WEST BENGAL UNIVERSITY OF TECHNOLOGY

SUMMER PROJECT REPORT

Analysis of Welcome Visit Executives of Bharti Airtel Ltd. &
Recommendations to Improve their Performance
At
BHARTI AIRTEL LTD., MOHALI
By
Neha Gupta
WBUT Regn No.: 081360710061 of 2008-2009
WBUT Roll No. : 08136009036


Army Institute of Management
Kolkata

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TABLE OF CONTENTS

Topics Page no.
Certificate from Guides.3
Acknowledgements...4
Executive Summary...5
Chapter I: The Company
Company Profile.7-24
Chapter II: The Project
Objective of the project.26
Brief Description of the Project........26
Terminologies Used...26-27
Methodology of the Project...28
Chapter III: Collection & Analysis of Data
Data Collection.....30
Data Analysis ...31-43
Analysis Through Bar Graphs31-40
Fish Bone Analysis.41-43
Chapter IV: Findings & Recommendations
Conclusions & Findings................................................45-48
Limitations49
Recommendations.50-55
Appendices & Annexure...57-61
Bibliography62






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GUIDANCE-cum-COMPLETION CERTIFICATE

This is to certify that Ms. Neha Gupta , WBUT Registration No.
081360710061 of 2008-2009 , WBUT Roll No. 08136009036 , has undertaken the project
titled Analysis of Welcome Visit Executives of Bharti Airtel Ltd. and recommendations
to improve their performance under our guidance from 15
th
J une 2009 to 24
th
J uly
2009 at Bharti Airtel Ltd., Mohali and has completed the said project successfully.


External Guides Full Signature
Designation



Internal Guides Full Signature









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Acknowledgements

The preparation of this project report has been a great learning experience for me. It has given
me an opportunity to interact with some of the excellent human beings.My work could not have
been done without the guidance, help and support of a lot of people.
First and foremost I offer my sincerest gratitude to my Company Guide, Ms. Parul
Khullar who has supported me throughout my project with her patience and knowledge whilst
allowing me the room to work in my own way. One simply could not wish for a better or
friendlier guide.
If I call Ms. Parul Khullar, the facilitator, then I must mention my mentor and esteemed
teacher, Mr. Robin Sen Gupta, who kept me motivated throughout the course of my study. I
would like to thank him for his invaluable support, encouragement, supervision and useful
suggestions throughout this study. His moral support and continuous guidance enabled me to
complete my work successfully.
I would also like to thank all the other members of the HR Department who provided me
with the necessary information required for the completion of my project.
Lastly, I would like to acknowledge all of the respondents who took out their valuable
time and responded to the survey. They are the ones who deserve the real credit for this study
since they gave the real input which helped me in achieving the objectives of this study.


Neha Gupta





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Executive Summary


With low Welcome Visit CSMM scores becoming an increasing concern for Airtel, the
researcher is provoked to conduct a research to find out the reasons behind the poor performance
of the Welcome Visit Executives and the methods to improve it.

Welcome Visit Executives are those who make an official visit to the new postpaid customers
of Airtel. The purpose is to carry out the credit and address verification of the customer. Besides,
the Executive also provides requisite information to the customer regarding the bill payment
modes, bill plan details, etc. Here, the problem at Airtel is low CSMM (Customer Satisfaction
Management and Measurement) scores which indicate that the customers are not satisfied with
Welcome Visits made by the Executives. A study has been conducted to find the reasons behind
it and hence recommendations have been suggested for its improvement. For this a survey has
been undertaken on the post paid customers of Bharti Airtel across 5 zones of Punjab namely
Amritsar, Chandigarh, Bathinda, Ludhiana and J alandhar by the HR Department. The responses
of the survey was provided to me so as to find out the areas in which the Executives were
lacking and how their performance can be enhanced.

On the data collected two different analysis have been applied:-
Analysis based on frequency.
And Fish Bone Analysis.

The basic findings of the analysis were as follows:-
Current Recruitment process of the Executives needs improvement.
No structured Training and Induction programmes for the Executives currently.
Poor J ob Knowledge of Executives.
Poor soft skills of Executives.
No audit of performance of such Executives.

The following recommendation have been given:-
New Recruitment Process suggested.
A 3 day Training/ Induction Module recommended.
Good performers should be rewarded.
Field audit should be conducted to measure performance.




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CHAPTER I: THE COMPANY
COMPANY PROFILE







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Bharti Enterprises

Type Public, Listed on BSE BSE: 532454
Founded 1985
Headquarters New Delhi, India
Key people Sunil Mittal (Chairman and CEO)
Industry

Telecommunication, Retail, Insurance,
Digital TV
Products


Airtel Mobile and Fixed-Line
Telecommunication operator, Bharti AXA
insurance, Bharti Wal Mart retails and
Airtel Digital TV dth service
Revenue $6 Billion


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Bharti Enterprises

Bharti Enterprises is a large Indian business conglomerate based in New Delhi, India, operating
primarily across India and in some other Countries like Sri Lanka, J ersey, Seychelles. It was
established by Sunil Mittal , one of the young and dynamic businessmen of India. It is one of the
few companies in India (Like Reliance and Tata) that have changed the way of life of Indians by
bringing mobile phones to every household in India at an affordable price. The company offers
mobile services all over India as well as in some foreign countries. The Airtel brand is the
flagship brand of Bharti.
History
The company was founded by Sunil Bharti Mittal (Chairman & Managing Director of the
Bharti group) along with two siblings in early 1990s. The company was not so famous in India
by its own name, rather its Brand Names Like Airtel and Beetel (PSTN Phone Sets) were
household names in India. The company underwent a brand reformation process and changed its
logo and corporate Image.
Companies
Bharti's primary industry is in the field of telecommunications via its subsidiary companies
Bharti Airtel (mobile telecommunications) and Bharti Teletech (wired telecommunication
services and PSTN telephone handsets).


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Bharti Organisation Structure





s












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Bharti Organisation structure (Contd.)




