This document appears to be a research project report submitted by Bhawna Kohli to Kurukshetra University in partial fulfillment of an MBA degree. The report focuses on identifying training needs at Airtel in Mohali. The report includes sections on the introduction, company profile of Airtel, training objectives and methods at Airtel, literature review, research methodology, data analysis and findings. It discusses the importance of training need analysis and different types of training required for various employee levels. Traditional and modern approaches to training are also compared. The objectives seem to be analyzing the current training practices at Airtel and identifying gaps to recommend improvements. Tables of contents and declarations are included as required for

1. A
RESEARCH PROJECT REPORT
On
Identification of Training Needs at
AIRTEL (MOHALI)
Submitted in the partial fulfillment of the requirement for the award of
degree of
Master of Business Administration
To
Kurukshetra University, Kurukehetra
Under the guidance of: Submitted by:
Ms. Ishita Sharma Bhawna Kohli
Faculty University Roll No.
MBA (4th SEM.)
E-MAX BUSINESS SCHOOL, BADHAULI
(Approved by AICTE, Affiliated to Kurukshetra University, Kurukshetra.

2. DECLARATION
I, Bhawna Kohli student of MBA IVth Semester, studying at P-max Business
School, Badhauli, hereby declare that the research report on “Identification of
Training Needs” to Kurukshetra University, Kurukshetra in partial fulfillment of
degree of Master of Business Administration is the original work conducted by of
my knowledge.
(BIIAWNA KORLI)

3. CERTIFICATE BY FACULTY
This is to certify that Ms. BHAWNA KOIILI has completed the summer training
project entitled “IDENTIFICATION OF TRAINING NEEDS AT AIRTEL”
Under my supervision to the best of my knowledge, the of an empirical study
conducted by my student. In my opinion work expected of an MBA student.
Therefore, I recommended the
Ms. Ishita Sharma
Lecturer
E-Max Business School

4. ACKNOWLEDGEMENT
A project report is never the sole product of the person whose name
appeared on the cover. Putting one’s idea and thoughts on a paper is solitary test
best carried out behind closed doors.
I have worked closely with and been greatly assisted by number of persons.
The list of person who provides the relevant information will run into pages.
I also owe a sense of gratitude to Ms. Ishifa Sharma Sharma who guided
me throughout my Project and provided structure and progress.
Finally, it is my foremost duty to thanks all my respondents who help me
complete my field work without which this project would possible.
BHAWNA KOHLI

5. PREFACE
MBA is a stepping-stone to the management carrier and to develop good
managers, it is necessary that the theoretical knowledge must be supplemented
with the exposure to the real environment.
Theoretical knowledge just provides the base and it is not sufficient to
produce a good manager. That’s why practical knowledge is needed.
Therefore the research project is an essential for the student of MBA. This
research project not only helps the student to utilize their skill properly and learn
field realities but also provide a chance to the organization to find out talent among
the among the building managers in the very beginning.
In accordance with the requirement of MBA course, I’ve done my research
project on the topic “IDENTIFICATION OF TRAINING NEEDS”. The main
objective of the research project is to know the training need analysis at Airtel.

6. TABLE OF CONTENT
S.NO. CONTENTS PAGE No.
DECLARATION BY STUDENT
CERTIFICATE BY FACULTY
ACKNOWLEDGEMENT
PREFACE
INTRODUCTION
1.1 INTRODUCTION
1.2 COMPANY PROFIL.
1.3 TRAINING OBJECTIVES OF AIRTEL
1.4 TRAINING METHODS,
1.5 TYPES OF TRAINING AT AIRTEL
1.6 SUPPORTING PILLARS OF TRAINING
AT AIRTEL
2. LITERATURE REVIEW 36-39
3. RESARCH METHODOLOGY 40-43
4.1 OBJECTIVE OF STUDY
4.2 RESEARCH DESIG
4.3 LIMITATION OF STUDY
4. DATA ANALYSIS AND INTERPRETATION 44-60
5. FINDINGS,RECOMMENDATION &
CONCLUSION
61-65

7. CHAPTER-I
INTRODUCTION TO
PROJECT

8. TRAINING NEED ANALYSIS
Training is a major manpower function. No Organisation can afford not to train its
employees regardless of his previous education, training and experience. He has to
be introduced into the work environment of his new employer.
Moreover, changing technology, increasing automation in Offices and factories
and in almost all institutions in bringing, about redesigned and altered jobs. It
cannot be limited to retraining for new or altered work methods. People are
constantly being “Trained and Retrained” by the way their superiors and other
employees associate them with work, and find that they are also appraised
formally or informally by their peers and superiors.
Training is a part of Management Development and is also a form of
Organisational Development. The most effective Manager n best develop the
Human Resources of an Organisation, for the purpose of achieveing organizational
goals and objectives. If the employees perceive training as a means to achieve their
personal goals at work, they will welcome such opportunities.
Training is the process of increasing the knowledge & skills for doing a particulars
Job. It is an organized procedure by which people learn knowledge and skill for a
definite purpose. The purpose of Training is basically to bridge gap between Job
requirements and present competence of an employee. Training is aimed at
improving the behavior and performance of a person. It is a never ending or
continuous process. The training programme has gained additional recognition
because of growing acceptance of education and training as an investment in
human capital. Education improves the knowledge of under standing of
employees, while training aims at increasing the aptitudes, skills and abilities of
worker for a specific job.
Today organizations are looking forward to obtain competitive edge through
highly developed employee skills, distinctive organizational cultures, management
processes and systems which is in contrast to traditional methods of emphasizing

