Proj Telecom Combined

7/30/2019 Proj Telecom Combined

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CONTENTS:-

TELECOM INDUSTRY OVERVIEW5

INTRODUCTION.5

Current Scenario..5

GROWTH IN TELECOM..6

Growth Drivers..6

Subscriber Base.6

Mobile Value Added Services(MVAS)6

Mobile Number Portability(MNP)6

Handsets6

MAJOR PLAYERS OF TELECOM SECTOR IN INDIAN MARKET7

Bharti Airtel7

Reliance Communications7

Vodafone8

Idea Cellular8

BSNL9

MAJOR PLAYERS OF TELECOM SECTOR IN GLOBAL MARKET10

China Mobile10

Vodafone.10

America Movil.11

Bharti Airtel11

Telefonica11

HR PRACTICES AIRTEL.12

HR Practices Followed12

Strong Team Building Activities.13

Walk The Talk.13

Flexible Compensation Structure.13


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HR Steering Committee (HRSC)13

PACE (Progressive Assessment Of Culture & Environment)13

Goal Setting.14

Family Group Meetings14

Open House.14

HR Interface & HR Intranet.14

Managers Communication Forum.14

Training & Learning.14

Internal Job Postings (IJP).15

Work Environment-Life At Airtel15

Healthy Practices15

HR Role At Airtel The Three Legs Of A Stool16

HR PRACTICES RELIANCE COMMUNICATIONS16

Reliance communication H.R.policy16

RECURITMENT & SELECTION.16

Internal sources.16

External sources17

Selection17

Reference check17

Selection decision18

Medical check18

Placement18

Training18

PERFORMANCE APPRAISAL19

MOTIVATION20

WAGE & SALARY20

HR PRACTICES BSNL21

Organizational Hierarchy21

HR Practices21


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Selection &Recruitment22

Talent Acquisition22

External sources22

Selection process22

Motivation22

Grievance23

Training23

Performance appraisal24

Wages & Salary24

Administration24


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TELECOM INDUSTRY OVERVIEW

INTRODUCTION

The Indian telecommunications industry is one of the fastest growing in the world.

Government policies and regulatory framework implemented by Telecom Regulatory Authority

of India (TRAI) have provided conductive environment for service providers. This has made the

sector more competitive, while enhancing the accessibility of telecommunication services at

affordable tariffs to the consumers. In the last two decades, the Indian Telecom Sector and

mobile telephony in particular has caught the imagination of India by revolutionizing the way we

communicate, share information; and through its staggering growth helped millions stay

connected. This growth, however, has and continues to be at the cost of the Climate, powered by

an unsustainable and inefficient model of energy generation and usage. Simultaneously, this

growth has also come at significant and growing loss to the state exchequer, raising fundamental

questions on the future business and operation model of the Telecom sector.

The telecom industry has witnessed significant growth in subscriber base over the last decade,

with increasing network coverage and a competition-induced decline in tariffs acting as catalysts

for the growth in subscriber base. The growth story and the potential have also served to attract

newer players in the industry, with the result that the intensity of competition has kept

increasing. The sector expected to witness up to US$ 56.3 billion investments and the market

will cross the US$ 101 billion mark in five years.

Current Scenario

The Indian telecom sector has witnessed tremendous growth over the past decade. Today, the

Indian telecom network is the second largest in the world after China. A liberal policy regime

and involvement of the private sector have played an important role in transforming this sector.

The telecom industry has witnessed significant growth in subscriber base over the last decade,

with increasing network coverage and a competition-induced decline in tariffs acting as catalystsfor the growth in subscriber base. The growth story and the potential have also served to attract

newer players in the industry, with the result that the intensity of competition has kept

increasing. Also, broadband segment has seen significant growth with total internet subscribers

reaching 20.99 million in September 2011, which includes 13.30 broadband subscribers.


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Liberalization of the sector has not only led to rapid growth but also helped a great deal towards

maximization of consumer benefits, evident from a huge fall in tariffs.

