Dear [Insert Name]

Vacancy for Teacher

Please accept this letter and my enclosed CV in application for the advertised vacancy of Teacher.

Having read through the job description I am confident that I have all the required skills and experience to successfully fill the role. Furthermore I am very familiar to the local area and have spent some time living within the community.

I believe that my greatest teaching strength is my ability to understand each students unique requirements and assisting them to achieve as much as they can. I also have experience in tutoring, arranging daily activities, keeping students organised and controlled and your school can benefit considerably from my knowledge.

I trust that you will positively consider my application and am available on the above number if you require any further information or to arrange an interview. Thank you for your time and consideration and I look forward to hearing from you.

Yours sincerely,

A PROJECT REPORT ON IMPACT OF TRAINING AND DEVELOPMENT With Special Reference to Airtel Ltd. Gurgaon

For Partial fulfillment of the degree of (Bachelor of Business Administration) BBA

Supervisor Prof. Sukhbir (H.O.D, BBA Department)

Submitted by Devendra Singh B.B.A (3rd year)

Shahjahanpur PG College, Shahjahanpur, Alwar-Rajasthan (Affiliated to University Of Rajasthan, Jaipur)

STUDENT DECLARATION

This project has been undertaken in partial fulfillment of the requirements for the award of degree of Bachelor of Business Administration of University ff Rajasthan, Jaipur.

This project was executed during the 2nd year under the guidance of Prof. Sukhbir (H.O.D, BBA Department)

Further, I declare that the dissertation entitled IMPACT OF TRAINING AND DEVELOPMENT is my original work and not submitted for the award of any other degree or diploma.

Counter Signed By: -

Name & Full Signature of the Student

----------------------(Supervisor) (Signature of HOD, Deptt of Management Studies)

Devendra Singh

ACKNOWLEDGEMENT

I feel myself privileged at having an opportunity to thank the people who helped me at all stages of my research work. It is with a deep sense of gratitude that I acknowledge valuable guidance and timely suggestions offered to me by Project Guide Prof. Sukhbir I am indebted to all staff and operational people At Airtel Ltd. for giving me full support and encouragement. Its my sheer pleasure to acknowledge who have directly or indirectly guided and cooperated in one way or other.

PREFACE

Today it is acknowledged and widely accepted facts that beside money, material and machinery the success of an organization greatly depend upon the quality of a human resource. In the wake of increasing competion and the opening of the economy, people have become the pivot around which any successful organization rotates. In the light of above, training and development function in an organization has become more important tool for prolonged development. To develop people to grow in their respective organization. To help establishment retain their staff.

As a part of curriculum of my B.B.A 6th Semester I undertook my research project in Airtel ltd. Gurgaon. .

CONTENTS

CHAPTER 1 INTRODUCTION OBJECTIVE OF THE STUDY PERIOD OF STUDY METHODOLOGY LIMITATION OF STUDY SCOPE OF STUDY CHAPTER 2 INDUSTRY PROFILE COMPANY PROFILE CHAPTER 3 DATA ANALYSIS & INTERPRETATION FINDINGS CHAPTER 4 CONCLUION SUGGESTION

BIBLIOGRAPHY ANNEXURE

CHAPTER-1 INTRODUCTION
This project work provides me an opportunity to understand the companys training & development strategies and the various training program launched by the company through an enriched environment and experts faculty to help them to achieve maximum growth and development . It analyze various methodologies and training procedure adopted by the company to identify the training needs of its employees and thus based on these requirements, the training imparted to the employees in order to correct deficiencies and to further strengthen their strong points.

RESEARCH PROBLEM
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The principle objectives are as follows: To understand the training and development activities of the company. To find out the impact on the performance of the individual after training. Report the feedback of the employees of the training activity carried on. To know the training methods used in the organization. To know the reasons for employees training and development.

PERIOD OF STUDY
The period of study comprises of 45 days Airtel ltd, Gurgaon

RESEARCH METHODOLOGY
To conduct any research a scientific method must be followed. The universe of study is very large in which it is difficult to correct information from all the employees. So, the sampling method has been followed for the study. The analysis is based on primary as well as secondary data. Research Area Sample size Data collection Primary data : The data was collected using an appropriate questionnaire and observing employees at Airtel Ltd. Secondary data : Internet, books Method of analysis : Pie chart : Airtel Ltd, Gurgaon : 50

LIMITATION OF THE STUDY

Besides the success of my research work, there are certain limitations which I faced during the tenure of my work. These are: Training requirements can change so rapidly. The employees were not interested in filling questionnaire because of their busy schedule. Moreover the whole procedure of data collection was too much time consuming as direct and accurate information was nowhere found in totality. Further it required a detailed consultation of various books, websites that really needed a lot of time. Data collected during a research, can become outdated fairly quickly.

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SCOPE OF STUDY
The strength of any organization is its people. If people are attended to properly by recognizing their talents, developing their capabilities and utilizing them appropriately, organizations are likely to be dynamic and grow fast. Ultimately the variety of task in any organization has to be accomplished by the people. Some of them have capabilities to do certain tasks better than other tasks, and some of them may not have capabilities to do the task assigned to them. In any case one of the important process goals of any dynamic organization is to assure that its people are capable of doing the variety of tasks associated their role/position. Development of their capabilities keeps them psychologically vital. This development needs to be monitored in terms of matching it with the organizational requirements. Therefore, any organization; interested in developing the capabilities its employee should understand the nature of capabilities required to perform different functions as well as dynamics underlying the development of these capabilities in an and organizational context. Thus proper and timely training programs should be conducted in an organization. In this report I have presented by study on T&D at Airtel Ltd. The study limit to understanding the existing system and through a survey of employees to know their feedback of the T&D system & procedure. The study for time and other resources is limited in its scope but is a sound preliminary work for a researcher in this field.

CHAPTER 2

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INDUSTRY PROFILE
INDIAN TELECOM AND CELLULAR INDUSTRY The telecom industry is one of the fastest growing industries in India. India has nearly 200 million telephone lines making it the third largest network in the world 2cr China and USA. With a growth rate of 45%, Indian telecom industry has the highest growth rate in the world. History of Indian Telecommunications started in 1851 when the first operational land lines were laid by the government near Calcutta (seat of Btish power). Telephone services were introduced in India in 1881. In 1883 telephone services were merged with the postal system. Indian Radio Telegraph Company (WI) was formed in 1923. After independence in 1947, all the foreign telecommunication companies were nationalized to form the Posts. Telephone and Telegraph (PTT), a monopoly run by the governments Ministry of Communications. Telecom sector was considered as a strategic service and the government considered it best to bring under states control. The first wind of reforms in telecommunications sector began to flow in 1980s when the private sector was allowed in telecommunications equipment manufacturing. in 1 985. I)epartment of Telecommunications (DOT) was established. It was an exclusive provider of domestic and long distance service that would be its own regulator (separate from the postal system). In 1986, two wholly government- owned companies were created: the Videsh Sanchar Nigam Limited (VSNL) for international telecommunications and Mahanagar Telephone Nigam Limited (MTNL) for service in metropolitan areas. In l990s, telecommunications sector benefited from the general opening up of the economy. Also. examples of telecom revolution in many other countries, which resulted in better quality of service and lower tariffs, led Indian policy makers to initiate a change process finally resulting in opening up of telecom services sector for the private sector. National Telecom Policy (NTP) 1994 was the first attempt to give a comprehensive roadmap for the Indian telecommunications sector. In 1997. Telecom Regulatory Authority of India (TRAI) was created. TRAI was formed to act as a regulator to facilitate the growth of the telecom sector. New National Telecom Policy was adopted in 1999 and cellular services were also launched in the same year. 12

