A Project Report ON TRAINING AND DEVELOPMENT IN CAPITAL IQ INFRA SERVICES PVT LTD. BY M.

SWETHA HTNo: 098-060-128

Project submitted in partial fulfillment for the award of the Degree of MASTER OF BUSINESS ADMINISTRATION by Osmania University, Hyderabad -500007

DECLARATION

I hereby declare that this Project Report titled TRAINING AND DEVELOPMENT submitted by me to the Department of Business Management, O.U., Hyderabad, is a bonafide work undertaken by me and it is not submitted to any other University or Institution for the award of any degree diploma/ certificate or published any time before.

Name and Address of the Student Signature of the Student M.SWETHA Flat no 506 , KK Madduri Mansion Kothapet, Hyderabad

Abstract
Employee training is the important sub-system of Human Resource development. Employee training is a specialized function and is one of the fundamental operative functions for Human Resource Management.

Every modern Industry, We Want start any industry the basic Factors are very much essential, these are, men, money, material, Marketing, machinery, out of these five, men is playing on important Role in every organization. Without man power we cannot run an Industry. So, every modern management has to develop the organization through human resource development.

CAPITAL IQ provides maximum priority to empower manpower, creating knowledge and evolving leaders. Organization structure will be follows and will be strengthened further based on support, advice and demand from customers.

ACKNOWLEDGEMENT
I would like to thank Mr. T. Raghava Reddy Director and Ms. B. Indira Principal, St. Pauls P.G.College, for their whole hearted cooperation. I feel it as a great privilege to express my profound respects, deep sense of gratitude to project guide Lecturer Mr. Anand Sony St. Pauls P.G. College, who guided me throughout my project with constant cooperation, encouragement and motivation. I would like to thank Mr. HariNarayana Manager human resources and other staff members of CAPITAL IQ infra services pvt ltd. with out their kind cooperation and help the project could not have been successful. I sincerely acknowledge all the people mentioned above, without whose cooperation, I couldnt have completed my project successfully.

M. Swetha H.T.No.098-06-0128

Table of contents

Page NO

1. INTRODUCTION a) Research Problem b) Objectives c) Methodology 2. REVIEW OF LITERATURE 1. Introduction 2. Importance of training 3. Training Objectives 3. THE COMPANY Company Profile 4. DATA ANALYSIS & PRESENTATION Interpretations 5. Activities 6. SUMMARY & CONCLUSIONS 7. BIBLIOGRAPHY 8. Appendix Organisation Structure 5 7 10 1 2 3

24 35

59 65 66 68

Chapter - 1
6

Research Problem: The research study is on training and development in the organization as it plays a vital role in any organization. To know how training is done in the organization. What type of training programs they are following and how effective they are in the organization. Need for Study: The need for study is to know How effective training in the organization is and to what extent they are useful. Also to find out the gaps in training and development system (if any) and to give suitable suggestions and recommendations. Study was carried out at CAPITAL IQ TELECOM INFRA PVT. LTD Sample design Sampling: carried out with Civil Executive, Employees & Workers. Sample size: 100 Period of Study: The period of study is 45days

Objectives:
The following are the objectives of this present study.

1. The main objective is to study the training and development system existing in CAPITAL IQ. 2. To identified the training programs of CAPITAL IQ

Methodology
Primary Date: The primary data is collected through administration of schedule and the items in this schedule are framed carefully and clearly. Secondary Data: The secondary data has been collected from annual reports, partly from records and library sources. Some information is gathered by personal talks with the concerned officials. Sampling: The sampling purpose only 3 designations the name of designations are Civil Executive, Employees & Workers. The total samples 100. The sample is drawn equally from these five departments through Simple random Sampling technique.

Chapter - 2
REVIEW OF LITERATURE

Introduction
Analysis of data:
The primary data collected through schedules are grouped and all the items in the schedule are tabulated for the purpose of the study. Simple arithmetic calculations are used for analysis of the data. Employee training is the important sub-system of Human Resource development. Employee training is a specialized function and is one of the fundamental operative functions for Human Resource Management. Every modern Industry, We Want start any industry the basic Factors are very much essential, these are, men, money, material, Marketing, machinery, out of these five, men is playing on important Role in every organization. Without man power we cannot run an Industry. So, every modern management has to develop the organization through human resource development. After an employee selected, placed and introduced he\she must be provided with training facilities.

Meaning:
Training is the act of increasing the knowledge and skills of an employee for doing particular job Training is a short-term educational process and utilizing a Systematic and organized procedure by which employees learn Technical knowledge and skills for a definite purpose. Training is a continuous and life long process. Right from the time a child is born he starts receiving training from the time his mother for a variety of needs. So, that he becomes a social being. His training continues in the school and the college situations.

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Importance of training:
The importance of human resource management to a large extent depends on human resource development. Training is the most important technique of human resources development. No organization can get a candidate who exactly matches with the job and organizational make him suitable to the job. Jon and organizational requirements are not static, they are changed from time to time in view of technological advancement and change in the awareness of the Total ; Quality and Productivity Management (TQPM). The objectives of the TQPM can be achieved only through training, as training develops human skills and efficiency. Training employees would be a valuable asset to organization Organizational objectives like viability, stability and growth can also be achieved through training. It is also important significant part of management control. The training employees invite organizational change and ready to take up any type of assignment. The success of any organization, to a greater extent depends on the amount, qualitative and timely training provided by an organization. the requirements. Hence training is Important to develop the employee and

Need for Training:

Every organization big or small productive or non productive, economic or social, old or newly established should provided to all employees irrespective of their qualification, skills, suitability for the job etc. Thus, no organization can choose whether or not to train employees. The needs has been recognized as an essential activity not only Of management in public and private sectors but also of trade unions, Academic institutions, professional bodies and the various department And agencies of the Government. Training is used continuously in every well run establishment further, technological changes, automation has to retrain the old Employees.

