PROJECT REPORT

HUMAN RESOURCE
MANAGEMENT PROGRAM OF
REALTEL LIMITED
In partial fulfilment of covering the course of Human Resource
Management

Submitted To:
Dr. Priyanka Jaiswal
Faculty, HRM
FORE School of Management

Submitted By:
Madhur Jindal (251032)
Naman Gupta (251033)
Neeraj Gautam (251034)
Niti Sharma (251035)
Parth Dhingra (251036)
Parth Sarthy Garg (251037)
FORE School of Management
New Delhi
FMG-25A
March 08, 2017
 ACKNOWLEDGEMENT

The report has been done as an end term project for the course titled Human Resource
Management Program of Realtel Limited. I am thankful to our course instructor Dr.
Priyanka Jaiswal, Professor, FORE School of Management, New Delhi for her invaluable
guidance and assistance. I also wish to thank her for providing us with this opportunity to
learn more about effective human resource management.

Madhur Jindal

Naman Gupta

Neeraj Gautam

Niti Sharma

Parth Dhingra

Parth Sarthy Garg

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 Table of Contents
ACKNOWLEDGEMENT.......................................................................................................2

INTRODUCTION....................................................................................................................4

PROFESSIONAL JOB DESCRIPTION...............................................................................5

JOB TITLE:............................................................................................................................5
JOB DESCRIPTION:................................................................................................................5
JOB RESPONSIBILITIES:........................................................................................................5
JOB SPECIFICATION:.............................................................................................................5

RECRUITMENT PLAN.........................................................................................................5
STEPS TO BE FOLLOWED..............................................................................................6
SOURCES OF RECRUITMENT.......................................................................................6
HOW TO PROCEED?........................................................................................................8
SELECTION PROCESS.....................................................................................................8
PROCESS TO FOLLOW....................................................................................................9
INTERVIEW PLAN............................................................................................................9
WEIGHTAGE GIVEN TO EACH COMPONENT:........................................................9
SCHEDULE........................................................................................................................10

COMPENSATION.................................................................................................................11
PAY MIX...............................................................................................................................12

ORIENTATION PLAN.........................................................................................................16

STAFF DEVELOPMENT GUIDELINES...........................................................................18

DEVELOP A TRAINING PLAN FOR NEW MEMBER..................................................22

ANALYZE THE TRAINING NEED................................................................................22
DESIGNING THE TRAINING PROGRAM..................................................................22
THE LEARNING ENVIRONMENT...............................................................................23
DEVELOPING THE PROGRAM...................................................................................24
IMPLEMENTATION OF PROGRAMS.........................................................................24
EVALUATING THE TRAINING.....................................................................................25

REFERENCES.......................................................................................................................27

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 Introduction

Realtel Limited is an Indian multinational telecommunications services company

headquartered in New Delhi, India. It has a GSM network in all countries in which it
operates, providing 2G, 3G and 4G services depending upon the country of operation. It is a
leading provider of mobile telephony and fixed telephony in India, and is also a provider of
broadband and subscription television services.

The organizational structure has two distinct Customer Business Units (CBU) with focus on
B2C (Business to Customer) and B2B (Business to Business) segments. The B2C business
unit comprehensively services the retail consumers, homes and small offices, by combining
the erstwhile business units Mobile, Digital TV, and other emerging businesses. The B2C
organization consists of Consumer Business and Market Operations.

The organization has opened some entry level positions and plans to hire 1,000 new
management trainees under its Springboard leadership program. These MTs will undergo
6-12 months long training that will expose them to different aspects of the organization
through functional & cross-functional stints. Post that they will be required to move into
selling of new products that the company intends to launch such as mobile financing in B2C
vertical and enterprise business solutions such as mobile application tools in B2B vertical.
After 2-3 years of this stint, the incumbents have a choice to move into marketing and
branding domain as well.

The details for recruitment and HR practices for the same have been described extensively
below.

