A Project Report

On

“Human Resource Management in Telecom Sector in India: A status

report.”

By,

Section ‘C’ – Group 9:

20169 Shravani S
20170 Shreyanka Rao N
20171 Srinidhi Hiremath
20172 Rachana B Urs
20173 Yashwanth Kumar N
20174 Soumya

Under the Guidance of,

Dr. Mousumi Sengupta

_______________________________________________________________

SDM Institute for Management Development

Mysore, Karnataka, India

Date: 19th October 2020

1
 Acknowledgement:
“Feeling gratitude and not expressing it is like wrapping a present and not giving it.”

- William Arthur Ward.

We are express our respect and humble gratitude to his holiness Dr. D Veerendra Heggade,
Dharmadhikari, Sri Kshethra Dharmasthala, Dakshina Kannada, Chairman, SDM Institute for
Management Development, Mysore, for constantly bestowing his blessings and power.

We express our sincere gratitude to Sri D Surendra Kumar, Vice President of SDM
Education Trust, Bangalore, and Prof. S Prabhakar Secretary, SDM Education Trust, Ujire.
We would also like to extend our sincere gratitude to Dr. N.R. Parasuraman, Director and
Professor of Finance, and Dr. H. Gayathri Deputy Director and Chairperson – academics,
for constantly encouraging us to get the best out of us by providing excellent facilities that
helped us to complete this project.

This project would not have been possible without the constant support from Dr. Mousumi
Sengupta, M.A in HRM, Grad IPD & PHD Professor – OB/HRM. Her constant guidance
gave us inspiration and encouragement to enhance our knowledge and skills which helped us
throughout the completion of this project. So we take this opportunity to thank ma’am for
being instrumental in the successful completion of the project.

Last but not the least, the support and contribution receive from each one of the members was
vital for the success of the project. We humbly extend our gratitude for the constant support
and guidance.

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 INDEX:

Sl. No. Particulars Page No.

1. Introduction: 04
 Introduction to HRM
 Telecom Industry in India

2. Literature Review: 05 - 06

3. Illustrations on HRM in the Telecom 07 - 17

Industry:
 Bharti Airtel
 Vodafone Idea Ltd.
 Mahanagar Telephone Nigam Ltd.
(MTNL)

4. Conclusions 18

5. References 19

3
 Introduction:
 Introduction to HRM:
HRM is the branch of business management, which is concerned with hiring, managing, and
firing of staff. It is basically concerned with the management of the Human Capital of an
organization. It deals with various processes like human resource planning, pre-recruitment,
recruitment, post-recruitment, training, compensation, and reward management, integrating,
maintaining, and retaining human resources. It has the significance of being the ‘mother
function’ in the management of the organization. [1]

 Telecom Industry in India:

India is currently the world’s second-largest telecommunications market with a subscriber
base of 1.20 billion and has registered strong growth in the last decade and half. The Indian
mobile economy is growing rapidly and will contribute substantially to India’s Gross
Domestic Product (GDP) according to a report prepared by GSM Association (GSMA) in
collaboration with Boston Consulting Group (BCG). In 2019, India surpassed the US to
become the second largest market in terms of number of app downloads. [
The Indian telecom sector is anticipated to manufacture a whole economic value of $217.4 bn
by 2020 and these telecom sectors have sub regions like network, service, Mobile Virtual
Network Operators (MNVO), white space spectrum ,5G cellular service.
The transformed industry has seen rapid growth driven primarily by competitive tariffs, wider
availability, subscriber use patterns and a favorable regulatory environment with the
introduction of Mobile Number Portability (MNP), the extension of 3G and 4G coverage.
Indian smartphone users consume the world's highest data at 12 GB / month and that could
rise to 20-25 GB / month.
The human resource in telecom sector consists of different levels namely; Level of
administration comprising of CEO and administration board these people have high
qualification and are also technically sound, Managerial level; this level has department
heads and managers of various technical and non-technical departments, and lastly individual
level consists of middle and low-level employees. [2]
Indian telecommunication industry earlier had many operators in the business, but due to
monopoly and drastic decrease in their relative market shares many operators exited the
market completely while some of them merged with other operators. This resulted in only 4
major operators to take over the market namely Jio, Airtel, BSNL and Vodafone-Idea.
For our study of the way human resource management functions in telecom sectors we have
taken 3 companies into consideration namely Airtel, Vodafone-Idea and MTNL.

