SUMMER TRAINING REPORT

On

“TRAINING AND DEVELOPMENT IN RELIANCE FRESH”

Submitted in partial fulfillment of the requirement for

the award of degree of

Bachelor of Business Administration

Session 2016-2019

Under the supervision of: Submitted By:

Mr. Khem Rawat Anjali Dhingra
170003960
BBA 3rd Year

Panipat Institute of Engineering & Technology,

Samalkha

Affiliated to Kurukshetra University, Kurukshetra

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2
 DECLARATION

This is to certify that I Anjali Dhingra student of Panipat Institute of Engineering &
Technology studying in BBA 5th Semester, Roll No. – 170003960 has prepared a project
report entitled “TRAINING AND DEVELOPMENT IN RELIANCE FRESH, DELHI”
for the partial fulfillment of degree of Bachelor of Business Administration from Kurukshetra
University, Kurukshetra.

I hereby declare that the project report submitted to the Kurukshetra University, Kurukshetra
is a record of an original work done by me under the guidance of Mr. Khem Rawat (HR
Manager).

The matter presented in this project work has not been submitted by me for the award of any
Degree or diploma/ associateship / fellowship and similar degree or any other institute

Signature of Candidate :
Name: Anjali
Roll No. : 170003960

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 ACKNOWLEDGEMENT

Gratitude of highest order is expressed to Mr. Atul Gautam (Head & Assistant Professor) for
encouragement and support during my project. His care, endless support and trust motivate
me for opportunity to achieve. This project could not be completed without his insight and
achieve.

I am neither expert nor a trend spotter. I am a management student with foundations of

management principles and theories who is keen in different industries, it's happening mainly
in RELIANCE FRESH , DELHI.

I am highly obliged to Mr. Khem Rawat (HR Manager), my prime internal guide for his
invaluable support; guidance and knowledge that he has shared with me thereby aiding me in
making this project a success along with other employees who provided their utmost working
knowledge, which has broaden my area of interest and benefited mostly in completing the
project.

I am highly grateful to my project guide Mr. Rajesh Kumar (Training Head, PIET) for
his/her inspiring guidance and blessings for fulfilling the project report. I am very grateful to
Mr. Rajesh Kumar for his research advice, knowledge and many insightful discussion and
suggestions.
Lastly I thank faculty and staff members of P.I.E.T, Panipat which gave me an opportunity
regarding training purpose and helped me in building some experience in my career.

Student Name: Anjali Dhingra

Student Roll No: 170003960

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 EXECUTIVE SUMMARY

PROJECT TITLE: To Study ,Analyze and Evaluate “Training and Development”

practices practiced at Reliance Fresh, Delhi (June 5,2019 – July 24,2019).

ORGANISATION: Reliance Fresh (Reliance India Limited , India), Delhi

NAME: Anjali Dhingra

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 INDEX

CHAPTER NO. TOPIC Pages

CHAPTER 1 INTRODUCTION
1.1) Introduction to the Industry
1.2) Introduction to the Company
1.3) Introduction to the Topic
CHAPTER 2 LITERATURE REVIEW
CHAPTER 3 RESEARCH METHODOLOGY
3.0) Research methodology
3.1)Statement of the problem
3.2)Justification of the study
3.3)Objective of the study
3.4)Scope of the study
3.5)Research Design
3.6) Collection of data
3.7)Sources of data collection
3.8)Sampling techniques
3.9)Analytical tools used n study
3.10)Limitation of study
CHAPTER 4 ANALYSIS AND INTERPRETATION
CHAPTER 5 FINDINGS, SUGGESTION &
CONCLUSIONS
5.1) Findings
5.2) Suggestion
5.3) Conclusions
BIBLIOGRAPHY / REFERENCES
ANNEXURE

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 CHAPTER 1
INTRODUCTION

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1.1) INTRODUCTION TO THE INDUSTRY

The India Retail Industry is the largest among all the industry, office for over 11% of the
country’s Gross Domestic Product and approximately 9% of the employment. The Retail
Industry in India has come into view as one of the most dynamical and fast growth industries
with several players entering the market. But all of them have not yet been through the path
of success because of the heavy initial investments that are required to break even with other
companies and compete with them. The India Retail Industry is gradually making its way
towards becoming the next boom industry.
The total concept of purchasing has undergone an attention of style and preference of
consumers which has change the behavior of the buyer, cheering to the revolution of
shopping in India. Modern retailing has entered into the Retail market in India which has
been observed in the form of energetic purchasing centers, multi-storied malls and the huge
complexes that offer shopping, entertainment and food all under one roof made buyers
attracted toward it. A population which lies in between youth with age 24 years, nuclear
families in urban areas, along with increasing working women population and up-coming
opportunities in the services sector are going to be the key factors in the development of the
Retail sector in India. The growth pattern of organized retailing and the consumption made by
the Indian population are showing positive trends, helping the new businessmen to enter the
India Retail Industry. In India the large middle class and its almost undeveloped retail
industry are the key attractive forces for global retail giants wants to enter into new markets,
which in turn will result in the faster growth of India Retail Industry. Indian retail is expected
to grow 25 per cent annually which is not actually sufficient. The Food Retail Industry in
India dominates the shopping basket of almost everyone. The future of the India Retail
Industry looks promising with the growing of the modern market, with the liberlised
government policies which are becoming more favorable and the new emerging technologies
facilitating operations in India.
1.1.1) Winners and Losers in Retail Industry
Indian retail industry attempts to do in 11years what other markets have taken 25-30 years to
do, the penalty of India's retail revolution will be felt by all, from the farmer in a village to a
shopper in a high-end mall. More important than the high-stakes battles being played out in

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corporate boardrooms is the social and economic impact that the Indian retail revolution will
wreak. Make no mistake, there will be winners and losers as the retail landscape shifts.
Consumers will clearly win. People used to do shopping in crowded and dusty marketplaces,
they will covey to the air-conditioned havens in herd, attracted by the stability of one-stop
shopping, a large range of products to large from, and significantly lower prices than they pay
today. The savings will likely find their way back via higher consumption, helping drive the
economy.
Farmers and other suppliers who are able to deliver against the rigid quality requirements
placed on them by modern retail will benefit from higher prices as middlemen get cut out of
the supply chain. Landowners and real estate developers will laugh all the way to the bank as
multi- billion dollar investments compete for limited supply of space. Branded consumer
goods companies are likely to face pricing pressures as well as competition from the retailer's
own label brands. Perhaps most concerning is the impact of large retailers will have on the
small shop. Over 54 million people are estimated to work in 12 million small shops across the
country, and as market share shifts to the modern trade,their livelihood could be at risk. KSA
Technology however believes that the impact on traditional retail will be limited to 300,000
to 500,000 shops in direct range of 4,000 hypermarkets and supermarkets and the
consultancy.

1.1.2) THE CHANGINING FACE OF INDIAN RETAIL INDUSTRY

In the words of the International Management Consultant AT Kearney, India has emerged as
the leader in terms of Retail opportunities. The retail market in India is anticipated to grow to
427 billion USD in 2010. Finally, the face of the Indian retail industry is changing at faster
rate. India is going through a retail boom today. The changes that have taken place in the
Indian retail is like increasing the availability of international brands, enlargement of number
of malls and easy availability of retail space.
Indian government have opened up the doors for FDI, the entry of foreign retailers has
become easier. India has come a long way from the traditional stores and is on its way to
becoming a ‘Mall Country’. The major factors fuelling this change are the enlargement in
disposable income of the people, improving lifestyles, enlarging international exposure and
alertness among the customers. The middle class is identified to be a major potential
customer group. The youth are perceived as trend setters and decision makers. Tourist’s
expenditure in Indian Retail is increasing, which has also urged the retail business. Food and
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grocery are the categories in which the Indian retail sector offer the most promising
opportunities and choices. Apart from this, other different areas where there are vast
possibilities for Indian retailers are, apparel and consumer durables which hold the maximum
profit of retail business.
Indian Retailers are working hard to create a niche for themselves in marketing of things such
as books, gifts and music.The Indian retail industry has been passing through a period of
golden sunshine in recent years. There are dynamic changes in the buyer behavior with the
mall culture. The Indian consumer has always been very conscious. Of course, the shopping
behavior is changing with malls coming into play, as conversion rates in malls are
dramatically lower than in high street. The Indian consumer has more options than ever
before, and he/she makes their power of knowledge.
1.1.3) RETAIL
India tops the AT Kearney's annual Global Retail Development Index (GRDI) for the third
successive year, maintaining its position as the most attractive market for retail investment.
Furthermore a report by Price water house Coopers foresees India and China to continue as
the top source hubs in retail and consumer sector in the coming years. The Indian retail
market is the fifth largest retail destination of the world. According to industry, it is estimated
to grow from the US$ 330 billion in 2007 to US$ 425 billion by 2010 and US$ 636 billion by
2015. Simultaneously, modern retail is likely to increase its share in the total retail market to
22 per cent by 2010. Continuing the amazing development and growth of the organized retail
in India, according to the Credit Rating and Information Services of India, the industry raked
in US$ 25.44 billion turnover in 2007-08 as against US$ 16.99 billion in 2006-07, a gigantic
growth rate of 49.73 per cent.
India has one of the largest number of retail outlets in the whole world out of 12 million
retail outlets present in the country, nearly 5 million sell food and related products. Thought
the market has been dominated by undeveloped & unorganized players, the entry of domestic
and international organized players is set to change the scenario.
Organized retail segment has been growing at a blistering rate, exceeding all previous
estimates. According to a study by Deloitte Haskins and Sells, organized retail has increased
its share from 5 per cent of total retail sales in 2006 to 8 per cent in 2007. The fastest growing
segments have been the wholesale cash and carry stores (150 per cent) followed by