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The need for training arises due to the following reasons:

1) Sub optional performance of organizational in public, government and private sectors. 2) 3) 4) The every-increasing gap between planning and implementation Projects. Technological change necessitating acquisition of new skills. Qualitative change in the form of proffessionalization of managerial staff And workmen. 5) 6) 7) Need for individuals and organization to grow at rapid pace. To meet challenges of global competition. Need for Human Relations is necessary to deal with human problems (Including alienation, inter personal and inter- group conflicts etc) of

Training Objectives:
Generally line managers ask the personnel manager to formulate the training policies. The personnel manager formulates the following Training objectives in keeping with the companys goats and objectives. a) b) c) To prepare the employee both new and old to meet the present as well as changing requirements of the job and the organization. To prevent obsolescence. To impart the new entrants the basic knowledge and skill they intelligent performance of definite job. d) To prepare employees for higher level tasks. 12 need for an

e)

To assist employees to function more effectively in their present developing the skills they will need in their particular fields.

Positions

exposing them to the latest concepts, information and techniques and f) g) h) To build up a second line of competent officers and prepare them to occupy more responsible positions. To develop the potentialities of people for the next level job. To ensure smooth and efficient working of a department.

Training and Education:

Training is concerned within increasing the technical knowledge and

operative skills in doing a particular job. Hence, mostly employer trains their employee for a particular job. But the scope of education is broader. It includes acquiring not only technical skills and knowledge, but also behavioral skills and knowledge, general knowledge, social knowledge and the like. Thus, education is to develop individuals. It is concerned with the changing environmental political and social developments. Education is not only through former instruction in the educational institute, but also through trading, observation, awareness and so on and so forth. Training is through vocational and training institutes particularly referring to a job (or) a craft. Training normally has a more immediate and specific utilitarian purpose. Whereas education has long run and general utility. Training from education as they are closely inter related that means training is part of education.

According to Date Yoder:

The use of terms training and development in todays employment setting is for more appropriate than training alone since human resource can exert their full potential only when the learning process goes for beyond simple routine.

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Areas of training:
Organization providing to their employees in the following areas.

1) Company Policies and Procedures: This areas of training is to be provided with a view to acquiring the new employees with a view to acquiring the new employees with the company Rules, practices, procedures, tradition, Management organization structure, Environment product, service offered by the company etc. it is nothing but induction. Some companies the capable induction programme is divided into two phases in the first phase, induction is done by the personnel department, second phase induction is done by the supervisor.

1) Job Training: The object of job training is to increase the knowledge of workers about the job with which they are concerned. So that their efficiency and skill of performances are improved. In job training, workers are enabled to learn correct methods of handling machines and equipment, avoiding accidents, removing bottlenecks, minimising wastage, etc.

2) Promotional Training: Many organizations follow a policy of filling some of the vacancies at higher levels by promoting existing employees. This policy increases the morale of workers. They try to put maximum efficiency so that they may be considered for promotion.

3) Rfresher Training: At the time of initial appointment employees are formally trained for their jobs. But with the passage of time, they may forget some of the methods which were though to them or they may have become out dated because of technical development and improved techniques of management and production Hence, refreshers training is

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arranged for existing employees in order to provide them an opportunity to revive and also improve their knowledge According to date Yoder refresher training programs are designed to avoid personal obsolescence. 4) Corrective Training: When an employee violates company rules or policies such as by being absent often or by smoking in a No smoking area the manager needs to find a way to deal with the problem. Sometimes he thinks that the solution to the problems is discipline, but the trouble with the word discipline is that implies punishment. He should hand the problem with treatment that corrects rather than punishes. By its very nature, corrective training implies criticism. 5) Apprentice Training: The apprentice Act, 1961 requires industrial units of specified industries to provide training in basic skills and knowledge in specified trades to educate apprentices with a view to improving their employment opportunities. This type of training generally ranges between one year to four years. Training Methods: All the training methods can be grouped into two categories

Training Methods Training methods for operatives Training methods for managers
Vestibule training apprenticeship training Internship training Observation assignment Position rotation Serving on committees Assignment of special projects Confencered seminars Case study Incident method Role Playing

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a) Training Methods for Operatives:

On the job training methods are by far the most important methods used for training the

rank and file workers in a factory. Under this method the new employee is assigned to a specific job at machines, workshop or laboratory. Under this method the worker not only learn the work under the guidance of a supervisor but also produces goods in the process. The effectiveness of this training method depends primarily on the experience and competence of the supervisor and his interest in giving proper training to the worker. Betty offspring. said that, on the job training for its success needs a properly trained instructor; otherwise an inefficient instructor can produce a number of inefficient

1) Vestibule Training: In this method, actual work conditions are simulated in a classroom. Material, files, and equipment those are used in actual Job performance are also used in training. This type of training is commonly used for training personnel for clerical and semiskilled job. This type of training period is a few weeks.

Advantages:
1 2 3 The trainee remains free from the confusion and the pressure of the work situation. He is able to concentrate on learning. The method also saves costly machines from being damaged by mishandling of untrained workers.

