Current Issues of Training and

Development
A PROJECT RESEARCH REPORT SUBMITTED TO KANPUR INSTITUTE OF
TECNNOLOGY, KANPUR
IN PARTIAL FULFILLMENT OF THE REQUIREMENT
FOR THE DEGREE OF

Master of business administration

MBA

SUBMITTED BY
HUMA KHAN
0916570022 (2009-2011)

KANPUR INSTITUTE OF TECHNOLOGY

A-1,UPSIDC Industrial area Rooma Kanpur -208001

CERTIFICATE
This is to certify that the Project Research Report entitled CURRENT ISSUES OF
TRAINING AND DEVELOPMENT IN TELECOM SECTOR submitted by HUMA
KHAN in partial fulfillment of the requirement for the award of degree MBA to Kanpur
Institute of Technology; Gautam Budha Technical University is a record of the
candidates own work carried out by him under my supervision. The matter embodied in
this dissertation is original and has not been submitted for the award of any other degree.

DECLARATION
I here by state that the Ethical Issues Of Training & Development In Telecom
Sector has been done by me and to the best of my knowledge and belief a similar work
has not been done anywhere else .
I further certify that all the information and data used by me has been specified in the
form of reference of notes

PLACE
DATE

HUMA KHAN
0916570022

PREFACE
The project title I have got is Ethical issues of training and development in telecom
sector.
The nature of the project is ethical issues of training and development in telecom sector
so benefit of the company as well as welfare of employees of the company it really
helped me to know the training and development techniques of the telecom sector the
trainer play very important role in the telecom sector. AIRTEL is Indias leading company
it represent the trust and integrity of the telecom sector. The main importance of this
project from the company point of view is that the companies having well trained
employees who are providing a lot of profit to the company and help the company in
grow and expand in market.
Through this project I have learned the importance of training and development in
telecom sector for sustain in market.

ACKNOWLEDGEMENTS
I would like to acknowledge the able guidance of our esteemed Head of Department
Mr. Atul Kumar Agarwal. This work is an outcome of an unparallel support that I
have received from my Project Research Guide Mr. ALOK SINGH I find this
opportunity to show my gratitude to them It would never have been possible to
complete this study without the infrastructural support of the Institute This study
bears testimony to the active encouragement and guidance of a host of friends and
well-wishers

TABLE OF CONTANT
TOPIC

PAGE NO

TITLE OF STUDY

CERTIFICATE

DECLARATION

PREFACE

ACKNOWLEDGEMENT

TABLE OF CONTENT

INTRODUCTION

CONCEPT OF TRAINING

8-9

PHILOSOPHY OF TRAINING

10

NEED OF TRAINING

11-12

IMPORTANCE OF TRAINING

13

ROLE OF TRAINING

14-15

INPUT OF TRAINING

16-17

PROCESS OF TRAINING

18-20

METHOD OF TRAINING

21-24

TABLE OF CASES

25-28

FEATURES OF TRAINING

29

MODEL OF TRAINING

29-33

BENEFIT OF TRAINING

34-35

TRAINING & HUMAN RESOURCE MANAGEMENT

36

OBJECTIVE OF TRAINING

37-38

SCOPE OF TRAINING

39

LEARNING & TRAINING

40-41

TRAINING NEED ASSISMENT

42-46

CURRENT ISSUES OF TRAINING & TRAINING

47-50

TELECOM INDUSTRY

51-53

GROWTH OF INDUSTRY

54-55

HISTORY OF TELECOM

55-61

TRAINING & TELECOM

61-63

EVALUATION OF TRAINING

64-65

EXECUTIVE SUMMERY
OBJECTIVE OF STUDY

66
67-70

IMPORTANCE OF STUDY

71

SCOPE OF STUDY

72

RESEARCH METHODOLOGY

7375

DATA ANALYSIS

75-79

LIMITATION

80

SUGGETION

81

CONCLUSION

82

BIBLIOGRAPHY

83

ABBREVATION
HRM-HUMAN RESOURCE MANAGEMENT
TNA- TRAINING NEED ASSISMENT
ITP IMPLIMENTATION OF TRAINING PROGRAMM
PI -

PROGRAMMED INSTRUCTION

KSA KNOWLEDGE SKILL & ATTITUDE

ISD - INSTITUTIONAL SYSTEM DEVELOPEMENT

CONCEPT
Training often has been referred to as teaching specific skill and behavior .it is usually
reserved for people who have to be brought up to performing level in some specific
skill .actually the concept of training is that the efficiency of the training is depend pn the
performance of the employees . if the employees are performed well in organization so
the overall growth of the organization increase . the organization provide training for
filling the gap between the actual and the expected performance . in the earlier concept of
training is that the organization emphasize only the profit so the employee who receive
the training that are the almost are supervisory level . The organization emphasizes only
the increment in production and they provide training to the employees who are related
with the production.But now the concept is change organization emphasize as well as
profit as well as the development of the employees. In today scenario the organization
provide the training at all level of employees. thus the training is meant for operative and
development of employees .training tries to improve skill relating to a job whereas
development aims to improving the total personality of an individual .training is alone
shot deal whereas the development is ongoing continuous process .the scope of an
training is an individual employees that is scope of development is on the entire work.
Development is the result of internal motivation.

Definition of training According to FLIPPO- Training is the programmed that

developed the skill of employees for the particular Job.
Training is a planned experience which through the process of learning with the help of
some facilitators brings about a development of knowledge upgration of skill or tuning of
attitude leading to observable behavior.

TRAINING PHILOSOPHY
Training constitutes an important component of overall HumanResource Management
(HRM) strategy. It is a part of the HumanResource Management efforts of the
organization that enables the employees of the organization to continuously update their
functional knowledge and skills in various disciplines. The employees should be familiar
with the latest technological developments, organizational procedures and system as well
asvarious Management concepts. An opportunity should, therefore, be provided by the
organization to its employees, particularly in management cadre, to attend the
management training courses, whoin turns can share their knowledge and experience with
the juniors in the organization. One of the basic philosophies of the training programmes
is to bring together participants of different disciplines from different regions sothat they
can exchange their work experience and the problems being
encountered, with other participants. After employees have been selected for various
positions in an organization, training them for specific task to which they have be
enassigned, assumes great importance. Training is an important activityin an
organization.

10

Need for basic purposes of training

The need for the training of employees would be clear from the observations made by the
authorities.
1. To Increase Productivity: Instruction can help employees increase their level of
performance on their present assignment. Increased human performance often directly
leads to increased operational productivity and increased company profit. Again,
increased performance and productivity, because of training, are most evident on the
part of new employees who are not yet fully aware of the most efficient and effective
ways of performing the jobs.
2. To Improve Quality: Better informed workers are less likelyto make operational
mistakes. Quality increase may be inrelationship to a company product or service, or in
reference tothe intangible organizational employment atmosphere.
3. To Help a Company Fulfill its Future Personnel Needs: Organizations that have a
good internal education programmed will have to make less drastic manpower changes
and adjustments in the event of sudden personnel alterations. When the need arises,
organizational vacancies can more easily bestaffed from internal sources if a company
initiates and maintainan adequate instructional programme for both its nonsupervisoryand
managerial employees.
4. To Improve Organisational Climate: An endless chain ofpositive reactions results
from a well planned trainingprogramme. Production and product quality may improve;
financial incentives may then be increased, internal promotionsbecome stressed, less
supervisory pressure ensure and base payrate increase result. Increased morale may be
due to manyfactors, but one of the most important of these is the currentstate of an
organisations educational endeavour.
_
5. To Improve Health and Safety: Proper training can helpprevent industrial accidents.
A safer work environment leads tomore stable mental attitudes on the part of employees.
11

Managerial mental state would also improve if supervisors know t hat they can better
themselves through company-designed development programmers.
6. Obsolescence Prevention: Training and developmentprogrammes foster the initiative
and creativity of employees andhelp to prevent manpower obsolescence, which may be
due toage, temperament or motivation, or the inability of a person toadapt himself to
technological changes.
7. Personal Growth: Employees on a personal basis gainindividually from their
exposure to educational experiences. Again, Management development programmes
seem to giveparticipants a wider awareness, an enlarged skill, andenlightened altruistic
philosophy, and make enhanced personalgrowth possible.
Need for training
a) An increased use of technology in production;
b) Labour turnover arising from normal separations due to death or physical incapacity,
for accidents, disease, superannuation
voluntary retirement, promotion within the organization and
change of occupation or job.
c) Need for additional hands to cope with an increased production
of goods and services;
d) Employment of inexperienced, new or badly labor requires
detailed instruction for an effective performance of a job.
e) Need for reducing grievances and minimizing accident rates.
f) Need for maintaining the validity of an organization as a whole and raising the morale
of its employees. Collectively, these purposes directly relate to and compromise the
ultimate purpose of organizational training programmers to enhance overall
organizational effectiveness.