4
 Literature Review:

HRM deals with strategic approach to deal with workforce of organization for overall
competitive advantage and sustainable growth within an organization. Today, in a highly
competitive and fast changing business environment, trained and productive workforce is key
to the success of any organization. It is basically concerned with make productive use of
people and maintain employment relations.

Ramesh T (2005) studied changes occurring in the field of HRM. He observed that HR
functions are concerned with varieties of activities which could significantly influence almost
all area of organization. So, HR manager should always try to include betterment of human
workforce so that organization can function in a smooth towards its goal. [3]

Ruchi Goyal (2012) also investigated the changing influence of HR practices in on

employee’s job satisfaction. Talking about the challenges, she says in coming days HR
managers need to focus more on need for fundamental advances in human management. [3]

 Role of HR Department
Earlier, Line managers used to perform the work of HR managers, there were no separate
department for recruitment, training or maintaining work force within an organization.
Due to increased competition and complex structure many large companies considered a
need of separate HR Department.
Main work of HR department is to recruit suitable workforce, providing them better working
conditions, solve their grievances, improve productivity etc.

 Role of Line Managers

Although line managers are concerned with handling their concerned department. But some
HR work is also expected from them. They are supposed to work as a bridge between HR
department and employees. They are supposed to communicate need of certain skill required
for their department to HR manager and many more things before and after recruitment.

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 HRM in Telecom Sector:

 As discussed earlier, currently there are 4 major market players in telecom sector in India
Airtel, Jio, Vodafone-Idea, BSNL. All of them have different recruitment policies,
training process etc.
 We have taken three example of telecom companies Airtel, Vodafone-Idea and MTNL.
Each of them has different challenges dealing with their workforce.
 Airtel being a market leader in telecom industry, consider its employees very crucial and
spent 25% of its profit in recruitment policies. Effective recruitment is being adopted by
company. Airtel also invest enough amount in employees training process. Whereas being
a merger Vodafone-Idea are dealing with their own challenges. Certain initiatives have
been taken to boost the morale of the employees, company is also focusing on inculcating
synergy among employees of both Vodafone and Idea.
 Talking about MTNL, as we know it is not doing well in the telecom market. Although
being a PSU, its employee’s policies are quite fine with some benefits and perks. But it is
lacking somewhere in Policies.
 So, we can say that HRM policies in any organization is very crucial as it defines the
future of any organization.

6
Illustrations of HRM in the Telecom Industry of
India:
The 3 illustrations taken to support our study of HRM in the Telecom Industry in India are as
follows:
1. Bharti Airtel.
2. Vodafone Idea Ltd.
3. Mahanagar Telephone Nigam Ltd (MTNL).

Bharti Airtel:
 Introduction:
Bharti Airtel Limited is an Indian MNC under telecom sector, incorporated on 7th July 1995,
having its headquarters at Bharti Crescent, 1, Nelson Mandela Road, New Delhi in India. It
has about 403 million subscriber base and enjoys position of one of the largest mobile
operators in world. [5]
The company's product offerings include 2G, 3G and 4G wireless services, mobile
commerce, fixed line services, high speed DSL broadband, IPTV and DTH. It also consists
about 309 million subscribers as of December 2019 and largest cellular network provider in
India.
Governed by Sunil Bharti Mittal and providing services under Airtel brand, the 1st Indian
telecom company to achieve Cisco Gold Certification.
It also has a submarine cable connecting Chennai and Singapore, having Chennai as it’s
submarine cable landing station. [6]

 Human Capital of Airtel

The lively and high-spirited talent pool has ensured that Airtel continues to steadily climb up
the ranks. These are some statistics about employees. [4]

Total number of 14818

employees
Employees under the age 25%
of 30
Avg. age of employees 34
Gross revenue per Rs.3+Mn
employee per month
Employee engagement 4.2/5
score

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 HRM Strategies in Airtel:
HR Steering Committee consisting of CEO, COO and all other functional heads is the focal
point of all HR activities of the company. They focus on mainly following strategies:

 To align HR strategy with corporate strategy.

 To make sure organization teams have the attitude to recognize the vision of company.

 Alignment of corporate objectives with individual/group objectives.

 Recruitment of more young people (Average age being 34 years), and mold them
according to organizational need.

 Rewards and recognitions coupled with strong training program; its motto being, “We let
our employees decide the training needs, and if the individual doesn’t know what is his
training need, then we don’t need him”.

