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Shruti Tiwari
Roll no. 1209470095
Vibha Sharma



It is a great opportunity & pleasure for me to express my profound gratitude
towards all the individuals who directly or indirectly contributed towards
completion of this report
Working on this report was a great fun, excitement, challenges and a new exposure
in the field of Human Resource. I am greatly indebted to under whose guidance and
concern i am able to bring the report into its real shape.

I am thankful to all faculty members of management department in providing me
useful guidance for the completion of this report. I convey my gratitude to all those
who are directly or indirectly related in the completion of this project report. Finally
I would be failing in my duty if I don't express my thanks to the respondents whom I
visited and took their valuable time to answer my questionnaire.


I Shruti tiwari,student of Galgotia institute of Management and technology,gr.
Noida here by solemnlydeclare that the project titled
“Training and development”
Is my original as all the information, facts and figure in this report is based on my
own experience and study during my summer trainingperiod



Sr. no Content
1 Executive summary
2 Industry Profile
3 Company profile
4 Introduction to Topic
5 Literature Review
6 Objective
7 Research methodology
8 Tools
9 Limitations
10 Interpretation
11 Data analysis and interpretation
12 Summary and conclusion
13 Appendices
14 Bibliography and References

Every organization needs to have well trained and experienced people to perform
the activities that have to be done. If current or potential job occupants can meet
these requirements, training is not important. When this not the case, it is
necessary to raise the skills levels and increase the versatility and adaptability of
employees. It is being increasing common for individual to change careers several
times during their working lives. The probability of any young person learning a job
today and having those skills go basically unchanged during the forty or so years if
his career is extremely unlikely, may be even impossible. In a rapid changing society
employees training is not only an activity that an organization must commit
resources to if it is to maintain a viable and knowledgeable work force. The entire
project talks about the training and development in theoretical as well as
newconcepts, which are in trend now. Here we have discussed what would be the
input of training if we ever go for and how can it be good to any organization in
reaping the benefits from themoney invested in terms like (ROI )i.e. return on
investment. What are the ways we can identifythe training need of any employees
and how to know what kind of training he can go for?Training being in different
aspect likes integrating it with organizational culture. The best andlatest available
trends in training method, the benefits which we can derive out of it. How
theevaluation should be done and how effective is the training all together. Some
of the companies practicing training in unique manner a lesson for other to follow
as to how train and retain the best resource in the world to reap the best out of
it.Development is integral part of training if somebody is trained properly and
efficiently thedevelopments of that individual and the company for whom he is
working. Here we discussedabout development of employees, how much to
identify the needs, and after developing how todevelop executive skill to sharpen
their knowledge. Learning should be continues process andone should not hesitate
to learn any stage. Learning and developing is fast and easy at TATA



YEAR 1903: Started India’s first chain of luxury hotels with
the TAJ MAHAL hotel in Mumbai.
YEAR 1907: Pioneered India’s steel industry with Tata
steel set in Jamshedpur.
YEAR 1910: Started first power plant in INDIA.
YEAR 1932: Pioneered civil aviation in India.
YEAR 1945: Led commercial vehicle production.
YEAR 1968: Led India’s first software development
YEAR 1998: launched India’s first passenger car


Telecommunications started in the nineteenth century with the telegraph, and
developed through the telephone and radio to TV to satellites and the Internet etc.
The data transmitted has advanced from signals (Morse code) through voice to
pictures and data and, with the development of convergence, to combinations of
these. Every year, new technologies increase the services available and the speed of
delivery. A combination of factors is resulting in the ever-decreasing cost of these
services. This free report gives an overview of this development, and the role of
regulators to control it.

Tata Industries was set up by Tata Sons in 1945 as a managing agency for the
businesses it promoted. Following the abolition of the managing agency system,
Tata Industries' mandate was recast, in the early 1980s, to promote Tata's entry
into new and high-tech businesses.
The Tata group comprises 93 operating company in seven business sectors:
Information system and communication; engineering; materials; service; energy;
consumer products and chemicals. The group was founded by Jamsetji Tata in mid
of 19th century a period when India had just set out on the road to gaining
independence from British rule. Consequently, Jamsetji Tata and those who
followed him aligned business opportunity with the opportunity of nation building.
This approach remains enshrined in the group’s ethos this day.

Tata group is one of the India’s largest groups. Tata group publicly listed 32
enterprises-Among them standout names such as Tata Steel, Tata consultancy
services, Tata motors and Tata tea have a combined market capitalization that is
the highest among Indian business houses in the private sector, and a shareholder

base of over 2 million. Tata group has operations in more than 40 countries across 6
continents, and its companies and export products and services to 140 nations

Tata Industries has initiated and promoted Tata ventures in several sectors,
including control systems, information technology, financial services, auto

Components, advanced materials, telecom hardware and telecommunication

India's largest industrial conglomerate, Tata Group comprises more than 90
companies with activities ranging from manufacturing and chemicals to consumer
products and business services. Its Tata Steel unit is India's largest private
steelmaker, while Tata Power is the nation's largest private power utility. Tata
Motors makes the world's most inexpensive car -- the Nano -- and owns the Land
Rover and Jaguar automobiles. Other units include Tata Communications

(International telephone network services), Tata Consultancy Services (outsourced
business services), and Tata Global Beverages (one of the top tea producers and
owner of the venerable Tetley brand). Tata Group is managed through holding
company Tata Sons.

Tata Industries has two operating divisions which function as independent profit

Tata Strategic Management Group: An independent management consulting
division that assists Tata as well as non-Tata companies in enhancing their
competitive edge.
Tata Interactive Systems: Among the world's leading e-learning organizations, it
offers services such as project management, instructional design and graphics, and
technical know-how.
Areas of business

O Agricultural appliances (Tata agro),
O Agrochemicals (Rallis),
O Books (Tata Mc graw hills),
O Cellular products and services (Tata indicom),
O Ceramics (Tata ceramics),
O Charter flights (Taj air),
O Cooling appliances (Voltas),
O Credit card (Tata sons),
O Fertilizers (Tata chemicals),
O Financial services (Tata asset management, Tata investment corporation),
O Food products (Tata tea, Tata coffee),
O Garments and home products (Westside),
O Holiday homes,
O home appliances (Tata bp solar ),
O Hotels,
O Fertilizers (Tata chemicals),
O insurance (Tata aig life insurance, Tata aig general insurance ),
O Jewelry (tanishq) ,


O Multi utility vehicles and passenger cars(Tata motors),
O Telecommunication(Tata indicom),
O Watches(Titan) etc.

