PROJECT REPORT

On

Training and Development

In

( STAR EXPORT HOUSE)

SUBMITTED TO MAHARISHI DAYANAND UNIVERSITY

IN THE PARTIAL FULFILLMENT OF THE REQUIREMENTS

FOR THE DEGREE OF M.B.A

Submitted by:-

Sandeep Kumar

Roll no. 105027

Global Institute Of Technology and Management

Farrukhnagar,Gurgaon

(Affiliated by Maharishi Dayanand University, Rohtak)

(2010-2012)
Student declaration

I, SANDEEP KUMAR here by declare that the project work titled “Training and
Development” is the original work done by me and is submitted to the Global Institute
of Technology & Management, Gurgaon in partial fulfillment of requirements for the
award of MBA degree in Marketing Management & Human Resource Management
(Area of Specialization) is a record of original work done by me under the supervision
of Mr. CHANDER YADAV.

Date:- Signature of the student

Acknowledgement

The Project Title Training and development would be Incomplete without Paying My
Gratitude to those who have helped me in completing it.

I Would Like To Express My Sincere Thanks To All Those Who Have Shaped And
Enriched My Understanding And Sharing Their Insight And Experience With Me

I Am Highly Indebted to my Project Supervisor for their Invaluable Guidance.

He extended full and valuable support to me and provide superb opportunity to

participate and learn through this highly informative project work.
 TABLE OF CONTENTS

Chapter 1 Introduction

 Objective of the study

 Problem of the statement

 Scope of the research

 Review of literature

Chapter 2 Company’s profile

Chapter 3 Research methodology

 Data collection

 Sample size

 Scope of the study

Chapter 4 Data Analysis and interpretations

Chapter 5 Findings and suggestions

Limitation of study

Conclusion

Annexure

Bibliography

Questionnaire
INTRODUCTION

Training and development is a subsystem of an organization. It ensures that

randomness is reduced and learning and behavioral changes takes place in structured
format.

Traditional Approach:-

Most of the organization before never used to believe in training. They were holding
the traditional view that managers are born not made. They were also some views
that training is very costly affairs and not worth. Organization used to believe more in
executive pinching. But now the scenario seems to be changing.

Modern Approach:-

Indian organizations have realized the importance of corporate training. Training is

now considered as more of retention tool than a cost. The training system in industry
has been changed to create a good workforce and yield the best result.

What Is Training?
Introduction

Training is one of the most important activities of the management. The technological
developments are take place as much faster. Individual needs training to match him
with the requirements of new changes. Training is required for all types of jobs in the
organization. Training is also valuable for employees and for organization also. It helps
to reduce the cost and improve the efficiency. It is now considered as necessity.

Meaning:-

Training is the process through which employees are made capable of doing the
job prescribed to them. Training is an act of increasing the knowledge and skill of an
employee for doing a particular job.
 The purpose of training is to achieve a change in behavior of those trained and
also refresh the old worker.

What Is Development?
Development is concerned with the growth of an employee in all respects it is
the process by which managers and executives acquire not only skills and competency
in their present jobs but also capabilities for future managerial tasks. Thus training is
job oriented whereas development is career oriented.

Development is a long term educational process utilizing an organized and systematic

procedure by which managerial personnel learn conceptual and theoretical knowledge
for general purpose. It covers not only those activities which improve job performance
but also those activities which improve the personality of employees.

Development is the framework employees develop their personal, organizational skills,

knowledge and ability. Development includes such opportunities as employee training,
employee careers development, performance appraisal.

The focus of all aspect of development is on developing the most superior workforce
so that the organization and individual employees can accomplish their work goals.

Organizations have so many opportunities for develop their human resource both
within inside and outside the workforce.

Human resource development can be formal such as in classroom training, a college

course, and organizational planned changed efforts. And human resource development
can also be informal such as in employee coaching by a Manager.

Healthy organizations believe in human resource development and cover all of these
bases.

Difference between training and development

Training and development are mostly interrelated terms that aim to help in achieving
the objectives of the company while at the same time increasing the efficiency and
productivity of the employee. Though in broader sense, there are many differences
between training and development. These differences are:

Training of a new employee is an integral part of induction and orientation. Training is

imparted so that he understands his roles and responsibilities and learns to perform the
tasks entrusted to him with ease and with efficiency. It is only after a brief training
period that a new employee is able to perform his job at a satisfactory level. Training
makes an employee more productive for an organization and is thus concerned with his
immediate improvement.

Development of an employee is ongoing process which continues well beyond

training. The focus of development is the person himself while the focus of training is
the organization. Development concerned with making the employee efficient enough
to handle critical situation in future. So while training concentrate on short term needs
of the organization and development looks after long term goals of the organization.

Training often takes place in groups and is event that is variously called as workshops
and seminars. However, training can be one on one when a supervisor instructs a new
employee on machine. Sometimes a manager deliberately pairs up a new employee
with an experienced one. This is done to make the new employee learn to do things
correctly. This can be termed as employee development. Sometimes a manager may
entrust an employee the job that may not be a part of his duty but play an important
part in his development.

Sometimes development refers to techniques such as stress management, breathing

exercises through meditation that are not directly related to production process of a
company but plays an important part in the development of an employee.

It is clear then that it is easy to see the tangible effects of a training program but
difficult to quantify the benefits accruing to the company through employee
development though it’s really helps employee to grow on a personal level.
Objectives of Training
The various kinds of training and development programme are organized and provide
in order to achieve the different objectives given below.

1) Training aims at bridging the gap between the expected level of performance
and the actual level of performance of employees.
2) To impart basic knowledge and skills to new entrants.
3) To function more effectively in their present position.
4) To reduce supervision.
5) To preparation for promotion.
6) To skill updating.
7) Enhanced knowledge related to jobs both technical as well as managerial.
8) Improve upon skills required to execute tasks.
9) Modify and improve attitudes to meet the demands for consistently good
performance.
10) Career development
11) Organizational development
12) To develop technical competence to maximize the effectiveness of man
machines interactions.
13) To develop the personality of non-executives in order to maximize the
team effectiveness
14) To develop supervisory capabilities.

Need of Training
Need for training is unquestionable. There is no choice with the organization
whether to train or not to train the workers. If no systematic programme is designed in
an organization, the worker will learn by trial and error method, which will prove more
costly. Training is required on account of the following reasons.