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 Professional Job Description

Job Title: Sales Executive for mobile financing in B2C and enterprise business solutions in
B2B, Realtel Limited.
Job Description:

Competitive and trustworthy Sales Executive to help build up the business activities
involving selling of new products that the company intends to launch such as mobile
financing in B2C vertical and enterprise business solutions such as mobile application tools
in B2B vertical. The Sales Executive will be responsible for discovering and pursuing new
sales prospects and maintaining customer satisfaction.
Job Responsibilities:

The primary job responsibilities include:

Conduct market research to identify selling possibilities and evaluate customer needs
Drive sales for mobile financing in B2C vertical and enterprise business solutions in B2B
vertical
Actively seek out new sales opportunities through cold calling, networking and social
media
Set up meetings with potential clients and listen to their wishes and concerns
Prepare and deliver appropriate presentations on products / services
Create frequent reviews and reports with sales and financial data
Participate on behalf of the company in exhibitions or conferences
Negotiate / close deals and handle complaints or objections
Collaborate with team to achieve better results

Job Specification:

MBA degree in sales / marketing or equivalent

Thorough understanding of marketing and negotiating techniques
Fast learner and passion for sales
Self-motivated with a results-driven approach
Excellent knowledge of MS Office
Aptitude in delivering attractive presentations
Proficiency in English

RECRUITMENT PLAN

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How you plan your recruiting is important not only to ensure you find the right person for
a job opening, but also because the costs of bad recruitment decisions can be very high in
terms of both time and money.

STEPS TO BE FOLLOWED

1. Create a recruitment timeline, include an application deadline date and several dates for
interviews. If required, also include time for background and criminal checks
2. List the positions, along with complete job descriptions for each that need to be filled.
3. Create a list of desirable traits for each job position
4. Create a plan regarding from which all sources recruitment would be done.
5. Include others in the interview process. Schedule interviews to accommodate the other
staff members' schedules and interview together.
6. Create a list of questions to ask the interviewee. Concentrate on job-related questions and
those geared toward finding out whether the potential employee will fit within the culture
of the company.
7. Set up the interview process. Allow opportunities for second or even third interviews, if
necessary.
8. Leave time between the final interview and the position fill date for the successful hire to
provide her current employer with notice upon leaving.
9. Keep careful documentation of interviews and interview decisions. Attach the notes to
each interviewees resume to keep a track of how decision was made.

SOURCES OF RECRUITMENT

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1. Campus Recruitment:
May provide entry-level or experienced workers through their placement services
May also help companies establish cooperative education assignments and internships

2. Online Recruitment/Walk ins:

Most companies use the Internet to recruit employees
Job seekers use online resumes and create Web pages about their qualifications

3. Employee Referral

Current employees can be asked to recommend recruits.

Advantages:
The employees motivation to make a good recommendation
The availability of accurate job information for the recruit
Employee referrals tend to be more acceptable applicants, more likely to accept an
offer, and have a higher survival rate

Disadvantages:
The possibility of friendship being confused with job performance
The potential for favouritism

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HOW TO PROCEED?

Since we have to select 1000 new management trainees, so we would be inviting 4000
candidates for the process
Out of this, we would be interviewing 3000 candidates
Offer letters would be made to 2000 candidates keeping in mind the probability that half of
them wont be accepting the offer

SELECTION PROCESS

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PROCESS TO FOLLOW
Duration :2 Months
Colleges to be visited:40(Including All Four Zones)
Estimated selection per college: 20 Students
Selection through online application: 150
Job fairs/Internal referral:50

INTERVIEW PLAN
Screening of applications to be done on basis of online test
Technical interview followed by HR round on the subsequent day

WEIGHTAGE GIVEN TO EACH COMPONENT:

Interview Weightage

Technical 60%

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 HR 40%

HR

Component Weightage

Psychometric 10

Attitude 10
Interpersonal Skills 20

TECHNICAL

Component Weightage

Academics 20
Work ex 10
Technical 30
Knowledge

SCHEDULE
The schedule to be followed for recruitment and selection is as below:
ACTIVIT DURATION
Y
Online registration April 1,2017-April 7,2017