Tata Industries' main activities are:

O To promote Tata’s' entry into new business
O To maintain shareholding in promoted companies
O To invesBoard of directors

O Cyrus P Mistry, Chairman
O Farrokh K Kavarana
O RK Krishna Kumar
O Ishaat Husain
O S Ramadorai
O B Muthuraman
O Prasad R Menon
O Ravi Kant
O KRS Jamwal, executive director
O RR Bhinge, executive director
O Tata Industries is based in Mumbai in operating companies to facilitate

Board of directors


Tata Teleservices Limited spreads the Tata Group’s presence in the telecom sector.
The Tata Group includes over 100 companies, over 450,000 employees worldwide
and more than 3.8 million shareholders. Tata teleservices spread head’s the group
presence in the telecom sector. Incorporated in 1996, Tata teleservices was the first
to launch CDMA mobile services in India with the Andhra Pradesh circle.
Starting with the big acquisition huge (INDIA) limited (now renamed Tata
teleservices (Maharashtra) limited in December 2002. The company has swung into
expansion mode. Tata teleservices operates in 20 circles i.e. Andrapradesh,
Chennai, Gujarat, Karnataka, Delhi, Maharashtra, Mumbai, Tamilnadu, Orissa,
Bihar, Rajasthan, Punjab, Haryana, Himachal Pradesh, Uttar Pradesh (E), Uttar
Pradesh (W), Kerala, Kolkata, Madhya Pradesh, Bihar and West Bengal.

Having pioneered the CDMA 3G1x technology platform in India, Tata teleservices
has established a robust and reliable infrastructure that ensures quality in its
services. It has partnered with Motorola, Ericson, lucent and Eci Telecom for the
deployment of a reliable technology advanced network.
The company, which heralded convergence technology in the Indian telecom
sector, is the today market leader in the fixed wireless telephony market with a
customer base.
Tata teleservices bouquet of telephony services includes mobile services, wireless
phones, telephony booth, and wire line services. Other services include value added
services like voice portal, roaming, 3-way conferencing group calling and data

Incorporated in 1996, Tata Teleservices Limited was the pioneer of the CDMA 1x
technology platform in India, embarking on a growth path after the acquisition of
Hughes (India) Ltd [renamed Tata Teleservices (Maharashtra) Limited] by

The Tata Group in 2002. Over the last few years, the company has launched
significant services CDMA mobile operations in January 2005 under the brand name
Tata Indicom, market-defining wireless mobile broadband services under the brand
name Tata Photon in 2008 and 2G GSM services under the brand name Tata
DOCOMO in 2009.

Tata Teleservices Limited also has a significant presence in the 2G GSM space,
through its joint venture with NTT DOCOMO of Japan, and offers differentiated
products and services. Tata DOCOMO was born after Tata Group’s strategic alliance
with Japanese telecom major NTT DOCOMO in November 2008. Tata DOCOMO
received a pan-India license to operate GSM telecom services and rolled out GSM
services in all the 18 telecom Circles where it received spectrum from the
Government of India in the quick span of just over a year.

One of the key milestones in October 2011 was the brand integration exercise at
TTL, which saw the Company’s many brands being consolidated under its single
flagship brand, Tata DOCOMO. This helped TTL leverage the benefits of brand
synergies and capitalize on its vast retail and distribution network, which is the
largest amongst all private telecom operators in the country.

Tata DOCOMO marks a significant milestone in the Indian telecom landscape, and
has already redefined the very face of telecoms in India, being the first to pioneer
the per-second tariff option part of its ‘Pay for What You Use’ pricing paradigm.

Tata Teleservices Limited also became the first Indian private telecom operator to
launch 3G services in India under with the launch of services in November 2010 in
all nine telecom Circles where the company bagged the 3G license. In association
with its partner NTT DOCOMO, the Company finds itself favorably positioned to
leverage this first-mover advantage. With 3G, Tata DOCOMO has begun to redefine
the very face of telecoms in India. Tokyo-based NTT DOCOMO is one of the world’s
leading mobile operators in Japan the company is the clear market leader, used by
nearly 55 per cent of the country’s mobile phone users.

TTL entered into a strategic partnership agreement with Indian retail giant Future
Group to offer mobile telephony services under a new brand name T24, on the
GSM platform. Tata Teleservices also has a strategic tie up with Virgin Mobile that
primarily caters to youth segment offering mobility services on both CDMA and
GSM platform.

Tata Teleservices is the undisputed market leader in the fixed wireless telephony
market amongst private operators. In the wireless mobility space, the company in
the past has been rated as the ‘Least Congested Network’ in India for eight
consecutive quarters by the Telecom Regulatory Authority of India through
independent surveys.

Today, Tata Teleservices, along with Tata Teleservices (Maharashtra) Limited, has a
reach in more than 450,000 towns and villages across the country, with a bouquet
of telephony services encompassing Mobile Services, Wireless Desktop Phones,
Public Booth Telephony and Wire line Services.
In December 2008, Tata Teleservices announced a unique reverse equity swap
strategic agreement between its telecom tower subsidiary, Wireless TT Info-
Services Limited, and Quipped Telecom Infrastructure Limited with the combined
entity kicking off operations with 18,000 towers, thereby becoming the largest
independent entity in this space and with the highest tenancy ratios in the industry.

Today, the combined entity which has been re-christened as VIOM Networks has a
portfolio of nearly 60,000 towers.
The company in the recent past has won many awards. TTSL was named The Best
Emerging Markets Carrier by Telecom Asia, and received 8 awards at the World
HRD Conference, including 5th Best Employer in India. The company also received 3
awards at the Telecom Operator Awards 2010 from; Best Company, CEO of
the Year and Best Quality of Service, and Business Standard award for 'Most
Innovative Brand of the Year'. Tata DOCOMO was recently recognized as the best
“Utility VAS Service Provider” and “Best Mobile Broadband Service Provider” for the
year 2012 by Frost & Sullivan.


Journey so far:

Year Key milestones
1995 In 1995 Tata Cellular (TCL) won the licence to offer mobile services in Andhra
Pradesh. It was followed by Tata Teleservices (TTSL)
1996 Tata Power was the first to set up a broadband network in India, using DWDM
technology in the Mumbai metro network.
2001 Subscriber numbers are expected to more than double in the period 2001-2006, from
35 million in March 2001.

ILD and Internet telephony are the latest issues on the deregulation agenda, with the
former being opened up in April 2002.

2006 By 2006, telecom is expected to be an Rs 66,000-crore sector; contributing 5.4 per
cent to India's GDP and to subscribe number about 85 million.
2012 Internet traffic in India is expected to reach from 393 petabytes per month in 2012
to 2.5 Exabyte per month in 2017, highlighted a Cisco study. "Internet traffic growth
in India is the fastest globally,
2013 Mobile services market will touch RS 1,200 billion (US$ 20.24 billion).