Disadvantages:
1 2 3 It is relatively costly Production loss during the training period Sometimes create adjustment problems.

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2) Intership Training: This method of training is generally provided to the skilled and technical personnel. This method involves a join programme of training in which enterprises and the vocational and the training institutions cooperate. The object of this type of training is to bring about a balance between theoretical and practical knowledge.

a)

Training Methods for Managers:

Executive talent is the most important asset, which a company can possess. Research, experimentation, testing and experience have yielded a great variety of training methods, which are used in executive development programme.

1)

Observation Assignment:
Under this method, the newly recruited executive called understudy is made an assistant to the current jobholder. He learns by experience, observation and imitation. If decisions are discussions with him, he is informed on the policies and theories involved. But if he is neglected by the current jobholder, the under study does not learn much by this method. Mistakes and other deficiencies characteristic of existing managerial practice.

2)

Position Rotation (Job Rotation):

Under this method, the trainee executive is rotated among different managerial jobs. This not only broadens and enriches his experience as a manager but also enables him to understand interdepartmental relations and the need for coordination and cooperation among various departments.

3)

Serving on Committees:
Another important method of training an executive is to make him serve on a committee. While serving on a committee, the executive comes to learn not only the various organizational problems and views of several senior and experienced members but also learn now a manager should adjust himself to the overall needs of the enterprise.

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4)

Assignment of Special Projects:

Some times, as a method of training some special projects is assigned to a trainee executive. Ex: - he may be asked to develop a system of cost allocation in the production of certain goods for which an order has been received by the company. While working on projects, the trainee not only acquires knowledge about them but also learns now to work with and related to other people holding different views.

5)

Conference and Seminars:

Often an executive is deputed to attend a conference, seminar or work shop to receive a quick orientation in various areas of management with which he might be unfamiliar. One advantage of this type of training is that all the participant s coming from different organizations get an opportunity to pool their ideas and experience in attempting to

solve

mutual problems. The attitude is one of joining exploration. This encourages cross fertilization ideas.

6)

Case Study:
A good case is the vehicle by which a chunk of reality is brought into the classroom to be discussed over by the class and the instructor. There is no right answer or simple explanation in the comprehensive case. The advantages of this method are more depth of thinking, more perception in a

situation

greater respect for and consideration for the opinion of others.

7)

Incident Method:
This method an outgrowth of dissatisfaction felt by Paul and Pigors with the case method. In the case methods the entire problems is presented to the students. Where as incident method only a brief incident is presented to provide discussion in the class. The group then puts questions to the instructor to drawn out of him the salient facts and additional information needed to arrive at a reasonable solution.

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8)

Role Playing:
In this method the instructor assigns parts taken from case materials to group members. The situation is usually one involving conflict between people. The situation is usually one involving conflict between people. The role players attempt to act the parts as they would behave in a real life situation working without a script or memorizes lines and improvising as they play the parts. The development of empathy and sensitivity is one of the primary objectives of role playing.

Training effectiveness:
Training effectiveness means to accomplishment of multiple goals (objectives training) the objectives of training such as. 1) To ensure that technical, managerial, human and conceptual competencies are developed in the employee on continuous basis enable them to perform their current jobs effectively and also prepare to perform the new jobs as they come. 2) To offer the necessary competency building inputs to all employees in a systematic, scientific and cost effective manner. 3) To offer the required and attitude based training to ensure that a lasting and self sustaining culture is built in the organization.

We discuss training and development activities. Is it not enough to merely assume that any training an organization offers is effective. We need to develop substantive date to determine whether our training effort is achieving its goals. i.e, if it is correcting the deficiencies in skills, knowledge or attitudes that were assessed as needing attention. Note too that the fining of training and (development) research programs is expensive. The costs incurred alone justify evaluating the effectiveness.

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The assumption by many managers and training directors that any type of training is worth white, training programmes may not be as effective unless. It is evaluated. If those responsible for training are convinced that every training program being offered is good, it is a reasonable bet that little evaluation is taking place and it is very that the actual training could be improved. While we know training can be effective in assisting management in attaining its goals, the issue of whether it is effective is often more a matter of opinion them of fact. Critical to any training activity is proper effectiveness evaluation. Evaluation methods can be classified as 1) test retest method 2) Pre-post performance method 3) Experimental- control group method

1)

Test Re-test Method:

The first approach is referred to as the first re-test method participants are given a test before they begin the programme. After the program is completed, the participants retake the test, the difficulty arises in attempting to substantiate that change in the test scorers will be reflected in performance and that whatever change has occurred can be fully attributed to the Instruction.

2)

Pre-post Perfomance Method:

in this method each participant is evaluated prior to training and rated on actual job performance after instruction is completed, the participant is re-evaluated. The pre-post performance method deals directly with job behaviour.

