HUMAN RESOURCE MANAGEMENT

A PROJECT REPORT ON BHARTI AIRTEL

Submitted to: Soni Agrawal

INTERNATIONAL MANAGEMENT INSTITUTE

KOLKATA
Date of submission: 14 March, 2021

Submitted by: Jyotiraditya Kumar Jha

20PGDM110
B
RELEVANCE TO INDUSTRY

Human Resource Planning is understood as the process of forecasting an organization’s future

demand for, and supply of the right type of people in the right type of people in the right number.
It is only after this that the HRM department can initiate a recruitment and selection process.
HRP is a part in the total organization planning. HRP facilitates the belief of the company’s
objectives by providing the proper type and therefore the right number of personnel. HRP, then,
is like materials planning that estimates the sort and quantity of the materials and supplies
needed to facilitate the manufacturing activities of the organization.

The Human Resource in Airtel are in fact are not resources- but an “ Asset”. They call them
Human Capital. At Airtel, they believe in valuing people and realizing the worth of individuals.
At Airtel the HR department is considered have the responsibility of job analysis to be carried
out for each job in the structure, on the basis of this analysis the best candidate fitting a job is
selected.

HOW DO I AS A FUTURE MANAGER FEEL THE TOPIC IS IMPERATIVE?

I think we are going to see HR positions develop in such a way that they will probably be one of
the most sought-out professions in the enterprise. Not so long ago, HR managers were like high
school assistant principals- paper pushers who kept the building running and tsked those who
broke the rules. Now, these managers focus more on people than on paper and, like skilled
teachers, they assist both the strugglers and therefore the stars. By 2025, we can expect HR to be
akin to championship coaches, guiding employees throughout their careers and becoming more
essential than ever to business analytics and strategy.

JOB DESCRIPTION

 To lead the corporate service delivery to be the Cost Efficiency differentiator and thus
give the business development team an edge over competition and thus contribute to
revenue enchancement.
 To identify the areas of opportunities for customer experience enhancement and drive en-
cashing of these through structured action by team members.
 To understand competition service strategies in various product line, share the same and
jointly drive “plus one” corporate service strategies for the circle.
 To strategize and execute a strong zonal service delivery for corporate business.
 To coach, train and develop team members to take up additional responsibilities and also
to ensure enthusiastic team spirit to minimize people attrition.
 To lead, manage and assist a team of customer service managers who handel the
complete customer life cycle management of National accounts on telecom products and
data products.
SELECTION TOOLS

INTERNAL SOURCES EXTERNAL SOURCES

Promotions Employment at factory level
Transfers Advertisement
Job rotation Employment exchanges
Re-employment of ex-employees Employment agencies

QUESTIONS ASKED DURING INTERVIEW

FOR EXPERIENCED CANDIDATE

 Tell me about your dream job

 What irritates you about co-workers?
 Why do you think you would do well at this job?
 What kind of person would you refuse to work with?
 Tell me about your problem you had with a supervisor
 Do your skills match this job or another job more closely?
 Are you willing to put interest of the organization ahead of your own?
 Describe your management style

FOR FRESHER

 Why do you want to work for this organization?

 What kind of salary do you need?
 Are you a team player?
 How long would you expect to work for us if hired?
 What is your philosophy towards work?
 If you had enough money to retire right now, would you?
 Have you ever been asked to leave a position?
 Explain how you would be an asset to this organization?
 Why should we hire you?

HR INTERVIEW REGARDING GRIEVANCE HANDLING

Q1. How can a grievance be communicated?

Ans: The communication should be done formally. It can be communicated via A written
document or E-mail.

Q2. Why is it important to have a Grievance Handling Procedure?

Ans: It gives the aggrieved employees an opportunity to communicate their feelings and
problems to the concerned people. These people can then address the grievances as per the
policies.

Q3. What are the important steps in Grievance Handling Procedure?

Ans: Important steps in grievance handling procedure are

 Accepting the grievance and acknowledging it

 Carefully listening the problem
 Understanding the redefening the problem to ensure that both the parties are at the same
level of understanding
 Gathering the information- all facts and figures.
 Offering the best solution Follow up.

Q4. What can be the causes of grievances?

Ans: Different causes of Grievance are

 Management Policies- Salaries, Overtime, Leave policies, Conflicts in the roles, etc.
 Working Conditions- Unhygienic work environment, Safety issues, Transfer, etc.
 Interpersonal Factors- Inability to get along with superiors, Poor relations with team
members, Ego, Impractical approach to life, etc.