Telecommunication sector in India can be divided into two segments: Fixed Service Provider (FSPS), and Cellular Services. Fixed line services consist of basic services, national or domestic long distance and international long distance services. The state operators (BSNL and MTNL), account for almost 90 per cent of revenues from basic services. Private sector services are presently available in selective urban areas, and collectively account for less than 5 per cent of subscriptions. However, private services focus on the business/corporate sector, and offer reliable, high-end services, such as leased lines, ISDN, closed user group and videoconferencing. Cellular services can be further divided into two categories: Global System for Mobile Communications (OSM) and Code division Multiple Access (CDMA). The GSM sector is dominated by Airtel, Vodafone-Hutch, and Idea Cellular, while the CDMA sector is dominated by Reliance and Tata Indicom. Opening up of international and domestic long distance telephony services are the major growth drivers for cellular industry. Cellular operators get substantial revenue from these services, and compensate them for reduction in tariffs on airtime, which along with rental was the main source of revenue. The reduction in tariffs for airtime, national long distance, international long distance, and handset prices has driven demand. The telecom sector is also afflicted by a number of restraints. These include Sluggish pace of reform process. Lack of infrastructure in semi-rural and rural areas, which makes it difficult to make inroads into this market segment as service providers have to incur a huge initial fixed cost. Limited spectrum availability. But notwithstanding these constraints, telecom sector has undergone a revolution in the past decade and has played a major part in bridging the rural-urban divide. Policies of telecom industry in India

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Government of India implemented the unified access licensing regime, which enables basic and cellular mobile service to use any modern technology. In 1997, Telecom regulatory Authority of India (TRAI) was formed to facilitate the growth of the telecom sector in India. Major services and market potentiality of Telecom industry in India Telecommunication sector in India is primarily subdivided into two segments, which are Fixed Service Provider (FSPs) and Cellular Services. Telecom industry in India constitutes some essential telecom services like telephone, radio, television and Internet. Telecom industry in India is specifically emphasizing on latest technologies like GSM (Global System for Mobile Communications), CDMA (Code Division Multiple Access), PMRTS (Public Mobile Radio Trunking Services), Fixed Line and WLL(Wireless Local Loop ). India has a prospering market specifically in GSM mobile service and the number of subscribers is growing very fast. Economic perspective of telecom industry in India Telecom industry in India has a major role in Indian economy. The Indian government is also enforcing some effective telecom policies and regulations for the infrastructural growth of this industry. Indian telecom market provides a tele-density of 8.5 percent as registered in the year 2009. A number of leading multinational telecommunication companies are approaching and showing their interest to invest for the telecom industry in India. Telecommunication industry of India ranked sixth among all the Telecommunication Sectors in the World. In the year 2009, the total number of telephone subscriptions was US$93.2. The Indian telecommunications industry is one of the fastest growing in the world. According to the Telecom Regulatory Authority of India (TRAT), the number of telecom subscribers in the country reached 621 .28 million as on March 31, 2010, an increase of 3.38 per cent from 600.9$ million in February 2010. With this the overall teledensitv (telephones per 100 people) has touched 52.74. The wireless subscriber base has increased to 584.32 million at the end of March 2010 from 564.02 million in February 2010, registering a growth of 3.6 per cent. 14

Value - Added Services (VAS) Market Mobile value added services include text or SMS, menu-based services, downloading of music or ring tones, mobile TV, videos and sophisticated m-commerce placations. According to the Economic Survey 2009-b, prior to 2008 a majority of VAS revenue was attributed to SMS. But with greater penetration of new services. availability of relatively inexpensive, feature-rich handsets and consumer education value-added services other than SMS are gaining importance. It is expected that over the next few years non-SMS services will become a dominant contributor to VAS revenue. Major Investments The booming domestic telecom market has been attracting huge amounts of investment which is likely to accelerate with the entry of new players and launch of new services. According to the Department of Industrial Policy and Promotion t DIPP), the telecommunications sector which includes radio paging, mobile services and basic telephone services attracted foreign direct investment (FDI) worth US$ 2,495 million during April to February 2010. The cumulative flow of FDI in the sector during April 2000 and February 2010 is USS 8,872 million. Norway-based telecom operator Telenor has bought a further 7 per cent in Unitech Wireless for a little over US$ 431.3 million. Telenor now has 67.25 per cent hold of the company. Telenor has now completed its four-stage stake buy and has invested a total of US$ 1.32 billion in Unitech Wireless as agreed on with the latter last year. The government has approved the foreign direct investment (FDI) proposal of the Federal Agency for State Property Management of the Russian Federation to buy 20 per cent stake in telecom service provider Sistema-Shyam for USS 660.1 million. Cellular Industry in India The Government of India recognizes that the provision of a world-class telecommunications infrastructure and information is the key to rapid economic and social development of the country. It is critical not only for the development of the Information Technology industry,

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but also has widespread ramifications on the entire economy of the country. It is also anticipated that going forward, a major part of the GDP of the country would be contributed by this sector. Accordingly, it is of vital importance to the country that there be a comprehensive and forward looking telecommunications policy which creates an enabling framework for development of this industry. New Telecom Policy 1999 Telecommunications is now universally recognized as one of the prime movers of the modem economy; hence its vital importance for a developing country like India. The availability of adequate infrastructure facilities is critical for acceleration of the economic development of any country. In fact international studies have established that for every 1% increase in tele-density, there is a 3% increase in the growth of GDP. Accordingly, the Government of India has accorded the highest priority to investment and development of the telecommunications sector. Telecom requires very heavy investment and it was not possible for the Indian Government to organize public funding of this sector on such a massive scale. In fact the national telecom Policy 1994, estimated a resource gap of Rs.23,000 crores to meet the telecom targets of the eighth five-year plan of the Government of India (1992-97). It was for this reason to bridge the resource gap between government funding and the total projected funds requirement and to provide the additional resources to achieve the nations telecom targets that the telecommunications sector was liberalized in 1992 and the Government invited private sector participation in telecommunications. Cellular mobile services were one of the first areas to be opened up to private competition. The whole country was divided into the 4 metropolitan cities of and 19 telecom circles, which were roughly analogous with the States of India. Cellular Licenses were awarded to the private sector - first in the metropolitan cities of Delhi, Mumbai, Kolkata and Chennai in 1994 and then in the 19-telecom circles in 1995. The first metro cellular network started operating in August 1995 in Calcutta. When cellular mobile services were first introduced in 1994 it was as a duopoly (that is a maximum of two

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cellular mobile operators could be licensed in each telecom circle), under a fixed license fee regime and for a license period of 10 years. The initial response of the private sector was very encouraging. The attractiveness of the Indian market - the low tele density, the high latent demand and a burgeoning middle class brought in some of the largest global telecom players, foreign institutional investors and the major Indian industrial houses to invest in telecom, especially the Indian cellular industry. Telecom proved to be a powerful attractor of foreign investment. The cumulative FDI inflow into telecom since 1993 has exceeded Rs.43,000 Million. Within telecom, the cellular industry has attracted most of the foreign investment since 1993, accounting for almost 50% of the FDI inflow into telecom - representing amongst the biggest investments in any one sector in India. Annual foreign investment in telecom increased steadily from an insignificant Rs.20.6 Million in 1993 to Rs.17,756.4 Million in 1998. However, the attractiveness of the Indian market did not last for very long, as by 1997-98, the private cellular operators were confronted with a series of problems that threatened their very viability and survival. As a result of this, FDI inflow into telecom dropped sharply, declining by almost 90% to Rs.2126.7 Million in 1999. This dropped further in Year 2000 as until June 2000, only Rs.918 Million had flown into the country. One of the key factors responsible for the critical state of the telecom sector & consequently also the cellular industry was that liberalization/deregulation was undertaken in an inverted manner vis-a-vis international practices and generally accepted norms. Usually, deregulation is preceded by tariff rebalancing, institution of a strong and independent regulator and only then is private sector participation invited. In India, private sector participation was invited in 1992, the Regulatory Authority was set up in 1997 and the tariff rebalancing exercise commenced in 1999 and is still far from complete. Further, even when the regulatory authority was set up, there was considerable ambiguity on its powers, which resulted in virtually each and every order of the Authority being challenged by the Licensor/incumbent. The ambiguities in the jurisdiction of TRAI 17