3)

Experimental Control Group Method:

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The most sophisticated approach is the experimental control group method. Two groups are established comparable as to skills intelligence and learning abilities and evaluated on actual job performance. Members of the control group work on the job but do not under go instruction. The experimental group is given the instruction at the conclusion of training. The two groups are re-evaluated. If the training is really effective, the experimental groups performance will have improved, and its performance will be substantially better than that of the control group. This approach attempts to correct for factors other than the instruction programme that influence

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Chapter-3

The Company

CAPITAL IQ Corporate Overview CAPITAL IQ Fast Facts

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Snapshot of products & Key Service Areas CAPITAL IQ Corporate Vision & Mission CAPITAL IQ Objectives & Values Organization Structure & People Corporate HR & Admin Policies CAPITAL IQ Fast Facts Snapshot of products & Key Service Areas CAPITAL IQ Corporate Vision & Mission CAPITAL IQ Objectives & Values Organization Structure & People CAPITAL IQ Fast Facts Capital IQ Information Systems India Pvt. Ltd., was formerly known as Smart Software Technology Development Co., Pvt. Ltd., The company was started by Dr. Kumara Prathipati in association with Mr. Madan Mohan, CIQ Executive Director. In the year 1997, Smart Software became the subsidiary of simply stocks, Simply Stocks, the parent company of Smart Software, has been acquired by Capital IQ NY. Currently S & P acquired so we known as Capital IQ India a division of S & P the McGraw-Hill

Companies.
Capital IQ, is the world leader in deeply integrating information on public & private companies, investment firms, relationships among firms and professionals, biographical and contact data, events, transactions, securities data, regulatory filings, news, research products, interactions, and knowledge. Capital IQ enables leading financial, advisory, and corporate professionals to efficiently make more intelligent business decisions. Capital IQ serves over 10,000 + clients, including the market leaders in investment banking, investment management, private equity, and related professional services, as well as some of the worlds largest corporations. 23

CIQ products integrate public & Private capital market information with software applications for research, analysis, idea generation, workflow management, and relationship development. CIQ are not just a data or software Company, but a team of dynamic Professionals vowing to provide: High Quality, Timely and Accurate Data and Research Tools Best Possible Client Service

CIQ Key Service Areas financials, SEC filings, financial ratios and Business Descriptions Exporting or Importing data into Excel spreadsheets Creating reports which can be customized Comparing companies against their peers and indices Charting & graphing the results in bar, line, pie charts and customized colors CIQ vision To achieve a leading position in the field of fundamental data services by developing topquality customer solutions and providing finest financial data products and tools based on cutting-edge technology and advanced quality assurance processes.

CIQ Mission To provide clients with consistently superior quality fundamental data and innovative research tools, thus bring a fresh approach to the financial information supply business. To provide an exemplary work environment and work culture where the best talent can be attracted, retained and motivated to rise to higher peaks of excellence. To be a responsible corporate citizen and discharge CIQ social responsibilities diligently.

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CIQ Objectives To be a leader in U.S and a strong global player in supplying financial data products and services. To provide quality services on time at globally competitive prices. To achieve optimal utilization of the important resources: people, time and money. CIQ Values Client Orientation CIQ clients are CIQ first priority CIQ deliver promises and nurture long-term relationships with CIQ clients Knowledge Sharing CIQ welcome new ideas from CIQ employees and stakeholders CIQ enable improvement in CIQ processes Leadership CIQ promote initiative, decisiveness and accountability among CIQ employees Integrity CIQ ensure honesty and fairness in all CIQ dealings Performance CIQ strive to achieve superior results all the times. Teamwork CIQ believe in Team work with mutual respect, support and open communication with CIQ clients and within. Approach CIQ leverage CIQ intellectual capital and initiative to realize CIQ goals

CAPITAL IQ, INDIA A Subsidiary of CAPITAL IQ Capital IQ, India Development Inc. had its modest beginning in San Diego, California by a group of entrepreneurs headed by Dr. Kumara Prathipati in 1993. The Indian operation was started, as Capital IQ, India Technology Development Company Pvt. Ltd., along with Mr.

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Madan Mohan, a successful entrepreneur with excellent business acumen. In the year 1997, Capital IQ, India became the subsidiary of Simply Stocks, Inc., San Diego, California. In the recent past Simply Stocks & Capital IQ, India has been acquired by Capital IQ, Capital IQ enables leading financial, advisory, and corporate professionals to efficiently make more intelligent business decisions. Capital IQ products integrate public and private capital market information with software applications for research, analysis, idea generation, workflow management, and relationship development. Capital IQ serves over 400 clients, including the market leaders in investment banking, investment management, private equity, and related professional services, as well as some of the worlds largest corporations.

Hierarchy Level & Grade classification

DECISION MAKING LEVEL This level will involve decisions that will determine the scope, direction, and overall goals of Capital IQ, India These decisions will be subject to few constraints other than those imposed by law and/or economic conditions. These decisions will be the kind typically made or approved by CIQ / ED. In short the decisions taken by this level would impact Capital IQ, India in total. PLANNING & IMPLEMENTATION LEVEL This level will involve decisions related to the plans of achieving the Goals & objectives established at the Decision Making level, These plans will be concerned with formulating or adjusting the policies and procedures for the major functions/divisions/departments and allocating resources The positions in this level will typically be in charge of, or responsible to their respective line of activities i.e., Production, Technical or HR. The decisions taken at this level would impact a particular function in short term and Capital IQ, India in long term.