1. Job Requirements
Inexperienced workers need detailed instructions for effective performance on
the job. In some cases, an inexperienced person may be quite unfit to the new
job or to the new organization due to change in the job pattern or environment.
 2. Technological Changes
Automation and computerization changes are being applied almost in every
office. Such changes require training, so no office can take the advantage of the
new technology unless there is a trained workforce.

3. Organization Viability
With the increase in liberalization and globalization in India, business firms are
experiencing expansion, growth and diversification. In order to meet the global
competition, firms must upgrade their capabilities by imparting training to the
employees in new production and marketing techniques.

4. Internal Mobility
When an employee is promoted to a higher job or transferred to a new job, he
needs training so that he may be able to perform the new responsibilities in a
better way.

Types of Training Programmes

1. Induction Or Orientation Training

It is meant for new recruits to make them familiar with the job, his
interaction with the supervisors and subordinates and with the rules and
regulations of the company.

Orientations are for new employees. The first several jobs are very crucial in the
success of new employee. Orientation training should emphasize the following
topics:

 The company history and mission.

 Personnel rules and regulation.

Some company used verbal presentation while others have written presentation.

2) On The Job Training

 Training is given while working on the machines with a view towards
improving performance on the job.

On the job training gives to employees while they perform their regular
job. I this way, they do not lose time while they learning. After a plan should be
developed what should be taught, employees should be informed of details.

On the job training includes orientation, job instruction training,

apprenticeship, intership and assistantship, job rotation and coaching.

1) Orientation Training
It is very important to have orientation and training programme for your
workers. New employees should always be given a training and orientation
session before they actually begin their work. During the orientation you should
review your safety policies and work rules with the new joiners.

After the orientation you should walk through the operation with
employees and explain the production areas. You should talk about
responsibilities of each individual job.

Definition

“An introductory stage in the process of new employee assimilation and a part of
employee socialization process in the organization.”

Major objective of orientation training are:

 Gain employee commitment.

 Reduce employee hesitation towards work.
 Help employee to understand organization expectation.
 Convey what the employee expects from the job or organization.

2) Remedial Training
It is given to improve the efficiency by overcoming the shortcomings in
the behavior of old employees. Rapid changes in technology may force
companies to go in for this kind of training. By organizing short term courses
which incorporate the latest development in a particular field the company may
keep its employees up to date and ready to take on merging challenges.
 3) Promotional Training
It is given with a view towards learning work of the higher position.

4) Refresher Training
This is given to the existing employees with a view to improve their
knowledge and skills.

5) Off the job training

This occurs when employees are taken away from their place of work to be
trained.
Off the job training include the following methods:
 Distance learning/ evening classes.
 Special study
 Computer based training.
 Role playing method
 Audio visual conference or discussion
 Case studies.
 Programme instruction
 Laboratory training

6) Behavioral training

Employee training in which they are encourage acting and responding as their
specified role model to do in similar situation.

Behavior model give more practical training to the trainees. The various method under
behavioral approach allow to trainee to behave in real present changes.

These methods are best used to skill development. The various methods that come
under behavioral training are:

 Games and Simulation

 Business Games
 Behavior Modeling
 Case Studies
7) Cognitive training

Cognitive methods are giving more of theoretical knowledge to the trainees. The
various methods under the cognitive approach provide the rules that how to do
something, verbal or written information, demonstrate relationship among concepts
etc. these methods are associates with changes in knowledge and attitude by simulating
training.

The various methods that come under Cognitive approach are:

 Lectures
 Demonstration
 Discussion
 Computer based training
 Program instruction


Benefits of Training

1) Increased job satisfaction and morale among employees.

2) Increased employee motivation.
3) Increased efficiency to adopt new technology and method.
4) Reduced employee turnover

5) As the business world is continuously changing, organization will need to

provide their employees with training throughout their carrier. If they choose
not to provide continuous training they will find it difficult to stay ahead of the
competition.
6) The other benefit of training is that it will keep your employee motivated. New
skill and knowledge can help for better performance.
7) Training can be used to create positive attitude through clarifying the behavior
and attitude that are expected from the employees.
8) Training is a recruiting tool. Today’s workers want more than a pay cheque.
They are geared towards seeking employment that allows them to learn new
skills. You are more likely to attract and keep good employees if you can offer
development opportunities.
 9) Training promotes job satisfaction. Nurturing employees to develop more
rounded skills will help them contribute to the company. The more engaged and
involve they are in working for your success, the better your rewards.

Learning and upgrade employee skills make the business sense. It starts from day one,
and become success as the employees grow. The short term expense of a training
programme ensures you keep qualified and productive workers who will help for
company succeed.

Kind of Training Provided At Continental Rico

1. Introduction or induction training

2. Technical training

 ISO/ TS training
 Six Sigma training
 Quality system
 Kaizen
 PFMEA/ DFMEA
3. Orientation training
4. Behavioral training

 Communication skills training

 Interpersonal skills training
 Leadership training
 Attitude training
 Team building
2. On the job training

 MS-Office training
 Operators training
 Supervisor training
Training Process Flow

The procedure of training at Continental Rico enterprises involves the completion of

certain tasks and activities, which are given next.
 1. Identification Of Training Needs

A good system of training starts with the identification of training needs.

Continental Rico uses the following sources for the identification of training
needs.

(a) Performance appraisal;

(b) Competence comparisons and;
.

Performance Appraisal

What Is Performance Appraisal?

Every individual differs from the other in some or the other respect; no two
people in the world are exactly similar. The difference arises due to difference in back
ground, experience, attitude, and mental makeup. Thus, there will always be some
difference in the quality and quantity of work done by different employees. In order to
find out the level of quality and quantity of work done by an individual the
organization uses the technique of performance appraisal. Standards which are set for
the performance appraisal help in determining where the employee stands at the
moment, where he has to reach and he should reach at there, that is, with the help of
which training programs.

Competency Comparison

The comparison of required competency and the existing competency of individuals

holding positions in the organization points out the areas and performance factors that
require training and development.
Competency Existing

For every department, a survey is carried out in order to find out the competency level
of the employee’s. This involves finding out their qualifications and qualities. The
information collected is thus:

1. The name of the worker

2. Education
3. Experience
4. Whether he can performed the required jobs entrusted upon him
5. Data regarding training programs he has already undergone.

The areas he is well versed in are tick marked and the unpicked areas denote the
one’s he needs training in.

Competency Required

For every job, a job matrix is prepared which shows the educational
qualifications, skill, experience that is expected from the individual who is going to
hold that position. As an example, a person working on the machine should be at least
a graduate pass with a few years experience and have knowledge regarding the
product.

