DJ Project

TRAINING AND DEVELOPMENT
Report on summer Training

A project report on Training Development
Submitted to PCBT (PTU)
In partial fulfillment of requirement for the award of the degree of
Master of Business Administration
Study under Tandori chicken (Phagwara)
Submitted by Submitted to
KULDIP KAUR Arpita Mod
1734747 (Assistance prof.)
MBA (2ND)
DEPARTMENT OF MANAGMENT
PYRAMID COLLEGE OF BUSINESS AND TECHNOLOGY
(PHAGWARA)
(2018-2019)
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TABLE OF CONTENTS
SR NO TOPIC PAGE NO.

1 PREFACE 3
2 ACKNOWLEDGEMENT 4
3 CERTIFICATE OF ORIGINALITY 5
4 ABSTRACT 6
5 INTRODUCTION TO THE TOPIC 7-20
6 BENEFITS OF TRAINING 21-26
7 REVIEW OF LITERATURE 27-30
8 RESEARCH METHDOLOGY & RESEARCH DESIGN 31-34
9 SCOPE OF THE STUDY 35
10 PROJECT OBJECTIVES 36
11 COMPANY PROFILE 37-60
12 LIMITATION 61
13 GOALS OF HRD SYSTEM AT SUBWAY 62-64
14 DATA ANALYIS AND INTERPRETATION 65-69
15 FINDINGS OF THE STUDY 70
16 RECOMMENDATIONS 71
17 SCOPE OF FURTHER RESEARCH 72
18 BIBLIOGRAPHY 73
**************
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PREFACE
A well planned properly executed and evaluated industrial training helps a lot in
inculcating good work culture. It provides the linkage between student and industry
in order to develop the awareness of industrial approach to problem solving based on
understanding of the plant, machinery process and mode of operation or industrial
organization.
My project has enabled me to have broaderknowledge about this system and what are
the methods and techniques policy adopted forworking capital. This training also
provided an opportunity to gain practical knowledge.
Through this report, i have tried to summarized all my observation experience and
knowledge acquired in this report.
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ACKNOWLEDGEMENT
This project report is an integral part of my MBA programs with since it helped me
to apply management studies during the first year program in this project.
At the outset, I take this opportunity to express my immense gratitude towards my

Project Guide “………………….” at “SUBWAYwho helped me throughout the
project. I would also like to express my gratitude towards all line workers, supervisors
and Executives for their constant help and support during the entire course of my
training. Last but not the least; I would like to thank the whole SUBWAYfamily for
their immense help and cooperation during my tenure at SUBWAY. I shall always
remain indebted to SUBWAYfor this highly learning experience.
CERTIFICATE OF ORIGINALITY
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This is to certify that the project titled“Training and Development” at SUBWAY.

is an original work of HR “submitted in partial fulfillment of the requirement for
the award of degree of Master Of Business Administration (MBA) of the At the
PYRAMID OF COLLEGE OF BUSINESS & TECHNOLOGY This report has
not been submitted earlier either to this university or to any other university
/institution for the fulfillment of the requirement of the course of the study.
KULDIP KAUR
SIGNATURE OF SUPERVISOR SIGNATURE OF STUDENT
ABSTRACT
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Training and development is vital part of the human resource development. It is

assuming ever important role in wake of the advancement of technology which has
resulted in ever increasing competition, rise in customer’s expectation of quality and
service and a subsequent need to lower costs.
It is also become more important globally in order to prepare workers for new jobs.
In the current write up, we will focus more on the emerging need of training and
development, its implications upon individuals and the employers.
Noted management author Peter Drucker said that the fastest growing industry would
be training and development as a result of replacement of industrial workers with
knowledge workers. In United States, for example, according to one estimate
technology is de-skilling 75 % of the population.
This is true for the developing nations and for those who are on the threshold of
development. In Japan for example, with increasing number of women joining
traditionally male jobs, training is required not only to impart necessary job skills but
also for preparing them for the physically demanding jobs. They are trained in
everything from sexual harassment policies to the necessary job skills.
The term 'Training' refers to the acquisition of specific skills or knowledge. Training
programs attempt to teach trainees to perform a specific job and a particular activity.
The term 'Development' usually refers to improving the intellectual or emotional

abilities needed to do a better job.
The need for Training and Development
Before we say that technology is responsible for increased need of training inputs to
employees, it is important to understand that there are other factors too that contribute
to the latter.
Training is also necessary for the individual development and progress of the
employee, which motivates him to work for a certain organisation apart from just
money. We also require training update employees of the market trends, the change
in the employment policies and other thing.
INTRODUCTION TO THE TOPIC
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Training is defined by Wayne Cascio as “training consists of planed programs

undertaken to improve employee knowledge, skills, attitude, and social behavior so
that the performance of the organization improves considerably.” Training is
normally viewed as a short process. It is applied to technical staff, lower, middle,
senior level management. When applied to lower and middle management staff it is
called as training and for senior level it is called managerial development
program/executive development program/development program.
Objectives/purpose/goals of training and development

that the performance of the organization improves considerably.”
The purpose of training and development can be explained as follows.
1. Improving quality of work force :- Training and development help companies to

improve the quality of work done by their employees. Training programs concentrate
on specific areas. There by improving the qual ity of work in that area.
2. Enhance employee growth :- Every employee who takes development program

becomes better at his job. Training provides perfection and required practice,
therefore employee’s area able to develop them professionally.
3. Prevents obsolescence :- Through training and development the employee is up

to date with new technology and the fear of being thrown out of the job is reduced.
4. Assisting new comer :- Training and development programs greatly help new
employees to get accustomed to new methods of working, new technology, the work
culture of the company etc.
5. Bridging the gap between planning and implementation :- Plans made by

companies expect people to achieve certain targets within certain time limit with
certain quality for this employee performance has to be accurate and perfect. Training
helps in achieving accuracy and perfection.
6. Health and safety measures :- Training and development program clearly

identifies and teaches employees about the different risk involved in their job, the
different problems that can arise and how to prevent such problems. This helps to
improve the health and safety measures in the company.
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Methods of training operating personnel/factory workers

that the performance of the organization improves considerably.” There are different
methods of training for operating personnel (factory workers). Training these workers
becomes important because they handle equipment worth crores of rupees.
1. On the job training method :- In this method workers who have to be trained are
taken to the factory, divided into groups and one superior is allotted to every group.
This superior or supervisor first demonstrates how the equipment must be handled,
and then the worker is asked to repeat whatever he has observed in the presence of
the supervisor. This method makes it easy for the employee to learn the details about
specific equipment. Once the worker studies the first equipment thoroughly the
supervisor moves on to the next equipment and so on.
2. Apprenticeship training :- In this method both theory and practical session are
conducted. The employee is paid a stipend until he completes training. The theory
sessions give theoretical information about the plant layout, the different machines,
their parts and safety measures etc. The practical sessions give practical training in
handling the equipment. The apprentice may or may not be continued on the job after
training.
3. Vestibule training :- In this method of training an atmosphere which is very

similar to the real job atmosphere is created. The surroundings, equipment, noise
level will be similar to the real situation. When an employee is trained under such
conditions he gets an idea about what the real job situation will be like. Similarly
when he actually starts doing the job he will not feel out of place. This method is used
to train pilots and astronauts. In some places graphics are also used to create the
artificial surroundings. This method involves heavy investment.
4. Job rotation :- In this method the person is transferred from one equipment to the
other for a fixed amount of time until he is comfortable with all the equipments. At
the end of the training the employee becomes comfortable with all the equipment. He
is then assigned a specific task.
5. Classroom method :- In this method the training is given in the classroom. Video,
clippings, slides, charts, diagrams and artificial modules etc are used to give training.
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Methods of training for managers/methods of development/managerial

development/executive development

that the performance of the organization improves considerably.” Various methods
are used to train personnel for managerial level jobs in the company. These methods
can be explained with the help of following diagram.
Methods of training
 On the job training
 Off the job training Job rotation
 Classroom method
 Planned progression
 Simulation Coaching and counseling
 Business games Under study Committees
 Junior boards Conferences
 Readings
 In-basket training
On the job method :-
On the job method refers to training given to personnel inside the company. There
are different methods of on the job training.
1. Job rotation :- This method enables the company to train managerial personnel in
departmental work. They are taught everything about the department. Starting from
the lowest level job in the department to the highest level job. This helps when the
person takes over as a manager and is required to check whether his juniors are doing
the job properly or not. Every minute detail is studied.
2. Planned progression :- In this method juniors are assigned a certain job of their
senior in addition to their own job. The method allows the employee to slowly learn
the job of his senior so that when he is promoted to his senior job it becomes very
easy for him to adjust to the new situation. It also provides a chance to learn higher
level jobs.
3. Coaching and counseling :- Coaching refers to actually teaching a job to a junior.
The senior person who is the coach actually teaches his junior regarding how the
work must be handled and how decisions must be taken, the different techniques that
can be used on the job, how to handle pressure. There is active participation from the
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senior. Counseling refers to advising the junior employee as and when he faces
problems. The counselor superior plays an advisory role and does not actively teach
employees.
4. Under study :- In this method of training a junior is deputed to work under a senior.
He takes orders from the senior, observes the senior, attends meetings with him,
learns about decision making and handling of day to day problems. The method is
used when the senior is on the verge of retirement and the job will be taken over by
the junior.
5. Junior board :-In this method a group of junior level managers are identified and
they work together in a group called junior board. They function just like the board
of directors. They identify certain problem, they have to study the problem and
provide suggestions. This method improves team work and decision making ability.
It gives an idea about the intensity of problem faced by the company. Only promising
and capable junior level managers are selected for this method.
Off the job training method :- Off the job training refers to method of training given
outside the company. The different methods adopted here are
1. Classroom method :- The classroom method is used when a group of managers

