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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
Market Share: 16.70 percent
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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
Date of Establishment: 1994
Market Share: 16.40 percent
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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Date of Establishment: 1995
Market Share: 11.90 percent
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
Market Share: 10.80 percent
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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