To Study Recruitment and Appraisal Process at INDOMALT PVT LTD.

INDOMALT PROCESSORS PVT LTD.

Submitted in partial fulfillment of the requirements

for the award of the degree of

Bachelor of Business Administration (BBA)

To

Guru Gobind Singh Indraprastha University, Delhi

Guide: Submitted by:

DR.MOHITA MATHUR RANDEEP SINGH

Roll No.:43124401717

Institute of Innovation in Technology & Management,

New Delhi – 110059

Batch (2017-2020)
1
 INDEX

S.NO. TOPIC PAGE NO.

1 Certificate
3
2 Acknowledgement
4
3 Introduction
5
4 Data Analysis
19

5 Conclusion
44
6 Reference/Bibilography
48

2
I, Mr./Ms. RANDEEP SINGH, Roll No. 43124401717 certify that the Project Report/Dissertation BBA-311) entitled
“Study Recruitment and Appraisal Process” is done by me and it is an authentic work carried out by me at
INDOMALT PVT. LTD.. The matter embodied in this project work has not been submitted earlier for the award of
any degree or diploma to the best of my knowledge and belief.

Signature of the Student

Date:

Certified that the Project Report/ Dissertation (BBA-311) entitled “To Study Recruitment and Appraisal Process at
INDOMALT PVT. LTD.” done by Mr./Ms. RANDEEP SINGH, Roll No. 43124401717, is completed under my
guidance.

Signature of the Guide

Name of the Guide:

Designation:

Date:

Countersigned

(Director/Project Coordinator)

3
 ACKNOWLEDGMENT

Preparing a project of this nature is an arduous task and I was so fortunate to get support from
many people to whom I shall always be grateful. I would like to record my gratitude to
“INDOMALT PVT. LTD” for allowing me to understand this project.

I would also like to thank my faculty member, Dr. Mohita Mathur, Associate Professor, IINTM,
Janakpuri, for her guidance, precious time and support that she offered.

Last but not the least, I would also like to thank all the respondents for giving me their precious
time and relevant information and experience that I required towards fulfilment of this project

4
 Chapter-1

(Company profile)

COMPANY PROFILE

1.1 Name of the company: Indomalt Processors Pvt ltd.

1.2 Office Address : 187 Golf links New Delhi 110003 IN

1.3 Website Name: http://indomalt.com/

1.4 Local/National/Multinational Company: National Company

1.5 Company :- They manufacture and supply Malts to the brewing, distilling, confectionary and
health drinks industries in India.

5
1.2 Nature of the Company

Indomalt has been in the malting business for over three decades now, and has been the
supplier of choice for its key customers. Based on its constant endeavour to continuously
innovate and supply its customers the best quality malt, Indomalt has been closely associated
working with some of its customers for over 30 years. Close cooperation and understanding the
customer requirements has resulted in long and fruitful relationship with its customers, some
of which have been associated with the company since its inception.

Functional Areas: It Mainly Focuses on Producing Malt.

6
1.3 Company’s Vision and Mission

VISION

Indomalt is commited to ensure the highest quallity and customer satisfaction by providing
consistently good quality malt to its customers always. The company believes in maintaining the
highest quality by a combination of 'state of the art technology' and qualified, skilled and
motivated 'manpower' whose constant endeavour is to deliver the best to its customers at all
times

Mission
Our mission is to make the Best Barley Malt in India. To Become a leading Malt Producing Firm
in Country.

7
1.4 Service Range of company

B2B i.e. Business to business company it Provides their well known malt to the alcohol

makers as well as to the Horlicks.

8
1.5 Size of the company

9
10
Objective of the Study
• HR planning
• Recruitment and selection
• Training and development
• Performance Appraisal

The department looks after these functions. They each have responsibilities to look after
moreover some other things are also look after like maintaining employee vehicles record,
insurance for employees, arranging recreational activities for employees.

So overall HR department of Indomalt is performing its duties very fine.

11
2.1 HR Planning

Step 1: Assess your current human resource capacity

Start by looking at your current human resources state of play. This will involve analyzing the
HR strength of your organization across factors including employee numbers, skills,
qualifications, experience, age, contracts, performance ratings, titles, and compensations.
During this phase, it’s a good idea to gather insight from your managers who can provide real-
world feedback on the human resource issues they face, as well as areas in which they think
changes are necessary.