Comparison

The comparison of the competency existing and competency required shows weather
the employees are fit for the positions that they are holding or required training. The
selection of individuals for training is not always on the basis of skills and qualities,
sometimes, even those employee’s those who have practical experience less than a
fixed number of years are sponsored for training.
The Training Need Is Identified:

On the basis of comparison the departments identify the employee’s who need training
and the areas in which they required. It may also happen that an employee needs
training in more than one area.

Consolidation of Training Need

After receiving the filled up training needs identification forms, the training
department consolidates all the data. This is done through the following steps:-

a) Totaling the number of employees in each department who need training in

particular topics.

b) Preparation of tables
The column heading depicts the various topics in which training is
to be given. The row heading depicts the various departments and units,
which have identified their personnel’s for training.

c) Recording and tabulation of data calculated in step (a)

The numerical data representing the number of employees that have been
selected for training in particular topics from the various departments is
entered into the tables prepared.

d) The tabulated data is then added up column-wise. This gives the total number of
employees from all the departments who need training in a particular topic.

2) Organization of Training Programmes

After identify and consolidating the training needs, the next step is designing of
training programmes. With regard to this, Liberty Group follows certain points
 a. If, there are a sizeable number of people having the same training needs,
then in-company programmes are organized.
b. Whenever new systems have to be introduced and training is needed for
the sizeable group of employees, the company organizes in-house
programmes even though external faculty is used.
c. For betterment of training skills in-company programmes are organized
while outside programmes are made available for managerial and
behavioral development.
d. People performing responsible roles in the organization are encouraged to
go out periodically for training where they would have more opportunities
to interact with executives of other organizations and get ideas as well as
stimulate their own thinking.

3) Sponsoring Employees for Training Programmes

 Sponsorship to programmes organized by various institutions

The human resource department prepares a directory of likely programmes to

be conducted by the various institutions in the country based on the advance
intimation received by them. The directory includes the following details

 Description of the subject

 Organizer of the programme
 Venue
 Period
 Course fee
 Meant for
 Comments by the training department

Copies of the directory are sent to the general managers and departments concerned.
After the analysis of training needs, the names of the officer’s who will be sponsored
for the programmes, are finalized. Based on the decision taken by the training
department, correspondence is carried on with the institutions and concerned officers
are released for attending the programmes.
 Sponsorship to programmes organized within the company

After the training programmes have been organized, the training

department sends information regarding them to the department’s concerned
beforehand. This intimation is done so that the department’s can arrange their
production schedule and release the employee’s concerned so that they can make
themselves available for the programme at the required date and time.

5. Evaluation

Evaluation helps in providing feedback for improvement and better

control of training. The training department at Continental Rico uses
performance evaluation forms, questionnaires and wastage reduction charts in
order to find out whether the training programme was effective and beneficial or
not. Aside from these the performance and production activities of the blue
collared employee is reviewed periodically to find out what the workers have
learned and retained from the training programme. The performance appraisal
forms and the questionnaires have been included in the annexure.

The performance appraisal form and the wastage reduction charts judge
the participants on the basis of the skills and knowledge they have gained due to
the programme. The questionnaire has been designed to collect information
about the satisfaction level of the participants with relation to factors like,
faculty, course content, training aid and facilities.

The follow up and evaluation of the training procedure is very important,

as without it the effectiveness and cost worthiness of the programme cannot be
judged.
Development process

 Setting development objectives

 Ascertaining development needs
 Determining development needs
 Conducting development programmes
 Programme evaluation


Setting development objectives:

It develops a framework from which executive needs can be determined.

Ascertaining development needs:

It aims at the organizational planning & forecasting the present and future growth.

Determining development needs:

This consists of

 Appraisal of present management talent

 Management manpower inventory

The two above process will determine the skills deficiencies that are related to the
future needs of the organization.

Conducting development programmes:

It is carried out on the basis of needs of different individuals, differences in their

attitude and behavior, also their physical, intellectual and emotional qualities. Thus a
comprehensive and well conceived program is prepared depending on the
organizational needs and the time & cost involved.
Program evaluation:

It is an attempt to assess the value of training in order to achieve organizational

objectives.

SIGNIFICANCE OF HRP
The increase in the attention directed to HRP may be attributing to several factors. The
most significant of these factors are environmental forces such as globalization, new
technology, economic condition and a changing work force.

1) Competitive business environment.

2) Manufacturing economy to service economy.
3) Technological advancements.
4) Knowledge economy and knowledge workers.
5) Labour market changes.

1) Competitive business environment: - Globalization of the economy has

increased the competitive pressure on both revenues and costs. Many Indian
firms have become lean to manage costs. Manufacturing firms have reduced the
employment levels.

The competitive environment cause competition between

firms for ensuring that each has employee with the right kind of skills at the right
time. Poaching has become a reality leading to high employee mobility.

2) Manufacturing economy to service economy: - The number of the jobs

in the manufacturing sectors has gone down and is shrinking further while total
employment in the service sectors has gone up. The present rapid growth of the
service has resulted in a shortage of engineers available to work in the
manufacturing sectors. The occupational shift from the manufacturing sectors to
the knowledge sectors has resulted in increase focus on competencies. Earlier,
 industry hired for certain skills now the emphasis is on competencies and talent.
There is a shift in the type of worker that is in demand.

3) Technological advancements: - Advancements in technology has resulted

in changes in the nature of current jobs and in the criterion of new jobs. These
changes render certain skills redundant and cause a shortage of certain other
skills. Through creating a need for new setoff skills, technology often makes
existing skills obsolete. This has made it important for firms to retain their
current employees. Technology training has become an important part of all
formal training. Firms also need to ensure the supply of tech-survey people in
future. For this, they need to ensure interact with educational institutions.

4) Knowledge economy and knowledge workers: - There is a shift in

requirements towards knowledge workers. These highly skilled employees are in
short supply. It is proving costly for firms to acquire and retain this group of
employees. This has also created concern for their full utilization, as also for
ensuring that employees are assigned jobs appropriate to their competencies.
In addition to the increased demand for more skills within jobs
there is also a demand for more skills within jobs. The skill required of an
average workers have increased resulting in a gap between skills required and
skill available. All employees increasingly need computer literacy,
communication skills, and customer handling skills.

Thus, HR has to emphasize training retaining

and development activities to provide employees with the required skills so that
they can move into more technical and/or service oriented jobs.