 India is expected to have 130.6 million mobile internet users by
March 2014, as per a joint study by the Internet “Mobile Association of
India” (IAMAI) and „Indian Market Research Bureau” (IMRB).

 The mobile value-added services (MVAS) market is expected to reach
US$ A9.5 billion in 2015.
 The telecommunications industry attracted foreign direct investments
(FDI) worth US$ 12,856 million between April 2000 to March 2013.
 The Tata Group aims to be a market leader in the telecom services


 The Tata Group, Reliance InfocomandBhartiTeleventureshave
announced plans to emerge as integrated telecom company Is
offering end-to-end services to customers. Hutch on the other hand,
appears to be focused on cellular services, with no stated intention of
entering other businesses. .
 Three to four leading private players are likely to emerge as
competition to the incumbents, BSNLandMTNL, which have a
significant presence across the value chain.
These issues will result in changes in tariffs, market share and
revenue share of Internet access and NLD/ILD players, thereby
affecting their strategies and plans.


( (2013):

1) Bharti Airtel
Bharti Airtel is a leading global telecomunication comapany with
operations in 20 countries across asia and africa.
2)Bharat sanchar nigam limited ( BSNL)
Bharat sanchar nigam limited is an indian state owned
telecommunication company.
Vodafone India ,formely Vodafone Essar and Hutchison essar ,is the
third largest mobile network operator in india.
4) Reliance communication
Reliance communications Ltd. (commonly called RCOM) is an indian
broad band and telecommunication company.
5) Idea cellular Ltd
Idea cellular ,commonly referred to as Idea, is an indian mobile network
operators .
6)Tata Telecommunication
Tata Telecommunication offers its products and services to customers across india
under the name of " Tata indicom" .

7)Tata Teleservices limted
Tata Teleservices Ltd.(TTSL) is an indian broadband and telecommunication
service provider
8)Maha nagar Tele Phone Nigam(MTNL)
MTNL is a state owned telecommunication service provider in metro cities of
mumbai and delhi in india.

10)Tata Teleservices mahrastra limited.

10)Tata Teleservices Maharastra Limited (MTNL) .
Spearheads the tata group's presence in the telephony sector in the
telecom circles of Maharastra.

Tata Teleservices Limited (TTSL) is a broadband and telecommunication
service provider based in Mumbai, Maharashtra, India. It is a subsidiary of
the Tata group, an Indian conglomerate. It operates under the brand name
Tata DoCoMo in various telecom circles in India.

Organisation I chose
(Tata Teleservices):

• Tata Teleservices Ltd. (TTL), a part
of Tata Group, is engaged in
providing telecommunication
services to its customers in India.
1) Tata teleservices
• Tata Teleservices Maharashtra
Limited (TTML) spearheads the Tata
group's presence in the telephony
sector in the telecom circles of
Maharashtra (including Mumbai)
and Goa.
2) Tata teleservices

The Group's communications activities are currently spread primarily over
four companies-Tata Teleservices Limited, its associate Tata Teleservices
(Maharashtra) Limited, Tata Communications (erstwhile VSNL) and Tata Sky.
Together, these companies cover the full range of communications services,

 Telephony Services: Fixed and Mobile

 Media & Entertainment Services: Satellite TV

 Data Services: Leased Lines, Managed Data Networks, IP/MPLS VPN, Dial-up
Internet, Wi-Fi and Broadband

 Value-added Services: Mobile and Broadband Content/Applications, Calling
Cards, Net Telephony and Managed Services

 Infrastructure Services: Submarine Cable Bandwidth, Terrestrial Fibre
Network and Satellite Earth Stations and VSAT Connectivity.

Tata Group in

Organisation Mission/Vision/Value (Diagram):





Tata Teleservices LTD


 Tata teleservices is an Indian broadband and telecommunication service
provider based in Mumbai Maharashtra India.
 It operates under the brand name TATA DOCOMO.
Tata Teleservices provide mobile services products as:
 Tata DoCoMo (CDMA&GSM)
 Virgin Mobile(CDMA&GAM)
 T24 Mobile (GSM mobile operator).


 TTSL has won the Global HR Excellence Award 2010 under the “Institution
Building Category” by World HRD Congress
 100 True Value Shoppes (TVS) on the same day across the nation
 Project Drishti Bags 2nd National Telecom Award
 Innovative Retail Concept of the Year - Tata Teleservices Ltd.

National relationship head
Talent aquiation
LearniNg & development
Authority mangeial
management system
HR Operations(Noida)
HR Operations( Delhi)
Tata Teleservices

HR in Tata Teleservices: (Roles)

Human Resource structure at TTSL
strategic HR:
*policies & procedures
*employee engagement
*learning and
*compensation &

* business goals &
* operationalize
and executive
strategies by
liasoning between
strategic HR circle

*HR Operations
HR shared
*HR system &tool
*Head count
mapping ( transfer


Human Resource Management is defined as the people who staff and manage
organization. It comprises of the functions and principles that are applied to
retaining, training, developing, and compensating the employees in
organization. It is also applicable to non-business organizations, such as
education, healthcare, etc Human Resource Management is defined as the set of
activities, programs, and functions that are designed to maximize both
organizational as well as employee effectiveness.
Scope of HRM without a doubt is vast. All the activities of employee, from the
time of his entry into an organization until he leaves, come under the horizon of
HRM.The divisions included in HRM are Recruitment, Payroll, Performance
Management, Training and Development, Retention, Industrial Relation, etc.
Out of all these divisions, one such important division is training and

TRAINING AND DEVELOPMENT is a subsystem of an organization. It
ensures that randomness is reduced and learning or behavioural change takes
place in structured format.

Traditional Approach – Most of the organizations before never used to believe
in training. They were holding the traditional view that managers are born and
not made. There were also some views that training is a very costly affair and
not worth. Organizations used to believe more in executive pinching. But now
the scenario seems to be changing.

