“TRAINING AND DEVELOPMENT PROCESS AT

BIG BAZAAR, FUTURE GROUP, BHUBANESWAR’’

Summer Internship project

Submitted to

FAKIR MOHAN UNIVERSITY

In partial fulfillment of the requirements for the award of the degree of

MASTER IN BUSINESS ADMINISTRATION

Submitted by:
Biswaranjan Nayak
Roll No:13201FM173017
Regd.No:-02866/18
Under Guidance
Dr. Artta bandhu Jena
(2018-20)

P G Department of Business Management

Fakir Mohan University, Vyasa Vihar
Balasore-755019, Odisha, India
 DECLARATION
I hereby declare that the project report entitled “A study on Training and Development for
Future Group Employees in Big Bazaar “submitted by me to Fakir Mohan University; Balasore
in partial fulfilment of the requirements for the award of the degree of Masters of Business
Administration is a record of bonafide project work carried out by me under the guidance of
Ms.Ayeshkanta Debadarshini, Area People Officer (HR). I further declare that the work reported
in this project has not been submitted and will not me submitted, either in part or in full, for any
other degree or diploma in this university or any other institute or university.

Date: Biswaranjan Nayak

Place Roll no. 13201FM173017

P.G.DEPARTMENT OF BUSINESS MANAGEMENT

 FAKIR MOHAN UNIVERSITY
Vyasa Vihar, Balasore-756019, Odisha, India
Telephone- 06782-241842(O)
E-Mail:-headmbafmu@yahoo.com
Website: www.fmuniversity.nic.in

GUIDE CERTIFICATE

This is to certify that the project entitled “A study of training and development of future group
employees in Big Bazaar” submitted by Mr.Biswaranjan Nayak in partial fulfilment of the requirement
of the Masters of Business Administration is a record of independent project work by her under my
supervision. The piece of work not submitted elsewhere for the above purpose.

Place: (Dr. Arttabandhu Jena)

Date: Professor in Management
Department of Business Management
Fakir Mohan University, Balasore

Signature

Head of the Department

ACKNOWLEDGEMENT
It is difficult to express in words and thoughts my gratitude for the people who has helped
me to complete the Project successfully. Nevertheless, an attempt is made to acknowledge a
few of them, without whom, this Project would not have been completed.

I am very much grateful to my Project Mentor Ms. Ayeshkanta Debadashini, People

Office (HR) for having provided me this excellent opportunity to do Summer Internship
Project (SIP) at Future Group.

I express my Gratuity towards Mr. MD Asif( Asst. Store Manager) Mr. Karunakar
Srichandan( Department manager) Mr. Sukant Samantray( Addition Department
manager) for helping me in completion of my survey and sharing their valuable
experiences.

I also express my thanks from the bottom of my heart to our beloved and respectful Head
of the Department Dr. Padmalita Routray for having provided me this excellent
opportunity to do Summer Internship Project at Future Group.

Biswaranjan Nayak

P.G. Department of Business Management

 CONTENT

 Certificate from Organisation

 Declaration
 Guide Certificate
 Acknowledgement

Chapter Content of the chapter Page No.

1. INTRODUCTION 12-14
1.1 Introduction
1.2 Objective of the study
1.3 Statement of the problem
1.4 Scope of the study
1.5 Sequence of the study

2. COMPANY PROFILE 16-20

2.1 Introduction
2.2 History of the Organisation
2.3 Vision and Mission
2.4 Organizational Activities

3 CONCEPTUAL FRAMEWORKS 22-32

3.1 Introduction
3.2 Objective of training
3.3 Classification of training
3.4 How to make training effective
3.5 Reasons for employee training
3.6 Topics covered under employee training
3.7 Benefits of training
3.8 Training and Development process at big
bazaar
4 METHODOLOGY 34-36
4.1 Introduction
4.2 Objective of the study
4.3 Data source
4.4 Research Design
4.5 Sampling design
4.6 Methods of data collection
TABLE 4.7 Tools and techniques used in this report
TITLES PAGE NO.
NO.
5 5.1 DATA ANALYSIS
Identification of the training needs 38 38-59
5.1 Introduction
5.2 Quantitative data analysis
5.2 Avatar programs attended till date by employees 39

6 FINDINGS, CONCLUSION AND 60-62

5.3 Employee Satisfaction (Avatar Programs)
SUGGESTION 42
6.1 Introduction
6.2 Findings
Benefit received by employees through training
5.4 6.3 Conclusion 43
program
6.4 Suggestion
5.5 6.5 Limitation
Avatar program necessary or not 45

APPENDIX 62-66
5.6 Avatar training program helping in employee job
Bibliography
46
 Questionnaire

5.7 Trainer providing information for learning 47

5.8 Time duration for training period 48

5.9 Unnati program attended till date 49

5.10 Satisfaction of Unnati program 51

5.11 Unnati program not necessary or useful 52

5.12 Unnati program help in job 53

Trainers able to provide sufficient information for

5.13 54
employee learning

5.14 Time duration for a training period 55

Other in-store training program to be organized for

5.15 56
employees

suggest any more training from the Unnati training

5.16 57
program
List of Figures/Graphs
Figure/Graph
Titles Page No.
No.
Fig 2.1 Consumption Cosmo 18
Fig 3.1 Training and development need
35
identification during performance
 appraisal
Graph 5.1 Identification the training needs 39
Avatar programs attended till date by
Graph 5.2
employees
41
Employee Satisfaction (Avatar
Graph 5.3
Programs)
42
Graph 5.4 Avatar program necessary or not 45
Avatar training program helping in
Graph 5.5
employee job
46
Trainer providing information for
Graph 5.6 47
learning
Time duration for training period
Graph 5.7 48
Unnati program attended till date
Graph 5.8 50
Satisfaction of Unnati program
Graph 5.9 51
Unnati program not necessary or
Graph 5.10 52
useful

Graph 5.11 Unnati program help in job 53

Trainers able to provide sufficient

Graph 5.12
information for employee learning
54

Graph 5.13 Time duration for a training period 55

Other in-store training program to be

Graph 5.14
organized for employees
56

Suggest any more training from the

Graph 5.15
Unnati training program
57
 CHAPTER 1
a)INTRODUCTION
b)BACKGROUND OF THE STUDY
c)STATEMENT OF THE PROBLEM
d)SCOPE OF THE STUDY
e)SEQUENCE OF THE STUDY
 1. 1 INTRODUCTION

As organizations strive to compete in the global economy, differentiation on the basis of the
skills, knowledge, and motivation of their workforce takes on increasing importance. According
to a recent industry report by the American Society for Training and Development (ASTD), U.S.
organizations alone spend more than $126 billion annually on employee training and
development (Paradise 2007). “Training” refers to a systematic approach to learning and
development to improve individual, team, and organizational effectiveness (Goldstein & Ford
2002). Alternatively, Development refers to activities leading to the acquisition of new
knowledge or skills for purposes of personal growth. I believe that training in work organizations
is an area of applied psychological research that is particularly well suited for making a clear
contribution to the enhancement of human well-being and performance in organizational and
work settings as well as in society in general.