resulted in a limbo in the industry. Another important factor was the basic approach of the Government towards liberalization. Consumer benefit was given the go-by and the telecom sector was viewed as a revenue generator/cash cow for the Government exchequer. NTP 94 was basically a good policy. It clearly identified that the primary objective of the policy was to make available affordable telecom services. However, in actual policy implementation, this key/fundamental objective was disregarded. Licenses were granted through an auction process and the enthusiastic private sector deluded by the seemingly huge potential of the Indian market were lured into bidding exorbitant sums of money for cellular licenses. The huge license fees paid by the private operators resulted in a high cost structure leading to un-affordable tariffs and lower growth of the market. By end- 1998, the cellular industry was on the verge of bankruptcy and at that time it appeared that the liberalization dream was over & the nightmare had begun. It was under the above circumstances that the Government undertook a review of telecom policy & the role of the regulatory authority. The result was NTP 99, which was announced in March 1999 & the amendment of the TRAI Act in January 2000. NTP 99 is an extremely forward-looking policy. It significantly changed the dynamics of the Indian telecom industry as it not only replaced the high cost fixed licensing regime with a lower cost licensing structure through revenue sharing, but also provides for greater degree of competition and more flexibility in choice of technologies. The amendments in the TRAI Act resulted in a considerable strengthening of the Regulator & greater clarity on its role and powers. It also put in place a separate dispute settlement mechanism in the form of the Telecom Dispute Settlement and Appellate Tribunal to expeditiously deal with and resolve issues relating to the telecom sector. Existing private cellular operators migrated to the new telecom policy regime with effect from August 1999. There can be no doubt that migration to a more beneficial regime translated into tangible consumer benefits - lower tariffs, greater subscriber uptake & increased coverage. 18

Cellular tariffs have dropped by over 90% since May 1999 - a feat unparalleled by any other sector or industry in India. The average airtime tariff in Year 2001 was prevailing around Rs.2 per minute as against the peak ceiling tariff of Rs.16.80 per minute when NTP 99 was announced. Parellely, there has also been a significant drop in the cost of mobile handsets. Cellular handsets that were available for around Rs.25-30,000 in the initial days of cellular have now dropped significantly, with a base level handsets being available for as little as Rs.2,000 upwards. This has come about as a result of increased volumes and some degree of rationalization of government levies. As a result of improved affordability, there an increased take-up of the service and the cellular operators were able to venture into more and more cities & towns of the country. In fact cellular services are now available in almost 1400 cities & towns of India. With the lower tariffs and increased coverage, there was also a resultant increase in the number of cellular subscribers. The point of inflexion for subscriber take-off is clearly post NTP-99. From 1.2 million subscriber in April 1999, to almost 2 million by April 2000, the number of cellular subscriber have now grown to almost 6.5 million by the end of March 2002. By March 2001, the industry had invested nearly Rs.16,000 crores in cellular infrastructure and it is estimated that these investments will grow to Rs.20,000 crores in the next 4-5 years. The year 2001 also saw the entry of BSNL and MTNL as the third cellular operators as had been mandated in NTP 99. Further, in July 2001, cellular licenses were awarded to the 4th cellular operators in different telecom circles. With this the number of cellular operators has gone up to 89 licenses. As of March 2002, the Indian cellular mobile industry had 42 networks on air, serving over 1400 towns and cities and covering thousands of villages and serving almost 6.5 million subscribers across the country.

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The quality of the service is widely accepted to be of international standards and till date there has been no waiting period involved in availing of this service. The cellular industry has been growing at an average rate of 85% per annum and it is hoped that the industry will be able to sustain this growth in the coming years. The Working Group on the Telecom Sector set up by the Government of India for the tenth five-year plan, has estimated that over the next five years, around 31.55 million cellular subscribers would be added all over India. To achieve this growth, the Working Group has also estimated that resources to the tune of about Rs.25,240 crores will be required over the next five years. However, to attract foreign investments into India, it is imperative to ensure the predictability and stability of the policy and regulatory regime of the Country. Policy flipflops & regulatory ambiguity have plagued the Indian telecom sector since the introduction of privatization. This has had the unhappy result of putting the entire sector into a state of limbo as investors - both foreign & domestic await clarity on the final direction that the policy will take. In the meantime, foreign investors, who have not committed themselves to the Indian market, will divert their interest & investments to competing and more attractive FDI destinations. Further, for the industry to attract the requisite investments and to reach the growth targets set for the tenth five-year plan, it is imperative that a few crucial industry issues that have been plaguing the industry be resolved on an urgent footing. This includes most importantly: The early resolution of the dispute relating to the recent permission Granted to fixed operators to offer WLL based mobile services without a mobile license and under the more advantageous terms of their fixed service license and The institution of a formal interconnection agreement between the cellular operators and the fixed service providers especially the incumbent fixed service operators - BSNL and MTNL. Going Global

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In March 2010, Bharti Airtel bought the African operations of Kuwait-based Zain Telecom for US$ 10.7 billion, driving the Indian player into the league of top ten telecom players globally. The Reserve Bank has liberalized the investment norms for Indian telecom Companies by allowing them to invest in international submarine cable consortia through the automatic route. In April 2010, P131 issued a notification stating As a assure of further liberalization, it has now been decided... to allow Indian companies participate in a consortium with other international operators to construct and zaintain submarine cable systems on co-ownership basis under the automatic route. The notification further added, Accordingly, banks may allow remittances by Indian companies for overseas direct investment. 3G Services The Department of Telecom has taken the pioneering decision of launching of 30 services by BSNL and MTNL and initiation of process for auction of spectrum for 30 services to private operators. Al location of spectrum for third-generation (30) and broadband wireless access (BWA) services was done through a controlled simultaneous, ascending c-auction process. All the 71 blocks that were put up for auction across the 22 service areas in the country were sold, leaving no unsold lots. Auction for 30 spectrum ended on May 19, 2010 after 183 rounds of intense bidding over a span of 34 days. The Government is expected to morph revenue worth USS 14.6 billion. All the available slots across 22 circles have been sold to seven different operators. A pan-India hid for third generation spectrum stood at US$ 3,6 billion. The Anil Ambaniled Reliance Communication bagged the highest number of 13 circles at a cost of USS 1.9 billion, followed by Bharti Airtel in 12, Idea in 11 and Vodafone and the Tata in nine circles each, according to the Department of Telecommunications. MTNL and BSN L will have to pay USS 1.42 billion and US$ 2.2 billion respectively. Rural Telephony

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According to the Economic Survey 2009-10, rural tele-density has increased from 1.2 per cent in March 2002 to 15.1 per cent in March 2009 and further to 21.2 per cent at the end of December 2009.Rural telephone connections have gone up from 12.3 million in March 2009 to 123.5 million in March 2009 and further to 174.6 million in December 2009. The share of private sector players in the total telephone connections has steadily increased from around 14 per cent in 2005 to 31 per cent as on December 31, 2009. During 2008-09, the growth rate of rural telephones was 61.5 per cent as against 36.7 per cent for urban telephones. The private sector has contributed significantly to the growth of rural telephony by providing 81.5, per cent of the rural phones as on December 31, 2009. It is proposed to achieve rural tele-density of 25 per cent by means of 200 million rural connections by the end of the Eleventh Five Year Plan. Policy Initiatives The government has taken many proactive initiatives to facilitate the rapid growth of the Indian telecom Industry. In the area of telecom equipment manufacturing and provision of IT-enabled services, 100 per cent PDI is permitted. No cap on the number of access providers in any service area. In 2008, 122 new Unified Access Service CUAS) licenses were granted to 17 companies in 22 services areas of the country. Revised subscriber based criteria for allocation of Global System of Mobile Communication (GSM) and Code Division Multiple Access (CDMA) spectra were issued in January 2008. To provide infrastructure support for mobile services a scheme has been launched to provide support for setting up and managing 7,436 infrastructure sites spread over 500 districts in 27 states. As on December 31, 2009, about 6,956 towers had been set up under the scheme.