5) Labour market changes: - The transformation of labour market in recent

years is another factor that has implication for HRP. A labour market is a
geographical region where the supply and demand of labour interacted. The
declining birth rate and an increasingly growing population have led to the
shortages of skilled labour in most countries. India has a percentage of the under
15 population and is expected to have a high supply of labour between 2030 and
 2040. Though labour supply is high there are not enough adequately skilled or
trained workers. There are still some deficiencies in the workplace. It is
important to increase the supply of trained workforce.

PROCESS OF HRP

The HRP Process begins with an understanding of corporate strategies and business
plans. Organizational goals and objectives are translated into HR objectives by
determining the job categories and types of people required to be able to accomplish
business plans successfully. HRP process involves establishing HR objectives and
assessing the extent to which the current employees of the firm meet these
objectives.

The HRP Process involves: -

1) Environmental scanning.
2) Analyzing and forecasting demand for HR.
3) Analyzing and forecasting supply for HR.
4) Reduce manpower gap.
5) Action plan.

1) Environmental Scanning: - The environmental scanning process attempts

to answer two questions?
a) Which jobs needs to be filled during next 12 months?
b) How and where will we get people to fill these jobs?

Environmental scanning provides a better understanding of the

context in which the decisions are should be made. To be effective environmental
scanning should be take place both internally and externally. Scanning the external
environment focuses on issues such as competitors, educational background of
workers and regulations etc. Scanning the internal environment focuses on issues
such as business strategies, technology, and culture etc.
2) Forecasting and analyzing HR demand: - Demand forecasting
involves predicting the number and types of employees a firm will need in the
future. There are two categories of HR demand forecasting techniques.

a) Qualitative techniques
 Estimation.
 Expert opinion.
 Delphi techniques.
 Group brainstorming.
 Nominal group techniques.
 Simple averaging.
 Sales force estimates.
b) Quantitative techniques

 Trend analysis and projection.

 Simple long run trend analysis.
 Regression analysis.
 Simulation model.
 Workload analysis.
 Markov analysis.

3) Forecasting and analyzing HR supply: - Internal supply forecasts relates to

conditions insides the organizations such as age distribution of workforce,
terminations, retirements etc. External supply forecasts relates to external labour
market. Labour conditions and estimates of supply of labour to be available to
the firm in the future in different categories.
a) Methods of forecasting external HR supply
 Governments estimates of population available for work.
 Net migration into and out of area.
 Numbers entering the work place.
 Numbers leaving the work place
 Change workforce composition.
 Technological shift.
 Trends in the industries.
 Economic forecasts.

b) Methods of forecasting internal HR supply

 Employee movement within the firm from current jobs due to promotions
laterals transfers etc.
 Employee movement out of the firm due to resignations, layoffs or retirements.
 Changes in employee productivity and utilization as a result of training and
development.

4) Matching demand and supply forecasting: - Composition of HR

demand forecasts with HR supply forecasts helps a firm determine the action
plan that should be taken to balance demand- supply consideration.

HR supply = HR demand
HR supply < HR demand
HR supply > HR demand

Total replacement required = Number of new position

Employment needs created growth plans

+ Employment turnover

Managing HR Surplus

 Layoff
 Attrition
 Early retirements
 Reduced work hours
 Outplacement
 Managing HR Shortages

 Campus initiatives
 Maintaining bench strength of employees
 Interface with society

5) Action plans: - Developing specific HR strategies to manage demand-supply

imbalances. These strategies may include recruitment, training promotion,
transfers, voluntary retirement’s scheme or layoffs. Providing feedback on the
degree to which the HR action plans have successfully achieved the HR
objectives of the firm.

Why human resource planning?

We address such questions as:

 What is human resource planning?

 How do organizations undertake this sort of exercise?
 What specific uses does it have?

In dealing with the last point we need to be able to say to hard pressed managers: why
spend time on this activity rather than the other issues bulging you’re in tray? The
report tries to meet this need by illustrating how human resource planning techniques
can be applied to four key problems. It then concludes by considering the
circumstances are which human resourcing can be used.

1. Determining the numbers to be employed at a new location:-

If organizations overdo the size of their workforce it will carry surplus or underutilized
staff. Alternatively, if the opposite misjudgment is made, staff may be overstretched,
making it hard or impossible to meet production or service deadlines at the quality
level expected. So the questions we ask are:
 How can output be improved your through understanding the interrelation
between productivity, work organization and technological development? What
does this mean for staff numbers?
 What techniques can be used to establish workforce requirements?
 Have more flexible work arrangements been considered?
 How are the staffs you need to be acquired?
The principles can be applied to any exercise to define workforce requirements,
whether it be a business start-up, a relocation, or the opening of new factory or office.

2. Retaining your highly skilled staff:-Issues about retention may not have been to the
fore in recent years, but all it needs is for organizations to lose key staff to realize that
an understanding of the pattern of resignation is needed. Thus organizations should:
 Monitor the extent of resignation
 Discover the reasons for it
 Establish what it is costing the organization
 Compare loss rates with other similar organizations.

Without this understanding, management may be unaware of how many good quality
staff is being lost. This will cost the organization directly through the bill for
separation, recruitment and induction, but also through a loss of long-term capability.

Having understood the nature and extent of resignation steps can be taken to rectify the
situation. These may be relatively cheap and simple solutions once the reasons for the
departure of employees have been identified. But it will depend on whether the
problem is peculiar to your own organization, and whether it is concentrated in
particular groups (e.g. by age, gender, grade or skill).

3. Managing an effective downsizing programme:-

This is an all too common issue for managers. How is the workforce to be cut
painlessly, while at the same time protecting the long-term interests of the
organization? A question made all the harder by the time pressures management is
under, both because of business necessities and employee anxieties. HRP helps by
considering:
 The sort of workforce envisaged at the end of the exercise.
 The pros and cons of the different routes to get there.
 How the nature and extent of wastage will change during the run-down.
 The utility of retraining, redeployment and transfers.
 What the appropriate recruitment levels might be.

Such an analysis can be presented to senior managers so that the cost benefit of various
methods of reduction can be assessed, and the time taken to meet targets established.
If instead the CEO announces on day one that there will be no compulsory
redundancies and voluntary severance is open to all staff, the danger is that an
unbalanced workforce will result, reflecting the take-up of the severance offer. It is
often difficult and expensive to replace lost quality and experience.