12

Importance of training
Training is the corner-stone of sound management, for it makes employees more effective
and productive. It is actively and intimately connected with all the personnel or
managerial activities. It is an integral part of the whole management programmed, with
all its many activities functionally interrelated. There is an ever present need for training
men so that new and changed techniques may be taken advantage of and improvements
affected in the old methods, which are woefully inefficient. Training is a practical and
vital necessity because, apart from the other advantages, it enables employees to develop
and rise within the organization, and increase their market value, earning power and job
security. It enables management to resolve sources of friction arising From parochialism,
to bring home to the employees the fact that the Management is not divisible. It moulds
the employees attitudes andhelps them to achieve a better co-operation with the company
and agreater loyalty to it. Training, moreover, heightens the morale of the employees, for
itshelps in reducing dissatisfaction, complaints, grievances andabsenteeism, reduces the
rate of turnover. Further, trained employeesmake a better and economical use of materials
and equipment;
therefore, wastage and spoilage are lessened, and the need forconstant supervision is
reduced.

. To prepare employees for higher level task and build up

A second line of competent managers.
Training has always played an important and integral part in furthering
many kinds of human learning and development. However, the fact
that training can make an important, if not crucial, contribution to
organizational effectiveness is only now being recognized fully.
Companies, organizations and government are beginning to appreciate
the value of adequate, consistent and long term investment in this
function.
_
Training and Development programmes help remove performance
13

deficiencies in employees. This is particularly true when

The deficiency is caused by a lack of ability rather than a
lack of motivation to perform. The individual(s) involved have the aptitude and
motivationneeded to learn to do the job better. Supervisors and peers are supportive of the
desiredbehaviours. There is greater stability, flexibility and capacity for growth in
anorganization. Training contributes to employee stability in two ways. Employees
become efficient after undergoing training. Efficientemployees contribute to the growth
of the organization. stability to the workforce. Further, trained employees tend tostay with
the organization. They seldom leave the company. Trainingmakes the employee versatile
in operations. All rounder can betransferred to any job. Flexibility is therefore ensured.
Growthindicates prosperity, which is reflected in increased profits from year to
year. Accidents, scrap and damage to machinery and equipment canbe avoided or
minimized through training. Even dissatisfaction, complaints can be reduced if
employees are trained well.

Training is an investment in human resource with a promise ofbetter returns in

futures.
A companys training and development pays dividends to the employee and the
organization. Though no single training programme yields all the benefits, the
organization, which devotes itself to training and development, enhances its human
resource capabilities and strengthens its competitive edge. At the same time, the
employees personal and career goals are furthered, generally adding to his
abilities and value to the employer.

14

ROLE OF TRAING & DEVELOPMENT

No organization has a choice of whether has a choice to trained its employee or not the
only choice that of method. The primary concern of an organization is that its viability
and efficiency. There is a continuous environmental pressure for efficiency if the
organization does not respond to this pressure it may find itself rapidly losing whatever
market share it has. Training impart and skill and knowledge to employees in order that
they contribute to the organization efficiency and be able to cope with the process of
constantly changing environment.
BASS has identified some factor are technology advancement organizational
complexity human relation.
Technological advances tend to increase the size of an organization which increase its
complexity.
Increase in efficiency.
Increase in morale of employee.
Better human relation.
Reduce supervision.
Increase organizational viability and resilience

15

Inputs in Training and Development

Any training and development programme must contain inputs which enable the
participants to gain skills, learn theoretical concepts and help acquire vision to look into the
distant future. The inputs of training and development are as follows:
1) Skills
2) Education
3) Development
4) Ethics
5) Attitudinal Changes
6) Decision making and problem solving skills

1) Skills
Training is imparting skills to the employees. A worker needs skills to operate
Machines, and use other equipments with least damage and scrap. This is basic skills without
which the operator will not function.
There is also a need of motor skills or psychomotor skills as they are refer to
Performance of specific physical activities .These skills involve learning to move various
parts of their body in response to certain external and internal stimuli. Employees particularly
Like supervisors and executives, need interpersonal skills mostly know as people skills. These
skills helps a person understand oneself and others better and act accordingly. Examples
ofinterpersonal skills include listening. Persuading and showing an understanding of others
feelings
2) Education
The purpose of education is to teach theoretical concepts and develop a sense of

16

reasoning and judgment. That any training and development programme must contain anelement
of education is well understood by the HR specialist. In fact, sometimes, organizations depute or
encourage employees to do courses on apart time basis. Chief executive officers (CEOs) are
known to attend refresher courseconducted in many Business schools. The late Manu Chabria,
CMD, Shaw Wallace, attended
such a two month programme at the Harvard business school. Education is more importantfor
managers and executives than for lower-cadre workers.
3) Development
Another component of a training and development programmed is development whichs less skill
oriented but stress on knowledge. Knowledge about business environment, management
principles and techniques, human relations, specific industry analysis and the like is useful for
better management of a company. Development programmed should help an employee to be a
self-starter, build sense of commitment, motivation, which should again helps him being self
generating. It should make their performance result oriented and help them in being more
efficient and effective. It should also help in making the employee sensitive towards the
environment that is his workplace and outside. This programmed should keep the employee
aware of him i.e. his and his limitations. Help him see himself as others see him and accept his
self image as a
prelude to change. It helps teach an individual to communicate without filters, to see and
feelpoints of view different from their own. Also helps them understand the powers in their
handsand thereby develop leadership styles which inspire and motivate others.

Management development
Management development is an attempt at improving an individualsmanagerial
effectiveness through a planned and deliberate process oflearning. For an individual this
means a change through a process ofplanned learning. This should be the common and
significant aim ofdevelopment from the point of view of the trainer and the trainee in
an organisational setting.
All development is self development. It must be generated within themain himself.
Development is highly individual. The development of anindividual is due to his day to
day experience on a job. Hence,emphasis should be on experiences from day to day
17

work. Any activitydesigned to improve the performance of existing managers and

toprovide for a well planned growth of managers to meet futureorganisational needs is
management development.
The change in the individual must take place in those crucial areaswhich can be
considered as output variables:
Knowledge change;
Attitude change
Behaviour change
Performance change
End-operational results (the last two changes being the
result of the first three changes)
Training Process
The steps of Training Process are as under:
a) Organizational objectives and strategies
The first step in the training process is an organization in the assessment of its
objectives and strategies. What business are we in? At what level of quality do we wish to
be a good performer .
Organizational Objectives and Strategies
Assessment of TrainingNeeds
Establishment of TrainingGoals
Devising TrainingProgramme
Implementation ofTraining programme
Evaluation of Results
Organizational objective and strategies Provide this product or service? Where do we what to be in the future? Its only after
answering these and other related questions that the organization must assess the strength
and weakness of its human resources.
18

b) Needs assessment
Needs assessment diagnoses present problems and future challenge to be met through
Training and development. Needs assessment occurs at two levels i.e. group level and
individual level, an individual obviously needs training when his or her performance falls
short or standards that is when there is performance deficiency. Inadequate in
performance may be due to lack of skills or knowledge or any other problem.
The following diagram explains performance deficiency Performance
Deficiency Lack of skills other causes Or knowledge Training Non training measures
c) Training and development objectives
Once training needs are assessed, training and development goals must be established.
Without clearly-set goals, it is not possible to design a training and development
programming after it has been implemented, there will be no way of measuring its
effectiveness. Goals must be tangible, verifying and measurable. This is easy where
skilled training is involved
d) Designing training and development program
Who are the trainees? Who are the trainers? What methods And techniques? What is the
what are the where to conduct
Level of training principles of learning the program
e) Conducting training activities
Where is the training going to be conducted and how?
At the job itself.
On site but not the job for example in a training room in the company.
Off site such as a university, college classroom hotel, etc.
f) Implementation of the training programmed
Program implementation involves actions on the following lines:
Deciding the location and organizing training and other facilities.
Scheduling the training programme.
Conducting the programme.
Monitoring the progress of the trainees.
19

g) Evaluation of the results

The last stage in the training and development process is the evaluation of the results.
Since huge sums of money are spent on training and development, how far the
programmehas been useful must be judge/determined. Evaluation helps determine the
results of the training and development programme. In the practice, however
organizations either overlooked lack facilities for evaluation.

20

Methods of training
A multitude of techniques are used to train employees. Training techniques represent the
medium of imparting skills and knowledge to employees. Training techniques are means
employed in the training methods. They are basically of two types.

1) Lectures
It is the verbal presentation of information by an instructor to a large audience. The lecturer is
presumed to possess knowledge about the subject. A virtue in this method is that it can be used
for large groups and hence the cost of training per employee is very low. However, this method
violates the principle of learning by practice. Also this type of
Communication is a one-way communication and there is no feedback from the audience because
in case of very large groups it is difficult to have interactive sessions. Long lectures can also
cause Boredom.

2) Audio Visuals
This is an extension of the lecture method. This method includes slides, OHPs, videotapes and
films. They can be used to provide a range of realistic examples of job conditions and situations
in the condensed period of time. It also improves the quality of presentation toad great extent.

3) On- the Job- Training

It is used primarily to teach workers how to do their present jobs. Majority of the

Industrial training is on the job training. It is conducted at the work site and in the context
of the job. Often, it is informal, as when experienced worker shows a trainee how to
perform tasks. In this method, the focus of trainers focus is on making a good product
and not on good training technique. It has several steps; the trainee first receives an
overview of the job, its purpose and the desired outcomes. The trainer then demonstrates
21

how the job is to be performed and to give trainee a model to copy. And since a model is
given to the trainee, the
Transferability to the job is very high. Then the employee is allowed to mimic the
trainers
Example. The trainee repeats these jobs until the job is mastered.