GROWTH IN TELECOM

Growth Drivers:

Key factors, which will fuel the growth of the sector include increased access to services owing

to launch of newer telecom technologies like 3G and BWA, better devices, changing consumer

behavior and the emergence of cloud technologies. A majority of the investments will go into the

capital expenditure for setting up newer networks like 3G and developing the backhaul, among

other things.

Subscriber Base:

The mobile subscriber base in India is estimated rise by 9 per cent to 696 million connections

this year, according to technology researcher Gartner. The mobile service penetration in the

country is currently at 51 per cent and is expected to grow to 72 per cent by 2016.

Mobile Value Added Services (MVAS):

India's current MVAS industry has an estimated size of US$ 2.7 billion. The industry derives its

revenues majorly from the top five to six products such as game based applications, music

downloads, etc. which continue to form close to 80 per cent of VAS revenues. The Indian

MVAS industry estimated to grow to US$ 10.8 billion by 2015, with the next wave of growth in

subscriptions expected to come from semi-urban and rural areas.

Mobile Number Portability (MNP):

Mobile Number Portability requests increased from 41.88 million subscribers at the end of

March 2012 to 45.89 million at the end of April 2012. In the month of April 2012 alone, 4.01

million requests have been made for MNP.

Handsets:

The mobile handset market's revenues in India will grow from US$ 5.7 billion in 2010 to US$

7.8 billion in 2016, according to the study. India is the second largest mobile handset market in


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the world and is set to become an even larger market with unit shipment of 208.4 million in 2016

at a CAGR of 11.8 per cent from 2010 to 2016.

The Indian handset market witnessed a 14.1 per cent growth in 2011 to touch a total volume of

182 million handsets. The market continues to be dominated by Nokia with a share of 37.2 percent, followed by Samsung with 14.9 per cent, G'Five with 7.5 per cent, and Micromax with 5.8

per cent.

Domestic and Chinese handset makers such as Micromax, G'Five, Karbonn, Spice, Maxx and

Lava, have garnered a strong presence in the Indian market due to their feature-rich, localized

products and low price points.

MAJOR PLAYERS OF TELECOM SECTOR IN INDIAN MARKET

1. Bharti Airtel

Ownership: Privately-held by Sunil Bharti Mittal

Date of Establishment: 7th July 1995

Market Share: 19.50 percent

Brief Description: Airtel is the largest telecom service provider in India and operates in 20

countries across south Asia, Africa and the Channel Islands and provides 2G, 3G and 4G

services. Ranking third mobile telecommunications company in the world, it has nearly 261

million subscribers out of which 200 million are in India. The biggest mobile telephony provider,

it is known as being the first mobile phone company in the world to outsource all its business

operations except marketing. It is the first telecom service provider to achieve a Cisco Gold

certification. Among the countries where Airtel marks its presence, some are, Bangladesh, Sri

Lanka, Chad, Democratic Republic of Congo, Ghana, Nigeria, Zambia etc. Airtel collaborated

with RIM and launched its Blackberry services in October 2004. According to the annual survey

conducted by brand Finance, it is the sixth most valuable brand.

2. Reliance Communications

Ownership: Privately-held by Reliance Group

Date of Establishment: 2004



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Brief Description: Reliance Communications is a subsidiary of Reliance Anil Dhirubhai

Ambani Group and provides telecom services across the country. Headquartered in Navi

Mumbai, it ranks 16th on the global platform in terms of mobile operations and provides 2G and

3G services in the country. RCOM also provides National Long Distance and International Long

Distance operations. Its customer base touches 150 million. It ranks among the top 5 telecom

companies worldwide in terms of number of customers and its clientele is not limited to the

individual customers but expands to corporate as well. It has services spanning all across the

country and Reliance can be credited for bringing the telecom revolution in the country with its

unbeatable pricing during times when mobile phones was a luxury for the business class people.

It is the only operator which provides speed up to 28 Mbit/sec with its 3G MIMO technology.