Step 2: Forecast future HR requirements

You will then need to look at the future HR needs of your organization and how human
resources will be applied to meet these organizational goals. HR managers will typically look at
the market or sectoral trends, new technologies that could automate certain processes, as well
as industry analysis in order to gauge future requirements. Of course, there are a number of
factors affecting human resource planning such as natural employee attrition, layoffs, likely
vacancies, retirements, promotions and end of contract terms. Above all of this, you will need
to understand the goals of the organization: are you entering a new market, launching new
products or services, expanding into new areas. Forecasting HR demand is a complex task based
on several dynamics. Being informed and having a seat, or at least an ear, at boardroom level is
essential if you are to make accurate HR projections.

Step 3: Identify HR gaps

An effective human resource plan walks the fine line between supply and demand. By assessing
the current HR capacity and projecting future requirements you should have a clear picture of
any gaps that exist. Using your HR forecast you can better judge if there will be a skills gap, for
example. Should you upskill existing employees or recruit employees who are already qualified
in specific areas? Are all current employees being utilized in the right areas or would their skills
be better suited to different roles?

Step 4: Integrate the plan with your organization’s overall strategy

After you’ve assessed your current human resources capacity, projected future HR demands
and identified the gaps, the final step is to integrate your human resources plan with your
organizational strategy. On a practical level, you will need a dedicated budget for human
resources recruiting, training or redundancies, and you will also need management buy-in
across the business. You will need cooperation and the necessary finances in order to
implement the plan and a collaborative approach from all departments to put it into practice.
Learn about the benefits of strategic human resource management.

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2.2 Recruitment And Selection

1. Recruitment Planning:

The first step involved in the recruitment process is planning. Here, planning involves to draft a
comprehensive job specification for the vacant position, outlining its major and minor

responsibilities; the skills, experience and qualifications needed; grade and level of pay; starting

date; whether temporary or permanent; and mention of special conditions, if any, attached to the

job to be filled ”

2. Strategy Development:

Once it is known how many with what qualifications of candidates are required, the next step

involved in this regard is to devise a suitable strategy for recruiting the candidates in the

organisation.

ADVERTISEMENTS:

The strategic considerations to be considered may include issues like whether to prepare the

required candidates themselves or hire it from outside, what type of recruitment method to be

used, what geographical area be considered for searching the candidates, which source of

recruitment to be practiced, and what sequence of activities to be followed in recruiting

candidates in the organisation.

13
3. Searching:

This step involves attracting job seekers to the organisation. There are broadly two sources used

to attract candidates.

These are:

1. Internal Sources, and

ADVERTISEMENTS:

2. External Sources

These have been just discussed, in detail, under 6.3 Sources of Recruitment.

4. Screening:

Though some view screening as the starting point of selection, we have considered it as an

integral part of recruitment. The reason being the selection process starts only after the

applications have been screened and shortlisted. Let it be exemplified with an example.

14
2.3 Training and Development
Step One: Identify the Need

Your employees have different needs. Whether those needs are individual or as a specific
group within the company, it’s your job to identify those needs before you design a training or
development program.

00:02
00:59

If the training is for new employees, they will need an introduction to the company culture,
policies and procedures. Once they have completed this training, they will move on to job-
specific training for their roles in the business. This step in the process is where you will need
to have several different training programs in place.

If the training is for existing employees who are cross-training or moving to different positions
within the company, they can go through the same job-specific training as new employees.

Step Two: Plan the Training and Development Process

Once you identify the need, you'll decide which information you plan on delivering. If you
already have clear business and managerial goals in place, use this information to help develop
your program. Ensure your goals align with the training and development process.

The next step is to design the process of hiring and training new employees, which includes
initial onboarding tasks and review of the company’s policies and procedures. Finally, you'll
create the curriculum or materials for training employees on their job-specific duties.

Step Three: Implementing the Training and Development Plan

Having an excellent training and development process on paper is a start. But it’s how you
deliver the information that matters. Depending on your type of business, this process may take
place in-house, online or off-site at a corporate headquarters.