Training: the systematic approach to affecting individuals’ knowledge, skills, and attitudes in
order to improve individual, team, and organizational effectiveness.

Development: systematic efforts affecting individuals’ knowledge or skills for purposes of

personal growth or future jobs and/or roles.

Training is the acquisition of the technology which permits employees to perform to standard.
Thus, training may be defined as an experience, a discipline, or a regimen that causes people
to acquire new, predetermined behaviours. Whenever employees need new behaviours, then
we need a training department.

Why have a T&D department? Because to achieve desired results, organizations need to
appoint employees responsible for:

• Training people to do their present tasks properly.

• Educating certain employees so they can assume greater responsibilities in the future.

• Developing people and entire organizations for the foreseeable and Unforeseeable future.

• Training to facilitate both individual and organizational performance.

Identification of training needs is important from both the organizational point of view as well as
from an individual's point of view. From an organization's point of view, it is important because
an organization has objectives that it wants to achieve for the benefit of all stakeholders or
members, including owners, employees, customers, suppliers, and neighbours. These
objectives can be achieved only through harnessing the abilities of its people, releasing
potential and maximizing opportunities for development. Therefore, people must know what
they need to learn in order to achieve organizational goals. Similarly, if seen from an individual's
point of view, people have aspirations, they want to develop and in order to learn and use new
abilities, and people need appropriate opportunities, resources, and conditions. Therefore, to
meet people's aspirations, the organization must provide effective and attractive learning
resources and conditions. And it is also important to see that there is a suitable match between
achieving organizational goals and providing attractive learning opportunities. As we know
Retail Sector is an emerging concept in India where Future Group has made its place in the
market. Most of the people (employees) are unaware of its working, so they face problems in
carrying out their work in a most effective way. To help them and also to meet the
organizational goals, Future Group has focused into its HRD and made Training and
Development Department named “Future Learning and Development Centre”. In my report, I
will further highlight the effectiveness of Training and Development and how it helps the
employees to perform their job effectively.

1.2 OBJECTIVE OF THE STUDY

This research guides me with an opportunity to explore in the field of Human Resources
Development. This research provides the feedback of people involved in the Training and
Development Programs and its process. Apart from that it would provide me a great deal of
exposure to interact with the employees of the company and identify their needs and wants.

It helps to provide insights to support future research regarding strategic guidance for
organizations that are both providing and using different programs in Training and Development
for the workforce in a most effective way. It will also help me to study the enhancement of
knowledge and skills of employee to perform the job better and feedback on its effectiveness.

1.3 STATEMENT OF THE PROBLEM

“A Study on Training and Development”

Training and Development play a vital role in any given organisation in the modern day.
Considering it, my study on training and development in BIG BAZAAR, Future Group gives me
a scope to know in detail about different methods and techniques adopted by Future Group to
train their employees very effectively and efficiently.

The problem statement included various factors such as knowing the training and
development facilities to the employees and also to know what best effort has been put in by
the firm to improve it so that it can be utilized effectively and efficiently by the employees in the
organization.

Future Group should give more concentration on its employees with regard to train
them. Some amount of concentration has been given to the training of employees, however the
consistency needs to be maintained in order to make sure all the employees are well
knowledge and are in a better position to carry on their work with much more effectiveness in
case of any unexpected issues or obstacles.
1.4 SCOPE OF THE STUDY

The development of any organisation depends on the employees. For organisational

productivity training and development assumes great significance.

 The study is conducted to know the level of knowledge and skills given to the employees in the
organisation.
 This will help the management to know the satisfaction levels of employees and they can take
measures to increase productivity.
 This study may help the management students to prepare their own report.

1.5SEQUENCE OF THE STUDY

Chapter -1-Introduction: This chapter will deal with the introduction of the subject,
background of the study, statement of the problem, scope of the study and
sequence of the study.

Chapter-2- This chapter will deal with profile of the organisation, history of the
organisation, vision and mission and organisational activities.

Chapter-3-Conceptual framework: This chapter proposes with introduction and

theory.

Chapter-4-Methodology: This chapter proposes with introduction, source of data,

methods of data collection, period of the research and tools and techniques used in
this report.

Chapter-5-Data analysis: This chapter will analyze the introduction, qualitative

data analysis and quantitative data analysis.

Chapter-6-Summary of findings: This chapter will present an introduction,

findings, conclusion, suggestion and limitation.


 CHAPTER-2
a)PROFILE OF THE ORGANISATION
b)HISTORY OF THE ORGANISATION
c)VISION AND MISSION
d)ORGANISATIONAL ACTIVITIES
2.1 COMPANY PROFILE

Mr. Kishore Biyani CEO, Future Group, India‘s leading retailer that operates multiple retail
formats in both the value and lifestyle segment of the Indian consumer market. Headquartered
in Mumbai, the company operates over 16.33 million square feet. Of retail space, has over 1000
stores across 85 cities and 60 rural locations across the country and employs over 35000
people. The company‘s leading format include Pantaloons, a chain of fashion outlets, Big
Bazaar, a uniquely Indian hypermarket chain, Food Bazaar, a supermarket chain, blends the
look, touch and feel of Indian bazaars with aspects of modern retail like choice, convenience
and quality. Central is a chain of seamless destination malls. Some of its other formats include
Shoe Factory, Brand Factory, Blue Sky, Fashion Station, Mobile Bazaar and Star Sitara (Beauty
clinic). The company also operates an online portal, Futurebazaar.com. A subsidiary company,
Home Solutions Retail (India) Limited, operates Home Town, a large-format home solutions
store, selling home furniture products and E-Zone focused on catering to the consumer
electronics segment. Future Group understands the soul of Indian consumers. As one of India‘s
retail pioneers with multiple retail formats, we connect a diverse and passionate community of
Indian buyers, sellers and businesses. The collective impact on business is staggering: Around
220 million customers walk into our stores each year and choose products and a service
supplied by over 30,000 small, medium and large entrepreneurs and manufacturers from across
India and this number is set to grow.
 .
2.1CONSUMPTION COSMO

 The retail formats are geared to capture Consumption Spending in key in both value and
lifestyle segment. And specialised businesses backed by capital and investments in developing
the necessary consumption infrastructure is helping build a consumption ecosystem. This
empowers Pantaloon Retail to build a comprehensive business

 The retail formats are geared to capture Consumption Spending in key categories in both value
and lifestyle segment. And specialized businesses backed by capital and investments in
developing the necessary consumption infrastructure is helping build a consumption ecosystem.