9. on transferable resources such as equipment that can be purchased any time by the
competitors. The efficiency of an organization depends directly on the capability
and talent of its personnel, and how motivated they are. Capability of a person
depends on his ability to work and type of training he or she receives, while his
personal ability is evaluated through proper selection procedure. The training is
taken care of by the organization after he has been employed by the organization.
Since training inputs may vary from on-the-job experience to off-the-job training,
most of the organization undertakes some kind of training for their employees
Employees are the greatest asset which assists in achieving business objectives. To
get best from employees it is essential that they be provided with appropriate
training on all aspects of their work. Training is an excellent way for employees to
learn new skills and knowledge and to reinforce good work practices. This can
result result in a change in workplace behaviour. This effectiveness of the training
heavily depends upon effectiveness of process used to indentifying training needs.
To ensure the best possible returns for the organization, training and development
activities like any investment have to be targeted planned and managed.
First and foremost, the training and development required for the organization to
achieve its objectives must be properly identified and prioritized. This is the
objective of training need analysis in an organization. Training need identification
is a tool utilized to identify what educational course for activities should be
provided to employees to improve their work productively and know the
satisfaction level of employees. It is important for both the individual point of view
as well as for organizational point of view. Training need analysis is the first step
on the path to effective training. Training need analysis means measuring the gap
between skills available and skills required for employees and making
recommendations to bridge the gap. When need analysis is done, it is possible to
focus attention on the target and identify the means for getting there.

10. TRADITIONAL AND MODERN APPROACH OF TRAINING
Traditional Approach — Most of the organizations before never used to believe
in training. They were holding the traditional view that managers are born and not
made. There were also some views that training is a very costly affair and not
worth. Organizations used to believe more in executive pinching. But now the
scenario seems to be changing.
Modern Approach - Training in Indian Organisations have have realized the
importance of corporate training. Training is now as more of retention tool than a
cost. The training system in Indian industry changed to create a smarter workforce
and yield the best results.

11. TRAINING NEEDS:
Training is necessary for improving the quality of work of employees. Some other
reasons for which training becomes necessary are:
 Employment of inexperienced and new labour requires detailed instructions
for effective performance on the job.
 People have not only to work, but work effectively with the minimum of
supervision, minimum of cost, waste and spoilage, and to produce quality
goods and services.
 Increasing use of fast changing techniques in production and other
operations required training into newer methods for operatives.
 Old employees need refreshed training to enable them to keep abreast of
changing techniques and the , tools and equipments.
 Training is necessary when a person to move from one job to another
because of transfer, promotion or demotion

12. IMPORTANCE OF TRAINING
(1) Better Qualityof Work:
In formal training, the best methods are standardized and taught to employees.
Uniformity of work methods and procedures helps to improve the quality of
product or service trained employees are less likely to make operational mistakes.
(2) Cost Reduction:
Trained employees make more economical use of materials and machinery.
Reduction in wastage and spoilage together with increase in productivity help to
minimise cost of operations per unit.
(3) Reduced Supervision:
Well trained employees tend to be self reliant and motivated. They need less
guidance and control. Therefore supervisor burden is reduced.
(4) Low Accident Rate:
Trained personnel adopt the right work methods and make use of the prescribed
safety devices. Therefore the frequency of accidents is reduced. Health and safety
of employees can be improved.
(5) Higher Productivity:
Training helps to improve the level of performance. Trained employees perform
better by using better method of work.
(6) High Morale:
Proper training can develop positive attitudes among employees job satisfaction
and moral are improved due to rise in the earnings and job security of employees.

13. (7) Optimum Utilizationof Human Resources:
Training and Development helps in optimizing the utilization of human resource
that further helps the employee to achieve the organizational goals as well as their
individual goals.
(8) Team spirit:
Training and Development helps in inculcating the sense of team work, team spirit,
and inter-team collaborations. It helps in inculcating the zeal to learn within the
employees.
(9) Organization Culture:
Training and Development helps to develop and improve the organizational health
culture and effectiveness. It helps in creating the learning culture within the
organization.
(10) Organization Climate:
Training and Development helps building the positive perception and feeling
about the organization. The employees get these feelings from leaders,
subordinates, and peers.
(11) Quality:
Training and Development helps in improving upon the quality of work and work
life.

14. TRAINING FOR DIFFERENT EMPLOYEES:
The employees who are to be trained can be of different types and each type would
require a different type of training.
UNSKILLED WORKERS:
Unskilled workers are given training in improved methods of handling machines
and materials. The objective here is to secure reduction in cost of production and
waste. Training is given on the job itself, by immediate superior officers.
SEMI-SKILLED WORKERS:
Semi-skilled workers require training to cope with requirements arising out of
adoption of mechanization, rationalization technical processes. Training is given
by more proficient workers, bosses of inspectors. It may be given either in the
section or department of the worker in segregated training shops.
SKILLED WORKERS:
Skilled workers are given training through apprenticeship in training centers or in
the industry itself.
SUPERVISORY STAFF:
Supervisory staff constitutes a very important link in the chain of administration.
They have to cope with the increased demand of the enterprise in which they are
employed and to develop team spirit among people under their charge. A training
programme for them should aim at helping the supervisors, improves their
performance and to prepare them for assuming greater responsibilities at higher
levels of management.