Screening on basis of To be announced on April

applications 14,2017
Online Tests(On-Campus) April 14,2017-April 20,2017

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 Online Tests(Off-Campus + April 21,2017-April 25,2017
Referrals)
Further screening on basis of April 30,2017
online test
Technical Interview + HR May 1,2017-May 20,2017
Interview
Final Shortlist May 26,2017

Compensation

It refers to all financial returns and tangible benefits that employees receive as part of an
employment relationship.
Why is compensation given?
There are various reasons to give compensation. Some of them are:
1. To motivate the employees
2. To drive and support the desired behaviour
3. To comply to rules and regulations
4. To compete with market environment
5. To retain talent

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The compensation strategy of a firm shall match its strategic goals and the employee
compensation shall be aligned with what the company wants to achieve.
The basic components of CTC are:
(A) Base Pay Base pay includes basic salary in addition to statutory payments like
provident fund and gratuity.
(B) Choice Pay This component of CTC contains various options for the employees from
which they can choose the components which will be a part of their salary structure. The
choice pay elements are chosen keeping in mind the individuals personal circumstances and
they are important from the point of view of Income Tax.
Some of the options available are:
1. Medical Reimbursement
2. Insurance
3. Fuel and Maintenance
4. Food Coupons
5. Conveyance
6. Leave Travel Assistance
7. Children Education Allowance
8. Children Hostel Allowance
9. House Rent Allowance

(C) Performance Variable Pay (PVP) This component is a variable part of the CTC and is
often included as a part of giving motivation to the employees to do better. This component is
directly linked to the performance of the employee in the financial year under consideration
and increases the potential earning of the employees.
Pay Mix

It is the ratio between base salary and incentive pay at target performance. Common practices
that impact this are competitive pay analysis, industry practice, compensation, philosophy,
job dimensions and culture.
The pay mix of any position in an organization depends on the profile of work the employee
on that position has to do. For Example, A sales person will get more incentive part in his/her
pay structure as compared to a person doing back end operations. This is because the person
working in sales will then get tempted to get the incentive which is linked to him reaching the
target sales. Hence, sales will increase as the employees will be motivated to earn more. In a
routine job, where targets are generally not given, the compensation has more fixed element
as compared to variable element.
The Compensation structure of Realtel for Management Trainees is as follows:

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 The training period will be of 1-year duration starting on 1 st August 2017 and the location
being New Delhi. You will be paid a fixed salary of INR 7,03,200 for the first 12 months
of joining.

The detailed breakup is as follows:

Management Trainee Per Month Per Annum

Basic Salary 30000 360000
HRA 12000 144000
Conveyance Allowance 2000 24000
PF (Company Contribution) 3600 43200
Special Personnel Allowance 11000 132000
Cost to Company 58600 703200

Deductions
PF (Employee Contribution) 7200 86400
Income Tax 4063.6 48763.2

In Hand Salary 50936.40 611236.80

No other allowances are payable to the candidate during the training period.
Total PF amount of INR 7200 (INR 3600 payable by employee from his salary and INR
3600 payable by the company) is deducted every month.
Your absorption in the company is subject to fulfilment of criteria defined by the
company which will be informed to you at the appropriate time.

Once the management trainees are given sales profile post completion of their training
program, a variable component of 20% will be added to the new salary structure which will
be performance based. The variable pay is being added to increase potential earning of the
employee so that they get motivated and work harder to increase sales and bring business to
the company.

Zonal Sales Per Per

Manager Month Annum
Base Pay 40883 490596
Choice Pay 30000 360000
Performance Linked
Incentives 17720 212640 20% of the CTC

Base Pay
Basic 35000 420000
PF 4200 50400 12% of basic
Gratuity 1683.5 20202 4.8% of basic

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Choice Pay
Total Available 30000 360000
Maximum Annual
Exemption Limit in
Choice Pay Elements Income Tax
House Rent Allowance 16500 198000 50% of Basic
Children Education 2000 24000 INR 2400
Children Hostel
Allowance INR 7200
Medical
Reimbursement 6000 72000 INR 15000
Conveyance INR 19200
LTA Twice of Basic Component
Gift Coupon 3500 42000 INR 5000
Food Coupon 2000 24000 INR 32400
Club Membership INR 1 Lakh
Performance Linked
Pay 17720 212640