 In Airtel, every employee is certified based on quality and IT and re-certification is done
on a continuous basis.

 5 parameters are used for measuring organizational performance i.e., profitability, market
share, brand saliency, customer satisfaction and employee satisfaction. Further individual
targets are given to employees based on these. [9]

 Pre-Recruitment, Recruitment & Post-Recruitment at Airtel:

Airtel believes that its employees are its key differentiators, so care is taken that a
harmonious environment exists. Recruitment process is very crucial, so about 25% of profits
are diverted towards recruitment each year. The HR department sets the recruitment norms,
but effective implementation of the process is by the heads of respective departments. [7]

- Methods of Recruitment:
 Employment agencies.
 Advertisements.
 Campus recruitment.
 Deputation.
 Personal association.
 Word of mouth. [8]

- Selection Procedure:
Selection is a process of choosing capable people for the right job, the processes followed by
Airtel is:
1. Preliminary interview.

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Purpose is elimination of unqualified or unsuitable candidates.
2. Application blank.
Written record of all information required by the company.
3. Employment Test.
Psychological and other tests conducted by Personnel department.
4. Employment interview.
Most complex and crucial part where suitability of job to the applicant can be specified.
5. Reference check.
Generally, space is provided in application blank for this, for higher or important positions
reference check is made through personal visit or calls.
6. Medical examination.
Very important as person with poor health cannot contribute efficiently.
7. Final selection.
If all the above obstacles are overcome, candidate gets selected. Later, it is HR manager’s job
to introduce him to the company and job. [8]

 New Initiatives Taken for Induction and Post-Induction of Employees:

Launching of:

 New induction platform-Centum learning.

 Learning menu card.

 Common leadership academies.

 New and improved version of Airtel 101 app and

 Movement of learning data to Microsoft Business Intelligence. [4]

 Performance Appraisal:
Measurement is done based on how far individual performances are in alignment with
organizational goals. If individual goals are not aligned then training and education is
imparted, if aligned motivated through promotions, rewards and recognition.

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 Training Programs Offered:
There are about 14,818 employees in Airtel, about 67.5 Million is spent on trainings for
increasing their efficiency and skillset and, it has made sure that each employee gets about
16.82 training hours. The different types of trainings offered are:
 Holistic Trainings: - Development of Functional, Behavioral and Leadership aspects by
integrated approach.

 Functional Training - Increasing functional efficiency by enhancing skills and

capacities. Customer-centric approach is kept in mind for this.
 Behavioral Training – Learning culture is built by teaching Collaborative relationships,
Problem-solving techniques, Design thinking and Communication.
 Leadership Training - Focuses on building future leaders and mainly employees at
managerial levels are involved.

 Leadership is also developed through various programs such as Emerging leaders

program for first time managerial roles, Future leaders program for Mid-level roles,
Advanced leaders program for Functional head roles and C-Suite leadership program to
200000 3500
180000
3000
160000
140000 2500
120000
2000
100000
80000 1500
60000
40000 1000
20000
500
0
Training Hours
0
Training interventions
Functional Training Behavioral Training
Functional Training Behavioral Training
Leadership Training
Leadership Training
groom talent for CEO roles.
 Apart from this:
- Ascent 2.0, a team building program and
- Hire Right, an experiential program on recruitment techniques is also done. [4]

 Digital Learning Platforms:

 iLEARN - Mixed trainings provided for ensuring employees are aligned with changes
at industry level.
 Airtel 101 – Mobile app launched with the purpose of enhancing functional knowledge.
 Coursera – Certified training from international universities.
 Pluralsight – Online video trainings on innovative technologies. [4]

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 Employee Welfare, Awards and Accolades:
 A protective and safe workplace and preserving welfare of employees is a key priority.
So various health and safety policies are implemented which include Safety at
workplace, Health insurance, Safety of women, Travel safety, Parental leave, Work
from home etc.
 The efforts and contributions are recognized and acknowledged through rewards such as
Instant rewards, Planned rewards and Long-service rewards. [4]

Vodafone Idea Ltd.:

 Introduction
Vodafone India was established in 1994 as a telecommunications subsidiary of the UK-based
Vodafone group plc and provided telecommunications services in India. And idea cellular
was Indian mobile service operator which was founded in 1995 headquarter in Gujrat, India
and was a deemed subsidiary of Aditya Birla Group. In March 2017, both idea and Vodafone
announce a merger and got merged in August 2018. [12]
Until September, Vodafone Idea operated as two separate brands. But, after 2 years of merger
i.e. in September 2020 company announces its new brand identity as Vodafone-Idea Limited
(V!).
As of 31 August 2018, Vodafone Group plc currently holds a 45.1 percent stake in Vodafone-
Idea, Aditya Birla Group holds a 26 percent stake, and the remaining stake is owned by the
public. Before entry of Reliance Jio in 2016, both the company were doing good in market.
At that time Idea had 17.01% market share and Vodafone had 19.16% market share. But
since the entry of Reliance Jio, competition for cut-throat tariffs is emerging in the telecom
industry. To survive in the market, several telecom companies went into fusion or acquisition.
Also, Idea and Vodafone dramatically lost their market share.
So, both the company decided to come up with a merger and with an aim to become market
leader in telecom industry. But currently they are not able to retain or increase their market
share and continue losing it. Unprecedented move of Covid-19 lockdown also did hit hard on
Vodafone-Idea where it loses 6.3 million subscribers in March 2020 and its wireless market
share reduced to 27.57%.

 HRM Strategy
Merging of two big company is not easy at all specially for HR manager. He must have to
take certain tough decision, there will be a sense of insecurity among employees, their morale
may come down. Considering all these factors HR Manager should strategize his/her
approach cautiously.

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In the case of Vodafone-Idea both the company laid -off approx. 4000-5000 employees
collectively, this arises huge sense of insecurity among employee. And after the merger there
were no collective brand image so there were no synergy among employee, there loyalty was
still divided.
So, many challenges came for Mr. Suvamoy Roy Chaudhary, HR Manager of VI like:

 Downsizing

 Retrenchment

 Outplacement

 Lack of synergy in Company

 Demotivation among employees. [13]

To cope up with these challenges company took a step to revamp organizational culture and
structure based on newly created mission, vision and values. New structure of company
included 5 multiple bands (M1 to M5) and set of correlated designation perplex. [14]
Company also introduced certain set to evolve common work ethics and culture for smooth
functioning. One of the important techniques adopted was Cross-Functional Training as a
leadership program which significantly helped in employee management.

 Recruitment at Vodafone-Idea:

 They believe they are in a highly competitive market and work constantly towards
betterment thus their recruitment emphasizes on employee empowerment for making
right decisions, they focus completely on skills of the employee and trust investing on
the same is a benefit. [15] Vodafone- Idea’s recruitment costs are broken down into five
parts with a set of terms and conditions. [10]

 32% of hiring temporary workers

 10% of HR time
 22% of advertising
 26%of management time
 10% of agency fees

Where the cost of management and HR time is also taken into consideration.
 Pre-Recruitment and Post-Recruitment at Vodafone-Idea:
Methods of recruitment:

 Recruitment Agencies

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  Direct Advertisements

 Campus pools

 Employee referrals

 Word of mouth

 Boomerang employee [15]

 Selection procedures at Vodafone-Idea

1. Application:
Candidates can apply through online website.
2. Initial assessment:
Stage one of elimination of non-suitable candidates.
3. Employee analysis test:
Analytical and decision-making skills are considered.
4. Nomination interview:
The most important part of the election procedure where the employee is looked at closely
on his overall skills.
5. Medical or physical check:
Health and wellness of employees contribute to a better performance.
6. Inspect referrals:
Check on referrals mentioned in the application from.
7. Appointment letter:
A letter confirming the employees’ selection with terms conditions and other details
mentioned.[11]

 Post-Requitement Process
Due to merger and its challenges, the company was not able to provide any hike or offer to its
employee. So, it created a sense of insecurity among employees. However, after 2 years of
merger Vodafone India announces 9% average pay hike for its 10,000 staff members,97%
bonus for employees and 17%pay hike for top performer.

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Although hikes came little late to the employees and staffs, it was better than increment given
by Jio and Airtel.
And these steps were also significant to reassure its human capital which was continuously
losing their faith in company.
 Training at Vodafone Idea:
Many training programs are taken up by Vodafone-Idea to enhance the skills of its
employees.

 To set you up for success, a personalised induction programme.

 Classroom-based role specific training.

 Yearly membership of a professional authority that suites your role.

 Access to eight online functional and leadership training with thousands of distinct
learning opportunities for the employees.

 Giving employees an Instant access online to thousands of leading books on business

and technology.