4) Programmed Instruction (PI)

In this method, training is offered without the intervention of the trainer. Informations
provided to the employee in blocks, in form of books or through teaching machine. After
going through each block of material, the trainee goes through a test/ answers a question.
Feedback in the form of correct answers is provided after each response. Thus PI
involves:
Presenting questions, facts, and problems to the learner.
Allowing the person to respond
Providing feedback on the accuracy of the answers

If the answers are correct, he proceeds to the next block or else, repeats the
And hence the cost of training pe the result at the end of the case may be considered and
not the line of thinking to approach it.This is a major disadvantage since case studies
must primarily be used to influence or mendThe attitude or thinking of an individual.

9) Role Playing and Behavior Modeling

This method mainly focuses on emotional (human relation) issues than other ones. The
essences are on creating a real life situation and have trainees assumed parts of specific
personalities (mostly interchanged roles of boss and subordinate to create empathy for
one another). The consequence is better understanding of issues from the others point of
view.

22

Concept of Behavior Modeling:

Fundamental psychological process by which new patterns of behavior can

be acquired and existing ones can be altered.
Vicarious process learning takes place not by own experience but observation or
imagination of others action.
It is referred to as copying, observational learning or imitation

implying that it a behavior is learned or modified through observation of

others experiences.
This change may be videotaped and showed to the trainee and he can
review and critique it.
It also helps him see the negative consequences that result from not using
the behavior as recommended.

10) Sensitivity Training

It uses small number of trainees usually less than 12 in a group. They meet with
passive trainer and get an insight into their own behavior and that of others. These meetings

have no agenda and take place away from the workplace. The discussions focus on why
participants behaves the way they do and how others perceive them. The objective is to
provide the participants with increased awareness of their own behavior, the perception of
others about them and increased understanding of group process. Examples: Laboratory
training, encounter groups. Laboratory training is a form of group training primarily used
to enhance interpersonal skills. It can be used to develop desired behaviors for future job

23

responsibilities. A trained professional serves as a facilitator. However once the training

isomer employees get back to being the way they are.
11) Apprenticeships and Coaching
It is involved learning from more experienced employee/s. This method may be
Supplemented with other off-the-job methods for effectiveness. It is applied in cases of
most craft workers, carpenters, plumbers and mechanics. This approach uses high levels
ofparticipation and facilitates transferability. Coaching is similar to apprenticeships. But
it isalways handled by a supervisor and not by the HR department. The person being
trained iscalled understudy. It is very similar to on the job training method. But in that
case, morestress is laid on productivity, whereas here, the focus is on learning.
In this method skilled workforce is maintained since the participation, feedback andjob
transference is very high. Immediate returns can be expected from training almost as
soon as the training is over the desired outcomes can be seen in the trainee.

24

Case Study on Training

Methods

25

SALES TRAINING AT ABC COMPANY

Few years ago, ABC Company developed a training strategy for global sales
Force. An important feature of the strategy was to create a master training plan for each
year. The organizations strategic plans, objectives, and functional tactics would drive this
plan. Once an initial procedure was designed it was then evaluated and critiqued the top
management,

different

units,

and

training

council.

The

input

from

thesestakeholderswould be summarized and transferred into a master training Plan. The

major question that was asked by the designers of training program was, what results do
we want from salespeople after the training program is over? Answer to this question
becomes the objective of the training program. Then training content was designed,
videos were made. The videos took 3 to 6months to produce. Video contains live
production plants, clients offices, partner offices, suppliers, manufacturers locations, and
other locations. Videos were used to train sales people in various areas, such as:
Market information i.e. about customer profile, market updates, and computer
Integrated manufacturing applications, etc
Sales Process i.e. how to deal in the situation of conflicts with customer, coaching
On undesirable behavior, supplement skills developed during live courses
Product information, such as, product usage, applications, system description,
Product description, comparison with competitors products, etc
Policies and procedures, i.e. about sales contests, incentive plans on achieving
Targets, annual bonuses, winners receiving the best salesperson award motivate the sales
force

26

Representatives then watch video, follow the directions, and refer to the if faces

any problem. When salespeople feel they have mastered the

Around thousands of sales persons were getting a specific video training. sales

People were getting training material along with the video. Sales material, they
would take an exam and call a toll-free number to transmit responses to exam.

Salespeople who successfully passed an exam were factored into performance

and merit reviews as well as promotional opportunities. Those who couldnt
pass the were asked to go through the material and video again before retaking
the exam.

If the salesperson failed an exam again, the reporting manager was notified.

This case gives rise to few important questions. These questions are:

In todays technological world, is video still the best way to deliver training?

Is video the most effective way to achieve training objectives?

What role did cost of development, cost of delivery, and other constraints play
or join some other hotel.

This would result in losses for the hotel. Therefore a mix strategy, wherein the
employees are trained in the hotels as interns

and are then made to sign a bond wherein they to agree to work for few years in
the same organization would be effective.

Training constitutes an important component of overall Human

Resource Management (HRM) strategy. It is a part of the Human

Resource Management efforts of the organization that enables the

Employees of the organization to continuously update their functional

Knowledge and skills in various disciplines.

The employees should be familiar with the latest technological

Developments, organizational procedures and system as well as

various Management concepts. An opportunity should, therefore, be

provided by the organization to its employees, particularly in

management cadre, to attend the management training courses, who

in turns can share their knowledge and experience with the juniors in

The organization. One of the basic philosophies of the training programmers is

to bring together participants of different disciplines from different regions so

27

That they can exchange their work experience and the problems benign
countered other participants. After employees have been selected for various
positions in an

organization, training them for specific task to which they have been

Assigned, assumes great importance. Training is an important activity

organization

28

in

Features of training
Increase knowledge and skill for doing a job.
Bridge the gap between job needs and employee skills.
Job oriented process, vocational in natuShort-term activity designed especially
foroperatives.

Models of Training
Training is a sub-system of the organization because the departments such as,
marketing& sales, HR, production, finance, etc depends on training for its survival.
Training is atransforming process that requires some input and in turn it produces output
in the formof knowledge, skills, and attitudes (KSAs).

THE TRAINING SYSTEM

A System is a combination of things or parts that must work together to perform a
particular function. An organization is a system and training is a sub system of
theorganization. The System Approach views training as a sub system of an
organization.System Approach can be used to examine broad issues like objectives,
functions, andaim. It establishes a logical relationship between the sequential stages in
the process oftraining need analysis (TNA), formulating, delivering, and evaluating.
There are 4necessary inputs i.e. technology, man, material, time required in every system
to produceproducts or services. And every system must have some output from these
inputs in orderto survive. The output can be tangible or intangible depending upon the
organizationsrequirement. A system approach to training is planned creation of training
program. Thisapproach uses step-by-step procedures to solve the problems. Under
29

systematic approach,training is undertaken on planned basis. Out of this planned

effort,one such basic model of five steps is system model that is explained
below.Organization are working in open environment i.e. there are some internal and
externalforces, that poses threats and opportunities, therefore, trainers need to be aware of
theseforces which may impact on the content, form, and conduct of the training
efforts.The internal forces are the various demands of the organization for a better
learningenvironment; need to be up to date with the latest technologies.
The three model of training are:
1. System Model
2. Instructional System Development Model
3. Transitional model

System Model Training

The system model consists of five phases and should be repeated on a regular basis
tomake further improvements. The training should achieve the purpose of
helpingemployee to perform their work to required standards. The steps involved in
SystemModel of training are as follows:
1. Analyze and identify the training needs i.e. to analyze the department, job,
2. employees requirement, who needs training, what do they need to learn,
estimating training cost, etc The next step is to develop a performance measure onthe
basis of which actual performance would be evaluated.
3. Design and provide training to meet identified needs. This step requires
developing objectives of training, identifying the learning steps, sequencing and
structuring the contents.
4. Develop- This phase requires listing the activities in the training program that
willassist the participants to learn, selecting delivery method, examining the
trainingmaterial, validating information to be imparted to make sure it accomplishes
allthe goals & objectives.

30

5. Implementing is the hardest part of the system because one wrong step can lead tothe
failure of whole training program.
6. Evaluating each phase so as to make sure it has achieved its aim in terms of
subsequent work performance. Making necessary amendments to any of the
previous stage in order to remedy or improve failure practicesInstructional

Instructional System Development Model(ISD)Model

Instructional System Development model was made to answer the training problems.
This model is widely used now-a-days in the organization because it is concerned with
the training need on the job performance.
Training objectives are defined on the basis of job responsibilities and job description and
on the basis of the defined objectives individual progress is measured. This model also
helps in determining and developing the
favorable strategies, sequencing the content, and delivering media for the types of
31

training objectives to be achieved.

Stages of (ISD) Model

The Instructional System Development model comprises of five stages which are as
mentioned below:-

1. ANALYSIS This phase consist of training need assessment, job analysis, and
target audience analysis.

2. PLANNING This phase consist of setting goal of the learning outcome,

instructional objectives that measures behavior of a participant after the training,
types of training material, media selection, methods of evaluating the trainee,
trainer and the training program, strategies to impart knowledge i.e. selection of
content, sequencing of content, etc.

3. DEVELOPMENT This phase translates design decisions into training material.

It consists of developing course material for the trainer including handouts,
workbooks, visual aids, demonstration props, etc, course material for the trainee
including handouts of summary.