15. TYPES OF TRAINING
Training is required for several purposes. Accordingly training programmes may
be of following types:
(1)OrientationTraining:
Induction or orientation training seeks to adjust newly appointed employees to the
work environment. Every new employee needs to be made fully familiar with his
job, his superiors and subordinates and with the rules and regulations of the
organization Induction training creates self confidence in the employees. It is also
own as Pre-job Training. It is brief & informative.
(2) Job Training:
It refers to the training provided with a views to increase the knowledge and skills
of an employee for improving performance on the job. Employees may be taught
the correct methods of handling equipment & machines used in job. Such training
helps to reduce accidents inefficiency in the performance no. of the job.
(3) Safety Training:
Training provided to minimise accidents and damage to machinery is known as
safety training. It involves instruction in the use of safety devices and in safety
consciousness.
(4) Promotional Training:
It involves training of existing employees to enable them to perform higher level
jobs. Employees with potential are selected and they are given training before their
promotion, so that they do not find it difficult to shoulder the higher
responsibilities of the new positions to which they are promoted.

16. (5) Refresher Training:
When existing techniques become obsolete due to the development of better,
techniques, employees have to be trained in the use of new methods and
techniques. Refresher training is designed to revive and refresh the knowledge and
to update the skills of the existing employees.
(6) Remedial Training:
Such training is arranged to over come the short comings in the behaviour and
performance of old employees. Some of the experienced employees might have
picked up appropriate methods and styles of working. Such employees are
identified and correct work methods and procedures are taught to them.
(7) Apprenticeship training:
In this training, a worker is attached to a experienced or senior worker. The worker
while observing his senior & holding him in the task. The period of apprentiship is
generally long, from j1tie trainees are paid only nominal wages during training.
The method is generally used in technical jobs.

17. TRAINING OBJECTIVES
The main objectives of training may be defined as follows:
(a) To impart to new entrants the basic knowledge and skills required for
efficient performance of definite tasks.
(b) To assist the employees to function more effectively in their present
positions by exposing them to the latest concepts, information and
techniques
(c) To build up a second line of competent officers and prepare them to occupy
more responsible positions.
(d) To broaden minds of senior manager through (Inter change of experience
within and outside.
(e) Training aims to help existing employee in improving their levels of
performance on their present job assignments.
(f) To ensure smooth and efficient working of a department.
(g) To prepare employees for higher level tasks.

18. TRAINING POLICY:
In order to achieve the training objectives, an appropriate training policy is
necessary. It consists of rules and procedures concerning training. A training
policy represents the commitment of top management to employee training.
A training policy is required:
(a) To indicate the Company’s intention to develop its employees.
(b) To guide the design & implementation programmes.
(c) To identify the critical areas where training is to given on a priority basis
(d) To provide appropriate opportunitie1eplo9’ees for their own betterment.

19. TRAINING METHODS
(A) ON THE JOB TRAINING
In this method the trainee is placed on a regular job and taught the skills necessary
to perform it the trainee learns under the guidance and supervision of the superior
or an instructor. The trainee learns by observing and handling the job.
ON THE JOB METHOD
 Several methods are pde on the job training eg.:
• Experience coaching, under standing.
• Position rotation. No
• Special Projects and task1
• Committee assignments .
Selective readings.
(1)EXPERIENCE
Coaching and under standing, learning by experience is the most effective method.
The job coaching has also got an effective approach, but this method is rather
wasteful and time consuming.
(2) POSITION ROTATION
The object is to broaden the background of the trainee in the business. If the
trainee is rotated from one job to another he acquires general background and gets
broader experience. Managers are sent through different jobs so that they can get
experience of all the departments.
(3) SPECIAL PROJECTS
Some special projects are given to employees with different job contents which
help to improve the skills and to learn new things.

20. (4) SELECTIVE READING
Specific time will be resumed in the daily routine for the purpose of reading only.
Such reading will be helpful to advance the general knowledge and background
conceptual ability will also be increased.
(B) OFF THE JOB TRAINING
The use of such methods requires the trainee to leave his work place and devote
his entire time to the development o V1ornent is regarded of Primary importance
and the work is of second importance
OFF THE JOB METHODS
1) Special Courses or Classes.
2) Role Playing.
3) Sensitivity training
4) Structured in sight
5) Simulation
6) Conference Training
7) Multiple Management
8) Special Meetings.
1. SPECIAL COURSES
The firm or organization may establish special courses or even schools, colleges or
institutions will establish such courses. But such courses are usually tending
towards education certain programmes can be arranged by the co-operation
between academic institutions and organizations.
2. ROLE PLAYING
It is organized just to increase the trainee’s skill in dealing with other people i.e.
particularly development of human relations and decision making ability, conflict
situation is artificially created.

21. 3. SENSITIVITY TRAINING
The object is that of the development of awareness and sensitivity to behavioral
patterns of one self and others. It involves face to face learning about original
behavior within a small group that needs continually for time, as long as one or
two weeks. It is less artificial than role playing.
4. STRUCTURED INSIGHT
Traditional Methods are many times ineffective and not much more useful for
practical purposes. While laboratory ach is very costly and hence this . approach
has been developed. Emphasis is placed upon systematic collection of the trainee
attitude and assumption concerning the motives, abilities and attitudes of others,
particularly , his subordinate. This followed by a similar questionnaire assessment
of his preferences in leadership styles. Group discussions are followed then there
are organized presentation and discussions of such subjects as the fundamental
nature of people.
5. SIMULATION
It is similar to role playing the trainee is provided with complex situation and is
asked to take decision.
6. CONFERENCE TRAINING
Useful for conference members and leaders. As a conference member, one can
learn from the others by comparing his own opinion with that of the others. He is
taught to respect the view points of others. It also develops analytical frame work
of mind and questioning attitude.
7. SPECIAL MEETINGS
Special meetings for one or two days will be conducted to discuss the manners on
special subjects. It consists of a series of aspects with subsequent question periods.