BOARD OF DIRECTOR

1.Managing director
 Mr kishore Biyani

2. Wholetime Director
 Mr Gopikishan Biyani
 Mr Rakesh Biyani

3. Director
 Mr Shailesh Haribhakti
 Mr S.Doreswamy
 Mr Darlie Koshy
 Mr Anil Harish

Some Key Facts:

 Retail is India’s largest industry accounting for over 10 percent of the country’s GDP
and around 8 percent of the employment.
 The market size of Indian retail industry is about US $312 billion

2.2 History of Big Bazaar:

The first Big Bazaar store, with an area of about 24,000 square feet, opened on VIP Road,
Kolkata in August 2001. This was followed by stores in Hyderabad, Bangalore, Mumbai and
Gurgaon. The initial categories on offer were apparel, general merchandise and food. Later,
several brands from categories like electronics, furniture, music, communications and books
were added to the bouquet of products. Big Bazaar implemented SAP in 2005 to run its stores
in the most efficient manner that technology could provide. With an increasing number of
customer’s patronizing its stores, it was time for Big Bazaar to reach out to them. To pay tribute
and to tell them how much they were appreciated, Big Bazaar launched a co-branded credit
card. In association with ICICI bank, the Big Bazaar-ICICI Bank credit card made its first
appearance in May, 2002. As an extension of its customer relationship initiatives it also
launched Shakti, a credit card for housewives, in February 2006. The card was unique, for it
required no proof of income.

 2.3 Group Vision:

 Future Group shall deliver Everything, Everywhere, Every time for Every Indian Consumer in
the most profitable manner

 Group Mission:
 We share the vision and belief that our customers and stakeholders shall be served only by
creating and executing future scenarios in the consumption space leading to economic
development.
 We will be the trendsetters in evolving delivery formats, creating retail realty, making
consumption affordable for all customer segments – for classes and for masses.
 We shall infuse Indian brands with confidence and renewed ambition.
 We shall be efficient, cost- conscious and committed to quality in whatever we do.
 We shall ensure that our positive attitude, sincerity, humility and united determination shall be the driving
force to make us successful

Group Core Values:

➢ Indianness: Confidence in ourselves.
➢ Leadership: To be a leader, both in thought and business.
➢ Respect & Humility: To respect every individual and be humble in our conduct.
➢ Introspection: Leading to purposeful thinking.

➢ Openness: To be open and receptive to new ideas, knowledge and information.

➢ Valuing and Nurturing Relationships: To build long term relationships.
➢ Simplicity & Positivity: Simplicity and positivity in our thought, business and action.

➢ Adaptability: To be flexible and adaptable, to meet challenges.

➢ Flow: To respect and understand the universal laws of nature

Key Group Companies:

Retail:

• Future Retail Limited Finance:

• Future General Life Insurance Company Limited
• Future General (India) Insurance Company Limited
• Future Capital Holdings Limited
• Future Ventures (India) Limited

Services

• Future Supply Chains Limited

• Future Human Development Limited Future Media (India) Limited
• Future Corporate Resources Limited

2.4 ORGANISATIONAL ACTIVITIES

Future Group’s businesses focus on developing and operating modern retail, brands and
distribution networks for the consumption sector in India. Built over more than two decades, the
group’s flagship companies focus on three distinct businesses hypermarkets business operated
by Future Retail Limited, an integrated lifestyle fashion business operated by Future Lifestyle
Fashion Limited and an FMCG and food distribution business operated by the Future Consumer
Enterprise Limited. While retail forms our core business activity, our group’s subsidiaries are
present in consumer, insurance, brand development, real estate development, retail media and
logistics. We have aligned our business opportunities with the broad objective of being a
catalyst in India’s consumption-led growth. In line with leading retailers of the world, Future
Group aspires to capture a significant portion of India’s consumption and contribute to a
 significant proportion of our GDP. As the Indian economy matures, it is upon us to lead India’s
consumption story, achieving inclusive and profitable growth with sustainable value creation.

Retail

Insurance
 CHAPTER-3
Conceptual framework
 INTRODUCTION
 THEORY
3.1 Introduction

Organizations are systems designed to achieve a goal or perform a particular function such as
delivering a completed product to a customer. To illustrate our point, we will use a cafeteria
analogy to describe the systematic nature of organizational processes. Although the
organization as a whole is a system, it is also comprised of built-in subsystems and sub-
processes. The subsystems and sub-processes are designed to achieve the sub-goals that are
necessary to produce the overall output. For instance, the process of delivering the receipt to
the customer is a sub-process of the overall goal of the cafeteria.

To continue with our analogy, imagine yourself in line at a cafeteria. You come to the coffee urn
and turn the spigot. Out comes some coffee. Presumably, when the liquid went into the
machine, it was water—not coffee.

When the coffee grounds were put into the machine, they weren’t in consumable, drinkable
form. The water and the coffee are the material “inputs” to the system called a coffee machine;
the “output” is drinkable coffee. But someone had to add the water and the coffee grounds. This
person is also an input. The organizational processes are another component of the
organizational systems. Processes represent the series of planned steps involved as an
organization progresses toward its final output. The work performed within the system and
subsystems transforms the inputs into outputs. The ability to recognize the systems and
subsystems of an organization is an important element in all training and development activities.
Training and development exists to promote individual and organizational excellence by
providing opportunities to develop workplace skills. The design and implementation of effecting
training interventions cannot be accomplished without first identifying the various processes
operating within the system. The Human Resource Development (HRD) or Training and

Development Department are a familiar subgroup in most organizations because the people of
any organization are like the water put into the coffee machine: for their output to be acceptable,
they must change from what they were when they reported for work. At that time, they neither
knew what a proper output looked like nor were they familiar with the technology by which to
achieve it. They must be prepared—trained—to do their jobs.

It is a learning process that involves the acquisition of knowledge, sharpening of skills,

concepts, rules, or changing of attitudes and behaviours to enhance the performance of
employees.

Training also helps a person cultivate appropriate and desired behaviour and attitude towards
the work and people.

Training is a process through which a person enhances and develops his efficiency, capacity
and effectiveness at work by improving and updating his knowledge and understanding the
 relevant skills relevant to his or her job. Unless training is provided, the jobs and lives of
employees in organizations are at stake. Training is about knowing where you stand (no matter
how good or bad the current situation looks) at present, and where you will be after some point
of time. Training is about the acquisition of knowledge, skills, and abilities (KSA) through
professional development.

3.2 Objectives of Training:

• Preparing both the old & new employees to meet the present as well as the changing
requirements of the job & the organization.

• Preventing obsolescence.

• Preparing employees for the higher-level tasks.

• Ensuring smooth & efficient working of the department.

• Ensuring economical output of the required quality.

• Imparting knowledge & skills for new entrants.

• Induction

• Updating

• Preparing for future assignments •Competency development.

3.3 Classification of Training:

There are a number of training methods available; Use of a particular method depends on the
type of trainees’ viz. worker, supervisor and manager. Basically, these methods can be
classified into following categories:

1. Induction training:

Here, training is given to newly joined employees. The main objective of this training is to give
an idea to the employee about the particular work. It is concerned with orienting a new
employee to a new environment.

2. On-the-job training:

Here, the individual is placed on a regular job and taught the skills necessary to perform that
job. The trainee learns under the supervision and guidance of a qualified worker or instructor. It
gives firsthand knowledge and experience under the actual working conditions.
3. Apprenticeship training:

Apprenticeship training is normally given to artisans, electricians, plumbers and a like. The
duration is mainly 6 months to 2 years; this is carried out under the guidance and intimate
supervision of master craftsman, expert worker and supervisor. During training period the
trainee is paid less than that of a qualified worker.