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supermarkets (100 per cent) and hypermarkets (74-80 per cent). Further, it estimates the
organized segment to account for 25 per cent of the total sales by 2011.
1.1.4) DOMESTIC PLAYERS IN INDIAN RETAIL
While global majors think through their India strategy, local companies are not wasting any
time to get. The top 10 players are expected to pump in close to US$20 billion in investment
in five years to achieve revenue of between US$50-60 billion. The share of the modern trade
is expected to rise to 18% within five years.
Reliance alone plans to invest over US$5.5 Billion in its retail venture, targeting sales of $22
Billion in five years through a national chain of hypermarkets and supermarkets in over 700
cities and 6,000 small towns across India. Reliance Fresh targets the large food & beverage
segment with a USP of low prices, wide range and fresh produce. It took the company just 15
months from planning to execution of the launch in Hyderabad. Reliance is watching the
Hyderabad pilot closely and intends to fine-tune national rollout based on feedback received
here. So far company executives appear gung-ho with the launch and are focused on
saturating Hyderabad with 33 outlets next. Many of them are:
1. The Adyta Birla Group is reported to be putting together a blueprint for the second
largest investment in the Indian retail space. The group may invest upwards of US$3
billion to set up 6,000 stores within three years, with the first stores targeted to open by
middle of next year.
2. Pantaloon Retail is an earlier entrant for retail business in India as it has aggressive
plans to double its retail space to 8 million sq ft within a year and to 30 million sq ft by
2010. It has 33 Big Bazaar supermarkets and plans to open another 10 by November.
Pantaloon Retail's Food Bazaar is currently the largest supermarket operator in India by
value.
3. RPG Retail has 80 stores now with 500,000 sq ft of retail space and plans to double
this number within a year by expansion to smaller cities with the Spencer's Hyper,
Super, Daily and Fresh brands. RPG also expects to be 10 times its current size within 5
years.
4. Godrej Agro vet and ITC (E-Copal) are large payers focusing on the rural sector.
Godrej plans to launch 1,000 Andhra stores in rural India by 2010. Main aim is to
improve farm productivity and profitability of farmers.
1.1.5) FOREIGN MAJOR RETAILERS IN INDIAN RETAIL
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 Foreign retailers can only enter India by licensing their names or selling franchises to
local companies, a restriction that severely limits the expansion strategies of big-box
stores such as
1. Wal-Mart, Tesco or Carrefo:. Eager to get a toehold in the Indian market, foreign
majors are playing ball in retail markets.
2. Wal-Mart, and Tesco is reportedly in talks to partner the Bhatia Group for retail
operations in India via a master franchisee agreement. Wal-Mart is also believed to be
in talks with the Adyta Birla group
3. Woolworths Australia's largest retailer has partnered with Infiniti Retail of the Tata
Group to supply products to the Coma chain of consumer appliances and electronics
stores.
1.1.6) LIST OF RETAILERS IN INDIA ACROSS VARIOUS SEGMENTS

1.1.6.1) HYPER MARKET:

1. Big Bazaar
2. Spencer’s
3. Vishal Mega Mart
4. Star India Bazaar

1.1.6.2) DEPARTMENTAL STORES

1. Shoppers’s Stop
2. Pantaloons
3. Lifestyle
4. Central Mall

1.1.6.3) CONVENIENCE STORES:

1. Twenty four seven store

2. Food World
3. Subhishka
4. Reliance Fresh

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1.1.6.4) SPECIALITY STORES:

1. M.A.C
2. Titan
3. Bata

1.1.6.5) CONSUMER DURABLES CHAINS

1. Vivek
2. Tata Croma
3. Vijay Sales

1.7) TOP FIVE RETAIL COMPANIES INVESTING IN INDIA

Table 1.1: Top five companies

COMPANY INVESTMENT
WAL-MART- BHARTI YET TO ANNOUNCE
RELIANCE $5.5 BILLION
ADITYA BIRLA GROUP $3.3 BILLION
PANTALOON $ 1 BILLOIN
TATA’S $ 8 MLLION

1.2) Introduction to the Company

1.2.1) RELIANCE GROUP:

The India largest private sector enterprise, Reliance Group, founded by Late Dhirubhai H.
Ambani (1932-2002), with businesses in the energy and materials value chain. Group’s
annual revenues are in excess of US$ 34 billion. The flagship company, Reliance Industries
Limited, is a Fortune Global 500 company and is the largest private sector company in India.
It Started with textiles in the late seventies, then onwards Reliance pursued a strategy of
backward vertical integration – in polyester, fiber intermediates, plastics, petrochemicals,

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petroleum refining and oil & gas exploration and production to be fully integrated along the
materials and energy value chain of hardships. The Group’s activities span looking at the
production of oil and gas, petroleum refining and marketing, petrochemicals (polyester, fiber
intermediates, plastics and chemicals), textiles and retail business. Reliance enjoys global
leadership in its businesses, being the largest polyester, thread and fiber producer in the world
and among the top five to ten producers in the world for major petrochemical products.The
total Group of Reliance exports products in excess of US$ 20 billion to 108 countries in the
world annually. Major Group Companies of export are Reliance Industries Limited (including
main subsidiaries Reliance Petroleum Limited and Reliance Retail limited) and Reliance
Industrial Infrastructure Limited. Reliance group is the amongst India’s leading and most
valuable financial services companies in the private sector. Reliance Capital has interests in
assest management and Mutual Funds, Life and General Insurance, Commercial Finance ,
Equities and Commodities broking.

1.2.2) PRODUCTS AND BRANDS RELAINCE OFFERS:

The Company expanded into textiles in 1975. Since its original public offering in 1977, the
Company has expanded rapidly and integrated backwards into other industry sectors, most
notably the production of petrochemicals and the refining of crude oil. The Company now
has operations that span from the journeying and production of oil and gas to the manufacture
of petroleum products, polyester products, polyester intermediates, plastics, polymer
intermediates, chemicals and synthetic textiles and fabrics. The Company from time to time
seeks to further expand into other industries. I the Company approved a plan to establish a
retail business through a subsidiary Reliance Retail Limited that will operate, among other
things, supermarkets, handiness stores and specialty stores across India. The Company
accepted initial expenditure of US$ 750 million to fund the initial stages of this plan.

1.2.2.1) The Company’s operations can be classified into four segments namely:

1. Petroleum Refining and Marketing business

2. Petrochemicals business
3. Oil and Gas Exploration & Production business

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 1.2.3) MAJOR PERSONS WORKING FOR RELIANCE

Mukesh Ambani
(FOUNDER OF RELIANCE)

Nikhil R. Meswani Hital R. Meswani H.S.Kohli

(Executive Director) (Executive Director) (Executive Director)

1.2.4) THE RELIANCE GROUP’S RETAIL VENTURE

On June 26,2006, Mukesh Ambani, the Chairman and Managing Director of Reliance
Industries Limited (RIL), announced his company’s plans to foray into the retail sector with
an initial investment of US$5.6 billion. The retailing business was to be approved out through
Reliance’s retail arm, Reliance Retail Limited (RRL). Commenting on its retail venture,
Ambani said, “Organised retailing will be an overarching theme of the expansion and growth
of Reliance in the near-term future.

1. Reliance’s retail venture was expected to be India’s equivalent of Wal-Mart Stores

Inc. (Wal-Mart), as it planned to cover the entire retail ambit. RRL was expected to
have its presence across India.
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2. Reliance proposed to acquire 10,000 hectares of land in Haryana and planned to
extend its reach across 1,500 Indian cities with different retailing formats such as
warehouse clubs, hypermarkets, supermarkets, specialty stores, and convenience
stores.