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According to the Consolidation Foreign Direct investment (F 1)1) Policy document, the FDI limit in telecom services is 74 per cent subject to the following conditions: This is applicable in case of Basic, Cellular, Unified Access Services, National! international Long Distance, V-Sat, Public Mobile Radio Trunked Services (.PMRTS), Global Mobile Personal Communications Services (GMPCS) and other value added Services. Both direct and indirect foreign investment in the licensee company shall be counted IBR the purpose of FDI ceiling. Foreign investment shall include investment by Foreign Institutional Investors (FITs), N on-resident Indians NRIs), Foreign Currency Convertible Bonds (FCCBs), American Depository Receipts (ADRs), Global Depository Receipts (GDRs) and convertible preference shares held by foreign entity. In any case, the Indian shareholding will not be less than 26 per cent. FDI up to 49 per cent is on the automatic route and beyond that on the government route. FD1 in the licensee company/Indian promoters/investment companies including their holding companies shall require approval of the Foreign Investment Promotion Board (FIPB) if it has a bearing on the overall ceiling of 74 per cent. While approving the investment proposals, FIPB shall take note that investment is not coming from countries of concern and/or unfriendly entities. The investment approval by FIPB shall envisage the conditionality that the Company would adhere to license Agreement. FDI shall be subject to laws of India and not the laws of the foreign country/countries. Contributions of the Cellular Industry to the Indian Economy 1. World Class Infrastructure The Indian cellular industry has been instrumental in bringing to the Indian consumer, a world-class telecom infrastructure. The Indian Cellular Industry is

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 The flag-bearer of the Indian liberalization process. The largest recipient of Foreign Direct Investment (around Rs.2200 Crores)-A responsible performing sector that has met all its obligations to the GOT. The Industry would have invested over Rs.25,000 crores to Set up 69 Networks Serve over one crore subscribers as of December 2002 Offer Services in over 1575 cities & towns and Cover over 14,000 villages 2. Reputed Indian Business Houses & International Telecom Majors The privatization of Indian cellular brought into the arena some of the most reputed business houses of the country as also biggest names in the international telecommunications industry. These included: Reputed Indian Business Houses - Birla, BPL, Escorts, Essar, Reliance, RPG, Tata, and Thapar. International Telecom Majors - Singtel, Asia Tech, AT&T, Bell South, Nynex, Millicom, First Pacific, Hutchison Whampoa, Telecom Italia, New York Life, Telecom Investments, Tele system International Wireless, Cell Net and others. 3. Increased Connectivity There are presently 42 networks operating in the country covering over 1350 cities and towns and directly servicing over 6.7 million subscribers nation-wide. Importantly, the connectivity benefits also extend to over 33.5 Mn PSTN subscribers of BSNL & MTNL who can now reach the cellular subscribers anytime and anywhere. In addition the cellular radio waves cover over 28,000 villages, where connectivity can be provided at a very short notice at a nominal incremental cost.

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4. Employment Generation As the 3rd and 4th Cellular Licensees would start their operations and with 77 networks (42 presently and 35 new networks) on air, the employment generated by the industry would be promising. In addition to the direct employment generated by these networks, there is also the multiplier effect of indirect employment generated down the supply chain comprising vendors, infrastructure suppliers, contractors, dealers, etc. It is estimated that the total employment generated by the cellular industry would be in the tune of a few lakhs once the new networks are rolled in. 5. Increased FDl Flows The Telecom sector is the largest attractor of Foreign Direct Investment in the country, accounting for almost a fifth of FDI approvals since 1991. 6. Heavy Investment in Infrastructure The cellular industry is responsible for the single largest chunk of investment by any individual industry. The industry has already invested over Rs.20,000 crores and is expected to invest even more in the years to come. 7. Revenue Generation for the Government of India The cumulative revenues that have flowed to the Government are already about Rs.10,000 crores from license fee and service-tax alone. COAT (Cellular Operators Association of India) COAT (Cellular Operators Association of India) was set up in 1995 as a registered nongovernmental, and non-profit society. The Cellular Operators Association of India was established with the aim that it would be dedicated to the advancement of modern communication. COAT encourages the advancement of communication through Services of Mobile Cellular Telephone. The vision of COAT (Cellular Operators Association of India) is to set up and sustain cellular infrastructure that is of world class standard and also to encourage mobile 25

communication services that is affordable in the country. Cellular Operators Association of India is the official voice for the cellular industry in India and it interacts on its behalf with the licensor, the telecom industry associations, the management spectrum agency, and the policy makers. The chairman of COAT (Cellular Operators Association of India) is Mr. Sanjeev Aga and the vice- chairman is Mr. Naresh Gupta. COAT (Cellular Operators Association of India) has many committees under it such as the Executive Council Committee, Business Development Committee, Finance and Commercial committee, Regulatory Council Committee, and Technology Committee. The various objectives of COAT (Cellular Operators Association of India) are that it would study the best research and practices of the cellular industry in India and at the same time analyze the worldwide cellular experience. Further the various objectives of COAl are to encourage mobile telephony services at affordable rates for the Indians, to improve the competitiveness and standards in the Indian cellular industry, and also reach the status of top class infrastructure. Also the various objectives of Cellular Operators Association of India are to improve the quality and standards of services by consulting GSM India that is the Indian chapter of the Association GSM and to help the authorities that are relevant by giving them information with regard to the cellular industry in order to help them form suitable polices which would help in the growth of the industry. COAI (Cellular Operators Association of India) objectives includes to upgrade and maintain services such as security, speech transmission, coverage, and access in order to help in the expansion of the cellular services in the country and to make continuous efforts to satisfy the customers. Further the various objectives of COAT are to address the problems of the cellular operators that relate to financial, operational, licensing, or regulatory by interacting with the Ministry of Finance, Department of telecommunications, Financial Institutions, Ministry of Communications & IT, Ministry of Commerce, and Telecom Regulatory Authority of India. Also the objectives of Cellular Operators Association of India are to make efforts to achieve the countrys objectives of better rural access and increased teledensity and also to spread information and dispense awareness among consumers and operators on issues relating to the various kinds of services provided by the service operators to their customers.

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Future of Mobile Industry in India The mobile subscriber base is expected to zoom to 893 million by 2012. This is a 150 million increase of what was projected earlier, as per a report by Cellular Operators Association of India (COAT). The COATs earlier estimates had shown that mobile user base will reach 743 million by 2012. The major reason stated for the increase is the huge adoption of the mobile services in the rural areas, reported The Business Line. India is now the second largest mobile market in the world after China, which has over 650 million subscribers, with India having 400 million mobile users. According to COATs projection, there will be 1.24 billion mobile users in 2015- which means one phone for every Indian.

COMPANY PROFILE BHARATI AIRTEL PROFILE "As we spread wings to expand our capabilities and explore new horizons, the fundamental focus remains unchanged: seek out the best technology in the world and put it at the service of our ultimate user: our customer." Sunil Bharti Mittal (Group Chairman and Managing Director) Bharti Enterprises has been at the forefront of technology and has revolutionised telecommunications with its world-class products and services. Established in 1985, Bharti has been a pioneering force in the telecom sector with many firsts and innovations to its