 The chance to request additional learning to assist you in your current position or potenti
al development. [15]

 Perks, Benefits and Wellness of Employees:

 Diversity and inclusion are a pattern of work at Vodafone-Idea, celebrating differences

having respect for people’s ideas provision of equal working opportunities

 Intolerant towards harassment or misbehaviour secure congenial environment

supporting employee interests.

 flexible working, remote working, medical and health insurance.

 Incentives and rewards for innovative ideas.

 Employees are protected risk to health and safety through HSW balance policies.

 Freedom for growth VI supports its employee growth at various levels. [10]

Mahanagar Telephone Nigam Ltd. (MTNL):

 Introduction:

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 MTNL is a telecommunication service provider that is state-owned, and which is completely
owned subordinate of BSNL (Bharat Sanchar Nigam Ltd.) and whose headquarters is in New
Delhi, India. MTNL provides its services in the metro cities like New Delhi and Mumbai and
also in the island nation of Mauritius in Africa. Until in 1992 when the telecom sector was
extended to other telecom service providers, MTNL was the monopoly in Mumbai and New
Delhi. The motto of the company was “Transparency makes us different”. 57% of the stock
in the company is held by the Government of India and the rest of it is held by the
institutional investors and by public. MTNL company’s shares are listed on Global
depository receipts on London Stock Exchange, Bombay Stock Exchange, and American
depository receipts on New York Stock Exchange. Until March 2020, MTNL has 3.35
million subscribers. It is even a public sector venture of Navratna status which the
Government of India gave to the state-owned companies whose performance was best.[16]

 Human Resource Management in MTNL:

The Human Resource Management in MTNL aims at maintaining a competent and happy
workforce by creating healthy work environment and giving ample opportunities for growth
of the employees. The various aspects of HRM in MTNL include the following:

 Recruitment and Selection procedure:

MTNL has an efficient system of acquiring competent employees on various posts. The
procedure of application submission for the jobs are as follows:
a. The applicants need to open the official website of MTNL which is www.mtnldelhi.in if they
want to apply for MTNL job openings or posts.
b. If the applicants are seeking eventual job opportunities, they have to snap on careers page.
c. Based on their experience and qualification the applicants need to opt for the posts that are
suitable for their profile.
d. It is very important for the applicants to go through the description of the job and role of the
job very carefully.
e. Further, the applicants to apply for the job opening must snap on apply link.
f. The applicants are required to sign up to the website to apply for the posts.
g. Lastly, the applicants must fill in all the necessary details and then finally submit the
application further for screening.
Following are the rounds that come under the selection procedure:
a. Aptitude test which is in written format online.
b. Practical interview
c. HR interview[17]

15
MTNL furnishes the finest opportunities to work for engineers. Through its subsidiaries and
the joint ventures MTNL is laying out the telecommunications beyond the boundaries.
Through its joint venture it is available in Nepal with UTL (United Telecom Ltd) and through
its 100% subsidiary it is available in Mauritius that is MTML (Mahanagar Telephone
Mauritius Ltd).
The intrigued candidates who are opting for MTNL must provide the required details to the
best of their knowledge. There is ample potential for growth while working with the greatest
minds in the country.[16]

 Training/learning programs in MTNL:

- Learning opportunities for students:

For engineering students CETTM MTNL Mumbai offers Industrial Training in the following
technologies:
1. 3G and GSM
2. Digital switching and NGN
3. Information technology
4. MPLS technology and services offered
5. Broadband technology and services
6. Optical fiber cable and systems

- Industrial training for diploma/engineering students:

This session is conducted for the engineering/diploma students’ benefit who have completed
their diploma/degree. And for those diploma students who are regular who need the regular
Industrial training during the course,
it is also offered to them.

- Opportunities of training/project for MBA students:

The training and project opportunities of 2 months are offered to MBA students too in the
following manner:
1. Finance
2. HR
3. Marketing

- Learning opportunities for employees:

16
The employees have a provision of opting for the ‘MTNL Sabbatical Scheme’ which
encourages the employees to avail a sabbatical leave for knowledge enhancement and self-
renewal as a tool for enhancing employee competency and job satisfaction.

- The other training and development opportunities are provided which varies
according to the job requirement in MTNL. [17]

 Employee Benefit Aspects:

- Working employee medical scheme: Under this scheme the company has a provision
of health insurance to its working employees.

- There is also a medical scheme provision for retired employees.