3. Reliance Retail at present operates the Reliance Fresh and Reliance Digital formats
and is expected to launch it’s by the first week of August. When contacted a Reliance
spokesperson hypermarkets refused to comment.

4. Reliance also had plans to open restaurant outlets within its stores. Reliance expected
a revenue target of US$ 20 billion through its retail operations by 2010. Over a span
of five years, RRL expected a 20 percent return on investment. Reliance also had
plans to enter the personal finance services through its retail arm in order to tap the
mounting consumer loan segment. In November 2006, RRL launched its first set of 11
retail stores under the ‘Reliance Fresh’ format at Hyderabad.

5. Reliance Fresh is the convenience store format which forms part of the retail
business of of Reliance Industries of India which is headed by Mukesh Ambani.
Reliance plans to invest in excess of Rs 25000 cores in the next 4 years in their retail
division. The company already has in excess of 560, Reliance fresh outlets across the
country. These stores sell fresh fruits and vegetables, staples, groceries, fresh juice
bars and dairy products.

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 Fig 1.2 Reliance Fresh

1.2.5) GROWTH THROUGH VALUE CREATION

Reliance is gearing up to revolutionize the retailing industry in India. Towards this end, we
are aggressively working on introducing a pan-India network of retail outlets in multiple
formats. A world class shopping environment, state of art technology, a seamless supply chain
infrastructure, a host of inimitable value-added services and above all, unmatched customer
experience, is what this project is all about.

Fig 1.3 Reliance Fresh

The retail initiative of Reliance will be without a parallel in size and stretch and make India
proud. Ensuring better returns to Indian farmers and manufacturers and greater value for the
Indian consumer, both in quality and quantity, will be an integral feature of this project. By
creating value at all levels, we will actively make an effort to contribute to India’s growth .
The project will boast of a seamless supply chain infrastructure, Even by world standards.
Through multiple formats and a wide range of categories, Reliance is aiming to touch almost
every Indian customer and supplier.

Reliance Retail opens 700 store in 2 yrs Reliance Retail, promoted by Reliance Industries,
has opened 700 stores in 14 different formats in 60 cities of the country in the last two years
of its operation. Its food and grocery chain Reliance Fresh has 600 stores across the country.

1.2.6) THE MAIN FOCUS AREAS OF RELIANCE ARE:

1. Growth through Commitments
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 2. We care about Quality

3. Research & Development

4. Health, Safety & Environment

5. Human Resource Development

6. Energy Conservation

7. Corporate Citizenship

Reliance believes that any business conduct can be decent only when it rests on the nine
core values of Honesty, Integrity, Respect, Fairness, Purposefulness, Trust, Responsibility,
Citizenship and Caring. The essence of these commitments is that each employee conducts
the company’s business with honesty in compliance with applicable laws, and in a manner
that excludes considerations of personal advantage. We do not lose sight of these values
under any conditions, regardless of the goals we have to reach. To us, the means are as
important as the ends.

1.2.7) HUMAN RESOURCE DEVELOPMENT

We strongly believe that it is “the people of Reliance” who make “the difference.” Hence,
every employee is encouraged to analyze his/her full probable by availing of opportunities
that exist across multiple functions, disciplines as well as geographies.

Over a period of time, we have built and nurture a workforce of over 24,000 people that
includes over 8,800 Engineers, 2,500 Management Graduates, more than 200 PhD’s., 1000
plus Accountants and 1000 plus other professionals. Having a various Business portfolio
straddling not only multiple industries but also different countries, each of our businesses
requires unique skill sets. We therefore offer our employees an excellent platform to learn,
grow and excel in incalculable fields of expertise. The efficiency of our human capital
therefore, is consistent and reinforces our competitive edge.

In keeping with this belief, our new recruits are given an accelerated training through a
unique initiative called “Dronacharya Scheme”. The scheme has been launched at Jamnagar
under which our senior workers (Dronacharya) take charge of 2-3 youngsters each (the
Arjunas) and vow to mentor them for independent positions in 3-6 months. Initial results

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have been very cheering and the scheme is likely to be simulated at all other locations. Over
1500 young people have been recruited from different industries in the past year and are
being trained to meet our increase plans.

1.2.8) SOCIAL RESPONSIBILITY &COMMUNITY DEVELOPMENT

1.2.8.1) Community education and enhancing youth employability

We work in earnest towards nation building. By providing an opportunity to college students

to visit our plants, we make sure that they relate their theoretical inputs with industrial
practice. We also provide opportunities to engineering students to undergo in plant
training/projects as part of their academic curriculum. Ongoing efforts are made to develop
the employability / skill development of local youth by giving them opportunities to work in
operating plants to improve their job scenario. We also operate schools for employees’ and
the neighborhood children. Following are the areas where we operate :

1.) Promoting female education

As a part of the Government of Gujarat’s drive to promote girl education, school kits were
distributed to girl students in the surrounding 32 villages of Jamnagar and Lalpur Talukas.
This was done in tune with the state government’s education department.

2.) Rewards and Scholarship

Late Dhirubhai Ambani SSC – Merit Reward Scheme and Dhirubhai Ambani .
Undergraduate Scholarship Scheme for their development and enhancing their
capabilities to increase productivity.

The Dhirubhai Ambani Foundation instituted SSC Merit Reward Scheme and the
Undergraduate Scholarship Scheme in 1996. The objective of the schemes has been to
encourage and assist district level meritorious students to pursue higher education in different
vocations to help enhance the Human Resource potential of the country.Both the schemes are
currently applicable in the states of Maharashtra, Gujarat, Goa and the Union Territory of
Daman, Diu, Dadra Nagar Haveli. The first three in overall merit and one physically
challenged student securing the highest marks in each of the 64 districts at the annual SSC

20
and HSC examinations of the State Boards, as well as the first ten CBSE students from
Maharashtra and Gujarat and three from Goa, in the merit list of CBSE New Delhi, are
eligible for the Rewards and Scholarship. The total number of eligible students for the
Rewards and Scholarship has grown from 294 in 1996 to 624 in 2007.

1.2.9) SWOT ANALYSIS

Another factor which comes under consideration is the SWOT analysis of the company
SWOT stands for strengths weakness opportunities and threats.

RELIANCE’S SWOT analysis is as follows:

1.2.9.1) STRENGHTS

1. Consolidations:
There are only two main players of in petrochemicals and a solid consolidation has been seen
in last few years as 85% of polymer capacity is with these companies namely reliance group .

2. Strong free cash flow:

Reliance Industries has strong free cash flows that provide resources in the hand of the
company to expand in the new projects more effectively and efficiently.

1.2.9.2) WEAKNESS

1. Low bargaining power from the suppliers:

The input prices form nearly 50-60% of the raw material costs. Reliance being petrochemical
player does not have much of a negotiating power counter to the suppliers. Therefore they
always remain unprotected to the prices of the raw material.
2. Low bargaining to from the customers:
As there is an increase in the input cost therefore the companies are not able to offer any price
reductions or bargains to the customers.

1.2.9.3) OPPORTUNITIES

1. Low per capita income:

Currently, domestic per person polymer consumption is nearly 4 kgs while if we see the
global average it is nearly 20 kgs. This tells the fact that there is huge scope of volume
21
expansion in INDIA as the market to be selected is very massive therefore there is a massive
scope of product development. Also, currently, India has a chemicals trade deficit of about
US$ 1.5 billion a year, which leaves enough investment opportunities in the industry

1.2.9.4) THREATS

1. Custom Duties:
The polymer industry has a protection from overseas competition by leveraging high import
duties imposed by the government. However, of late, Import duty on polymers has been
steadily reduced and is currently at 20%. As part of its commitment to various multilateral
and bilateral trade agreements, the government is likely to reduce duties.

1.3) INTRODUCTION OF THE PROJECT

1.3.1) STUDY OF TRAINING & DEVELOPMENT IN THE RELIANCE

Every organization needs to have healthy trained and experienced people to perform the
activities that have to be done. This is the most important portion of Human Resource
Management. It is widely known that HRM helps people to get bigger than their capabilities
and offer copious opportunities. It is also felt that the expanded capabilities and opportunity
for people at work will lead directly to improvement in operating effectiveness. The human
resources approach means that better people achieve better results. So if the current or
burgeoning job occupant can meet this requirement, training is not important. But when this
is not the case, it is necessary to raise the skill levels this increase the versatility and
adaptability of employees. Scarce job, decline in productivity, changes resulting in
redesigning or a technological break –require training and development effort. As the jobs
becoming more composite the importance of employee development through training also
increases.
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In a hastily changing society, employees training and development is not only an activity
that is desirable but also an activity that an organization must commit resources to if, it is to
maintain a workable and knowledgeable work force. In fact industrial to, if is to maintain a
workable and knowledgeable work force. In fact industrial growth cannot take place properly
without trained manpower. The technological advancement is taking place at such a rushed
speed that the knowledge and skill required become archaic at much faster rate. In order to
cope up with the fast changes in requirement of skill and knowledge due to advancement of
technology the need for systematic training has been felt in almost all organizations.