15
Step Four: Track the Progress

An effective training and development program always involves follow-up. Start tracking an
employee as soon as they complete the initial training and development program. Tracking
helps you determine if the employee understands his or her role and employer expectations,
and gives you feedback on the process so you can make adjustments, if necessary. You should
also track progress on existing employees who go through a new training program.

By training and developing your workers, you can increase productivity, reduce employee
turnover and decrease the need for supervision.

2.4 Record Keeping

If you employ people under a modern award or agreement, you're legally required to
keep accurate and complete time and wages records and issue pay slips to each
employee. You need to keep each employees' time and wages records for at least seven
years and make sure they are always accessible for inspection. The records should be in
plain English, easy to read and not altered in any way, unless correcting an error.

Employees must also be given a copy of their employment records should they request
it.

• Read more about providing employee pay slips.

• Read more about your legal obligations as an employer.

Whilst not all employee records are legally required to be kept, it may be best practice
to keep employee records such as;

• Employee resume and job application details

• Employee workplace performance records
• Employee trade certificate or registration certificates

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2.4 Performance Appraisal

1. Management by Objectives (MBO)

Management by objectives (MBO) is the appraisal method where managers and

employees together identify, plan, organize, and communicate goals. After setting clear
goals, managers and subordinates periodically discuss the progress made to control
and debate on the feasibility.

This process usually lays more stress on tangible work or career-oriented goals. So,
intangible aspects like interpersonal skills, job commitment, etc. are often brushed
under the rug. This method is slightly expensive and time-intensive.

2. 360-Degree Feedback

Once-in-a-year performance appraisals are lackadaisical and don’t work. Workers need
ongoing communication with team leaders and managers. A continuous process, like
360-degree feedback, can help employees stay motivated. This is one of the most
widely used appraisal methods.

In 360-degree feedback, every employee in an organization appraises his/her

managers, peers, customers, suppliers, and also does a self-evaluation. This method
ensures effective performance analysis and Total Employee Involved (TEI). If not
handled properly, this method can also suffer from the subjectivity of the appraiser.

3. Assessment Centre Method

The assessment centre method tests employees in a social-related situation. This

concept was introduced way back in 1930 by the German Army but it has been polished
and tailored to fit today’s environment. Employees are asked to take part in situation
exercises like in-basket exercises, work groups, simulations, and role-playing exercises
that ensure success in a role.

While it gives an insight of the employee’s personality (ethics, tolerance, problem-

solving skill, introversion/extroversion, adaptability, etc.), it can also breed unhealthy
competition among the workers and bears adverse effects on low performers.

17
 INDOMALT SWOT Analysis, Competitors & USP

SWOT analysis of INDOMALT analyses the brand/company with its strengths, weaknesses,
opportunities & threats. In INDOMALT SWOT Analysis, the strengths and weaknesses are the
internal factors whereas opportunities and threats are the external factors.

INDOMALT SWOT, Competitors, Marketing STP & Brand analysis Table

Below is the Strengths, Weaknesses, Opportunities & Threats (SWOT) Analysis of

Strength
Indomalt. Strengths are:
1. The brand name conveys the malt basis of the formulation and once was synonymous
with malt drinks category
2. Communication aptly targets kids by bringing in cartoon characters like Scooby doo.
3. It enjoys the strong distribution network of INDOMALT

Here are the weaknesses in the Indomalt SWOT Analysis:

Weakness
1. INDOMALT has not paid much attention to the brand and treated it as a flanker brand for Boost
and Horlicks
2. Indomalt, once a very popular brand, has lost significant brand equity due to lack of advertising
and promotion.

opportunities
Following are the Opportunities in Indomalt SWOT Analysis:
1. Demographic trends like increasing population and purchasing power favor the consumer healthc
opportunities for growth.
2. Increasing penetration in rural markets

Threats
The threats in the SWOT Analysis of Indomalt are as mentioned:
1. Aggressive marketing and promotion by competition
2. FDI in retail thereby allowing international brands and increasing bargaining power of big retailers whi
for better margins

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 CHAPTER - 3
(DATA PRESENTATION AND ANALYSIS)

ACTUAL OPERATIONS AT “INDOMALT”

3.1 HUMAN RESOURCE PLANNING

Planning is an integral process to achieve goals. Human resource planning is a process that
identifies current and future human resources needs for an organization to achieve its goals. As
INDOMALT is Turkish company so the planning is made in headquarters but with Collison with
the concerned country.