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Bharti Airtel

Type Public, BSE: 532454
Founded 1985
Headquarters New Delhi, India
Key people Sunil Mittal (Chairman and CEO)
Industry Telecommunication
Products
Mobile and Fixed-Line
Telecommunication operator
Revenue $6 Billion

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Bharti Airtel

Bharti Airtel, formerly known as Bharti Tele-Ventures LTD (BTVL) is India's largest and
world's third largest cellular service provider with more than 82 million subscribers as of
December 2008.It also offers fixed line services and broadband services. It offers its TELECOM
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 end-to-end data and
enterprise services to the corporate customers through 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. SingTel owns over 30% of the Bharti Telecom.
Vodafone is also a shareholder of Airtel with 4% of the shares. Thus making it a sister company
of the brand.

About Airtel

Airtel comes to us from Bharti Airtel Limited, Indias largest integrated and the first
private telecom services provider with a footprint in all the 23 telecom circles.
Airtel was born free, a force unleashed into the market with a relentless and unwavering
determination to succeed.
Airtel, in just ten years of operations, rose to the pinnacle to achievement and continues
to lead.
As India's leading telecommunications company Airtel brand has played the role as a
major catalyst in India's reforms, contributing to its economic resurgence.
Today it touches peoples lives with their Mobile services, Telemedia services, to
connecting India's leading 1000+corporates.
The businesses at Bharti Airtel have been structured into three individual strategic
business units (SBUs) - Mobile Services, Airtel Telemedia Services & Enterprise
Services.

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The mobile business provides mobile & fixed wireless services using GSM technology
across 23 telecom circles while the Airtel Telemedia Services business offers broadband
& telephone services in 94 cities.
The Enterprise services provide end-to-end telecom solutions to corporate customers and
national & international long distance services to carriers. All these services are provided
under the Airtel brand.

Business Divisions

Mobile Services:- Bharti Airtel offers GSM mobile services in all the 23-telecom
circles of India and is the largest mobile service provider in the country, based on the
number of customers.
Airtel Telemedia Services:- The group offers high speed broadband internet with a
best in class network. With Landline services in 94 cities Airtel has helped broaden the
horizons.
Enterprise Services (Corporate):-The group focuses on delivering
telecommunications services as an integrated offering including mobile, broadband &
telephone, national and international long distance and data connectivity services to
corporate, small and medium scale enterprises.
Enterprise Services (Carrier Services):- The Company compliments its mobile
and broadband & telephone services with national and international long distance
services. It has over 35,016 route kilometers of optic fibre on its national long distance
network. For international connectivity to the west, the Company is a member of the
South East Asia-Middle East-Western Europe 4 (SEA-ME-WE-4) consortium along
with 15 other global telecom operators.



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Company Profile
Airtel is one of India's leading providers of telecommunication services with a nationwide
presence in all the 23 licensed jurisdictions (also known as Telecom Circles). They served an
aggregate of 88,270,194 customers as of December 31, 2008; of whom 85,650,733 subscribe to
their GSM services and 2,619,461 used their Telemedia Services either for voice and/or
broadband access delivered through DSL. Airtel is the largest wireless service provider in the
country, based on the number of subscribers as of December 31, 2008. Airtel also offers an
integrated suite of telecom solutions to their enterprise customers, in addition to providing long
distance connectivity both nationally and internationally. The company has recently forayed into
media by launching their DTH and IPTV Services. All these services are rendered under a
unified brand "Airtel".

The company also deploys, owns and manages passive infrastructure pertaining to telecom
operations under its subsidiary Bharti Infratel Limited. Bharti Infratel owns 42% of Indus Towers
Limited.

Bharti Infratel and Indus Towers are the two top providers of passive infrastructure services in
India

Company shares are listed on The Stock Exchange, Mumbai (BSE) and The National Stock
Exchange of India Limited (NSE)






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Corporate Governance


Bharti Airtel Limited firmly believes in the principles of Corporate Governance and is committed
to conduct its business in a manner, which will ensure sustainable, capital-efficient and long-term
growth thereby maximizing value for its shareholders, customers, employees and society at large.
Companys policies are in line with Corporate Governance guidelines prescribed under Listing
Agreement/s with Stock Exchanges and the Company ensures that various disclosures
requirements are complied in letter and spirit for effective Corporate Governance.

During the financial year 2003-04, the Company was assigned highest Governance and Value
Creation (GVC) rating viz. Level 1 rating by CRISIL, which indicates that the companys
capability with respect to creating wealth for all its stakeholders is the highest, while adopting
sound Corporate Governance practices. This rating was re-affirmed by CRISIL on April 20,2006.






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Corporate Responsibility at Bharti Airtel


Overview

At Bharti, CSR is a way of life. Each department and employee strives to be sensitive to the
stakeholders and environment within their work context. Bharti encourages employees to take
decisions and design business-linked processes that are sensitive to communities and
environment.

Corporate Social Responsibility (CSR) in Bharti encompasses much more than only social
outreach programs. It is an integral part of the way Bharti conducts its business. The essence of
Bhartis commitment to Corporate Social Responsibility is embedded in the Corporate Values,
which stem from its deepest held beliefs. These Values are:
To be responsive to the needs of their customers.
To trust and respect their employees.
To continuously improve their services innovatively and expeditiously.
To be transparent and sensitive in their dealings with all stakeholders.

They encourage their employees to take decisions and design business processes, keeping in
mind the following:
Ethics, fairness and being correct.
Meeting and going beyond compliances and legal requirements.
Showing respect and sensitivity towards stakeholders and communities.
Nurturing the environment.
They practice their CSR beliefs and commitments through a three-pronged approach:
Engaging with stakeholders.
Ensuring stakeholder sensitive policies and practices.


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Undertaking programs for their employees, community and environment.

Bharti Airtel sensitizes its employees towards CSR issues at various forums. They feel that it is
important that each employee should understand the importance of environmental, social and
economical aspects while taking business decisions. At Bharti, each employee is sensitized
towards CSR issues and thus operations at the ground level are influenced. Such sensitization
exercises have resulted in many socially and environmentally sensitive decisions on the ground.
For example, Confidence Plan for hearing impaired people, covers noise-making DG sets at extra
cost, investing in consumer awareness campaigns to ensure safe use of mobile are some examples
of the above.