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credit, ranging from being the first mobile service in Delhi, first private basic telephone service provider in the country, first Indian company to provide comprehensive telecom services outside India in Seychelles and first private sector service provider to launch National Long Distance Services in India. As of October 31, 2004, Bharti had approximately 9.83 million total customers nearly 9.06 million mobile and 776,000 fixed line customers. Its services sector businesses include mobile operations in Andhra Pradesh, Chennai, Delhi, Gujarat, Haryana, Himachal Pradesh, Karnataka, Kerala, Kolkata, Madhya Pradesh circle, Maharashtra circle, Mumbai, Punjab, Rajasthan, Tamilnadu, Uttar Pradesh (East) circle, Uttar Pradesh (West) circle and Jammu & Kashmir. In addition, it also has fixed-line operations in the states of Madhya Pradesh and Chattisgarh, Haryana, Delhi, Karnataka and Tamilnadu and nationwide broadband and long distance networks. Bharti has recently launched national long distance services by offering data transmission services and voice transmission services for calls originating and terminating on most of India's mobile networks. The Company is also implementing a submarine cable project connecting Chennai-Singapore for providing international bandwidth. Bharti Enterprises also manufactures and exports telephone terminals and cordless phones. Apart from being the largest manufacturer of telephone instruments, it is also the first telecom company to export its products to the USA Introduction Bharti Teletech, the manufacturing arm of Bharti Enterprises, with an installed capacity of 5 million telephone sets per annum, is India's leading manufacturer of high quality telephones. Today Bharti Teletech is the major PTT supplier in South Asia. It has ISO 9002 accreditation and also an OEM for Sprint Corporation and Siemens. It's range of products marketed under the brand name Beetel constitute a 30% market share in India thereby making it the market leader in the domestic market. Services

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 The largest private sector integrated telecommunications services group in India in terms of the number of customers. Largest Mobile footprint in India, covering 18 of the 23 licensed areas. Proven track record of managing growth - both organic as well as by way of acquisitions. First and largest private telecommunications services company offering fixed-line services in India. Existing foreign shareholders have acquired direct and indirect equity interests in the Company for a total consideration exceeding US$1 billion. First private telecommunications company to launch long distance services. First off the block to launch fixed-line services in all the four circles of Delhi, Haryana, Karnataka and Tamil Nadu. Bharti Tele-Ventures, its subsidiaries and management have received several awards and recognitions, including: Bharti was recognized as one of the "Leading Lights of Telecom" in Asia in November 2001 in the Asian edition of the "tele.com" magazine with analytical inputs from research consultants Frost & Sullivan. The leading telecommunications service provider in India in a survey of Indian companies conducted by Business World in association with Indian Marketing Research Bureau in September 2001; The Techies award from Information Communications World, an international business magazine, for four consecutive years (1997 to 2000) for brand excellence, network quality, customer service and value added service in our Delhi mobile circle; Golden Peacock National Training Award 1999 to Bharti Cellular for our Delhi mobile operations from the Institute of Directors, a non-profit association in India committed to

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improving the competitiveness of Indian business by focusing on development of business leaders, for the best human resources and training practices. Ascent Times of India and Sodexho Pass award in 1999 from the Asia Pacific HRD conclave to Bharti Cellular for corporate excellence in the category of most innovative human resource practices. Mr. Sunil Bharti Mittal (Chairman and Group Managing Director) was honored as "One of the Top Entrepreneurs Worldwide" for the year 2000 and "Stars of Asia" for the year 2001 by international business magazine, Business Week. Mr. Sunil Bharti Mittal was selected as the "Businessman of the year 2002" by Business India. Mr. Sunil Bharti Mittal was awarded the Dataquest IT man of the year 2002. Mr. Sunil Bharti Mittal was selected the "CEO of the year 2002" by World HRD congress. Mr. Akhil Gupta (Joint Managing Director) was adjudged as the Chief Financial Officer for year 2001 for Mergers & Acquisitions activities by EIU. Corporate Structure Management Structure The group has been structured to create functional and operational specialisation with a linear vision of business lines and functional areas. The Company is headed by Chairman and Group Managing Director- Sunil Bharti Mittal who is assisted by two Joint Managing Directors- Akhil Gupta and Rajan Bharti Mittal. The Company also has two Presidents- President Mobile Services and President Infotel Services, this responsibility includes Fixed-line, Long Distance and Broadband Services. The Presidents report to the Group Chairman and Managing Director. The head of units and SBUs report to the respective business's President.

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An apex team of Corporate Directors has been constituted. The corporate directors have supervisory and strategic responsibilities for functional areas across business lines. The directors oversee functional areas including Business Development, Human Resources, Marketing, Corporate Communication, IT & Technology, Finance, Legal, Corporate Affairs, Corporate Strategy & Planning and Supervisory Director cum Chief Mentor mobility. The organisation structure is designed to ensure that identical businesses are run along similar lines and best resources in any functional field, be tapped to serve the best interests of the entire group. The structure also defines the role of the Head of the units who are totally empowered to manage their respective companies and are fully responsible for business operations to build world-class organizations with a high degree of customer focus.

Board of Directors Mr. Sunil Bharati Mittal Mr Rakesh Bharti Mittal Mr. Rain Bharti Mittal Mobile Division Overview Bharti Tele-Ventures vision for its mobile business is To make mobile communications a way of life and be the customers first choice. The mission is to meet the mobile communication needs of the customer through 1) error free service 2) Innovative products and services and 3) cost efficiency. The Companys strategic objective is to consolidate its leadership position amongst the mobile service providers in India. The Indian mobile market, according to the COAI, has increased from

31

approximately 1.2 million subscribers as of March 31, 1999 to approximately 34.77 million subscribers as of October 31, 2009. Despite this rapid growth, the mobile penetration rate in India, at approximately 3.4% as of October 31, 2009, is significantly lower than the average mobile penetration rate in other Asian and international markets. Bharti Tele-Ventures believes that the demand for mobile services in India will continue to grow rapidly as a result of the following factors: Bharti Tele-Ventures, through its subsidiary has the licenses to provide GSM services in all the twenty-three telecom circles in India. It proposes to consolidate all its subsidiaries providing mobile services under Bharti Cellular Limited. As of October 31, 2009, approximately 96% of India's total mobile subscriber market resided in the Company's nineteen mobile circles, which collectively covered only 56% of India's land mass. Mobile Footprint The map below depicts the location of, and provides certain information for, Bharti TeleVentures' existing mobile circles in India: Source 1. Population estimates are as per National Census, 2001 and are as of March 1, 2001. The population for Uttar Pradesh (West) circle is approximately 37% of the total population for the state of Uttar Pradesh. 2. Wireless subscriber statistics are as of Oct 31, 2004 and are based on data released by COAI. Wireless market size comprises the total number of wireless subscribers of all the service providers in a circle. 3. Demographics of Maharashtra and Tamil Nadu do not include demographics of state capitals (metros) Mumbai and Chennai respectively. 4. Demographics of Haryana does not include Faridabad & Gurgaon as they are included in Delhi & NCR. Similarly demographics of Uttar Pradesh (West) & Uttaranchal does not include Noida & Ghaziabad as they are included in Delhi NCR.

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The significant growth in the Company's mobile business has been through a combination of organic growth and acquisitions of additional licenses and has been summarized below. The information given below is for the total market and is not representative of our market share or network coverage. 1) Comprises the circles of Delhi and Himachal Pradesh. 2) Comprises the circles of Delhi, Himachal Pradesh, Karnataka and Andhra Pradesh. 3) Comprises the circles of Delhi, Himachal Pradesh, Karnataka, Andhra Pradesh and Chennai. 4) Comprises the sixteen operational circles of Bharti Tele-Ventures. 5) Based on data released by the COAI on the total number of persons subscribing to mobile services in our licensed areas. Mobile Strategy Capture maximum telecommunications revenue potential with minimum geographical coverage to maximise its revenues and margins. Build high quality mobile networks by deploying state-of-the-art technology to offer superior services. Use the experience it has gained from operating its existing mobile networks to develop and operate other mobile networks in India and to share the expertise across all of its existing and new circles. Attract and retain high revenue generating customers by providing competitive tariffs, offering high quality customer support, proactive retention programs and roaming packages across all of its mobile circles. Provide affordable tariff plans to suit each segment of the market with a view to expand the reach, thereby increasing the mobile customer base rapidly.