The modern approach of training and development is that Indian Organizations
have realized the importance of corporate training. Training is now considered
as more of retention tool than a cost. The training system in Indian Industry has
been changed to create a smarter workforce and yield the best results


Training is required for several purposes. Accordingly training programmes
may be of the following types:
Orientation training: Induction or orientation training seeks to adjust newly
appointed employees to the work environment. Every new employee needs to
be made fully familiar with his job, his superiors and subordinates and with the
rules and regulations of the organization. Induction training creates self-
confidence in the employees. It is also knows as pre-job training. It is brief and
Job training: It refers to the training provided with a view to increase the
knowledge and skills of an employee for performance on the job. Employees
may be taught the correct methods of handling equipment and machines used in
a job. Such training helps to reduce accidents, waste and inefficiency in the
performance of the job.
Safety training: Training provided to minimize accidents and damage to
machinery is known as safety training. It involves instruction in the use of
safety devices and in safety consciousness.
Promotional training: It involves training of existing employees to enable
them to perform higher-level jobs. Employees with potential are selected and
they are given training before their promotion, so that they do not find it
difficult to shoulder the higher responsibilities of the new positions to which
they are promoted.

Refresher training: When existing techniques become obsolete due to the
development of better techniques, employees have to be trained in the use of
new methods and techniques. With the passage of time employee may forget
some of the methods of doing work. Refresher training is designed to revive
and refresh the knowledge and to update the skills of the existing employees.
Short-term refresher courses have become popular on account of rapid changes
in technology and work methods. Refresher or re-training programmes are
conducted to avoid obsolescence of knowledge and skills.

Remedial training: Such training is arranged to overcome the shortcoming in
the behaviour and performance of old employees. Some of the experienced
employees might have picked up appropriate methods and styles of working.
Such employees are identified and correct work methods and procedures are
taught to them. Psychological experts should conduct remedial training.


Fig- Sequential Model of an effective Training Process

This model reveals some of the biases, beliefs and philosophies concerning how
training should be conducted in an organization.

Data Gathering
Establish objective
Identify resources
Develop curriculum

Data Gathering/ Evaluation
Facilities transfer of learning
Perform Training
Plan objectives


Fig - Methods of Training
On-the-job techniques
On the job techniques enables managers to practice management skills, make
mistakes and learn from their mistakes under the guidance of an experienced,
competent manager. Some of the methods are as:
Job Rotation: It is also referred to as cross straining. It involves placing an
employee on different jobs for periods of time ranging from a few hours to
several weeks. At lower job levels, it normally consumes a short period, such as
few hours or one or two days. At higher job levels, it may consume much larger
periods because staff trainees may be learning complex functions and
Job rotation for managers usually involves temporary assignments that may
range from several months to one or more years in various departments, plants
and offices.
Job rotation for trainees involves several short-term assignments, that touch a
variety of skills and gives the trainees a greater understanding of how various
work areas function.


For middle and upper level management, it serves a slightly different function.
At this stage, it involves lateral promotions, which last for one or more years. It
involves a move to different work environment so that manager may develop
competence in general management decision-making skills.

Enlarged and enriched job responsibilities: By giving an employee added job
duties, and increasing the autonomy and responsibilities associated with the job,
the firm allows an employee to learn a lot about the job, department and
Job instruction training: It is also known as step-by-step training. Here, the
trainer explains the trainee the way of doing the jobs, job knowledge and skills
and allows him to do the job. The trainer appraises the performance of the
trainee, provides feedback information and corrects the trainee. In simple
words, it involves preparation, presentation, performance, and tryout and follow
Coaching: The trainee is placed under a particular supervisor who functions as
a coach in training the individual. The supervisor provides the feedback to the
trainee on his performance and offers him some suggestions for improvement.
Often the trainee shares some duties and responsibilities of the coach and
relives him of his burden. A drawback is that the trainee may not have the
freedom or opportunity to express his own ideas.

Committee assignments: Here in, a group of trainees are given and asked to
solve an actual organizational problem. The trainees solve the problem jointly.
This develops team work and group cohesiveness feelings amongst the trainees.

Off-the-job training
It includes anything performed away from the employee‟s job area or immediate
work area. Two broad categories of it are:
In house programmes
These are conducted within the organizations own training facility; either by
training specialists from HR department or by external consultant or a
combination of both.
It is held elsewhere and sponsored by an educational institution, a professional
association, a government agency or an independent training and development
The various off- the- job-training programmes are as follows:
Vestibule training: Herein, 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 jobs. The duration of this training ranges from few
days to a few weeks. Theory can be related to practice in this method.
Role-playing: It is defined as a method of human interaction that involves
realistic behaviour in imaginary situations. This method involves action doing
and practice. The participants play the role of certain characters, such as

production manager, HR manager, foreman, workers etc. This method is mostly used
for developing interpersonal interactions and relations.
Lecture method: The lecture is a traditional and direct method of instruction.
The instruction organizes the material and gives it to the group of trainees in the
form of a talk. To be effective, the lecture must motivate and create interest
among the trainees. An advantage of this method is that it is direct and can be
used for a large group of trainees.

Conference or discussion: It is a method in training the clerical, professional
and supervisory personnel. It involves a group of people who pose ideas,
examine and share facts and data, test assumptions and draw conclusions, all of
which contribute to the improvement of job performance. It has an advantage
that it involves two-way communication and hence feedback is provided. The
participants feel free to speak in small groups. Success depends upon the
leadership qualities of the person who leads the group.
Programmed instruction: This method has become popular in recent years.
The subject matter to be learned is presented in a series of carefully planned
sequential units. These units are arranged from simple to mere complex levels

of instructions. The trainee goes through these units by answering questions or
filling the blanks. This method is expensive and time consuming.
Employee training is a specialized function and is one of the fundamental
operative functions of Human Resource Management.

According to Flippo, “Training is the act of increasing the knowledge and skill
of an employee for doing a particular job.”
It 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 refers to the organization‟s efforts to improve an
individual‟s ability to perform a job or organizational role. It can be defined as
a learning experience in which it seeks a relative permanent change in an
individual that would improve his ability to perform the job.

Difference Between Training and Development

Training and development go hand in hand and are often used synonymously
but there is a difference between them.

Training is the process of learning a sequence of programmed behavior. It is an
application of knowledge. It gives people an awareness of the rules and
procedures to guide their behavior. It intends to improve their performance on
the current job and prepares them for an intended job. Development is a related
process. It covers not only those activities, which improve job performance, but
also those, which bring about growth of the personality. It helps individual in
the progress towards maturity and actualization of potential capabilities so that
they can become not only good employees but better human beings.


Learning is enhanced when the learner is motivated. Learning experience must
be designed so learners can see how it will help in achieving the goals of the
organization. Effectiveness of training depends on motivation.
Training requires feedback. It is required so the trainee can correct his mistakes.
Only getting information about how he is doing to achieve goals, he can correct
the deviations.
The principle of reinforcement tells the
behaviors that are positively reinforced are
encouraged and sustained. It increases the
likelihood that a learned behavior well be
Practice increases a trainee‟s performance. When the trainees practice actually,
they gain confidence and are less likely to make errors or to forget what they
have learned.

