A STUDY ON EMPLOYEE DEVELOPMENT

With special reference to Airtel (Patna)

SUBMITTED IN PARTIAL FULFILMENT OF REQUIREMENTS OF

POST GRADUATE DIPLOMA IN MANAGEMENT

CHANDRAGUPT INSTITUTE OF MANAGEMENT PATNA

BY

GROUP 7_B

20/12/2020

CHANDRAGUPT INSTITUTE OF MANAGEMENT PATNA

I
 DECLARATION

We hereby declare that the project entitled “EMPOLYEE DEVELOPMENT” submitted to

Chandragupt Institute of Management Patna in partial fulfilment of the requirements for the
award of post graduate diploma in management is my original work and has been prepared by
me under the faculty supervisor Dr. Jyoti Verma. We have not submitted the work earlier, either
to any other institute or university for the award of any diploma, degree or certificate. We have
followed the CIMP guidelines to prepare the report. We have also given due credit to the sources
of data, theoretical analysis, texts and other materials by citing them in the text of report and
producing the details in the reference section.

Place: Patna

Date: 20.12.2019

II
 ACKNOWLEDGEMENT

A project report is a golden opportunity for learning and self-development. We consider ourself
very lucky and honoured to have so many wonderful people lead us through in completion of this
project.

Our grateful thanks to the Hr manager of Airtel,Patna, who in spite of being busy with his duties,
took out time to hear, guide and keep us on correct path

I would also like to thank my Faculty supervisor Dr. Jyoti Verma and all the people who
provided us with the facilities being required for conductive conditions of my project.

And a special thanks to all those who shared their valuable information that helped in the
successful completion of this project.

Thank You,

Group7_B

III
 TABLE OF CONTENTS

S.NO CHAPTERS PAGE NO.

1 1.1 Introduction of the study 1-2
1.2 Benefit of the study
1.3 Objectives/Approaches
2 Company profile 3-4
3 Theme of the study 5-6
4 Analysis and Interpretation 7-16
5 Findings 17-18
6 Limitations 19
7 Recommendations 20
8 Conclusion 21-22
9 References 23

CHAPTER 1
INTRODUCTION
1.1 INTRODUCTION
Employee development is defined as a process where the employee with the support of his/her
employer undergoes various training programs to enhance his/her skills and acquire new
knowledge and skills.

Employee development is a joint initiative of the employee as well as the employer to upgrade
the existing skills and knowledge of an individual. It is of utmost importance for employees to
keep themselves abreast with the latest developments in the industry to survive the fierce
competition.

1.2 BENEFITS OF EMPLOYEE DEVELOPMENT

In today’s work environment, employee development is the number #1 factor for employee
retention, especially among Millennial. Top employee development methods used by
organizations most frequently include training programs and leadership development programs.
Investments in employee learning and development directly impact employee engagement and
productivity, improving overall business success metrics.

1.2 OBJECTIVES/APPROACHES OF EMPOLYEE

DEVELOPMENT

 Here are 7 approaches to development that will deliver the best growth and impact:
 1. Stretch assignments and projects. Think about what special assignments might exist in
the coming months and who on your team would benefit from serving on a cross-
functional team while developing additional skills.
2. Job Enrichment. These opportunities typically exist internally that will benefit an
employee's current role, while creating additional ways to develop. Examples could
include presentations at team meetings, joining a diversity committee or volunteering.
3. Mentoring or Coaching. Whether or not your company has a formal mentoring
program, start small. Mentoring and coaching provides demonstrated benefits around
quality of work, problem solving and communication skills.
4. Job Shadowing. Job shadowing can be a great way for your employees to learn critical
elements of other jobs, while further developing in their own. It is also a great way for
employees to more formally explore potential career opportunities internally, yet outside
of their current job.
5. Job Rotation. Providing an opportunity for your team to move and rotate through one or
more positions is another great strategy in employee development. Rotations can last for
days, months, or even a year or two.
6. Lateral move. Typically, with a lateral move an employee takes on a different position
with the same salary grade and similar level of responsibilities. In addition to retaining
employees longer, the real benefit of a lateral move provides new challenges and skill
development.
7. Promotions. When executed with the right plan, promoting your employees into a new
position is another way to reward great performance, develop skills and increase
motivations.