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INTERPRETATIVE LEVEL At this level, position incumbents will interpret and carry out the Processes, Goals & objectives planned at the Planning & Implementation level. Decisions taken at the Interpretative level will specify what is to be done in lower levels and how the resources i.e., time & people allocated to them are deployed. In short, people at this level will act as facilitators between the idea creators & idea executors DEFINED PROCESS LEVEL The decisions at this level will involve determining the means or process of achieving the standards set, objectives laid or guidelines established by the Interpretative level. These decisions will be subjected to the limits imposed by the available resources & technology and to the constraints set by interpretative level. The Defined Process level decision includes defining the process and specifies what is to be done at the levels below. In short, this team will act as a translator of the ideas. OPERATIONS LEVEL Employees at this level will focus on how to carry out the operations of the process and the manner as well as speed of performing the elements of production process as specified by the execution level However, there will be, within the limits set by the specific process, a choice as to how and when the operations are carried out. In Short this team will execute the ideas. Employee Levels / Career Progression levels The following are the Employee levels at Capital IQ, India 1. Junior Research Associate Research Associate Senior Research Associate Analyst Senior Analyst

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Procedure: Each level of employee should have certain skills and knowledge levels which will be defined and communicated to all the employees. This will help every individual to accesses where he/she stands and how to reach the next level. There shall be no specified time limit for promoting an employee from one level to another. But the TL/Mgr shall follow certain guidelines, for the same, as specified by the Management. The TL/Mgr recommendation of each employees promotion is not the final decision. It must be approved by the Management. Junior Research Associate: The newly hired Associate will typically have a college degree, and 0-2 years of professional experience. Junior Research Associates (JRA) should be good at basic concepts of capital markets, good understanding of financial statements, accounting terminologies etc., and are able to apply this knowledge while processing the data with a significant to moderate degree of supervision. JRA should be a good team player JRA needs complete assistance & guidance of the Team Lead/Manager to clear all his minor and major doubts or to handle any unique situations faced during discharge of his/her duties JRA should have basic understanding about all the policies & procedures of data processing and various applications/tools used for this purpose The productivity level of a JRA should near the standard production levels and performance should be within acceptable error rate. Research Associate: Research Associates (RA) should be good at basic concepts of capital markets, good understanding of financial statements, accounting terminologies etc., and are able to apply

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this knowledge while processing the data. The work of the RA for the most part should be error-free. The Associate develops an ability to operate in an independent way, but may require assistance from the Team Leader/Manager occasionally. RA should be able to act individually with the laid down procedures. RAs are good communicators and shall have good Interpersonal skills. The Associate is able to communicate effectively with the Team Lead/Manger to convey suggestions for tool enhancements, problems with work, questions, etc. RA should have good command over all the policies & procedures of data processing and various applications/tools used for this purpose RA should show considerable improvement in the productivity & shall have standard productivity Senior Research Associate Sr. RAs should have very good understanding of capital markets, financial statements, terminologies etc. And they are able to accurately apply this knowledge to process the data. The Sr. RA is usually able to operate in an independent way, requiring only infrequent assistance from the Team Leader/Managers to accomplish production targets Should possess good understanding of relevant Accounting standards & principles He/She is proficient in the use of production tools and understands the intricacies of the data process so that even more difficult tasks can usually be accomplished without assistance. He/she is very productive, and is able to accomplish tasks at an above standard pace. Sr. RA must possess expert knowledge of his department and working knowledge in more than one related departments to act as backup at times. Sr. RA should have developed good communication skills along with the confidence & knowledge to handle the doubts of Jr. RAs & RAs. Sr. RA should be able to take up responsibilities from the Team Leader/Manager In the absence of his superiors Team Leader/Manager/Sr. Analyst/Analyst, he/she should be able to look after the production schedules and co-ordinate with other team member

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accordingly Analyst Analyst must have expertise knowledge in subject, as well as, in his respective department and must be good at analyzing critical data items. Analyst should think beyond the production area and build positive relationships with colleagues within the team and throughout the company. Can handle small research projects, assist the MGR/TL in new projects and can also prepare research reports. Shall also take initiative in accepting & handling more Individualistic responsibilities Should be proficient in relevant Accounting standards & principles Analyst is proficient in the use of production process & tools such that even most difficult tasks can be accomplished without assistance. Analysts are considered expert in the use of these tools and will often assist other members of the Research Team in this regard. Should have knowledge about more than one department (like inter-statement departments) Should be able to identify mistakes of others in the team and guide them to rectify the same. Should have fair knowledge about Data storage & retrieval. Should have very good written and oral communication skills Shall gives priority to official tasks over personal commitments In the absence of Team Leader/Manager/Sr. Analyst, he/she should be able to look after the production schedules and co-ordinate with other team member accordingly. Senior Analyst Sr. Analyst must have expertise knowledge in subject, as well as, in his respective department and must be very good at analyzing critical data. Must have a thirst for knowledge & make consistent efforts to enhance his knowledge level and communicate the same down the line to other team members Sr. Analyst acts as an Individual player, who takes up projects from the manager and does research on his/her own Sr. Analysts are confident & competent in all communication. They can write reports effectively and will frequently communicate with the clients to address their issues and also build positive relationships with colleagues throughout the company.

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Should be proficient in relevant Accounting standards & principles Should be highly proficient in the process of all inter related departments The work of the Sr. Analyst is extremely dependable and, for the most part, error-free and is always in the top tier in productivity. Should have good knowledge about Data storage & retrieval. Should have overall knowledge of the total production flow and very good at trouble shooting DISCIPLINARY PROCEDURES Disciplinary Proceedings If any associate is caught violating CIQ policies or indulges in misconduct, the following action will take place: Verbal Warning: The first reaction of the DM or the HR Manager or the concerned manager/TL will be to issue a verbal warning. Written Warning: On repetition of the act or violation of any other policy, either the HR Manager or the associates manager will issue him/her a written warning Failing to see an improvement in behavior post these two warnings, the associate will be liable for action including and up to termination. Employee Conduct (actions which will result in discharge) Your employment at the Capital IQ, India will demand a certain code of conduct. In any workplace, it is easier for everyone to work together if there is a code of conduct CIQ follow. Any action falling in the below category will be liable for action up to and including termination. Falsifying employment or other Company records; Violating the Company's anti-harassment policy; Soliciting or accepting gratuities or commissions etc. from customers, clients or vendors and consultants;

