arranging interviews, tests, references.

Promotion - running similar selection procedures to determine progression within the organization.

Pay - a minor or major role in pay negotiation, determination and administration. Performance assessment - co-ordinating staff appraisal and counselling systems to evaluate individual employee performance.

Grading structures - as a basis for pay or development, comparing the relative difficulty and importance of functions.

Training and development - co-ordinating or delivering programmes to fit people for the roles required by the organisation now and in the future.

Welfare - providing or liaising with specialists in a staff care or counselling role for people with personal or domestic problems affecting their work.

Communication - providing an internal information service, perhaps in the form of staff newspapers or magazines, handouts, booklets, videos.

Employee Relations - handling disputes, grievances and industrial action, often dealing with unions or staff representatives.

Dismissal - on an individual basis as a result of failure to meet requirements or as part of a redundancy, downsizing or closure exercise, perhaps involving large numbers of people.

Personnel administration - record-keeping and monitoring of legislative requirements related to equal opportunities and possibly pensions and tax.

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What Is Human Resource Management Human Resource Management (HRM) is the function within an organization that focuses on recruitment of, management of, and providing direction for the people who work in the organization. Human Resource Management can also be performed by line managers. Human Resource Management is the organizational function that deals with issues related to people such as compensation, hiring, performance management, organization development, safety, wellness, benefits, employee motivation, communication, administration, and training.

What Is the Human Resource Department? Departments are the entities organizations form to organize people, reporting relationships, and work in a way that best supports the accomplishment of the organization's goals. Departments are usually organized by functions such as human resources, marketing, administration, and sales. But, a department can be organized in any way that makes sense for the customer. Departments can also be organized by customer, by product, or by region of the world.

Facts and Findings

Date: 22nd May 2009 View Fibonacci Technical Chart High: 865.80 Open: 852.45 Volume: 4506142 Low: 843.90 Value: 386.58 Cr. 10-day Avg. Vol: 4861449

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52-Week Range & CMP( ) 483.00 1036.00

27th October 2008 18th May 2009 Circuit Filters For Next Day: No Circuit Filters STOCK PERFORMANCE -14.31% in 1 Week 20.63% in 1 Month 2.62% in 1 Year

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On February 12, 2007 Vodafone sold its 5.6% stake in AirTel back to AirTel for US $1.6 billion; and purchased a controlling stake in rival Hutchison Essar. In its monthly press release], following statistics have been presented for end of April 2007.

Bharti Airtel added the highest ever net addition of 5.3 million customers in a single quarter (Q4FY0607) and also the highest ever net addition of 18 million total subscribers in 2006-07

The company will invest up to $3.5 billion this fiscal (07-08) in network expansion. It has an installed base of 40,000 cellsites and 59% population coverage After the proposed network expansion, an additional 30,000 towers will result in the company achieving 70% population coverage

Bharti has over 39 million users as on March 31, 2007 It has set a target of 125 million subscribers by 2010 Prepaid customers account for 88.5% of Bhartis total subscriber base, an increase from 82.7% a year ago

ARPU has dropped to Rs 406 Non-voice revenues, (SMS, voice mail, call management, hello tunes and Airtel Live) constituted 10% of total revenues during Q4, lower than 10.7% in the Q4 of the previous year

Blended monthly minutes of usage per customer in Q4 was at 475 minutes Has completed 100% verification of its subscribers and in the process disconnected three lakh (300,000) subscribers Bharti Airtels is now connecting India to Europe under its Europe India gateway [EIG]project. The company is building 15,000 km 3.84 Terrabit OFC sub-marine cable system connecting Europe [London] to India via the Middle East. The project is expected to cost $700 million, which is to be completed by Q2-2010. Alcatel Lucent and Tyco are the telecom vendors for the project.

Members in the EIG consortium include - AT&T, BT, C&W, Djibouti Telecom, Du, Gibtelecom, IAM, Libyan Telecom, MTN Group Ltd., Omantel, PT Comunicacoes-S.A, Saudi Telecom Company, Telecom Egypt, Telkom SA Ltd, and Verizon Business. In May 2008, it emerged that Bharti Airtel was exploring the possibility of buying the MTN Group, a South Africa-based telecommunications company with coverage in 21 countries in Africa and the Middle East. The Financial Times reported that Bharti was considering offering US$45 billion for a 100% stake in MTN, which would be the largest overseas acquisition ever by an Indian firm. However, both sides emphasize the tentative nature of the talks, while The Economist magazine noted, "If anything, Bharti would be marrying up," as MTN has more subscribers, higher revenues and broader geographic coverage. However, the talks fell apart as MTN group tried to reverse the negotiations by making Bharti almost a subsidiary of the new company.