4. EXECUTION This phase focuses on logistical arrangements, such as arranging

speakers, equipments, benches, podium, food facilities, cooling, lighting, parking,
32

and other training accessories.

5. EVALUATION The purpose of this phase is to make sure that the training
program has achieved its aim in terms of subsequent work performance. This phase
consists of identifying strengths and weaknesses
and making necessary amendments to any of the previous stage in order
to remedy or improve failure practices

33

Benefit Of Training Objective

1. Trainer
2. Trainee
3. Designer
4. Evaluator
Trainer The training objective is also beneficial to trainer because it helps the trainer
tomeasure the progress of trainees and make the required adjustments. Also, trainer
comesin a position to establish a relationship between objectives and particular segments
oftraining.

34

Trainee The training objective is beneficial to the trainee because it helps in

reducingthe anxiety of the trainee up to some extent. Not knowing anything or going to a
placewhich is unknown creates anxiety that can negatively affect learning. Therefore, it
isimportant to keep the participants aware of the happenings, rather than keeping
itsurprise.
Secondly, it helps in increase in concentration, which is the crucial factor to make
thetraining successful. The objectives create an image of the training program in
traineesmind that actually helps in gaining attention. Thirdly, if
the goal is set to be challenging and motivating, then the likelihood of
achievingthosegoals is much higher than the situation in which no goal is
Set. Therefore, training objectives helps in increasing the probability that the
participantswill be successful in training.
Designer The training objective is beneficial to the training designer because if
thedesigner is aware what is to be achieved in the end then hell buy the training
packageaccording to that only. The training designer would then look for the training
methods,training equipments, and training content accordingly to achieve those
35

objectives.Furthermore, planning always helps in dealing effectively in an unexpected

situation.Consider an example; the objective of one training program is to deal effectively
withcustomers to increase the sales. Since the objective is known, the designer will
design atraining program that will include ways to improve the interpersonal skills, such
as verbaland non verbal language, dealing in unexpected situation i.e. when there is a
defect in aproduct or when a customer is angry.Therefore, without any guidance, the
training may not be designed appropriately.
Evaluator It becomes easy for the training evaluator to measure the progress of
thetrainees because the objectives define the expected performance of trainees.
Trainingobjective is an important to tool to judge the performance of participants.

Training and Human Resource Management

The HR functioning is changing with time and with this change, the relationship
betweenthe training function and other management activity is also changing. The
training anddevelopment activities are now equally important with that of other HR
functions. Goneare the days, when training was considered to be futile, waste of time,
resources, andmoney. Now-a-days, training is an investment because the departments
such as,marketing & sales, HR, production, finance, etc depends on training for its
survival. Iftraining is not considered as a priority or not seen as a vital part in the
organization, thenit is difficult to accept that such a company has effectively carried out
HRM. Trainingactually provides the opportunity to raise the profile development
activities in theorganizationTo increase the commitment level of employees and growth
in quality movement(concepts of HRM), senior management team is now increasing the
36

role of training. Suchconcepts of HRM require careful planning as well as greater

emphasis on employeedevelopment and long term education

37

0bjectives of Training
The overall training objective is to develop required knowledge, skills
And attitudes of our employees so that they can perform more
Productively and achieve the business goals. It is recognized that the
Employees learn primarily from on-the-job experience. Therefore, objective, primarily
contribution is from on-the-job training and supporting contribution from the formal
training effort.
1. To impart basic knowledge and skill to new entrants and enable them to perform
the changing requirement of the job and organization.
2. To teach the employees the new technique and ways of performing the job or
operations.
3. To prepare employees for higher level task and build up a second line of
competent managers.
Training has always played an important and integral part in furthering
Many kinds of human learning and development. However, the factThat training can
make an important, if not crucial, contribution toOrganizational effectiveness is only now
being recognized fully.Companies, organizations and government are beginning to
appreciatethe

value

thisFunction.Training

of

adequate,
and

consistent

Development

and

long

term

programmers

investment

help

in

remove

performanceDeficiencies in employees. This is particularly true when

The deficiency is caused by a lack of ability rather than aLack of motivation to
perform.The individual(s) involved have the aptitude and motivationNeeded to learn to
do the job better. Supervisors and peers are supportive of the desired ehaviours. There is
greater stability, flexibility and capacity for growth in anorganization. Training
contributes to employee stability in two ways.Employees become efficient after
undergoing training. Efficientemployees contribute to the growth of the organization.
38

Growthrenders stability to the workforce. Further, trained employees tend tostay with the
organization. They seldom leave the company. Trainingmakes the employee versatile in
operations. All rounder canbe
transferred to any job. Flexibility is therefore ensured. Growthindicates prosperity, which
is reflected in increased profits from year to
year. Accidents, scrap and damage to machinery and equipment can
be avoided or minimized through training. Even dissatisfaction,
complaints can be reduced if employees are trained well.
Training is an investment in human resource with a promise of
better returns in futures.
A companys training and development pays dividends to theemployee and the
organization. Though no single training programmeyields all the benefits, the
organization, which devotes itself to trainingand development, enhances its human
resource capabilities andstrengthens its competitive edge. At the same time, the
employeespersonal and career goals are furthered, generally adding to hisabilities and
value to the employer.

39

Scope of Training

Training has been performing a very important role in helping theCorporation to reach
the commanding heights of performance over theYears. The vitality of an organization
depends upon its capacity toAdapt it to change. And the current changing environment
calls forThis the most. Training plays a vital role in this regard. The primaryRole of
training is to assist the employees in their pursuit of knowledgeAnd self-actualization,
expounding the belief that there are no limits toHuman potential and growth and such
potential should get transformedinto reality. Any training would be considered successful
only whenthe knowledge gained by the participants of various programmers istransferred
to their job performance.All formal training activities conducted by the Training Centers
at HeadOffice and at Regional Offices are in line with the organizational needs.Formal
training efforts of the Training Centers are directed towards
Supplementing the primary training process which takes place on-the job.

40

LEARNING AND TRAINING

Irrespective of the type or method of training, a trainer has to keep in mind some
of the principles of learning or motivation, which would enhance
internationalization of what istaught.
1. Motivation:- A trainee needs to have a desire to learn and benefit from the
programme. If the is notinterested, or is de-motivated, the learning outcome is
going to be insignificant and thecompany will have spent its money badly. On the
other hand, being too intense aboutlearning and outcome may result in setting
over ambitious goals for the individual.
2. Reinforcement:- Following on the concept of motivation is that of reinforcement.
For learning to takeplace and be internalized to the desired extent, a trainee is
rewarded or given someencouragement. This reinforcement, or the
acknowledgement that what has been acquiredis desirable, can be either an
extrinsic or intrinsic reward-external praise or some tangiblereward, or the
individuals feeling of a sense of progress. Current stress is on positivesupport and
helpful behavior, even when mistakes are made.

3. Feedback:- During the training process, it is useful for the trainee to be told how
he is progressing.Several researchers have confirmed that knowledge of results is
an effective motivator.Constant and periodic feedback has positive effects on the
trainees learning. Unless thetrainee knows how close his performance comes to
the desired standard, he will not havean opportunity to improve. Feedback
therefore provides a basis for correcting oneself.Secondly, feedback helps to
sustain the trainees interest in the task, or in each learningthat is taking place, by
bringing greater involvement with the learning process. If
feedback is to be meaningful, it should follow a learning segment as quickly as
possible.
41

4. Transfer of Learning:- The maximum use of training can be made if the trainee
is able to transfer his learning tohis actual work role. This is possible if identical
elements are incorporated in the trainingsituation from the job role, either existing
or proposed. The more similar the learningsituation is to the job situation, the
higher the degree of transfer the trainee canexpect,and hence the grater the
relevance of the training programme.
5. Repetition:- Repetition etches a pattern into our memory, e.g., when one studies
for an examination, itis necessary to repeatedly to over ideas so that they can be
recalled later
6. .Relevance:- Relevance relates to the meaningful fuse of material, which aids
learning, e.g., trainersusually explain in the overall purpose of a job to trainees
before assigning them aparticular task.

42

Training Need Analysis (TNA)

An analysis of training need is an essential requirement to the design of effective
training. The purpose of training need analysis is to determine whether there is a gap
between what is required for effective performance and present level of performance.
Why training need analysis?
Training need analysis is conducted to determine whether resources required are
available or not. It helps to plan the budget of the company, areas where training is
required, and also highlights the occasions where training might not be appropriate
but requires alternate action.
Corporate need and training need are interdependent because the organization
performance ultimately depends on the performance of its individual employee and
its sub group.
Organizational Level Training need analysis at organizational level focuses on
strategic planning, business need, and goals. It starts with the assessment of internal
environment of the organization such as, procedures, structures, policies, strengths,
and weaknesses and external environment such as opportunities and threats.
After doing the SWOT analysis, weaknesses can be dealt with the training
interventions, while strengths can further be strengthened with continued training.
Threats can be reduced by identifying the areas where training is required. And,
opportunities can be exploited by balancing it against costs.
For this approach to be successful, the HR department of the company requires to be
involved in strategic planning. In this planning, HR develops strategies to be sure that
the employees in the organization have the required Knowledge, Skills, and
Attributes (KSAs) based on the future KSAs requirements at each level
Individual Level Training need analysis at individual level focuses on each and
every individual in the organization. At this level, the organization checks whether an
employee is performing at desired level or the performance is below expectation. If
the difference between the expected performance and actual performance comes out
43

to be positive, then certainly there is a need of training.