CHAPTER 2

COMPANYS PROFILE
Bharti Airtel Limited, formerly known as Bharti Tele-Ventures Limited (BTVL) is a leading
global telecommunications company with operations in 17 countries across Asia and Africa.
Headquartered in New Delhi, India. Bharti Airtel ranks amongst the top 3 mobile service
providers globally in terms of subscribers. In India, the Company's product offerings include 2G,
3G and 4G wireless services, mobile commerce, fixed line services, high-speed home broadband,
DTH and enterprise services, including national and international long-distance services to
carriers. In the rest of the geographies, it offers 2G, 3G and 4G wireless services and mobile
commerce. Its divisions include Mobile Services, Telemedia Services, Digital TV Services,
Airtel Business and Tower Infrastructure Services. Mobile Services offers postpaid, pre-paid,
roaming, Internet and m-Commerce services. Telemedia Services provides fixed-line telephone
and broadband services for homes in 87 cities pan-India. Its Direct-To-Home platform offers
digital TV services. Airtel Business provides information and communications technology
services. Its subsidiary, Bharti Infratel Ltd, provides tower and related infrastructure.
Bharti Enterprises has successfully focused its strategy on telecom while straddling diverse fields
of business. From the creation of 'Airtel', one of India's finest brands, to becoming the largest
manufacturer and exporter of world class telecom terminals under its 'Beetel' brand,
Bharti has created a significant position for itself in the global telecommunications sector. Bharti
Airtel Limited is today acknowledged as one of India's finest companies, and its flagship brand
'Airtel', has over 24 million customers across the length and breadth of India.
While a joint venture with TeleTech Inc., USA marked Bharti’s successful foray into the
Customer Management Services business, Bharti Enterprises’ dynamic diversification has
continued with the company venturing into telecom software development.
Bharti has successfully launched an international venture with EL Rothschild Group owned
ELRO Holdings India Ltd., to export fresh Agri products exclusively to markets in Europe and
Usa

Market Capitalization:
Approx. Rs. 1,670 billion Closing BSE share price = Rs. 880.75
• Sales: 02.62 Billion $
• Profits: 00.46 Billion $
• Assets: 04.46 Billion $
• Market Value: 41 Billion $
Awards and Recognition
• Wireless service provider of the year 2005 at the Frost and Sullivan Asia-Pacific ICT awards
• Competitive service provider of the year 2005 at the Frost and Sullivan Asia-Pacific ICT
awards
• Bharti Airtel added the highest ever net addition of 5.3 million customers in a single quarter
(Q4-FY0607) and also the highest ever net addition of 18 million total subscribers in 2006-07
• The company will invest up to $3.5 billion this fiscal (07-08) in network expansion.
• It has an installed base of 40,000 cell sites and 59% population coverage
• After the proposed network expansion, an additional 30,000 towers will result in the company
achieving 70% population coverage
• Bharti has over 39 million users as on March 31, 2007
• It has set a target of 125 million subscribers by 2010
• Prepaid customers account for 88.5% of Bharti’s total subscriber base, an increase from 82.7%
a year ago
• ARPU has dropped to Rs 406
• Non-voice revenues, (SMS, voice mail, call management, hello tunes and Airtel Live)
constituted 10% of total revenues during Q4, lower than 10.7% in the Q4 of the previous year
• Blended monthly minutes of usage per customer in Q4 was at 475 minutes
• Has completed 100% verification of its subscribers and in the process disconnected three lakh
subscribers

CHAPTER 3

THEME OF THE STUDY

  Employee development is a joint initiative of the employee as well as the employer to
upgrade the existing skills and knowledge of an individual. It is of utmost importance for
employees to keep themselves aware with the latest developments in the industry to
survive the fierce competition. Upgrading knowledge is essential to live with the changes
of time. Employee development goes a long way in training, sharpening the skills of an
employee and upgrading his/her existing knowledge and abilities. In a layman’s
language, employee development helps in developing and nurturing employees for them
to become reliable resources and eventually benefit the organization. Employees also
develop a sense of attachment towards the organization as a result of employee
development activities.
 Organizations must encourage their employees to participate in employee development
activities applications which one should be aware of Employee with the support of
his/her employer undergoes various training programs to enhance his/her skills and
acquire new knowledge and learnings. Every organization follows certain processes
which not only help in the professional but also personal growth of an employee.
Employee development activities help an employee to work hard and produce quality
work.

