Internship Report
On
Training and Development strategies of AIRTEL
Submitted by
WWW.ASSIGNMENTPOINT.COM
Bangladesh is a developing country of southern Asia. Mobile phone is becoming a very common measure of communication in our country. The number of mobile user is increasing day by day. It is a very attractive market for the mobile connection providers. Presently there are five companies in the market. Each of them is trying to maintain and increase their market share. Among them AIRTEL is one of the leading company in this sector. AIRTEL [TMIB] is a joint venture organization with A. K. Khan & Company and Telekom Malaysia Berhad and A. K. Khan Group, which is a leading telecommunication provider, operating its business in Bangladesh since 15 November 1997.
AIRTEL stands for ‘clearly ahead’. The philosophy of dynamism, never stop thinking & never compromise with quality made AIRTEL one of the most progressive & dynamic business leader in the country. AIRTEL believes in using advanced technology to cope with the changing world. Motivation & service is the its major strength.
It started in 1997 with the establishment of a Telecom company & now after 8 years AIRTEL is one of the leaders in Telecom industry. AIRTEL constructed its state of the art service facility with high tech machinery from different countries.
Free mobile phone, free transportation, on-site sports & recreation facilities encourage the motivated team to serve customers full heartedly.
AIRTEL’s main strength is their call charge with Tk. 0.33/pulse (10 sec. / pulse) for Pre Paid and Tk. 0.066/pulse (1 sec. / pulse) for Post Paid subscriber from the first minute. They provide the widest coverage in the country. They also provide some other facilities among which off-peak hour system, and lower call charge and SIM price is popular to the subscribers. AIRTEL believes in People ---Connectivity---Infinity.
Customers are more or less satisfied with the facilities they are offering with this product. Their main focus is to increase network coverage so that it can reach all parts of the country. But they can improve their position by offering the subscribers with more facilities especially to improve their network solution and to reduce call charge in the peak hour simultaneously.
Table of Content
Sl No. / Title / Page No./ Front Matter:
1.1 Acknowledgement
1.2 List of Illustration
1.3 Forwarding / 4
5
6
/ Report Body:
2.1 Executive Summery
2.2 Introduction
2.2.1 Purpose
2.2.2 Scope
2.2.3 Organizational Plan
2.2.4 Research Methodology / 7
8
/ Text Discussion:
3.1 Company History
3.2 Company Location
3.3 Vision
3.4 Mission
3.5 Organogram
3.6 SWOT Analysis
3.6.1 Strength
3.6.2 Weakness
3.6.3 Opportunity
3.6.4 Threat
3.7 Factory Details
3.8 Technical Details
3.9 Four Years Turn Over
3.10 Market Share
3.11 Financial Statement
3.11.1 Balance Sheet
3.11.2 Income Statement
3.11.3 Cash Flow Statement / 9
10
11
11
12
13
14
14
15, 16
17
18
19
20, 21
/ Closing Section:
4.1 Summery
4.2 Conclusion
4.3 Reference / 22
22
22
/ Back Matter:
5.1 Bibliography
5.2 Glossary
5.3 Index / 23
23
24
1. Introduction
1.1 Background
In Organizational Development team of AIRTEL, my responsibility is to assist the formulation of OD strategies and to ensure their proper implementation. As I work indirectly under HR, my job responsibilities include arranging trainings materials & formulating strategy. I am also in the process of preparing materials for providing in-house trainings.
1.2 Origin of the Report
This report is the end product of eight-week internship in AIRTEL as a prerequisite to my MBA degree. As I am slightly attached with the Organizational Development Unit in the HR division of AIRTEL, during my internship, I am involved with training and development activities besides my regular task. In this regards, I have chosen to prepare my report on the “Training and Development strategies of AIRTEL”.
1.3 Purpose
The management at AIRTEL has perceived a need for organizational development through proper training, succession planning and talent management. The purpose of this report is to examine the training and development strategies that are applied in AIRTEL.
1.4 Objectives
Broad objective: Successful implementation of training and development strategies at AIRTEL.
Specific objectives: Finding the ideal method of effectively implementing training and development strategies and developing an efficient evaluation model to assess the impacts of the applied tactics.
1.5 Methodology
Primary research: As there is a lack of reference material, most of the analysis is based on observations and interviews with management, trainers and trainees.