Once a plan come from HQ then the manager has meeting with its HR team. He informs them
about the meeting and then set goals. Planning is done in many matters in INDOMALT
regarding:

 Hiring Plan

 Training Plan

Hiring Plan

A budgeted plan comes that how many head count is needed for the month. Then the
manager has a meeting with its team and communicates the targets with them. Then they all
work on their targets to achieve it. In this plan they first see how many people will be needed

19
to hire, what will be the selection procedure, where they will conduct interviews and other
matters related to it.

Training Plan

Like hiring plan, training plan is also made. After the hiring the employees they have to go to
for 45 days for training if they So, for that the HR department has to make necessary
arrangements. They must make arrangements for their Induction and other training related
matters.

3.2 RECRUITMENT AND SELECTION PROCEDURES

The recruitment and selection process is of paramount importance in order to recruit staff
with the necessary skills and attributes to enable the Organization to fulfill its corporate aims
and objectives. The Recruitment and Selection Policy and Procedures aim to provide clear
guidance to managers in relation to both the selection and appointment of staff.

Recruitment Policy of INDOMALT

This policy and procedures aim to achieve the following objectives:

 Recruit staff with the appropriate skills, both technical and personal, in order to meet the

Organization’s current and future requirements.

20
 To ensure that staffs appointed to posts are qualified to carry out such duties, as per Job
description& specification.

 Work to a fair and effective recruitment procedure, which is consistent with

recruitment guide line.

 Develop and enhance the public image of the INDOMALT, as an employer.

Internal candidates or others personally known to the interview panel must be treated in
exactly the same way as all other candidates.

This policy applies to:

Eligible for all facilities and benefits as per company policies and
Permanent Employees
procedure.

Not eligible for any facility and or benefit unless if specifically

recommended by the GM.

Contractual Employees

Before recruitment begins, the following will be given consideration:

21
  Is it necessary to fill the vacancy? (justification from HOD is mandatory)

 Does the role require changes in duties and responsibilities?

 Is it appropriate to evaluate the grade of the post?

 Could the work be accommodated in other ways?

 What terms and conditions are being offered for the post? Are they appropriate and
consistent with the rest of the INDOMALT.

PROCEDURE

In order for the recruitment process to commence, the Department must gain
authorization, using appropriate documentation. The following documentation must be
completed for recruitment to all posts.

ERF (Employee Requisition Form)

Completion of this document is intended to ensure that all staff recruitment is either covered
by the existing approved budget or for any additional staff exceeding manpower budget, it will
be approved by the GM. It enables the appointing Department to gain appropriate

22
authorization from Senior Management to enable the recruitment process to start.
Incomplete forms will have to be returned to the originating department for completion,
possibly resulting in a delay.

Upon receipt of a fully completed and authorized form, the HR Department will initiate the
process.

1. Advertising

It is normal practice that all vacancies are advertised, both internally within the Company, as
well as externally. However, where it is considered that existing staff have the prerequisite
skills, qualification & experience, consideration may be given on merit basis.

2. Selection/ Shortlisting

Candidates will only be shortlisted for interview if they meet all the essential criteria defined in
the ERF Form. If the number of candidates meeting the essential criteria is excessive, further
selection must be undertaken utilizing the desirable criteria to achieve a workable shortlist
(suggest not more than 3). Short listing must be undertaken by at least two individuals who
are experienced in the recruitment process and who will go on to be involved in the
interviewing process.

3. Interviewing

The interview must be conducted by a panel. All interviews for one post must be conducted
by the same panel.

23
Following shortlisting, selected applicants will be invited for interview by HRD. The purpose of
an interview is to facilitate the selection of the most suitable candidate for the post, although it
should be recognized that this is only one part of the selection process.

4. Conduct of the Interview

When conducting interviews, every member of the panel must make notes of questions asked
and answers given. This will provide feedback and evidence of why the candidates have been
selected or rejected.