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The most common Human Resource jobs that are grouped in the Human Resource Department are the Human Resources Director, Human Resources Generalist, and Human Resources Assistant. Additionally, some organizations have a Vice President of Human Resources and employees who are organized around providing a specific component of Human Resource services including compensation, training, organization development, and safety. The Human Resources Management (HRM) function includes a variety of activities, and key among them is deciding what staffing needs you have and whether to use independent contractors or hire employees to fill these needs, recruiting and training the best employees, ensuring they are high performers, dealing with performance issues, and ensuring your personnel and management practices conform to various regulations. Activities also include managing your approach to employee benefits and compensation, employee records and personnel policies. Usually small businesses (for-profit or nonprofit) have to carry out these activities themselves because they can't yet afford part- or full-time help. However, they should always ensure that employees have -- and are aware of -- personnel policies which conform to current regulations. These policies are often in the form of employee manuals, which all employees have. Note that some people distinguish a difference between between HRM (a major management activity) and HRD (Human Resource Development, a profession). Those people might include HRM in HRD, explaining that HRD includes the broader range of activities to develop personnel inside of organizations, including, eg, career development, training, organization development, etc. There is a long-standing argument about where HR-related functions should be organized into large organizations, eg, "should HR be in the Organization Development department or the other way around?" Humans are an organization's greatest assets; without them, everyday business functions such as managing cash flow, making business transactions, communicating through all forms of media, and dealing with customers could not be completed. Humans and the potential they possess drive an organization. Today's organizations are continuously changing. Organizational change impacts not only the business but also its employees. In order to maximize organizational effectiveness, human potentialindividuals' capabilities, time, and talentsmust be managed. Human resource management works to ensure that employees are able to meet the organization's goals. "Human resource management is responsible for how people are treated in organizations. It is responsible for bringing people into the organization, helping them perform their work, compensating them for their labors, and solving problems that arise". There are seven management functions of a

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human resources (HR) department that will be specifically addressed: staffing, performance appraisals, compensation and benefits, training and development, employee and labor relations, safety and health, and human resource research. Generally, in small organizationsthose with fewer than a hundred employeesthere may not be an HR department, and so a line manager will be responsible for the functions of HRM. In large organizationsthose with a hundred employees or morea human resource manager will coordinate the HRM duties and report directly to the chief executive officer (CEO). HRM staff in larger organizations may include human resource generalists and human resource specialists. As the name implies, an HR generalist is routinely involved with all seven HRM functions, while the HR specialist focuses attention on only one of the seven responsibilities. Prior to discussing the seven functions, it is necessary to understand the job analysis. An essential component of any HR unit, no matter the size, is the job analysis, which is completed to determine activities, skills, and knowledge required of an employee for a specific job. Job analyses are "performed on three occasions: (1) when the organization is first started, (2) when a new job is created, and (3) when a job is changed as a result of new methods, new procedures, or new technology". Jobs can be analyzed through the use of questionnaires, observations, interviews, employee recordings, or a combination of any of these methods. Two important tools used in defining the job are (1) a job description, which identifies the job, provides a listing of responsibilities and duties unique to the job, gives performance standards, and specifies necessary machines and equipment; and (2) the job specification, which states the minimum amount of education and experience needed for performing the job. Staffing Both the job description and the job specification are useful tools for the staffing process, the first of the seven HR functions to be discussed. Someone (e.g., a department manager) or some event (e.g., an employee's leaving) within the organization usually determines a need to hire a new employee. In large organizations, an employee requisition must be submitted to the HR department that specifies the job title, the department, and the date the employee is needed. From there, the job description can be referenced for specific job related qualifications to provide more detail when advertising the position either internally, externally, or both. Not only must the HR department attract qualified applicants through job postings or other forms of advertising, but it also assists in screening candidates' resumes and bringing those with the proper qualifications in for an interview. The final say in selecting the candidate will probably be the line manager's, assuming all Equal Employment Opportunity Commission (EEOC) requirements are met.

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Other ongoing staffing responsibilities involve planning for new or changing positions and reviewing current job analyses and job descriptions to make sure they accurately reflect the current position.

Performance Appraisals Once a talented individual is brought into an organization, another function of HRM comes into play creating an environment that will motivate and reward exemplary performance. One way to assess performance is through a formal review on a periodic basis, generally annually, known as a performance appraisal or performance evaluation. Because line managers are in daily contact with the employees and can best measure performance, they are usually the ones who conduct the appraisals. Other evaluators of the employee's performance can include subordinates, peers, group, and self, or a combination of one or more. Just as there can be different performance evaluators, depending on the job, several appraisal systems can be used. Some of the popular appraisal methods include (1) ranking of all employees in a group; (2) using rating scales to define above-average, average, and below-average performance; (3) recording favorable and unfavorable performance, known as critical incidents; and (4) managing by objectives, or MBO . Performance appraisals serve several purposes, including:(1) guiding human resource actions such as hiring, firing, and promoting; (2) rewarding employees through bonuses, promotions, and so on;(3) providing feedback and noting areas of improvement; (4) identifying training and development needs in order to improve the individual's performance on the job; and (5) providing job related data useful in human resource planning. Compensation and Benefits Compensation (payment in the form of hourly wages or annual salaries) and benefits (insurance, pensions, vacation, modified workweek, sick days, stock options, etc.) can be a catch-22 because an employee's performance can be influenced by compensation and benefits, and vice versa. In the ideal situation, employees feel they are paid what they are worth, are rewarded with sufficient benefits, and receive some intrinsic satisfaction (good work environment, interesting work, etc.). Compensation should be legal and ethical, adequate, motivating, fair and equitable, cost-effective, and able to provide employment security.