CTC 88603 1063236

PF Deductions 8400 100800

(The blank spaces in the choice pay elements are left on the assumption that the employee has
selected the remaining choice pay elements)
Other than the annual CTC, the employees will be entitled to a fixed reimbursements of
mobile bills upto INR 1000 per month, Data Card from office and travel-bills
reimbursements upto INR 2500 per month.
Also, once the employees finish their training program and join the company in A1 grade
(Sales Manager), they will be entitled to quarterly bonus (short term bonus) depending
upon their quarter-year review taken by the Regional Sales Head (or other competent
authority). However, such bonus is conditional and is subject to performance of the
employee under consideration.

The assumptions and structure of compensation is based on primary research done by

interviewing Pooja Anand (Assistant Manager- Nokia Siemens Networks) and following the
below mentioned references:
https://www.glassdoor.co.in/Salary/IDEA-Cellular-Salaries-E41944.htm
http://www.payscale.com/research/IN/Job=Manager_Trainee/Salary

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There is a slight drop of around 5-7% from the industry standards keeping in mind the
reduced cash flow in the Telecom sector owing to the disruption caused by Reliance Jio. This
has affected profit margins of all the companies of telecom sector hence also the salaries and
bonuses given by them to the newly hired employees

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 Orientation Plan

Orientation is the process of integrating a new employee with the organisation. The motive of
the orientation process is to channelize the employee with the vision of the company. A
successful orientation program removes the anxiety of the new employee and results in a
smooth inculcation of the hired employee into his job department.

Orientation process starts even before the employee joins the organisation

Before joining the organization

1. Joining letter clearly stating the following things

a) Date of Joining
b) Job description
c) Documents needed for registering on the first day
d) Assigned department and the supervisor to report to.
e) Position, title and salary

2. Pre-assigning a mentor or a buddy who would solve the problems and doubts of the new
employee who will familiarize him with the unknown environment.
3. Setting up the hierarchy and chain of commands and assigning the supervisor the
employee will be reporting to.
4. Setting up his workstation, arranging the stationary and essentials needed to carry out the
resources
5. Enrolling him the companys contact phonebook, printing his Business card and setting
up an intercom for him.

First day in the organisation

1. Handling the complete orientation program report and plan to the employee.
2. Address by a senior manager, a small presentation and taking the questions from the
employee.
3. A specially assigned person briefing the candidate about the following departmental and
company policies that includes:
a. Security and insurance
b. Safety and emergency exits
c. Punctuality
d. Working Schedule for the day
e. Assigned Department

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 f. Workstation
g. Confidential policy
h. Legal and illegal activities in the company policy
i. Notice period and probationer time period
j. Sabbaticals and maternal leaves.

4. Settling in the department

a. Meeting the peers and subordinates
b. Describing the layout of the department
c. Responsibilities of the department
d. Analysing the information flow in the department

During the Employee's First Week

1. Completing small assignments that are necessary for the induction process.
2. Spending one day each in various departments related to job description for e.g. in our
case the employee could be sent to marketing, customer relationship, technical support
and product and development of the telecom products.
3. Working on assisted and group assignments in all the department to gain knowledge
about the prevailing practices in the organisation.
4. Working in different teams will expose him to different people which may result in
increased interactions.

At the end of week one:

1. An overall self-assessment:
2. Assessments with the individual.
3. Individual assessments of the program.

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 Staff Development Guidelines
Many people and organizations believe that education is not a thing you get, but a process
that continues throughout life. Realtel believes that training is an educational process that
evolves throughout one's working life, and that the more staff members can learn that relates
to their work, and the more skills they can acquire, the more innovative and competent they
will be. As a result, we encourage staff members to continue their training far beyond the
basics that the organizations supply.

We offer continuing in-service courses and workshops, and/or they may offer release time or
financial support for external courses, conferences, and other learning experiences. We want
to make sure that everyone in the organization is constantly learning, a circumstance that
makes it possible to continually reexamine and refine the organization's practices, and to
make an effective organization even more so.