Employee development activities

Professional growth-Employee development activities must be defined keeping in mind an

employee’s current stage and desired stage. Knowing an employee’s current and desired stage
helps you find the gaps and in which all genres he/she needs to be trained on. Human resource
professionals must encourage employees to participate in internal or external trainings, get
enrolled in online courses to increase their professional knowledge and contribute effectively.
Personal growth-Employees start taking their work as a burden only when an organization
does not provide any added benefits or advantages which would help in their personal growth.
Soft skills classes, fitness sessions, loans with lower interest rates are certain initiatives which
not only motivate an employee to do quality work but also help in employee
development.Employee development not only helps in enhancing knowledge of employees but
also increases the productivity of organizations. Employees, as a result of employee development
activities are better trained and equipped and work harder to yield higher profits.

Our study was done with special reference to “Airtel”. Aquestionnaire was prepared and 10
employees were interviewed to gather information for this study.

CHAPTER 4

ANALYSIS AND INTERPRETATION

The concept of analysis and interpretation refers to the part of the report which takes care of the
detailed analytical examination of the survey, thereby, facilitating the analyst to arrive at
important conclusions and findings.
 1. ANALYSIS OF TRAINING GIVEN TO AIRTEL (PATNA) EMPLOYEES:
RESPONSES RESPONDENT PERCENTAGE (%)
IN-HOUSE 15 30%
OUTHOUSE 9 18%
ONLINE 11 22%
OFFLINE 15 30%
TOTAL 50 100%

KIND OF TRAINING GIVEN TO AIRTEL EMPLOYEES:

IN-HOUSE
OFFLINE 30%
30%

ONLINE OUTHOUSE
22% 18%

CONCLUSION:
From the above data it is interpreted that that:
 30% employees are given in-house training
 18% employees are given outhouse training
 22% and 30% employees are given online and offline training respectively.
This implies company is providing appropriate training to the employees.
7

2. ANALYSIS OF THE DURATION OF THE TRAINING AND DEVELOPMENT

GIVEN TO THE EMPLOYEE:
Responses Respondent Percentage (%)
Frequently 6 12%
Not-frequently 9 18%
Monthly 4 8%
Quarterly 12 24%
Half-yearly 11 22%
Annually 8 16%
 Total 50 100%

Duration of training and development program

Annually Frequently
12% 16%

Half-yearly
18%
Not-frequently
22%
Quarterly Monthly
8% 24%

CONCLUSION:
From the above data it is interpreted that:
 24% employees undergo for monthly development program.
 12% employees are given training and development program once a year.
 22% employees are not frequently given training and development .
So, we can say that most of the employees are given training and development for the overall
development of the employees
8
3. ANALYSIS OF EFFECTIVE AND ADEQUATE COMMUNICATION BETWEEN
MANAGEMENT AND INTER DEPARTMENTS:
Responses Respondent Percentage (%)
Yes 40 80%
No 4 12%
No comments 6 8%
Total 50 100%
 Is there adequate communication between departments?

No comments
12%

No
8%

Yes
80%

CONCLUSION:
From the above data it is interpreted that:
 8% employees are saying that there is no adequate communication with management
& otherdepartments.
 12% employees are not commenting.
 80% employees are saying that there is adequate communication with managers and
other departments.
So, we can say that organization is providing better communication between employer and
employee and well as inter department communication.

9
4. ANALYSIS OF GOOD WORK ENVIRONMENT AT AIRTEL (PATNA).
Responses Respondent Percentage (%)
Yes 37 74%
No 3 6%
No comments 10 20%
Total 50 100%
 Working environment is good in Airtel (Patna)or not?

No comments
20%

No
6%

Yes
74%

CONCLUSION:
From the above data it is concluded that:
 6% employees are not happy with working environment in the organization.
 20% employees are not giving their opinion.
 74% employees are happy with working environment .
So,we can say that working environment of Airtel is good for employees.