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Training & Development

Training & development is a subsystem of an organization. It ensures that randomness is reduced & learning or behavioral change take place in structured format. The modern approaches of training & development in that Indian Organization have realized the importance of corporate training. Training & development is now considered as more of retention tool than a cost. The training system industry has been changed to create a smarter workflow & yield the best results.

Objectives of training & development are: The principal objective of Training & development division is to make sure the availability of a skilled & willing workforce to an organization. In addition to that there are four other objective: INDIVIDUAL:- Help employees in achieving their personal goals, which in turn enhances the individual contribution to an organization. ORGANISATIONAL:- assist organization with its primary objective by bringing individual effectiveness. FUNCTIONAL:- Maintain the departments contribution at a level suitable to the organization needs. SOCIETAL OBJECTIVE:- ensure that an organization is ethically & socially responsible to the needs & challenges of the society.

For the growth of employees & organization it is very important to aware the employees about their skills, strength & gaps in their performance. They need to realize their weakness & areas, which can be an opportunity for the growth of their Career. For this Bharti Airtel & Abacus team came together for the Development Center for the employees.

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4.1 Development Center....

The main goal of the human recourses management is to achieve competition advantage by the strategic allocation of qualified personnel. Research demonstrates that there is no substitute for objectively observing and systematically measuring how people actually perform on the ground. A well designed Assessment Centre is the most effective tool available for assessing individuals in both individual and group based environments for selection or development. What is an Assessment / Development Center? The term assessment centre does not refer to a physical place, instead it describes an approach. Traditionally an assessment centre consisted of a suite of exercises designed to assess a set of personal characteristics, it was seen as a rather formal process where the individuals being assessed had the results fed back to them in the context of a simple yes/no selection decision. However, recently a definite shift has come in thinking away from this traditional view of an assessment centre to one, which stresses the developmental aspect of assessment. A consequence of this is that today it is very rare to come across an assessment centre, which does not have at least some developmental aspect to it, increasingly assessment centers are stressing a collaborative approach which involves the individual actively participating in the process rather than being a passive recipient of it. In some cases one can even find assessment centers that are so developmental in their approach that most of the assessment work done is carried out by the participants themselves and the major function of the centre is to provide the participants with feedback that is as much developmental as judgmental in nature. Assessment Centres are a means of helping an organization to identify the suitability, strengths and potential development areas of people - for a particular job or role. They are structured events, usually one or two days long, containing a series of exercises and activities, often including psychometrics, with the objective of assessing competencies in a group of people through their observed behavior and their performance in certain tests. Assessment centers typically involve the participants completing a range of exercises, which simulate the activities carried out in the target job. Various combinations of these exercises and sometimes other assessment methods like psychometric testing and interviews are used to assess particular competencies in individuals. The theory behind this is that if one wishes to predict future job performance then the best way of doing this is to get the individual to carry out a set of tasks which accurately sample those required in the job and are as similar to them as possible. The particular competencies used will depend upon the target job but one will often find competencies such as relating

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to people; resistance to stress; planning and organizing; motivation; adaptability and flexibility; problem solving; leadership; communication; decision making. There are numerous possible competencies and the ones which are relevant to a particular job are determined through job analysis.

Why are Assessment Centers required? With globalization, the market has become increasingly demanding and competitive. There is a demand for a range of goods and services. To survive in this competitive environment, organizations need to align their strategic intent in line with the market requirements. The strategic intent thus shapes the mission statement of the organization, the structure of the organization and the values it follows. The organization then sets its performance goals according to its strategic intent. To achieve these performance goals it has become imperative for organizations to have competent people. ACs help organizations identify and develop these competent people and have thus become the need of the day.

This policy is required because of the following reasons:Have trained manpower, which is competent to meet the present needs and future

requirements of the business. Improve and upgrade the skills and competencies of the employees for taking up higher responsibilities at the appropriate time. Bring about Behavioral Change, which is in consonance with the organizational value system. Encourage multi-skilling for improving productivity. Utilize training as a motivational tool for employees growth and development.

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Characteristics of Development Centre

Do not have a pass/fail criteria Are geared towards developing the individual Address a longer term organizational need Tend to be used with internal candidates Can have a 1:1 ratio of assessor to participant May not involve line managers as assessors (possibly all external) Place more emphasis on self assessment

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Focus on the individuals potential Are geared to meet needs of the individuals well as the organization Assign the role of facilitator to assessors Always give detailed feedback to the individual Pass to or share ownership of outcome/feedback with the individual Hold a detailed pre-event orientation briefing

4.2 Development Center at BhartiI!!!!!!

The development centre uses standardized instruments to measure creativity & analytical ability, along with the psychometric profiling which is an indicator of individuals self -perception. The strength of the development centre lies in the fact that each participant is assessed using multiple techniques & by multiple raters who observe the participant & finally integrate all the information to arrive at holistic picture of the individual strengths & areas of improvement. Development Centre identifies the potential of every employee & grooms them for facing challenges in future. This type of Workshop helps the employee in assessing themselves better.