To make sure that all the activities are effectively performed and all the staff members have
clarity about the development procedure, we have laid down these basic guidelines for the
staff development.

Only those training and development that is deemed to be entirely work related and
would benefit the organization would be supported.
Objectives:

To identify the needs of the staff members.

Once the needs are identified, provide opportunities to the members to fulfil their
respective needs.
To support the staff affected by transfer from one work area to another.
To communicate training and development opportunities in the organization.
To provide a comprehensive management development programme for managers at
all the levels.
To review the induction process.

Responsibilities:

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 Individuals are responsible for identifying and suggesting learning opportunities to
their managers based on their current job descriptions and career aspirations. A
Request for Development form must be completed by the individual and passed
back to their manager for completion. It is the individuals responsibility to ensure
that the form is passed back to staff development. Individuals will be expected to
behave appropriately at any learning event and to fill-in an evaluation form on
completion that may be subsequently forwarded to their line manager for
information.
Managers are responsible for identifying development needs and encouraging their
staff to participate in development activity at probation, review or during other
activities. Managers must agree to any activity and sign request forms allowing this
to proceed and agreeing the time away from work. On completion of the event, it is
expected that managers will facilitate the dissemination of the new learning in the
workplace, as appropriate, either through the individual or in the context of a team
learning event.
HR should develop policies on staff development to support the Realtels strategic
goals. It should coordinate staff developers and staff development activities and
ensure the sharing and dissemination of good practice.

Support for staff development:

All the staff members should have an induction to their role and the organization. As
a minimum, it should include - attending the Welcome to Realtel event - accessing
the Induction Portal - completing the online fire safety training.
Subject to discussion with, and the agreement of, their manager, and considering the
needs of a member of staff, the equivalent of up to five days per annum of off-the-
job staff development activity, (this may increase for those new to the organization
or new to a role within the organization, or decrease for those more experienced
members of staff).
A right to request training and to apply for study leave, in accordance with the
relevant policies.
An annual review, considering the needs of the individuals, the faculty and the
organization.
Attending a course

Personal development is more than simply attending a course or job shadowing

someone for the day.

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 To embed the learning, it is important to have clear aims and objectives around what
you want to achieve from the development and subsequently review this to see
whether your objectives have been met. We recommend that the process on the left
is followed for all learning and development activities.

Time allowances and reimbursement of training costs

As a general guideline, departments should consider enabling individuals to take time

away from the workplace to:

Attend external courses

Sit any related exams
Undertake projects, study visits etc which are considered an essential part of the
course.

Individuals must gain agreement from their manager before taking time for these activities.

Failure to attend an event or where a staff member has to withdraw or cancel their place
(either internal or external) leading to a cost for the organization, will be investigated by the
Staff Development Manager and a charge will be incurred by their department, unless there
are exceptional circumstances.

Funding for external courses

All requests regarding external courses must be made on the training portal of
Realtel.
Only work related courses would be considered for funding.
Staff should provide at least 4 providers of the course requested.
Funding of the course extends to 100%.

Study & Examination Leave

Staff who are sitting examinations following completion of a work-related course

that has been funded by Realtel are entitled to take one days paid leave for each day
they sit an examination. In addition, staff may take one days paid study leave for
each examination.

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 All study and examination leave is granted in addition to annual leave entitlement,
but must be agreed by the Manager/ Head of service department and a record of this
leave sent to Human Resources.
Staff who apply for study or examination leave for a course which is not company
funded will not be eligible for study leave and must use their annual leave.

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 DEVELOP A TRAINING PLAN FOR NEW MEMBER

Training means giving new or current employees the skills that they need to perform their
job. Training might involve having the current job holder explain the job to new hire, or multi
week classroom or internet classes.
We are going to follow THE ADDIE FIVE STEP TRAINING PROCESS
Analyze the training need
Design the overall training program.
Develop the course
Implement training, by actually training the targeted employee group
Evaluate the courses effectiveness

ANALYZE THE TRAINING NEED

A survey will be filled by new employee which will contain all question related to skills
he/she thinks he/she possess and after carefully analyzing the result training module will be
develop. Since new employee are from B school then training on existing modules need to be
given along with any special need catering.
DESIGNING THE TRAINING PROGRAM
To instil a fresh and energetic outlook into the working of the organization Realtel has Young
Leaders Program (YLP). In order to create a future pool of business leaders and identify
talent most suited to the program from premier B-School campuses across the country. The
Young Leaders are provided with periodic leadership inputs and an accelerated career track,
mentoring them to be the future leaders of the organization.