3. Vodafone

Ownership: Privately-held by Vodafone group



Brief Description: Vodafone India, previously known as Vodafone Essar and Hutchinson Essar

is one of the well renowned telecom service providers in India headquartered in Mumbai. In

2011, Vodafone Group agreed to buy the share of its partner Essar from the Indian mobile phone

business. Vodafone paid $5.46 billion to take 33% stake in the Indian subsidiary. It left

Vodafone with 74% of the Indian business, while the other 26% is owned by Indian investors.

The company is valued to be $18.8 billion. The transaction took its final shape in 2007.

Vodafone offers both prepaid and postpaid GSM cellular phone coverage throughout India with

good presence in the metropolitan cities. It launched 3G services in the country in the January-

March quarter of 2011 and has plans to spend up to $500 million within the next two years on its

3G networks.

4. Idea Cellular

Ownership: Privately-held by Aditya Birla group and others.


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Brief Description: Idea Cellular is an Indian telecom service provider headquartered in

Mumbai. Previously ran by Tata Cellular, it was bought by Birla-AT&T in 2000. This merger of

Birla-Tata-AT&T was popularly known as Batata and was rebranded as IDEA. However, in the

subsequent years, AT&T and Tata sold their stake in Idea and it became an entity of Aditya Birla

group. The three companies held an equal stake in the company before AT&T decided to sell its

stake. Both Tata and Birla bought AT&Ts stake with 16.45 percent each. Tata was still holding

Idea when the company filed for a license to operate in Mumbai. For this reason, Idea could

enter late in Mumbai after the intervention of the Department of Telecom. Tata left Idea but only

for a major sum of money amounting to 44 billion. Currently, Birlas hold 49.05 percent shares

in Idea and the remaining is held by Axiata Group and Providence equity.

5. BSNL

Ownership: Publically-held by Government of India

Date of Establishment: Incorporated on 15th September 2000


Brief Description: BSNL or Bharat Sanchar Nigam Limited is a publically held telecom service

provider in India. With its headquarters in New Delhi, it is the largest provider of fixed-line

services and subsequently provides broadband services across the nation. Before the

liberalization of Indian economy BSNL held the monopoly across the country except for Delhi

and Mumbai which were covered by MTNL. It is Indias oldest communication service provider

and enjoys a customer base of 95 million throughout India. Among the services that BSNL

provides, some are, Universal Telecom Services, Cellular Mobile Telephone Services, WLL-

CDMA Telephone services, Internet, Intelligent Network, 3G, IPTV, FTTH, Helpdesk, VVoIP,

WiMax. BSNL has 24 telecom circles, 2 metro districts, 6 project circles, 4 maintenance regions,

5 telecom factories, 3 training institutions and 4 specialized telecom units.


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MAJOR PLAYERS OF TELECOM SECTOR IN GLOBAL MARKET

China MobileChina Mobile is a state-owned telecommunication company that provides multimedia

services through its nationwide mobile telecommunications network. The company is the

worlds largest mobile operator group with 683.08 million connections and is listed on

both the NYSE and the Hong Kong stock exchange. It generates revenue of $22.05

billion

VodafoneThe Vodafone group comes in second with 386.88 million connections. It is a British

multinational telecommunications company and operates networks in over 30 countries


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and partner networks in more than 40 additional countries. Vodafones revenue is $13.92

billion.

Amrica MvilOwned by Mexicos richest man Carlos Slim, the Amrica Mvil Group has 251.83

million connections and revenue of $7.98 billion. The company is headquartered in

Mexico City and its subsidiary Telcel is the largest mobile operator in Mexico

Bharti AirtelIndias first provider and the fourth all over, Bharti Airtel commands 250.04 million

connections and has a revenue of $3.04 billion. Airtel also operates in 20 countries across

South Asia, Africa and the Channel Islands. The company is also the first to achieve

Cisco Gold Certification.

TelefnicaRepresenting Spain is the Telefnica Group with 243.51 million connections and revenue

of $11.40 billion. Telefnica also has operations in Europe, the USA and Latin America

and is the former public monopoly of telecommunications in Spain


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HR PRACTICESAIRTEL

HR Practices Followed

Strong Team building activities Walk the talk Flexible compensation structure HR steering committee (HRSC) PACE (Progressive Assessment of Culture &Environment) Goal Setting Family group meetings Open houses HR interface & HR intranet Managers communication forum Training & Learning


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Strong Team building activities

The HR department sets up cross-functional teams in times of product or servicelaunches.