The panel must determine, prior to the interview, the questions and areas of discussion which will
be put to each candidate. Care must be taken to avoid questions which are discriminatory.

The following are the administrative responsibilities of the HR.

 Advise candidates, what will be the next.

 Advise candidates that all employment is offered subject to satisfactory references which
meet Company requirements and appropriate medical (if appropriate to the role).

 HR will verify shortlisted candidate’s background by contacting at least 2 previous

employers.

24
  HR to verify Educational credentials of newly recruited employees.

5. Applicant Status

Officers and above may receive formal written communication informing them of the status of
their application.

After the selection process when a candidate has been hired on the joining day, the employee
has to submit the following documents to the HR Department:

 Joining Report
 One copy of National ID Card
 Two copies of recent passport size photographs

Copies of educational and professional degrees/certificates

2.5 ORIENTATION

The orientation program objectives are to provide new employees with standardized information in
maintaining and developing their commitment, motivation and participation in achieving both the

25
department’s and organizational objectives & goals.A good induction promotes positive insights
about the work place and aids the new member’s adjustment to the job.

Orientation occurs at two levels:

 HR & Admin
 Departmental

HR & Admin

That consists of:

 Company Profile.

 Culture consciousness.

 Business Awareness.

 Work rules and Benefits.

 Department’s SOP.

Departmental

26
Departmental inductions are arranged by the Shift In charge / Manager of the hiring
department during the first week of employment.

Departmental inductions shall include the following but not limited to:

 Department’s work schedule.

 Thoroughly explaining the job duties and responsibilities by reviewing the

employee’s job description (Provide a copy of JD to new employee).

 Discuss the performance standards / expectations for performance

Provide overview of department’s functions. (I.e. work performed, current and ongoing
initiatives or projects, organizational structure and reporting lines, workflow etc.)

2.6 TRAINING & DEVELOPMENT OF EMPLOYEES

Human Resource is the key to success of organization. Training and development is a function
of human resource management concerned with organizational activity aimed at bettering the
performance of individuals and groups in organizational settings. It has been known by several
names, including "human resource development", and "learning and development".

At INDOMALT training of employees is done according to specific procedures. Training and

health check-up for workers & staff is done periodically for all the process. Calibration of
machines, equipment’s & instruments is validated and done periodically.
Following are the steps taken by the company:
27
Steps of training program

A typical training program can be classified into 5 steps

1 Need Analysis

2 Instruction Design

3 Validation

4 Implementation
5 Evaluation and Follow-up

Need Analysis:

✓
Identify the specific job performance skills needed to improve performance and

productivity.

✓
Analyze the skills and needs of the prospective trainees and to develop specific measurable knowledge to
perform their job.

✓
To ensure that the program will be suited to the trainee’s specific levels of education, experience and
skills.

✓
Use study report to develop specific measurable knowledge and performance objective

28
Technique to identify Training Needs:

Two main techniques for identifying training needs are use

 Task analysis
 Performance analysis

Task analysis:

The first step in training is to determine what training, if any, is required. The main task in
assessing the training needs of new employees is to determine what the job entails and break it
down into subtasks, each of which is then taught to the new employee. So, task analysis is a
detailed study of a job to identify skills required so that an appropriate training program may be
instituted.

Task Analysis form contains six types of information

 Task list

 Skills Required

 Where best learned

 How often performed

 Performance Conditions
29
 Quantity, Quality Standards

Performance Analysis:

Verifying that there is a performance deficiency and determining whether that deficiency
should be rectified through training or some other means (such as transferring the employee.

2. Instructional Design:

 Gather instructional objectives, methods, media, description of and

sequence of content, examples, exercise and activities.

 Make sure all materials such as video scripts, leader’s guides and
participant’s workbooks, complement each other are written clearly and
blend into unified training geared directly to the stated learning objectives.

 Carefully and professionally handle all program elements-whether

reproduced on paper, film or tape to guarantee and effectiveness.

3. Validation:

Introduce and validate the training program before it presented to the trainee.

30
4. Implementation:

When applicable boost success of training workshop focuses on presentation

knowledge and skills in addition to training content.

5. Evaluation and
Follow-Up: Asses
program success-
according to

Reaction: Document the learner’s immediate reactions to the training.