Process: A Workshop was arranged for the participant (Band F AM) from 17th June 08 to 1st July 08. Initially Mails were sent to all the employees regarding Workshop. After that Abacus Docket (psychometric test) is given to them, which they had to fill before the Workshop. Phone calls had been made to all the participants regarding schedule of the Workshop. During Workshop, participants were rated on different parameters. Abacus team & members of Bharti were also involved for observing the employees & rate them. At the beginning of the workshop employee put through in-tray exercise & evaluated on parameters such as communication, prioritization & problem solving. Later they were put through group exercises where he was assigned a brief & asked to work with the group to arrive at a feasible solution. Activities that were conducted in workshop are: Aptitude Test: - to measure intellectual capability for thinking & reasoning (logical/ analytical).

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Giving Presentation: to judge their confidence in speaking before public. In-Tray exercises:- it is a business simulation exercises, in which participants had to take decision. Role-Play:- Situation had given to each employee &they hahe to play different role such as speaker, listener & coach. Business case study:- employees have to study a case related to similar company & then identify the problem & solution to it. The employee was required to do an in-depth analysis of cases & identify their solutions. In all the exercises, observers watch keenly to gather evidence of competencies that spanned problem-solving, relationship building strategic vision, leadership, change management & innovation & creativity.

Objectives of Development Centre at Bharti Hexacom To assess the candidates on Identified Professional Skill sets. An exercise to identify the development need (Training need identification) for each individual as also for the group. Designing Development Road Maps for each individual, helping the employees to fill DAP and SDPs more accurately. DAP is the Development Activity Planner and SDP is the Self Development Plan. Professional Skills Framework at Bharti Hexacom: Drive for Results Customer Focus Sense of Ownership Analytical Ability Self Confidence

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Persuasive Communication Interpersonal Skills Organizing Ability Leadership Competencies Band 1 Achieving Business Success Delights the Customers Displays Entrepreneurial spirit Empowering and Developing Building Collaborative Relationships Schedule for the day 9:30 10:00 am 10:00 10:40 am Tea Break 10:50am 12:00 pm 12:00 12:45 pm 12:45 1:15 pm Lunch 1:45 3:30 pm 3:30 4:30 pm 4:30 4:45 pm Role of an Observer ORCE Observe, Record, Classify, Evaluate. Observe Look for urges initially Watch for RWO i.e. Reaction when opposed Progressive Group Tasks In tray Sociographs Group Activity Individual & Group Activity Peer Ratings & Feedbacks Parivaar Telecommuncations Role 1-2-3 Projective Techniques Role Plays Paper Pencil Test Group Activity Registration for the DC and pre- work collection Wizard Tool Paper Pencil Test

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Key elements Competition & Cooperation Intellect in action Look, not just seeing but how? Figure & Ground Integrate & Differentiate participants behavior with others. Record Memory anchors Key words (An observer should be aware of the words that the participant is using) Repetitive acts Initiation & Close Develop a JOT (whit) style Record in flow Do not be prejudiced (An observer should not be prejudge-mental) Classify Put in single competency silo Check discreteness and flow Check in sister competency buckets The individual & the family rule An observer should not ever do overgeneralization

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Analysis and Interpretation

1. EXIT ANALYSIS:

Exit analysis means, employee who have left the organization either by voluntarily or involuntarily. Once the employee has resigned or retired & the letter of resignation has been received by the company, the latter will be acceptance of the resignation or an invitation of retirement.

The Exit Process takes place in the following cases:On Retirement On Resignation On Death ENTITLEMENTS Entitlements in case the separations on account of retirement:Gratuity Leave Encashment Pending Claims in Salary

Entitlements in case the separations on account of Death:Gratuity Leave Encashment Provident Fund

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Employee Benevolent Fund Group personal Insurance ( in case of Death by Accident)

Entitlements in case the separations on account of Resignation:Gratuity Leave Encashment Pending Claims in Salary Provident Fund

5.2 Exit Process: Resignation given by the volunteer

Checklist
Resignation acceptance by the dept. head

Resignation acceptance by the HR head

Exit interview

No Dues clearance

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No Dues form

Handing over Relieving letter

Experience letter

Resignation given by the Employee

In line with the appointment order the employee is expected to serve notice of 2 months before leaving the organization. They are required to send a e-mail or a hardcopy to their reporting manager & to HR dept. Employee is expected to clearly inform reporting manager & HR Dept about serving their notice period.

Resignation Acceptance
Upon employee resignation being excepted by the Reporting Manager/ Dept head an acceptance note on resignation is issued via email or hard copy shall be communicated by Hr dept. this is to be signed by HR head Mr. Amit Tiwari.