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Employees At Airtel


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

Bharti Airtel has been recognized among the Best Employers in the Country for two successive
years being 14th in 2003 & jumping ahead of several other large conglomerates to an enviable
position of the 2nd Best Employer in the Country in 2004. This is a clear demonstration &
acknowledgement of the robust, progressive, people as well as business aligned Human Resource
practices, which the organization has developed and implemented remarkably in a very short
span of time.

Bharti Airtel follows an open door policy to approach the management, which helps resolve
issues with mutual agreements. They encourage people to stand up against any unfair treatment
for which they have the Office of the Ombudsman, where employees can raise any issues
regarding business and workplace conduct. Bharti ensures transparency through the various
communication policies, strategies and plans. Regular Employee Communication Forums
provides a platform for the employees to raise issues that require resolution.

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

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


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

Bharti Airtel offers a flexible compensation structure to its employees wherein the employees
have the flexibility to structure their fixed component of their compensation according to their
requirements within the ambit of legislation.
Even a sweeper in the corporate office must understand that, if he does not keep the office
clean, the visiting shareholders could question the companys ability to manage a business if
they cannot manage their premises well Mr. Akhil Gupta

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Environment, Health and Safety

Overview
At Bharti, there is a belief in the philosophy to refuse, reduce, reuse and recycle. The company has
taken many initiatives in this regard, both within the offices for the benefit of their employees; and
for outside world for the convenience of the people

Few examples of the initiatives taken are mentioned below:
(a) Most of the new Airtel buildings recycle waste water for sanitary and cooling of equipment
purposes e.g. DG sets and AC systems. These buildings also have rain water harvesting systems for
ground water replenishment where appropriate.

(b) All Airtel offices have energy efficient light fittings and DG sets. They also ensure automation
that enables energy savings in their buildings. Building Management System (BMS) Intelligent
Building concept is being followed in all the new Airtel building and campuses that are coming up.
The BMS controls The Heating, Ventilation and Air conditioning (HVAC) system,, electricity load
management, water management, parking management, security and safety systems to ensure an
efficiently run building on optimal resources.

(c) New buildings also incorporate the concept of and Energy Wheel which optimises energy
efficiency in buildings. The AC system in their buildings adds a certain amount of fresh air
periodically; In the process of adding this fresh air the cool air within the building vents out which
may result into higher usage of energy to bring the cooling/ temperature back. The Energy Wheel
concept ensures that as we bring the fresh air in it is pre-cooled thereby optimizing energy
efficiency.

(d) Air quality is checked periodically in all Bharti Airtel offices, and based on the results, duct
cleaning, carpet cleaning, chair and sofa shampooing is undertaken. Water quality is also monitored
in cooling towers for DG sets and Air Conditioner systems so that water born diseases such as
legionella, etc. are avoided.

(e) Use of air curtains on major office exits and double glazing also results in significant energy
saving.



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(f)At the time of oil change in DG sets etc, the discarded oil for disposal is only sent to companies/
vendors approved by the Central Pollution Control Board (CPCB) for proper disposal as per CPCB
approved processes. All Bharti Airtel offices follow the basic requirements specified by the
Pollution Control Board) and ensure statutory compliance.

(g) All Bharti Airtel offices have fire alarm systems. Periodic fire drills are carried out in Bharti
Airtel offices as a practice. All Airtel offices are provided with First Aid boxes and have identified
people as First Aid specialists..

Bharti Airtel takes all its equipment from its key vendors, namely Nokia and Ericsson, who comply
with all the required health and safety norms. There is an induction manual for sub-contractors to
ensure that they follow all the safety and statutory compliances as well as Bharti Standard Operating
Procedures.

Bharti Airtel is in the process of finalizing its Environment/ Health & Safety Policy (EHS) and will
apply for ISO 14001 compliance within the next 3 years for each of its facilities.













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Community Initiatives


Overview
Corporate Social Responsibility is embedded in, and built upon, the stated values of Bharti
the institution. These values guide all their activities and each employee is encouraged to take
decisions and design business-linked processes that are sensitive to communities and
environment.

We have an obligation to fulfill to society and the communities in which we operate, and
help improve the quality of life for everyone, today and in the future.
Based on the basic guidelines and direction provided in the Code of Conduct, Bharti has
undertaken many community programs.

Bhartis contribution to society is structured through two channels, namely,
(a) Bhartis Corporate Social Responsibility (CSR) Initiatives, including initiatives undertaken by
way of employee mobilization as well as running environment related programs; and
(b) Bharti Foundation, a separate vehicle established in 2000 to lead the CSR agenda of Bharti
Group of Companies

(a) CSR Initiatives @ Bharti Airtel

Bharti Airtel has a nation-wide presence that has grown at an exponential rate in the recent years.
Each local office undertakes special programs for the local community, thereby reaching out to
people. Many projects like material collection drive and blood donation camps are organized for
the welfare of the underprivileged community. Bharti constantly searches for new, innovative
ways of reducing the consumption of resources, with the aim of leaving a better and greener earth
for future generations.

Response to Disaster :-

- Bharti Airtels response to Tsunami Disaster: Bharti Airtel undertook the following
initiatives for immediate relief and rehabilitation to Tsunami victims:
- Built a mobile network in Andaman & Nicobar islands in less than 3 months to aid rapid
rehabilitation of the island.

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- Donated Rs. 1 Crore to the Prime Ministers Relief Fund, in addition to contributions from
employees.
- Created 29 Airtel Crisis Communications centres in Tamil Nadu.
- Raised resources for Tsunami victims by initiatives such as a Benefit Cricket Match.

Employees of Bharti Airtel also contributed through a Donation Collection Drive, with a
difference. All employees were not only given the freedom to choose the amount they wished to
donate, but also the agency they wished to donate to.
One of the most memorable actions was the heroic way in which a Bharti employee re-
established connections after Tsunami hit Tamil Nadu. After being washed away by the wave,
this employee went back to work on restoring connectivity for the struck region. Word of his
dedication spread within Bharti and he received tremendous response from his fellow Bhartians.
Over 80 emails were addressed to him and presented to him in recognition.

Bharti Airtels response to Assam, Bihar and West Bengal floods: Bharti Airtel also partnered
with an NGO to provide relief to the flood victims in the flood hit areas of Assam, Bihar and
West Bengal. A Material Collection Drive was undertaken across Bharti offices, for collection
of material such as clothes, utensils, footwear, blankets, dry ration and monetary donations. 55
cartons of clothes and 65 kilos of ration were dispatched, in addition to monetary contributions.