have to be trained in theoretical aspects. The training involves using lectures, audio
visuals, case study, role play method, group discussions etc. The method is interactive
and provides very good results.
2. Simulation :- Simulation involves creating atmosphere which is very similar to the

original work environment. The method helps to train manager handling stress, taking
immediate decisions, handling pressure on the jobs etc. An actual feel of the real job
environment is given here.
3. Business games :- This method involves providing a market situation to the trainee
manager and asking him to provide solutions. If there are many people to be trained
they can be divided into groups and each group becomes a separate team and play
against each other.
4. Committee :- A committee refers to a group of people who are officially appointed

to look into a problem and provide solution. Trainee managers are put in the
committee to identify how they study a problem and what they learn from it.
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5. Conference :- Conferences are conducted by various companies to have elaborate

discussions on specific topics. The company which organizes the conference invites
trainee manager and calls for experts in different fields to give presentation or lecture.
The trainee manager can ask their doubts to these experts and understand how
problems can be solved on the job.
6. Readings :- This method involves encouraging the trainee manager to increase his
reading related to his subject and then ask him to make a presentation on what he has
learned. Information can be collected by trainee manager from books, magazines and
internet etc.
7. In basket training :- In this method the training is given to the manager to handle
files coming in and to finish his work and take decisions within a specified time limit.
The trainee manager is taught how to prioritize his work, the activities which are
important for his job and how to take decisions within limited time limit.
Training procedure/process of training :- Training is defined by Wayne Cascio as

“training consists of planed programs undertaken to improve employee knowledge,
skills, attitude, and social behavior so that the performance of the organization
improves considerably.” Every company has a specific training procedure, depending
upon its requirements.
Process/procedure of training
 Determining training need of employee

 Select a target group for training
 Preparing trainers
 Developing training packages
 Presentation Performance
 Follow up
1. Determining training needs of employee :- In the very 1st step of training

procedure, the HR department, identifies the number of people required training,
specific area in which they need training, the age group of employee, the level in
organization etc. in some cases the employee may be totally new to the organization.
Here the general introduction training is required. Some employees may have
problems in specific areas; here the training must be specific. This entire information
is collected by HR department.
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2. Selecting target group :- Based on information collected in step 1 the HR

department divides employee into groups based on the following. Age group i. The
area of training ii. Level in the organization iii. The intensity of training etc.
3. Preparing trainers :- Once the employees have been divided into groups, the HR
department arranges for trainers. Trainers can be in house trainers or specialized
trainers from outside.
The trainers are given details by HR department, like number of people in group,
their age, their level in organization, the result desired at the end of training, the area
of training, the number of days of training, the training budget, facilities available
etc.
4. Preparing training packages :- Based on the information provided by trainers, he

prepares entire training schedule i.e. number of days, number of sessions each day,
topics to be handled each day, depth of which the subject should be covered, the
methodology for each session, the test to be given foe each session, handout/printed
material to be given in each session.
5. Presentation :- On the first day of training program the trainer introduces himself
and specifies the need and objective of the program and then actually stars the
program. The performance of each employee is tracked by the trained and necessary
feedback is provided.
6. Performance :- At the end of training program the participants reports back to their
office or branches. They prepare report on the entire training program and what they
have learned.
They the start using whatever they have learned during their training. Their progress
and performance is constantly tracked and suitable incentives are given if the
participant is able to use whatever he has learned in training.
7. Follow up :- Based on the em0ployee performance, after training, the HR

department is able to identify what is exactly wrong with training program and
suitable correction is made.
Evaluation of training program
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that the performance of the organization improves considerably.” Effectiveness of
training programs are constantly evaluated by the company to find if the money, they
have invested has been spend properly or not.
Training programs can be evaluated by asking following questions.
a) Has change occurred after training?
b) Is the change due to training?
c) Is the change positive or negative?
d) Will the change continue with every training program?
A training program should give following resulting changes.
1. Reaction :- Reaction refers to attitude of employee about the training, whether the
employee considers training to be +ve or –ve one. If reaction are +ve then people
have accepted the program and changes will be possible.
2. Learning :- Another method of judging effectiveness is to identify levels of

learning i.e. how much the people have learnt during the training. This can be found
out by trainers mark sheet, the report submitted by the employee, and actual
performance.
3. Behavior :- The HR department needs to understand behavior of the employees, to

understand the effectiveness of training. The behavioral change can be seen in how
the person interacts with juniors, peer groups and seniors. They mark change in
behavior and inform the HR department of the success of training program.
4. Result :- Results provided by employee in monetary terms also determines

effectiveness of training program i.e. employee success in handling the project, the
group performance before and after training etc.
5. Effectiveness of training program must lead to
i. Increase in efficiency of worker
ii. Reduction in labour turnover
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iii. Increase in discipline
iv. Reduction in wastage and therefore cost of production
v. Proper care of tools and equipments
vi. Employee development in career terms
vii. Overall efficiency in the company
Advantages of training programs/training

that the performance of the organization improves considerably.”
The following are the advantages of training program to the company
1. Increase in efficiency of worker :- Training programs can help workers to increase

their efficiency levels, improve quality and thereby increase sales for the company.
2. Reduced supervision :- When workers have been formally trained they need not be
supervised constantly. This reduces the work load on the supervisor and allows him
to concentrate on other activities in the factory.
3. Reduction in wastage :- The amount of material wasted by a trained worker is

negligible as compared to the amount of material wasted by an untrained worker. Due
to this the company is able to reduce its cost its cost of production.
4. Less turnover of labour :- One of the advantages of the training program is that it
increases the confidence of employees and provides them with better career
opportunities. Due to this employee generally do not leave the company. There by
reducing labour turnover.
5. Training helps new employees :- A person, who is totally new to the company, has
no idea about its working. Training helps him to understand what is required from
him and helps him to adjust to the new environment.
6. Union management relations :- When employees are trained and get better career
opportunities. The union starts having a possible attitude about the management.
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They feel that the management is genuinely interested in workers development. This
improves union management relations.
The following are the advantages of training program to the employee
1. Better career opportunities :- Training programs provide the latest information,

develops talent and due to this the employee is in a position to get better jobs in the
same company or other companies.
2. High rewards :- Effective training programs result in improved performance. When

performance appraisal is done excellent performance from the employee is rewarded
by giving him incentives and bonus.
3. Increased motivation :- Employees who have been trained are generally more
confident as compared to others. Since their efforts will be rewarded in future they
are very much interested in improving their performance. Therefore we can say that
their motivation levels are very high.
4. Group efforts :- Training programs are not only technical programs but are also
conducted in areas like conflict management, group dynamics (formal and informal
groups), behavioral skills, stress management etc. this enables employees to put in
group effort without facing problems that groups normally face. In other words
training teaches people to work in a group.
5. Promotion :- People who attend training programs learn from them and improve
themselves are generally considered for promotion. Thus training increases chances
of promotion.
Training is the process of assisting a person for enhancing his efficiency and
effectiveness at work by improving and updating his professional knowledge, by
developing skills relevant to his work and cultivating appropriate behavior and
attitude towards work and people.
Training could be designed either for improving present capabilities at work or for
preparing a person for assuming higher. Responsibilities in future which would call
for additional knowledge and superior skills.
Training is different from education particularly formal education. While education

is concerned mainly with enhancement of knowledge, training aims essentially at
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increasing knowledge, stimulating aptitude and imparting skills related to a specific

job.
In India, considerable importance has been accorded to training in social development

and this is evident form the fact that the community spends roughly six million dollars
annually on training every year.
But there are complains about the ineffectiveness of training and possible waste of
resources because of the use of stereotyped and conventional methods in training
which are often not set completely in tune with job requirements.
The Training Cycle
A training cycle consists of a series of steps which lead to a training event being
undertaken. Evaluation provides feedback which links back to the initial stages of
training design.
Indeed, it is the evaluation/feedback process which makes this a cyclical event

without it training would be a linear process leading from initiating training through
to its implementation. The steps in the cycle are:-
Stage1:
Identification of training needs. Examining what skills and attributes are necessary
for the job to be undertaken, the skills and attributes of the job holder and the extent
of the gap.
Stage2:
Design, preparation and delivery of training.
Stage 3:
Discovering the trainee’s attitude to training (reaction) and whether the training has
been useful from the point of view of training. Reaction involves the participant’s
feelings towards the training process, including the training content, the trainer and
the training methods used.
Learning is the extent to which the trainee has actually absorbed the content of the
learning event.
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Stage 4:
Discovering whether the lessons learnt during training have been transferred to the
job and are being used effectively in doing the job.
Stage5:
Evaluating the effects of the training on the organization. Thus is the area on which
there is perhaps most confusion, subsequently little real action to clear it.
Stage 6:
Reinforcement of positive behavior. It is optimal that positive outcomes are

maintained for as long as possible. It is not rare event for changes in behavior to be
temporary, with a gentle slide back to previous ways of working.
It is important to note the feedback loops. Feedback on the process of actually