No Dues from the Company:-

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Employee who separates from the organization will be required to submit a No Dues / Clearance certificate & handing over duly completed in all respect to HR department as a part of his/ her formalities. After completing the above formalities, he/she has to fill the exit interview Questionnaire. The Exit Interview Questionnaire is to be completed by the departing employee & submitted to the HR department. Employees are encouraged to provide constructive feedback regarding their employment experiences & to offer suggestions for improvement. The relieving letter will be issue to the concerned employee by the HR department only after full & final settlement of Dues. Exit Interview: Exit Interview help to determine why an employee is leaving the organization. Bharti Airtel conducts exit interview to gather information from departing employees that helps them to improve their working conditions, retain existing employees & identify the problem areas within the organization. The departing employee of Bharti Airtel Ltd. considered to be a valuable source of information regarding various working condition observed during the period of employment. Exit interview, objective instruments that attempt to learn why individual leave & what, if any they would help to reduce turnover & improve retention rates. It is used as an opportunity to improve business practices & implement new initiatives.

There are some points which describe the exit interview used by Bharti Hexacom: These interviews are applied to all employees in the organization. Employee participation is both voluntary & involuntary. Exit interview is done at the time of Resignation as well as dismissal of an employee. Regular summaries & the analysis of interviews give management an opportunity to identify trends or patterns that may go undetected. The results help HR dept. to identify major contributing factors to high turnover rates.

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Exit interviews are administered by someone in HR dept. This person will ensure that security of information is to be maintained & will not share the findings of the interview with anyone. Information from exit interview is collected & analyzed monthly. Once these forms are analyzed, statistical summaries are prepared by the HR dept. Hard copies of exit interview are treated as confidential in an individuals file.

3 Effect on organization if its employee leave :Loss of productivity. Replacing qualified employees. Poor Retention creates a revolving door culture within the organization lowering morale & confidence. Cost of overtime & temporary help. Recruiting costs. Interviewing costs. Time & costs spent on orientation.

4 Employee Retention
Employee retention is a process in which the employee are encouraged to remain with the organization for the maximum period of time or until the completion of the project. Employee retention is beneficial for the organization as well as the employee itself.

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Importance of Employee Retention: Regaining efficiency The cost of turnover. Loss of company knowledge Interruption of customer service Turnover leads to more turnovers Goodwill of the company

SWOT Analysis
S.W.O.T. Analyses have been conducted by many organizations over the years. What's it stand for? S.W.O.T. is a tool used to understand an organization's:

Strengths - focusing on the elements that make the organization what it is

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Weaknesses minimizing/correcting areas that leave the organization vulnerable Opportunities - maximizing prospects and valuing change Threats - ensuring awareness of risks or perils to the organization

Strengths and Weaknesses are typically internal while Opportunities and Threats are external. A S.W.O.T. Analysis can be performed on an entire organization, but it can also be used to focus on specific divisions such as Human Resources. In choosing to outsource the human resource function, this process can prove to be a key element in achieving strategic goals in this area.

SWOT Analysis Bharti Airtel

Strengths

Bharti Airtel has more than 65 million customers (July 2008). It is the largest cellular provider in India, and also supplies broadband and telephone services - as well as many other telecommunications services to both domestic and corporate customers.

Other stakeholders in Bharti Airtel include Sony-Ericsson, Nokia - and Sing Tel, with whom they hold a strategic alliance. This means that the business has access to knowledge and technology from other parts of the telecommunications world.

The company has covered the entire Indian nation with its network. This has underpinned its large and rising customer base.

Weaknesses

An often cited original weakness is that when the business was started by Sunil Bharti Mittal over 15 years ago, the business has little knowledge and experience of how a cellular telephone system actually worked. So the startup business had to outsource to industry experts in the field.

Until recently Airtel did not own its own towers, which was a particular strength of some of its competitors such as Hutchison Essar. Towers are important if your company wishes to provide wide coverage nationally.

The fact that the Airtel has not pulled off a deal with South Africa's MTN could signal the lack of any real emerging market investment opportunity for the business once the Indian market has become mature.

Opportunities

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The company possesses a customized version of the Google search engine which will enhance broadband services to customers. The tie-up with Google can only enhance the Airtel brand, and also provides advertising opportunities in Indian for Google.

Global telecommunications and new technology brands see Airtel as a key strategic player in the Indian market. The new iPhone will be launched in India via an Airtel distributorship. Another strategic partnership is held with BlackBerry Wireless Solutions.

Despite being forced to outsource much of its technical operations in the early days, this allowed Airtel to work from its own blank sheet of paper, and to question industry approaches and practices - for example replacing the Revenue-Per-Customer model with a Revenue-Per-Minute model which is better suited to India, as the company moved into small and remote villages and towns.

The company is investing in its operation in 120,000 to 160,000 small villages every year. It sees that less well-off consumers may only be able to afford a few tens of Rupees per call, and also so that the business benefits are scalable - using its 'Matchbox' strategy.

Bharti Airtel is embarking on another joint venture with Vodafone Essar and Idea Cellular to create a new independent tower company called Indus Towers. This new business will control more than 60% of India's network towers. IPTV is another potential new service that could underpin the company's long-term strategy.

Threats

Airtel and Vodafone seem to be having an on/off relationship. Vodafone which owned a 5.6% stake in the Airtel business sold it back to Airtel, and instead invested in its rival Hutchison Essar. Knowledge and technology previously available to Airtel now moves into the hands of one of its competitors.