Learning: Use feedback devices or pre and post tests to measure what
learners have actually learned.

Behavior: Note supervisor’s reactions to learner’s performance following

completion of the training. This is one way to the degree to which learners apply
new skills and knowledge to their jobs.

Results: Determine the level of improvement in job performance and

assess needed maintenance

Setting training objective

31
 After training needs have been analyzed, concrete and measurable training
objectives are set. Objectives specify that what the trainee should be able to
accomplish after successfully completing the training program.

Techniques of training program:

After determining employees training needs, setting training objectives and

designing the program, the training program can be implemented. Most
popular training techniques are:

✓
On the job training

✓
Off the job training

➢
On the job training:

On the job training is like having a person learns a job by actually performing it. Virtually every
employee, from mailroom clerk to company president gets some on the job training when he or
she joined the firm. A useful step by step job instruction approach for giving a new employee on
the job training is as follows:

 Preparation of learner

 Presentation of the operation

32
 Performance tryout

 Follow-up

➢
Off the job training:

Employee training at a site away from the actual work environment. It often utilizes
lectures, case studies, role playing, simulation, etc.

INDOMALT uses Class room lectures, role playing and case studies to train employees

3.3 APPRAISING & MANAGING PERFORMANCE

Performance appraisal

A performance appraisal compares each employee’s actual performance with his or her
performance standards. INDOMALT uses job analysis to determine the job’s specific
activities and performance standards.

Following methods are used by INDOMALT

1. Rating scale
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Traits are rated on scales include employee attribute such as cooperation, communicative
ability or initiative etc that has several points ranging from “poor to excellent” Each behavior
can rate at one of 7 scales as follows (you can set scales depend on your requirements)

• Extremely poor (1 points)

• Poor (2 points)
• Below average (3 points)
• Average (4 points)
• Above average (5 points)
• Good (6 points
• Extremely good (7 points)

2. Essay method:

It permits the appraiser to examine the attribute of performance. In this style of performance
appraisal, managers/ supervisors are required to figure out the strong and weak points of
staff’s behaviors. Essay evaluation method is a non - quantitative technique. It is often mixed
with the method the graphic rating scale.

Input of information sources

• Job knowledge and potential of the employee;

• Employee’s understanding of the company’s programs, policies, objectives, etc.
• The employee’s relations with co-workers and superiors;
• The employee’s general planning, organizing and controlling ability;

34
3. KRA-: KRA stands for Key Responsibility Areas and directly follow from Job
Description of an employee. KRAs document the specific areas in which an employee is
expected to work.

Here are the 7 steps to help you write employee Goals from Job Descriptions (KRAs).

1. Identify the appropriate Organization KPIs where the employee can contribute
meaningfully. It is important to note that all KPIs are not applicable to each employee.
2. Document the responsibilities of the employee in relation to the work they are doing. For
the same Job Description, different employees may have different work responsibilities.
3. The unique responsibilities found in step 2 above will help shortlist KRAs to be used for this
employee. Map these to the department or organization KPIs.
4. Categorize what the employee is expected to achieve into 2 different areas viz
1. Measurable: Those achievements that are measurable in numbers, percentages or
yes/no answers. Examples: Number of Hires, Number of Trainings Conducted, Number
of New Customers, Percentage Increase in Revenue, Number of Customer Calls
Handled
2. Non-measurable: Those achievements that cannot be measured easily. Examples:
Brand value, NPS, Productivity, Employee engagement
5. Write each Goal making sure you clearly articulate the statement, have a measurable
target and a realistic timeframe. Try to focus on the measurable goals first.
6. Discuss the goals with the employee and take their acceptance.
7. Review the goals and achievements on a quarterly basis. Organization needs (KPIs) evolve
and the employee goals should be changed too.

3.4 PROCEDURE OF RECORD KEEPING OF EMPLOYEES

35
The procedure of record keeping of employees at INDOMALT is very simple and easy. When
employee is hired an Offer letter is sent to him through mail or courier. He receives the letter
and sign it accepting the offer and then send a copy of the letter back to HR Department. Then
on his first day he visits the HR Department where following documents are taken from him:

 Copies of educational and professional degrees/certificates

 Two copies of recent passport size photographs
 One copy of National ID Card

After receiving the above documents Appointment Letter is given to him. After reading the
Appointment letter he signs the letter and the HR department Makes copy of the Letter after

that all the other procedure regarding account of employee, car of employee and other matter
is continued but the documents of employee are completed.