Having selected the most suitable persons for various jobs in the organization through the
application of scientific techniques, the next function of personnel management is to arrange
for their training. All types of jobs in the organization usually require some type of training
for their well-organized performance. Employee’s talent is not fully productive without a
systematic training programme. Moreover, big organization hire a large number of young
people every year. Because the majority of these do not know how to perform jobs assigned
to them in work at some college or institution, must receive some initial training in the form
of course, practices and ways of their employing organization. The need for a systematic
training has greater than before because of rapid technological changes, which create new
jobs and eradicate old ones. New Jobs require some of special skills which may be developed
in old workforce only by giving them needed training.

The employees try to train themselves by trial and error or by observing other if no training
programme exists in the organization. But it is an established fact that the presence of orderly
training programme will result in higher training costs. The employee will take much longer
time in learning the skills. He may not be able to learn the best operating methods. Thus,
adequate training is equally desirable for the organization and the employee.

1. On the job trainings:

Any employee joining us will under go on-the-job training for a specified period. This
training is provided to make him/her introduced to the systems followed in our
organization. This type of trainings is very high up for candidates joining up to the rank
of Assistant Manager's.In this training the candidate is provided trainings about the job
profile, working of department various other system followed at the departmental level.

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 2. Vocational Trainings:
This training includes the professional training to students of professional courses.
These trainings are provided with the purpose of future recruitment. All those who
successfully complete the trainings with us are considered for recruitment against the
vacancies.
3. General Trainings:
These types of trainings consist of trainings on personality development, time
management, leadership etc. This type of training is provided to various level
employees selected on the basis of training need analysis.
4. Departmental Trainings:
These types of trainings are held once in a month with one department. The main
motive for conducting type of trainings is minimizing team conflicts, focusing on
company vision and vision and synchronize the team efforts in the same directions.
5. Awareness Sessions:
These are meetings in which HRD department discusses the latest upcoming in HR.
This session focuses on discussing the role of every personnel in building a amiable
working environment. This type of session is usually conducted with motive of bringing
discipline and strict achievement of policies.
6. Quality System Implementation Trainings:
Our organization is well known for its quality systems. We are certified by various
organizations like WHO-GMP, ISO etc. and working on getting some more
certifications. For proper implementation of these quality systems proper trainings are
given to all from time to time. These trainings include training on fire safety, first-aid,
etc.

24
 CHAPTER 2

LITERATURE REVIEW

25
 LITERATURE REVIEW

1) Jaffee, Cabot. L in the year (1969) studied the topic “Diagnose Before

Training” with objective to find detailed summary of the strengths and weaknesses
of candidates in line of promotion can be evaluated to determine the type of training
mutually beneficiary to both individual as well as company. Such an approach is said
to be superior to a general course designed to cover broad topics such as
communication, motivation, and leadership in that pertinent information about the
trainees available in other parts of the firm may be overlooked. The author
recommends that integrating all available information about an individual, then giving
him differential treatment depending on how their strengths and weaknesses line up in
an efficient way. This approach is said to be somewhat more expensive, but also more
worthwhile and efficient because of its integrative approach.

26
2) Fox Wayne Letal in the year (1969) studied the topic “Aptitude Level and the
Acquisition of Skills And Knowledge in a variety of Training Tasks” with objective of
assessing the effects of wide differences in aptitude on the acquisition of military
knowledge’s and skills, a sample of 183 Army recruited was divided into three distant
aptitude groups on the basis of their AFQT scores: High aptitude AFQT 90-99,
Middle aptitude AFQT 45-55, Low aptitude AFQT 10-21. Each recruit was
individually trained to a performance criterion in differing combinations of eight tasks
representative of Army training. A variety of supplementary psychometric, scholastic
achievement, and then data were analyzed. Hence the results were consistent. As
groups have high aptitude individuals excelled, low aptitude individuals did poorly,
and middle aptitude groups fell in an intermediate range of all measures.

3) Wilson. P and Steven Western in the year (2000) studied the topic
“Performance Appraisal: An Obstacle To Training And Development?” with objective
to know about “Performance Appraisal” generally meant for the annual interview that
takes place between the manager and the employee to discuss the individual's job
performance during the previous 12 months and the compilation of action plans to
encourage improved performance. Performance appraisal is part of the larger process
of performance management. A variety of research methods were used, including a
questions.

4) Martin Mulder in the year (2001) studied the topic “Customer Satisfaction
with Training Programs” with objective to find model of evaluation of customer
satisfaction about training programs. The model is developed and the evaluation has
been conducted by an independent organization to enhance the trustworthiness of the
evaluated results. The model is aimed at determining the quality of training programs
to train employees. The model is based on the methodology in effective research, and
the data were used to test a model of training effectiveness. The results show that this
model is confirmed for two categories of projects: projects that were aimed at
achieving learning results and changed job performance respectively. Finally the
author says that new advancements in human resource development should be
included in evaluating the effectiveness of training programs.
27
5) Shreya Sarkar-Barney in the year (2004) studied the topic “The Role Of
National Culture In Enhancing Training Effectiveness” with objective to evaluate
global training which has primarily used for preparing employees to work effectively
in other culture. This paper proposes a framework to show the influence of culture on
aspect of training effectiveness and the transfer of newly learned skills to the job.
Specific relationships are proposed and also used by synthesizing findings from areas
such as cross-cultural psychology. Finally, the goal of this paper was to present a
framework that considers the influence of culture on Transfer of Training. The needs
of any particular culture in which training is to be conducted includes questionnaire,
semi-structured interview and a review of training records. From these a pilot study
was then conducted with ten members of staff who were not to be interviewed in the
main survey. The findings indicated that the majority of training and development
plans were directly related to the requirements of the job and only a small proportion
were involved with general personal development.
6) Franco Gandolfi in the year (2006) studied the topic “Training And
Development: In An Era Of Downsizing.” He has analyzed that downsizing as a
restructuring strategy which has been actively implemented. While workers are
decreasing due to exploitation, rationalizing advanced into a fully-fledged managerial
strategy. Then, downsizing has transformed the international corporate landscape and
affected the lives of millions of individuals. While the overall effects of downsizing
have been widely reported, many misconceptions surrounding the concept of
downsizing have remained. This conceptual paper focuses on the role of training and
development during the downsizing process. In particulars, the research depicts the
body of literatuare associated with the function of HR and its plans, programs, and
policies that firms adopting downsizing must provide to their surviving workforces.
Finally, this paper offers concluding comments regarding effective downsizing
practices that have emerged in the literature.

7) David Mucguire & Mammed Bagher in the year (2006) studied the topic
“Diversity Training in Organizations” and has reviewed literature on diversity training
and examine the effect of power, privilege and politics in an organization. This is a
28
 conceptual concept in favor and against the diversity training in organizations.
Diversity training has a significant role to play in fostering greater equality in the
workplace. Critically, it can help to diverse individuals and communities to regroup
important aspects of their identity in the workplace. Diversity fosters a new outlook in
organizations. It promotes greater understanding, communication and the integration
of different worldviews in decision making and problem solving. It involves
recognizing, promoting diversity and an inclusive culture is a shared responsibility of
HR departments. Finally he says that as globalization effects increase participation of
diverse groups in the workplace, there is a clear need in the field of Human Resource
Development for promoting the cause of diversity.

8) Anupama Narayan and Debra Steele-Johnson in the year (2007)

studied “Relationships between prior Experience of Training, Gender, Goal
Orientation And Training Attitudes” and some of the authors have said that in today’s
organizations, rapid changes, diverse workforce and competitive business
environments characterize the work. Employee’s development, and more specifically
training, can help individuals and organizations work more effectively adapt to the
changing environment and achieve individual and organizational goals. The
participants were 174 undergraduate students from a Midwestern university.
Participation in the study was voluntary and participants received extra credit points
that could be applied to their course grade. So total 165 participants were taken for the
analysis (men, and = 71; women, and = 94) with a mean age of 20.5 years (SD =
3.14). Hence, results from regression analysis indicated that mastery-approach goal
orientation had a beneficial effect on training attitudes of men but not for women.