Secondary research: References from textbooks, websites and articles is used to assist the analysis.
1.6 Scope
Even though AIRTEL has a regional office in Chittagong and various Customer Care Centers all over the country, the span of this research will be only in the Dhaka office. The reason for this is that all the OD activities are conceived in the Dhaka office and then passed onto the other divisions.
1.7 Limitations
The execution of training strategies in AIRTEL is very recent. For that reason there is no written, solid data regarding the strategies. The report will be mostly based on interviews and standards of the personnel involved.
Time is also an essential factor in evaluating the effectiveness. Since the report will encompass only two months of observation, the whole picture will not be visible.
The development of the effective evaluation model will depend on the sincerity of the respondents.
2. Organization Section
2.1 Company Overview
AIRTEL is the dynamic and leading end-to-end countrywide GSM mobile communication solutions of TM International (Bangladesh) Limited. It is a joint venture company between Telekom Malaysia Berhad and A. K. Khan & Co. It operates as a Limited Liability Company, where the majority shareholder, Telekom Malaysia, own 70% shares, while minority shares of 30% are owned by A. K. Khan & Co. Bangladesh Limited. TMIB was established in the year 1996 and services were launched in 1997 under the brand name AIRTEL.
AIRTEL is proud to be a part of the Telekom Malaysia Group (TM), Malaysia's number one provider of information communication technologies. TM International has operations and financial interests in seven countries, namely Sri Lanka, Bangladesh, Thailand, Cambodia, Malawi, Guinea and Ghana. TM is financially strong, and internationally renowned for its successful ventures like MTN, the market leader in the telecommunication industry in Sri Lanka. TM has a global presence in 11 countries with staff strength of 30,000 Group wide. TM has recently made two major acquisitions in India and Indonesia in the continuous effort to stamp its presence internationally. TM has acquired 27.3 per cent interest of PT Excelcomindo Pratama, the third largest mobile operator in Indonesia, and in India, 47.7 per cent stake in Idea Cellular. TM hopes to further extend its regional and global presence with these new acquisitions.
Since the commencement of its operation, AIRTEL has been a force to be reckoned with in the telecommunication industry of Bangladesh, being one of the fastest growing mobile communication companies offering comprehensive GSM mobile solutions to more than a million subscribers. Always placing the needs of the customers first, AIRTEL has been distinctly ahead in offering the “30 Seconds Pulse” from the first minute of talk time. Today, AIRTEL boast the widest International Roaming service in the market connecting 315 operators across 170 countries. In addition, AIRTEL is the first mobile operator to connect Tetulia and Teknaf, the northern and southern most points of Bangladesh. AIRTEL was also the first to provide seamless coverage along the Dhaka-Chittagong highway. With a network covering all 61 (allowable) districts of Bangladesh, coupled with the first Intelligent Network (IN) Prepaid Platform in the country, AIRTEL is geared to provide a wide range of products and services to customers all over Bangladesh. At the heart of all of AIRTEL’s success today, is a young dynamic workforce comprising of over 900 highly motivated and skilled professionals.
Today, AIRTEL is recognized as a leading brand in Bangladesh and this is driven by their persistent pursuit of quality and technology, putting it ‘clearly ahead’ of the rest. The future with AIRTEL is promised to be exciting as they strive to employ the best resources and latest technology in offering many more innovative and exciting products and services.
2.2 The Vision
To be the most preferred GSM cellular service provider in Bangladesh.
2.3 The Mission
To provide total customer satisfaction as the company strives to become the most preferred GSM cellular service provider in Bangladesh. AIRTEL will achieve this through developing people, products, and services of the highest quality and meeting the needs of its employees, shareholders and the nation.
2.4 SWOT Analysis
2.4.1 Strength
The partner company, Telekom Malaysia, is a well-established and experienced global player operating with several subsidiaries in the global telecommunication industry.
Excellent business track record of A. K. Khan & Co. for more than half a century in Bangladesh.
Use of the GSM technology that is the most advanced and secured technology in the world telecom industry.
Providing cellular services through very competent and skilled human resources comprised of 1033 employees with a notable reputation and goodwill in line with the Vision, Mission and Theme of AIRTEL.