delivering the training can comefrom the reaction and learning stage, the transfer of
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the training to the work place and the evaluation of the impact of the training. The
main, feedback for the identification of training needs comes from an assessment of
the transfer of work to the training and the evaluation of the impact on the
organization.
It is important to note that these feedback loops may consist of two very different
types of information.
•To determine the worth of training to the organization- a process best done by
quantitative methods and with hard, numerical data.
•Allowing insights into the method of learning, where the experience of those
involved are the main focus, thus using mainly softer, qualitative information.
Identification of training needs
The procedure of identifying training and development needs is crucial for the
success of the training function and requires to be carried out systematically on a
regular basis, preferably every year. How are training needs identified to match the
organizational requirements in terms of technology /task/ people? Has the training
bought the desired change in the individuals’ performance and if so, how is it
assessed? These are the focal points, which require attention of the HR professionals
to assess the training needs of the employees working in the organization. Many
organizations have their own system to identifying training needs every year.
However, need identification exercise can do real harm if the needs are not met by
conducting suitable programs. Managers mustperceive that their recommendations
are grown due consideration and suitable actions are initiated to satisfy the felt needs.
Only then, they will take this exercise seriously. Hence, formulation of suitable and
need based training programs and their timely implementation is very important for
the success of any training program.
Evaluation of Training Programs
Training programs are conducted with a view to help the employees to acquire the
knowledge, skills and attitude necessary to perform the task assigned to them.
They are conducted in order to bring about a planned change which in turn involves
substantial investment of money, time and efforts.
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Therefore, one has to know whether such an investment in training yielded the desired
results. This desire naturally leads to evaluation of training. Evaluation means
literally, the assessment of value or worth.
Strictly speaking the act of evaluating training is the act of judging whether or not it
was worthwhile in terms of some criterion of value, in the light of the information
available.
Evaluation is the tool whereby information about the result of trainees, interaction
with the learning experiences systematically collected and analyzed. Thus, evaluation
can provide useful data both for improvement of training and enhancement of
learning. In brief it is important in 3 ways.
•It indicates whether appropriate monetary investment is made on the implementation

of training programs.
•It determines the degree of effectiveness and success of the training programs.
•It provides a basis for introductory the necessary correctivemeasures.
The benefits of constructive, practical evaluation of training substantially outweigh

the costs six direct benefits of evaluating training programs are:-
Quality Control:
Quality control systems are designed to ensure that products or services are fit for
their intended purpose. Evaluation in training will assess the extent to which work-
related results can be demonstrated to arise from the training.
Successful, positive elements of training can be maintained and reinforced, whilst

negative elements removed or revised.
If results cannot be justified, then it becomes hardto justify the commitment of any
resources to the training activity andthey can be re-allocated toWhere they may make
a greater impact.
Efficient training design:
It throws an emphasis on those elements of atraining system which matter, such as

proper definition of objectivesand setting criteria on now these objectives are to be
measured.
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Enhanced professional esteem:
Training professionals can gainenhanced stature from having systematic evaluation

of data rather thanintuitive assessment of their contribution to the business.
Being assessed on their contribution to the ‘bottom-line’ of the business puts the
HRDfunction on the same footing as other functions, instead of claiming that the
nature of their work does not allow an application of the same criteria. This helps to
break down the barriers facing the integration of HRD professionals within the
organization.
Enhanced negotiating power:
On much the same tack evaluation makes it possible for the HR function to
demonstrate a successful contribution to the business over a period of time. When
resources are to be allocated and new investment decisions to be made, them being
able to show the outcomes of training would be invaluable.
Appropriate criteria of assessment:
Individuals within an organization will make judgments about how effective the
training function is, regardless of whether an evaluation system is in place or not.
Given this, it is very important that the HR controls the choices of appropriate criteria,
which it can most safely do on the back of a formal evaluation process.
Intervention strategy:
Evaluation can be a tool for changing the way that training is integrated into the
organization. It offers a means by which the HR function can build on its enhanced
esteem and negotiating power to play a more active role in developing policies
BENEFITS OF TRAINING
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Training usually is a strategic human resource activity because it plays a major role
in determining the effectiveness and efficiency of an organization. Successful
training and development program will achieve the following benefits:
1.Improve the quality and quantity of work done.
2.Reduce the learning time required for employees to reach acceptable standards of
performance.
3.Create more favorable attitudes, loyalty and cooperation.
4.Satisfy human resource planning requirements.
5.Reduce the number and cost of accidents.
6.Help employees in their personal development and advancement.
7.Help organizations to respond to dynamic market conditions and changing

consumerdemands. Different jobs require different capabilities.
These capabilities can be considered under four categories:
1. Technical
2. Managerial
3. Behavioral
4. Conceptual
TECHNICAL CAPABILITIES:
They deal with the technology of the job or the tasks the employee is expected to
perform. They include information, skills and knowledge.
MANAGERIAL CAPABILITIES:
They include the ability to organize, coordinate, plan, monitor, evaluate and redesign
a variety of activities. As managers have the task of getting things done by others
with optimal use of resources for achieving the best possible results, they need to
possess managerial capabilities. Knowledge of management techniques like PERT,
systems analysis, performance budgeting etc. are evidences of managerial
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capabilities. Management skills involve the application of these techniques for better
planning, better coordination, better monitoring, and for better achievement of
results.
BEHAVIOURAL CAPABILITIES:
These include leadership skills, ability to motivate others, communication skills,

ability to work as a team member, dynamism, initiative etc. Mere knowledge of
behavioral sciences does not ensure that person has behavioral capabilities. Attitudes
and orientations play an important role in determining the effectivenessof the
employees to a great degree
On-The-Job Coaching :
On-the-job coaching is another way of training employees. This type of training is

given to employees who are new to a given job (not necessarily to the organization).
The purpose of this kind of training is to equip the employee with the capabilities
required to perform various tasks of his job. This may involve skill training by the
supervisor of the employee, either on a day-to-day basis or periodically. On-the-job
training techniques also include job instruction training, job rotations, internships,
coaching and counseling. On-the-job training should be particularly stressed upon
during the early stages of their careers.
3. Apprentice Training:
Apprentice training is given to those who have just completed their studies and are
about to enter the organizational world. The apprenticeship involves practical training
under the guidance of one or more instructors designated by the organization to train
the trainees.
IN-HOUSE TRAINING:
In-house training programs are programs offered exclusively for the employees of an
organization by the organization.
The Training Department assesses the training needs of various categories of

employees periodically, invite suggestions from the senior executives of that
company on the training needs as perceived by them, keep in touch with the new
developments taking place in the outside world that have relevance to their own
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organizational activities and periodically invite outside trainers to train their

employees.
In the in-house training Programmes, the training department may use its own senior
employees as trainers or may depend exclusively on outsiders or may use both sets
of resources.
SPONSORED TRAINING:
As most organizations do not have sizeable units of training, it is easier for them to
sponsor a few employees for training by outside agencies.
DISTANCE TRAINING:
Distance training is the training conducted without the trainer being physically
present near the trainee. The most well known forms of distance training are
correspondence courses, auto-teaching machines, programmed instruction materials,
video and audio cassette programs, alumni bulletins etc.
This form of training is useful mainly to keep the trainee informed about various
developments in his field or to acquaint him with new technology, processes etc.
CAREER DEVELOPMENT PROGRAMS
Career Development programs help people grow and continue after they begin their
employment. Career Development refers to helping individuals plan their future
careers within the organization. The objectives of career development are to help
individuals achieve maximum self-development and also to help the organization
achieve its objectives.
INDIVIDUAL BENEFITS:
For the individual, the most immediate benefits of career development include a
better job, more money, increased responsibility, greater mobility, and the acquisition
of skills that improve productivity. Career Development also provides less tangible
benefits for individuals, such as increased job satisfaction, the development of a
career orientation rather than a job orientation, increased involvement at work,
greater exposure, a better understanding of what is expected and broader knowledge
of additional areas of career interest.
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ORGANIZATIONAL BENEFITS:
Through the development of competent employees, organizations are able to identify

future managers and prepare them to achieve organizational goals. By developing
competent replacement managers, an organization is able to practice promotion from
within, which increases the level of motivation for aspiringmanagers. Employees
who remain in the same position for an extended period typically become obsolete,
either because of a lack of training or a lack of motivation. Career planning helps to
prevent the problems of obsolescence by providing employee training by moving
employees into different jobs, and by motivating employees to make valuable
contributions to the organization. An organization that tries to help employees’ plan
their careers can benefit directly through lower turnover and personal costs.
DEVELOPMENTAL PROGRAMS:
1. Mentoring:
Some organizations assign an experienced employee to serve as a mentor for new

employees. A mentor is a trusted counselor, coach or advisor who provides advice
and assistance. Effective mentors teach these new employees a number of things,
which include:
1. Provide instruction in specific skills and knowledge critical to successful job

performance.
2. Help in socializing them in the culture of the organization and understanding the
unwritten rules of the organization.
3. Answer questions and provide useful insights.
4. Offer emotional support and encouragement.5.Serve as a role model.6.Create an

environment in which mistakes can be made without losing self-confidence.
2. Career Counseling:
Most organizations provide some form of career counseling on various occasions:

during employment interviews when employees are first hired, during employees
‘annual performance evaluation interviews, and as part of the special career
counseling that is provided for high-potential employees.
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Career counseling typically occurs as part of the day-to-day relationship between a

supervisor and subordinate. Moreover, some organizations provide special career
counseling by conducting psychological assessments of employees and helping them
interpret their individual results.
3. Career Pathing:
Career pathing refers to identifying a sequence of jobs through which an individual

can expect to progress towards high levels of management. Some organizations
provide job progression plans for all new employees, while others do it only for
exceptionally bright and promising candidates.
Career path information must be provided to the employees before a possible career
path can be charted out for them.
4.Career Development Programs:
Career development includes any and all activities that prepare a person for
progression along a designated career path. Career development usually involves
both formal and informal means.
These programs maybe conducted in-house or by external sources, such as