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Excessive absenteeism or tardiness; Excessive, unnecessary, or unauthorized use of Company property and supplies, particularly for personal purposes; Reporting to work under the influence of drugs or alcohol, and the illegal manufacture, possession, use, sale, distribution or transportation of drugs; Fighting or using obscene, abusive, or threatening language or gestures; Theft of property from co-workers, customers, or the Company; Unauthorized possession of firearms on the Company premises or while on Company business and disregarding safety or security regulations; Failing to maintain the confidentiality of Company, customer, or client Information. Business Attire The SS has a flexible business attire (Flex-Dress) policy. This policy is intended for your comfort and enjoyment, without impacting CIQ professionalism or service to CIQ clients. Flex-Dress simply means that you have the freedom to dress in business casual attire (which includes compulsorily In-shirt for all men) from Monday to Thursday and casuals on Friday & Saturday, depending on your personal preference and your business requirements. With Flex-Dress you can wear whatever you feel most comfortable wearing as long as your dress is appropriate and falls within the definition of Business Casual Dress. While it is difficult to provide an all-encompassing list of guidelines, you should use good judgment and, in all cases, dress professionally and conservatively. Harassment It is the policy of the Company to maintain a working environment which encourages mutual respect, promotes respectful and congenial relationships between associates and is free from all forms of harassment of any employee or applicant for employment by anyone, including managers, co-workers, vendors, or customers. Accordingly, Company

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management is committed to vigorously enforcing this policy against harassment, including but not limited to sexual harassment, at all levels within the Company. All reported or suspected occurrences of harassment will be promptly and thoroughly investigated. Where harassment is determined to have occurred, the Company will immediately take appropriate disciplinary action, including verbal/written warnings and possible suspension, transfer and/or termination. Grievance Redressal & Communication Protocol: A Grievance Redressal system has been created to provide a means of expressing your dissatisfaction or concern with respect to issues. This is in keeping with SS policy of creating a positive work environment and a place where you will like to come to work. You can mail all your concerns, views or suggestion to the following ID. grievance@simplystocks.stph.net The purpose is also to ensure that all employees have the opportunity to discuss their issues and find a mutually agreeable solution. When a problem occurs, CIQ request that relay your queries and/or concerns to your respective TL/MGR first. If for any reason your queries/concerns are not addressed to your satisfaction, please contact the Human Resources Department for further assistance. A meeting with the Executive Director would be appropriate, only if your questions still remain unresolved.

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Chapter - 4
DATA ANALYSIS & PRESNETATION

DATA ANALYSIS & PRESNETATION

1. Does Regular training sessions are arranged in your organization?

(a)Yes (b) No

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Yes No TABLE 1

100 0

TRAINING SESSION
0%

Yes No

100%

FIGURE 1

INTERPRETATION: - According to all employees training sessions are arranged in their organization.

1. In your company which of the following training methods are preferred :(a) On the job (c) Any other (b) Off the job

On the job

60

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Off the job Any other TABLE 2

25 15

TRAINING METHODS
15%

On the job Off the job 25% 60% Any other

FIGURE 2

INTERPRETATION: - 60% on the job training methods are used while 25% off the job methods and 15% other methods.

2. After attending such programmes do you feel change in your :(a) Knowledge (c) Quality of work (b) Skill (d) All of the above

Knowledge

30

36

Skill Quality of work All of the above TABLE 3

10 10 50

CHANGES FELT AFTER THE PROGRAMMES

30%

Knowledge Skill
50%

Quality of work All of the above

10% 10%

FIGURE 3

INTERPRETATION: - 30% of employees feel change in their knowledge, 10% in their skills, 10% in quality of work and 50% in all of the above.

3. How many training programmes you have attended within one year? (a) Less than 2 (c) Less than 10 (b) Less than 5

Less than 2

30

37

Less than 5 Less than 10 TABLE 4

30 40

TRAINING PROGRAMMES ATTENDED IN A YEAR

30% 40%
Less than 2 Less than 5 Less than 10

30%

FIGURE 4

INTERPRETATION: - 30% of employees have attended less than 2 training programmes in a year, other 30% have attended less than 5 and 40% have attended less than 10 programmes.

4. What was the impact of training? (a) Increased morale (c) Both (b) Increased speed of work

Increased morale

10

38

Increased speed of work Both TABLE 5

10 80

INPACT OF TRAINING
10% 10% Increased morale Increased speed of work Both

80%

FIGURE 5

INTERPRETATION: - 10% of employees feel change in their morale, 10% feel change in their speed of work while 80% feel change both in their morale and speed of work.

5. How many promotion you have had after your training? (a) One (c) No promotion (b) More than one

One

20

39

More than one No promotion TABLE 6

70 10

PROMOTIONS AFTER TRAINING

10%

20%

One More than one No promotion

70%

FIGURE 6

INTERPRETATION: - 20% of employees have got only one promotion after attending training, 70% have got more than on promotion while 10% of employees have not been promoted.