2.4.2 Weakness
AIRTEL’s network coverage is less than the competitor
Not enough channels with BTTB
Shortage of human resource in the Help-line than the competitor
Package - pricing of the packages are not cheap
Higher call rate than its competitors
2.4.3 Opportunities
Demand is increasing day by day
Product with very long life cycle
The most new technology
Main competitor provides poor service because of its unplanned customer growth
2.4.4 Threat
Unstable political culture
Recession in the economy
Non-cooperative telecommunication regulatory body
Awareness of health risk for using mobile phone
2.5 Organizational Structure
The organization is headed by its Chief Executive designated as the Managing Director entrusted with overall responsibilities of business direction of the organization and leading dynamically towards the attainment of it's Vision, Mission and Goal. In attaining the above mission, the Chief Financial Officer, three General Managers & department Heads assists the MD. AIRTEL has established a strong and formidable sales channel, which consists of direct dealers and its own sales force.
2.6 Spam of Control
As a dynamic telecom company it is very essential to have a good communication channel within the organization. In this competitive market decision making process needs to be very quick. In big issues top management takes decisions. In the other hand executive takes small decisions. In this regards sometimes executives discuss with his immediate supervisor.
Generally weekly meeting takes place in every department regarding next week assignments. The organization has an executive committee, which includes Chairman, Directors, Managing Director, Chief Financial Officer and other four general managers.
2.7 Products of AIRTEL
2.7.1 AIRTEL Post-Paid Products2.7.1.1 Standard
AIRTEL Standard Connection allows both-way BTTB Outgoing and Incoming facilities along with the mobile connection facility.
This is a zonal subscription with National Roaming Facility. NWD and IDD call facilities are available under this subscription. Moreover, it is facilitated with International Roaming (airs).
2.7.1.2 Mobile Plus
AIRTEL Mobile-Plus Connection allows BTTB Incoming facility along with the regular nationwide mobile-to-Mobile connection facility. This product has been first introduced by AIRTEL in Bangladesh and has enjoyed great popularity since inception.
2.7.1.3 Mobile to Mobile
This is the most basic product of AIRTEL featuring both Outgoing and Incoming Mobile –to- Mobile Connection facility and a host of Value Added Services.
2.7.2 AIRTEL Pre-Paid Products
AIRTEL also introduced above facilities for the Pre-Paid user, which name is AIRTEL One Pre-Paid. It is also categorized in three unique services, Standard, mobile Plus, Mobile Link.
2.7.2.1 Standard
Unique Features:
- Both-way connectivity with any Mobile and Land Phone Worldwide (NWD / ISD)
- 10 Seconds pulse for charging
- Pre-Activated SIM card with Pre-Loaded amount for ensuring the instant access
- No monthly line rent and credit limit
- Unique charging even while Roaming
- Freedom to Roam under AIRTEL Network (61 districts)
- Minimum registration costs and wide range of handsets option
- Pre-Paid information center – like IVR services
Unique Features:
- Exclusive Nationwide Mobile-to-Mobile connection facility
- Allows any incoming call from BTTB number
- Global incoming facility
- No monthly line rent and credit limit
- No incoming charge for receiving call from any mobile
- Introduced by AIRTEL for the first time in Bangladesh
Unique Features:
- Outgoing and Incoming facilities from any mobile number of any mobile operators
- No monthly line rent and credit limit
2.7.3 Supplementary and Value Added Services
Calling Line Identification Presentation (CLIP)
Call Waiting and Call Holding
Call Forwarding
National Roaming – Both way
Voice Mail Services (VMS)
Short Message Services (SMS)
Call Barring
Itemized Billing
3 ‘Friends and Family’ (FnF) numbers
Night Bird Talk plan (NBTP) – reduced tariff rates at night.
General Packet Radio Service (GPRS)
Cricket Score Information
Tele-Ramadan
Fun Dose
E-fill
Post –Paid bill payment through e-fill card
International Roaming
AIRTEL has its widest roaming facility with 170 countries in the world. Many more products are in line to be added to the existing array of AIRTEL products and services in the days to come.
2.8 Present Coverage and Future Direction
We are covering all the districts except hill tracts due to Govt. restriction. Our technical team is working hard to expand our network in the thana and unions (villages) to cover every corner of the country.