Bharti Airtel during Mumbai Floods: Bharti Airtel employees climbed up the towers to restore
the networks so that their customers could conveniently reach its employees.

Bharti Airtels response to Kashmir earthquake: Bharti Airtels Rapid Response Team
responded to the Kashmir earthquake by bringing more than 2000 food packets and water bottles
to the affected area. Money, clothes, woolens and blankets were also collected from employees to
distribute among earthquake victims.

Other initiatives of Bharti Airtel

Bharti Airtel employees have undertaken varied initiatives to reach out to the local community.
Some of such initiatives are listed below:-

Airtel Ashiana for underprivileged children at the Mohali office of Airtel.

BIL North tied up with an NGO to distribute daily surplus food to needy children.
Airtel Experience Centre by Access MP for the benefit of the benefit of visually impaired

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people as well as people from deprived section of society.

Mobile Services J ammu & Kashmir donated free medicines, stationery, clothes and other utility
items at the Missionaries of Charity Home for Destitutes.

Mobile Services MP & CG supported the WalkaThon to create awareness about diabetes on
World Diabetes Day, organized by the Indian Medical Association.

Airtel Maharashtra & Goa team visited the Thalassemia Ward of Sassoor Hospital to interact
with children as well as the families affected.

Airtel Kerala team visited an old age home and shared a day full of fun with the members of the
home.

A tree plantation drive was carried out by Access-NCR, Access-North and Access-UP West
Circles, where in free tree saplings were planted.
Airtel Madhya Pradesh & Chhatisgarh planted trees on its fourth Circle Inception Day

In Tamil Nadu, Airtel has adopted a corporation park in Chennai city.

Mobile Services Rajasthan supported the Red Ribbon Caravan initiative of the Rajasthan State
AIDS Control Society, to spread awareness about HIV/ AIDS. During the month-long campaign
a caravan of five vans covered 32 districts of Rajasthan, to spread the awareness of HIV/ AIDS.

Airtel Delhi organized a Blood Donation Camp in association with Indian Red Cross Society
(b) Bharti Foundation

Although CSR is executed at all levels in the organization, the Promoters of Bharti Enterprises
established Bharti Foundation in 2000 with a vision,
To help underprivileged children and youth of our country realize their potential.
Bharti Foundations mission is to create and support programs that bring about sustainable
changes through education, use of technology and information and best practice sharing.
Bharti Foundation has established itself the goals of improving accessibility and quality of
education at the school level for underprivileged children, and to provide education and training
opportunities to youth.






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CHAPTER II: THE PROJECT
OBJECTIVE OF STUDY
BRIEF DESCRIPTION
TRMINOLOLOGIES USED
METHODOLOGY OF STUDY












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Project Proposal
I. Objective of the Project :
Analysis of the Welcome Visit Executives of Airtel and recommendations to improve
their performance.
The project is basically to identify the lags in welcome visits and thereby to improve
welcome visit scores by improving the performance of Welcome Visit executives
through requisite training and development and manpower planning.

II. Description of the Project in brief:
Welcome Process consists of Welcome visits, Welcome calls, and Welcome letters.
Welcome Visit Executives are responsible to perform this process so that the
customers of the Airtel post paid connection are well aware of the bill plan details,
modes of payment and various other services provided by the company. Therefore, it is
very necessary to work on this to make the process customer friendly.
This project is basically to study the reasons behind the low performance of the
Executives which is pulling the CSMM scores down and then offering solutions in
terms of the type of training required and also the necessary improvisations to be done
in the manpower planning.

III. Terminologies used in the Project:


WELCOME PROCESS








Welcome Visits:- Welcome Visits are made to the new postpaid customers of Airtel to
carry out the credit and address verification along with other allied activities carried out
by the Welcome Visit Executives for the customer. Welcome Visit is made within 48
hours of the activation of the connection.



Welcome Visits:- Made
to all customers.
Welcome Calls:- Based on
the need.
Welcome Letters:-
Sent to all Customers

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Following are the allied activities carried out by the Welcome Visit Executive:
Bill Plan Details:- He has to explain all the chargeable services in the customers
monthly bill like the Rate plan, Advance Rental, and Value Plus Services.
The outgoing call charges, Recurring Charges, Non-Recurring Charges, Usage,
Discounts & Adjustments, Service Tax , Late Fees ,etc. are to be told.

Bill Cycle, due Date and LPC:- Bill cycle is to be explained. Late Payment
Charges are also told about.

Short Code Education:- Short codes (Codes sent to 121 as an SMS) , For e.g.
OT for Outstanding Amount, MBILL for Mini Bill Statement, UNB for Unbilled
Amount, etc.
So, Short Code Education is also given by the Welcome Visit Executive to the
customer.

Payment Options:- Various Payment modes are also to be told :-

o Cash: There are various cash points at which the payment can be made.
o Cheque Payment: Payment can also be made through cheques.
o Credit card: Credit cards can also be used to make make payment at various Airtel
retail centres.
o Drop Box: There are XXX Cheque Drop Boxes across the state to enable the
customers to make the payments before due date.
o Mobile cheque / M chek: It is a provision whereby bills can be paid through mobile.
o E-billing: Secure payment can also be made online at www.airtel.in by using credit
card by customers.


Welcome Calls:- Welcome calls are made within 48 hours of the Welcome Visit and is
done to supplement the welcome visit. The purpose of the call may be to:

Validate Customers name and address.
Obtain the missing information in the Customer Information Form.
Provide critical information to the customer.
Clarify issues raised during the welcome visit.

Welcome Letters:- Welcome Letters are sent to all customers to provide them with
details of payment methods, details regarding the customers plan, etc. Welcome letters
are sent within 1 week of activation of the connection.