Individual Differences
Individual training is costly. Group training is advantageous to the organization.
Individuals vary in intelligence and aptitude from person to person. Training
must be geared to the intelligence and aptitude of individual trainee.

Executives are the people who shape the policies, make the decisions and see
their implementation in any business organization. They are the president, the
vice-president, the managing director, works manager, plant superintendent,
controller, treasurer, office managers, engineers, directors of functions such as
purchasing, research, personnel, legal, marketing etc.

Executive development may be stated as the application of planned efforts for
raising the performance standards of high level managers, and for improving
the attitudes and activities that enter into or influence their work and their work

Following are the steps, which are involved in the development process of
The first and foremost step is to define the long- term objectives of training and
development of executives.
Strength and weakness
An inventory of managers is taken with special focus on their strength in terms
of managerial skills and other attributes. Their unique capabilities, specialist
knowledge and achievements are listed down against each. A comparison with
the requirement of the organization will bring the gap in knowledge and skills
of existing executive. This is the weakness.
Long- range plans
Here the management prepares long-term training and development plans for
their executives, which include the annual training targets, the annual budgets
and the specific area of training.
Short- term programme
This programme specify the duration, starting time, ending time, number of
executives being trained, identify the resources etc.

The training programme envisaged before is put into operation. The actual
training is initiated by proper timetable and other arrangements.
EvaluationIn this step, the effectiveness of the executive training programme is
evaluated by measuring the improved performance of executives who
underwent the programme, on their job. There are various criteria of measuring
effectiveness such as validity, reliability etc.


Tata Teleservices is part of the INR Rs. 96723 Crore (US$ 22 billion) Tata Group,
that has over 96 companies, over 250,000 employees and more than 2.8 million
shareholders. With a committed investment of INR 36,000 Crore (US$ 7.5 billion)
in Telecom (FY 2013), the Group has a formidable presence across the telecom
value chain.
Tata Teleservices spearheads the Group‟s presence in the telecom sector.
Incorporated in 1995, Tata Teleservices was the first to launch CDMA mobile
services in India with the Andhra Pradesh circle.
Starting with the major acquisition of Hughes (India) Limited [now
renamed Tata Teleservices (Maharashtra) Limited] in December 2002 the company
swung into an expansion mode. With the total Investment of Rs 19,924 Crore, Tata
Teleservices has created a Pan India presence spread across 20 circles that includes
Andhra Pradesh, Chennai, Gujarat, Karnataka, Delhi, Maharashtra, Mumbai, Tamil

Nadu, Orissa, Bihar, Rajasthan, Punjab, Haryana, Himachal Pradesh, Uttar Pradesh
(E), Uttar Pradesh (W), Kerala, Kolkata, Madhya Pradesh and West Bengal.
Having pioneered the CDMA 3G1x technology platform in India, Tata
Teleservices has established a robust and reliable 3G ready telecom infrastructure
that ensures quality in its services. It has partnered with Motorola, Ericsson, Lucent
and ECI Telecom for the deployment of a reliable, technologically advanced

The company, which heralded convergence technologies in the Indian
telecom sector, is today the market leader in the fixed wireless telephony
market with a total customer base of over 3.8 million.

Tata Teleservices‟ bouquet of telephony services includes Mobile services,
Wireless Desktop Phones, Public Booth Telephony and Wireline services. Other
services include value added services like voice portal, roaming, post-paid Internet
services, 3-way conferencing, group calling, Wi-Fi Internet, USB Modem, data
cards, calling card services and enterprise services.
Some of the other products launched by the company include prepaid wireless
desktop phones, public phone booths, new mobile handsets and new voice & data
services such as BREW games, Voice Portal, picture messaging, polyphonic ring
tones, interactive applications like news, cricket, astrology, etc.

Tata Indicom redefined the existing prepaid mobile market in India, by unveiling
their offering – Tata Indicom „Non Stop Mobile‟ which allows customers to receive
free incoming calls. Tata Teleservices today has India‟s largest branded telecom

retail chain and is the first service provider in the country to offer an online channel to offer postpaid mobile connections in the country.

Tata Teleservices has a strong workforce of 6000. In addition, TTSL has created
more than 20,000 jobs, which will include 10,000 indirect jobs through outsourcing
of its manpower needs.

Today, Tata Teleservices Limited along with Tata Teleservices (Maharashtra)
Limited serves over 15.9 million customers (with 75% increase in FY 2007 over
March 06-sub base ) covering over 3200 towns. With an ambitious rollout plan both
within existing circles and across new circles, Tata Teleservices is targeting to
achieve 100 million subscribers by 2011 offering world-class technology and user-
friendly services in 20 circles.

The Tata Group's relationship with its employees has changed from the
patriarchal to the practical, but this is a bond that continues to be nourished with
compassion and care
Tata Teleservices (TTSL) is part of the Tata Group. The company provides
basic telephony services and complements and competes with Bharat Sanchar
Nigam (BSNL) in the circles it operates in.

With a significant presence across the telecom value chain and the synergies
after the acquisition of VSNL by the Tata group, TTSL is planning to expand
the range of its coverage and services; advanced communication solutions now
include seamless integration of voice, video, data and IP systems. As a basic
telephone services provider, TTSL provides the backbone for India's corporate
leaders such as GE Capital, Wipro, Magnacom, Citicorp Overseas software
(now called Orbitech), Dr Reddy's Labs, Standard Chartered Bank, Motorola

India Electronics, TCS and Satyam, in addition to servicing the telecom needs
of retail customers.

Grooming the managers of today into the leaders of tomorrow, that's the broad
objective of the Tata Group's leadership development programmes and
processes. The Group's high-value, superior-quality training interventions are
targeted at maximizing the potential of its pool of managers. This is done by
encouraging their cross-functional exposure and by making cross-company
mobility an integral aspect of all leadership development efforts.
The primary instruments of the Group's learning and development endeavors
for its people are the Tata Management Training Centre (TMTC), which aims
to provide training to high performers

within the Group and to act as a cradle of change for Tata executives, and TAS,
which recruits fresh graduates and postgraduates from leading business schools with
the objective of putting them on the business leadership path.

Functional and Behavioral Training
The responsibility for functional training rests with the individual departments who
will plan for and execute their own training initiatives in functional areas.
The functional head is required to keep Human Resources informed of the details
of functional training given to each member of the department so as to keep the
personal information record updated and to match with identified training needs.
The responsibility for managerial or behavioural training rests with the Human
Resources function which will execute a training plan aligning individual and
business needs.
Identification of the training needs of employees is the first step in the training
and development process. Training needs are obtained from observation of
performance on the job, the performance management process, the succession
planning process as well as from the employee‟s own sensing of his development
areas. Training needs could also be articulated by the senior management team
of the company based on their observation of the organization as a whole.