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PRODUCT PROFILE Introduction Bharti Telesoft, the telecom and e-commerce venture of Bharti Enterprises, India has maintained a very close track on technology and new services to help its customers and partners thrive on change. Bharti Telesoft is fast on the way to attaining a position of leadership in the IT world, through its clear focus on telecom, backed by rich domain expertise. The company has one of the best development facilities in the country, and has offices in India, United States and United Kingdom. Bharti Healthcare The corporate ethos of providing the best to our customers carries extra relevance when it comes to healthcare products. One sector where quality implies the saving of lives and the promotion of healthy living. Offering quality support to the pharmaceutical industry, Bharti Healthcare has been engaged in the manufacture of empty hard Gelatin capsules since 1982. Bharti's firm commitment to quality and customer satisfaction is duly acknowledgement by the list of prestigious clients including Pfizer, Parke Davis, Wockhardt, Ranbaxy and Glaxo amongst others. Bharti also exports its capsules to overseas markets like USA, Hong Kong, Malaysia, Thailand, Indonesia, Sri Lanka, Iran, Bangladesh, Syria and Cyprus. The US FDA has recently assigned Drug Master File (DMF) number to BHCL as an acknowledgement of it's firm commitment to adhere to globally recognized quality standards in the Pharmaceutical industry. BHCL is also an ISO 9002 certified company. About AIRTEL Airtel comes from Bharti Cellular Limited a part of the biggest private integrated telecom conglomerate, Bharti Enterprises. Bharti Enterprises has been at the forefront of technology and has revolutionized telecommunications with its world class products and services. Established in 1976, Bharti has been a pioneering force in the telecom sector with many firsts and innovations to its credit. Bharti has many joint ventures with world leaders like 34

Singtel (Singapore Telecom); Warburg Pincus, USA; Telia, Sweden; Asian infrastructure find, Mauritius; International Finance Corporation, USA and New York Life International, USA. Bharti provides a range of telecom services, which include Cellular, Basic, Internet and recently introduced National Long Distance. Bharti also manufactures and exports telephone terminals and cordless phones. Apart from being the largest manufacturer of telephone instruments in India, it is also the first company to export its products to the USA. Bharti is the leading cellular service provider, with a footprint in 15 states covering all four metros. It has over four million satisfied customers. So come explore the making of the brand, which touches the lives of 600 million people across 16 states of India. From the meaning of our logo to downloadable goodies for your computer, it's all here Brand & Advertising For a brand to be successful, it must build enduring relationships with its different audiences. Integral to this relationship is the visual image of the brand the consumer carries in his/her mind. The Airtel brand image is created through the consistent application of a carefully developed visual identity, which helps Airtel distinguish itself in a cluttered market. Airtel's visual identity helps create instant brand recall and strengthens the relationships that its audiences have with it. The Airtel visual identity has different elements that work together to create a strong and consistent identity for the brand. The most important of these are: The Airtel logo is a strong, contemporary and confident symbol for a brand that is always ahead of the rest. It is a specially drawn word mark. The Airtel Image style It incorporates two solid, red rectangular forms whose counter form creates an open doorway. The Airtel Typographical style

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The title case lettering with its capital 'A' was deliberately chosen to reinforce the brand's leadership position. The red dot on the letter form 'I' cues Airtel's focus on innovation. The words 'Express Yourself' are very much part of the brand identity. The Airtel Colour Palette The lettering is grey so that the pure black of Airtel is visually unharmed. OBJECTIVES OF THE STUDY To know the customer perception on Airtel. To know the promotional activities of Airtel. To provide more benefits to the customers. To suggest any possible changes and requirements, if required.

TRAINING AND DEVELOPMENT

Literature review

If you don't know where you are going, any road will take you there.
- Lewis Carroll in Alice's Adventure in Wonderland (1865).

Give a man a fish, and you have given him meal. Teach man to catch fish, and you have given him a livelihood. This ancient Chinese proverb seems to describe the underlying rationale of all training and development programme. No industrial organization can long ignore the training and development needs of its employees without seriously inhibiting its performance. Even the most careful selection does not eliminate the need for 36

training, since people are not moulded to specifications and rarely meet the demands of their jobs adequately. Poverty stricken India spends $45 billion on training each year. Expenditures of such magnitudes call for a periodic sharp look. Training in particular needs such scrutiny. TRAINING It refers to the acquisition of knowledge, skills, and competencies as a result of the teaching of vocational or practical skills and knowledge that relates to specific useful skills. It forms the core of apprenticeships and provides the backbone of content at technical colleges and polytechnics. Today it is often referred to as professional development. Training is primarily concerned with preparing people for certain activities delineated by technology and by the organization and settings in which they work. Education helps students to choose their activities. Training helps participants to improve their performance. Education deals mostly knowledge and understanding. Training deals mostly with understanding, skill and action. Training embraces an understanding of the complex processes by which various factors that make up a situation interact. Training is the most important activity or plays an important role in the development of human resources. To put the right man at the right place with the trained personnel has now become essential in todays globalize market. No organization has a choice on whether or not to develop employees. Therefore training has nowadays become an important and required factor for maintaining and improving interpersonal and inter- group collaboration. Human resource is the life blood of any organization. Only through well-trained personnel, can an organization achieve its goals. Training is defined as learning that is provided in order to improve performance on the present job. 37

A person's performance is improved by showing her how to master a new or established technology. The technology may be a piece of heavy machinery, a computer, a procedure for creating a product, or a method of providing a service. Training is provided for the present job. This includes training new personnel to perform their job, introducing a new technology, or bringing an employee up to standards. Training is mainly concerned with the meeting of two of these inputs -- people and technology. That is, having people learn to master a given technology. DEVELOPMENT This term is often viewed as a broad, ongoing multi-faceted set of activities (training activities among them) to bring someone or an organization up to another threshold of performance. This development often includes a wide variety of methods, e.g., orienting about a role, training in a wide variety of areas, ongoing training on the job, coaching, mentoring and forms of self-development. Some view development as a life-long goal and experience. Training & Development is the field concerned with workplace learning to improve performance. Such training can be generally categorized as on-the-job or off-the-job. Onthe-job describes training that is given in a normal working situation, using the actual tools, equipment, documents or materials that they will use when fully trained. On-the-job training is usually most effective for vocational work. Off-the-job training takes place away from normal work situation which means that the employee is not regarded as productive worker when training is taking place. An advantage of off-the-job training is that it allows people to get away from work and totally concentrate

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on the training being given. This type of training is most effective for training concepts and ideas. At a glance, we find that training gives the following results:
1) 2)

Growth, expansion and modernization cannot take place without trained manpower. It increases productivity and profitability, reduces cost and finally enhances skill and knowledge of the employee.

3) 4) 5)

Prevents obsolescence. Helps in developing a problem solving attitude. Gives people awareness of rules and procedures.

6) Builds better communications skills. 7) Develops hidden talent. 8) Ensures consistent quality. 9) Provides greater focus. 10) Produces more effective/productive efforts. 11) Clarifies the concept of marketing as a business process. TYPICAL REASONS FOR EMPLOYEE TRAINING AND DEVELOPMENT Training and development can be initiated for a variety of reasons for an employee or group of employees, e.g.

When a performance appraisal indicates performance improvement is needed. To "benchmark" the status of improvement so far in a performance improvement effort.

As part of an overall professional development program.

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As part of succession planning to help an employee be eligible for a planned change in role in the organization.

To "pilot", or test, the operation of a new performance management system. To train about a specific topic.

GENERAL BENEFITS FROM EMPLOYEE TRAINING AND DEVELOPMENT There are numerous reasons for supervisors to conduct training among employees. These reasons include:

Increased job satisfaction and morale among employees Increased employee motivation Increased efficiencies in processes, resulting in financial gain Increased capacity to adopt new technologies and methods Increased innovation in strategies and products Reduced employee turnover Enhanced company image, e.g., conducting ethics training. Risk management, e.g., training about sexual harassment, diversity training

DETERMINATION OF TRAINING NEEDS In order to determine the training needs of an organization the HRD manager should seek information on the following points: a) Whether training is needed? b) Where training is needed? c) Which training is needed?