4. Where will the next generation of managers come from? :-

Many senior managers are troubled by this issue. They have seen traditional career
paths disappear. They have had to bring in senior staff from elsewhere. But they
recognize that while this may have dealt with a short-term skills shortage, it has not
solved the longer term question of managerial supply: what sort, how many, and where
will they come from? To address these questions you need to understand:
 The present career system (including patterns of promotion and movement, of
recruitment and wastage).
 The characteristics of those who currently occupy senior positions.
 The organization’s future supply of talent.

This then can be compared with future requirements, in number and type. These will of
course be affected by internal structural changes and external business or political
changes. Comparing your current supply to this revised demand will show surpluses
and shortages which will allow you to take corrective action such as:
 Recruiting to meet a shortage of those with senior management potential.
 Allowing faster promotion to fill immediate gaps.
 Developing cross functional transfers for high fliers.
 Hiring on fixed-term contracts to meet short-term skills/experience deficits.
 Reducing staff numbers to remove blockages or forthcoming surpluses.

Thus appropriate recruitment, deployment and severance policies can be pursued to

meet business needs. Otherwise processes are likely to be haphazard and inconsistent.
The wrong sort of staff is engaged at the wrong time on the wrong contract. It is
expensive and embarrassing to put such matters right.
How can HRP be applied?

The report details the sort of approach companies might wish to take. Most
organizations are likely to want HRP systems:
 Which are responsive to change?
 Where assumptions can easily be modified?
 That recognize organizational fluidity around skills
 That allow flexibility in supply to be included
 That are simple to understand and use
 Which are not too time demanding.

To operate such systems organizations need:

 appropriate demand models
 good monitoring and corrective action processes
 comprehensive data about current employees and the external labor market
 An understanding how resourcing works in the organization.

If HRP techniques are ignored, decisions will still be taken, but without the benefit of
understanding their implications. Graduate recruitment numbers will be set in
ignorance of demand, or management succession problems will develop unnoticed.

As George Bernard Shaw said: ‘To be in hell is to drift; to be in heaven is to

steer’. It is surely better if decision makers follow this maxim in the way they
make and execute resourcing plan.
HR STRATEGIES FOR IMPROVING ALL HRD ACTIVITIES
IN THE ORGANISATION
Factors affecting human resource planning
The following factors can be affected human resource planning:

1) Employment:
HRP is affected by employment situation in the country. In those countries where
there is greater unemployment; there may be more pressure on the company, from
govt. to appoint more people. Similarly some company may force shortages of skilled
labour and they may have to appoint people from other countries.
2) Technical change in the society:
Technology changes at a very fast speed and new people have the required knowledge
are required for the company. In some cases, company may retain existing employees
and teach them the new technology and in some cases, the companies have to remove
existing people and appoint new people.
3) Demographic changes:
Demographic changes refer to things referring to age, population, composition of
work force etc. a number of people retire every year. A new batch of graduates with
specializations turns out every year. This can change the appointment and removal in
the company.
4) Shortages of skills due to labour turnover:
Industries having high labour turnover rate, the HRP will change constantly. Many
new appointments take place. This also affect the way of HRP is implementing.
5) Multicultural workforce:
Workers from different countries travel to other countries in search of jobs. When a
company plans it’s HRP it needs to take into account this factor also.
 6) Organizational changes:
Changes take place within the organization from time to time. The company diversifies
into new products or close down business in some areas etc. In such cases the HRP
process appointing and removing people according to situation

HRD ACTIVITIES FOR DEVELOPMENT

Performance Appraisal

Performance appraisal, also known as employee appraisal, is a method by which the

job performance of an employee is evaluated (generally in terms of quality, quantity,
cost and time). Performance appraisal is a part of career development.
Performance appraisals are a regular review of employee performance within
organizations. Generally, the aims of a scheme are:
 Give feedback on performance to employees.
 Identify employee training needs.
 Document criteria used to allocate organizational rewards.
 Form a basis for personnel decisions: salary increases, promotions, disciplinary
actions, etc.
 Provide the opportunity for organizational diagnosis and development.
 Facilitate communication between employee and administrator.
 Validate selection techniques and human resource policies to meet federal Equal
Employment Opportunity requirements.
A common approach to assessing performance is to use a numerical or scalar rating
system whereby managers are asked to score an individual against a number of
objectives/attributes. In some companies, employees receive assessments from their
manager, peers, subordinates and customers while also performing a self assessment.
This is known as 360° appraisal.
The most popular methods that are being used as performance appraisal process are:
 Management by objectives (MBO)
 360 degree appraisal
 Behavioral Observation Scale (BOS)
 Behaviorally Anchored Rating Scale (BARS)
Trait based systems, which rely on factors such as integrity and conscientiousness, are
also commonly used by businesses. The scientific literature on the subject provides
evidence that assessing employees on factors such as these should be avoided. The
reasons for this are two-fold:
1) Because trait based systems are by definition based on personality traits, they make
it difficult for a manager to provide feedback that can cause positive change in
employee performance. This is caused by the fact that personality dimensions are for
the most part static, and while an employee can change a specific behavior they cannot
change their personality. For example, a person who lacks integrity may stop lying to a
manager because they have been caught, but they still have low integrity and are likely
to lie again when the threat of being caught is gone.

2) Trait based systems, because they are vague, are more easily influenced by office
politics, causing them to be less reliable as a source of information on an employee's
true performance. The vagueness of these instruments allows managers to fill them out
based on who they want to/feel should get a raise, rather than basing scores on specific
behaviors employees should/should not be engaging in. These systems are also more
likely to leave a company open to discrimination claims because a manager can make
biased decisions without having to back them up with specific behavioral information.
Promotion policy:-

Eligibility:

To be eligible for promotion under this policy, the employee should be undergoing any
punishment or warning for misconduct under the company’s rules/standing orders. The
warning to any candidate shall always be in written mode. The warning can only be
given by the national vertical head/state head.

Modes of promotion:

Company recognizes that promotion may occur through the following ways:

 The filling of a higher position by an employee at a lower designation, given that

the employee fulfills the eligibility criteria for the vacant position.
 A reclassification of the employee’s existing designation as a result of the
employee performing duties a higher degree of responsibility and complexity
than the current position calls for
 Filling of an entirely new job created due to the expansion of operations.

Criteria for promotion:

The key criteria for promotion would include:

 Performance on the job during the time spent in that particular level which
can be accessed through the performance appraisal.
 Potential and capability for taking on higher responsibility which will be
based on the feedback provided by supervisors and interviewing candidates.
 At higher levels greater importance is given to the individual’s potential and
capabilities.