 Training needs are collated from all these sources by the Human Resources
function in April/May and passed back to the functional head for validation.
 The training needs so validated are actioned by the Human Resources in the
appropriate manner. For example, if a development need is better addressed by
on the job training rather than through an external intervention, the suggestion
will be made to the functional head/supervising manager. For all development

 needs requiring classroom or experiential training, Human Resources will
facilitate the process of addressing these needs.

 For needs which are common in nature and extend across the organization, in
house training will be facilitated, either with internal or external faculty or a
mix of both. For development needs which are more individual, training
interventions will be identified from vendors outside the organization. For both
types of training, Human Resources will identify and send the details of the
programme to the functional head for confirmation of sponsorship of the
employee concerned.

 All costs incurred for in house or external training will be apportioned to the
respective cost centers of the participating employees.
Succession Planning
Succession planning is an exercise undertaken periodically in order to prepare
for employee movement out of the present job. The objective of planning for
succession is to:

 Ensure that no lacunae are created by anticipated or unanticipated employee
movements, so that there is no disruption in work processes.
 Ensure provision of adequate developmental inputs to incumbents identified to
move into new roles.

 Human Resources will initiate the process of succession planning for all jobs at
the level of Manager and above, in all functions across the company.
 All jobs will be discussed and potential successors identified from within the
company jointly by the functional head and a representative from the Human
Resources function.
 In the event that no successor is available from within the company, it may be
decided to initiate a search outside the organization within a certain time frame.


 Right products, quality and reliability.
 Superior product performance vs. competitors.
 Brand Image
 Products have required accreditations.
 High degree of customer satisfaction.
 Good place to work
 Lower response time with efficient and effective service.
 Dedicated workforce aiming at making a long-term career in the field.

 Some gaps in range for certain sectors.
 Not popular in the international market
 Delivery-staff need training.
 Customer service staff needs training.

 Profit margins will be good.
 Could extend to overseas.
 New specialist applications.
 Could seek better supplier deals.
 Fast-track career development opportunities on an industry-wide basis.

 Vulnerable to reactive attack by major competitors.
 The cost of fashion wear is much higher in India.
 High volume/low cost market is intensely competitive.


In today‟sfast moving economy and prevailing uncertainty all around us, the role of
HRD is lot more than just identifying suitable manpower and meeting organizational
training needs. Developing people‟s full capabilities and managing them well is the
heart of any organization. This articlesfocus on three controlling elements for the
success of any business that are people, time and cost.Paul lewis, William j.
rothwell, lindamillar, ahad osman-gan,14/2010

This article says that, theeffective use of human resources is seen as a perquisite, and
the training and development of
employees as paramount. The growth of training and development as an academic
subjectreflects its growth in practice.Department of psychology & institute of
Molecular Biology, University of Oregon, Sackler Institute for Developmental
Psychobiology, Weill Medical College of Cornell University, New York, NY 10021
This article test training effects ondifferent age group. They compared with different
types of no training (control groups) in 4yearsold and 6 years children and attention
training (experimental group). lane randale crocket colifornia museum of science and
industry, California museum foundation,700 state drive, los angeles, California
90037, USA 2008This article identifies useful and feasible methods to meet these
needs. Finally, it suggested thatinformal science learning is understood as a
collective entity. Main focuss is on learningactivities, and on methods.
L.B.oio & D.A.olanivan,2008.This article examines the impact of training and
development onthe performance of home economics teaching schools important. The
study revealed amongothers that and development has a positive impact on the
performance of home economicsteachers.
Barid, liayd, grith Darrell, lunderson, john,2003.This article focuses on training
anddevelopment strategies require remodeling due to globalization and fast moving
business. Inorder to enhance performance with less cost and development certain as
peers of business,learning opinions frameworks has been defined.

In the last few years, the job market has undergone some fundamental changes in
terms of technologies, sources of recruitment, competition in the market etc. It is
therefore necessary to analyse the Training &Development needs of the employees
because they have to face and conquer various challenges and hurdels which comes
in the organization regularly.

 To have knowledge and understanding of training practices in our company
 To study the training and development Activities Carried Out In Tata Tele

 To examine the effectiveness of training in overall development
 To examine the impact of training on workers
 To study the changes in behavioral pattern due to training.


Instrument used to measure the training system in TTSL was of primary and
secondary kinds .
Primary Data: The primary source of data was through
questionnaire schedule.
Secondary Data: The secondary source included brochures, annual reports,
magazines, employee‟s handbook, magazines and journals
Sample Size : 27 employees from TTSL were selected


It is very difficult to have detailed knowledge of employees, So i have taken 27
employees due to limited resources and time factor. The management ranks are
working in different categories of different department. Thus it becomes equally
justified to plan in such a way that it covers all departments.
 Pie chart
 Text and statements

The questionnaire was served to senior manager, managers
and employees. Interpretation is also made in each question on
the basis of the table and graph shown in analysis chapter.

Questionnaire: - A questionnaire consists of a set of questions presented to
respondent for their answers. It can be Closed Ended or Open

Open Ended: - Allows respondents to answer in their own words & are
difficult to Interpret and Tabulate.

Close Ended: - Pre-specify all the possible answers & are easy to Interpret and
“I have chosen Close Ended as per Organisation Constraints”

The essential elements in any commercial enterprise are materials, equipment and
human resource. Training allied to the other human resource specializations within
management, ensures a pool of manpower of the required level of expertise at the
right time. But firstly consider the attention given by an average organization to the
provision of materials, machinery and equipment. Then compare the commitment
to the third essential factor in then production cycle, viz: - human resources. One of
the most Important factors in his regard is the traditional view of training and
trainers. They are seen as an expense, a service, as second rate to production or as a
necessary evil. Training has tended to fall behind other management activities,
especially in the planning phase. It is often carried out as a reaction to immediate
needs, a patch up operation in many cases, instead of an ordered activity. Training
and Development is especially designed to enhance the competency of managers
and workers dealing with a variety of organizational functions. Training and
Development is a process through which the goals of management development
can be achieved. Investment in Training and Development has come to be
considered as an asset for organizational development or in other words, Training
is indispensable for effective organizational development. Earlier, training was
almost exclusively trainer oriented and it was not need based. The trainer (training
institute) determined the objectives of the course, its duration, its contents and
format etc. On many occasions training was of a pedagogic nature with the trainer
in complete control of the direction of the training. Moreover, the alignment of the
corporate goal was missing. The views of the trainees were rarely sought or even if
they were, it was with a condescending attitude. Due to all these reasons the
bottom-line contribution of training or the organizational development were less.
The current scenario seemed quite challenging and motivating for me to do my
reserach project on it.