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IV. Methodology:
Research Methodology includes not only the research methods but also consists the
logic behind the methods used in context of the study and explains why only a
particular method of technique had been used so that the search lend themselves to
proper evaluation. Thus in a way it is a written game plan for conducting research. It
consists of the following steps:
1. Formulating the Research Problem-
This means defining the research objectives ina a specific way so that they shoul be
clear and specific. In this project the problem has been defined as the poor
performance of the Welcome Visit Executives due to which the customer satisfaction
is low.
2. Sources of Data Collection-
Both primary and secondary data would be used for the study.
In case of primary data, Questionnaires have been used to gather the desired
information from the postpaid customers. Since , the customers were based in five
different cities of Punjab, responses were obtained through telephonic interviews
by the HR Department of Bharti Airtel. This data was provided to me by the
Department for the analysis.
Secondary Data is collected from the website of Airtel and books, the list of
which is given in the bibliography.
3. Sample Unit-
This defines the target population for surveys i.e. all existing postpaid customers of
Airtel spread across all 5 zones in Punjab i.e. Amritsar, Ludhiana, J alandhar ,
Chandigarh, Bhatinda.
4. Sample Size-
It indicates the number of people to be surveyed. In this project , the sample size was
limited to 100 respondents, 20 from each of the five zones of Punjab.
5. Analysis of Data-
The data after collection has to be processed and analyzed in a way that has been laid
out for the purpose of the study. Here attempt will be made to identify lags in the
performance of the Welcome Visit Executives due to which there is a low level of
satisfaction among the customers. There are 2 types of analysis used on the data:
Analysis through Bar Graphs
Fish Bone Analysis
With the help of these , parameters are recognized which require improvement.


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.




CHAPTER III: COLLECTION & ANALYSIS OF
DATA
DATA COLLECTION
DATA ANALYSIS



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DATA COLLECTION
For the collection of data, Questionnaires have been used to gather the desired information from
the customers. Since these postpaid customers are located in five different zones of Punjab,
namely Amritsar , Chandigarh , Bathinda , Ludhiana and J alandhar ;the responses have been
obtained through telephonic interviews by the HR Department of the company. This information
was given to me to find out the effectiveness of the Welcome Visits in these five zones and
analyze the key improvement areas in terms of the performance of the Welcome Visit
Executives.
Secondary data is collected from the internet and some books which provided me with other
relevant information regarding the project.


DATA ANALYSIS
For this project , 2 different types of analysis have been done on the provided data:-
Analysis through Bar Graphs
Fish Bone Analysis


Note:- Questionnaires have been attached in the annexure.




31 | Page

Analysis through Bar Graphs


On the basis of the various questions asked to the postpaid customers to measure their
satisfaction with the Welcome Visits, I have got the following figures.

Job Knowledge:-
The following is the region wise percentage of customers who were given the
information on bill plan, credit limit, first bill explanation, short code education,
etc. by the Welcome Visit Executive.



Chandigarh and Ludhiana Are the Top 2 scorers. Amritsar is the lowest with only
60% customers who were told about the Bill Plan Details.





60%
80%
65%
80%
75%
0
10
20
30
40
50
60
70
80
90
Yes
(%age)
Zone
Bill Plan Details


32 | Page


Only 55 % of the Customers of Amritsar and Bathinda were given the knowledge about the
Credit Limit. More %age of customers in Chandigarh, Ludhiana and J alandhar had the
knowledge about the Credit Limit.

Chandigarh is the Top scorer in terms of providing Short SMS codes education to the customers
while Bathinda and is the lowest with just 40% of the customers having knowledge about it.




33 | Page




Chandigarh is the Top scorer in terms of providing first bill Explanation to the customers while
Amritsar is the lowest with just 40% of the customers having knowledge about it.














50%
80%
60%
75%
80%
0
10
20
30
40
50
60
70
80
90
Yes
(%age)
Zone
First Bill Explanation

34 | Page

The following percentage of customers were told about the
respective payment methods by the Welcome Visit Executive .


Customers of each Zone had the knowledge about this payment method which is very common.


Ludhiana customers had the maximum awareness about this payment method. Bathinda had the
lowest with 60% customers aware about this mode of payment.

35 | Page


85 % Customers of J alandhar are aware of the payment mode i.e. Credit card. Ludhiana and
Chandigarh also have high scores. Amritsar is the least scoring with only 60% customers aware
about it.


All zones have low scores with Bathinda the least scoring i.e. 35%. Chandigarh and Ludhiana
have comparatively high scores i.e. 65%.



36 | Page



Bathinda is the least scoring with just 40% customers aware of this payment mode and
Chandigarh is the highest scoring with 65% customers aware about this payment mode.


Bathinda and J alandhar are the lowest scoring zone with 50% customers being aware about this
payment mode. Chandigarh is again the highest scoring zone with 80% customers having
awareness about this payment mode.


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Rating of emoloyees on attributes such as politeness, courteousness,
knowledge and presentability :- Customers were asked to rate the
executives on a scale of 1 to 5 on each of the above attributes, 5 being the
maximum and 1 being the minimum score.
For our analysis the Top 2 and Bottom 2 scores are considered, 3 being a neutral
rating has been ignored.


Chandigarh and Ludhiana are top scorers(75%) & Amritsar &
Bathinda score least (60%) in top 2 scores.
In Bottom 2 Amritsar & Bathinda are top scorers with 35%.



38 | Page




Ludhiana & Chandigarh are top scorers- 80% & 75% and Amritsar & Bathinda
score least - 55% & 60% in top 2.
In bottom 2 Amritsar & Bhatinda are the top scorers with 30%.


Chandigarh and Ludhiana are top scorers(80% & 75 %) and in Amritsar, Bathinda
score least in top 2.
In bottom 2 Amritsar & Bathinda are top scorers with 30%.

39 | Page






Chandigarh, Ludhiana and J alandhar are top scorers with 85% , 80% and 80% while
Amritsar and Bathinda score least in top 2 i.e. 70%.
In bottom 2 Amritsar and Bathinda are top scorers with 25% & 30%.










40 | Page




Overall Satisfaction With the Welcome Visit


Chandigarh is top scoring(80%) and Amritsar and bathinda score least in the Top 2
In the Bottom 2 Amritsar & Bhatinda are again on the negative trend being
the Top Scorer with 20%.