9.) Thomas Anderson (2007) studied the topic “Experience From Managers
Personal Development Training” and investigated the struggles of managerial identity in
relation to the process of becoming/being a manager, and the personal conflicts involved
with in this process. There is a challenge for organizers of all types of management
training to bridge gap between a fixed idea of what is to be a manager and how
management is actually practiced. The methodology used in this paper is a qualitative
project. On the whole interviews and half-day observations were conducted. The study
29
focuses on only 5 managers in two organizations. This small sample limits the
generalisability of the research. Finally the study puts emphasis on the role of
management training improving templates for “how to be a manger”, but it also illustrates
the double-edged and complex role played by context in managerial being and becoming.

10.) Cary Cherniss in the year(2008) studied the topic “Process-Designed

Training: A New Approach For Helping Leaders Develops Emotional And Social
Competence.” and evaluated the effectiveness of a leadership development program based
on International Organization for Standardization principles. The program utilized
training groups to help participants to develop emotional and social competence. The
study involved 162 mangers from 9 different companies in a random group design. There
were 9 different groups with 9 managers in each group. Each group was required to
follow the identical process. This offers recommendations for future research on the
mechanisms underlying the process-designed group strategy and contextual factors that
optimize results. This paper describes a leadership development strategy that is more
economical and consistent. Although ISO principles were utilized widely in the business
world, this is the first study that has used this approach in the design and delivery of
management development.

11.) David Pollitt in the year (2008) has done his research on the topic “Training
Accounts For Big Improvements” and He has reviewed that a bank “shop window” – its
Customer-Service Center (CSC) was transformed by a training initiative that changed
staff attitudes and behavior and embedded a new client-centered approach in the
organizational culture.The training has enabled to exceed targets for reducing serious
justified complaints, financial errors and account closures. Dramatic. The training has
also enabled new standards of service to be introduced: 98 percent of calls are now
answered within three rings and only 0.2 percent of calls are missed. A client survey has
shown that 98 percent of respondents are more than satisfied with the standard of service,
and 99 percent with the speed of answering telephones. Finally, the customer service
center (CSC) has evolved into a center of excellence, setting very high standards of
service undoubtedly because of the bespoke angle of the training program.

30
12.) Olaniyan and Lucas. B. Ojo in the year (2008) studied the topic “Staff
Training And Development” and reviewed that this paper is based on staff training and
development. The need for improved productivity has become universally accepted and it
depends on efficient and effective training. It has further become necessary in view of
advancement in the modern world to invest in training. Staff training and development are
based on the premise that staff skills need to be improved for organizations to grow.
Training is a systematic development of knowledge, skills and attitudes required by
employees to perform adequately on a given task or job. Training and development are
required for staff to enable them to work towards taking the organization to its expected
destination. However, for any organization to succeed, training and re-training of all staff
in the form of workshops, conferences and seminars should be vigorously pursued.
Finally this paper addresses that it is against the backdrop of the relative importance of
staff training and development in organizational effectiveness.

13.) Cody Cox. B in the year in the year (2009) studied the topic “The
Moderating effect Of Individual Differences on The Relationship Between The Framing
Of Training And Interest In Training” and has reviewed that the moderating effect of
individual differences in the relationship between framing training was examined for
technical and nontechnical content areas. Self-efficacy and goal orientation were
examined as moderators. Results showed a three-way interaction between performance
orientation (a dimension of goal orientation reflecting the desire to demonstrate
competence in an achievement setting), age, and frame for technical training and a three-
way interaction between performance orientation, self-efficacy, and frame for
nontechnical training. Implications for future research as well as framing training to
enhance interest are discussed.

14.) Pillar Pienda (2009) has done his research in this topic “Evaluation Of Training
In Organisations: A Proposal For An Integrated Model.” and the author’s purpose of this
paper is to present an evaluation model that has been successfully applied in the Spanish
that integrates all training dimensions to act as a global tool for organizations. This model
analyses satisfaction, learning, pedagogical aspects, transfer, impact and profitability of

31
training and is therefore a global model. The author says that training is a key strategy for
human resources development and in achieving organizational objectives. Organizations
and public authorities invest large amounts of resources in training, but rarely have the
data to show the results of that investment. Only a few organizations evaluate training in
depth due to the difficulty involved and the lack of valid instruments and viable models.
The paper’s approach is theoretical, and the methodology used involves a review of
previous evaluation models and their improvement by comparing their application in
practice. The author has also applied the model successfully in several public and private
organizations, in industry and in the services sector, which demonstrates its usefulness
and viability in evaluating the results of training. Therefore, this evaluation model has
practical implications, as a useful tool for training managers in evaluating training results.

15.) Eugen Rotarescu in the year (2010) has reviewed the topic “Alternative
Selection under in human resources training and development through the application of
the estimated monetary value and decision tree analysis”. The topic is the presentation in
a succinct and applicative manner of several decision making processes and the methods
applied to human resources training and development in environments with risk factors.
The decisions have been optimized by the human resources training and development, the
decision makers have readily available with two methods of analysis they are: The
decision matrix and the decision tree method. Finally the decision represent two viable,
scalable and easily applicable framework analyses for selecting the optimum course of
action regarding the training and development of human resources. Both analyses
generate the same solution and rely on the accuracy of the Expected Monetary Value
(EMV) method calculated for each course alternative action.

16.) Muhammad Zahid Iqbal ET. In the year (2011 ) studied the topic “Their
Analysis About The Relationship between Characterstic and Formative Evaluation of
Training.” This study attempted to signify the use of formative training evaluation. The
authors have carried out a study at three public-sector training institutions to empirically
test the predicted relationship between the training characteristics and formative training
evaluation under the Kirkpatrick model (reaction and learning). This study explains the
causal linkage between components of formative training evaluation, the mediating role

32
of reaction in the relationships between training characteristics and learning was also
investigated. The principal finding revealed that a set of seven training characteristics
explained 59% and 61% variance in reaction and learning respectively. All training
characteristics were found to have a positive impact on reaction and learning except
training content.

CHAPTER 3
RESEARCH METHODOLOGY

33
3.1) RESEARCH METHODOLOGY
3.1.1) Meaning of Research
A research procedure consists of varied phases that mentor the project from its conception
through the ultimate analysis, recommendations and ultimate behaviour. The analysis study
provides the systematic and planned approach to the analysis study and ensures all aspects of
the scientific research area unit in step with one another. As analysis studies evolve through a
series of steps, that is representing the solution of a key question.
Introduction
The techniques and ideas used for doing the first analysis so as to reach its conclusions, that
are also prescribed and it would be a matter of logical deduction towards the analysis and
results. This study aims to know about the analysis methodology establishing a framework of
analysis and reassessment of primary and secondary analysis.

3.2) Statement of problem

Study about “Training and Development” is a widespread topic in today’s Retail
organizations. Easygoing and happy staff contribute to the general success of the organization
by holding good market share and hence satisfying their ultimate consumers or buyers.
Training is the opposite of turnover, a widely known concept. . Turnover is important because
it costs the organization money in direct expenses to recruit and train new hires and in
indirect expenses to pay overtime for remaining workers, when necessary, and in opportunity
cost of production. Training of employees is the most difficult task of today’s scenario. An
employee wants to stay in an organization where he/she feels fully satisfied. So it is necessary
to conduct an Employee Satisfaction Survey to know the dissatisfying factors. These factors
enhance the significance of this project.
The study aims to point the following things: -
1.) Bring those factors into lights that are making employees dissatisfied.
2.) Indicate those factors in which Reliance is lagging behind as
compared to other manufacturing organizations for providing the Training to
employees.

34
Giving an idea to the organization that how many employees are dissatisfied with the
organization regarding different factors so that some extra effort can be made to keeping them
on track, retained and loyal and motivated towards work they do.

3.3) Justification of the study

Increased job satisfaction and high morale among workers square measure the vital issue that
obliquely will increase worker motivation because it leads to accrued efficiency in varied
processes, leading to gain and facilitate to adopt new technologies and ways. Increased
innovation in methods and merchandise. It'll facilitate to cut back turnover additionally
facilitate to increased company image, e.g., conducting ethics coaching (not an honest reason
for ethics training)
3.4) Main Objectives of the project
“To explore the Training & Development of Employees with Skill Gap Analysis at
reliance Fresh”

3.4.1) Sub Objectives of the project

1) To study the employees preferences regarding method used for training &
development.
2) To study employee awareness regarding training & development.
3) To study the factors that influence employees to take higher level of responsibility
4) To provide ultimate satisfaction level to employees.
5) To provide valuable available training methods.
6) Development aims at future needs.