4. Job Rotation:

This involves the movement of the trainee from one job to another. The trainee receives job
knowledge and gains experience from his supervisor or trainer in each of the different job
assignments. This method gives an opportunity to the trainee to understand the problems of
employees on other jobs.

5. Coaching:

The trainee is placed under a particular supervisor who functions as a coach in training the
individuals. The supervisor provides feedback to the trainee on his performance and offers him
some suggestions for improvements. But the trainee may not have the freedom or opportunity
to express his own ideas.

6. Job Instruction:

This method is also known as training through step by step. The trainer explains to the trainee
the way of doing the jobs, job knowledge and skills and allows him to do the job. The trainer
appraises the performance of the trainee, provides feedback information and corrects the
trainee.

7. Committee Assignments:

A group of trainees are given and asked to solve an actual organizational problem. The
trainees solve the problem jointly. It develops teamwork.

8. Off the job training:

The trainee is separated from the job situation and his attention is focused upon learning the
material related to his future job performance. Since the trainee is not distracted by job
requirements, he can place his entire concentration on learning the job rather than spending his
time in performing it. There is an opportunity for freedom of expression for the trainees.

9. Vestibule training:

Actual work conditions are simulated in the classroom. Material, files and equipments, which
are used in actual job performance, are also used in training. This type of training is commonly
 used for training personal for clerical and semi-skilled jobs. Theory can be related to practice in
this method.

10. Role-playing:

It is a method of human interactions that involves realistic behavior in imaginary situations. This
method of training involves certain characters. This method is mostly used for developing inter-
personal interactions and relations.

11. Lecture Method:

The instructor organizes the material and gives it to a group of trainees in the form of a talk. To
be effective, the lecture must motivate and create interest among the trainees. This method is
direct and can be used for a large group of trainees. Costs and time involved are reduced.

12. Conference or discussion:

This method involves a group of people who pose ideas, examine and share facts, ideas and
data, test assumptions and draw conclusions, which contribute to the improvement of job
performance.

13. Programmed instruction:

The subject matter to be learned is presented in a series of carefully planned sequential units.
These units are arranged from simple to more complex levels of instruction. The trainee goes
through these units by answering questions or filling the blanks.

14. Internship Training:

Here, the organization makes arrangements with technical institutes to get its employees duly
trained in the latest theoretical knowledge and other developments relating to trade, this training
is provided to the employee in such a way as to bring balance between theory and practice.

15. Professional skill training:

Here, training is given to Professional staff such as Accountants, Surveyors, Auditors, and
Architects etc. Organization provides this training to newly joined professionals to gain the
professional qualification and it is also given to the existing professionals.

3.4 HOW TO MAKE TRAINING EFFECTIVE:

➢ Determine the training needs through job description, performance appraisal, potential appraisal
and discussion with employees.
➢ Prepare a training calendar in discussion with the managers concerned.

➢ Define the training objectives specifically.

➢ Select the efficient faculty

3.5 REASONS FOR EMPLOYEE TRAINING AND DEVELOPMENT

Training and development can be initiated for a variety of reasons for an employee or group of
employees, e.g.:

• When a performance appraisal indicates performance, improvement is needed

• To "benchmark" the status of improvement so far in a performance improvement effort

• As part of an overall professional development program

• As part of succession planning to help an employee be eligible for a planned change in role in
the organization

• To "pilot", or test, the operation of a new performance management system

• To train about a specific topic.

3.6 TOPICS COVERED UNDER EMPLOYEE TRAINING

1. Communications: The increasing diversity of today's workforce brings a wide variety of
languages and customs.

2. Computer skills: Computer skills are becoming a necessity for conducting administrative and
office tasks.

3. Customer service: Increased competition in today's global marketplace makes it critical that
employees understand and meet the needs of customers.

4. Diversity: Diversity training usually includes explanation about how people have different
perspectives and views, and includes techniques to value diversity

5. Ethics: Today's society has increasing expectations about corporate social responsibility. Also,
today's diverse workforce brings a wide variety of values and morals to the workplace.

6. Human relations: The increased stresses of today's workplace can include misunderstandings
and conflict. Training can people to get along in the workplace.
7. Quality initiatives: Initiatives such as Total Quality Management, Quality Circles,
benchmarking, etc., require basic training about quality concepts, guidelines and standards for
quality, etc.

8. Safety: Safety training is critical where working with heavy equipment , hazardous chemicals,
repetitive activities, etc., but can also be useful with practical advice for avoiding assaults, etc.

9. Sexual harassment: Sexual harassment training usually includes careful description of the
organization's policies about sexual harassment, especially about what are inappropriate
behaviours.

3.7 GENERAL BENEFITS FROM TRAINING AND DEVELOPMENT

There are numerous sources of online information about training and development. Several of
these sites (they're listed later on in this library) suggest reasons for supervisors to conduct
training among employees. These reasons include:

• Increased job satisfaction and morale among employees

• Increased employee motivation

• Increased efficiencies in processes, resulting in financial gain

• Increased capacity to adopt new technologies and methods

• Increased innovation in strategies and products

• Reduced employee turnover

• Enhanced company image, e.g., conducting ethics training (not a good reason for ethics
training!) •Risk management, e.g., training about sexual harassment, diversity.

3.8 TRAINING AND DEVELOPMENT PROCESS AT FUTURE GROUP

Future Group believes that the development and growth of its people is directly related to the
development of its businesses. A trained employee is more confident and content and therefore
more productive and performs better at work.

AVATAR PROGRAMS (1-3 days/ program):

These programs are provided to all the band of employees after the induction (Prarambh Ex)
program. It consists of a series of programs carried out during the working period of an
employee such as:
 Band 1- Team Member (TM) (Learning Plan):

1. GYAAN YATRA (0-6 months):

• Product knowledge

• Cashiering for Cashiers

• Sales and Customer Service Excellence

• Rang De Zindagi

2. GYAAN KOSH (6-12 months):

• Advanced Product Knowledge

• Cashiering for Non-Cashiers.
• Gurukul (Self Development) 3.GYAANODAYA (12-18 months):
• Cross Category knowledge.
• Customer Delight.
• Inventory Management.

Band 1-Team Leader (TL) (Learning Plan):

1. UTTAM (0-6 months):

• Rang De Zindagi.

• Sales and Customer Service Excellence

• Team Management

2. UTKRUSTHA (6-12 months):

• Gurukul

• Customer Resolution

• Inventory and Shrinkage Management.

3. SHRESTHA (12-18 months):

• Retail Excellence.

• Experience in other LOB Training.

Band 2 – Department Manager (DM)/Asst. DM (Learning Plan):

1. PRATISTHAN (0-6 months):

• Personal Effectiveness and Values

• Store Guru

• Sales and Customer Service Excellence.

2. SASTRAVIDYA (6-12months):

• Operational Effectiveness

• Business Analytics

• People Management.

3. UDAAN (12-18 months):

• Understanding P&L.