6. Do you agree that the programme would have been more beneficial if some more background material would have been sent in advance? (a) Strongly agree (c) Difficult to say (b) Agree (d) Not at all

Strongly agree

70

40

Agree Difficult to say Not at all TABLE 7

10 15 5

BENEFIT OF BACKGROUND MATERIAL

5% 15%

Strongly agree Agree

10%

Difficult to say Not at all

70%

FIGURE 7

INTERPRETATION: - 70% of employees strongly agree, 10% of employees agree, 15% of employees feel that it is difficult to say, 5% feel no use of background material.

7. Do you feel training also contributes to personal growth of an employee? (a) Yes (b) No

Yes

95

41

No TABLE 8

CONTIBUTION TO PERSONAL GROWTH

5%

Yes No

95%

FIGURE 8

INTERPRETATION: - 95% of employees feel that training programmes contribute to their personal growth while 5% feel that it does not contribute to their personal growth.

8. Do you feel training programs helped the company to achieve its objectives? (a) Yes (b) No

Yes

100

42

No TABLE 9

CONTRIBUTION TO ORGANIZATION'S OBJECTIVE

0%

Yes No

100%

FIGURE 9

INTERPRETATION: - 100% employees feel that training programs helped the company to achieve its objectives.

9. How well the programme was organized? (a) Very badly (c) Well (e) Exceptionally well (b) Badly (d) Very well

43

Very badly Badly Well Very well Exceptionally well TABLE 10

0 5 60 25 10

ORGANIZATION OF TRAINING PROGRAMMES

0% 10% 5%

Very badly
25%

Badly Well Very well

60%

Exceptionally well

FIGURE 10

INTERPRETATION: - 0% of employees feel that the training programme was very badly organized, 5% of employees feel that it was badly organized, 60% feel that it was well organized, 25% feel that it was very well organized while 10% feel that the training programme was exceptionally well organized. 11.Management awareness of the need of the training programme

44

No. of S.No. 1 2 Response Respondents Yes No Total 87 13 100 Table.11 87 % 13 % 100 % Percentage

Above table.11 indicates that an absolute majority of the respondents are accepted management has awareness about need of the training programmes whereas thirteen percent of the respondents disagree with those statement.

12.Do you think training programme have been problem specific.

S.No.

Response

No.of

Percentage 45

Respondents 1 2 Yes No Total 86 14 100 Table.12 86 % 14 % 100 %

Table.12 depicts that eighty six percent of the respondents are thinking training programme has been problem specific and other fourteen percent disagree with this statement.

13.Effect on trainees

No. of S.No. Response Respondents 46 Percentage

1 2

Yes No Total

91 09 100 Table.13

91 % 09 % 100 %

Table.13 explains that 91% of the respondents felt should be Positive effect on trainees and the other nine percent says negative impact.

14.Quality of training programme in terms of faculty

S.No.

Response

No. of

Percentage 47

Respondents 1 2 3 Very Good Good Poor Total 13 83 04 100 Table.14 13 % 83 % 04 % 100 %

100 80 60 40 20 0 Very Good Good Poor

Above table tells that eighty three percent of respondents feel about Faculty is good. Another thirteen percent respondents felt very good and the other four percent says the quality of training programme is poor in terms of faculty.

15.Quality of training programme in terms of training environment

No. of S.No. 1 2 3 Response Very Good Good Poor Respondents 21 60 19 Percentage 21 % 60 % 19 %

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Total

100

100 %

Table.15

60 50 40 30 20 10 0 Very Good Good Poor

Table.15 reveals that majority percent of respondents felt the quality of training programme in terms of training environments is good. This is followed by twenty one percent respondents opinion is very good where as nineteen percent respondents opined that quality of training programme is poor in terms of training environment.

16.Training programme help in achieving individual as well as Organization skills

No. of S.No. 1 2 Response Yes No Total Respondents 86 14 100 Percentage 86 % 14 % 100 %

49

Table.16

It can be understood that an overwhelming percentage of respondents opined the training programmes help in achieving individual as well as organizational goals where as the other respondents disagree.

17.Do you think training programme Improve communication in the organization No. of S.No. 1 2 3 Response Respondents To a large extent To some extent Very small Total 17 72 11 100 Table.17 17 % 72% 11 % 100 % Percentage

50

80 60 40 20 0 To a large extent To som e extent Very small

Form the table.17 understands that more than majority percentage of respondents thinking is training programme to some extent improves communication in the organization. Seventeen thinking is to a large extent training programme improves communication.

18.Change in the working pattern after the training

No. of S.No. 1 2 Response Respondents Yes No Total 86 14 100 Table.18 86 % 14 % 100 % Percentage

The above table shows that more than three fourth percentage respondents has 51

change in the working patterns after they under went training where as in the other remaining respondents case is no change.

19.Opinion and suggestion considered before the training programme No. of S.No. 1 2 3 4 Response Respondents To a large extent To some extent Very small Not at all Total 08 65 7 0 100 Table.19 08 % 65 % 27 % 0% 100 % Percentage

52

70 60 50 40 30 20 10 0 To a large extent To some extent Very small Not at all

Above table.19 indicates that more than majority percentage respondents considered their opinion and suggestions to some extent before the training programme.

20.Over come the deficiencies by attending the training programme

No. of S.No. 1 2 Response Respondents Yes No Total 90 10 100 Table.20 90 % 10 % 100 % Percentage

Table.20 depicts that ninety percentage respondents has over come deficiencies by attending the training the training programme where as the remaining respondents case no

53

change even after attending the said training.

21.Training Programme Suggested by

No. of S.No. 1 2 Response Respondents Workforce Management Total 12 88 100 12 % 88 % 100 % Percentage

Table .21

Table.21 shows that eighty eight percentage of respondents opined the management suggests the need of training where as the others opined the workforce might be suggested.