However, individual competence can also be linked to individual need. The methods
that are used to analyze the individual need are:
Appraisal and performance review
Peer appraisal
Competency assessments
Subordinate appraisal
Client feedback
Customer feedback
Self-assessment or self-appraisal
Operational Level Training Need analysis at operational level focuses on the work
that is being assigned to the employees. The job analyst gathers the information on
whether the job is clearly understood by an employee or not. He gathers this information
through technical interview, observation, psychological test; questionnaires asking the
closed ended as well as open ended questions, etc. Today, jobs are dynamic and keep
changing over the time. Employees need to prepare for these changes. The job analyst
also gathers information on the tasks needs to be done plus the tasks that will be required
in the future. Based on the information collected, training Need analysis (TNA) is done.
Training-Design
The design of the training program can be undertaken only when a clear training
objective has been produced. The training objective clears what goal has to be achieved
by the end of training program i.e. what the trainees are expected to be able to do at the
end of their training. Training objectives assist trainers to design the training program.
The trainer Before starting a training program, a trainer analyzes his technical,
interpersonal, judgmental skills in order to deliver quality content to trainers
The trainees A good training design requires close scrutiny of the trainees and their
profiles. Age, experience, needs and expectations of the trainees are some of the
44

important factors that affect training design.

Training climate A good training climate comprises of ambience, tone, feelings,
positive perception for training program, etc. Therefore, when the climate is favorable
nothing goes wrong but when the climate is unfavorable, almost everything goes wrong.
Trainees learning style the learning style, age, experience, educational
background of trainees must be kept in mind in order to get the right pitch to the design
of the program
Training strategies Once the training objective has been identified, the trainer
translates it into specific training areas and modules. The trainer prepares the priority list
of about what must be included, what could be included.
Training topics After formulating a strategy, trainer decides upon the content to be
delivered. Trainers break the content into headings, topics, ad modules. These topics and
modules are then classified into information, knowledge, skills, and attitudes.
Sequence the contents Contents are then sequenced in a following manner:
From simple to complex
Topics are arranged in terms of their relative importance
From known to unknown
From specific to general
Dependent relationship
Training tactics Once the objectives and the strategy of the training program
becomes clear, trainer comes in the position to select most appropriate tactics or methods
or techniques. The method selection depends on the following factors:
Trainees background
Time allocated
Style preference of trainer
Level of competence of trainer
45

 Availability of facilities and resources, etc

Support facilities It can be segregated into printed and audio visual. The various
requirements in a training program are white boards, flip charts, markers, etc.
Constraints The various constraints that lay in the trainers mind are:
Time
Accommodation, facilities and their availability
Furnishings and equipments
Budget
Design of the training, etc
Training Implementation
To put training program into effect according to definite plan or procedure is called
training implementation. Training implementation is the hardest part of the system
because one wrong step can lead to the failure of whole training program. Even the best
training program will fail due to one wrong action.
Training implementation can be segregated into:
Practical administrative arrangements
Carrying out of the training
Implementing Training
Once the staff, course, content, equipments, topics are ready, the training is implemented.
Completing training design does not mean that the work is done because implementation
phase requires continual adjusting, redesigning, and refining. Preparation is the most
important factor to taste the success. Therefore, following are the factors that are kept in
mind while implementing training program:
The trainer The trainer need to be prepared mentally before the delivery of content.
Trainer prepares materials and activities well in advance. The trainer also set grounds
before meeting with participants by making sure that he is comfortable with course
content and is flexible in his approach.
Physical set-up Good physical set up is pre-requisite for effective and successful
training program because it makes the first impression on participants. Classrooms should
46

not be very small or big but as nearly square as possible. This will bring people together
both physically and psychologically. Also, right amount of space should be allocated to
every participant.
Establishing rapport with participants There are various ways by which a trainer can
establish good rapport with trainees by:
Greeting participants simple way to ease those initial tense moments
Encouraging informal conversation
Remembering their first name
Pairing up the learners and have them familiarized with one another
Listening carefully to trainees comments and opinions
Telling the learners by what name the trainer wants to be addressed
Getting to class before the arrival of learners
Starting the class promptly at the scheduled time
Using familiar examples
Varying his instructional techniques
Using the alternate approach if one seems to bog down
Reviewing the agenda At the beginning of the training program it is very
important to review the program objective. The trainer must tell the participants the goal
of the program, what is expected out of trainers to do at the end of the program, and how
the program will run. The following information needs to be included:
Kinds of training activities
Schedule
Setting group norms
Housekeeping arrangements
Flow of the program
Handling problematic situations

47

Evaluation of training programme

Objectives of training evaluation is todetermine the ability of theparticipant in the
training programmers to perform jobs for which theytrainees required any additional on
the job training, and extent oftraining not needed for the participants to meet the job
requirements.
Evaluation of the training programmers must be based on the following
Principles:Evaluation specialist must be clear about the goals andPurpose of
evaluation.Evaluation must be continuous. Evaluation must provide the means and focus
for trainers toBe able to appraise themselves, their practices, and their
Products.Evaluation must be based on objective methods andhere are a number of
expressions used to describe steps taken by manageTment and bytraining offices at the
conclusion of training and during the days or weeks afterwards.
These expressions include validation, evaluation, follow-up and implementation, as
wellas cost benefit, which have appeared in more recent years. We are interested in all
ofthese and have already tackled one of the, implementation, and we start by giving
ourdefinitions in order to establish a clearer picture of what each is, and how they relate
toeach other.Evaluation of training, or, indeed of anything, consists simply of putting a
value to it. Toevaluate training means undertaking a search for the effect that it has had
on the peopleand the situations, which it influences, and then trying to measure or
estimate whetherthis is advantageous or disadvantageous.
We shall see that at the level of pure training there is an evaluation to be made, but thatthe
principal evaluation is at a higher level in the chain.First the chain of intentions is clear at
the outset
1. The forecourt attendants were to receive training to a defined level of
competence.
2. They were then to apply their new capability correctly during the service that theygave
to motorists.
3. The motorists would respond to this with a reaction of pleasure and would tend touse
that particular station rather more, thus increasing the amount of gasolinesold.

48

4. The increased sales, and negligible increased costs, would improve the revenueand the
profits.
Trainer needs to innovate new ways design and deliver the training inputs. Wide range
oftechnique like interactive methods like teaching, experiential learning cases inventories
games, including humour. Where as we have the ancient way of story telling as a
powerful tool to create learning for adult managers of industry. Sharing ones own

Current Issues of Training

As a first step, it is important to analyse the current and future training needs andset a
training goal. This process needs to take place on three levels: (a) on a company
level,
derived from a companys strategic objectives, (b) on a department level taking
performancegoals into account, and (c) on an individual level by considering the
employees strengths andweaknesses as well as its personal development goal.
1. As a second step, the planning and budgeting process needs to be carried out.
Thisprocess isalso referred to as input controlling (see Seeber 2000). Here HR
managers are looking at theavailable resources from an economical and a
pedagogical perspective. Aspects such as, howshall employees be grouped for
certain training measures or what kind of training methodsand material should be
used, should be considered. Here, costs are an important factor duringthe decision
process.

However,

costs

should

not

be

the

only

aspects

to

be

considered.Pedagogical issues such as cognitive abilities of the learners or the

qualification of the trainersshould be likewise important.Then, the training
measure is carried out and the focus lies on learning management andevaluation.
During this process, the HR department is concerned with registering learners
tothe course, creating awareness with respect to the expected value of the training
measure, aswell as gathering learners expectations. Immediately or shortly after
the training measures anevaluation takes place. According to Seeber (2000) this
phase is also referred to process
49

controlling. Additionally, some experts also suggest conducting some kind of output
controlling during the training process by which they understand intermediary
assessments.Especially longer lasting training measures should rather be assessed during
the training inorder to take corrective measures in case the training is going into the
wrong direction. Issues
such as the following should be tackled:
1. Survey if the expectations have been met so far and if all concepts were thoroughly
explained (for the latter so called fast feedback questionnaires can be used).
2. Assess periodically the level of knowledge transfer. For example, conduct a short test,
by having the employee explain the main points of what was just described to her.
3. What about motivation? Are the employees still motivated to take the course, or do
they feel that it is not worth the effort anymore.
After the completion of the training, the transfer analysis is concerned with the transfer of
training to the workplace. According to some studies only 10% of training is transferred to
theworkplace being higher immediately after the training and declining over time (see
Hummel,2001). At this stage of the learning management life cycle also an outcome analysis
can becarried out, in order to determine whether the training measures have had an positive
impacton a companys or departments performance (typical indicators are: throughput,
failurepercentage, customer satisfaction, etc.).While evaluating transfer and outcome of past
training measures, future training measuresneed to be planned. Benchmarking the outcome of
one department with related departments(within the same company or with an external one)
can emphasize the requirement ofimproving in specific areas through additional training
measures. As a result, the trainingmanagement life cycle is re-entered again.
All these measures for managing and controlling the training efforts in a company should be
accompanied by financial controlling measures. More and more training and/or human
resource development departments are being asked to justify their expenditures spent on
training with hard financial facts and to prove the return on investment (ROI). Recent
researchhas come up with methods and indicators for calculating the ROI from training
measures (seePhillips & Stone 2002). One of the important things to mention here is the fact
that so far a lotof companies have not taken all cost into consideration when counting the
expenditures.standards. Realistic target dates must be set for each phase of the

50

evaluation process. A sense of urgency must be developed, but deadlines that are
unreasonably high will result in poorevaluation. There are various approaches to training
evaluation. To get a valid measure of training effectiveness, the personnel manager
should accurately assess trainees job performance two or four months.