• Cross-Functional Category orientation.

• Orientation to Audit and Reviews.

Band 3 – Karta Mastery (Store Manager (SM)/Asst. SM)

1. KARTAVYA (0-6 months):

• Business Acumen.

• Karta orientation and Values.

• Customer Experience Management.

2. SASTRAVIDYA (6-12 months):

• Analytical and Synthesizing Skills •Performance Development

• Business Presentation.

3. SARVASTRA (12-18 months):

• Environment Management.

• Cross functionality.

• Entrepreneurship.

UNNATI PROGRAMMES (2-3 hrs/program):

 These programs are conducted in the store of Big Bazaar (BB) while performing the current job.
Such programs include:

• Store Basics and Customer Service.

• Shrinkage Management.

• Maintain Grooming Standards.

• KRA Understanding and Grooming the Concerned Areas.

• Software Application and Products (SAP).

• ESIC Understanding.

METHOD OF TRAINING DELIVERY:

A range of delivery methods are offered by the Group to provide the relevant and most effective
training solution in the most cost-effective manner. These are as follows:

1. Classroom Trainings & Seminars – The participants/ employees congregate at one place
where the training is imparted to them by the means of lectures and activities.

2. Outbound Experiential Trainings – Outbound Experiential Trainings are used to enhance the
performance of the organization to achieve business goals through experiential learning. These
programs usually revolve around leadership, change management, planning and organizing
and team work to name a few.

3. Use of Technology‐ The use of technology for imparting knowledge to the employees is
encouraged by the Group. Various technological tools, such as Web Ex, Learning Videos and
Movies are utilized to provide the information & knowledge from Home Office to Zonal Offices
and to various Future Group Stores and vice versa.

4. Store Guru ‐ Store Gurus are responsible to deliver training on Process Excellence and
Product Knowledge in the Store and help store Karta’s to turn the store into a centre of
excellence for retail knowledge and skills, and building self sufficiency at the store level. Not
 only has this mode of learning extremely cost effective but also enhances employee
engagement and motivation to a great extent within the environment of the store.

5. On Job Training – Some aspects of a job are best understood while actually performing it.
Future group promotes the practice of Unnati – On the Job learning simultaneously while
working to facilitate employees to understand and gain the knowledge skills and attitude
required to perform the given task at hand in the most effective manner.

6. Coaching & Mentoring – The Group realizes the importance of achieving business goals
through coaching and mentoring initiatives. The organization encourages a culture of coaching
and mentoring for personal growth and professional development. Coaching and mentoring is a
process that enables learning and development to impact performance positively. Various
methods and styles are used in the most appropriate manner to bring out effective professional
and personal development of the employees in Future Group.

7. Time Bound Learning and Growth Plan – Future Group’s employees in the stores form the
backbone of its business and the group realizes the importance of training and developing them
completely. Avatar ‐ A Time bound learning and growth plan for every role holder in the store is
run by the Group in Future Learning and Development Centre (FLDC). This 72 month learning
program is to enable a team member become a Store Karta.

How the Training Process is being carried out at Future Group?

To provide training to the employees at Future Group, a systematic process is carried out by the
Human Resource Department.

 Store manager identifies the Training need of the employees in the future group store
 Store manager nominate such employees from their stores
 Monthly training Calendar is made in the Zonal office according to the nomination from various
future group stores.
 Zonal office and store training takes place
 At the time of training programme, Attendance is recorded
 Pre Assessment Test is held before the inception of the training program.
 After the training program, Post assessment test is held to check the understanding level of the
trainees.
Training and Development Need Identification during Performance Appraisal

f.g.3.1

• Observation and Feedback provided by the Appraiser

on Performance and Potential of the Appraise.
1
• Identifying the Lack in such Performance and Potential
of the Appraise.
2
• Training and Development needs are assessed by the
Appraiser.
3
 CHAPTER-4
METHODOLOGY
a) INTRODUCTION
b) SOURCE OF THE DATA
c) METHODS OF DATA COLLECTION
d) PERIOD OF THE RESEARCH
e) TOOLS AND TECHNIQUE USED IN THIS REPORT
 4.1 INTRODUCTION

Research is a systematic method of finding solutions to problems. It is essentially an

investigation, a recording and an analysis of evidence for the purpose of gaining knowledge.
According to Clifford woody, “research comprises of defining and redefining problem,
formulating hypothesis or suggested solutions, collecting, organizing and evaluating data,
reaching conclusions, testing conclusions to determine whether they fit the formulated
hypothesis”.

4.2 OBJECTIVE OF THE STUDY

➢ To study the Training and Development Programs in Future Retail Limited (FRL) at Odisha
Region.

➢ To Examine the Effectiveness of Training and Development in the job performance of the
Workforce.

To evaluate the benefit of Training and Development on Band 1 employee at FRL.

4.3 DATA SOURCE:

Primary and secondary data are made use in the study.

PRIMARY:
Primary information gathered directly from the respondents through questionnaire i.e. survey
method.

SECONDARY:
Prior project reports, internet, library, etc….

4.4 RESEARCH DESIGN:

According to this study investigation was conducted for some definite purpose with the help of a
structural Questionnaire to gather primary information as much as possible.

My study deals with Descriptive Research Design. Descriptive research, also known as
statistical research, describes data and characteristics about the population or phenomenon
being studied. Descriptive research answers the questions who, what, where, when and how.
4.5 SAMPLING DESIGN:

Sampling Frame: The respondents are the Band 1 (TM/TL) employees from Forum Mart, BIG
BAZAR.

Sampling Method: A sample design is a finite plan for obtaining a sample from a given
population. The whole census is taken as a sample for this study as those were the only
respondents available in my sampling frame.

Sample Size: Number of the sampling units selected from the population is called the size of
the sample.

Sample of 20 respondents were obtained from the population of 30.

Sampling Procedure: The procedure adopted in the present study is probability sampling.
Under this sampling design, every item of the frame has an equal chance of inclusion in the
sample.

DATA COLLECTION PROCESS

4.6 METHODS OF DATA COLLECTION:

The data was collected through Primary and secondary sources.

Primary Sources:

Primary data are in the form of “raw material” to which statistical methods are applied for the
purpose of analysis and interpretations. The primary sources are Interview with the employees
and data collected through Questionnaire. Another Primary source of data collection is the Live
Training Programs attended during the SIP Period.

Secondary Sources:

Secondary data are in the form of finished products as they have already been treated
statistically in some form or other.

The secondary data mainly consists of data and information collected from records,
company websites and also discussion with the management of the organization. Secondary
data was also collected from company’s website, company’s portal, journals, magazines
and books.

QUESTIONNAIRE DESIGN:

A well defined questionnaire that is used effectively can gather information on both overall
performance of the test system as well as information on specific components of the system. It
 consists of both open-ended and closed-ended questions. The questions were arranged in
proper order, in accordance with the relevance.

Nature of Questions Asked:

The questionnaire consists of Close Ended (5 point Likert Scale Rating method) and few
Open Ended Questions. The sample selected for the distribution of questionnaire was 22. Out
of 20 samples, employees responded to the questionnaire effectively.