Objective Behind This Study


I sincerely believe that working on this research work will help me to
understand the whole aspect of Training and Development, in a better manner
and would also help me to gain some practical knowledge about the Industry.


The geographical area was very much limited to residential area & so the results are
not particularly reflection of the current behavior.
 Due to limited time period and constrained working hours for most of the
respondents, the answers at times were vague enough to be ignored.
 Most of the people in India take their policies in the period preceding March
(for tax saving purposes) & so the response to initial contacts were not all
encouraging and that has been the primary reason in the inability to quantify the
results large enough so as to deduce any relevant outcomes.


1) The training was well organized and clearly structured.
Table no.1

The above data shows that out of 27 respondent 11 strongly agree, 12 agree, 3
partially agree and only 1strongly disagree. This shows that most of the
participants were satisfied with the organized and clearly structured programs.
Strongly agree, 11
Agree, 12
Partially agree, 3
Disagree, 0 Strongly disagree, 1
Responses Trainees
Agree 12
Disagree -

2) The objective of training was clearly structured.
Table no.2

The above data shows that out of 27 respondent 9 of the employee strongly
agree, 15 agree, 1 partially agree and 1 strongly disagree to the fact. This shows
Strongly agree, 9
Agree, 15
Partially agree, 1
Disagree, 0
Strongly disagree, 1
Responses Trainees
Agree 15
Disagree -

that the participants were satisfied as the objectives of the programs were clearly
structured and some of the participants had the view that objective in the module
was not defined clearly.

3) The training covered variety of useful topics.
Table no.3

Strongly agree, 7
Agree, 13
Partially agree, 6
Disagree, 0
Strongly disagree, 1
Responses Train
Agree 13
Disagree -

The above fact showed that out of 27 respondent 7 strongly agree, 13 agree,
6 partially agree and only 1 strongly disagree.
This shows that majority of the participants agree to the fact that the training
programs covered useful topics and they were satisfied with inputs that were
provided to them. The company focuses on development of internal skill and
talent. It also has implemented multi-skill concept necessitating there for
rigors technical trainings.

4) The content and material of the training were relevant.
Table no.4

The above data shows that out of 27 respondent 10 strongly agree, 13 agree
and only 4 partially agree.

Strongly agree,
Agree, 13
Partially agree,
Disagree, 0 Strongly
disagree, 0
Agree 13
Disagree -

This shows that most of the participants were satisfied with the content and
the material of the training programs as it would help them develop their
skills more. The course material was relevant to their skills.

5) The medium of presentation was appropriate.
Table no.5

Responses Traine
Agree 10
Disagree -

The above data shows that out of 27 respondent 11 strongly agree, 10 agree
and only 6 partially agree.
This fact shows that the medium of presentation which includes power
point presentation, class room lectures, case studies etc suited the participant
and helped them to understand the topic in a more effective way.

6) The examples and references used were effective.
Table no.6

Strongly agree, 11
Agree, 10
Partially agree, 6 Disagree, 0
Strongly disagree, 0
Responses Trainees
Agree 17
Disagree -

The above data showed that that out of 27 respondents 9 strongly agree, 17
agree and only 1 partially agree.
This shows that most of the participants were satisfied with the examples and
references provided to them as it helped them to understand the topic in a better
way for they could easily relate to those incidents and can easily retain them in
their memory.

7) The place and duration of training was appropriate.
Table no.7

Strongly agree, 9
Agree, 17
Partially agree, 1
Disagree, 0
Strongly disagree, 0
Responses Trainees
Agree 15
Disagree 1


This data shows that out of 27 respondent 9 strongly agree, 15 agree, 2 partially
agree and only 1 are disagree to the fact .
This shows most of the participants found that duration of the training programs
were suitable. Being a high performing organization, balance has to be stuck
between training and production. Hence, the duration of the program has to be
such that it meets the requirement of training and production.

8) You will be able to apply your learning’s immediately at the workplace.
Table no.8

Strongly agree, 9
Agree, 15
Partially agree, 2 Disagree, 1
Strongly disagree, 0

This showed that out of 27 respondent 6 strongly agree, 16 agree and 5 partially
agree to the fact.
This shows that most of the participants were satisfied with the information and
ideas imparted to them in the training programs as they could implement them
in their day to day work. The trainers and the modules are very effectively
trained and tested to maximize the effectiveness of the training and to get
maximum result out of it.

Strongly agree, 6
Agree, 16
Partially agree, 5
Disagree, 0
Strongly disagree, 0
Responses Trainee
Agree 16
Disagree -

9) The trainer had strong subject knowledge.
Table no.9

The above data showed that out of 27 respondent 10 strongly agree, 7 agree and
10 partially agree to the fact.
The above fact showed that most of the participants were satisfied with the
subject knowledge of the trainer as only an effectiveness trainer can only impart
good knowledge to the participants. The institutes and the trainer are selected
based on their competency and repute. The internal trainers are also exposed to
various trainings to hone their subject knowledge and training skills.

Strongly agree, 10
Agree, 7
Partially agree, 10
Disagree, 0
Strongly disagree, 0
Responses Trainees
Agree 7
Disagree -

10) Performance is regularly tracked and measured.
Table no.10

The above data showed that out of 27 respondent 5 of the participants strongly
agree, 10 agree and only 12 partially agree.
This shows that the management takes measurement of the improvement and
also takes feedback of their employees.

Strongly agree, 5
Agree, 10
Partially agree, 12
Disagree, 0
Strongly disagree, 0
Responses Trainee
Agree 10
Disagree -

11) A variety of training and development programs are offered to improve
skills, Do you satisfy with organizational training and development
Table no.11

The above fact shows out of 27 respondent 8 of the participants strongly
agree, 15 of the participants agree and only 4 are partially agree..
This shows that though the training was well organized but some of the
participants were not satisfied with the organizational training and
development programs. The reason behind it was that some of the candidates
have joined the training program late so this may reason of dissatisfaction.

Strongly agree, 8
Agree, 15
Partially agree, 4 Disagree, 0
Strongly disagree, 0
Agree 15
Disagree -

12) Your organization identifies the training needs of the employees?
Table no.12

The above data shows that out of 27 respondent 7 of the participants strongly
agree, 14 agree, 4 partially agree and only 2 disagree.
This fact shows that the most of the participants were satisfied with the fact
that the organization identifies the training needs of the employees, but there
were few candidates who did not opined.