Other consideration for promotion:

 The minimum stay to be eligible for promotion will be the completion of first
appraisal cycle.
 Promotion should take place only at the annual appraisals. Mid-year
promotion in exceptional cases may be considered solely at the discretion of
the MD/Director.
 Number of promotions will be determined by the number of vacancies to
be filled in the organization.

Appraisal committee

An appraisal committee will be responsible for various levels of promotion at

the every corporate office. The committee will comprise of the heads of all
departments at every branch the appraisal committee will discuss all the
recommendations for promotions provided by the individual managers/HOD.

At the corporate level and business Head and corporate HR.

The communication to the incumbent will be by the immediate HOD;

organization wide communication will be through intranet.
First right of position:

At Continental Rico, an existing employee shall be first considered for filling up any
vacancy that arises in the organization. For such a process the candidate must have
completed one assessment/appraisal cycle.

If a suitable internal candidate is not found for the vacancy, it will be sought to
be filled by an outside candidate.

Career development:-
Sponsoring further education:-

Continental Rico believes that learning and development is the responsibility of the
organization as well as the employee. The company supports employees who wish to
continue their education in order to secure increased responsibility and growth in their
professional careers.

Eligibility:

All employees who have completed two years in the organization and above
average performance are eligible for applying.

The course approval should be obtained from HOD and Corporate HR. The HOD
will decide and recommend if the course is relevant for the current and future
responsibilities of the person.

In this academic course period, the candidate shall be treated on leave with pay.

How many people will organization support?

Maximum 5% of the total number of assigned to a unit will be supported by the

group for education .Updated list of candidates being supported for education
shall be maintained by HR and it will be available for preview to all employees.

Post completion requirements:

An undertaking is required to be signed by the employee in favor of the organization

for post course compliance of service period.
What if employee leaves earlier?

If the employee fails to complete the 18 months tenure then he/she will have to
reimburse the entire amount to the company with 18% interest or the rate of interest
discussed and agreed upon between the employee and the organization.

 Employees, who stay with the organization for a period of less than one
year, will have to pay the entire reimbursements paid by the company,
 Employees, who stay with the organization for a period of greater than a
year, but less than two years, will have to repay 50% of the
reimbursements.

Training and Staff Development:

Where does Training and Staff Development fit with Human Resources
Planning?

 When companies have well thought out and useful human resource plans, it
allows them to move training and staff development from a hit or miss process
to one that is also strategic, organized, and designed to contribute to the
company's bottom line.
 Much that passes for training in corporations yields no value at all to the
company because training and staff development dangle unconnected to business
needs, present and future.
 Employees go to training because the seminar "sounds good", or "might be
useful", and while it's sound to develop and train employees as an ends in itself,
it also makes sense to choose the kinds of training that will result in employees
being better contributors now, and also better contributors in the future.
 A sound human resources plan will anticipate the skills that will be needed in the
future, identify gaps in skills that are present, and will be needed, and then plan
for the development of staff in advance, so that the skills will be available when
required.
Objective of the study

1. To study the current methods of Training.

2. To find out the impact of Training on the profitability of the organization.

3. To study the factors affecting the Training.

4. To study the role of Training in organization.

Review of Literature

According to Jucius:-

“The term training is used here to indicate only process by which the skills and abilities
of employees to perform specific jobs are increased.”

According to Dale.S.Beach:-

Training is the organized procedure in which people learn knowledge and skill for
improving their overall performance.

According to Swanson and Holton:-

“Development is a process for developing and unleashing human expertise through

personal training.”

According to Gilley and Eggland:-

“Development is organized learning experiences provided to employees within a

specified time to bring about the possibility of performance and efficiency growth.”
COMPANY PROFILE

AN INTRODUCTION
GRAND LABELS PVT LIMITED, incorporated in 1997, is one of leading
manufacturer & exporter of HI- Fashion hand embroidered garments. In this short
period, the volume of exports has increased substantially and is constantly on the rise.
The company has gained good reputation amongst its international clientele in respect
of maintenance of high quality of Fashion embroidered garments. The company has
been concentrating on buyers from European markets mainly Germany, Italy and other
European countries. The company has a dedicated team of workers lead by the
Directors and highly experienced Managers. The company’s aim is to achieve a
reputation in this highly competitive market segment of fashion embroideries. The
company is committed to provide superior services and excellent quality to the buyers.
The company also plans to manufacture home furnishing products in future. The
project of the company is non-hazardous and non- polluting.

COMPANY CONTACTS

MANAGING DIRECTOR : MR. RAMEET SACHDEVA

E-MAIL : glpl@airtelmail.in
grandlabels@airtelmail.in

NATURE OF BUSINESS :MANUFACTURER & EXPORTER OF

HIGH FASHION GARMENTS

MAJOR PRODUCT LINE : APPARELS - WOVEN / KNITS

DIRECTORS :
(1) Mr. Rameet Sachdeva.

Highly experienced in production and sampling of the Hi Fashion Garments. Has vast
experience of production. Overall responsibility of running the company including
Liasoning with the government departments, buyer, suppliers etc.

(2) Mr. R P Singh

NRI industrialist, widely traveled, vast experience of garment trade. A perfectionist in

himself he has good liaison with foreign buyers. Has the vision of taking the company
to glory in the recent future.

(3) Mrs. Conny Singh

GERMAN fashion designer of tremendous reherself, she knows the international taste
and the quality required. She has helped the company in achieving acceptance level of
the workmanship at the international levels. Each and every design is carefully and
tastefully made under her guidance and vision. She herself is a trendsetter due to which
the company is able to achieve high quality of designs.

CONTACT PERSON : MR. RAMEET SACHDEVA

DIRECTOR

NATURE OF BUSINES : 100% EOU PROJECT.

MANUFACTURERS &
EXPORTERS OF HI FASHION
READYMADE GARMENTS,
ACCESSORIES, MOTIFS ETC
NON POLLUTING UNIT : THE PROJECT IS TOTALLY

POLLUTION FREE & NON

HAZARDOUS.

NUMBER OF MANUFACTURING UNITS : 1 (ONE)

TOTAL NO. OF MACHINE : 150 (ONE HUNDRED FIFTY)

OUR PRODUCT : WE SPECIALIZE IN HAND

EMBROIDERIES

PRODUCTION CAPACITY : 10000 PCS. P/M Approx

BUSINESS TURNOVER : INR 10 CRORES

BANKERS :

HSBC

25, BARAKHAMBA ROAD

NEW DELHI - 110001

ABN AMRO BANK

HANSALAYA BUILDING.
 BARAKHAMBA ROAD,

NEW DELHI.