The questionnaire is comprised of 19 questions (Part 1-Avatar Training, Part 2-Unnati Training)
which covered all the aspects of measuring “the effectiveness of training and development”.

Presentation of Data:

The data are presented through Pie-charts, Column graphs and tables.

DATA ANALYSIS PROCESS

Data analysis is done through Statistical Tools:

➢ Pie Charts and Column Graphs.

➢ F-Test Two-Sample for Variances.

➢ T-Test: Two-Sample Assuming Unequal Variances is used for hypothesis testing and to draw
inferences.

Procedure for Analysis:

➢ Administering questionnaire to all the employees of Band 1.

➢ Analyzing the Open-ended question’s responses of employees using Pie chart and Graphs and
evaluating the positivity of responses.

Analyzing the Closed-ended questions through F-test and one tailed t-test to test the hypothesis
and draw inferences.

4.7 Tools and techniques used in this Report

The required data were collected by using questionnaires. All question were ciose ended type
i.e. to reply in the given options.
 CHAPTER-5
a) INTRODUCTION

c) QUANTITATIVE DATA ANALYSIS

5.1 Introduction

Data analysis is the central step in research. Whatever the data are, it is their analysis that, in a
decisive way, forms the outcomes of the research. Sometimes, data collection is limited to
recording and documenting naturally occurring phenomena, for example by recording
interactions. The purpose of analysing data is to obtain usable and useful information.

5.2 ANALYSIS AND INTERPRETATION

Descriptive Statistics

Analysis based on questions asked:

TABLE 5.1: Does your Organization identify the Training needs of the employees?

S NO. OF

PARTI RESPO
N PERCE
CULAR NDENT
O NTAGE
S
.

1 Strongly
15 75
Agree

2
Agree 05 25

3
Neutral 0 0

4 Disagre
0 0
e

Strongly
5
Disagre 0 0
e
 16

14

12

10

0
Strongly Agree Agree Neutral Disagree Strongly Disagree

Inferences: All the employees are aware that their organization identifies their Training needs. This
means that almost all of them are aware of the Training and Development Programs being held for
them.

TABLE 5.2: What are the Avatar Programs you have attended till date?
 No. of
Avatar Respondents
S No.
Programs attended Each
Programs

1 Customer 20
Service

2 Prarambh Ex 19

3 Gurukul 17

4 Product 15
Knowledge

Inventory and
5 9
Shrinkage Mgmt

6 Team Mgmt 8

7 SOP 5

8 Retail Excellence 5

9 Cashiering for Cashier 3

10 Star program* 3

11 Passion for Fashion* 3

12 Sales and Customer 2

Service

13 Cashiering for Non-Cashier 2

14 Selling Skill* 2

15 Customer Resolution 2

16 Gurukul-women special 1

17 Communication skills* 1

18 Vikas (CD) 4

19 Vridhi (CD 2
*Non-Avatar Training Programs.

CD- Career Development: Developmental Programs.

GRAPH 5.2

Customer Service Prarambh Ex

3% 1% 1% Gurukul Product Knowledge
2% 2% 2% Inventory and Shrinkage Team Mgmt
2% 17% Mgmt
2% SOP Retail Excellence
2%
4% Cashiering for Cashier Star program*
4% 16% Passion for Fashion* Sales and Customer Service
2%
7% Cashiering for Non-Cashier Selling Skill*
Customer Resolution Gurukul-women special
7% 14%
Communication skills* Vikas (CD)
12%

Inferences: The Respondents have attended 19 Avatar Training programs till date.

 The analysis shows that almost 19 respondents i.e., 95% of respondents have attended
Prarambh Ex Training.
 All the 20 respondents i.e., 100% of employees have attended Customer Service Training.
 Rest 5-6% of respondents have attended few of the major Avatar Training Programs like Team
Management, Gurukul, Inventory and Shrinkage Mgmt, Product Knowledge, Cashiering for
Cashier, Retail Excellence, etc.
 Very few respondents have done Vikas, Vridhi – Career Progression training for the
Promotional Training from TM to TL.
TABLE 5.3: Are you satisfied with the above mentioned Avatar Programs?

NO. OF
S NO. PARTICULARS PERCENTAGE
RESPONDENT

1 Strongly Agree 16 80

2 Agree 4 40

3 Neutral 0 0

4 Disagree 0 0

Strongly
5 0 0
Disagree

GRAPH 5.3
18
16
14
12
RESPODENT

10
8
6
4
2
0
Strongly Agree Neutral Disagree Strongly
Agree Disagree

Inferences: All the 20 respondents are satisfied with the above mentioned Avatar Programs.
They are highly satisfied with these Programs and are ready to do any further such Training
again.
TABLE 5.4: Are you benefitted with the Training Program? What are the benefits did you
receive?

Benefit Received Types of Benefits No. of respondent

S No.
(Yes/No) Received Benefitted/Benefit

1 Yes (20
Respondents)100%

Able to implement the 18

1.1
Learning Procedure

1.2 Customer Satisfaction 13

Gain Product 10
1.3 Knowledge, USP of
Product

1.4 Fashion and Design 5

Sense

Attending customer in 14
1.5
an effective way

1.6 Leadership skills 2

Friendly nature towards 15

1.7
customers

Self Development:- Self 8

Belief, Proper Body

Language, Extrovert
1.8
behaviour, Self
Confidence, Personality
Development,
Discipline, Values.

1.9 System knowledge, 6

Departmental
 knowledge

1.10 Operational Process 7

1.11 Systematic working 5

1.12 Shrinkage control 10

1.13 business knowledge 2

Growth oriented, Sales 15

1.14
knowledge

Dealing with customers, 17

1.15 understood customer
psychology

1.16 Team Management 4

1.17 Freight in-out 4

Knowledge

Inferences: All the 20 Respondents are benefitted from the Avatar Training Program. The
benefits they received are listed in the above table.

 After analyzing the Questionnaire of 20 respondents, I inferred that almost 65% of respondents
learned how to deal with customers and satisfy their needs.
 50% of respondents received product knowledge which really helped them in their job.
 The Team Leaders (TL) benefitted from Training in managing their Team Members effectively.
 The respondents who have attended Gurukul training have learned Self development and how
to develop their own Personality. They have become Growth oriented; Confident and they have
a Self – Belief in them.
Table 5.5: Did you find any of the Avatar Programs not necessary/useful to you? Why?

NO. OF NO. OF
S
PARTICUL
N
ARS RESPOND RESPOND
o. ENT ENT

1. Yes 0 0

2. No 20 100

0%

No
Yes

100 %

GRAPH 5.4

Inference: All the 20 respondents found all the Avatar Training Programs very useful and
necessary for their job performance and Skill Development.
 NO. OF
S NO. PARTICULARS PERCENTAGE
RESPONDENT

1 Strongly Agree 17 85

2 Agree 3 15

3 Neutral 0 0

4 Disagree 0 0

5 Strongly Disagree 0 0
Table 5.6: Did the Avatar Training Program help you in your Job?

20

15
Respodent

10

0
Strongly Agree Neutral Disagree Strongly
Agree Disagree

GRAPH 5.5

Inferences: The Avatar Training program helped all the 20 respondents in their job. The
trainings are very effective and taught a lot about their work which can be performed in their job.