The quickly changing pace of the global telecommunications industry could tempt Airtel to go along the acquisition trail which may make it vulnerable if the world goes into recession. Perhaps this was an impact upon the decision not to proceed with talks about the potential purchase of South Africa's MTN in May 2008. This opened the door for talks between Reliance Communication's Anil Ambani and MTN, allowing a competing Inidan industrialist to invest in the new emerging African telecommunications market.

Bharti Airtel could also be the target for the takeover vision of other global telecommunications players that wish to move into the Indian market.

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Airtel comes to you from Bharti Airtel Limited, India's largest integrated and the first private telecom services provider with a footprint in all the 23 telecom circles. Bharti Airtel since its inception has been at the forefront of technology and has steered the course of the telecom sector in the country with its world class products and services. The businesses at Bharti Airtel have been structured into three individual strategic business units (SBU's) - Mobile Services, Airtel Telemedia Services & Enterprise Services.

Conclusion

Development Centre at Bharti Hexacom uses a set of scientifically validated tools to help the employees assess their proficiency levels in regards to the professional skills and competencies defined. The SDP, thus is based upon scientifically assessed learning requirements for each individual. While feedbacks from development Centre is important, the learning objectives take into consideration the employees future role, career aspirations, and current KRAs, & functional ability requirement.

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Development Centre is the significant tool that diagnoses individuals current strengths and gaps in relation to a set of competencies. It provides a platform for future development. It sends a clear signal of the organizations commitment to investing in learning and development. The Comverse Kenan services made numerous enhancements to Airtel operations, including improved operational efficiencies and quality of customer service: Rating Timeliness Increased by 90%: This enables Airtel to access current details on what the customer has spent, giving the operator better capabilities to manage fraud and bad debt.

Zero Billing Delay Environment: Provides a more predictable and reliable revenue stream across all circles. Quick Order Times: 60% reduction, from 12 minutes to less than 5 minutes to provision an order by streamlining online data management and reducing the level of communications required between ordering systems and the network. Operational Intelligence: Automated tools improved business reporting intelligence reducing the number of daily reports from 1,300 hard copy reports to just 83, accessible by Web across Airtel s organization. Sharpening the Competitive Edge: The sales and marketing teams developed strategies to significantly improve Airtel's competitive advantage at little to no additional cost by using tools such as rate plans, discounts, payments, and revenue treatment. A Step Ahead: By centralizing the way in which its billing and IT operations were managed, Airtel ensured that it would be ahead of its competitors when the Indian government enabled operators to obtain a universal license that allowed for a more centralized business structure.

Improved Cash Flow and Resource Utilization: The professional services team reduced the number of bill cycles by 80% and engineered on-time billing delivery pan-India. Implemented Industry Best Practices: Via on-the-job training and an effective knowledge transfer program, Airtel now has in place a sophisticated internal billing operations team trained to optimize system performance and fully tap system capabilities. In addition to operational efficiency and cost-savings, this also speeds time-to-market for innovative market offerings.

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The solution at Bharti Airtel is another Comverse Kenan success story. The professional services team met goals and challenges by flexibly addressing unique operator needs. The implemented services facilitate revenue growth and build loyalty by providing users with choice, convenience and control.

8. Recommendation and Suggestions

Bharti Airtel awarded the prestigious QCI-DL Shah Award on Economics of Quality

Award is recognition of the initiatives taken by the organization to enhance customer delight using Six Sigma methodology Honble President of India Dr. A.P.J. Abdul Kalam presented the award These are tough times. But, there are a few things that leaders can do to make the situation relatively better. Here are 8 tips to help your employees to manage change in the current economic climate:

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1. Clarify your plans and strategy for dealing with the economic climate: Explain what, how and most importantly why. Clarity on organizational goals will also help managers & employees take right decisions in the day-to-day work. 2. Reinforce your long/short term plans and strategy in every forum: Use every employee forum to drive clarity on your objectives and plans. Employees need to be crystal clear to be able to align their priorities with organizational objectives. 3. How about leveraging common Web 2.0 tools: Transparency, especially in these times, is critical and highly valued by employees. Employees themselves face a lot of uncertainty on the work and personal front and it is critical to ensure that the workforce has easy access to information it needs to deal with the situation. Companies could potentially look at dedicated websites, wikis, group blogs etc. to share information. 4. Weekly email updates: This is dead-simple. Fire out all staff emails on a weekly basis, informing employees about whats happening, successes, information updates etc. You should be the one telling the employees the story, not the newspapers! 5. Cross-train people: This is a great opportunity for companies to prepare the next set of crossfunctional leaders. Use the optimized staff situation to encourage people to learn other jobs and handle multiple responsibilities and in the process, groom future leaders. 6. Explain to employees possible impacts on compensation & benefits: No one likes this one! Tell people ASAP if their rewards would change. Even if the news is not so positive, people like to know what to expect. As far as possible, also communicate the elements of redesign of compensation packages. 7. Harness the latent energy of workgroup innovation: Encourage employees to come up with new ways of doing things. Establish an unblocked communication channel to help employees share these ideas. Send a clear message to the people Ideas are valued, despite the economic environment. 8. Share KPI data with everyone: This is especially important if your company has changed your KPIs in the light of the changing environment and business strategy. This will help employees to understand how their roles contribute to the organizational objectives.