STRUCTURE OF PROGRAM

Exposure to all verticals

6 months of training in functions other than their own exposes the Young Leader to all
verticals, products and services. Young leaders working in the sales domain are required
to take on the position of territory sales managers, leading to an in-depth sales
understanding.

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 Corporate social responsibility

In association with the Realtel Foundation under the Satya Bharti School Volunteer
Program employees share knowledge, experience & participate in various activities.

THE LEARNING ENVIRONMENT

Buddy Program

The Buddy Program enables young leaders (YL) to not only learn from the experiences
of senior employees, but also helps them fit right in, the buddy is the confidante on
whom YLs can fall back on in the new environment.

Mentoring Program

By creating avenues for interpersonal interaction between senior mentors and young
leaders, the program helps them channel their career aspirations through shared
knowledge, skill, and wisdom.

Reverse Mentoring Program

As a part of the program, young leaders take on the role of guides helping senior leaders
understand the demands of the young and the restless. The program helps us stay up-to-
date in terms of vision and strategy for the youthful and modern customer base.

Cross Functional Training

The Young Leader program focuses on providing cross functional training across key
functions through on the job assignments, projects and shadowing assignments. This
helps the young leaders strengthen the foundation of their core areas as well as get an
overview of the functions at Realtel, leading to an overall business understanding.

Company relentlessly focus on the career growth and development of those hired as
Young Leaders. In the endeavour to make them reach future leadership positions,
providing them with on the job development exposure across functions, businesses and

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 geographies. At the same time they receive accelerated development inputs through
various leadership development interventions enhancing their growth.

Career growth and Development

There is a continuous focus on the career growth and development of employees hired as
Young Leaders. In the endeavour to make them reach future leadership positions,
company provides them with on the job development exposure across functions,
businesses and geographies. At the same time also provides them with accelerated
development inputs through various leadership development interventions which enable
them to fast track their growth.

DEVELOPING THE PROGRAM

ON THE JOB TRAINING

For exposure to all verticals on job training is required

COMPUTER BASED TRAINING

Technical knowledge are given in through CBT in classroom training such that with the
help of latest teaching methodologies employee can learn in more effective and efficient
way.

SIMULATION LEARNING

Before setting the new employee to learn on new technology they are first given
simulation based training to see whether they are actually capable of handling the
machine.

IMPLEMENTATION OF PROGRAMS

CANDIDATE ASSESSMENT AND 9 BOX GRID

The 9 Box grid shows potential from low to medium to high on the vertical axis, and
performance from low to medium to high across the bottom a total of 9 possible boxes.

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 MANGERIAL ON THE JOB TRAINING

It includes on the job training methods like Job rotation, coaching/understanding

approach.
Action learning, case study methods, outside seminars role playing etc. are few things to
implement the program

EVALUATING THE TRAINING

TRAINING EFFECTS TO MEASURE

o REACTION
o LEARNING
o BEHAVIOUR
o RESULTS

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 REFERENCES

https://www.glassdoor.co.in/Salary/IDEA-Cellular-Salaries-E41944.htm
http://www.payscale.com/research/IN/Job=Manager_Trainee/Salary
https://www.thebalance.com/employee-orientation-keeping-new-employees-on-board-
1919035
https://hr.ucr.edu/recruitment/guidelines/process.html
https://www.go2hr.ca/articles/planning-steps-your-recruitment
www.southampton.ac.uk Human Resources
hr.uconn.edu/faculty-search-and-hire/recruitment-plan/
www.simplehrguide.com HR Processes Recruitment
blink.ucsd.edu/HR/supervising/succession/hiring.html

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