professional organizations or colleges and universities and are organized by the T&D
department of an organization.
Internal Mobility
There is a possibility in organizations that over a period of time an employee

willchange his role or position, from one job to another – laterally or vertically in
theorganization structure.
This kind of employees’ movement within an organization is known as internal

mobility. Internal mobility includes a cluster comprising, may take place between
jobs in section, sections, departments, division or even between plants in multi - plant
operations.
Promotion
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Promotion is the upward reassignment of an individual in an organization’s hierarchy,

accompanied by increased responsibilities, enhanced status, and usually with
increased income, though not always so.
On being promoted, the promoter’s duties and responsibilities increase, and the
higher one goes in an organization the greater the implications of the individual’s
decisions on the viability of the enterprise. After promotion, an individual’s duties
and responsibilities usually becomes qualitatively different from those of this earlier
job. The following are the objectives of promotion:
1.It is recognition of a job well done by an employee.
2.It is a device to retain and reward and employee for his years of service to
thecompany.
3.It is to increase individual and organizational effectiveness.
4.It is to promote a sense of job satisfaction in the employee.
5.It is to build loyalty, morale and a sense of belongingness in the employee
6.It is to impress upon others that opportunities are open to them also in the
organization, if they perform well.
An internal mobility system also needs as supportive information system to make

itviable. It is desirable to have a central, maintain a detailed inventory of the skills of
all employees and coordinate all information – promo -table posts available, posts
vacant, number of employees on transfer, permanent and temporary posts.
When making internal mobility decisions, organizations tend to place emphasis on

their objectives, filling job vacancies, eliminating employee surpluses, correcting
behavioral problems, etc. Promotion maintains organizational effectiveness through
maintenance of employee moral and favorable attitudes towards the organization.
Demotions frequently used as from of disciplinary action since it represents loss of

status and earning.
Transfers are required in the process of organization job requirements, job rotations
and filling in absenteeism, separations and termination, such as discharge and
dismissal, from a part of the outward mobility of an organization.
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REVIEW OF LITERATURE
At the enterprise level, employee training and development are main areas of
human resource development. The efficiency of an organisation depends directly on
the capability and talent of its personnel, and how motivated they are. Capability of
a person depends on his ability to work and the type of training he receives. While
his personal capability is evaluated through proper selection procedure, his training
is taken care of by the organisation after he has been employed by the organisation.
After employee have been selected for various positions in an organisation, training
them for those specific tasks to which they have been assigned assumes great
importance.
It is true in many organisations that before an employee is fitted into a

harmonious working relationship with other employees, he is given adequate
training. Training is the act of increasing the knowledge and skills of an employee
for performing a particular job. The major outcome of training is learning. A
trainee learn new habits, refined skills and useful knowledge
during the training that helps him improve performance. Training enables
an employee to do his present job more efficiently and prepare himself for a higher
level job
Training, Education, Learning and Development
Training
Training is an act of increasing knowledge, skill and attitude of an employee for

improving his performance on the job.
Training is concerned with imparting specific skill for doing particular job. For
example, a clerk on typing. It is task-oriented activity. It is for job related purpose
and short-term.
Education
Education is concerned with increasing general knowledge and

understanding of an employee’s total environment. Education is directed more
towards the future of an individual .It prepares him for future challenges of life,shapes
his career and grooms him for social responsibilities.
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Learning
Learning is the process of accumulation of knowledge,skills and attitudes by

whatever means. Learning is a broad one which includes both training and
education. Learning is observable modification of behaviour as a result of some
experience. Learning may be through experience, reading, observation, discussions,
electronic media including internet, experimentation, facing the new challenges,
travel and exploration, etc.
Development
Development has a broader meaning. Its aim is to grow or improve the overall
personality of an individual. It is continuous process and is on the initiative
from individual. Development is to meet an individual’s future needs. Efforts
towards development often depend on personal drive and ambition. It helps
individual’s in the progress towards maturity and actualisation of their
potential capacities. Development is whole process by which employee
learns, grows, improves his abilities to perform variety of roles within and
outside the organisation. He acquires socially desirable attitudes and values.
Training Education
Training is narrow and specific job Education is broad and general.
related.
Although training is concerned with the Education is mainly towards the future
future of an individual, his past and of an individual and any reference to his
present nonetheless provide a crucial present state is incidental.
frame of reference.
Training is for short duration. Education is for long duration.
Applied and practical. Pure and theoretical.
Training has less emphasis on ideology Education is firmly rooted in the culture
and social values as it stresses of the society. One of the key concerns
development of competencies. Societal of education is the inculcation of
forces play very less significant role than socially accepted values in an
they do in education. individual.
In training, the group comes together for In education, the group is more enduring
a specific purpose and disperses after the and there is sustained interaction over a
programme objectives are assumed to long period of time.
have been achieved.
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Difference between Training and Development
Training Development
Short term process. Long term process.
Knowledge and skills for a specific For overall development.
purpose.
Primary related to technical skills Related to managerial, behavioral and
learning. attitude development.
Training is a reactive process to meet Development is a reactive to meet
current need. future needs.
From management management- From individual himself-internal
external motivation. motivation.
Develops specific job related skills. Develops total personality.
Training is for non-managerial Development is for managerial
personnel. personnel.
Types of Training
Training is required for several purposes. Accordingly, training programmes may
be of the following types:
1. Orientation TrainingIn orientation training, new hires get a first hand view of
what the company stands for, how the work is carried out and how to get along with
colleagues. In short, they learn the specific ways of doing things in proper manner.
When a new employee is from different country and culture, this initial training is
important in helping new employees adjust in the company.
2.Job Training It refers to the training provided with a view to increase the
knowledge and skills of an employee for improving 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.
3.Safety Training Training provided to minimize accidents and damage to

machinery is known as safety training, It involves giving instructions in the use of
safety devices and in safety consciousness.
4.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
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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.
5.Refresher Training :Rapid changes in technology may force companies to go in

for this kind of 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. By organizing short-term courses which incorporate the
latest developments in a particular field, the company may keep its employees up-to-
date and ready to take on emerging challenges. It is conducted at regular intervals by
taking the help of outside consultants who specialize in a particular descriptive.
6.Remedial Training: Such training is arranged to overcome the shortcomings in the

behavior 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. Remedial
training should be conducted by psychological experts.
RESEARCH METHDOLOGY &RESEARCH DESIGN
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Research in common parlance refers to a search for knowledge. One can also define
research as a scientific and systematic search for pertinent information on a specific
topic. In fact, research is an art of scientific investigation. It is the pursuit of truth
with the help of studies, observation, comparison and experiment. In short the
search for knowledge through objective and systematic method of finding solution
to a problem is research.
According to Clifford Woody, “Research comprises defining and redefining

problems, formulating hypothesis or suggested solutions, collecting, organizing and
evaluating data, making deductions and reaching conclusions to determine whether
they fit the formulating hypothesis”.
 RESEARCH DESIGN
The research design is purely the framework or plans for a study that guides
the collection and analysis of data. It is a blue print that is followed in completing a
study. It may be a worthwhile to mention here that a research design is essentially
the framework for the study.
Scope of Study :
This research provides me with an opportunity to explore in the field of Human

Resources. This research also provides the feedback of people satisfies with the
motivation provided to them by company.
Types of Research Designs
Research design is mainly of three types: -
1. Exploratory research
2. Descriptive research
3. Experimental research
Exploratory Research: - It is often the initial step in the series of studies designed
to supply information for decision-making. The main purpose of this research is for
formulating the problem for more precise investigation or of developing a working
hypothesis from an operational point of view. The major emphasis in such studies is
on the discovery of ideas and insights.
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Descriptive Research: - It includes surveys and fact-finding enquiries. The

descriptive research is typically concerned with determining the frequencies with
which something occurs or determining the degree to which variables is associated.
It is guided by an initial hypothesis.
Experimental Research: - In this some variables are manipulated to observe

their effect on other variables. Experimentation is defined as a process where events
occur in a setting at the discretion of the experiment and controls are used to
identify the source of variants in the subject. Thus they are those where the
researcher tests the hypothesis of the causal relationship between variables.
The method of the research used here is
DESCRIPTIVE.
Descriptive research includes surveys and fact finding enquiries of different kinds.
It is used to portray accurately the characteristics of a particular individual, situation
or a group. This research include survey and fact finding enquiries of different kind.
Basic purpose of this type of research is that it describes the state of affairs in
current scenario. It is being generally used in social science and business research.
This study is also termed as “ex post facto” Main characteristic of method are that
research has no control over the variables he can only report what happening.
Here in descriptive research we have prepared questionnaire and done surveys of

different individuals
The research methodology adopted for the project can be stated as follows –
 An extensive study of the topic through various sources like internet,

books and work done on some topics
 A questionnaire was prepared to analyze the level of absenteeism in