Employees

Overview

We believe that one of the most important drivers of growth and success for any organization is its people. At Bharti Airtel, our Mantra for employee delight focuses on 5 Ps People, Pride, Passion, Processes and Performance.

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Bharti Airtel has been recognized among the Best Employers in the Country for two successive years being 14th in 2003 & jumping ahead of several other large conglomerates to an enviable position of the 2nd Best Employer in the Country in 2004. This is a clear demonstration & acknowledgement of the robust, progressive, people as well as business aligned Human Resource practices, which the organization has developed and implemented remarkably in a very short span of time. Bharti Airtel follows an open door policy to approach the management, which helps resolve issues with mutual agreements. We encourage people to stand up against any unfair treatment for which we have the Office of the Ombudsman, where employees can raise any issues regarding business and workplace conduct. Bharti ensures transparency through the various communication policies, strategies and plans. . Regular Employee Communication Forums provides a platform for the employees to raise issues that require resolution.

Our leaders strongly believe in facilitating and initiating activities that help employees manage their health and well-being. Our focus always remains to redefine leadership; we develop leaders who enable performance and inspire their people to unleash their potential. Our people orientation reflects in our vision of being targeted by top talent, and a key aspect of our business focus building a best -in-class leadership team that nurtures talent at every level.

Employee friendly HR policies have been put in place, which amply reflect the organizations concern for its people. Some typical examples of these policies and practices include a family-day at office, half day leave for birthdays, gifts for anniversaries, compulsory 10 days off, festival celebration with family, no official meetings on weekends, five day weeks, concierge services, call center engagement programs etc. These care policies and practices are applied across the organizational levels without any discrimination.

From

self-management

workshops

to

aerobics

sessions,

yoga

classes

to

provision

of

relaxation/meditation rooms, we ensure that every employee keeps a check on his/her fitness. Tie-ups with leading health service organizations enable our employees to undertake periodical health check-ups depending upon their age. This facility is also extended to employee family members at discounted rates. The company provides Flexible Group Mediclaim insurance to all employees, covering all kinds of illnesses, accidents and hospital coverage for serious ailments. Apart from these specific engagements, we regularly organize health check up camps, eye check-up camps and stress management sessions. Some of our offices have opened gymnasiums/fitness facilities to ensure that the fitness fanatics do not have to worry about time constraints to remain fit. At many of our locations, we have hired psychologists who undertake personal counseling sessions for employees.

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Bharti Airtel offers a flexible compensation structure to its employees wherein the employees have the flexibility to structure their fixed component of their compensation according to their requirements within the ambit of legislation. Our Performance Linked Incentive (PLI) schemes are linked with the variable component of our compensation structure. This component is linked to both the individual performance against his/ her set KRAs (Key Result Areas) and the overall performance of the business entity that an employee belongs to. Our leaders and managers understand the need to bring clarity to employees about how their roles, goals and actions align the realization of organizations vision and goals.

The mechanisms like Performance Management System (PMS) and Talent Management Process (TMP) are the key sources of identifying the training needs of the employees and check to competency levels for promotion. Even a sweeper in the corporate office must understand that, if he does not keep the office clean, the visiting shareholders could question the companys ability to manage a business if they cannot manage their premises well Mr. Akhil Gupta

Bharti Airtel Limited (popularly known as Airtel) is the flagship company of The Bharti Enterprises. A telecom giant, it is the pioneer and the leading brand name in the private telecom service providers with its services spanning 94 cities. It is divided and organised in mobile services, Airtel telemedia services and enterprise services (corporate and carrier) services business divisions.

Airtel values its human resources and its HR policies are aimed at targeting and retaining best talent in the industry. With the focus on the same, Airtel also has a Bharti Campus Recruitment Program to recruit young students from various elite campuses Airtel believes in and focuses on the continuous learning and development of its employees. It also provides various facilities like Continuing Education Policy (CEP) and Flexible Time Policy for the employees.

Appendix
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9.1 The Balanced Scorecard

The Balanced Scorecard is a performance measurement and management system that enables organizations to clarify their vision and strategy and translate them into action. The Balanced Scorecard helps everyone in an organization understand and work towards a shared vision. This approach to strategic management was developed in the early 1990s by Dr. Robert Kaplan (of Harward Business School) and David Norton. According to the Balanced Scorecard Institute (2008),

"Kaplan and Norton describe the innovation of the balanced scorecard as follows: The balanced scorecard retains traditional financial measures. But financial measures tell the story of past events, an adequate story for industrial age companies for which investments in long-term capabilities and customer relationships were not critical for success. These financial measures are inadequate, however, for guiding and evaluating the journey that information age companies must make to create future value through investment in customers, suppliers, employees, processes, technology, and innovation."

The Balanced Scorecard Institute (2008), describes the Balanced Scorecard, as a strategic planning and management system, which is being used extensively in business and industry as well as in government and non-profit organizations worldwide to align business activities to the vision and strategy of the organization and to improve communication (external and internal) and monitor the performance of the organization against its strategic goals. The scorecard allows managers to introduce four new processes viz, translating the vision and mission of the organization, communicating and linking strategies towards achieving the vision and goals of the organization throughout the organization, business planning integrating strategic planning and budgeting and finally a feedback and learning process providing realtime information to enhance strategic planning.