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6. ANALYSIS OF ACHIEVEMENT OF CAREER GOALS:

Responses Respondent Percentage (%)

Yes 25 50%
No 10 20%
No comments 15 30%
Total 50 100%
 Will you achieve your career goals by working in this company?

No comments
30% Yes
50%

No
20%

CONCLUSION:
From the above data, it is interpreted that:
 20% employees are saying that they will not achieve their career goals by
working in this company.
 30% employees have not given their opinions.
 50% employees are saying that they will achieve their career goals by working in
this company.
So,we can say that company is providing career platform for employees.
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6. ANALYSIS OF TEAM BONDING AND HELPFULNESS OF COLLEAGUES:

Responses Respondent Percentage (%)

Yes 32 64%
No 6 12%
No comments 12 24%
Total 50 100%
 Your colleagues are helpful or not?

No comments
24%

No
12% Yes
64%

CONCLUSION:
From the above data, it is concluded that:
 12% employees are saying that colleagues are not helpful.
 24% employees have not given their opinion.
 64% employees are saying that their colleagues are very cooperative and helpful
So,we can say that there are helpful employees.

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7. ANALYSIS OF FINANCIAL AND NON-FINANCIAL INCENTIVES:

Response Respondent Percentage (%)

Yes 41 82%
No 5 10%
No comments 4 8%
Total 50 100%
 Is there any partiality wth employees?
No comment
8%
No
10%

Yes
82%

CONCLUSION:
As per survey the opinions of employees are:
 10% employees are saying that they don’t get financial as well as non-financial
incentives.
 8% employees have not given their opinion.
 82% employees are saying that they get financial as well as non-financial incentives
in the form of salary, increment, promotion, extra holidays, etc.
So,we can say that majority of employees working at Airtel (Patna) get financial as well as non-
financial incentives in the form of salary, increment, bonus, promotion, extra holiday, etc.
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8. ANALYSIS OF TEAM WORKING TOWARDS COMMON GOALS:

Response Respondent Percentage (%)
Yes 45 90%
No 1 2%
No comments 4 8%
Total 50 100%
 Is there team working towards common goals

No comments
No 8%
2%

Yes
90%

CONCLUSION:
From the above data it is interpreted that:
 2% employees are saying that there is team working towards common goals in the
organization.
 8% employees have not given their comments.
 90% employees are saying that there is team working towards common goals in
this company.
So,we can say that company’s goals and employee’s goal match each other.
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9. ANALYSIS OF REQUIREMENT OF ANY CONTEST OR TOUR FOR

ENTERTAINMENT:
Responses Respondent Percentage (%)
Yes 45 90%
No 5 10%
No comments 0 0%
Total 50 100%
 Do you require any contest or tour for entertainment?

No
10%

Yes
90%

CONCLUSION:
From the above data, it is clear that:
 10% is against of this question.
 90% employees are saying that they want any tour for at least for a week or any contest,
so they will get relax.
So,we can say that,employees are looking for tour or any interesting contest.

15
10 ANALYSIS OF SATISFACTION OF EMPLOYEES WITH THEIR JOB :
Responses Respondent Percentage (%)
Yes 39 78%
No 5 10%
No comments 6 12%
Total 50 100%
 Are you satisfied with your job

Yes
34%
No comments
61%

No
4%

CONCLUSION:
From the above data, it is interpreted that:
 10% employees are not satisfied with their job.
 12% employees have not given their comments.
 78% employees are satisfied with their job.
So,we can say that company has recruited most of the right candidate for job.

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CHAPTER 5

FINDINGS FROM THE STUDY

A highly skilled workforce is widely seen as being essential for prosperity in a globalize world
characterized by rapid technological change. The implication is that high and growing incomes
can only be sustained by high and growing levels of worker productivity, which in turn demand
ever-increasing levels of worker skills.
Typical Reasons for Employee Training and Development
Training and development can be initiated for a variety of reasons for an employee or group of
employees, e.g.:
a) When a performance appraisal indicates performance, improvement is needed
b) To “benchmark” the status of improvement so far in a performance improvement effort
c) As part of an overall professional development program
d) As part of succession planning to help an employee be eligible for a planned change in role
in the organization
e) To “pilot”, or test, the operation of a new performance management system
f) To train about a specific topic
 
General Benefits from Employee Training and Development
There are numerous sources of on-line information about training and development. Several of
these sites suggest reasons for supervisors to conduct training among employees. These
reasons include:
1. Increased job satisfaction and morale among employees
2. Increased employee motivation
3. Increased efficiencies in processes, resulting in financial gain
4. Increased capacity to adopt new technologies and methods
5. Increased innovation in strategies and products
6. Reduced employee turnover
7. Enhanced company image, e.g., conducting ethics training (not a good reason for ethics
training!)
8. Risk management, e.g., training about sexual harassment, diversity training.