- Childcare leave is available for the female employees in the organization. This
constitutes a paid leave of 3 months and an unpaid leave period of up to 2 years.[17]

 Organizational structure of MTNL[19]:

17
 Conclusion:
A well-coordinated Human resource department and effective HR processes are very much
essential for smooth functioning of any organization. And in service-based industry such as
Telecom sector HRM plays a crucial role.
We have taken 3 illustrations; 2 private firms Airtel, Vodafone-Idea and 1 public subsidiary
firm MTNL and have tried to understand and interpret the way Human Resource
Management functions in these companies.
Let us try to compare and identify the areas of strengths and areas where improvements are
essential in the above-mentioned companies.

 Recruitment: - Recruitment procedures play a major role in deciding company’s future,

so company should make sure recruitment is done in an efficient, cost-effective and a
smooth manner. Career opportunities are better in Airtel as it is more focused towards
functionality and efficiency compared to Vodafone-Idea and MTNL.

 Work-life balance: - In this scenario Vodafone-idea and MTNL hold upper hand as more
priority is given to warmth and emotions of employees compared to Airtel. HR
department needs to focus on this area in Airtel and work on it by taking feedbacks and
conducting counselling sessions to employees wherever required.

 Cultures and values: - A strong organizational culture and value is very important for
service-based industries like telecom sector as it reflects on employee-customer
relationship. Vodafone-idea and MTNL have strong organizational culture compared to
Airtel.

 Senior Management: - MTNL being a public sector the senior management has a greater
hold on the company compared to Airtel and Vodafone-idea.

 Training programs: - Training programs are structured well, have different variants for
different positions and minimum compulsory training hours for each employee are set at
Airtel but MTNL and Vodafone-idea lacks these benefits.

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 Benefits and wellness of employees: - Employees at Airtel and Vodafone-idea share
common benefits such as flexible working hours, women safety, health insurance etc. but
at MTNL only few benefits of medical scheme and childcare is ensured.

 Compensation and Rewards:- Airtel is better at compensation and reward management

as it is a well-established firm but due to post merger issues in Vodafone-idea and MTNL,
being only a subsidiary firm these companies are still more focused towards establishing
their firm.

References:
1) Human Resource Management Theory & Practice – R.C. Sharma & Nipun Sharma
2) https://www.investindia.gov.in/sector/telecom
3) http://indianresearchjournals.com/pdf/APJMMR/2013/April/5.pdf
4) https://assets.airtel.in/static-assets/cms/Bharti-Airtel-Limited-Integrated-Report-
Annual-Financial-Statements-2018-19.pdf
5) http://docplayer.net/31962622-Connecting-lives-anywhere-anytime-a-case-study-on-
airtel.html
6) https://www.slideshare.net/khalidekram/strategic-analysis-of-bharti-airtel
7) https://www.academia.edu/37645671/
_A_STUDY_OF_RECRUITMENT_AND_SELECTION_PROCESS_IN_BHARTI_
AIRTEL_LIMITED_SUMMER_TRAINING_PROJECT_REPORT_SUBMITTED_
TOWARDS_PARTIAL_FULFILLMENT_OF_BACHELOR_OF_BUSINESS_AD
MINISTRATION
8) https://www.slideshare.net/swarupasahu/hr-airtel
9) https://www.slideshare.net/ShekharJyotiDas/hrm-strategy-of-airtel#:~:text=Airtel
%20seeks%20to%20certify%20every,HR%20activity%20of%20the%20company
10) https://www.myvi.in/#
11) https://www.vodafoneidea.com/careers
12) https://en.wikipedia.org/wiki/Vodafone_Idea#:~:text=Vodafone%20Idea%20Limited
%2C%20d%2Fb%2Fa%20Vi%20%28pronounced%20%2F%20w,form%20a
%20new%20entity%20named%20Vodafone%20Idea%20Limited.
13) https://www.telecomlead.com/

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14) https://www.livemint.com/
15) https://www.ukessays.com/essays/business/human-resource-management-in-
vodafone-business-essay.php
16) https://blog.madeeasy.in/mtnl-career-mahanagar-telephone-nigam-limited
17) https://www.allindiajobs.in/2017/01/mahanagar-teleophone-nigam-limited-
recruitment.html
18) https://en.wikipedia.org/wiki/Mahanagar_Telephone_Nigam_Limited
19) http://mtnl.in/Humanresource.html

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