22. INTERNAL TRAINING PROGRAMMES
The company must accept the responsibility to train the necessary personnel. Good
companies not only decide their own programme but also send their personnel to
other organizations.
1. DELEGATION
Without delegation of authority and providing with an additional responsibility,
subordinates can not achieve higher performance. The subordinates should be
made to take the decisions so that leadership can be developed.
2. JOB ROTATION
Subordinates should be moved t time so that they come to know about them.
3. PROMOTIONS AND TRANSFERS
With a view to acquire further skill, transfers will also broaden the expense and
thinking capacity of trainees and get them ready for promotion to higher post.
4. APPOINTMENT ON ASSISTANTS TO
A much used and abused position is of’ assistant to’. This position is that of staff
responsibility and is merely a training device i.e. to learn by observing the job of
superiors.
5. MEMBERSHIP OF COMMITTEES AND JUNIOR BOARDS
Committees compiling of managers of descent development can be, formed. It can
constitute a training ground for developing broader insight in the managers who
are the members of such committees.

23. EXTERNAL TRAINING FACiLITIES
External Training Facilities i.e. mainly educational facilities by associations and
universities. In India many universities established departments for management
studies. While some specialized institutions have also established ego Indian
institute of Management at Calcutta, Ahmadabad, and Bangalore etc. and because
of which Management as a career or provision is becoming more and more
popular.
•VESTIBULE TRAINING
In this method a training centre call is set up and actual job conditions are
duplicated or simulated in employed to provide training with the help of equipment
and identical with those is used at the workplace.
•APPRENTICESHIP TRAINING
In this method, theoretical instruction and practical learning are provided to
trainees in Training Institutes. In India the Government has established Industrial
Training Institute (ITI’s) for this purpose under the apprenticeship Act 1962.
Employers in specified industries are required to train the prescribed number of
persons in ‘designated trades’. TIl aim is to develop all round craftsmen. Generally
a stipend is paid during the training period. Thus, it is an “earn when you learn”
Scheme.
•INTERNSHIP TRAINING
It is a joint programme of Training in which educational Institutions and business
firms cooperate. Selected candidates carry on regular studies for the prescribed
period. They also work in same factory or office to acquire practical knowledge
and skill. This method helps to provide a good balance between theory & practice.
But it involves a long time period due to slow process.

24. BENEFITSOF TRAINING
The training provided to the employees proves very beneficial not only to the
employees but also to the organization. Effective training produces many benefits
to the employees and the organization. These are as follow:
FOR EMPLOYEES
Training creates job satisfaction among the employees. It helps them in improving
their self-esteem. The training provides opportunity to the employees to advance in
organization. The training also helps the employees in increasing their potential for
greater earning.
FOR ORGANIZATION
For the organization the training has certain b e the organization in increased its
productivity. When employees training for their work it results in improved quality
of work as well as the product. The training also benefits the organization by
providing higher le satisfaction.
TRAINING BENEFITS THE ORGANIZATION IN THE FOLLOWING
WAYS:
 Leads to improved profitability and more positive attitude towards profit
orientation.
 Improves the job knowledge and skills at all levels of the organization.
 Helps employees adjust to change.
 Improves the morale of the workforce.
 Helps peoples identify with organization goals.
 Helps create a better corporate image.
 Improves relationship between boss and subordinate
 Aids in organizational development.

25. STEPS INVOLVED IN THE TRAINING PROGRAMME:
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26. LIMITATIONS IN TRAINING PROGRAMME
The effectiveness of the training programmes is affected by various barriers. These
are:
 Lack of Interest.
 The wrong trainer
 Lack of trainee motivation
 Misperception of time required to conduct training.

27. Industry Introduction
The telecom sector represents one of the fastest growing sectors of Indian
economy in the last few years. This has been triggered by a stiff competition in the
market that has brought down tariff as well as simplification of the policy
environment that has promoted healthy competition in the industry. The mobile
segment has been growing rapidly and has emerged as the fastest growing market
in the world.
India is one of the fastest growing telecom markets with an average annual growth
of about 22% for basic telephony and over 100% for cellular and Internet services.
There are three types of players in telecom services:
• State owned companies (BSNL and MTNL)
• Private Indian owned companies (Reliance lnfocomm, Tata Teleservices)
• Foreign invested companies (Hutchison-Essar, Bharti Airtel Ltd, Escotel,
Idea Cellular, BPL Mobile, Spice Communications, etc.)
• Bharti Airtel Limited is a Multi-National Company which has the largest
market share in telecom industry in India. This can be seen in the following
Pie Chart.

28. COMPANY PROFILE
Bharti Airtel
Bharti Airtel, formerly known as Bharti Tele-Ventures Limited (BTVL) is India’s
largest GSM mobile operator with more than 64.4 million mobile subscribers as of
April 2009. Bharti Airtel was founded in 1985. It offers its mobile services under
the Airtel brand and is headed by Sunil Mittal Telecom giant Bharti Airtel is the
flagship company of Bharti Enterprises. The Bharti Group has a diverse business
portfolio and has created global brands in the telecommu ctor. Bharti has recently
forayed into retail business as Bharti Retail M0U with Wal-Mart for the cash &
carry business. It has success Appeared ternational venture with EL Rothschild
Group to export fresh a rt oducts €1 ively to markets in Europe and USA and has
launched Bharti e Company Ltd under a joint venture with AXA, world leader in
financial protection and wealth management.
Airtel comes to you from Bharti Airtel Limited, India’s largest integrated and the
first private telecom services provider with a footprint in all the 23 telecom
circles. Bharti Airtel since its inception has been at the forefront of technology and
has steered the course of the telecom sector in the country with its world class
products and services. The businesses at Bharti Airtel have been structured into
three individual strategic business units (SBU’s) - Mobile Services, Airtel Tele
media Services & Enterprise Services. The mobile business provides mobile &
fixed wireless services using GSM technology across 23 telecom circles while the
Airtel Tele media
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.