The Balance Scorecard is different to other approaches in management in that it provides a clear prescription as to what companies should measure in order to balance the financial perspective. The

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Balanced Scorecard originated as a performance measurement framework that added strategic non financial performance measures to traditional financial metrics to give managers and executives a more 'balanced' view of organizational performance.

The Balanced Scorecard approach views the organization from four perspectives. As a supplement to the traditional financial measures the Balanced Scorecard measures performance from three additional perspectives; customers, internal business processes, and learning and growth and develops metrics, collects data and analyzes it relative to each of these perspectives. The crux of the Balanced Scorecard is the linking together of the measures of these four areas in a causal chain, which passes through all four perspectives. Causality is therefore an important aspect of the balanced scorecard concept.

The framework of Balanced Scorecard

Figure 1.1

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Source: The Balanced Scorecard Institute, 2005.

9.1.1 The Customer Perspective: How do customers see us?

If customers are not satisfied they will eventually find other suppliers of services or products that will meet their needs. This perspective defines the value proposition applied by the organization in satisfying its customers and generating more sales and thereby increased profits. It captures the ability of the organization to provide quality goods and services, the effectiveness of the delivery process and the overall customer service and satisfaction. The customer perspective is a leading indicator and poor

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performance in this perspective can depict future decline in sales. It includes measures such as customer satisfaction, customer retention and market share in the targeted market segments.

9.1.2 The Business Process Perspective: What must we excel at?

The business process perspective is an analysis of the internal processes and mechanisms through which performance expectations are achieved. These internal processes should lead to financial success and provide the value expected by the customers both productively and efficiently. Measures of the business process perspective may include costs, throughput, defect rates, accident ratios and quality.

9.1.3 The Learning and Growth Perspective: Can we continue to improve and create value?

The Learning and Growth Perspective looks at the intangible assets of the organization and the internal skills and capabilities that are required to achieve the goals of the organization. This perspective is concerned with the human capital, information systems and the climate of the organization. These factors as the infrastructure required for ambitious objectives in the other three perspectives to be achieved . Processes can only succeed when there are adequately skilled and motivated employees, equipped with timely and accurate information to drive them. Measures may include employee satisfaction, employee retention, percentage of promotions, employee turnover, sickness rates, gender/racial ratios and skills set.

9.1.4 The Financial Perspective: How do we appear to our share holders?

This perspective refers to the traditional need for financial data. Timely and accurate funding data will always be a priority for managers. Financial performance measures must indicate whether the organizations strategy, implementation and execution are contributing to bottom-line improvement of the

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organization. By making fundamental improvements in their operations, the financial numbers will take care of themselves.

There are three stages of the business life cycle. A stage of rapid growth (during development and growth of the organization leading to increased sales volumes, acquisition of new customers, growth in revenues, etc), a sustain stage (characterized by measures that evaluate the effectiveness of the organization in managing its operations and costs; measures include ROI, ROCE etc) and finally a harvest stage (characterized by measures of cash flow analyses, payback periods, revenue volume and growth, EVA, costs, net operating income, costs, etc).

Linking measurement to strategic planning

In spite of all the efforts it is claimed that seventy percent of Balanced Scorecard initiatives fail. The authors state that among the reasons for failure commonly listed are issues concerning the balanced scorecard and the measures themselves, lack of understanding, time and top management support, conflict with other systems as well as issues with resistance and shift in power that the measurement can cause. The failure to turn strategy into action is a key issue in the success of any performance management system. The Balanced Scorecard attempts to address this key issue in that its primary

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focus is on translating the organizations strategy into measurable goals. A clear action oriented understanding of the organizations strategy is important to the success of the business and hence by clearly identifying what matters to the success of the business performance measures can be set to monitor performance and targets can be set for improvement. Devising measures explicitly linked to strategy is a major task for the organization. Figure 1.2 below lists the components of the management system in developing the scorecard. The precise format of the Balanced Scorecard, is specific to the organization. Below in figure 1.3, a sample template is given.

Components of the Management System

Figure 1.2

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Source: The Balanced Scorecard Institute, 2005. There are objectives for each perspective of the balanced scorecard, measures for each objective, values that need to be attained for those measures and the initiatives required to meet those objectives. The components of the balanced scorecard management system should start at the highest levels of the organization flowing from the mission and vision of the organization and its core values. These are then translated into desired strategic results. The focus then becomes the strategies that matter most to success and decomposing those strategies into actionable components that can be monitored using performance measures. These performance measures are essential to track results against targets and in identifying problems and rectifying them early enough to avoid disaster. The actionable components should form prioritized projects, engaging leadership and two way communications throughout the organization.

Linking measurement to strategy

Figure 1.3

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BIBLIOGRAPHY
Reference Books & News papers Research Methodology C.R. Kothari Human Resource Management C.B. Gupta Human Resource Management Gari dezler Times of India

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The Economic Times

Websites www.bhartiairtel.in www.airtel.com www.google.com www.wikipedia.com

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