3.5) Scope of Study:

The field/range of the project report isn't too far stretching to the simply whole of Reliance
recent, metropolis rather it solely covers the coaching and Development activities conducted
within the Reliance Fresh recent.
My project in the main deals with this methodology of coaching given at Reliance recent
throughout my tenure of the project Gregorian calendar month five, 2019 to Gregorian
calendar month twenty four, 2019.

35
The project covers coaching, coaching programmed and coaching analysis and excludes all
different human resources activities conducted before and once coaching.

3.6) Research Design

I assist to conduct a intensive secondary analysis to ascertain the complete impact and
implication of the trade in order to review and critique the trade norms and reports, on that
sure problems shall be elect, that I feel stay nonreciprocal or at risk of modification, this shall
be any haunted within the next stage of exploratory analysis. This stage shall facilitate Maine
to limit and choose solely the necessary question and issue, that inhabit the expansion within
the trade.
The various tasks that the man of science have undertaken within the analysis style method
are:
1.) Shaping the data want.
2.) Design the exploratory , descriptive and causative report.

Fig 3.5 Process of Research Design

36
3.6.1) Types of Research Design

There are 2 kinds of Research:

1. Explorative analysis
2. Descriptive analysis
1.) Exploratory analysis
The strategy used for searching analysis were:
1.1) Primary information
1.2) Secondary information

1.1) Primary information

Primary information is that information collected by a investigator from first-hand sources,
victimized ways like surveys, interviews, or experiments. it's collected by the investigator
directly from primary sources. An example of primary data is information gathered by form
methodology. Qualitative or quantitative information that area unit recently collected within
the course of analysis consists of original info that comes from doing investigation from the
people who area unit respondents and includes info gathered from surveys, investigation the
main target teams, freelance observations and take a look at results. information gathered by
the investigator within the act of conducting analysis is termed primary information.
This is contrasted to secondary information, that entails {the data|the info|the info} gathered
by somebody apart from the investigator information that's obtained directly from first- hand
sources by suggests that of surveys, observation or experimentation.
1.2) Secondary information
Secondary information is that information that has been antecedently gathered for a few
another purpose and might be accessed by researchers. The term contrasts with primary
information, that is information collected directly from its supply. Secondary information is
employed to extend the sampling size of analysis studies and is additionally finished the aim
of accelerating the potency and speed that comes with victimisation an already existing
resource. the most investigator is then allowed to specialise in primary analysis or explicit
areas of interest. This division of labor helps researchers learn additional in less time.
Common sources of existing secondary information embrace information collected by
government public services departments, libraries, web searches and censuses, like the u. s.
37
Census. Social media is changing into heavily favored in marketing research, as opinions are
already offered from countless users on several topics and product.

1.)Descriptive Analysis
STEPS in descriptive research:
STEPS in descriptive research: Statement of the problem:
1. Identification of knowledge required to resolve the matter.
2. Choice or development of instruments for gathering the knowledge.
3. Identification of target population and determination of sampling arrange.
4. Design of procedure for info assortment include:
i. Assortment of knowledge.
ii. Analysis of knowledge.
iii. Generalizations
iv. Predictions.

3.7) Collection of Data

Data collection manifest itself with the assistance study of questionnaires. The questionnaire
technique has been widely used and is effective in economical means that of knowledge
assortment. The common measure all told variety of the form technique is that the reliability
on verbal responses to queries, and it's going to be written or oral. I found it essential to form
positive the form was simple to scan and perceive to any or all variety of folks within the
sample study. These questionnaires were in person administered in a cost-effective
manner.The first hand information that was collected for filling the questionnaires. The first
knowledge collected by directly interacting with the folks is named primary knowledge or
first hand knowledge. The data was collected by interacting with one hundred respondents
who filled the questionnaires and gave me the specified necessary information. The
respondents while grouping the information were farmers, businessmen, native persons etc
and the specified info was collected by directly interacting with these respondents.

3.8) Sources of Collection of data

38
Sources of information assortment may be classified into 2 heads:

3.8.1 PRIMARY SOURCES

New information that is gathered to resolve the matter for primary purpose is particularly
known as primary sources. As compared to secondary information that is antecedently
gathered information for a few different purposes; For say information gathered by form.
Qualitative or quantitative information that area unit fresh collected for analysis consists of
original info that comes from doing investigation from numerous individuals and includes
info that is gathered from surveys, focus teams, freelance observations and check results.
information gathered by the scientist during this method of conducting analysis is thought as
primary information. Primary sources are original sources and include the contemporary
nature of data. during this project primary sources of knowledge area unit direct observation
and form that was stuffed by completely different individuals. The above investigation was
extremely useful in drawing the conclusion as part of the study.
3.8.2 SECONDARY SOURCES
Secondary sources embrace knowledge that has already been collected by individuals for a
few different purpose. data that already exists somewhere or collected for one more purpose
is termed secondary knowledge. Sources embrace census reports, trade publications, journals,
and subscription services. There are mainly 2 sorts of secondary data: Internal and External
secondary source of information. data that is gathered from varied sources for the
organization for a few purpose aside from the present investigation or like for Researching
data, that has already been printed are aforementioned to be secondary supply of information
is is termed external supply.
The data collected from the books and websites was ok to be enclosed within the analysis and
over thus, however the information from the workers of the bank wasn't correct and reliable.
varied newspaper, magazines, websites, Journals, etc were tried for data concerning the
newest technological advancement in Reliance fresh.

3.9) Determination of the Sample Plan and Sample Size: Target Population

39
It is a descriptive characteristic of that cluster of individuals from whom a course is meant. It
tries to explain sample set up as they're instead of because it describe what precisely they like
to be. Additionally, the audience is to be served by our project that more includes key
demographic data regarding the population (i.e.; age, sex , occupation etc.).The specific
population meant as beneficiaries of a program. this can be either all or a set of potential
users, like farmers, businessmen, rural residents, or the residents of a selected geographic
region. the overall variety of individuals in sample size referred to as population in sample set
up that is to be reached through some action or intervention; which can consult with teams
with specific demographic or geographic characteristics of the cluster of individuals you're
making an attempt to succeed in with a selected strategy or activity. The target population is
that the population from whom i need to form conclusion of a perfect scenario for taking
more choices. The audience outlined in age, background, ability, and preferences, among
alternative things, that a given course of instruction is meant.

3.9.1) Sample Size

A sample could be a choice of respondents (Target population) in such some way that they
represent the full population as attainable. However, instantly a brand new question arises
whereas thinking about targeted population: “How many of us ought to my sample consist
of?” i.e. my sample size employing a correct survey sample size is crucial for our analysis.
After all, the sample size is someday too massive can result in the waste of precious resources
like time and cash, whereas a sample that's too little won't permit you to realize reliable
insights.
Hence, I even have targeted one hundred individuals for the aim of the analysis. The target
population influences the sample size. The target population represents the Haryana regions.
The individuals were primarily farmers, landlords and businessmen.
3.10) Analytical tools used in the study
1. Graphical and Tabular analysis
The tools used for the analysis of consumer Behaviour and for studimg graphs, tables, and
pie charts are used. Tables are used to represent the response of the respondents in a very
precise term in order that it become simple to judge the information collected. Pie charts are
used to express that a lot of proportion of the respondents that have positive angle and the
way much has negative angle toward a specific scenario. Graphs are merely a graphical

40
illustration of the information collected in tabular type that modify to derive conclusion
hastily.
3.11) LIMITATION OF THE STUDY
It is a short study conducted throughout the short span of time. With an objective to
understand the depth of knowledge one needs the money and involvement of workforce for
conducting the subsequent study. As during this case each scientist effort is exclusive , this
study additionally leaves a great deal of space for more enhancements. the most important
Limitations of this study square measure given below:
1. Because of non- company nature of a number of the organizations, project couldn't be
undertaken at the external level.
2. Biases within the responses can not be rules out because the form were solely stuffed by
the managers and staff of the sample taken.
3. Sudden changes within the programme of a number of the participants at the time of
interviews led to the matter in obtaining selected .

41
 CHAPTER 4

DATA ANALYSIS AND INTERPRETATION

4.1) QUESTIONNAIRE ANALYSIS:

Q 1) Are you Aware about the training?

Table (4.1) Awareness about the training
Particulars Percentage
Aware worker 89%
Unaware worker 11%

42
 Fig(4.1) Percentage of Aware workers
INTERPRETATION
As shown in the graph 11% of the workers are unaware about the main training in the
company, though most of them gave i.e. nearly 89% of the workers were able to answer the
question properly but still few of them they have to be given the knowledge of their training,
so that they can understand that having different types of training means they have to be
efficient to fulfill the requirements of different work.

Q 2) Do the Training objectives met during the training sessions?