Q5. What are the different ways to discover a grievance?

Ans: Different ways ways to discover a grievance are

 Open door policy

 Exist interviews
 Suggestions boxes
 Opinion surveys

Q6. Why is it important to handle the grievances in a timely manner?

Ans: It is extremely important to handle the the grievances in a timely manner. Justice delayed
means justice denied.

 The delay in settlement frustrates and de-motivates the employee

 The delay reflects badly on the management’s intensions and seriousness to settle
 It affects the overall work atmosphere.
 It lowers the productivity and increases the cost and wastage.
EMPLOYEES INTERVIEW REGARDING IMPORTANCE OF UNION
Q1. How do you get a peer or colleague to accept one of youe ideas?

Ans: The key component to answer this question is your relationship building skills. Tell the
interviewer that you work each and every day to build relationships with your peers and
colleagues. Explain how you have small talk with them, learn about their families and special
interests and ensure that you engage with each person on a regular basis.

Q2. What motivates you as a union representative?

Ans: There can be several motivating factors for a person to choose a particular line of
proffesion. To answer this question think of what you like about this job and what are you
planning to achive out of this. Is it the feeling of helping others or the leadership that drives you
or both? A good union representatives has a healthy mix of leadership qualities as well as
empathy towards others.

Q3. Why do want to be a union representative?

Ans: You can be in this job because you are a truly motivated to be a union representative or just
because its some job you might be planning to shift to some other carrers in future. To be
successful as a union representatives you need the inner motivation and willingness to be able to
do something for the employees in the union. Being a representative gives me a way of
responsibility and ownership towards those I represent.

Q4. What are the key tasks for a union representative?

Ans: The key tasks for a union representative are

 A labor union represents the collective interests of workers, bargaining with employers
over such concerns as wages and working conditions.
 Labor unions are specific to industries and work like a democracy.
 Labor unions have local chapters, each of which obtains a charter from the national-level
organization.

Q5. How do unions get bargaining rights?

Ans: There are two methods of gaining bargaining rights. The first is certification and therefore
the second is voluntary recognition.

Q6.  How does collective bargaining begin?

Ans: If a trade union has been certified and no collective agreement is in force, the trade union
may give the employer written notice of its desire to bargain or the employer (or employer's
organization) may give written notice to the trade union of its desire to bargain.
According to the Industrial Relations Act, where a collective cotract is already effective, either
party may within the amount of the 90th and 30th day before expiration of the agreement, give
notice in writing to the other of its desire to bargain for the renewal or revision of the collective
agreement.Once notice is given, both sides must meet as soon as possible, but no later than 20
days after the notice was given (unless extended upon mutual agreement of the parties), to
commence bargaining and must make every reasonable effort to reach an agreement.

Q7.  What happens if, during negotiations, an employer and a union cannot agree on the
terms to be included during a collective agreement?
Ans: Once notice has been given to commence collective bargaining, whether or not actual
bargaining has taken place, either party may ask the Minister to appoint a conciliator or
mediation officer to help within the conclusion of an agreement. The request must be amid a
release of difficulties encountered by the parties in negotiations so far.

Q8. How can a trade union and an employer receive assistance in settling a grievance?
Ans: If the grievance procedure outlined in the collective agreement has been exhausted and the
grievance has not been settled, the parties may submit the grievance to arbitration for a final and
binding determination. Arbitration could also be done by a sole arbitrator or by an arbitration
board.

Q9.  What happens if, during negotiations, an employer and a union cannot agree on the
terms to be included during a collective agreement?

Ans: Once notice has been given to commence collective bargaining, whether or not actual
bargaining has taken place, either party may ask the Minister to appoint a conciliator or
mediation officer to help within the conclusion of an agreement. The request must be amid a
release of difficulties encountered by the parties in negotiations so far.

Q10. . What can one side do if the opposite side refuses to barter or appears to not be
negotiating in good faith?

Ans: If one party does not respond to a notice to bargain, or appears not to be bargaining in good
faith, the other party may file a complaint with the Minister. The Minister may then refer the
complaint to the Labour and Employment Board.
The Board shall discuss the complaint and determine whether to dismiss the complaint or order
compliance with the needt to bargain in straightness. One of the parties or both may also apply to
the Minister for the appointment of a conciliation officer.