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Whether training is needed? Training result from problems such as: Standards of work performance not being met; Accidents; Excessive scrap; High rate of transfer and turnover; Too many low ratings on employee evaluation reports; Many people using different methods to do the same job; Excessive fatigue, fumbling, struggling with the job; Bottlenecks and deadlines not being met;

In many organizations the determination of training needs is predominantly done through observations. One common method for recording observations is the check- list of training needs. It provides for indicating by a Yes or No check. Where training is needed? After determining the need for training the manager should determine where the organization training emphasis can and should be placed. This involves a detailed analysis of the following factors: i. ii. iii. Structure of the organization, Objectives, Human resource and future plans, and

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iv.

Cultural milieu.

Which training is needed? The last question to be answered by the personnel manager is about the type of training needed. This involves determining what knowledge, skills or attitudes each individual employee should develop to be able to perform his task in an effective way. The three major skills which the employees of any organization need to successfully discharge their duties are: the conceptual skill, the human relations skill and the technical skill. Conceptual skill deals with ideas, technical skill with things and human skill with people. WHAT IS GOOD TRAINING The three typical beneficiaries of a training programme are the managers and supervisors of trainees, trainees themselves and external customers. Each beneficiary has his own requirements and perception of what is good training. Thus, the senior managers and supervisors want training to be low in cost, to increase employees job performance, to improve their attitudes and morale and to be minimally disruptive to the work in terms of

42

promotion or compensation. Trainees want the training to be of high quality which can be easily transferred to the job. They want the training venue to be more pleasant than the job venue and expect training work place to benefit them personally. Last, though not the least important are external beneficiaries who want the training to result into high quality products and services, but do not want training to interfere with the fulfillment of their needs for example, a bank customer wants high quality customer service from tellers but does not want a trainee teller to take a few moments longer than usual with a transaction. The HRD manager must address all the above needs of different beneficiaries throughout the training process. METHODS OF TRAINING No simple formula defines the form of training to be used for a given purpose. The skills needs of operatives, the size and traditions of the company, the abilities of trainers, the time and the money available for training and the experience of the company about the training activities that have been carried on in the past, will affect the type of training that will be most successful in a given situation. Nevertheless it will be helpful to indicate briefly the principal alternatives from which the manager may choose:1) On- the- job training The most important type of training is On- the job training. The experience of actually doing something makes a lasting impression and has a reality that other types of training cannot provide. The worker in this method learns to master the operations involved on the actual job situation under the supervision of his immediate boss. Some important advantages of this type of training are as follows :-

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a) It can be learned in a relatively short period of time, say, a week or two. b) It is highly economical. c) It is not located in an artificial situation, either physically or psychologically and, therefore, eliminates the possible problem of transfer of learning. There are several types of training programmes which make use of on-the-job training concept. Some of them are described below: Job rotation Internship training Apprenticeship

2) Vestibule Training: - This method attempts to duplicate on the job situation in a company classroom training, which is often imparted with the help of equipment and machines, which are identical with those in use in the place of work. It is very efficient method of training semiskilled personnel, particularly when many employees have to be training for the same kind of work. 3) Learning by seeing or demonstration method :- In this method , the trainer describes and display something ,as when he teaches an employee how to do something by actually performing the activity himself and by going through step by step explanation of why and how he is doing . Demonstration are very effective in teaching because it is much easier to show a person how to do a job then ask him to gather instructions from the reading materials, discussion etc.

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4) Simulation: - Simulation is a technique, which duplicates, as nearly as possible, the actual conditions encountered on the job. The training is essential in cases which actual on the job practice might result in a serious injury, a costly error, or the destruction of valuable materials or resources. 5) Class-room or off-the-job training: - Off-the job training is not a part of everyday job activity. The actual location may be in the company classroom or in places which are owned by the company. These methods consists of : Lectures Conferences Group discussions Case studies Role-playing Programmed instructions Laboratory trainings

TRAINING PLAYS THE FOLLOWING ROLES IN AN ORGANIZATION 1) Increase in efficiency: Training plays active role in increasing efficiency of employees in an organization. Training increases skills for doing a job in better way. Though an employee can learn many things while he is put on a job, but he can do much better if he learns how to do the job. This becomes more important specially in the context of changing technology because the old method working may not be relevant.

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2) Increase in morale of employees: - Morale is a mental condition of an individual or group, which determines the willingness to cooperate. High morale is evidenced by employee enthusiasm voluntary conformation with regulations and willingness to cooperate with others to achieve organizational objectives. Training increases employee morale by relating their skills with their job requirements. Trained employees can see job in more meaningful ways because they are able to relate their kills with job. 3) Reduced Supervision: Trained employees require less supervision. They require more autonomy and freedom. Such autonomy and freedom can be given if the employees are trained properly to handle their jobs without the help of supervision. 4) Increased organizational viability and flexibility: Trained people are necessary to maintain organizational viability and flexibility. Viability relates to survival of the organization during bad days, and flexibility relates to sustain its effectiveness despite the loss of its key personnel and making short-term adjustment with the existing personnel. Such adjustment is possible if the organization has trained people who can occupy the positions vacated by key personnel. BENEFITS OF TRAINING Training benefits the organization in manifold ways: 1. Benefits to organization: Leads to improved profitability and more positive attitudes toward profit orientation. Improves the job knowledge and skills at all levels of the organization.

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Improves the morale of the workforce. Helps people identify with organizational goals. Helps create a better corporate image. Fosters authenticity, openness, and trust. Aids in organizational development. Learns from the training. Helps keep costs down in many areas, example production, personnel, administration etc.

Develops a sense of responsibility to the organization for being competent and knowledgeable.

Improves labour management relations. Helps employee adjust to change. Aids in handling conflict, thereby helping to prevent stress and tension.

2. Benefits to the individual which in turn ultimately benefit the organization: Helps the individual in making better decisions an effective problem solving. Through T&D, motivational variables of recognition, achievement, growth, responsibility and advancement are internalized and operationalized. Aids in encouraging and achieving self development and self confidence. Helps a person handle stress, tension, frustration and conflict. Provides information for improving leadership knowledge, communication skills and attitudes. Increase job satisfaction and recognition.

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Satisfy personal needs of the trainer. Helps eliminate fear in attempting new task.

3. Benefits in personnel and human resources: Improves communication between groups and individual. Aids in orientation for new employees and those taking new jobs through transfer and promotion. Provides information on equal opportunity and affirmative action. Improves inter personal skills. Improves morale. Builds cohesiveness in groups. Provides a good climate for learning, growth and co ordination. Makes organization policies, rules and regulations viable. Makes the organization a better place to work and live.

TRAINING PROCEDURE 1) Identify training needs: - These are certain steps that are performed for training the employees. The first step is to identify T&D needs. In this step we arrange and obtain support for the contribution of T&D to organizational strategy. Then we identify organizational T&D needs. Thereafter we agree priorities for developing the T&D function. These sub steps are followed by identifying the current competence of individuals of individuals and agreeing individuals and group priorities or learning. 48

2) Design T&D strategies and plans: - The second step is to design T&D strategies and plans. In this step first we identify resources required to implement a strategic plans and specify an operational plan that meets organizational requirements and further designing learning programs that meet learning needs and test, adapt and agree learning program designs. 3) Provide learning opportunities resources and support: - The third step is to provide learning opportunities resources and support. In this we obtain and allocate resources to meet the requirement of Training and development plans. Then prepare and present demonstrations and information to co-ordinate and assist the preparation and delivery of learning opportunities. 4) Evaluate effectiveness of T&D:-Fourth step in training is to evaluate the effectiveness of T&D, which involves plan setup, evaluate, and modify the learning plans. Then assess, co-ordinate, verify and identify previously acquired competence. 5) Support T&D advances and practice: - And last step is to support T&D advances and practice. This includes evaluating and disseminating advances in T&D. Then we administer training facilities and after that establish and maintain information system.

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BLOCK DIAGRAM OF TRAINING PROCEDURE Identify organizational requirements for T&D Identify the learning needs of individuals and groups.

Identify Training and Development Needs

Design T& D strategies and plans.

Design organizational T&D strategies and plans Design strategies to assist individuals and groups to achieve their objectives.