Such teams typically constitute high performers from each department, whocollectively make it happen.

Walk the talk

The senior management is advised to walk the talk and invite criticism from theemployees

Better interaction with the senior managers, they began to play a more pro-active rolein teambuilding efforts

HR success was powered by a well-defined rewards and recognition system.

Flexible compensation structure

Each employee is given individual targets that are linked to these five performance parameters: profitability, market share, brand saliency, customer satisfaction and

employee satisfaction.

Performance-related bonuses, 60 per cent of the employees are on a variable paystructure.

HR steering committee (HRSC)

HR steering committee (HRSC) of the company that has acted as the fulcrum of theHRD efforts in the organization

HRSC consists of the CEO, the COO and all other functional heads. The committee meets once a week to discuss various initiatives and the plan of

action.

PACE (Progressive Assessment of Culture & Environment)

Conducts an internal employee satisfaction survey called PACE (Progressive Assessment of

Culture and Environment), the inputs of which go into the company's annual strategy.


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Goal Setting

This goal setting helped in communicating to each employees, experiencing them and

establishing role clarity

Family group meetings

Each HOD conducts meetings with his direct reportees once a month, wherein issues other

than those related to work are discussed.

Open house

The open house conducted between the departments and HR takes up individual grievances.

HR interface & HR intranet

In HR interface, every member of the HR department has been assigned two departmentseach to discuss and sort out all HR, personnel and administration issues.

The HR Intranet provides information on HR policies, organizational structure, trainingcalendar and the house journal.

Managers' communication forum

Key HR initiatives include to undertaken once a quarter, facilitates direct interaction ofthe employees with the top management.

Discuss issues relating to the performance of the previous quarter, directions for the nextquarter, an update on the regulatory environment and the key initiatives for the period.

Training & Learning

During the learning phase, the most important part HR plays is to actually check if peopleenjoys their roles and no one treat his position as a mere job.

HR department mold the young entrants and relatively less experienced professionals tothe company.

Backed by a strong training programme, they let their employees decide their trainingneeds.


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To encourage learning within the organization, the company has set up a state-of-the-artlearningcentre.

Employees can get logged on to customized training programmes developed by BritishTelecom (BT)

Internal job postings (IJP)

There is a strong IJP system at Airtel and jobs are uploaded onto the website, whereinpeople can apply and move across different businesses.

Started promoting talent councils which identify the people who are ready to take upsenior positions.

These people are then put through in-house training and are also participants of a planwhich aims at total development by seeking out the right experiences.

Work EnvironmentLife at Airtel

Encourage employees to diversify their skill sets by moving across industry segments,after having proven their capabilities in their current roles

HR systems aim to create a sharp, performance oriented culture with the right reward mechanisms that are benchmarked against the best. Variety of interesting and challenging opportunities in an intellectually stimulating

workplace, and a chance to give back to community in a socially responsible manner.

Healthy practices

A philosophy of constant monitoring has been established. Measurement Boards forevery

department are prominent where the performance indicators are displayed graphically. Formal job description documents have been issued to all employees that clearly mention

the key result areas

Airtel also seeks to certify and re-certify every employee on quality and IT on acontinuous basis.


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The quality of service and customer care is a reflection of the quality of people and beliefin constant improvement and upgradation.

HR role at Airtel : the three legs of a stool Expertise Role : Which focuses on people who specialize in certain fields like

compensation and benefits, leave management etc.

Shared Services : Relating to transactional business services. Business Partners : People who directly deal with the business.

In effect the three legs continuously meet people working in the various legs to takes feedback

on diverse matters in order to develop solutions which are then applied across the company.