PUNJAB NATIONAL BANK

CONNAUGHT PLACE,

NEW DELHI – 110001

MAJOR CLIENTS : Ella Singh (Germany),

Apart (Germany),

Caroline Charles (UK),

La Perla, Max Mara,

Moschino (Italy)

LOCATION

The company’s manufacturing unit was incorporated in mid 1997 with a very limited
staff & workers at Garhi, New Delhi but soon the company got good orders and in Nov
1997 it shifted to bigger & better premises of app. 6500 sq. ft at 641/2, Exporter’s
Enclave, Devli, N. Delhi. Over the period, the operations of the company outgrow the
area required for production and so the company
The Company has shifted to a still bigger & better premise at Plot no. 44, Sector 5,
IMT, Manesar, Gurgaon, Haryana where the work atmosphere is very good. Currently
the company has a working area of approximately 21000 sq ft. Since the company is a
100% export unit it has the locational advantage of being near to the International
Cargo terminal.

FUTURE PLANS

The company is already in its expansion phase, so in order to increase the production
capacity the company has started construction of its own factory in IMT Manesar. It
will be having working area of approximate 40000 sq ft.
Research Methodology
“All progress is born of inquiry. Doubt is often better than overconfidence, for it leads
to inquiry leads to invention.” This is a famous Hudson maxim statement in context of
which the significance of research can well be understood. Increased amount of
research makes progress possible.

Research methodology is a way to a systematic solution of the research problem. It

focuses on the various steps adopted in studying the research problem along with the
logic behind using them.

Objective of the Research

The research work was carried out with the basic objective of determining the extent of
training and development’s influence exerted on the efficiency of employees at
Continental Rico.

During the research, data regarding the same was collected and analyzed in order to
find out whether the training and development programmes were worth their cost with
respect to increasing the capabilities of employees and improving their performance.

The focus was also a determining the ways in which training and development
programmes can be improved, so that the influence they exert on the efficiency and
effectiveness of employee’s can be maximized.

Methods of Data Collection

The task of data collection begins after the research problem or the objective of the
research has been defined. There are two kinds of data that can be collected. One is
primary, which is original in character, as t has been collected for the first time. The
other one is secondary, which has already been collected and needs only to be
compiled.
For my research, I choose the primary source of data collection. This choice was born
of certain facts. Firstly, the true position of the efficiency of the employees and their
satisfaction with regards to training and development programmes can be judged only
by going to them and making enquires. Studying pre-calculated tables regarding the
same cannot do this.

Secondly, the secondary data may not have provided me with the details of the data, I
really required.

Moreover, in order to be in a position to make suggestions, regarding the improvement

of these programmes, I had to have a firsthand knowledge of the complete procedure,
reaction and views of the trainee’s involved.

Various methods of primary data collection

There are a lot of methods using which a primary data can be collected. These are: -

1. Observation Method

Under the observation method, the information is sought by way of

investigator’s own direct observation, without asking from the respondents.

 Direct observation
 Contrived observation (laboratory)
 Content Analysis
 Physiological measurement
 Electronic methods
 Greater objectivity
 less researcher bias
 More accurate
 less “response tendency” or “demand effects”
 Limited in terms of what can be observed
2. Interview Method

The interview method of collecting data involves presentation of oral-verbal

stimuli and reply in terms of oral – verbal responses. It can be

(a) Personal interview (b) telephonic interview

3.Questionnaire

In this method, a questionnaire is sent to the persons concerned, with a request to

answer the questions and return the questionnaire. It consists of a number of questions
printed or typed in a definite order on a form r set of forms.

4. Through Schedule

This method of data collection is very much like. The collection of data through
questionnaire, with a little of difference, which lies in the fact that schedule are being
filled in by the enumerators, who are specially appointed for the purpose.

Primary Method of Data Collection Used

Questionnaire method is used for research. This decision was made on the basis that, I
did not require the restructuring opportunity that interviews provide. This was because
I needed the respondents to respond to the same set of questions. In this case, a
structured questionnaire would certainly provide me with more definite answers than a
structured interview or any other method for the matter.

Sample Design
Sample
All items in any field of inquiry constitute a universe or a population. A complete
enumeration of all the items in the population is known as a census inquiry. From a
practical viewpoint, it can be seen that due to time and cost constraints, it is not
possible to cover the entire population.
That is why only a small number of items or respondents are selected from the
universe. The group of selected respondents is technically called a “sample’.

Sampling Techniques
Continental Rico is divided in following departments (HR & Admin., Production, Ad
Sales, Finance & Accounts,). We have conducted the survey mainly in the HR
department and we have covered the three hierarchy level of this department (Top
management, Middle management &executive level).

Sample Design Used

In order to collect data regarding training and development from the employees, I had
to take care that employee of all age group, period of employment, designation were
properly covered. For this, I had to resort to choosing from the population at large and
ensuring that every person had an equal chance of being selected in the sample. That is
why; the sample design of this research is sample random sample, which has the
characteristics of both probability sampling and unrestricted sampling.

The sample size taken was one hundred. The questionnaires were distributed among
twenty five of top level employees, twenty five of middle level employee and fifty of
low level employee.

DATA= 100 EMPLOYEES

TOP LEVEL= 25 EMPLOYEES

MIDDLE LEVEL= 25 EMPLOPYEES

LOW LEVEL= 50 EMPLOYEE

Scope of the Study:-

As with strategic planning, there is no one way to undertake human resource planning.
However, here's a model which relies on gap analysis, and attempts to link human
resource planning to overall business planning or strategic planning.

 Workforce Analysis: A key component of HR planning is understanding your

workforce and planning for projected shortages and surpluses in specific
occupations and skill sets.
 Internal Scan: Identify factors internal to the organization that may affect HR
capacity to meet organizational goals.
 External Scan: Determine the most important environmental factors expected
to affect workforce capacity, given known operational and HR priorities and
emerging issues.
 Gap Analysis: Based on an analysis of the environmental scan and
operational business goals, what are the organization’s current and future HR
needs?
 Priority Setting and Work Plan: Based on the organization’s priorities,
environmental scan, and HR performance related data:

1) What are the major human resources priorities; and

2) What strategies will achieve the desired outcome?