29. TRAINING OBJECTIVES OF AIRTEL
• To improve organizational performance through dissemination of the latest
knowledge & skills among all categories of employees.
• To create the mechanism which will bring the attitudinal & behavourial
changes in Airtel associates.
• To convert airtel into a learning org ncing the speed of learning as a basic
process of learning
• To act as a common forum to interact on Productivity/ leadership issues.
• To strive towards employees retention by provided suitable developmental
interventions.

30. TRAINING METHODS AT AIRTEL
ON THE JOB METHODS:
• Job Rotation
• Coaching
• Job Instructions
OFF THE JOB METHODS
• Vestibule Training
• Conference
• Lecture Method
• Role Playing

31. TYPES OF TRAINING AT AIRTEL
• Customer Orientation
• Personality Development & Grooming
• Communication Skills
• Team Work
• IT Skills
• Sales Skills
• Marketing
• Sales Acquisition Approach

32. SUPPORTING PILLARS OF TRAINING AT AIRTEL
1. 360 degree feedback
This is the mechanism through which the company gathers data about an
individual’s performance and abilities. This information is collected from
coworkers, including peers, subordinates, managers and customers. Personal
development plans are prepared on the basis of this feedback.
2. Development assignments
Identified high potential employees are trained I s of the company through job
rotations and cross-functional assignments This helps employees to acquire new
leadership skills outside their own areas of expertise and experience.
3. Airtel Culture Workshops
These workshops are designed to fortify the Airtel culture amongst the
participants, help instill better communication skills through sustained interaction
amongst themselves, and identify with the values and processes involved in
leadership development.
4. Development relationships
This includes one-on-one interaction in actual on-the-job work climate and leads to
better sharing of knowledge amongst individuals. Mentoring forms an integral part
of this exercise.
5. Leadership skills training
The ‘Leaders Teach Series’ are workshops that the company’s (CEO and MD),
hold to acclimatize the next rung with leadership roles and to groom them through
their own rich experience.

33. 6. Feedback intensive programmes
These are akin to 360 degree feedback, but based on formal and informal feedback
from employees that an individual interacts with.
7. Systemic process learning
This helps individuals to gain an overall view of the company and its diverse and
complex systems, business, operations and processes. It is a continuous process
and helps improve the individual and also the systems.
8. Action learning
This exercise constitutes solving conditions, but as a team.
9. Community empathy
The company stresses the need to give back to society through involvement in
various developmental, educational and social causes. This programme helps
nurture a social conscience amongst its leaders.

34. LITERATURE REVIEW
Review of Literature

35. REVIEW OF LITERATURE
According to Goldstein(1980): -
Training is defined as “The acquisition of skills, concepts or attitudes that result in
improved performance in an on-the-job situation.”
Training is concerned with the theories or principles of learning and skill
acquisition. A company should be able to describe how it decides what quality
education and training is needed by its employees. As all the employees are
different in terms of their ability and satisfaction so it all the more difficult to
identify their training needs. Identification of first step in the process of training.
The study of existing to arrive at a training needs is the first step in the process of
training. The study of existing literature is done so as to arrive at a conclusion
about what is training, identification of training needs, training at different
departments, and types of training needs.
According to Gary Dessler
Principles of learning that are useful for learning .basic training methods include
On—the—job training, apprenticeship training, lectures, programmed learning,
simulated training; etc. On—the—job trainings a common training technique. It
might take the form of the understudy method, job rotation, special assignment &
committees. In any case, it should have four steps: - preparing the learner,
presenting the operation, doing performance try outs& following up. Identification
of training needs prepare employees for future jobs by imparting knowledge,
changing attitudes or increasing skills. A basic off-the-job technique includes case
studies, management games, outside seminar, role playing & in-house
development centers. In gauging the effectiveness of a training program there are

36. four categories of outcomes company can measure: reactions, learning. Behavior
& results.
According to R. Wayne Mondy:
Training is designed to permit learners to acquire knowledge & skills needed for
their present job. Due to rapid change in technology, products, System & methods
have had a significant impact on job requirements, making training a must.
Training programs must have top management’s full support; all managers should
be committed to & involved in training process. First an organization must
determine their specific training needs. Then specific objection need to be
established After setting the training objective, management car determine the
appropriate methods & the delivery system to be used. Management must
continuously evaluate training needs to evaluate its value in achieving
organizational objectives.
According to C.S. Venkata Ratnam:
Training activities to be meaningful must be integrated with the overall human
resource development strategy of an organization. Training is an important tool for
employee development and has assumed great importance due to unprececedented
rate of exchange in the internal & external environment of an organization. The
purpose of training is to effect change in the behaviour of employees so as to
enable them to meet the current & future requirements of their task & roles.
A carefully designed training programme must take into account all the phases
beginning from organistional analysis through design and organizajon of training
programme to evaluation of effect of training on the individual, his performance in
the job and overall efficiency of the department and organizational on a whole.

37. According to Mittali Bhattacharya:
Identification of training needs is important from both the organisational point of
view as well as from an individual’s point of view. From an organisation’s point of
view it is important because an organisation has objectives that it wants to achieve
for the benefit of all stakeholders or members, including owners, employees,
customers, suppliers, and neighbours. These objectives can be achieved only
through harnessing the abilities of its people, releasing potential and maximizing
opportunities for development. Therefore people must know what they need to
learn in order to achieve organisational goals. Similarly if n from an individual’s
point of view, people have aspirations, they want in order to learn and use new
abities, people need appropriate opportunities resources, and conditions.
Therefore, to meet people’s aspirations, the orgnaisation must provide effective
and attractive learning resources and conditions. And it is also important to see that
there is a suitable match between a goals and providing attractive learning
opportunities.