Table 4.2 Training objectives
Scale Strongly Disagree Neither nor Agree Strongly
disagree disagree agree
No. Of 7 13 17 28 35
respondent
Percentage 7% 13% 17% 28% 35%

43
 Fig 4.2 Percentage of Training Sessions

INTERPRETATIONS:
63% employees think that the purpose or the objective for which a training program is
conducted is achieved to a great extent where as 7% to 13% of the employees do not think so.
They believe that somewhere something remains untouched in the session that needs to be
covered for the success of the program. Rest of respondents opinion shows in the above table
& diagram.

Q 3) Which method is used in Reliance Fresh for Training?

Table (4.3) Method used in RIL for Training

Sr no. Particulars Percentage

1. Job rotation 20%
2. By conference 30%
3. By case study 10%
4. By lecture 40%

44
 Fig (4.3) Percentage of method used in RIL for Training

INTERPRETATION:
From the above analysis we know that reliance use maximum lecture method for the training
purpose as they believe by motivation lecture given to the employees so that they can be
easily motivated towards their objectives. After private firms reliance use conference then job
rotation and last case study method is used in the Reliance Fresh. Hence Lecture method is
mostly used by Relaince.

Q 4) Do the Training program of Reliance Fresh turns out to be effective?

Table (4.4) Personality Development Training

Particulars Percentage

Yes 75.05%

No 15.03%

Not aware 9.2%

45
 Fig (4.4) percentage of Personality Development training
INTERPRETATION:
As shown in the figure 75.05% of the workers have under gone this training 15.03% have not
under gone this training and 9.2% of worker do not know that this training program was
conducted or not. Organization should show some concern for not aware and employees
saying no for effective training in the organization. .

Q 5) Training session conducted in the organization benefits the

employees?
Table 4.4 Benefits from the Training
Scale Strongly Somewhat Neither Somew Strongly
disagree Disagree nor hat agree
disagree Agree
Respondent 10 8 20 28 34
Percentage 10% 8% 20% 28% 34%

46
 Fig (4.6) Benefits from the Training

INTERPRETATION:-
From above question the researcher is able to know that reliance employees strongly agrees
that they are being benefitted from the training done in their workplace. But somewhat
employees are not satisfied from the training therefore Reliance should focus more efforts on
their training for their development and hence for organization benefits.

Q 6) Reliance Fresh focuses on the participation in Training Program

conducted by external agencies?
Table 4.6 Showing participation of employees
Scale Strongly Somewhat Neither Somew Strongly
disagree Disagree nor hat agree
disagree Agree
Respondent 10 15 18 12 45
Percentage 10% 15% 18% 12% 45%

47
 Fig 4.6) Graph showing participation of employees

INTERPRETATION:
From the above analysis we know that reliance employees are strongly agree about the
employees participation in Training by external agencies for employees development.
About 45% of employees are strongly agreeable for training. And further 10% are totally
disagree about training.

Q 7) How Many Employees participate in the technical skill development

training ?
Table 4.7 Table showing Technical Skill Development of Employees
Particulars Percentage
All 8%
None 38%
Not Aware 54%

48
 Fig (4.7) Percentage of Employees participate in the Technical skill Development
Training

INTERPRETATION:
Indicates those workers who have under gone technical skills development training it is
nearly 8%, and also indicates those workers who have not under gone such training and such
worker comprise 38%. Indicates those workers who are not aware of such training such
comprise 53% of total percentage.

Q 8) Does Training is part of Organizational policies and provide

satisfaction?
Table 4.8 Table showing Reliance policies
Scale Strongly Somewhat Neither Somew Strongly
disagree Disagree nor hat agree
disagree Agree
Respondent 7 16 14 18 45
Percentage 7% 16% 14% 18% 45%

49
 Fig 4.8 Percentage of Reliance policies and satisfaction level

INTERPRETATION

From the above diagram it can be see that out of 100% , 45% strongly agree that they are
satisfied by Reliance policies and training system.

Q 9) How many employees & of which department are in need of training

Table (4.9) Department having more need of Training

TOTAL TRAINING
SRNO. NAME
IDENTIFIED
1 OPERATORS 59%
2 SUPERVISOR 25%
3 EXECIUTIVE 10%
4 MANAGERS 6%

50
 Fig (4.9) Percentage of Department having more need of Training

INTERPRETATION:-

From the above diagram it can be see that out of the total training identified maximum
training is required for the operators of reliance industries ltd. Only 19% of the total training
is required for the executives and managers of RILIANCE. And from the above data we can
conclude that managers need more training for improving their efficiency and effectiveness
in the company.

Q 10) About the training of communication skills?

Table (4.10) Training & Communication Skills

Options Percentage
Dreadful Communication Skill 65%
Effective communication skill 35%

51
 Fig (4.10) Percentage of Communication Skill

INTERPRETATION:

From the above diagram of staff we can clearly see that communication skill is the major
problem among them. Therefore effective measures should be taken to improve
communication between the employees. So that effective communication can took place in
the workplace because there is 65% of dreadful communication.

Q 11) Which sort of training should be offered by the Reliance?

Table 4.11 Table of Training Programmes organized by Reliance

Scale Workshops Classes Briefings Games Any

other
Number of 62 8 10 15 5
Respondents
Percentage 62% 8% 10% 15% 5%

52
 Fig (4.11) Percentage of Programmes organized by Reliance

INTERPRETATION:
62% employees prefer workshops as the best method of training over other methods like
classes- 8%, briefings 10%, and games 15%. 5% of the employees also believe that any other
on-the job methods of training should also be used. Respondent opinion shows in the above
table & diagram.

12. Are employees permitted to proceed for leave from work for attending a
training program?

Table 4.12 Table showing Leave Permittance

Scale Yes, with pay Yes, without No. only after No, except
pay working hours for special
cases
Number of 84 5 4 7
Respondents
Percentage 84% 5% 4% 7%

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 Fig 4.12 Percentage of Leave taken by Employees

INTERPRETATION:

Company gives (84%) employees time off with pay for the purpose of training. The company
provides the employees work off for training with pay and encourages them to participate
more and more in the training program.

Q 13) What about the suggestion scheme of Reliance Fresh?

Table 4.13 Employees knowing about Suggestion scheme

Particulars Percentage
Good 78%
Average 16%
Bad 6%

54
 Fig (4.13) Percentage of Employees knowing about suggestion scheme
INTERPRETATION:
1. Indicates those worker who have under gone technical skills progress training it is
nearly 78%
2. Indicates those workers who have not under gone such training and such worker
comprise 16 % .
3. Indicates those workers who are not aware of such training and such worker comprise
6%.

Q 14) How often Training program are conducted in Reliance?

Table 4.14 Table showing time when training is conducted

Particulars Every Year Every Quarter Half-Yearly Once a year

Respondents 10 20 50 20
Percentage 10% 20% 50% 20%

55
 Fig 4.14 Graph showing percentage of Training program

INTERPRETATION:
Responds of respondents proves that Reliance is doing potential effort for their employees
training and development. As 50% responded that training is held half yearly and 20%
responded quarterly. And training is also held annually and every year for making their
employees efficient.

Q 15) Is your career growth based on various Training program you

attended?
Table 4.15)Table showing benefits from Training

Particulars Yes No Sometime

Respondents 55 29 16
Percentage 55% 29% 16%

56
 Fig 4.15) Graph showing percentage of benefits from Training

INTERPRETATION:
As we all know our carrer process include varied training sessions and hence many
employees believe that training leads to better career oppourtunities therefore 55% responded
yes career growth by training sessions. But few are not satisfied and 29% responded no . As a
result reliance should focus on them.

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 CHAPTER-5

FINDINGS, CONCLUSION, SUGGESTIONS

5.1FINDINGS

1. It see that communication skill is the most important problem among them. So the
reliance should try to include more classes in its training sessions and programmed for
the improvement of communication skill of its staff members.

2. Out of the total training identified maximum training is required for the operators of
reliance industries ltd. Only 19% of the total training is required for the executives
and managers of Reliance.

3. Those worker who have under gone technical skills development

training it is nearly 78%.