51

PART-2

52

Telecom Industry in India

The telecom network in India is the fifth largest network in the world meeting up
with global standards. Presently, the Indian telecom industry is currently slated
to an estimated contribution of nearly 1% to Indias GDP.
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
after China and USA. With a growth rate of 45%, Indian telecom industry has
the highest growth rate in the world.Much of the growth in Asia Pacific Wireless
Telecommunication Market isSpurred by the growth in demand in countries like India
and China.Indias mobile phone subscriber base is growing at a rate of 82.2%.
China is the biggest market in Asia Pacific with a subscriber base of 48% of the
Total subscribers in Asia Pacific. Compared to that India s share in Asia Pacific
Mobile

53

Origin and Development of the Industry

Evolution of the industry-Important Milestones History of Indian
Telecommunications
1851 First operational land lines were laid by the government near Calcutta of
1881 Telephone service introduced in India
1883 Merger with the postal system
1923 Formation of Indian Radio Telegraph Company (IRT)
1932 Merger of ETC and IRT into the Indian Radio and Cable
Communication Company (IRCC)
1947 Nationalization of all foreign telecommunication companies to form
The Posts, Telephone and Telegraph (PTT), a monopoly run by the
Governments Ministry of Communications
1985 Department of Telecommunications (DOT) established, an
Exclusive
Provider of domestic and long-distance service that would be its own
Regulator (separate from the postal system)
1986 Conversion of DOT into two wholly government-owned companies:
the Videsh Sanchar Nigam Limited (VSNL) for international
telecommunications and Mahanagar Telephone Nigam Limited (MTNL)
for service in metropolitan areas.
1997 Telecom Regulatory Authority of India created.
1999 Cellular Services are launched in India. New National Telecom
Policy is adopted. 2000 DoT becomes a corporation, BSNL
54

GROWTH OF TELECOM IN INDIA: Aug 1999 License fee (revenue share) reduced from provisional 15% to
12%, 10% & 8% on Circle wise basis (A type, B type & C type circles)
2000 TRAI Act amended & separate tribunal proposed
Jan 2001TDSAT started functioning Jan 2001Policy announced for additional licenses
in Basic and Mobile Services
Jan 2001 Limited mobility allowed to Basic Services (CDMA spectrum
Allotted to Basic Service Operators) Oct-2002 BSNL entered in to GSM
Cellular operation
w.e.f 19th October, 2002. Made incoming.
Bharti Airtel formerly known as Bhartya Tele-Ventures Limited (BTVL) is among
India's largest mobile phone and Fixed Network operators. With more than 60
Million subscriptions as of 13th February 2008.[2] It offers its mobile services
Under the Airtel brand and is headed by Sunil Mittal. The company also provides
Telephone services and Internet access over DSL in 14 circles. The company
Complements its mobile, broadband & telephone services with national and
International long distance services. The company also has a submarine cable
Landing station at Chennai, which connects the submarine cable connecting
Chennai and Singapore. The company provides reliable end-to-end data and
Enterprise services to the corporate customers by leveraging its nationwide fiber
Optic backbone, last mile connectivity in fixed-line and mobile circles, VSATs,
ISP and international bandwidth access through the gateways and landing
Station.Airtel is the largest cellular service provider in India in terms of number of
55

Subscribers. Bharti Airtel owns the Airtel brand and provides the followingservices under
the brand name Airtel: Mobile Services (using GSMTechnology), Broadband &
Telephone Services (Fixed line, InternetConnectivity(DSL) and Leased Line), Long
Distance Services andEnterpriseServices (Telecommunications Consulting for
corporates).
Leading international telecommunication companies such as Vodafone and
SingTel held partial stakes in Bharti Airtel.In April 2006 Bharti Global Limited was
awarded a telecommunications licensein Jersey in the Channel Islands by the local
telecommunications regulator theGuernsey Airtel with a mobile telecommunications
license. In May 2007 JerseyAirtel and Guernsey Airtel announced the launch of a
relationship with Vodafonefor island mobile subscribers. In July 2007, Bharti Airtel
signed an MoU withNokia-Siemens for a 900 million dollar expansion of its mobile and
fixednetwork.[3] In August 2007, the company announced it will be launching a

56

Bharti Airtel formerly known as Bharti Tele-Ventures Limited (BTVL) is among

India's largest mobile phone and Fixed Network operators. With more than 60
million subscriptions as of 13th February 2008.[2] It offers its mobile services
under the Airtel brand and is headed by Sunil Mittal. The company also provides
telephone services and Internet access over DSL in 14 circles. The company
complements its mobile, broadband & telephone services with national and
international long distance services. The company also has a submarine cable
landing station at Chennai, which connects the submarine cable connecting
Chennai and Singapore. The company provides reliable end-to-end data and
enterprise services to the corporate customers by leveraging its nationwide fiber
optic backbone, last mile connectivity in fixed-line and mobile circles, VSATs,
ISP and international bandwidth access through the gateways and landing
station.Airtel is the largest cellular service provider in India in terms of number of
subscribers. Bharti Airtel owns the Airtel brand and provides the following

services under the brand name Airtel: Mobile Services (using GSM
Technology), Broadband & Telephone Services (Fixed line, Internet
Connectivity(DSL) and Leased Line), Long Distance Services and Enterprise
Services (Telecommunications Consulting for corporates).
Leading international telecommunication companies such as Vodafone and
SingTel held partial stakes in was awarded a telecommunications license
in Jersey in the Channel Islands by the local telecommunications regulator the
JCRA. In September 2006 the Office of Utility Regulation in Guernsey awarded
Guernsey Airtel with a mobile telecommunications license. In May 2007 Jersey
Airtel and Guernsey Airtel announced the launch of a relationship with Vodafone
for island mobile subscribers. In July 2007, Bharti Airtel signed an MoU with
Nokia-Siemens for a 900 million dollar expansion of its mobile and fixed
network.[3] In August 2007, the company announced it will be launching a
customized version of Google search engine that will provide an 'array of
services' to its broadband customers

57

INTRODUCTION

A DREAM COME TRUE

The Late Dhirubhai Ambani dreamt of a digital India an India where the
common man would have access to affordable means of information and
communication. Dhirubhai, who single-handedly built Indias largest private
sector company virtually from scratch, had stated as early as 1999: Make the
tools of information and communication available to people at an affordable
cost. They will overcome the handicaps of illiteracy and lack of mobility.
It was with this belief in mind that Reliance Communications (formerly Reliance
Infocomm) started laying 60,000 route kilometres of a pan-India fibre optic
backbone. This backbone was commissioned on 28 December 2002, the
auspicious occasion of Dhirubhais 70th birthday, though sadly after his
unexpected demise on 6 July 2002.
Reliance Communications has a reliable, high-capacity, integrated (both
wireless and wireline) and convergent (voice, data and video) digital network. It
is capable of delivering a range of services spanning the entire infocomm
(information and communication) value chain, including infrastructure and
services for enterprises as well as individuals, applications, and consulting.
Today, Reliance Communications is revolutionising the way India communicates
and networks, truly bringing about a new way of life.
Reliance Communications (formerly Reliance Infocomm), along with Reliance
Telecom and Flag Telecom, is part of Reliance Communications Ventures

(RCoVL). According to National Stock Exchange data, Anil Ambani controls

66.75 per cent of the company, which accounts for more than 1.36 billion shares
of the company.[1]Reliance Infocomm is an Indian telecommunications
company. It is the flagship company of the Reliance-Anil Dhirubhai Ambani

58

Group, comprising of power (Reliance Energy), financial services (Reliance

Capital) and telecom initiatives of the Reliance ADA Group. Reliance Infocomm
is currently managed by Anil Dhirubhai Ambani.It uses CDMA2000 1x
technology
HISTORY
Reliance Infocomm was founded by Dhirubhai Ambani. Between 1999 to 2002
Reliance Infocomm built 60,000 km of fibre optic backbone in India. This
network was commissioned on December 28, 2002.
FOOTPRINT
At present, Reliance Telecom's GSM cellular services are available in 340
towns within its eight-circle footprint. Reliance's CDMA services are available in
19 states and cover about 65% of the country, state wise. Reliance Infocomm

also offered for the first time in India, mobile data services through its R-World
mobile portal. This portal leverages the data capability of the CDMA 1X network.
BUSINESS REVIEW
During the twelve months ended March 31, 2007, revenues of the Wireless
business increased by 46% to Rs. 10,728 crore (US$ 2,489 million) from Rs.
7,364 crore (US$ 1,709 million).
Wireless EBITDA increased to Rs. 3,984 crore (US$ 924 million) from Rs. 2,250
crore (US$ 522 million). Margins expanded to 37% from 31%.
EBITDA of the Global business increased by 98% during the twelve months
ended March 31, 2007 to Rs. 1,271 crore (US$ 295 million). EBITDA margins
increased to 24% from 12% last year.
In the same period, the Broadband business achieved revenue growth of 123%
to Rs. 1,144 crore (US$ 265 million), and EBITDA increased by more than 6
times, to Rs. 519 crore (US$ 120 million). The EBITDA margin crossed 45% the twelve months

ended March 31, 2007, from 15% in the correspondingperiod in the previous year.