Then the procedure of Filing of Documents starts. There is a checklist of documents which
is pasted in every file it contains

1. 2 passport size photographs.

2. Photocopy of CNIC
3. Letter - Offer
4. Letter - Appointment
5. Form - Employment Requisition
6. Form - Interview assessment
7. CV /Resume
8. Form - Employee data.
36
 9. Copy of Education and Experience certificates
10. Employment References (If any).
11. Duly filled and signed Reference check Form.
12. Form Probation Confirmation / Extension
13. Form – Leaves
14. Disciplinary record
15. Letter – Increment / Misc.

Research Design

The research will be in the form of descriptive survey. This is an ideal methodology
when collecting information about people ‘s attitudes, opinions, habits or any of the
variety of education or social issues. It is a method of collecting information by
interviewing or administering a questionnaire to a sample of individuals.

Population

The research will focus on INDOMALT employees. There are 55 employees in various
Department.

Sample description (sample size, sampling method)

A listing of all the employees in management sections will be obtained from the administration
office from most senior grades to the least. Stratified proportionate sampling technique will be
used, the strata in this case being different grades of employees in management department.
37
Systematic sampling and recording will be used. A sample of the different sections in management
will be used to get the number of respondents to be interviewed as shown below.

Table: INDOMALT EMPLOYEES

Department Number of employees Sample Size

General Management 3 2

Finance 4 3

HR & Admin 6 4

IT 1 1

Legal 1 1

Marketing 2 1

Sales 35 12

Supply Chain 3 1

Total 55 25

Method of data collection

This study will rely on primary data. The primary data will be collected through a semi –
structured questionnaire. The questionnaire will consist of open ended and closed questions. It

38
will answer the research objective which was to find out the effect of training and development
on employee performance.

Limitations of Research

Most of the respondents could not answer the questionnaires themselves (only 20 respondents
filled the questionnaires themselves) and were not willing to give responses to some questions.

Since I met most of the respondents at their meeting places, some of the respondents viewed
me negatively as increasing their time of the meeting, making them give vague answers as they
were in a hurry. To reduce this, I had to reschedule administering the questionnaire to another
time and place to the respondent’s convenient time and place.

Data Analysis

It was important under the training methods objective for the study to determine the kinds of
training that take place at INDOMALT. Our research narrowed down to the components of the
job and development training which involved Communication skills, Products and services,
Customer Experience Program and Relationship Management Summary of Training Objectives

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Types of Training Objective

To improve respondent‘s

listening skills,

Passing of information to

the customers in the

Communication Skills correct mannerism i.e. tone

of voice and pace

ensuring full understanding

by the customer of

solutions offered.

To be able to offer needed

solutions to
Products and Services
customers in the shortest

time possible

To be in the customer‘s

Customer Experience shoes and be of needed

assistance

To increase knowledge and

skills in customer

Relationship Management retention and business

growth .

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Effectiveness of Training and Development

It is also important to look at the effectiveness of the training in terms of the quality, relevance,
contribution in improving performance and motivation.

1. Quality of the Training

The respondents were asked to rate the quality of the training they have participated as

excellent, very good, good, average and poor. Table below illustrate the respondents.

1.1 Response on the Quality of Training

2. Relevance of Training to the current Job

The respondents were further asked if the training they have received was
relevant to their current job or work in the organization.

yes 80%
no 17%
Not sure 3%

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3. Training and Employee Performance

In measuring the effect of training and development on employee

performance and productivity, respondents were asked the key question ―In
your opinion, do you think training has helped improve your performance
since joining INDOMALT

4. Need for Further Training

It was relevant to find out whether the respondents felt the need for further training.