Sl / Existing Coverage / Sl / Existing Coverage / Sl / Existing Coverage / Yet to cover1 / Dhaka / 23 / Rajshahi / 45 / Gopalganj
2 / Narayanganj / 24 / Tangail / 46 / Chuadanga
3 / Gazipur / 25 / Moulvibazar / 47 / Pirojpur / Bandarban
4 / Munshiganj / 26 / Chandpur / 48 / Meherpur / Rangamati
5 / Chittagong / 27 / Khulna / 49 / Patuakhali / Khagarachari
6 / Cox’s Bazar / 28 / Barisal / 50 / Lakshipur
7 / Comilla / 29 / Kishoreganj / 51 / Panchagar
8 / Feni / 30 / Mymensingh / 52 / Nawabganj
9 / Sylhet / 31 / Faridpur / 53 / Gaibanda
0 / Jessore / 32 / Kustia / 54 / Madaripur
11 / Narsinghdi / 33 / Magura / 55 / Shariatpur
12 / Brahmanbaria / 34 / Naogaon / 56 / Sunamganj
13 / Bogra / 35 / Thakurgaon / 57 / Rajbari
14 / Noakhali / 36 / Nilphamari / 58 / Narial
15 / Manikganj / 37 / Natore / 59 / Jhalakhati
16 / Lalmonirhat / 38 / Jhenaidah / 60 / Bhola
17 / Dinajpur / 39 / Habiganj / 61 / Barguna
18 / Rangpur / 40 / Satkhira
19 / Kurigram / 41 / Jamalpur
20 / Sirajganj / 42 / Pabna
21 / Netrokona / 43 / Joypurhat
22 / Sherpur / 44 / Bagerhat
Total / 61 / 3
AIRTEL’s vision is to continuously monitor customer’s needs and wants and to plan accordingly for better & faster customer service. They are working very closely to launch more new services with existing features. They also have plans to introduce various Tele-info services very soon. Their increasing number of customer base over the last few years reflects their success story in the industry in Bangladesh.
AIRTEL strongly believes that subscribers are their most valuable assets. They have very strong Customer Service Centers strategically placed all over the country to ensure constant support to the customers. AIRTEL has successfully migrated to a new switch system with higher capacities in terms of accommodating higher customer base and as well as to let them use all the basic supplementary services under GSM technology. They introduced the both-way national roaming all through their network coverage. The Pre-Paid services with enhanced features have been commercially commenced successfully and now they are taking some projects to accumulate more advanced technological features in their network. In terms of Network Quality, the company ensure not only the equipment are of world class standard but more importantly its size or capacity is catered to the right dimensioning of customer base, in order not to face the problems of drop calls or congestion. All these are done through proper planning, control and schedule maintenance program. They maintain the benchmark for providing the quality services. They monitor these through generating regular reports and on site survey. If there are any weak signals or a call drops, the skilled engineers are providing services round the clock to resolve the problem instantly. The most important key resource factor in AIRTEL is its efficient human resource. Moreover, its decisions are based on facts from market research and coverage survey. AIRTEL has put much emphasis in developing its employees through proper training, as they believe that the most important asset. So they can ensure quality services. AIRTEL has a plan to give opportunity to every household in the country, in using cellular service at the competitive price, providing unparalleled quality service and customer care. In achieving this goal, AIRTEL is planning to enforce their strong efforts to create their own independent network. They have already started Dhaka-Chittagong & Dhaka-Sylhet AIRTEL backbone. The future plan is to vigorously expand the network, which is called cell-to-cell expansion, covering almost all the regions of Bangladesh within the year 2006.
3. Training and Development Theory
3.1 Review of Training and Development Theory
Economies in the twenty-first century are under relentless pressure to increase the skill levels of their workforce. A highly skilled workforce is widely seen as being essential for prosperity in a globalize world characterized by rapid technological change. The implication is that high and growing incomes can only be sustained by high and growing levels of worker productivity, which in turn demand ever-increasing levels of worker skills. The development of high levels of skills in the workforce is expensive, requiring a major investment of learner time, large public expenditure on the formal education system, and high levels of formal and informal on-the-job skills development facilitated by employers. There is understandable tension about just how much should be spent on skills development, and what share of this total should be borne by each of the main players.