0
20
40
60
80
60%
80%
55%
75% 75%
20%
15%
20% 20% 20%
TOP 2 and
Bottom 2
(%age)
Zone
Overall Satisfaction with the
Welcome Visit
TOP 2
BOTTOM 2


41 | Page

Fishbone Analysis
A Problem-Analysis Tool

The above analysis using the Bar graphs is a practical analysis. But to basically know the lags in the
Welcome Visits, we need to go into the intricacies of the various processes in the Human Resources
which are lagging because of which the customer satisfaction from the Welcome Visits is low.
What is a Fishbone diagram?
Dr. Kaoru Ishikawa, a J apanese quality control statistician, invented the fishbone diagram in the
1960s. Therefore, it may be referred to as the Ishikawa diagram. Ishikawa in the process became one
of the founding fathers of modern management. The fishbone diagram is an analysis tool that
provides a systematic way of looking at effects and the causes that create or contribute to those
effects. Because of the function of the fishbone diagram, it may be referred to as a cause-and-effect
diagram. The design of the diagram looks much like the skeleton of a fish. Therefore, it is often
referred to as the fishbone diagram.
When should a fishbone diagram be used?
Need to study a problem/issue to determine the root cause?
Want to study all the possible reasons why a process is beginning to have difficulties,
problems, or breakdowns?
Want to study why a process is not performing properly or producing the desired results?
How is a fishbone diagram constructed?
Basic Steps:
1. Draw the fishbone diagram....
2. Label each ""bone" of the "fish". The major categories typically utilized are:
The 4 Ms:
Methods, Machines, Materials, Manpower
The 4 Ps:
Place, Procedure, People, Policies
The 4 Ss:
Surroundings, Suppliers, Systems, Skills
The four categories can be combined in any fashion, they are to help organize ones ideas.

42 | Page
















3. Using an idea-generating technique (e.g., brainstorming) to identify the factors within each
category that may be affecting the problem/issue and/or effect being studied. The team should
ask... "What are the machine issues affecting/causing..."
4. Repeating this procedure with each factor under the category to produce sub-factors.
Continue asking, "Why is this happening?" and putting additional segments to each factor
and subsequently under each sub-factor.
5. Continue until you no longer get useful information as you ask, "Why is that happening?"
6. Analyzing the results of the fishbone after team members agree that an adequate amount of
detail has been provided under each major category. Items that appear in more than one
category become the most likely causes.
7. For those items identified as the "most likely causes", the team should reach consensus on
listing those items in priority order with the first item being the most probable" cause.



43 | Page


Fishbone Analysis











No Structured Induction Training Program available
Material
Measurement
Methods
Manpower
No Induction for new joinees
No Refresher Training Since Last 6 months
No structured Training Programme
Executives Poor job knowledge
High attrition
No Audit been conducted
Lack Basic Skills
Faulty Recruitment process
Poor Executives Scenario

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CHAPTER IV: FINDINGS AND
RECOMMENDATIONS
CONCLUSIONS
LIMITATIONS
RECOMMENDATIONS








45 | Page



Findings & Conclusions from the Fish Bone Analysis
Material:-
No Structured InductionTraining Programme for new joinees :- Induction Training
Programme is an important process for bringing staff into an organisation. It provides an
introduction to the working environment and the set-up of the employee within the
organisation. The process covers the employer and employee rights and the terms and
conditions of employment.
An induction programme is part of an organisations knowledge management process and
is intended to enable the new starter to become a useful, integrated member of the team,
rather than being "thrown in at the deep end" without understanding how to do their job,
or how their role fits in with the rest of the company.
A good induction programmes can increase productivity and reduce short-term turnover
of staff.
Welcome Visits is such an important task of the company, and in order to make the
Welcome Visit Executives comfortable with the job an induction programme is a must
for them which currently is not there.









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Methods:- The following methods or processes relating to the Welcome Visits are
faulty and needs modification:-
Faulty Recruitment Process:- No proper recruitment process is currently followed.
Following is the current Recruitment process:-

There is no involvement of the Welcome Visit team in the recruitment process which is
really essential to select a right job fit candidate.
No Refresher Training:- Refresher Training is a short term course aimed at recalling and
reinforcement of previously acquired knowledge and skills and also updating knowledge
according to the current scenario.
Since the Welcome Visit Executives have a direct contact with the customers,
there is a constant need for them to get updated with the latest plans and all connection
related information.
No such refresher course has been conducted in the company from the past 6
months. So, it is one of the important reasons behind the low customer satisfaction.

Minimum
Qualifications :-
Senior
Secondary
Interviewees
come through
Reference
An interview is
conducted by
the HR
Department
Suitable
candidate is
selected

47 | Page


No Structured Training Programme:- Training is the act of increasing the knowledge
and job skills of the employees. No proper Training Programme has taken place in the
company in the last 6 months. Infact it is the most likely cause of Low Performance of
Executives because of its recurrence in the Fish Bone Analysis under more than one
head.
Manpower:-
Poor Executives Scenario :- Following is the information relating to their age on the
job, work experience, educational background, etc.


















Age on Job
59%
25%
16%
0-6 Months
6-12 Months
>12 months
Work Experience
66%
34%
1st J ob
2nd & 3rd J ob
Eduactional Qualification
12%
33% 55%
Post Graduates
Graduates
Senior Secondary

48 | Page




Executives do not have a prior Work Experience and therefore are not able to satisfy the
customers well. 66% of the Executives are into their first job.
Only 15% of the Executives are working with Airtel for a period more than one year. It
shows high attrition rate among the Executives. The reasons could be many ; low job
satisfaction , less scope of growth, etc.
55% of the Executives are Senior Secondary and thus are not exposed to the vagaries of
the market and thus are not able to yield a high rate of customer satisfaction.
Executives Poor Job Knowledge:- The Job Knowledge of Executives is lacking in
each Zone. However if we check out the rating of the Knowledge attribute, Amritsar
& Bathinda are extremely low with 30% customers rating them 1 & 2 scores and
barely 60% and 65% customers respectively giving them high scores. So, poor job
knowledge is another reason for low CSMM Scores and low performance.
Lack Basic Skills:- The executives lack basic soft skills in some of the Zones.

Measurement:-
No Audit been conducted:- The general definition of an audit is an evaluation of a
person, organization, system, process, project or product. So, audit is really important
to review and regulate the performance of any individual or process. However, there
is no system of Audit for the Welcome Visit Executives at Airtel. There is an urgent
need for the same because of the fact that customers are not fully satisfied with the
Welcome Visits and so Executives who are not good at their performance should be
realised of the fact so that they can improve their performance accordingly.