5. Motivation and Training

Training is a planned and systematic effort by which Managements of organizations

aim at altering behavior, and encouraging employees in a direction that will achieve
organizational

goals. One of the key known benefits of training is the motivation it provides those to who
receive it. The study therefore sought the opinion of the respondents whether they feel
motivated and satisfied with the training

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5.1 Response on Effects of Training on Motivation of Employees

43
 Chapter-4

(Summary & Conclusion)

Conclusion

On the whole, the study sought to investigate the effect of training and development on
employee performance. INDOMALT will need to take action to correct its training and
development activities, and make sure the processes involved are duly followed. The findings
of this research indicated that INDOMALT nature of work depends mainly on market and
customer dynamics, modern technology as well as new and varied products and services. This
makes continuous training and development of its human resource crucial and vital, taking into
consideration the rapid customer satisfaction. From the results of the study, it can be
concluded that HAYT KIMYA certainly has a well-established policy to invest in the training and
development of employees, however the processes involved are not being duly followed.
Employees who realized the need for change of attitude and want to develop themselves
through formal education in order to be abreast with modern technological advances
sponsored have themselves to acquire these skills.

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 Summary of Findings

Data collected from interviews with the Group Human Resource Manager and Talent
Acquisition Manager, and INDOMALT employees indicates that indeed training and
development activities date back to the early years when the organization was established.
Thus, training and development activities have long been human resource management tools
at INDOMALT even in the recent past. The results and findings is broadly in consistent with
prior management literature on training and development. The study attempted to establish a
relationship between training and development and individual performance. The findings are
that many of the respondents feel motivated by the training program. Clearly also, an
overwhelming majority of respondents do believe that training has had a positive effect on
their performance and further agreed that training indeed had effect on their job skills. In
addition, the results indicate that training program quality were relevant and consistent with
the company’s guideline and compulsory practice on training. However, it was also established
that the respondents do not feel that training has offered them opportunity to identify potenti

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 Chapter-5
(Recommendations)

6.) Recommendation:-
The suggestions I have given for the betterment are explained below:

In order to achieve the benefits of training initiative, INDOMALT should ensure that the
following are instituted at the work place.

1. Identification of training needs should be done more professionally in conjunction with

the line manager as well as the individuals involved together with the HR personnel. Everyone
involved should agree exactly to what the trainees are lacking, for instance what skill is needed,
and what attitudes need to be changed toward work performance.

2. They should see learning, training and development as well as training ‘s objectives,
plan, implementation and evaluation as a continuous process for organizational development
and survival. Organizational career planning involves matching an individual ‘s career
aspirations

with the opportunities available within the organization.

3. For career management to be successful, both the management and employees must
assume equal share of the responsibility for it. Employees must identify their aspirations and
abilities, and through counseling recognize what training and development needs are required
for a career information and training to its employees. Development and succession planning
will also play a great role. Career progressions projection plans, and training and development
projections should be made available to each employee.

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4. Motivation generally seeks to boost employees ‘morale to work hard and thus
increase productivity. It is with this that the researcher wishes to recommend that in
instituting proper training and development programs, INDOMALT should initiate
policy for motivation attached to training. Motivation include both extrinsic, such as
more pay, allowance, fringe benefits, and intrinsic such as recognition, appreciation,
acceptance by fellow workers, opportunities for promotion, career development and
consultation for important matters. Morale on the other hand increases productivity
indirectly by reducing absenteeism, accidents, employee turnover and grievances. This
means that the workforce can never develop in an organization where there is low
morale and lack of motivation because motivation as these leads to job satisfaction,
which in turn leads to development.

5. They Should Start Doing E-Recruitment Hence they are only doing offline
Recruitment for all kinds of job positions. They don’t post ads or any kind of job
positioning on Monster.com, wisdom jobs etc.

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 Chapter-6
(References/Bibliography)
REFERENCE/BIBILOGRAPHY
• REFERENCE FROM BOOKS

1.Managing Human Resources TATA McGrawhill Hill 2010.

https://en.wikipedia.org/wiki/SWOT_analysis ; Date of access 20th

August 2019
Human Resource Management SS Khanka S Chand Publishing 2012
https://books.google.co.in/books?id=ObvGeTtYp_8C&source=gbs_similarbooks Google
books HRM.
https://books.google.co.in/books?id=jpFeBAAAQBAJ&source Human Resource
Management 2014

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