59

TATA TELESERVICES
INTRODUCTION
Tata Teleservices Limited (TTSL) is part of the Tata Group of Companies, an
Indian Conglomerate. It runs the brand name Tata Indicom in India in various
telecom circles of India. The company forms part of the Tata Group's prescence
in the Telecommunication Industry in India, along with Tata Teleservices
(Maharashtra) Limited (TTML) and VSNL.TTSL was incorporated in 1995 and was the first
company to offer CDMAMobile services in India, specifically in the state of Andhra Pradesh.
In December 2002, the company acquired the erstwhile Hughes Telecom (India)
Ltd. which was renamed Tata Teleservices (Maharashtra) Limited.
In September 2007, Tata Indicom launched the Talk World plan, an
International Long Distance Plan.Tata is the direct competitor with Reliance, both CDMA
operators in India. Thecompany provides unified telecommunication solutions including mobile,
fixedwireless, fixed line and broadband. Other competitors are Vodafone, Airtel,
Aircel, Idea, MTNL, BSNL providing GSM based mobile telephony.
The company was first in India to provide free intra network calling within city
limits. They launched a unique scheme providing lifetime rental free connectivity
on its mobile and fixed wireless for a one time charge.Tata Teleservices is part of the INR Rs.
119000 Crore (US$ 29 billion) TataGroup, that has over 87 companies, over 250,000 employees
and more than2.8 million shareholders. With a committed investment of INR 36,000 Crore
(US$ 7.5 billion) in Telecom (FY 2006), the Group has a formidable presence
across the telecom value chain.Tata Teleservices spearheads the Groups presence in the telecom
sector.Incorporated in 1996, Tata Teleservices was the first to launch CDMA mobile
services in India with the Andhra Pradesh circle.Starting with the major acquisition of Hughes
Tele.com (India) Limited [nowrenamed Tata Teleservices (Maharashtra) Limited] in December
2002 thecompany swung into an expansion mode. With the total Investment of Rs
19,924 Crore, Tata Teleservices has created a Pan India presence spreadacross 20 circles that
includes Andhra Pradesh, Chennai, Gujarat, Karnataka,Delhi, Maharashtra, Mumbai, Tamil Nadu,
Orissa, Bihar, Rajasthan, Punjab,Haryana, Himachal Pradesh, Uttar Pradesh (E), Uttar Pradesh
(W), Kerala,Kolkata, Madhya Pradesh and West Bengal.

60

Having pioneered the CDMA 3G1x technology platform in India, TataTeleservices has
established a robust and reliable 3G ready telecominfrastructure that ensures quality in its
services. It has partnered with Motorola,Ericsson, Lucent and ECI Telecom for the deployment of
a reliable,technologically advanced network.The company, which heralded convergence
technologies in the Indian telecomsector, is today the market leader in the fixed wireless
telephony market with atotal customer base of over 3.8 million.Tata Teleservices bouquet of
telephony services includes Mobile services,Wireless Desktop Phones, Public Booth Telephony
and Wireline services. Otherservices include value added services like voice portal, roaming,postpaidInternet services, 3-way conferencing, group calling, Wi-Fi Internet, USBModem, data cards,
calling card services and enterprise services.Some of the other products launched by the company
include prepaid wirelessdesktop phones, public phone booths, new mobile handsets and

new voice data services such as BREW games, Voice Portal, picture messaging,
Polyphonic ring tones, interactive applications like news, cricket, astrology, etc.
Tata Indicom redefined the existing prepaid mobile market in India, by unveiling
Their offering Tata Indicom Non Stop Mobile which allows customers to
receive free incoming calls. Tata Teleservices today has Indias largest branded
telecom retail chain and is the first service provider in the country to offer an
online channel www.ichoose.in to offer broadband mobile connections in the

61

TRAINING AND DEVELOPMENT

IN TELECOM SECTOR
Telecom is one of the fastest growing sectors in India with a growth of 21% and revenue of Rs
86,720 crore in the year 2006. The sector is expected to grow over 150% by 2012. With
increase in competition between the major players like BSNL, MTNL, Hutchison Essar, BPL,
Idea, Bharti Tele services, Tata, etc, the requirement for mobile analysts, software engineers, and
hardware engineers for mobile handsets has increased. However, holding an engineering degree is
not enough to survive in the Telecom Sector. There is constant need of updating of knowledge,
skills, and attitudes. With this rapid growth in Telecom Sector, the need for trained professionals
in bound to rise and so is the training need. The total training market in Telecom Sector is
estimated to be Rs 400 crore.

Many top players are spending a huge amount on training and development, for example
BSNL alone spends more than 100 crore on training and development of its employees
through the Advanced Level Telecommunications Training Centre (ALTTC) and 43 other
regional training institutes. Reliance has also established Dhirubhai Ambani Institute of
Information and Communication Technology. In addition to that, Bharti has also tied-up
with IIT Delhi for the Bharti School of Telecommunication Technology and
Management.
With the increase in competition, availability of huge amount of information through
internet, magazines, newspapers, TV, etc, and increased awareness among customers, the
demand to impart proper training in non-technological areas like customer care and
marketing has increased
Rapid technological changes, network security threat, mobile application development,
growing IP deployment in the sector have brought back the training and development in
the priority catalogry.

62

Tata Teleservices has a strong workforce of 6000. In addition, TTSL has

created more than 20,000 jobs, which will include 10,000 indirect jobs through
outsourcing of its manpower needs.
Today, Tata Teleservices Limited along with Tata Teleservices (Maharashtra)
Limited serves over 21 million customers in over 4000 towns. With an ambitious
rollout plan
both within existing circles and across new circles, Tata Teleservices offers
world-class technology and user-friendly services in 20 circles.

Evolution of Training in TELECOM SECTOR

Prior to 1964, the individual companies had their own training schemespatterned on the
erstwhile oil companies approach. The early focuswas on supervisory development. Since
the organization was designedalong divisional lines, the training activities were also
carried outalmost independently division-wise. The training in Marketing Divisionstarted
with programmes organized by them for the Defence Personnelfor handling of petroleum
products called the and Lubricants(POL) courses. Even as early as 1963-64 technical
programmes on fuelengineering were conducted for the sales force with the help of
MOBIL,USA. In 1965, the Administrative Staff College (ASC) was set up inBombay to
conduct functional programmes in areas such as PersonnelManagement and Productivity
for personnel in addition tothe POL programmes for the Defence Personnel. The first
fewprogrammes were adapted from those being conducted by the BurmaShell with guest
faculty and later on with the help of internal faculty.Emphasis in the organization on
training programmes was largely inthe areas of handling of Petroleum products, Liquid
Petroleum Gas and a few bahavioural programmes.A few years later, in 1967-68 as more
programmes were added,training was taken up at the regional levels with four regional
trainingcenters, each set up headed by a Branch Training Officer.Training activities in the
R&D Division started in early 1960s in theGuwahati Refinery. In the initial years the
United Nations expertshelped in organizing supervisory development programmes.
Fullfledged training centers were set up in all the refineries Guwahati,Barauni, Gujarat,
63

Haldia, Digboi Assam Oil Division(AOD) and Mathurawith major emphasis on

technical and skill-development programmesamended in the initial years of their
existenceIn the 1970s, with the help of the Marketing Division, GeneralManagement
Programmes and behavioural programmes wereorganized in the Refinerytraining centers.
For increasedunderstanding and coordination between the two divisions a series
ofinterface programmes were organized since 1975-76.The Management Academy (IMA)
started functioning inAugust 1979 to meet theemerging training needs at
selectedmanagerial levels. The IMA was to conduct specific functional anddevelopmental
programmes for officers of the R&P Division. The AODby itself has a long history of
emphasis on training even prior to itsnationalization and integration with INDIANOIL.
Various technical andskill development programmes were conducted by AOD for officers
andstaff at all levels. The refinery at Digboi being peculiar to itself interms of the
technology and operations, specific training programmesin operations and maintenance
were organized. The AOD had a strongand systematic approach to training with major
emphasis on plannedon-the-job training.In the mid-1970s, the performance appraisal
forms were into introduce a component of training to help in theidentification of training
needs. In early 1980s, the reviewed its corporate plans as a result of which the need was
felt togive a different orientation to the training activity keeping in view theorganisations
development. It was also decided to have anorganization development (OD) intervention
by an outside consultantwith a view to develop a proper linkage between the corporate
plansand human resources development. Accordingly, Professor M. Athreyawas invited
as an OD interventionist. Based on the suggestions madeby the consultant, emphasis was
given to Human ResourcesDevelopment and it became a subsystem of the Personnel
function.Consequently, there were certain organizational changes in thePersonnel
function. The Personnel function was regrouped and,reorganized into three subsystems
Personnel and Administration,Training and HRD. The HRD group was specifically
assigned the task ofintegrating the identified corporate mission with the department
andindividual goals, which included appropriate career planning and roleanalysis.