Strongly agree, 7
Agree, 14
Partially agree, 4
Disagree, 2
Strongly disagree, 0
Responses Traine
Agree 14
Disagree 2

13) The sessions were exciting and good learning experience
Table no.13

The above data shows that out of 27 candidates 9 of the participants strongly
agree, 15 agree and 3 partially agree.
The above fact shows that most of the participants found that the training
programs covered variety of useful topics but there were few candidates who
did not agree to the above statement because they had prior knowledge of the
subject so they did not find the topics diversified.

Strongly agree, 9
Agree, 15
Partially agree, 3
Disagree, 0 Strongly disagree, 0
Agree 15
Disagree -

14) The time limit of the programs was sufficient.
Table no.14

The above data shows that out of 27candidates 7 strongly agree, 14 agree, 5
partially agree and only 1are disagreeing. This fact shows that most of the
participants were satisfied with the time limit provided by the organization.

Strongly agree, 7
Agree, 14
Partially agree, 5
Disagree, 1 Strongly disagree, 0
Agree 14
Disagree 1


The report was made on training and development at TATA TELECOM
SERVICES. The Research work is done on the topic “Training and Development
at Tata telecom services” on the participants of different training. The research
design for the study was Descriptive as well as Exploratory and the research work
was done by collecting and analyzing the primary data through questionnaire
The findings showed the following results:
 The findings show that at TATA TELECOM SERVICES different types of
trainings are provided to its employees and these are categorized as 6‟step contract
management System and Plant Management System.
 There are various programs which are conducted under these types of training.
 The sample groups related to the training programs are satisfied with all the
training programs conducted at TATA TELECOM SERVICES.
 The training provided is productive in nature as the participants are able to
implement it and it also suited their job profile.
 The trainers were also happy with the active participation of the candidates
 Employees were satisfied by the Training and Development programs, time
duration, trainers and the modules used in it.

 Sometimes due to absenteeism of the candidates during the training program
affects their leanings.
 An effective training program depends both on the efforts and cooperation of the
trainer as well as the trainee.
 As the feedback is taken the organization is aware of the improvements and needs
of the employees with these programs.
 They are satisfied with the interacting sessions and the management of the training


 There are some training programs like the presentation skill and communication
skill whose time duration needs to be increased.
 Workshops can also be organized related to the behavior training program in order
to make the learning more effective and to keep the participants interest intact in
these types of trainings.
 At the end of the session revision program can also be conducted for the key
 Objective type question can also be asked at the end of the technical program in
order to judge the effectiveness of the program.
 The employees should be made compulsory to attend this program until there is a
valid reason for absenteeism.
 At the end employees should be asked to give suggestions for next training so that
their interest should be maintained.


TATA TELECOM SERVICES is a prior Organization in the field of providing
services like Water and Waste water, Power distribution, Engineering &
construction and Municipal solid waste and Public Health. After studying the
training module we see how well the content and the objectives of the training are
formed. At TATA TELECOM SERVICES training and development is the heart
of the continuous effort to improve employee‟s competency and Organizational
Performance. Here people are the most valuable asset; therefore there is a need to
develop the employee in line with Business need and personal Aspiration. On the
basis of my research work it is concluded that the various training programs
categorized under Positional training like Customer Orientation, Effective
interpersonal skills, Time management, Team building etc. helps the participants
to understand the work life balance. It helps them to improve their skills, polish
them and utilize them to develop themselves to serve their organization. These
training programs motivate them as there is flow of positive energy after the
completion of the program. They are motivated and enthusiastic for their approach
towards the work. The spirit of team work is enforced in them which are highly
recommended for growth of this type of big Organizations. Most of the
participants after going through these sessions can feel the change in them.
According to the feedback which is taken from the management, it shows that
they feel themselves as a part of their organization.



Dear Sir/Madam,
I am doing a research work on Employees Training & Development. I would request
you to
Kindly spare some time to fill up this questionnaire.
Thank you very much for your cooperation.
Name --------------------------------------------------

NOTE: Please tick mark (u) the option you feel is most appropriate as per the

1)The training was well organized.
a) Strongly agree b) Agree c) Partially Agree d) Disagree
e) Strongly Disagree

2) The objective of training was clearly structured.
a) Strongly agree b) Agree c) Partially Agree d) Disagree
e) Strongly Disagree

3) The training covered variety of useful topics.
a) Strongly agree b)Agree c)Partially Agree d) Disagree

e) Strongly Disagree

4)The content and the material of the training were relevant.
a) Strongly agree b)Agree c)Partially Agree d) Disagree

e) Strongly Disagree

5) The medium of presentation was appropriate.
a) Strongly agree b)Agree c)Partially Agree d) Disagree
e) Strongly Disagree

6) The examples and reference used were effective.
a) Strongly agree b)Agree c )Partially Agree d) Disagree
e) Strongly Disagree

7) The place and the duration were appropriate.
a) Strongly agree b)Agree c )Partially Agree d) Disagree
e) Strongly Disagree

8) You will be able to apply your learning’s immediately at the workplace
a) Strongly agree b)Agree c )Partially Agree d) Disagree
e) Strongly Disagree

9) The trainer had strong subject knowledge.

a) Strongly agree b)Agree c )Partially Agree d) Disagree
e) Strongly Disagree

10) Performance is regularly tracked and measured.
a) Strongly agree b)Agree c )Partially Agree d) Disagree
e) Strongly Disagree

11) A variety of training and development programs are offered to improve
Do you satisfy with organizational training and development programs?

a) Strongly agree b) Agree c )Partially Agree d) Disagree
e) Strongly Disagree

12) Your organization identifies the training needs for the employees?

a) Strongly agree b)Agree c )Partially Agree d) Disagree
e) Strongly Disagree

13) The sessions were exciting and good learning experience.

a) Strongly agree b)Agree c )Partially Agree d) Disagree
e) Strongly Disagree

14) The time limit of the training programs was sufficient.

a) Strongly agree b)Agree c )Partially Agree d) Disagree
e) Strongly Disagree
15) Your top management takes feedback?



Books &Magazine
 P. Nick blanchard and james w. Thacker, pearson education,21th Edition ,New
Delhi, page no.(122-130),(321-330).
 Managing human resources, luis r. Gomez-mejia, david b. Balkin and robert l.
Cardy,20th edition ,New Delhi 2010, Page no (20 -25),(112-119),(220-229).
 Kotler Philip, Human Resource Management , Pearson Education, Inc 11th
edition,New Delhi , Page No.(144-149),(259-265) .
 Business World 2013, New Delhi,Page No.(50-55),(100-108).