NFL Nangal.
 Collection of questionnaire took place after a couple of weeks to

analyze
data.
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 All the responses were studied and certain findings and recommendation
were given.
 A detail and systematic report was prepared.
Sampling Design
Sampling is used to collect primary data when the source of data is far too many to
be exhausting handled. Sampling is the integral part of data collection process. The
way of selecting a sample is known as sample design.
Data Collection Methods
The work does not end by framing is design, it is necessary to acquire the various
details. The collected information is aimed at getting a truthful & clear result. The
results can be further analyzed to get the necessary inputs and is a tough task to
undertake. Hence the selection of best possible method for collecting data becomes
very vital for this type of study.
Data is basically collected in two methods. They are classified in to two ways
1. Primary data 2. Secondary data
Primary Data
The primary data are those, which are collected afresh and for the first time, and
thus happen to be original in character.
There are different methods available in collection of primary data.
 Observation
 Personal interview
 Questionnaire
 Telephone enquiry
 Feedback form
Secondary Data
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Secondary data means, data that are already available that is they refer to the data
which have already been collected and analyzed by someone else and which have
already been passed through the statistical process. Secondary data may either be
published data or unpublished data and can be gathered through :
 Internet,
 Books,
 Magazines,
 Manuals,
 Journals etc
Here in my research I have used both the primary as well as secondary data for
research topic. Primary data that I have used is the structured questionnaire.
I have designed a structured questionnaire as they are simple to administer and

relatively inexpensive to analyze Provision of alternative replies, helps to
understand the meaning of questions clearly questions. The data was collected by
conducting personal interview of respondents with the help of questionnaire. Along
with the primary data obtained through use of questionnaire. I have used secondary
data from various sources like financial websites, newspapers, journals etc
Sample Size
The sample size for this study is taken as40.
Sample AREA
SUBWAY
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SCOPE OF THE STUDY
The significance of the study on training and development by the new researchers has
increased due to rapidly changing technology and work culture in industrial
environment due to an increasingly skilled workforce and very competitive global
marketing.
Training is very much essential to upgrade skills of employees in this scenario, for
the development of self as well as the organization. Thus, study on Training and
Development is extremely important as it reveals and identifies the lacunas in the
training policy and the areas where the organization can improve for the betterment
of the organization as well as the industry
All training activities must be related to the specific needs of the organization and the
individual employees. A training programme should be launched only after the
training needs are assessed clearly and specifically. The effectiveness of a training
programme can be judged only with the help of training needs identified in advance.
In order to identify training needs, the gap between the existing and required levels
of knowledge, skills performance and aptitudes should be specified. The problem
areas that can be resolved through training should also be identified.
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PROJECT OBJECTIVES
The objective of my study is to examine the training and development process being
followed by SUBWAY.-
Honing up identified functional skill areas of personnel, for more effective

contribution to the organization.
Providing platforms for professional growth and exploration leading to overall

improved organizational health and quality of life.
Developing human resources in consonance with broader corporate horizon and long
range vision of the organization.
This will done on the basis of four parameters which forms the basis of the
questionnaire
1. Purpose of training: What is purpose of training at SUBWAYIdentifying

training needs- How will the training needs be identified
2. Administration set up for training.- What is the set up like
3. Effectiveness- How effective is the system
This analysis will be solely on the perception of individuals who have gone
through this process. The outcome will depict whether difference in perception
exists between two levels of employees or not.
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COMPANY PROFILE
COMPANY PROFILE
Subway Logo
History
The Subway Story
The story of the Subway brand started more than 50 years ago when Dr. Peter Buck,
a nuclear physicist, changed the life of a college student with a few simple words,
“Let’s open a submarine sandwich shop.”
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It was Peter Buck that gave college freshman Fred DeLuca the idea to open a
submarine sandwich shop to help pay his tuition. Peter provided an initial investment
of $1000, and a business relationship was forged that would change the landscape of
the fast food industry and the lives of thousands.
The partners opened their first restaurant in Bridgeport, Connecticut, where they
served fresh, affordable, made to order sandwiches. The popularity of the
sandwiches and the brand continued to grow over the decades but one thing
remained the same and that was their core values and principles:
a) Always provide exceptional service to your valued guests;

b) Provide the highest quality menu items at a price everyone can afford and
enjoy; and
c) Keep operating costs low and ensure you have great systems in place and never
stop improving.
These early principles continue to serve as the foundation for Subway restaurants
around the world.
Subway, the Franchise
By 1974, the duo owned and operated 16 submarine sandwich shops throughout
Connecticut. Realizing they would not reach their 32 store goal in time, they began
franchising, launching the SUBWAY® brand into a period of remarkable growth
which continues to this day.
A Fresh Future
Today, the SUBWAY® brand is the world's largest submarine sandwich chain with
more than 40,000 locations around the world. We’ve become the leading choice for
people seeking quick, nutritious meal options that the whole family can enjoy. From
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the beginning, Fred has had a clear vision for the future of the SUBWAY® brand. As
we continue to grow, we are guided by his passion for delighting customers by
serving fresh, delicious, sandwiches made-to-order right in front of you
SUBWAY® Timeline
1965
THE 17 YEAR OLD ENTREPRENEUR
How did the SUBWAY® chain start? Where did it all begin? A recent high school
graduate, 17 year old Fred DeLuca, and family friend Dr. Peter Buck team up to open
their first submarine sandwich shop in Bridgeport, Connecticut. Originally called
“Pete’s Super Submarines,” they sell 312 sandwiches the first day. The average cost
of a sub was between 49 cents and 69 cents.
1966
THE DREAM TEAM
Partners DeLuca and Buck form Doctor’s Associates Inc. The name is derived from
Dr. Buck, who holds a Ph.D., and the fact that DeLuca hoped to earn enough money
in the sandwich business to pay his college tuition and eventually become a doctor.
1968
WELCOME TO SUBWAY®!
The SUBWAY® name is used for the first time
1974
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FAST FORWARD TO FRANCHISING
DeLuca and Buck decide that franchising is the best way to kick-start the chain’s
growth. The first franchised SUBWAY® restaurant opens in Wallingford,
Connecticut.
1975
BIGGEST, MEATIEST, TASTIEST
The chain’s flagship sandwich, the classic BMT, is first introduced. It is named for
the Brooklyn-Manhattan Transit system, but later it is referred to as “Biggest,
Meatiest, Tastiest,” in advertising campaigns. Also this year, the first SUBWAY®
restaurant located outside of Connecticut opens in the state of Massachusetts.
1977
IT'S SNAK TIME
The “Snak” sub sandwich is introduced. The name is later changed to the “6-inch.”
1980
NEXT STOP, SUBWAY® RESTAURANTS
The SUBWAY® chain introduces its New York City transit system themed mural as
a décor item in a restaurant in Ithaca, New York.
1981
PICKING UP SPEED
The development of the SUBWAY® chain picks up, with the 200th restaurant
opening in Renton, Washington.
1982
FULL SPEED AHEAD
In just one year, the SUBWAY® chain opens an astounding 100 restaurants, with the
opening of the 300th location.
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1983
FRESH OUT OF THE OVEN
SUBWAY® restaurants introduce freshly baked bread at U.S. locations. People

begin to notice the remarkable growth of the chain since the first shop opened, with
Entrepreneur Magazine® ranking SUBWAY® restaurants “Number One” in the sub
sandwich category for the first time.
1984
EXPANDING OVERSEAS
The chain ventures into the international arena and opens in the Middle Eastern nation
of Bahrain. Party Platters and the SUBWAY® Club sandwich are introduced.
1985
White or Wheat?
The SUBWAY® restaurant chain celebrates the opening of the 500th unit, and the
opening of the first restaurant in Puerto Rico. Steak and Cheese and wheat bread are
added to the menu.
1986
Oh, Canada!
The neighbors to the north now can enjoy everyone’s favorite submarine sandwich,
as the SUBWAY® chain opens its first Canada location in St. John’s, Newfoundland.
1987
Growing, Growing, Growing
Continuing to grow at a rapid rate, 1,000 SUBWAY® restaurants are now open. This
year, the chain opens its first locations in the state of Hawaii and in the Bahamas.
Aloha!
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1988
2000th SUBWAY® restaurant
The Cold Cut Combo is introduced and the chain’s 2,000th location opens.
Entrepreneur Magazine® lists the chain as the number one franchise opportunity for
the first time in their annual Franchise 500 ranking.
1990
5000th SUBWAY® Restaurant!
The SUBWAY® restaurant chain reaches its goal of 5,000 restaurants with an
opening in Texas. The first SUBWAY® restaurant opens in Mexico.
1991
Just for Kids!
Kids can be excited about the brand’s new Kids’ Pak™, which includes a sandwich,
drink, cookie, and a toy. The first SUBWAY® network TV commercial airs.
SUBWAY® products are featured in the motion picture “Terminator 2: Judgment
Day.”
1992
What’s For Lunch?
Students begin to enjoy SUBWAY® lunches in school cafeterias, as the chain

participates in its first school lunch program. This year, the first SUBWAY®
restaurants open in Japan and Saudi Arabia.
1993
Fuel Up
Looking to fit into spaces anywhere and everywhere, the SUBWAY® chain ventures
into “non-traditional” locations such as gas stations, convenience stores, truck stops,
and rest areas. The popularity of the chain continues and is featured in more movie
scenes- this year in “The Coneheads” and “The Beverly Hillbillies.”
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1995
Start Your Engines
The SUBWAY® chain begins first motorsports sponsorship with an Indy race car.
The brand becomes a supporter of the Produce for Better Health Foundation’s
National 5-A-Day program. SUBWAY® restaurants open in China, Costa Rica,
Ecuador, Egypt, El Salvador, Honduras, Ireland, Jamaica, New Zealand, Spain,
Switzerland and Taiwan. The SUBWAY® brand is featured in scenes in the movie
“Ace Ventura--When Nature Calls” and on TV in the animated series, “The
Simpsons.”
1996
Subway on the Web
The SUBWAY® website, www.subway.com officially launches. The motion picture,