17

Training and development can be initiated to address a ‘Performance Gap’ (learning needed to
meet performance standards for a current task or job), ‘Growth Gap’ (learning needed to
achieve career goals) or ‘Opportunity Gap’ (learning needed to qualify for an identified new
job or role).
In training and developing employees, it is important that managers and supervisors know
how:
 To assess employee training needs
 To set performance goals and
 To plan developmental strategies accordingly.
 18

CHAPTER 6

LIMITATIONS FROM THE STUDY

 The respondents were limited and cannot be treated as the whole population.
  The respondents may be biased.
 Time was the major constraint.
 The accuracy of indications given by the respondents may not be consider adequate

19

CHAPTER 7

RECOMMENDATION FROM THE STUDY

 Economies in the twenty-first century are under relentless pressure to increase the skill
levels of their workforce. A highly skilled workforce is widely seen as being essential for
prosperity in a globalize world characterized by rapid technological change. The
implication is that high and growing incomes can only be sustained by high and growing
 levels of worker productivity, which in turn demand ever-increasing levels of worker
skills. Planned people development should be one of the basic concepts of any
organization’s professional management system.
 AIRTEL, in keeping up with the latest trend, have embraced many developmental
strategies and also started their application in the organization. However, they are still a
long way from achieving that totally synergistic and highly efficient workforce, where
every employee willingly takes the responsibility of his / her development and also, in the
spirit of teamwork, helps his / her team members.
 In reference to measuring training effectiveness, there should be specific criteria for
measuring successful accomplishment of the objective. If there is a written, specific,
measurable objective, the subordinate would have a more specific goal to work toward
and would be more likely to accomplish the goal to the supervisor’s satisfaction. Both
persons would probably tend to view the developmental process as a success and would
therefore be encouraged to continue working toward further development.
 There should be individual development plans. While there may always be areas of
growth or development common to many at the same time, these ought not to be the sum
total of the people developing process taking place. It is often an easy excuse for
managers to point to plant–wide or company–wide “people” programs as a way of
absolving themselves of their people developing responsibility. Everyone has develop-
mental needs in order to help achieve the mission of the organization.
 Another operable word should be review. The manager is required to follow up on the
people development plans. They are not to be spoken of enthusiastically for a brief period
and then forgotten. If documented on company forms, they ought not to be forwarded to
some staff office as though floating off into never–never land. They require monitoring
so that progress any be checked periodically.
 Finally, individual plans should be reviewed at least annually. This is an attempt to offer
some time frame for periodic review, so as not to make the task too time–consuming.
Furthermore, a lot can happen in twelve months, so that this time span is not too soon for
considering new situations that might warrant changing or updating the plan. Many
practicing managers indicate a twelve-month time frame as a practical one, especially
when the development plan is discussed in the context of the annual performance
evaluation.
 

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CHAPTER 8

CONCLUSION FROM THE STUDY

  In order to reach the business objective of the company, AIRTEL is having corporate
culture. For this reason, individual divisions have their own objectives to maintain this.
The divisional objectives are far different compared to each other, according to their
nature of job and functional role. No doubt it is a great big teamwork, which makes the
business objective happen. Considering AIRTEL’s success we can confidently say that
we have such a winning team to be proud of.
 The concept of the learning organization arises out of ideas long held by leaders in
organizational development and systems dynamics. One of the specific contributions of
organizational development is its focus on the humanistic side of organizations. Learning
organizations can be considered as part of the evolving field of OD.