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22.Change between previous training and present training

No. of S.No. 1 2 Response Respondents Yes No Total 86 14 100 Table.22 86 % 14 % 100 % Percentage

Table.22 tells that more than three fourth percentage of respondents find the change between previous training and present training programme. Where as the remaining fourteen percentage of respondents not find any change.

55

23.Methodologies of Training

No. of S.No. 1 2 Response Respondents Lecture Case study Total 87 13 100 Table.23 87 % 13 % 100 % Percentage

Table.23 explains that eight seven percentage of respondents learned through methodology where as the others says case study methodology used at the training.

56

24.Duration of training programme

No. of S.No. 1 2 Response Respondents Adequate Not adequate Total 81 19 100 81 % 19 % 100 % Percentage

Table.24

Above table describes that absolute majority of the percentage of respondents stated duration of training programme is adequate and the other nineteen percentage of respondents stated that the duration of training programme is not adequate.

57

Activities
The CAPITAL IQ Training & Development department activities are:

a. To give training to employees. b. To provide computer knowledge who had necessary c. Give up to date knowledge to the workers about company building. d. To give in-house and outside training to workers.

CAPITAL IQ presently employs 150 in various categories. Training activity in corporation is organized mainly at 2 levels. a. Through out side Agencies. b. Training at corporate level.

A. Through outside Agencies:

Well noted institutions through out India organize training programmes for benefit for major industries & developments. Some institutions send brochures to have details 58

when and where they are conducting training programmes and detailing their venue and subject.

This organization gives training programmes for.

1 2 3

Top level managers. Middle level managers. Lower level staff.

STATISTICS OF OUTSIDE TRAINING

Period

No.of Programmes

No.of Officers Trained 30 30

No. of Supervisors Trained 20 10 TABLE 1

No. of Employees Trained 60 50

No.of Staff Trained 50 60

2009 2010

Conducts 1 2

Training in Computers:

The CAPITAL IQ has given their employees training in advanced computer languages. They have a computer department. The management cannot programmes through

a) Regular Process b) Initial Programme. Chief Engineer (Computer & Information Technology).

59

He is man headed to all computer section. Any department want computer training they will write a letter to (C & I.T.) office about particular training. For computer training they will write a letter to same institutions will give quotations.

Later the particular authority will select the best organization to give training.

B. Training at Corporate Level:

Transport Academy located in Hyderabad under the control of principal assisted by four junior scale Officers from maintain personnel and accounts department. The chief manager (HRD) is the overall in-charge of the Training Academy. In this academy state wide center for training to front line supervisors & officers of the corporation. In this academy also train to new recruit people in the cadre of officers, civil, supervisors management development programmes for senior managers and supervisors development programmes and workshops are planned.

Apprenticeship Training Programme in CAPITAL IQ

Two days Crash Training Programme:

60

MANAGEMENT / SUPERVISORY DEVELOPMENT PROGRAMME

Management/supervisory development programmes are conducted for Managers and supervisors. These programmes are scheduled according to the calendar prepared by various officials of the Transport Academy. A Programme is conducted by an experienced faculty of the Transport Academy of an Guest faculty from a recognized institute, the programme may be conducted in the form of Lectures of interactive discussion divided into four sessions of one and half hours. At the end of the programme the faculty is evaluated by participants and this helps the authorities of the Transport Academy to improve the effectiveness of the training programme. There are Departmental Exams conducted which will evaluate the participants efficiency and in turn the effectiveness of the training programme.

61

TRAINING METHODS FOLLOWED IN CAPITAL IQ

(1)LECTURE METHOD: (2) GROUP DISCUSSION METHOD:

LITERACY CLASSSES

Among the tower&ofc trainees it is observed that about 1/4th of the candidates are joining CAPITAL IQ without any schooling background. Thee department decided to identify such candidates and train them to learn simple useful English works. They are taught to make small sentences to read about of and enable them to write wall reports during their line

duty. The first batch consisting of 15 candidates where such training from 08-01- 2006. PRACTICAL TRANING:

The fresh employees are also given practical training; the Training includes ofc, civil,electrical, tower department candidates throughout India.

62

The above information was observed during my study on training & development activities at CAPITAL IQ.

Further, a questionnaire was designed consisting 22 questions regarding the training and development procedures. The questionnaire was distributed among 100 employees and the data collected was used for further analysis.

Based on the data analysis and interpretations the following conclusions were made.

63

Summary and conclusions

CAPITAL IQ is a telecom infrastructure serivices company which offers end to services in the field of telecom.

In CAPITAL IQ employees are between 25 years to 53 years. 1. All employees are participating in training programmes 2. In CAPITAL IQ employees are think that training is necessary. 3. CAPITAL IQ conducting taining programmes once in six months. 4. The job performance factors are influence the employees to participate in training. 5. CAPITAL IQ employees are regularly participate in training programme. 6. Management have awareness of the need of training programme. 7. The employees have faith on training faculty. 8. The training environment is good.

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BIBLIOGRAPHY
www.citehr.com Human Resource Development (2ND edition) , B.C. Mamoria Human Resource Development (1st edition ) P.V. Venkat rao

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Appendix
Organization Structure at CAPITAL IQ
As per the study on training & development at CAPITAL IQ, below are the observations recorded The hierarchy of the training & development department is.

Chief Manager (HRD) Deputy Chief Personnel Manager (Recruitment) Training Officer Staff

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67