38. Chapter-III
RESEARCH
METHODOLOGY

39. OBJECTIVES OF THE STUDY
1. To study the training system of Airtel.
2. Analysis of training needs in different department or levels of the Airtel
3. To know what type of training method are being followed by the Airtel.

40. Research is a scientific and systemic process on a specific topic. Research process
includes research design, which tells about the nature the study.
Research comprises defining and redefining problems solutions,
I
,
collection, organizing a devaluating data, making
*
átihaijd eaching
conclusion. This research is an exploratory and descript ear d on the
primary and secondary data and the following methodology ‘ dopted.
Research Design
This project is based on the primary and secondary data in the form of
questionnaire, surveys, articles, journals and in other forms so it is an exploratory
and descriptive research. Research design includes the following steps:
o Formulate the objectives of the study.
o Collection of the primary and secondary data.
o Interpreting the data and drawing the conclusions.
Data collection
Data has been collectedthrough both primary and secondary sources. The primary
sources include surveys and questionnaire. The secondary sources are journals,

41. magazine and internet.
Sample Size
The sample size of employees for the questionnaire is approximately 50 depending
upon their availability.
42
Limitations of the study
The limitations which were faced during project were:
1. Time was the biggest constraint but all effort was made to get all the
relevant information re ittudy.
2. The primary data biased.
3. As the survey was .f 1iple of whole population, it can not
give exact results.
43
DATA ANALYSIS
AND INTERPRETATION
44
Anatysis and Interpretation
ORGANIZATION LEVEL:
Question: 1) Is Training Need Analysis cx3nsidered in your organization?
Respond Yes No

42. Lijo of employees j 48 2
%ofemployees 98% 2%
RGI.1
Interpretation: As er my findings 98 % of the employees believe that Training
Need Analysis is important for them as they think that it is the first step in the
process of training whereas 2% of the employees are against Training Need
Analysis. For them Training Need Analysis has nothing do with the training
process.
45
Queslion: 2) How often is Training Need Analysis done?
[ Respond Month Annvafty
FNoof 1 28 24
[ employees
%of 52% 48%
employees
No. of emp
IR%ofemp
FIG I 2
Interpretation: Out of 50 employees, 52% told is
conducted monthly and 48% said that Training Need 4cducted

43. annually. Also the employees said that Training Need Analysis is conducted
separately depending upon their skills and capabilities in order to satisfy them.
Monthly Annually
46
Question: 3) How is the Training Need Analysis conducted in your organization?
Technique No. of empIoyee % of employees [ Self! Requisition forms 1 12 24%
1Observation 8 16%
[ Qcrna;r8
Interview 28 1 56%
Assessment centers
Peer evaluation
Pe arice management data
Job analysis
lAnnualsurvey 2
FIG 1.3
Interpretation: There are various techniques for conducting Training Need
Analysis in the organization. Among them the forms,
observation, questionnaires, performance annuai
surVeys, lflt9flh1W; assessment centers and various
employees 56% of the employees said that is conducted

44. through questionnaire, 24% said its through self 16% said it is
through observation whereas 4% said Training Need Analysis Is conducted
through annual survey. The rest of techniques are not used by the organization.
[eewrequIsIUon form
observatoi!
D interview
IC] annual survey
47
Question 4) Who initiates the Training Need Analysis in your organization?
.
No.of %of
employees employees
1. Supervisor 28 56%
2.Employees I
I j
3. Staff Department
4. Training 44%
Department #rY
5 External /If-’’ .
consultants

45. C
L 6 If others please
j mention I
FIG 1.4
NQ.of .rnploy.
— 1. SurAor
Nf
employees..
emplo fees, 22.1 1 /,,
No.of
enhlcyeeS,,
0%
No.of
emp’oyees, 28,
2.
Empey.e
! 3. Staff
Depertrnent
4. Treining
Depertrnent

46. 5. EctemI
cons uftents
6. W others pfeese
rr,sntfcrt
ill
I
Interpretation: ‘M.en the employees were asked about the initiative parties of
Training Need Analysis most of the employees were in favour of the top
management that is the supervisor. Minority was in favour of training
department56% of the employees said that it is the supervisor who initiates
training whereas the minority 44% employees said that training department
initiates Training Need Analysis. Employees, staff department and external
consultant are not considered.
48
Question: 5) In the past two years, has your organization changed the way they
conduct the Training Need Analysis?
Respond Yes [ No
j__No.of
employees 44 6
T % of employees 88% 12%

47. Interpretation: As per the findings 88% of the employees said that the company
has changed its way of conducting baThing needs analysis but 12% of the
employees still say that the company is not flexible and using the same method of
conducting tmining need analysis and they are dissatisfied by this.
No. of employees
Noof
employees, No.
8, 12%
YesI
No.of
employees,
Yes, 44, 88%
FIG 1.5
49
GROUP LEVEL:
Question: 6) Are the fdlong operational data used for TNA (Tr&ning Need
Analysis)?
employees I
1. Job desctlption
2. Job specification

48. 3. Performancesand 5
Iff(ua’
4 Performance on thecS / 10
20%
5. PerceptionoftheJobbytheJobHolder
6. Perception of the Job by the supervisor
7. Perception of the Job by management
8. Input from training committees 8
16%
50
L
Interpretation: As per the findings 54% employees told that job descnpfion is used
by the company for Training Need Analysis, 10% told performance standard is the
base for Training Need Analysis, 20% employees told that Training Need Analysis
is conducted as per the performance on the job and 16% employees told that the
trainee committee gives the input to the top management for conducting Training
Need Analysis. The operational data like job specification, perception of the job by
job holder, supervisor and management is not considered.
FIG 16
51