Provide learning opportunities, resources and support

Obtain and allocate resources to deliver T&D plans Provide learning opportunities and support to enable individuals and groups to achieve their objectives

Evaluate the effectiveness of T& D

Evaluate the effectiveness of T&D Evaluate individual and group achievements against objectives. Assess achievements for public certification.

Support T &D advances and practice.

Contribute to advances in T&D

Provide services to support T&D practice. 50

CHAPTER-3 ANALYSIS AND INTERPRETATION OF DATA

1. Does Regular training sessions are arranged in your organization? (a)Yes (b) No

Yes No TABLE 1

100 0

TRAINING SESSION
0%

Yes No

100%

FIGURE 1

INTERPRETATION: - According to all employees training sessions are arranged in their organization.

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2. In your company which of the following training methods are preferred :(a) On the job (c) Any other (b) Off the job

On the job Off the job Any other TABLE 2

60 25 15

TRAINING METHODS
15%

On the job Off the job 25% 60% Any other

FIGURE 2

INTERPRETATION: - 60% on the job training methods are used while 25% off the job methods and 15% other methods.

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3. After attending such programmes do you feel change in your :(a) Knowledge (c) Quality of work (b) Skill (d) All of the above

Knowledge Skill Quality of work All of the above TABLE 3

30 10 10 50

CHANGES FELT AFTER THE PROGRAMMES

30%

Knowledge Skill
50%

Quality of work All of the above

10% 10%

FIGURE 3

INTERPRETATION: - 30% of employees feel change in their knowledge, 10% in their skills, 10% in quality of work and 50% in all of the above.

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4. How many training programmes you have attended within one year? (a) Less than 2 (c) Less than 10 (b) Less than 5

Less than 2 Less than 5 Less than 10 TABLE 4

30 30 40

TRAINING PROGRAMMES ATTENDED IN A YEAR

30% 40%
Less than 2 Less than 5 Less than 10

30%

FIGURE 4

INTERPRETATION: - 30% of employees have attended less than 2 training programmes in a year, other 30% have attended less than 5 and 40% have attended less than 10 programmes.

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5. What was the impact of training? (a) Increased morale (c) Both (b) Increased speed of work

Increased morale Increased speed of work Both TABLE 5

10 10 80

INPACT OF TRAINING
10% 10% Increased morale Increased speed of work Both

80%

FIGURE 5

INTERPRETATION: - 10% of employees feel change in their morale, 10% feel change in their speed of work while 80% feel change both in their morale and speed of work.

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6. How many promotion you have had after your training? (a) One (c) No promotion (b) More than one

One More than one No promotion TABLE 6

20 70 10

PROMOTIONS AFTER TRAINING

10%

20%

One More than one No promotion

70%

FIGURE 6

INTERPRETATION: - 20% of employees have got only one promotion after attending training, 70% have got more than on promotion while 10% of employees have not been promoted.

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7. Do you agree that the programme would have been more beneficial if some more background material would have been sent in advance? (a) Strongly agree (c) Difficult to say (b) Agree (d) Not at all

Strongly agree Agree Difficult to say Not at all TABLE 7

70 10 15 5

BENEFIT OF BACKGROUND MATERIAL

5% 15%

Strongly agree Agree

10%

Difficult to say Not at all

70%

FIGURE 7

INTERPRETATION: - 70% of employees strongly agree, 10% of employees agree, 15% of employees feel that it is difficult to say, 5% feel no use of background material.

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8. Do you feel training also contributes to personal growth of an employee? (a) Yes (b) No

Yes No TABLE 8

95 5

CONTIBUTION TO PERSONAL GROWTH

5%

Yes No

95%

FIGURE 8

INTERPRETATION: - 95% of employees feel that training programmes contribute to their personal growth while 5% feel that it does not contribute to their personal growth.

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9. Do you feel training programs helped the company to achieve its objectives? (a) Yes (b) No

Yes No TABLE 9

100 0

CONTRIBUTION TO ORGANIZATION'S OBJECTIVE

0%

Yes No

100%

FIGURE 9

INTERPRETATION: - 100% employees feel that training programs helped the company to achieve its objectives.

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10. How well the programme was organized? (a) Very badly (c) Well (e) Exceptionally well (b) Badly (d) Very well

Very badly Badly Well Very well Exceptionally well TABLE 10

0 5 60 25 10

ORGANIZATION OF TRAINING PROGRAMMES

0% 10% 5%

Very badly
25%

Badly Well Very well

60%

Exceptionally well

FIGURE 10

INTERPRETATION: - 0% of employees feel that the training programme was very badly organized, 5% of employees feel that it was badly organized, 60% feel that it was well organized, 25% feel that it was very well organized while 10% feel that the training programme was exceptionally well organized.

FINDINGS
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The data which we analyzed from the questionnaire of Airtel Ltd. has the following findings: 1) 50% of employees feel change in their knowledge; skills and quality of work collectively while 30% in their knowledge, 10% in their skills and 10% in their quality of work. 2) 80% of employees have increased their morale and speed of work, 10% of employees have only increased their morale while remaining 10% increased their speed of work after attending training programmes. 3) 70% of employees have been promoted more than ones after attending training programmes. 4) 70% of employees strongly agree with the fact that training sessions would be more beneficial if, some background material is provided to them. 5) 95% of employees think that training contributes to their personal growth.

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CHAPTER-4
CONCLUSION
I conclude that through proper training an employee can become multi skilled and this I have practically noticed through my analysis. Thus, training endeavors to impart knowledge, skill and attitudes necessary to perform job related task. I have found out that because of the training employees are more able to perform their work very effectively. By imparting suitable training to employees the company achieves the target of: Low cost High quality Timely delivery Reliability Value for money Customer satisfaction

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SUGGESTIONS
1) The training circular form can also include a brief introduction about the subject for which the training programme has been organized so that the participants are able to understand the topics being covered in the training programme in advance. 2) It is easier for the trainee to understand the material that is meaningful so all the material should be meaningful and theory can also be made interesting if they include: When material is presented to the employee a variety of similar example should be used. The term and concept that are already familiar to the trainee should be used.

3) Training material should be organized in a logical manner and has meaningful units. 4) A company should implement their training programmes in a manner that 100% of their employees agree that their personal growth increases with training and development.

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BIBLIOGRAPHY www.slideshare.net/hemanthcrpatna/a-project-report-on-airtel w.scribd.com/Marketing101/d/14973795-Airtel-Project www.sharetermpapers.com/.../summer-internship-project-on-airtel/ w.airtel.in/ en.wikipedia.org/wiki/Telecommunication www.tiaonline.org/ www.slideshare.net/nusantara99/training-and-development www.slideshare.net/nusantara99/training-and-development en.wikipedia.org/wiki/Training_and_development

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QUESTIONNAIRE
Sir/Mam, As a student of Shahjahanpur PG College, Shahjahanpur I am working on IMPACT OF TRAINING AND DEVELOPMENT. Present questionnaire is a part of my project mentioned above. Please cooperate with me by answering following questions. 1. Does Regular training sessions are arranged in your organization? (a)Yes (b) No

2. In your company which of the following training methods are preferred :(a) On the job (c) Any other (b) Off the job

3. After attending such programmes do you feel change in your :(a) Knowledge (c) Quality of work (b) Skill (d) All of the above

4. How many training programmes you have attended within one year? (a) Less than 2 (c) Less than 10 5. What was the impact of training? (a) Increased morale (c) Both (b) Increased speed of work (b) Less than 5

6. How many promotion you have had after your training? (a) One (c) No promotion (b) More than one

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7. Do you agree that the programme would have been more beneficial if some more background material would have been sent in advance? (a) Strongly agree (c) Difficult to say (e) Not at all (b) Agree (d) Little

8. Do you feel training also contributes to personal growth of an employee? (a) Yes (b) No

9. Do you feel training programs helped the company to achieve its objectives? (a) Yes 10. How well the programme was organized? (a) Very badly (c) Well (e) Exceptionally well (b) Badly (d) Very well (b) No

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