Table 5.7: Was the Trainer able to provide you sufficient information for your learning?
 S
NO. OF
PARTICU PERCEN
N
LARS RESPON TAGE
O DENT
.

1 Strongly
14 70
. Agree

2
Agree 6 30
.

3
Neutral 0 0
.

4
Disagree 0 0
.

5 Strongly
0 0
. Disagree

16
14
12
10
Respodent

8
6
4
2
0
Strongly Agree Neutral Disagree Strongly
Agree Disagree

GRAPH 5.6

Inferences: All the 20 Respondents said that the Trainer provided sufficient information for the
learning. They were very friendly and cooperative during the Training Program and provided
enough knowledge for the learning and working of the job to be performed. They said the trainer
focused on every individual during the training session and cleared all their doubts with proper
examples and real life cases.
Table 5.8: According to you, Time duration given for a training period should be:

NO. OF
S NO. PARTICULARS PERCENTAGE
RESPONDENT

1 2-3 hours 0 0

2 6-8 hours 0 0

3 1-2 days 2 10

4 2-3 days 14 70

5 7 days 4 20

16
14
12
10
Respodent

8
6
4
2
0
2-3hrs 6-8hrs 1-2hrs 2-3hrs 7 days

GRAPH 5.7

Inferences: 70% of the respondents said that the Avatar training period should be 2-3days.
Rest 10% of the respondents said that 1-2 days training is enough for them.

*NOTE: In the above table (Table: 8), around 20% of the respondents said that they want 7
days training for the Avatar Training Program because 2-3 days is not sufficient especially for
the Gurukul Program. They said Gurukul Program of 3 days is not sufficient for them so such
program should be held for at most 7 days.

Table 5.9: What are the Unnati Programs you have attended till date?

No. of respondent done

S No. Unnati Programs
each training

1 7x7 10

2 SAP 10

3 FAB 52 9

Store Basics and Customer

4 7
service

5 Warehouse Inward-Outward 6

6 CSD 6

7 SOP 5

8 Cashiering 5

9 HST 5

10 PBP 5

11 Selling Skill 2

12 Sampradan 2

13 Safety measures 1

14 Sale page level 1

15 Special Task force 1

16 Sanchayen 1

17 MOP 1
 3% 1% 7x7
1%
3%
13%
SAP
6%
FAB 52
13%
6%
Store Basics and Customer
6% service
12% Warehouse Inward-Outward
6%

8% CSD
9%
8%
SOP

GRAPH 5.8

Inferences: The respondents have attended total 17 Unnati Programs till date.

 Almost 50% of the respondents have attended in store SAP training, 7x7 and FAB 52.

 7-15 % of the respondents have attended Store Basics and Customer Service, Warehouse
Inward outward training, Cashiering, CSD, HST and SOP Training.

 Only few of the respondents have attended Sampradan, Sale page level, Sanchayen and MOP
training in store.
 Table 5.10: Are you satisfied with the above mentioned Unnati Programs?

NO. OF
S NO. PARTICULARS PERCENTAGE
RESPONDENT

1 Strongly Agree 15 75

2 Agree 3 15

3 Neutral 0 0

4 Disagree 2 10

5 Strongly Disagree 0 0

16
14
12
10
Respodent

8
6
4
2
0
Strongly Agree Neutral Disagree Strongly
Agree Disagree

GRAPH5.5.9
Inference: 18 respondents are satisfied with the Unnati Programs held in store. They
regularly attend such training programs during their working days. Only 10% of the respondents
are not satisfied with the Unnati programs. One of the reasons for the dissatisfaction is because
they are the new recruits and have spent only a year in the company. So they have attended
very less training programs.

Table 5.11:Did you find any of the Unnati Programs not necessary/useful to you? Why?

NO. OF
S No. PARTICULARS PERCENTAGE
RESPONDENT

1 Yes 0 0

2 No 20 100

0%

Ye
sN
o

10%
0

GRAPH 5.10

Inferences:All the 20 respondents found all the Unnati Training Programs very useful and
necessary for their job performance.
 Table 5.12: Did the Unnati Training Program help you in your Job?

S NO. OF
PARTICULARS PERCENTAGE
NO. RESPONDENT

1 Strongly Agree 13 65

2 Agree 5 25

3 Neutral 2 10

4 Disagree 0 0

Strongly
5 0 0
Disagree

14

12
10

8
Respodent

2
0
Strongly Agree Neutral Disagree Strongly
Agree Disagree

GRAPH5.11

Inferences: 90% of the respondents said that the Unnati program really helped them in
performing their job effectively.
Table 5.13: Was the Trainer able to provide you sufficient information for your learning?

NO. OF
S NO. PARTICULARS PERCENTAGE
RESPONDENT

1 Strongly Agree 18 90

2 Agree 2 10

3 Neutral 0 0

4 Disagree 0 0

5 Strongly Disagree 0 0

20
18
16
14
12
Respodent

10
8
6
4
2
0
Strongly Agree Agree Neutral Disagree Strongly
Disagree

GRAPH 5.12

Inferences: All the 20 Respondents said that the Trainer provided sufficient information for
the learning. They were very friendly and cooperative during the Training Program and provided
enough knowledge for the learning and working of the job to be performed. They said the trainer
focused on every individual during the training session and cleared all their doubts with proper
examples and real life cases.

Table 5.14: According to you, Time duration given for a training period should be:
 NO. OF
S NO. PARTICULARS PERCENTAGE
RESPONDENT

1 2-3 hours 14 70

2 6-8 hours 6 30

3 1-2 days 0 0

4 2-3 days 0 0

4.1.15
15

10

Series 1
5

0
2-3 hours 6-8 hours 1-2 days 2-3 days

GRAPH 5.13

Inference: 70% of the respondents said that the Unnati training period should be of 2-3
Hours as it is used to be.

Only some of the respondents need changes in the existing duration of Unnati Training

Programs i.e., 6-8 Hrs.

Table 5.15: Do you need any other In-store Training Program to be organized for you?

S NO. PARTICULARS NO. OF PERCENTAGE

 RESPONDENT

1 Yes 20 100

2 No 0 0

3 Can’t Say 0 0

0%

Yes
No
Can’t Say

100%

GRAPH 5.14

Inference: 100% of the respondents need more training to be organized for them. The
respondents need more training to perform well in their job especially in the field of handling
customer and SAP.

Table 5.16: Please suggest any more Training would you like to have from the Unnati
training Program?