4. Those workers who have not under gone such training and such worker comprise
16 %.

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 5. Those workers who are not aware of such training and those workers comprise 6%.
6. 11% of the workers are unaware about the main training in the company,
though most of them gave i.e. nearly 88% of the workers were able to answer the
question properly, they have to be given the knowledge of their training, so that they
can understand that having different types of training means they have to be well-
organized to fulfill the requirements of different work.
7. Almost 63% of worker are aware of the consequences of inward of the new
technology in the production work only but they are unaware of the long term effect.
8. 37% of the workers are unaware so HR, department should conduct a lot of
awareness program directed upon improving the basic knowledge.
9. workers regarding the strategies working of the new technology and effects of:
i. The performance of worker.
ii. From the above analysis we know that reliance use maximum option i.e.
lecture for the training purpose. After private firms reliance use conference
then job rotary motion and last case study.
10. 75% of the workers have under gone personality development training 15% have not
under gone this training and 10% of worker do not know that this training program
was conducted or not,

5.2) CONCLUSION
At present, there's no systematic standardization of the various training programmes in India.
every organization has its own ways of training for each staff and supervision. but
management ought to follow a systematic pattern for training program so the potency and
morale of workers is improved. And additionally a scientific coaching programme can enable
the management to standardize the task performance in addition as facilitate within the choice
and placement programme. Since training is continuous method and not a one time method,
and since it consumes heap of your time and additionally ends up in abundant expenditure,
thus it's necessary that the training programme or policy ought to be ready with nice thought
and care, and thence it'd additionally serve the aim of the establishment in addition because
the desires for employees. Moreover, it should guard against overtraining use of poor
instruction, an excessive amount of training in skills that are unessential for a specific job,
imitation for alternative company’s training programmes of Reliance on one single technique.
59
A fortunate training programme preassumes that sufficient care ought to be taken to find
those areas within which there's the most needs and take a look at to form the required
environment for its conduct. the chosen trainer ought to perceive clearly his job and will have
skilled expertise, has an inherent ability and skill for reaching desired objectives , ought to
additionally possesses a lovely personality and a capability for leadership, is well versed
within the principles and ways of training and is ready to understand the worth of training in
respect to an enterprise. Participants tend to be a lot of responsive to training programmes
after they feel the requirement to be told, I e. the trainee are a lot of wanting to learn if
training guarantees answers to issues or desires he has. The individual who perceives training
because the answer to issues are a lot of willing to enter into a coaching programme than the
individual who is satisfied along with his present performance skills and abilities.

5.3) SUGGESTIONS
1. Individual –needs should be considered seriously instead of cluster –needs.

2. Study material should tend quite prior to before training programme, in order that
participant makes himself aware with the study material and contents for training
programmes.

3. Aim of training should not be as: “If one participant among forty or fifty, acquires
knowledge then training is useful” Instead, it should be as: “All the participants have
to acquire knowledge as much as it is possible in the best trainings”

4. Counseling – cum – Revision session may be organized in post training session.

5. Suggestion should be invited from employees on training matters.

6. Mangers on the top ought to be awarded of the future benefits of training. They must
create to be realised that coaching isn't wastage of hands. It’s a vital issue as a result
60
 of investment in human resources is that the best investment if company extremely
desires to resurrect itself.

7. Participants should be awarded or benefited when the judgment of post-training

results.

8. The feedback forms, which are filled just after training, should not contain the name
of trainee otherwise it will reveal the facts exactly, related in the absence of faculty.

9. After training, marks may be awarded to the participants. One copy of mark sheet
may be given to the participant, during the time of promotion, or at the time of
joining any other organization these certificates will work as booster for his desired
goal, then they will participate in training very actively. However it is also important
that before touching the service records for this purpose, all the recognized unions
must be taken into confidence, otherwise agitation will come out, as unions in
RELANCE are very active.

 Feedback forms should be filled three times after the training.

(I) Just after the training, to assess awareness of trainee for the given training. It
will also assess whether any change has occurred in the person during the
training programme.

(II) Feedback form should be filled after sometime (say after one month) of the
training. This from will evaluate the changes in participants actual work
behaviour and will monitor the performance of trainees on the job.

(III) After two or three months, there should be another feedback form for the
assessment of changes in the functioning of a part or all of the organization.
Training output and financial assessment (cost- benefit evaluation) will be
assessed by this follower.

61
 BIBLIOGRAPHY
REFRENCES:
1.) Fox, Wayne L.., (1969). Aptitude level and the acquisition of skills and knowledges in a variety of
military training tasks. Journal of Training and Development 45. 26.
2.) Martin Mulder, (2001). Customer satisfaction with training programs.Journal of
European Industrial Training 25(6): 321-31. 22.
3.) Shreya Sarkar-Barney, (2004). The role of national culture in enhancing Training
Effectiveness: A Framework, Advances in Human Performance and Cognitive Engineering
Research 4: 183-213. 21.
4.) Franco Gandolfi, (2006). Training and Development in an Era of Downsizing. Journal
of management research 9(1):
5.) David and Mammed Bagher, (2006). Diversity training in organisations: an
introduction. Journal of European Industrial Training 34 (6): 493-505.
6.) Anupama Narayanan and Debra Steele-Johnson, (2007). Relationships between prior
experience of training, gender, goal orientation and training attitudes. The International Journal
Training and Development 11(3): 167-80. 20.

62
 7.) Thomas Andersson , (2007). Struggles of managerial being and becoming:
Experiences from managers’ personal development training. Journal of Management
development 29(2): 167-76.
8.) Cary Cherniss, et.al., (2008). Process-designed training: A new approach for helping
leaders develop emotional andsocial competence. Journal of Management
development 29(5): 413-31.
9.) David pollitt, (2008). Training restores pride among customer-service staff at Johnson
apparelmaster. Journal of human resource management international digest 16(1): 13-15. 14.
10.) Olaniyan, D. A. and Lucas. B. Ojo, (2008). Staff Training and Development: A vital tool for
Organizational Effectiveness. European journal of Scientific Research 24(3): 326-31.
11.) Pilar Pineda (2009). Evaluation of training in organizations: a proposal for an
integrated model. Journal of European Industrial Training 34(7): 673-93.
12.) Eugen Rotarescu, (2010). Alternative selection under risk conditions in
Human Resource Training and Development through the application of the estimated
monetary value and decision tree analysis. Journal of Management and Economics 4
(60): 468-75.
13.) Muhammad Zahid Iqbal, t.l., (2011). An Empirical Analysis of the
Relationship between Characteristics and Formative Evaluation of Training. The
International Journal of Business Research 4 (1): 273-86.

WEBSITES

1. www.Reliancemoney.com
2. www.wikipedia.org

63
 ANNEXURE/APPENDIX

SAMPLE QUESTIONNAIRE

ANJALI DHINGRA of BBA is doing summer training from RELIANCE FRESH, Delhi. I
assure you that the information given by you will be kept confidential:
Section —A
Personal information
Name............................. ............ . .............. . .................... .
Age ………………………..
Gender……………
Marital status………………….
Highest qualification…………………
Grade of employment……………..
Department……………..

Section –B

64
Q.1) Are you aware about the training?

a) Aware workers

b) Unaware workers

Q.2) Do the training objectives met during the training sessions?

a) Strongly disagree

b) Somewhat disagree

c) Neither Agrees nor Disagree

d) Somewhat agree

e) Strongly agree

Q.3) Which method is used in reliance industries ltd. for training?

a) By job rotation

b) By conference

c) By lecture

d) By case study

Q.4) Do the training program of Reliance fresh turns out to be effective?

a) Yes

b) No

c) Not aware

Q.5) Training session conducted in the organization benefits the employees?

a) Strongly disagree

b) Somewhat disagree

c) Neitheragrees nor disagrees

d) Somewhat agree

65
e) Strongly agree

Q.6) Reliance fresh focuses on participation in Training Programs Conducted By External

Agencies?

a) Strongly disagree

b) Somewhat disagree

c) Neither agrees nor disagrees

d) Somewhat agree

e) Strongly agree

Q.7) How many employees participate in the technical skill development training?

a) All

b) None

c) Not aware

Q.8) Does Training is a part of Organizations Policies and does it provides satisfaction?

a) Strongly disagree

b) Somewhat disagree

c) Neitheragrees nor disagrees

d) Somewhat agree

e) Strongly agree

Q.9) Which department in the organization has more need of training?

a) Operators

b) Staff

c) Executives

d) Managers

Q.10) Do the training improves the communication skills and overall personality of the
employees?

66
a) Disagree

b) Agree

Q.11) Which sort of training should be offered by the Reliance?

a) Workshops
b) Classes
c) Briefings
d) Games
e) Another
Q.12) Are employees permitted to proceed for leave from work for attending a

training program?
a) Yes, with pay

b) Yes, without pay

c) No, after working hours

d) No, except for special class

Q.13) What about the suggestion scheme of Reliance Fresh?

a) Good

b) Average

c) Bad

Q.14) How often Training program are conducted in Reliance?

a) Every month

b) Every Quater

c) Half Yearly

d) Once in a Year

Q.15) Is your career growth based on various training programme you attended?

a) Yes

b) No

67
c) Sometime

I hereby declare that the above mention information is true from the best of my knowledge.

__________________
(Signature)

68