“Happy Gilmore” features numerous scenes at a SUBWAY® restaurant.
International expansion booms, with SUBWAY® restaurants arriving in Colombia,
Denmark, Guatemala, Kuwait, Martinique, Nicaragua, Philippines, Singapore, South
Africa, Turkey, United Kingdom, Uruguay and Venezuela.
1997
7 Under 6™
Centered around fresh, better-for-you sandwiches and salads, the brand introduces
the 7 under 6™ menu, featuring seven sandwiches with 6 grams of fat or less.
2004
Goin’ to the Chapel
SUBWAY® restaurants can fit just about anywhere, from airports to zoos. This year,
the True Bethel Baptist Church in Buffalo, NY opened a SUBWAY® restaurant. The
franchisee, who is also the pastor of the church, uses the restaurant to teach job and
professional skills to underprivileged youth in the community.
2005
Would You Like That Toasted?
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Toasted subs are introduced, a welcomed new option by customers looking for a
warm, melty sub. A SUBWAY® restaurant opens at the South Carolina regional
headquarters of Goodwill Industries. The restaurant is part of a program dedicated to
helping people with barriers to employment learn the skills needed to better provide
for themselves and their families.
2007
Going Green
The first SUBWAY® Eco-Restaurant opens in Kissimmee, Florida to incorporate

more environmentally responsible operations and to introduce the chain’s Eat Fresh,
Live Green™ initiative. Eco-elements include low-flow faucets, energy efficient
equipment, and solar tubes for lighting. The SUBWAY® chain launches its Fresh
Fit® and Fresh Fit for Kids™ meals.
2008
5….5 dollar…5 dollar Footlong™!
The SUBWAY® brand introduces its long running $5 Dollar Footlong™ promotion.
The 30,000th SUBWAY® restaurant opens.
2010
SUBWAY® Goes Undercover
The brand’s Chief Development Officer goes undercover on the hit TV show,
“Undercover Boss.” Customers can now rise and shine with SUBWAY® restaurants,
with 25,000 locations throughout the U.S. and Canada introducing the brand’s new
national breakfast offerings. Options include a variety of sandwiches and melts, with
the choice of egg whites or whole eggs, veggies, toppings, and sauces.
2011
Bravocado!
With more locations than any other restaurant chain worldwide, the 35,000th
SUBWAY® restaurant opens, including the 8000th non-traditional SUBWAY®
restaurant. The chain receives the first ever “A” in the Eat This, Not That! Restaurant
Report Card, as well as top honors from Zagat. Five more Eco Restaurants open,
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bringing the total up to 14, with other locations incorporating eco elements. Super
food avocado is introduced to the menu.
2012
Heart Check Approved
Lots of people are talking about SUBWAY®, as the brand receives recognition as
the “Most Loved Fast Food Chain in the US” by YouGov’sBrandIndex Buzz
Rankings. In June, SUBWAY® restaurants is the first quick service restaurant to
receive the American Heart Association’s Heart Check Certification on a number of
menu items and meals. SUBWAY® restaurants are now open in 100 countries.
2013
They Really “Like” Us!
The SUBWAY® Facebook page reaches 20 million fans in January. At the end of
January, the Build Your Own Virtual SUBWAY® Challenge launches globally in
100 countries to inspire young entrepreneurs about owning your own business, with
potential career opportunities with the SUBWAY® franchise. The challenge
coincides with the release of an educational documentary, “SUBWAY® Restaurants:
How a 17-year-old Built the #1 Restaurant Chain in the World through Franchising”
by Young & Successful Media.
2017
Pile on the Veggies
The SUBWAY® brand teams up with the Partnership for A Healthier America to
encourage kids to eat more vegetables. For the second consecutive year, the Produce
for Better Health Foundation (PBH) names the SUBWAY® brand “Industry
Champion” for its dedication to the Fruits and Veggies More Matters message.
Subway Plan
Learn about our policies and commitments on environmental impact, helping the
community, promoting well-being, and beyond.
We created this policy area of our website to address the broad range of topics that
matter to our business and our stakeholders including, suppliers, customers,
employees, associates, Franchisees, Sandwich Artists™, communities, government
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agencies, and NGO partners. The information draws upon materials from our existing
policies and performance; and is the basis for any commitments or actions we
undertake.
Promote Well-being
We care about food. Where it comes from and how it nourishes us is just as important
as how it tastes.
Explore Our World
There are more SUBWAY restaurants in the world than any other restaurant chain,
making us a leader in the global development of the quick service restaurant
industry. Click any link below to visit that country’s web site and learn more:
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Our Veterans, Their Stories
We recognize the commitment of veterans and current military personnel, and these
stories highlight the connections between the SUBWAY® family and communities
that we serve. We also believe in opportunity – many veterans have turned to
SUBWAY® as a post-military career choice, and they’ve used their leadership skills
to build their business, and help their teams grow. Here are some of their stories.
Michael McNeil
SUBWAY franchisee, Michael McNeil of Irmo, South Carolina is a veteran of the

US Air Force. He served as a an Aircraft Avionics System technician, Instructor
Supervisor, First Sergeant, Section Chief and Command Superintendent spanning
from 1984 to 2007. He now owns seven restaurants in South Carolina.
“Subway always focuses on health and the well-being of others, which has always
been my focus on life. I’ve always loved the product and I was very impressed with
the leadership and vision of Subway.
I used to operate under a tremendous amount of pressure, so I know and understand

how to build a strong team to accomplish the mission. My time in service has helped
in owning a business due to developing people to maximize their potential, following
guidelines, respect for authority, leadership, and team work.
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I’ve already convinced three other military veterans to become Subway franchisees.
Most veterans are accustomed to following guidelines, inspections, training, and
supporting their community. Subway is the perfect fit for a veteran.”
Walmart Greeter Joins Local SUBWAY® Family
For a longtime SUBWAY® employee and an 87-year-old veteran in Watertown,

Wisconsin, a bond that started eight years ago has grown. Melvin Klug, a Korean
War veteran, was hired as a greeter in the Watertown Walmart, where Misty
Drebenstedt works in a SUBWAY® restaurant. The two struck up a friendship, and
soon Melvin became an extended part of Misty's SUBWAY® family. The two started
spending the holidays together, and franchisees Randy and Kathy Van Duser invited
Melvin to attend employee Holiday parties
When Misty heard of Stars and Stripes Honor Flights, an organization that provides
paid trips to Washington DC for WWII and Korean War veterans to see their
memorials, she mentioned to Melvin that he should go. Melvin, who was a Marine
Corps Sergeant in Korea, agreed to go, but only if Misty accompanied him as his
"guardian," someone under 65 who pays $500 for the privilege of escorting them for
the day. Franchisees Randy and Kathy encouraged Melvin to complete the form and
generously covered Misty's fee. They took to the air on Nov. 7 and enjoyed a
memorable day touring DC's memorials. Pictured above (left-right) are Melvin,
Milwaukee Brewers Catcher Jonathan Lucroy and Misty, enjoying a day at the
memorials.
49 | P a g e
Monica Friesner
Local territory Director of Operations, Monica Friesner of Palmyra, New York is a

US Navy veteran. She served as an Air Traffic Controller from 1990 to 1995 at
Moffett Field, CA and also Atsugi Japan. She now manages several territories in
numerous New York locations.
My plan after I got out of the Military was to become a Police Officer, however that
plan changed after I had my 2nd child. I moved back to my home town of Rochester,
NY in 2001 and managed my father’s fine dining restaurant for three years. As my
children got older, I needed a job with day-time hours. I saw a listing for a Field
Consultant in the local Subway office and applied. That is how I started at Subway
three and a half years ago. I was promoted to Director of Operations in December of
last year, overseeing a large group of restaurants and their efficiencies.
My military experience has helped me as Director of Ops to always be prepared, and

to think ahead. I would recommend Subway to veterans who are looking for a
company to grow with. There are many levels to Subway just like in the Military;
you can move up from Sandwich Artist to Manager, General Manager or even look
to buy your own franchise. The possibilities are endless.
James Hampton
SUBWAY franchisee, James Hampton of Tampa, Florida is a veteran of the US
Navy. He proudly served his country as a Nuclear Petty Officer and plank owner for
the USS Theodore Roosevelt CVN 71. He now owns four restaurants in Florida.
50 | P a g e
“While awaiting discharge, I helped run Special Services on the Navy's largest naval
base in Norfolk, Virginia. The training I received was the best in the world. It taught
me attention to detail, verbatim repetition and the ability to manage a large work force
for multiple fast food, entertainment facilities and marine support. The Navy taught
me most of my management skills.
Subway is a great business for Veterans because it gives you the opportunity to utilize
all your training and skills in an environment to be profitable and successful. We
currently own four restaurants and my entire family has been involved in the business
with me. It has paid for my 3 kids to go to college and is what I consider, a life in
paradise.”
Showing Gratitude for WWII Veteran Mr. Gilbert
In Muscle Shoals, Alabama, 93-year-old WWII veteran called Mr. Gilbert has
frequented the same SUBWAY® restaurant on Woodward Ave. each day for a turkey
sandwich and drink – for over two years. One day during his routine visit, a woman
ahead of him in line noticed that he was a veteran and asked to buy his lunch. Since
that day, the simple act of kindness has gone viral on social media, and hundreds of
others have continued to show their love and gratitude for Mr. Gilbert in the form of
free SUBWAY® sandwiches. There's even a Facebook page for the cause, titled
"Buy Mr. Gilbert's Lunch."
51 | P a g e
Mr. Gilbert is grateful for the show of support and enjoys talking with other
customers at the restaurant. "There's a lot of good people in the world still," he said.
Those who stop in to cover Mr. Gilbert's tab receive a free 6in sub for themselves,
and anyone who takes to time to sit and listen to his stories will be rewarded with an
unforgettable lunch break.
Randy Burke
SUBWAY franchisee and Field Consultant, Randy Burke of Tampa, Florida is a US