49 | Page



Limitations of the study

Inability to conduct exhaustive analysis due to short time period of study.
Lack of authentic information from the respondents of questionnaires and telephone
attendants.
Since the area of study covers 5 zones in Punjab, physical reach was not possible due
to which telephonic interviews were conducted.
The analysis or suggestions to the company will not be applicable uniformly
throughout India due to study of limited market/zones of operation.












50 | Page


Recommendations
New Recruitment Process :-

Currently the interview is conducted just by the HR department, however it is
recommended that the Welcome Visit team should also be a part of the recruitment
process because they are in a better position to recruit an Executive as they know the job
needs of an Executive better.
So, all this would help the organization to select a right job fit Welcome Visit Executive.

3 days Training Programme/ Induction Training programme:-

1
st
Day:
J ob Knowledge should be given to the executives on the first day. A detailed explanation
of the various bill plans, schemes, modes of payment etc. should be given to them.
Airtel product-Help Book should be explained to them.
The Airtel executives should fill the Job Knowledge Questionnaire towards the start and
end of the program which would reflect the level of knowledge gained and it will also
give an overview of the effectiveness of the program.It is explained further in detail.

Minimum
Qualifications:-
Senior Secondary
Interviews come
through
Reference
Interview
conducted by a
panel of HR
departmant and
the Welcome
Visit Team as well
Right job fit
candidate is
selected

51 | Page

Note:- While imparting training to the executives on job knowledge following lacking
areas of each zone should be kept in mind by the trainer :-
Amritsar:- Welcome Visit Executives have less job knowledge as compared to
other zones in terms of the results of the analysis. So they need to be given an
Exhaustive training session in the job knowledge.
Chandigarh:- Chandigarh is highest scoring with good scores but still discriminant
analysis shows a scope for improvement.
Bathinda:- Even Welcome Visit Executives of Bathinda have less job knowledge
as compared to other zones in terms of the results of the analysis. So they need to
be given an Exhaustive training session in the job knowledge.
Ludhiana:-Ludhiana has average scores and hence a fairly good amount of
improvement is needed as regards information delivery to the customers is
concerned.
J alandhar:- Even J alandhar just like Ludhiana has average scores and hence a
fairly good amount of improvement is needed as regards information delivery to
the customers is concerned.


So, training programmes can be so moduled as to suit the specific needs of each
Zone.

A special point can be highlighted here that as regards payment methods are concerned,
M- cheque is a payment mode which maximum of the customers across all the zones are
not aware of. So, this payment mode should specially be highlighted in all the training
programmes.


2
nd
Day:
First Half - Soft skills Training should be given to the Executives to improve the
behavior & outlook of executives, Communication, etc. They should be given tips on
Grooming, Personal hygiene, Dressing, Body Language, Greeting the customer, etc,
Business Etiquettes - Dos & Donts.
Second Half - In the second half a Senior executive should take over the program who
should enlighten the executives with his experiences of Welcome Visit and case studies
can also be taken up.
Role Plays should also be conducted based on learnings from the field & case study.



52 | Page

Note:- While imparting training to the executives on soft skills following lacking areas of
each zone should be kept in mind by the trainer :-
Amritsar:- Customers here are having a discomfort due to calling and visits at
odd times along with the Verification which they carry out from neighbours, etc.
So, this basic thing should be told to the Executive that they should not cause
discomfort to the customer in any way. Amritsar Zone executives also need a
training in soft skills as it is a zone which is having low scores in politeness,
courteousness and presentability.
Chandigarh:- Discomfort due to the Executives calling or visiting at odd hours is
not an issue in this zone. Otherwise also its top scoring in the attributes such as
politeness, courteousness and presentability.
Bathinda:- Customers are not as much discomfortable but they are to some extent
mainly from two reasons only i.e. calling and visiting at odd hours. So, some sort
of cautiousness should be recommended to such Executives. Even Bathinda zone
Executives like that of the Amritsar Zone need a training in soft skills as these
are the zone which are having low scores in politeness, courteousness and
presentability.
Ludhiana:- Customers are not as much discomfortable but they are to some extent
mainly from two reasons only i.e. calling and visiting at odd hours. So, some sort
of cautiousness should be recommended to such Executives. Otherwise, its top
scoring in the attributes such as politeness, courteousness and presentability.
J alandhar:- Customers are not as much discomfortable but they are to some extent
mainly from two reasons only i.e. calling and visiting at odd hours. So, some sort
of cautiousness should be recommended to such Executives. J alandhar executives
lack a bit of courtesy and politeness, so they need to be specially taught to be
polite and courteous with customers.

3
rd
Day:
Field visits in the respective zones can be observed by a senior on the last day of the
induction training programme. Along with that their doubts can be clarified while on field
visits.

The training module should be conducted separately for all the zones or some zones can
be combined due to the reason that there are separate J ob knowledge, Information needs,
and a different level of Soft skills which are reflected from the frequencies shown by the
Bar Graphs.
Training can be conducted in the following ways:-
Amritsar and Bathinda are almost lacking similar attributes. So, a combined
training programme can be conducted for them.

53 | Page

Ludhiana and J alandhar are almost lacking similar attributes. So, a combined
training programme can be conducted for them.
Chandigarh executives are the top scorers in each attribute and hence there can
be a separate training programme for them which would help them excel.

This training module can be used as an independent training module/ as an induction module as
well. If it is used as an Induction Module, then along with the Job knowledge given on the first
day, the executive will also be given a brief about the Bharti Culture and Values.






Welcome Visit
Induction Module
Bharti Airtel - Culture
And Values
Job Knowledge
Payment Methods
Bill Plan Details, Short
Codes Education,
Credit Limits, etc.
Process
Knowledge
How to carry out
Address and Credit
Verification

54 | Page





Conducting Refresher Training Programmes:- Refresher training should be
conducted at least once in 6 months to update the Executive with the changes taking
place in say, bill plans, etc. A session to recall their already acquired knowledge should
also be a part of such refresher training.