S No. Unnati Training No. of

 Needed Respondents/
training

1 Fashion Related 8
Knowledge

2 SAP 10

3 Display 6
Techniques

4 Features of 4
Products (USP)

5 FB Product 2
Knowledge

6 Warehouse 5
Inward-Outward

7 SOP 7

8 HST 3

9 STF 2

10 Regular Sparsh 6
training

Regular Sparsh
training, 4 Fashion Related
Knowledge, 8
STF, 2

HST, 3
SOP, 2

SAP, 10
Warehouse
Inward-Outward,
5
FB Product
Knowledge, 2
Features of Products Display Techniques,6
(USP), 4

GRAPH5.15
 Inference:

 50% of the respondents need SAP and Fashion related knowledge in store.
 Almost all of the employees from the Fashion and apparel department need training on Fashion
Sense and Display Techniques to attract more customers by creative displaying techniques and
fashion.
 5-10% of respondents said that they need training on features of products to deliver it to
customer to influence them.
 5-6% of respondents need Warehouse training to handle the stock miss-match.
 CHAPTER-6
a) Introduction
b) Findings
c) Conclusion
d) Suggestion
e) Limitations

the comparison between different brands. 6.1 Introduction

 Once Retail Company implements a training program, it must evaluate the program's success
by using appropriate techniques, even if it has produced desired results. Companies first must
determine if trainees are acquiring the desired skills and knowledge. If not, then they must
ascertain why not and they must figure out if the trainees are failing to acquire these skills
because of their own inability or because of ineffective training programs. In order to evaluate
training programs, companies must collect relevant data. The data should include easily
measurable and quantifiable information such as costs, output, quality, and time. The study
aimed at evaluating the effectiveness of training program analyzed by the selected respondents
in the study area. The respondents were chosen from Band 1.The data collected were classified
into suitable tables for drawing accurate results, and the data were analyzed by using statistical
tools like Percentage, F test and T test.

6.2 FINDINGS

1. The most preferred method of training ON the job training.

2. A T and D program is successful when it meets all the stated and objectives with competent
faculties and useful resources that make the learning easy.
3. The T and D program helps in the faster growth rate of employees in the organization by
improving the productivity level and strengthening areas where an employee lags.
4. The success of a T and D program depends on the amount of transfer of training i.e. how far
the employee could brings the learning (from the T & D program) back into the job.
5. Job commitments and pressure from superiors are a major factor in attending a T & D program.

6.3 CONCLUSION:

Every day, Future Group brings multiple products, opportunities and services to millions of
customers in India. And these services are provided by its most valuable asset-Employees.
Before Delivering such multiple products and opportunities to customers, the employees must
have great knowledge about it to deliver it to its customer in a most effective manner. Hence,
Training and development is one of the great methods of Future Group to enhance and develop
its employees for ultimate customer satisfaction, career development and productivity of the
organization.

Both the Avatar and Unnati Training are carried out efficiently with knowledgeable and
cooperative trainers to deliver information to its employees and make them learn the true values
of providing services in Retail Sector.

My recommendations to the company on T&D will help the HR department to process it in an

effective way.
 The Positive responses of the employees itself says how beautifully and effectively the Human
Resource Department carries out the Training and Development Programs. With few more
alteration in T&D, the Future Group employees will be the most satisfied at workplace and
perform their job effectively; also there will be a growth in their career which will ultimately
increase the productivity of the organization.

The one month and forty five days research work in this Company taught me a lot about Human
Resources and its importance in each and every Organization for its productivity. Of course, the
Training and Development activities have a positive impact on the performance of individuals
and teams. It always helps in improved job performance.

6.4 SUGGESTIONS:

 As in Big Bazaar, there are lots of new Product comes in daily, so employees should get
Training on New Product Knowledge in Zonal Office as well as in store itself.
 The employees (TM) must get training on Customer Satisfaction, Gurukul, Selling Techniques
and Other Departmental Knowledge.
 The employees working on Apparel and Fashion Department should be given training on Style
Genie for better performance in his/her job. Also, Fashion related knowledge in store should be
provided to the Fashion and apparel departmental TMs.
 All of the employees from the Fashion and apparel department need training on Display
Techniques to attract more customers by creative displaying techniques and ultimate fashion
sense.
 Employees (TM) should get training on features (USP) of products to deliver it to customer to
influence them.
 Warehouse training should to given to all employees to handle the Inventory miss-match in
Store.
 The trainers should teach the employees about better handling of customer with the help of real
life Case Studies and relevant examples.
 Brand related information should be provided to the Band 1 employees in store to describe
 6.5 LIMITATIONS

The present study is limited to many aspects. Providing information about Training and
Development is the outcome of various variables. It is not possible to take in to consideration of
each and every criteria in this study.

1. Some of the information given by the respondents may be bias.

2. The sample taken for the study was only 20 and from only one project site/Store so the
result drawn may not be accurate for all employees.

3. Another difficulty was very limited time-span of the project.

4. Lack of experience of Researcher.

5. Analysis is done on the assumption that respondent have given correct information
through the Questionnaires.

6. Could not able to collect the information from all the employees of organization
because of busy schedule of employees.

APPENDIX

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 Noe. R A.Trainees attribute and Attitude: Neglected influences on Training Effectiveness,
Academy of Management Review, 1986, Vol 11, No. 4, Pg 736-737.
 Research Methodology Methods and Techniques: Kothari C. R.: Willey Easter: New Delhi.
 ―T.V.Rao (2006), Readings in Human Resource Development‖, Oxford & IBH Publishing co.
pvt. Ltd.

Questionnaire For Feedback Of Employees On Training &Development Programs

Store Name:- __________________________

Designation:- __________________________

Department:- __________________________

PART (I): AVATAR PROGRAMS-

1. Does your Organization identify the Training needs of the employees?

Strongly Agree Agree Neutral Disagree Strongly Disagree

2. What are the Avatar Programs you have attended till date?

3. Are you satisfied with the above mentioned Avatar Programs?

 Strongly Agree Agree Neutral Disagree Strongly Disagree

4. Are you benefitted with the Training Program? What are the benefits did you receive?

_______________________________________________________________

5. Did you find any of the Avatar Programs not necessary/useful to you? Why?

_________________________________________________________________

6. Did the Avatar Training Program help you in your Job?

Strongly Agree Agree Neutral Disagree Strongly Disagree

7. Was the Trainer able to provide you sufficient information for your learning?

Strongly Agree Agree Neutral Disagree Strongly Disagree

8. According to you, Time duration given for a training period should be:

2-3 hours 6-8 hours 1-2 days 2-3 days

 PART (II):UNNATI PROGRAMS-

9. What are the Unnati Programs you have attended till date?

10. Are you satisfied with the above mentioned Unnati Programs?

Strongly Agree Agree Neutral Disagree Strongly Disagree

11. Did you find any of the Unnati Programs not necessary/useful to you? Why?
_________________________________________________________________

12. Did the Unnati Training Program help you in your Job?

Strongly Agree Agree Neutral Disagree Strongly Disagree

13. Was the Trainer able to provide you sufficient information for your learning?

Strongly Agree Agree Neutral Disagree Strongly Disagree

14. According to you, Time duration given for a training period should be:

2.3 hours 6-8 hours 1-2 days 2-3 days

15. Do you need any other In-store Training Program to be organized for you?

Yes No Can’t Say

16. Please suggest any more Training would you like to have from the Unnati training Program?