 20 respondents have attended training & Development program and 10 respondents have
not attended training program.
 4 respondents say that they are working in Airtel from 0-5 years, 10 respondents say that
they are working in Airtel from 5-10 Years, 6 respondents say that they are working in
Airtel from 10-15 Years, 10 respondents say that they are working from more than 15 years.
 21 respondents say that feel training is necessary for any employees for developing his
skills.
 4 respondents say that training is organized quarterly, 10 respondents say that Training is
Half yearly, 6 respondents say that training is organized annually, 10 respondents say
training is organized every 2 year.
 7 respondents say that training is being provided from 0-5 years, 14 respondents say that
training is being provided from 5-10 years, 9 respondents say that training is provided from
10-15 years.8 respondents say that On the Job Training is most suitable, 7 respondents say
that Off the Job Training is most suitable and it depends on the needs.
 12 respondents say that step by step instruction is most suitable for training, 12 respondents
say that Coaching / Lecture is most suitable for Coaching / Lecture and 6 respondents say
that Conference / Discussion is most suitable for training.

21

 20 respondents say that they have experienced fruitful changes in work efficiency after
being trained. This shows that work efficiency increases after training.
 22 respondents say that training improve performance of employees and 8 respondents say
that training don’t improve performance of employees.
 16 respondents say that training is provided for short duration and 14 respondents say that
training is for long duration.
 14 respondents say that rigorous training is provided, 16 respondents say that smooth
training is provided.
 22 respondents say that training enhance organization effectiveness and 8 respondents say
that training don’t enhance organization effectiveness.
 18 respondents say that they get innovative ideas during training and 12 respondents say
that they don’t get innovative ideas during training.
 16 respondents say that training build up team work and 14 respondents say that training
don’t build up teamwork.
 Most of the respondents feel that training results in adoption of new working methods.
 18 respondents are satisfied with the training procedure, 12 respondents are not satisfied
with training procedure.
 8 respondents say that employees in their organization don’t attend whole day training and
22 respondents say that employees in their organization don’t attend whole day training.
 15 respondents say that training process takes 10-15 days, 8 respondents say that training
process takes 5 to 10 days, 8 respondents say that training process takes 15 to 20 days and 2
respondents say that training process takes 20 to 25 days.
 12 respondents say that on the job training is provided in the organization and 18
respondents say that off the Job training is provided in the organization.
 22 respondents say that Airtel provides supportive material before training program.

22
 CHAPTER 9

REFERENCES

[1] Aswathapa K. (1997) Human Resource and Personnel Management, Tata McGraw Hill,
New Delhi.
[2] Kothari, C.R. (2000): „ Research Methodology‟ Vishwa Prakashan, New Delhi.
[3] Casio, Wayne F. (1995) Managing Human Resources, 3rd Edition, Tata McGraw Hill,
New Delhi.
[4] Sainy H.C. and Kumar Sharad, Human Resources Management and Development,
Quality Publishing Company.
[5] Robbins Stephen P. (1987) The Management of Human Resource, 4th Tata Mcgraw Hill,
New Delhi.
[6] Mamoria, C.B. (1999): „Personal Management‟ Himalaya Publication, New Delhi.
[7] Diwedi, R.S. (1997): „ Managing Human Resource‟ Galgotia Publishing Ltd, New Delhi.
[8] www.airtel.in
[9] http://traininganddevelopment.naukrihub.com

23

APPENDICES

QUESTIONNAIRE
Employee Name –
Age – a) 18-25 b) 26 – 35 c) 36-45 d) 46-55 e) Above 55
Gender – a) Male b) Female

1. Which type of training is given?

a) In-house
b) Outhouse
c) Online
d) Offline
2. Duration of training and development program

a) Frequently
b) Not-frequently
c) Monthly
d) Quarterly
e) Half-yearly
f) Annually
3. Is there effective and adequate communication between management and inter departments?
a) Yes
b) No
c) No comments
4. Working environment is good or not?
a) Yes
b) No
c) No comments
5. Will you achieve your career goals by working in this company?
a) Yes
b) No
c) No comments
6.Is their team bonding and colleagues are helpful or not?
a) Yes
b) No
c) No comments

7.Is financial and non-financial incentives given to employees?

a) Yes
b) No
c) No comments
8. Is the team working towards common goals?
a) Yes
b) No
c) No comments
9.Do you require any contest or tour for entertainment?
a) Yes
b) No
c) No comments
10.Are you satisfied with your job?
a) Yes
b) No
c) No comments