64

EXECUTIVE SUMMARY
Every organization needs to have well trained and experienced people to perform
theactivities that have to be done. If current or potential job occupants can meet
thisrequirement, training is not important. When this not the case, it is necessary to raise
theskill levels and increase the versatility and adaptability of employees.
It is being increasing common for individual to change careers several times during
theirworking lives. The probability of any young person learning a job to day and
havingthose skills go basically unchanged during the forty or so years if his career is
extremelyunlikely, may be even impossible. In a rapid changing society employee
training is notonly an activity that is desirable but also an activity that an organization
must commitresources to if it is to maintain a viable and knowledgeable work force.The
entire project talks about the training and development in theoretical as well as
newconcepts, which are in trend now.
Here we have discussed what would be the input of training if we ever go for and howcan
it be good to any organization in reaping the benefits from the money invested interms
like (ROI) i.e. return on investment. What are the ways we can identify the trainingneed
of any employee and how to know what kind of training he can go for? Training
being covered in different aspect likes integrating it with organizational culture. The
bestand latest available trends in training method,
the benefits which we can derive out of it. How the evaluation should be done and
howeffective is the training all together.
Some of the companies practicing training in unique manner a lesson for other to
follow as to how to train and retain the best resource in the world to reap the best out ofit.
Development is integral part of training if some body is trained properly and
efficientlythe developments of that individual and the company for whom he is working.
Here wediscussed about development of employee, how to identify the needs, and
afterdeveloping how to develop executive skill to sharpen there knowledge.
Learningshouldbe the continuous process and one should not hesitate to learn any stage.
Learning andeveloping is fast and easy at RelianceMoney.
65

PART-3

66

OBJECTIVE OF STUDY 1 To facilitate the process of integration of personal ambitions andAspirations of employees with
the corporate objectives throughTraining interventions.
2 To continuously scan the environment, review training
Programmers and design need-based inputs to ensure
Achievement of high level of excellence in customer satisfaction.
Equip work-force with skills to make airtel aGlobal player.
3 Assist / guide the employees in their pursuit of knowledge and
Self-actualization, expounding the belief that there are no limitsto human potential and growth.
4 Facilitate the induction of new employees into AIRTEL
Corporation through suitable orientation programmes.
5 Enable through training, Defence Services to efficiently handle
storage, distribution and consumption of petroleum products,
which shall also play a vital role in building customer relations
over a long term. To examine the effectiveness of training in overall development of skills

ofworkforce. To examine the impact of training on the workers.

. To study the changes in behavioral pattern due to training .
To measure the differential change in output due to training
. To compare the cost effectiveness in implanting training programmes

67

Importance for Training:

BHARTI AIRTEL is involved in refining and marketing of POL.
Here, training becomes a core function for the following reasons :
1 Training is necessary for new employees to get an idea about the
job and to do it effectively.
2 Junior employees need training before they take the position of
their seniors.It is necessary for the company to fulfill its future personnel
needs and to train the employee in the company culture pattern.
3 It is necessary for old employees to enable them to keep abreast
of changing methods, techniques and technology.
4 It is needed to improve the quality and quantity of output by an
employee and raising their morale.
2 Training is required to revise the specialized skills learnt in the

68

SCOPE OF STUDY Training and Development- BHARTI AIRTEL

The main importance is to mould the employees attitude and help
Them to achieve better co-operation with company. It also helps in
Reducing dissatisfaction, complaints, absenteeism and labor turnover.
Successful training programmers can be made by creating a good environment for it.
The scope of the study covers in depth, the various training practices, modules, formats
Being followed and is limited to the company AIRTEL Money and its employees. The
Different training programmers incorporated/facilitated in Reliance Money through its
Faculties, outside agencies or professional groups. It also judges the enhancement of
theKnowledge & skills of employees and feedback on its effectiveness.

69

RESEARCH METHODOLOGY
Definition of Research
The word research is derived from the Latin word meaning to know. It is a
systematic and a replicable process, which identifies and defines problems,
within specified boundaries. It employs well-designed method to collect the data
able knowledge. and analyses the results. It disseminates the findings to contribute to generalize
able knowledge. The characteristics of research presented below will be
examined in greater details later are:
Systematic problem solving which identifies variables and tests
relationships between them,

Logical, so procedures can be duplicated or understood by others

Empirical, so decisions are based on data collected
Reductive, so it investigates a small sample which can be generalized
to a larger population

Replicable, so others may test the findings by repeating it.

Discovering new facts or verify and test old facts.
Developing new scientific tools, concepts and theories, which would
Facilitate to take decision.
For the proper analysis of data simple statistical techniques such as percentage
Were use. It helps in making more generalization from the data available. The
Data which was collected from a sample of population, was assumed to be
Representing entire population was interest. Demographic factors like age,

70

Income and educational background was used for the classification purpose.
The project methodology consists of secondary data:
In order to study the over all current issues related with training and development .in BHARTI
AIRTEL.

Sources of data:
Secondary data Secondary data was gathered from academic texts, company profile, Internet.

Sample size
For carrying out any research or study on any subject it is very difficult to cover
even 10% of the total employees. Therefore the sample size has to be decided
For a meaningful conclusion. For designing the sample size, it was thought
Proper to cover a very small percentage of employee in accordance of performance.
The method used for sample technique was non probability convenience sampling method. This
method is used because it is known previously as to whether a particular person will be asked to
fill the questionnaire. Convenient sampling is used because only those people will be asked to fill
the
Questionnaires who were easily accessible and available to the researcher.

Considering the constraints, it was decided to conduct the study based on

Sample size of 100 people in specific accordance of performance Scientific method is not
adopted in this study because of financial constraints and also because of lack of time; also the
basic aim of doing the research is academic, hence most convenient way is selected.
TYPES & TECHNIQUES
The study conducted is a conclusive descriptive statistical study; the researcher
comes to the decision which is precise and rational. The study is conclusive

because after doing the study the researcher comes to a conclusion regarding
the position of the brand in the minds of respondents of different performer groups.
71

The study is statistical because throughout the study all the samples are
selected and group together. All the similar responses are taken together as
one and their percentages are calculated.
Thus, this, conclusive descriptive statistical study is the best study for this
purpose as it provides the necessary information which is utilize to arrive at a
concrete decision.

72

DATA ANALYSIS
&
INTERPRETATION

73

74

DISAGREE
PARTLY

1
4

4
16

AGREE
CANNOT

28

SAY
TOTAL

25

100

Seminar attend in year-

Response

No of

percentage

respondent

Less than

14

56

10

10-20

20-40

24

More than 40 3

12

75

TOTAL

76

25

100

LIMITATIONS
Every scientific study has certain limitations and the present study is no more exception.
These are:
1. The terminology used in the subject is highly technical in nature and creates a lot of
ambiguity.
2. All the secondary data are required were not available.
. 3. Respondents were found hesitant in revealing opinion about supervisors and
management.

77

SUGGESTIONS
Under noted few suggestions cum conclusion can be taken as for to reap furthers benefits.
Making training and development process and entirely in house activity to
reduce cost.
It is found that the average age group of trainees are in their twenties or
early thirties which signifies that the consumer durable industry need moreof young
blood as enthusiasm is an integral part of the industry The maximum emphasis is given to
job instruction methods where the
trainee are made to understand their job thoroughly and the role they are going to play in
performing their job.
Lecture as well as the presentation is the major part of imparting the education and
training them.
The training objective are in keeping with needs and abilities of the trainee
and it is this that proves to be the major reason for success of the training as whole...
The trainee fill the feedback form and from time to time test are conducted
To know the gauge the effectiveness of training to employee to check their
Memory
We think that time management is one of the thing Reliance Mobile team
Must emphasis so that there employee can be more productive as it was
Found during the visit to the corporate office people they lack in managing
Themselves.
Stress management training is more important for employee as it was
Observed that people are all the time in tension like situation as to how to
Do what to do when to do, no time and things like that which kept them
Tensed all time.
Last but not least behavioral training is more important as while doing the study it
was found that people are less cooperative and outgoing to help ou
78

Conclusion
Gone are the days when training was a 2 hour process on the first day of the job.
Training & Development has transformed from an add-on function to a core function
ofcompanies. It has become more of a science with systematic rules and formats guiding
thecompanies on how to go about training and development. And that is the way it should
be.raining and development is a necessity for both the trainer and the trainee. Thetrainer
(the company) would want to make its staff more efficient in this highly
competitiveworld. It would want its employees to know the latest trends and technologies
and use themaccording to the companys principles and objectives. The trainees (staff) on
the other hand,view training and development as a stepping stone for enriching their
career and fulfilling
their personal needs. Training and development is another round of education for them,
theknowledge from which is to be applied later. So, its more of a mutual necessity
andagreement between the companies and their respective employees when it comes to
trainingand development.
The future would demand more from the employees as well as the companies in termsof
productivity. New technology, multi-tasking, group culture, etc. will be more
emphasizedupon. This means training and development is going to be even more
important, complex andrigorous. Companies already foresee this and are already in
preparations to make their staffbetter equipped. On this we conclude our report with the
following words Education ends
with school but learning ends with life.

79

BIBLIOGRAPHY
HUMAN RESOURCE MANAGEMENT-VSP RAO
HUMAN RESOURCEMANAGEMENT- ASHWATHAPA
RESEARCH METHODOLOGY- C.R. KOTHARI
WWW. GOOGLE.COM

80