49. h
•1
&iee
Interpretation: ‘Mwn the employees were asked about the operating problems
which determine Training Need Analysis 74% of the employees said that it Is due
to the down time reports, 36% of employees said It Is due to quality control. The
other factors like waste, repairs and late delivenes do not determine Training Need
Analysis.
Question: 7) Mat operating problems determine TNA?
Problems No. of % of
employees employees
1. Downtimereports 37 74%
2.Waste
3.__Repairs
4. Late dehveñes
5. Quality control 13 36%
t Duimbme
pths
Noofemptoyees
No.of

50. empkjees. 7,
74%
employees. 13.
28%
emp4Oyees
0%
No.of
employees,
0%
NO
employees, .J
0%
i5 Quality
FIG 1.7
52
INDMDUAL LEVEL
Question 8) Employees partidpation in identification of their training neecs?
Strongly agre08
Agree 35
Disagree 07

51. 13% — agree
—Agrec
t.3trônIy ra. Sagru sagr.e 70%
FIGII8
Interpretaon. In total 87% partiapants need entiflcation as
per their needs whereas 13% disagreed ioii&fct. /
53
I
Question: 9) How is nomination for a Training Program done?
j Noof %of
employees employees
1. Self Requisition 1 35 70%
2. Supervisor 15 30%
FIG 1.9
Interpretation At the individual level training program is nominated with the help
of self requisition and supervisor56 % employees said that they are the one who
ask for the training program from top management whereas 24% of employees
said that their supervisor nominates for the training program.
No. of employees
No of

52. Employees, 2.
Supervtsor
15ç30% tSatf
Requisition
Emtqervisor
Req • 1
J
54
I
Ques{ion: IG) which mode of training system used in your company?
I RESPONSES PERCENTAGE
[ ON THE JOB 57
OFF THE JOB 23
NO IDEA 15
DiSTANCE LEARNING 3
ONUNE
V
-
.1 MODE OF TRMNING —-
60—

53. 60-i
40-.
30-
20-
ON ThE O ThE
JOB JOB
NO WJEA DaSTAN%ZE OMJE
ARNG
FIG 110
Interpretation: At the individual level training pmgram 57 % of the employees said
on the job should be preferred, 23 % employees said off the job and rest are in
favour with no idea, distance learning and online system.
------- L.
Question: 11) Do you consider Training Need Analysis to be a form filling
exercise?
[ d Yes No
F No.ofemployees 1 48
[ % of employees__}__8% 92°4
FIG 1.11
InterpretatIon: 8% of the employees say that training need analysis is just a form

54. filling exercise and do not lead to efficiency but the majority of employees 92%
say
that training need analysis is not just the formality but it leads to efficiency and is
very helpful for training.
:‘
-
Yes, No. of
Employees,
4,6%
______________
- — No. of employees I
I % of employees
NO%of
Employees,
48,92%
56
Question: 12) In your opinion does Training Need Analysis lead to training
effectiveness?
Respond Yes No
No. of employees 46 4
% of employees 92% 8%

55. No. of
Employees,
Y1es
46 92%
FiG 112
Interpretation: As per the answers given by employees who think Training Need
Analysis is just a form filling exeitise and ft does not lead to training effectiveness,
the same 8% employees are not satisfied and are against training need analysis
whereas 92% of employees said that training need analysis leads to training
effectiveness and are satisfied with the training.
LYesa Noj
No. of
Employees
q
57
Question: 13) Do you like discussing with your boss about their needs &
expectations?
Respond Yes No
No. of employees 48 2
% of employees 96% 4%

56. S No of emp!
S%ofemp
FIG 1.13
Interpretation: As per the findings out of 50 emyees said that
:“ %‘.;
they like discussing with their boss about their rted5’ nd expectalons but still 2
I ,,,
employees said that they don’t like discussing with their bos. because of some of
the reasons. The reason may be anything but this leads to satisfachon and
dissatisfaction of employees.
58
Question: 14) Da you think your expectations are met by conducting Training need
anaiysis?
L Respond Yes t No
No. of employees 46 } 4
%of employees 92% 8%
No
‘1
j
I

57. of ampj
j%ofernp
FIG 1.14
Interpretation: At the indMdual level 8% of theernploye in the
organization whose expectation are riot met by
The major one 92% of the employees saki that their expectation are rnètroperIy
by conducting Training Need Analysis. They want a lot of ththg from training and
with the help of Training Need Analysis the top management is able to understand
their needs properly and their expectations are fulfilled.
59
Question: 15) Does lob related training enhance your skills?
RESPONSES PERCENTAGE
VERY HIGH j 78
1HIGH {12
1NIL 0
ILOW S
LOWEST 12
8ENEFITS OF JOS RELATED TRAINING
I sVERY HIGH S HIGH DNIL DLOW ST
1n S

58. InterpretatIon; 90% of the employees think job rei4 training beñfits for the
employees to polish their skills. 10 % of emplo with that
60
Cha
FINDIN
RECOMMENDATION
61
FINDINGS
•. Training needs analysis is important for both the individual point of view as
well as for organizational point of view & it is being considered in Airtel.
•. With the help of training need identificati ation is able to
reduce the perception gap between the er boss about
their needs and expectations from the trair foramm
•:• For different departments the training requi is
•• Training need analysis leads to training effecté’
+ Identification of training needs can be done at three levels to ascertain three
kinds of needs: -
Organizational Needs
Group Needs
Individual Needs