Air Force Veteran who served doing Medical Logistics for seven years in Germany,
Washington DC and Turkey. Randy now owns one Subway restaurant in Florida.
“I have never forgotten the values that were instilled in me when I was in the military.
‘Service before self’. This holds true to this day with the brand. If I am successful,
the brand is successful.”
To fellow veterans, Randy advises, “Do not think twice about it. You will not find a
better run franchise concept than this one.”
52 | P a g e
John Pringle
SUBWAY® franchisee, John Pringle of Charleston, South Carolina is a US Army

Force Veteran who served as an Air Traffic Control Radar Technician from 1994 to
2002. John now owns three SUBWAY® restaurants in South Carolina.
“My then girlfriend (and now wife) and I ate Subway in college all the time. We went
to the University of Southern Mississippi in Hattiesburg, Mississippi. I was a business
major. I had an assignment in my entrepreneur class to write a business plan about a
business I would like to open. I chose Subway and got an 'A'. I realized how “easy”
it was to run a restaurant and was hooked!
My Air Force training involved, in my opinion, a lot of discipline. I guess I needed

it. Actually, I'm very thankful for it. Subway's well-structured organization is what
attracted me. With my eight years serving, I became accustomed to structure. When
I was finally discharged, I craved it. Subway was my answer.
My long term goals include building my business in each individual restaurant with
catering and providing prompt, exceptional customer service and building my
organization by purchasing more locations.
To recommend the Subway system to a fellow Veteran, John has but one thing to say:
“Best decision this Airman ever made!”
Products of Subway
The goal of Subway is to offer quality made-to-order sandwiches that are specially
customize based on what customers have ordered in order to fulfill each of their
tastes.
Sandwiches in Subway are been classified into three types which are classic, favorites
and premium.
For classics sandwiches, there are Spicy Italian, Steak & Cheese, Chicken Teriyaki,
Meatball Marinara, Seafood & Crab and Veggie Delite. Each a la carte classic
sandwich costs A set of classic sandwich which come together with a sandwich, a
beverage and a cookie/snack
For favorites sandwiches, there are Roasted Chicken, Roast Beef, Turkey Breast,
Tuna, Turkey Breast & Chicken Slice and Chicken Slice. Each a la carte
53 | P a g e
favoritessandwich costs A set of favorites sandwich which come together with a

sandwich, a beverage and a cookie/snack
For premium sandwiches, there are Subway Melt, Italian B.M.T and Subway Club.
Each a la carte premium sandwich A set of premium sandwich which come together
with a sandwich, a beverage and a cookies/snack
Besides 6-inch of sandwich, customers are also offer "Make it a FootLong" and
"Make it a FootLongMeal"(a sub, a cup of drinks and a piece of cookies/snack)
sandwiches.
Customers are allowed to pick the bread, the veggies and the sauces of their sandwich
according their personal tastes.
Bread choices,
1. Hearty Italian
2. Wheat
3. Honey Oat
4. Italian
5. Parmesan Oregano
6. Wrap
Veggies choices,
1. Lettuce
2. Tomatoes
3. Cucumber
4. Peppers
5. Red onion
6. Pickles
7. Olives
54 | P a g e
8. Jalapenos
Sauces choices,
1. Yellow mustard
2. Sweet Onion
3. Mayonnaise
4. Olive oil blend
5. Chili
6. Ketchup
7. BBQ
8. Ranch
9. Thousand Island
Besides sandwiches, Subway is also selling some side foods which include
soup(mostly is chicken soup), cookies, salad, chips and beverages.
Cookies choices,
1. Oatmeal Raisin
2. Chocolate
3. Double Chocolate
4. White Chocolate Mocha
Beverages choices,
1. Bottled Water - Rm2.50
2. Can Drinks - Rm2.50
3. Hot Drinks - Rm3.00
4. Cappucino Mocha - Rm3.90
55 | P a g e
5. Flavour Tea - Rm3.90
6. Bottled Juice - Rm3.90
Subway is currently having four types of promotions which are
Sub of the Day,
Buy 1 Free 1 Coupon
Fresh Combo, and
Breakfast Set.
1. Sub of the Day
From Monday to Friday, there are different menu available for customers. Each menu
is giving customer an offer to purchase a 6-inch of sandwich
● Monday - Italian B.M.T
● Tuesday - Tuna
● Wednesday - Meatball Marinara
● Thursday - Turkey Breast & Turkey Ham
● Friday - Smoked Turkey
● Saturday - Seafood & Crab
● Sunday - Chicken Teriyaki
2. Buy 1 Free 1 Coupon
By presenting the original copy coupon as well as purchase one regular 6-inch
sandwich and one 22oz drink, all Subway outlets in Malaysia is giving a 6-inch
sandwich for free. The promotion is until 15th January 2013. However, this coupon
is not valid with "Sub of the Day" or any other offer & discounts.
3. Fresh Combo
Fresh combo which include a sandwich, a cookie and a 16oz drink. There are two
types of menu which include,
56 | P a g e
● Chicken Teriyaki + Cookie + 16oz drink
(Originally Rm14.90)
● Chicken Slice + Cookie + 16oz drink
(Originally rm15.50)
4. Breakfast Set
Subway breakfast set which include a sandwich and a hot beverage(coffee, white
coffee and Milo). There are four types of menus available until 11am daily.
The menus include,
● cheese& egg,
● turkey ham & egg,
● breakfast strips & egg, and
● tuna& egg.
SUBWAY INDIA
57 | P a g e
SUBWAY FAQs
General FAQ
1. How many company owned restaurants do you have?
The company doesn’t own any Subway® restaurants. Subway® is unique in that
the restaurants are owned by more than 21,000 franchisees—small business owners
who operate their neighborhood Subway® restaurants in more than 100 countries
around the world.
2. Is Subway® a publicly traded company?
No, we are a privately held company and not traded on any stock exchange.
3. I’ve always thought about owning my own Subway® restaurant - where

would I start?
We’d love to have you join our team! You’ll be part of a group of more than 21,000
Subway® franchisees who share your entrepreneurial spirit.
It’s easy to get started - check out the Own a franchise section and you’ll be on your
way to opening your first Subway® restaurant.
4. I would love to work for Subway®. Where can I explore job opportunities?
From the restaurants to our global offices, there are many ways you can get
involved with Team Subway®. To get started, visit our Careers page to see
58 | P a g e
restaurant, regional and Headquarter job openings. Also, check us out on LinkedIn
to see more opportunities.
5. Do you have any incentives for veterans?
Our franchise fee is waived for any honorably discharged veteran who opens a
Subway® restaurant on a government or military installation. The fee is reduced by
50 percent for any veteran opening in any non-military or non-government location
if they obtain government-sponsored financing under a program designed
specifically for US veterans. Many veterans have joined our franchisee team, and
say opening their own restaurant was a great post-military career choice. Read some
of their stories here.
6. What charities or organizations are you affiliated with?
Nationally, we partner with organizations that share our mission to promote healthy
lifestyles for both adults and kids through balanced eating, such as the American
Heart Association and The Partnership for a Healthier America. On a local level,
Subway® franchisees are active members of their communities, donating thousands
of subs each year to schools, kids programs, and charity races and walks.
7. Can I bring my guide dog into a Subway® restaurant?
All Subway® restaurants allow service animals into the restaurant with their owners
and comply with the American Disability Act guidelines. For more information
about ADA guidelines, visit www.ada.gov.
8. The subs in the commercials don’t look like the one I get in my local
Subway® - why?
The subs are actually the same, we just use some food styling during our
commercial shoots to make them look great under all those lights. They have the
same amounts of meats, veggies, and toppings- but our Sandwich Artists™ will
make it however you like.
9. Is your bread really baked in the restaurant?
Yes! Several times throughout the day, in fact. We’ve been baking bread fresh daily
right in the restaurants for over thirty years.
10. Are all of your sandwiches healthy?
59 | P a g e
We give you lots of choices when you visit. If you’re looking for a more nutritious
option, our eight Fresh Fit™ sandwiches have five grams of fat or less. We have
indulgent sandwiches too, if that’s what you’re looking for. You can also ask for
any sub as a salad.
You may also not know that we fortified our bread with Calcium and Vitamin D- so
when you eat a 6-inch sub, you’re getting the equivalent to a glass of milk. Now,
our 9-Grain Wheat has 24 grams of whole grain per 6-inch serving. And when made
to standard formula, you’ll get two full servings of veggies.
11. Where can I see a list of ingredients in your food?
Take a look at our Products and ingredients guide. We update this regularly, as
we’re continuing to make our products even better.
12. Where can I find allergen information so I know what to order when I am
in a Subway® restaurant?
Check out our Allergy and Ingredient info. And as always, our Sandwich Artists™
can make your meal just the way you want it.
CARRERS
60 | P a g e
LIMITATION
 The topic was such that it required vast and thorough study necessistating
complete enumeration of the organization and analysis of several issues thtat
considerable time which was a major limiting factor.
 Collecting information from people during the working hours was also
critical.
 Also the interviews were limited to some time
 Time is limited for interview
 Sample size is limited to 40.
61 | P a g e
GOALS OF HRD SYSTEM AT SUBWAY
•To create on enabling climate that continuously identity, nurtures and utilize the
capabilities of employees.
•To develop the capacity of each employee as an individual
•To develop the capacity of each employee in relation his/her present job/role.
•To develop the capacity of each employee in his/ her expected future job/role
•To develop a mutually supporting relationship between each employee and his/her
supervision.
•To develop team spirit and effective functioning of every subsystem of the
organization.
•To develop overall health and self reasoning capabilities in theorganization. The
goals of HRD system are realized through various subsystems practiced on the
company. They are as follows:
•Performance appraisal
•Suggestion scheme
•Training
•Awards
•Grievance procedure for the employees
•Incentive and reward scheme
•Employee participation
•Communication policies
•Socio cultural activities
•Employee welfare and quality of work life
62 | P a g e
Training and Development
Keeping in view the principle of Right person for the management position, PKL take
adequate care while selecting the employee. Merit is always recognized and given
weight age. To meet the demands of competition, high premium is attached to
training activities.
Training Objectives
High premium is placed on training and development activities in the organization