HR PRACTICESRELIANCE COMMUNICATIONS:

Reliance communication H.R.policy

Recruitment & Selection Training Performance appraisal Motivation Wage and salary

RECURITMENT & SELECTION:-

Employee in Reliance infocomm:-

Internal sources External sources

Internal sources:

Promotion


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Transfer Retired manager Recall from long leave Internal advertisement

External sources:

Management consultant Advertisement Management institute Recommendation Deputation personnel

Selection:For filling up position for MT (Management Trainee), following procedure is followed by

Reliance Communication:

HR representative of Reliance Communication gives Description about Job to allcandidates.

Written Test i.e. (MAT) Mental Ability Test is taken for those candidates who has gotaggregate 60% in all semesters.

GD (Group Discussion) is conducted for those candidates who had successfully passMAT.

At last PI (Personal Interview) is conducted for those candidates who had passed out GDand Personal Interview is taken by respective head of department and HR Head.

For filling up position for GET (Graduate Engineering Trainee), following procedure isfollowed by Reliance Communication:

Except GD all the other process of selection are followed for filling up position forGraduate Engineering Trainee.

MT position includes candidates having Educational qualification in MBA and GETPosition includes candidates having Educational qualification in BE (E&C, Electronics).

Reference check:


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Once the hiring decision is taken, the candidate is contacted and informed about the decision to

conduct a reference check with the referees whose names have been provided in the personal

history form.

Selection decision:

After obtaining information through the preceding steps, selection decision is to be made.

Medical check:

All selected candidates are required to undergo a pre-employment medical check-up as a part of

selection process.

Placement:

MT is placed in either of the following departments:

Prepaid Postpaid PCO Customer Care Commercial HR Web world

GET is placed in Network Department.

Training:The need for training of employees is universally accepted and practical training in the form of

information, instructions and guidance is given to all categories of employees. It is a must forraising efficiency of employees. Training is necessary in present competitive and ever changing

industrial world. The following points (reasons) justify the need for training:


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Training is needed as a good supplement to school/college education. Training at theindustry level is practical and is needed for creating confidence among employees. It is

also needed for personal growth and development of employees.

Training is needed due to continuous changes in the field of science and technology.Workers can work as per new methods or can use new machines only when suitable

practical training is given to them. Training is the only method by which the knowledge

and skills of workers are updated.

Training is needed in order to introduce modern methods or for the introduction ofrationalization and computer technology in the industrial units.

Training is needed for raising the efficiency and productivity of industrial employees. It is needed for improving the quality of production and also for avoiding accidents and

wastages of all kinds in the industrial units.

Training is needed for personal safety of employees and also for avoiding damage tomachines and property of the company.

Training is needed as it creates highly skilled manpower in an organization. Such skilledmanpower is the real asset of an industrial unit.

Training is needed for preventing manpower obsolescence, for improving health andsafety of workers, for improving organizational climate and finally for meeting future

personnel needs of the organization.

PERFORMANCE APPRAISAL:Objectives of Performance Appraisal:

Data relating to performance assessment of employees are recorded, stored, and used for several

purposes. The main purposes of employee assessment are:

To effect promotions based on competence and performance. To confirm the services of probationary employees upon their completing the

probationary period satisfactorily.

To assess the training and development needs of employees. To decide upon a pay raise where (as in the unorganized sector) regular pay scales have

not been fixed.


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To let the employees know where they stand insofar as their performance is concernedand to assist them with constructive criticism and guidance for the purpose of their

development.

To improve communication. Performance appraisal provides a format for dialoguebetween the superior and the subordinate, and improves understanding of personal goals

and concerns. This can also have the effect of increasing the trust between theatre and the

rate.

Finally, performance appraisal can be used to determine whether HR programmers suchas selection, training, and transfers have been effective or not.

Broadly, performance appraisal serves four objectives-

I) Development usesII) Administrative uses/decisionsIII) Organizational maintenance/objectivesIV) Documentation purposes.

MOTIVATION

Motivation play a great role in the development on an employee in RELIANCE compare tonal

.Reliance give both financial as well as non-financial motivator to their employee .what type of

motivational tool given in reliance info comm.?