Job Knowledge Questionnaire:- A J ob Knowledge Questionnaire can be used as a
tool to assess the knowledge of the Executive in his job before taking the training
programme and after he has took the Training Programme.
A job knowledge Questionnaire basically consists of a set of Multiple choice questions
which need to be answered by the Executive and would help the organization in many
ways
Firstly, the comparative scores of the Questionnaire would help the organization to know
whether the training module was effective in providing the desired knowledge to the
Executive. If not improvisations in the module can be made.
For instance:-If the score of the J KQ was 5/10 on an average before the training i.e. out
of a set of 10 questions were asked, 5 on an average were correct and after the training
programme the score has improved to say 8/10, we can say the training programme
module was effective and if the scores are reduced, accordingly the module can be
modified.
By having a look at the filled questionnaires, the trainer will know what kind of
knowledge needs to be extended during the course of the training. Post training results
also helps us analyse the areas in which the knowledge needs to be enhanced.
This will make the executives confident about their knowledge.
J KQ as a basis of recognition:- The candidates with good J KQ results can be rewarded.
This will give them a motivation to learn.
So effectiveness of Trainings can be analyzed in a very inexpensive manner.
Note:- A copy of the J KQ has been attached in the Annexure.




55 | Page


Conducting Field Audits:- Field Audits can be conducted to evaluate the
performance of the Welcome Visit Executives. For this a Field Audit form has been
devised which can be made filled by the supervisor of the customer from some of the
selected customers he has visited. Its a kind of a check list which would enable the
supervisor to know about the performance of the Executive and accordingly he can
motivate him to work better.

Rewards and Recognition:- Some system of rewards should be there for such
Executives. They are a cadre of low level employees who will be highly motivated with
such an initiative of the HR department. A reward of whatsoever amount according to the
company budget would bring a sense of recognition for the Executives. Scores of the J ob
knowledge Questionnaire can become the basis of the reward.













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APPENDICES & ANNEXURE


57 | Page




Dear Sir/ Maam,
This is a survey being conducted by Airtel to know the effectiveness of the Welcome Visits
which were made at your house after you took a new postpaid Airtel connection.
Welcome visit, as you all might know is a visit paid by the Welcome Visit Executive of Airtel
to the new postpaid customer of Airtel within 48 hours of activation of the connection. It is an
activity carried out by the Welcome Visit Executive for the following purposes:-
Address Verification and Credit Verification:- Here the Welcome visit executive verifies
your documents.

Bill Plan Details:- He has to explain all the chargeable services in the customers
monthly bill like the Rate plan, Advance Rental, and Value Plus Services.
The outgoing call charges, Recurring Charges, Non-Recurring Charges, Usage,
Discounts& Adjustments, Service Tax, Late Fees, etc. are also to be told.

Bill Cycle, due Date and LPC:- Bill cycle is to be explained. Late Payment Charges are
also to be told.

Short Code Education:- Short codes (Codes sent to 121 as an SMS) , For e.g.

OT for Outstanding Amount.
MBILL for Mini Bill Statement.
UNB for Unbilled Amount.
Such Short Code Education is also required to be given by the Welcome Visit
Executive to the customer.

Payment Options:- Various Payment modes are also to be told.
By filling this questionnaire, please give us a chance to know where such Welcome Visit
Executives are lacking so that we can improve and serve you better tomorrow.

58 | Page

Customers Satisfaction Measurement
Questionnaire

Personal Information:

a) Customer Name:

b) Age Group: 18-25 25-30 30-40 above 40

c) Sex: Male Female

d) Occupation:

1. From how much time have you been using mobile services? _________________
2. Is this the first time that you have used Airtel services?
Yes No
3. Are you satisfied with your current connection? If not why?
______________________________________________________________________________
______________________________________________________
4. Were you satisfied with the address verification and credit verification process carried out by
our Welcome Visit Executive ?
Yes No



59 | Page

5. Do you feel any kind of discomfort due to any of the following?
Calling at odd times
Visiting at odd hours
Asking of any uncomfortable questions
Verification from neighbours/servant, etc.
6. Which of the following payment methods were told to you by the Welcome Visit Executive?
Cash Cheque Credit card Drop box Mobile cheque e-billing

7. Which of the following information was provided to you during the Welcome Visit?
Bill Plan Details Credit Limit First Bill Explanation Short SMS Codes

8. On a scale of 1-5 how would you rate the executive on the following attributes?
Polite ___ Courteous ___ Knowledgable ___ Presentable ___

9. How would you rate the overall satisfaction with the Welcome Visit?
Outstanding Very Good Good Average Below Average

Thank You for your Response!!!


60 | Page

JOB KNOWLEDGE QUESTIONNAIRE
Please tick mark the option which you find is the correct one.

1. Airtel is present in how many circles all over India?
22 circles 21circles
24 circles 23 circles

2. What is the name of the booklet which is given to the customer while welcoming him on
the airtel network?
Welcome kit My Welcome Help book
Airtel Welcome Help book Our welcome Help copy

3. On which day is the customer charged late fee?
16th day 21st day
18th day 19th day

4. What is the website for airtel?
www.airtel.in www.airtelbill.com
www.airtel.co www.airtelhelpbook.com

5. On which of the numbers is the customer required to call in order to activate Hello
tunes?
55055 12345
543211 54321


6. Which of the following numbers would the customer type on his mobile screen in order
to receive his unbilled statement?
*121*14# *121*16#

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*121*13# *121*12#

7. What is the name of the document which you are required to fill after you have met the
customer?
SEF CIF
CEF PEF

8. What is a new customers initial credit limit?

500 800
300 400

9. Which of the following sms is to be typed in order to register for m-cheque?
M-chq to 121 M-ch to 121
Pay airtel to121 airtel to 543219

10. Which of the following codes will you write in the CIF if the customer refuses to give
information?
HLD SNR
SND IDD


Thank You!!





62 | Page



Bibliography
Following sites have been referred to:-
www.airtel.in
www.bharti.com
www.bhartiairtel.in
www.allbusiness.com
www.workforce.com
www.impactfactory.com
http://workplaceculture.suite101.com/article.cfm/induction_training
www.google.com


Following books have been referred to:-

Human Resource Management ICMR
Human Resource Management Ashwathappa
The Management of Human Resources Robbins, Stephens
Business Research Methods Cooper, Schindler






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