keeping in view the following objectives-
•To achieve systematic integration of training in the organizations mission.
•To upgrade skills, abilities and capabilities of the employees.
•To establish a distinctive work culture in the organization.
•To meet the organizations need for success, better performance and growth.
•To prepare employees the job meant for them while on first application, on transfer
or on promotion and impact to them, the required skills and knowledge.
•To assist the employees to function more effectively in their present positions by
exposing them to the latest concepts, information, techniques and developing the
skills that would be required in the particular fields.SUBWAY is relentlessly trying
to materialize these objectives to the fullest extent
TRAINING SET UP
Main thrust areas of training
•Management training in house
•External programs
•Overseas programs
•Training of trainees
•Pre employee training scheme
•Apprentrenship training
63 | P a g e
•Vocation training coming from other institutions
•Other training programs
Training policy
Formulation of training policy
Training and development function
Responsibility of Training and development
64 | P a g e
DATA ANALYSIS AND INTEPRETATION
Q No 1 : Do you think that Consistency & loyalty of the employee for the company is an
important part in training and development?
TABLE 1.1
SR NO. YES OR AGREE NO OR DISGREE

1 30 10
Q no 2 :How much do you have experience and training that is required for the company
needs?
SR NUMBER 0-2 YEARS 3-5 YEARS 6-10 YEARS ABOVE 10 YEARS
1 5 12 18 5
TABLE 1.2
FIGURE 1.2
65 | P a g e
Q No 3 Do you think that there must be job responsibility. If not it must be bounded by
some guidelines?
TABLE 1.3

1 37 03
Figure 1.3
Q No 4 Do you think that there must be a clarity for the job responsibility for the company?
TABLE 1.4

1 35 05
Figure 1.4
66 | P a g e
Q no 5. Do you think that there must be an extra classes for the training and development of
the employee?
TABLE 1.5

1 38 02
Figure 1.5
Q No 6 Do you agree that the training and development leads to the benefit of the company?
TABLE 1.6

1 39 01
Figure 1.6
67 | P a g e
Q no 7 Do you think that there must be skill development enhancement during the training
and development?
TABLE 1.7

1 36 04
Figure 1.7
Q no 8 Do you think that there must a introduction of technical and professional skills of the
employee in training and development?
TABLE 1.8

1 30 10
Figure 1.8
68 | P a g e
Q No 9 Do you think that every employee must go through the proper training and
development?
TABLE 1.9

1 36 04
Figure 1.9
Q No 9 Do you think that training and development sharps the skills and career of the
employee?
TABLE 1.10

1 40 0
Figure 1.10
69 | P a g e
FINDINGS OF THE STUDY
 75.00% of the employee think that Consistency & loyalty of the employee for
the company is an important part in training and development
 45.00 % of the employee have 6-10 years in experience and training that is
required for the company needs
 92.50% think that there must be job responsibility. If not it must be bounded
by some guidelines
 87.50% of the employee think that there must be a clarity for the job
responsibility for the company
 95.00% of the employee think that there must be an extra classes for the
training and development of the employee
 97.50% of the employee agree that the training and development leads to the
benefit of the company
 90.00% of the employeethink that there must be skill development
enhancement during the training and development
 75.00% of the employee think that there must a introduction of technical and
professional skills of the employee in training and development
 90.00% of the employee think that every employee must go through the
proper training and development
 100 % of the employeethink that training and development sharps the skills
and career of the employee
70 | P a g e
RECOMMENDATIONS
1.Training should be given according to the job profile of theemployees.e.g.

Managers should be made to attend more of team orientedworkshops since they are
required to work in teams. Whereas anofficer level employee needs to enhance his
computer skills. Hencetraining Programmes have to be designed accordingly.
2.Since a few employees felt that the training they had undergone in the last two years
didn’t help them at all, a feedback session should be made mandatory after every
training session, in order to ascertain whether the above idea behind the training
programme had been accomplished or not.
3.Every now and then the employees should be encouraged to identify their own
training needs which would enhance employee morale and also shift the burden from
the superior to the employee him self.
4.Rather than just investing money on various training programmes,SUBWAY..

should also concentrate on regular training evaluation
71 | P a g e
SCOPE OF FURTHER RESEARCH
The training needs analysis is the base for all training activities in,SUBWAYEfforts
at all levels of the organisation are made to identify and meet the training needs of
the employees. Priority is given to ‘need base training’ which can have direct impact
on the employees’ performance and improve work efficiency.
The training and development department takes into consideration the annual
appraisal report of the employees for analyzing the training needs. The training
programmes usually provided valuable inputs to the trainees for performing present
as well as future roles effectively.
Also, at the end of each training session trainers impressions about the session should
be recorded in a register which gives a weight into the trainee’s performance during
the training period.
The timely feedback of both the trainers and the trainees helps in taking corrective
action for future training programmes. This analysis has depicted what common
training and development techniques are adopted by from and has provided an insight
into the training and development system followed by , SUBWAY
But still much more can be done. Suitable strategies can be framed to develop a team
of highly motivated and committed work force so that the company can make inroads
into the international markets and buildfavorable image there. The quest for
improvement should never ends it is an endless journey
72 | P a g e
BIBLIOGRAPHY
•https://www.subway.com/en-US/AboutUs/Timeline
•HR.com
•Mirza S. Saiyadain- Human Resource Management 2ndEditionPublishers – Tata

McGraw-Hill.
•V.K. Dubey – Management of Training and Development andMotivation Skills
73 | P a g e

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TRAINING AND DEVELOPMENT

Report on summer Training

Study under Tandori chicken (Phagwara)

SR NO TOPIC PAGE NO.

At the outset, I take this opportunity to express my immense gratitude towards my

This is to certify that the project titled“Training and Development” at SUBWAY.

SIGNATURE OF SUPERVISOR SIGNATURE OF STUDENT

Training and development is vital part of the human resource development. It is

The term 'Development' usually refers to improving the intellectual or emotional

The need for Training and Development

INTRODUCTION TO THE TOPIC

Training is defined by Wayne Cascio as “training consists of planed programs

Objectives/purpose/goals of training and development

Training is defined by Wayne Cascio as “training consists of planed programs

The purpose of training and development can be explained as follows.

1. Improving quality of work force :- Training and development help companies to

2. Enhance employee growth :- Every employee who takes development program

3. Prevents obsolescence :- Through training and development the employee is up

5. Bridging the gap between planning and implementation :- Plans made by

6. Health and safety measures :- Training and development program clearly

Methods of training operating personnel/factory workers

Training is defined by Wayne Cascio as “training consists of planed programs

3. Vestibule training :- In this method of training an atmosphere which is very

Methods of training for managers/methods of development/managerial

Training is defined by Wayne Cascio as “training consists of planed programs

On the job method :-

1. Classroom method :- The classroom method is used when a group of managers

2. Simulation :- Simulation involves creating atmosphere which is very similar to the

4. Committee :- A committee refers to a group of people who are officially appointed

5. Conference :- Conferences are conducted by various companies to have elaborate

Training procedure/process of training :- Training is defined by Wayne Cascio as

 Determining training need of employee

1. Determining training needs of employee :- In the very 1st step of training

2. Selecting target group :- Based on information collected in step 1 the HR

4. Preparing training packages :- Based on the information provided by trainers, he

7. Follow up :- Based on the em0ployee performance, after training, the HR

Evaluation of training program

Training is defined by Wayne Cascio as “training consists of planed programs

Training programs can be evaluated by asking following questions.

a) Has change occurred after training?

b) Is the change due to training?

c) Is the change positive or negative?

d) Will the change continue with every training program?

A training program should give following resulting changes.

2. Learning :- Another method of judging effectiveness is to identify levels of

3. Behavior :- The HR department needs to understand behavior of the employees, to

4. Result :- Results provided by employee in monetary terms also determines

5. Effectiveness of training program must lead to

i. Increase in efficiency of worker

ii. Reduction in labour turnover

iii. Increase in discipline

iv. Reduction in wastage and therefore cost of production

v. Proper care of tools and equipments

vi. Employee development in career terms

vii. Overall efficiency in the company

Advantages of training programs/training

Training is defined by Wayne Cascio as “training consists of planed programs

The following are the advantages of training program to the company

1. Increase in efficiency of worker :- Training programs can help workers to increase

3. Reduction in wastage :- The amount of material wasted by a trained worker is

The following are the advantages of training program to the employee

1. Better career opportunities :- Training programs provide the latest information,

2. High rewards :- Effective training programs result in improved performance. When