Annual salary revision. Promotion Job enrichment Delegation & authority

Telephone facility Bonus Quarter Reliance share etc.

WAGE & SALARY


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Reliance Infocomm CTC Policy Limits: Components Limit (Rest. p.a.) Office wear allowance All levels Rs.30000/- Medical Rs.15000/- all levels Fuel & Maintenance For all levelsa. up to 1000 cc: Rs.111000/-b. above 1000 cc:

Rs.150000/-

Persons choosing the above will not be able to choose Conveyance Allowance Food coupons Rs.15600/- for all levels Gift vouchers Rs.5000/- for all levels LTA 2 months Basic pay for all levels HRA 50% of Basic pay Conveyance allowance Rs.9600/- for all.

HR PRACTICESBSNL

Organizational Hierarchy

HR Practises

Selection &Recruitment Motivation Grievance

CMD BSNL

DIRECTOR

[Finance]

DIRECTOR

[Operations]

DIRECTOR

[Comml & Marketing]

DIRECTOR

[Planning & NS]

DIRECTOR

[HRD]

Sr. DDG

DDG

CGM

CS & GM (Legal) CVO


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Training Wage & Salary Performance Appraisal

Selection &Recruitment

Talent Acquisition

Building supply chain of talented workforce. In-sourcing large number of employees with Airtels channel partners and associates Implementing objective recruitment tools such as conducting on-line tests Based on psychometric profile, aptitude and skills assessment Conducting competency mapping of every role holder

External sources

Management consultant Advertisement Management institute Recommendation Deputation personnel

Selection process

Job analysis Initial screening Application bank Test Interview Reference check Medical final and job offer


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Motivation

Some motivational package from BSNL to their employees:

Free telephone facility Promotion Transfer Time to time revision of pay scale Central government facility Quarter for leaving Good working environment

To encourage learning within the organization, the company has set up a state-of-the-art learning

Centre. Here, employees can get logged on to customized training programs developed by

British Telecom (BT).

Grievance

The `open house' conducted between the departments and HR takes up individual grievances. In

the case of family group meetings, each HOD conducts meetings with his direct reportees once a

month, wherein issues other than those related to work are discussed.

Training

To meet the technological challenges, employees are trained for technology up-gradation,modernization, computerization etc. in BSNL's training Centres spread across Country.These canters are properly equipped with the requisite infrastructure facilities such as Lecture

rooms, modern audio-visual aids, libraries, hostels etc.

To apex training centers of BSNL i.e. Advance level Telecom Training Centre (ALTTC) atGhaziabad and Bharat Ratna Bhma Telecom Training Centre at Jabalpur are comparable to


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any world class Telecom Training Centre. Moreover, 43 zonal training centres and a National

Academy of Telecom Finance and Management have been running for several years now.

Different curriculum run in these centres to impart technology based training, training forattitudinal change, basic educational and skill development program etc.

Performance appraisal

IN the BSNL performance appraisal doesnt play a great role reason behind that its a

government organization but its an important part of organization. In BSNL every

employee has a service book which is written by his senior if employer not doing his duty well

then his senior mark in his service record book which create problem for gating promotion etc.

BSNL limited follows different types of method to evaluate his employee performance and

accordingly they provide incentives and perk to them as well as promotion and pay rise. The

company also follows Open review system for judging the performance of individuals. In this

system, the superior officer discusses the self-appraisal submitted by his/her subordinate so as to

make the appraisal of his/her performance totally transparent.

Wages & Salary Administration

In private organization employee generally get much more than that an employee of public

organisation but the difference comes in benefits that public employee receives. Despite of huge

profit, good public image, best among PSU it pays less to its employee than other PSU.

If we compare it with other PSU in its field like BSNL, MTNL and TCIL then also its wage rate

is low. According to analyst the wage rate is set in comparison with profit earned by company

and wage rate of that industry. After pay revision, some hard step where taken like minimum

wage rate was fixed for its employee.

Different wage rate for executive and non-executive employee. Employee s was retained to a great extent. Annual incremental were fixed to 5% There was increment in DA and CCA (City Compensation Allowance).


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