59. •. Training need analysis is conducted through self requisition, observation,
interview and annual survey.
•. Training need analysis is initiated by supervisors and training &
development department.
•. Most of the employees prefer to discuss with their boss about their needs &
expectations.
•. A majority of the respondents revealed that their participation in
identification of training needs is encouraged.
62
Recommendations
+ Training needs analysis should be done on continuous basis.
•• Training Need Analysis should be initiated by employees as well because
sometimes employees can initiates their peers in a more effective way.
+ While conducting Training Need Analysis in the organization questionnaire
and peer evaluation should be given importance.
+ When Training Need Analysis is determined peer feedback and MBO
should be considered.
+ Training Need Analysis can be co, ,ost effective way when
each and every employee of the organizii 4onsideration.
+ Emphasis on the quality & produy cquesti . i4uestionnaire should be

60. laid so that training need analysis does n49 form filling exercise.
+ Different modes of training system should ised at different times so that
employees don’t feel monotonous.
+ Top management should take personal interest in handing the queries of
employees.
63
Conclusion
The learner often thinks they know what they need/want - but are often
misinformed. So, the training professional needs to keep the training needs
questions focused on the need, as opposed to the perceived solution. A
Training Needs Analysis (TNA) is used to assess an organization’s training
needs. The root of the TNA is the gap analysis. This is an assessment of the
gap between the knowledge, skills and a s that the people in the
organization currently possess and the kno and attitudes that they
require to meet the organization’s objecThies Th,flir,t step in the training
.1/
process is to conduct a training needaisI 4Piis is a step which can
sometimes be overlooked, especially when the time frame to complete training
is demanding. However, skipping the training needs analysis can cause many
problems in the long run. Valuable resources. may be wasted on training that is

61. not needed, or effective
For Airtel training needs identification is very important. Training need analysis
is done at monthly and annually. Training program determines whether training
is needed and, if needed, at what level. Training Need Analysis is determines
training needs at three levels:
Organization level
Group level
Individual level
Therefore, training needs analysis (TNA) is an effective way to identify any gap
between the skills your business needs and those your employees have, It
involves gathering information to identify areas where your employees could
improve their performance. The company can use self acquisition forms, observe
the activities of employees, questionnaire or can do annual surveys to collect this
information. The various processes like Company strategy /Goals & objectives,
Manpower Inventory, Skill inventory, Organization climate are also very helpful
for
the process of training need analysis. Training needs analysis is mostly initiated by
the supervisor and training departmen)1 i Analysis is determined with
the help of job description, performhe’on thëjÔb and inputs from the training
committee, Performance Appraisal data,$upervisor ,Observation, Interview, and
Questionnaire etc. The employees feel àkfiéd when right type of training is given

62. to them and when their queries are properly handled by the top
management.
65
A8HdVNOOI18I
Bibliography
Books:
a. Gupta K. Shashi, Human Resource Management, New Delhi, Kalyani
Publishers, 2004.
b. Kothari, C.R., Quantitative Techniques, New Delhi, Vikas Publishing
House Ltd., 1978.
c. Sahu, R.K., Training for Development, New Delhi, Excel Books,
2006.
d. Rao Suba P.; Essentials of Human Resoü4anagement &
Industrial Relations (Text cases & Games); II Edition; Himalaya
Publishing House -
e. Chhabra T. N. ; Human Resource Management Concepts & Issues;
V Edition:
f. Prasad L. M. ; Human Resource Management; II Edition; Sultan
Chand & Sons
Websites:

63. • www.gooqle.com
• www.humanlinks.com
• www.citehr.com
• www.amazon.com
L 67
89
NV
Age:
Gender:
Education qualification
(a)Metric
(c)Graduate
(e)Any other
1) Is Training Need Analysis considered in your organization?
(a) YES (b) NO
2) How often is Training Need Analysis done?
(a) Monthly (b) Annually
3) How is the Training Need Analysis conducted in your organization?
(a) Self I Requisition forms (b) Observation (c) Interview (d) Assessment
centers

64. I
(e) Peer evaluation
(h) Annual survey
(f) Performance management data (g) Job analysis
QUESTIONNAIRE
PERSONEL PROFILE
‘1
Name:
Designation in the Company
(a) Subordinate staff
other
(c) Manager (d) Any
69
4) Who initiates the Training Need Analysis in your organization?
(a) Supervisor (b) Employees (c) Staff Department
d) Training Department (e) External consultants (f) if others please mention
5) In the past two years, has your organization changed the way they conduct the
Training Need Analysis?
(a)YES (b)NO
6) Are the following operational data used for TNA (Training Need Analysis)?

65. (a) Job description (b) Job sPecificationp0 standard
(d) Performance on the Job (e) Percep9.the•Jct5 e Job Holder
(f) Perceptionof the Job by the supervi
7) What operating problems determine TNA?
(a) Down time reports (b) Waste (c) Repairs (d) Late deliveries (e) Quality
control
8) Employees participation in identification of their training needs?
(a) Strongly agree (b) Agree (c) Disagree
9) How is nomination for a Training Program done?
(a) Self requisition (b) Supervisor
10) Which mode of training system used in your company?
(a) On the job (b) Off the job (c) No idea (d) Distance learning (e) Online
11) Do you consider Training Need Analysis to be a form filling exercise?
(a)YES (b)NO
70
12) In your opinion does Training Need Analysis lead to training effectiveness?
(a) YES (b) NO
13) Do you like discussing with your boss about their needs & expectations?
(a) YES (b) NO
14) Do you think your expectations are met by conducting Training need analysis?

66. (a) YES (b)N7s
/,14/ A
15) Does job related traini lis?
(a) Very high (b) Hig ) Low (e) Lowest
4
I
71