Monitoring, Evaluating, Reporting: Monitoring, evaluating, and reporting (internally
and publicly) performance results advances our capacity to measure performance, set
targets, and, most importantly, to integrate results information into decision making
processes and determine future priorities.
Data analysis and interpretation
Training program in business organization is taking new shapes and dimensions, which
one has to consider while dealing with the activities of training and development in the
field of Human Resource.

Training is so crucial that there is no need to mention its significance to the

organization and as well as to the individual employees. Training begins right from the
recruitment of the employee and follows thought the life span of the job of each
employee in that organization.

Training has bundles of number of action to be performed in daily routine work and
hence lot of quality, efficiency depends upon the performance level of employee.

Organizations are very keen as far as training of employees are concerned and are
always ready to spend what is ready to takes to train and develop the employees in best
concern in favor of the organization.

Here we come to know the willingness of the organization regarding the employees
and the cost they are bearing for that purpose. A good management always tries to cut
down the unnecessary and unwanted expenditure of money. Hence if this area of
management is taken care of and a very well planned and a high systematic initiative
can result in heavy saving, in other words earning a healthy profit.
Analysis and Interpretation of the trainee Questionnaire

1. Ques. 1) Through what your work level and motivation can improve?
Training ___ facilities___ both ___

Ans:

Method No. of employees

Training 50
Facilities 20
Both 30

60

50

40

30

20

10

0
Training Both Facility

Interpretation

The above figure show method of improving work level and most of the
employees prefer the training mode for improve their ability and knowledge.
2) Your interest in the job related training was
High ___ mediocre___ low___

Ans:

High 65
Mediocre 20
Low 15

70

60

50

40

30

20

10

0
High Medicore Low

Interpretation

The above figure show the interest of employees in job related training and most
of the employees prefer to job related training.
 3) Your participation in the programme.
High ___ mediocre___ low___

High 55

Mediocre 25

Low 20

60

50

40

30

20

10

High Medicore Low

Interpretation
The above figure show the participation of employees in the training programme
and most of the employee participate in training programme.
4) Did the job related programme improve your skills?
Yes___ No idea___ No___ somewhat___

Yes 50

No idea 20

No 5

Somewhat 25

60

50

40

30

20

10

Yes No Idea No Somewhat

Interpretation

The above figure show about the employee thinking related to training and most
of the employee thought that training improves their skills and it is necessary for
them.
5) Would you like to undergo training in future?
Yes___ May be___ No___

Yes 40

May be 50

No 10

60

50

40

30

20

10

Yes May Be No

Interpretation
The above figure show the interest of attending training program in future and
most of the employee thought that maybe they can attend training programmes
in future.
 6) Which faculty are you comfortable with
Internal ___ external ___

Internal 50

External 50

60

50

40

30

20

10

0
Internal External

Interpretation

The above figure show the employee comfort ability with the faculty and
employees are equally comfort with both of internal and external faculties.
7) The timing of the programme should be.
Before work ___ after work ___ any time_______

Before 30

After 20

Any time 50

60

50

40

30

20

10

Before After Any time

Interpretation

The above figure show the time of training and most of the employee says that
training is best whether it is conducted before work or after work.
8) Facilities given during training
Tea ___ short breaks ___ Both___

Tea 30

Short breaks 30

Both 40

45

40

35

30

25

20

15

10

Tea Short Breaks Both

Interpretation

The above figure show facilities given by the organization during training and
most of the say that both facilities are provide to them.
 9) .Are you presently doing performance evaluations for all field employees on a
regular basis?

Ans: Yes_____ No_____

Yes 85

No 15

90
80
70
60
50
40
30
20
10
0

Yes No

Interpretation

The above figure show about the measurement of performance evaluation of

employees by their supervisor on a regular basis and most of the supervisor do
evaluation of performance of their subordinates on a regular basis.
10) . Do you communicate regularly with field employees regarding the
success of the company, future job prospects and other issues affecting the
company?

Ans. Yes_____ No_____

Yes 80

No 20

80

70

60

50

40

30

20

10

Yes No

Interpretation

The above figure show about the interest of communication of supervisor with
their subordinate regarding success of company, future job prospects etc. and
most of the employee interest in it. According to them there must not be
communication gap between superior and subordinate.
11) . Do you conduct occasional surveys of your employees, receiving formal
feedback on company policies, compensation, benefits, employee attitude,
etc?
Ans. Yes_____ Sometimes__________

Yes 90

Some times 10

90

80

70

60

50

40

30

20

10

0
Yes No
.

Interpretation
The above figure show about the conduction of occasional surveys for
measurement of performance of employees and most of the superior says that
they conduct the occasional survey and it is the best way for measuring the
performance of employees.
Findings of the study
The findings of the study are the most important part of the research work. Through
this we can find out the degree to which our objective of the research has been
satisfied. The findings help us to generate an idea regarding the true position of the
system or factors under study along with its positive points and drawbacks both.

A careful analysis of the hundred questionnaires yielded a lot of information regarding

the effect that training and development programmes have on the efficiency and
effectiveness of employees. This information has been shown in the form of results.

Findings

 At Continental Rico, care is taken to ensure that training needs are identified
and fulfilled properly.
 Training programmes are continuously held on the latest and most important
topics.
 Executives are sent to attend seminars organized by the various institutions
within and outside the country.
 Employees are encouraged to suggest programmes, which will be of benefit
to them.
 The training programmes have gone a long way in improving the skills of
employees and reducing wastages.
 The management does not make any compromise with the money factor
where the development of employees is concerned. This attitude of the
management motivates the employees to undertake training in a positive
frame of mind. This is because the employees feel that the management is
taking so much pain and spending huge amount of money just for their sake.
 Majority of the employees are well satisfied with the programmes as their
development and growth needs are being taken care of by the training
imparted.
 The employees are optimistic about future training and development
programmes and are of the view that training is supremely important and
improves performance.
Suggestion

 The training department should become more proactive and suggest programmes
rather than just arranging them.

 Participants should be given feedback regarding their performance in the

training programs.

 Long duration training programs should be evaluated while they are still being
conducted so as to bring about improvements, if required.

 Evaluation of the programs should be done in terms of cost and benefits

analysis, labour turnover and productivity.

 A higher number of executives should be sponsored for attending seminars

organized by various institutions.

 Training programs should be repeated periodically.

 Lecture method of training should be followed by a short group discussion to

facilitate better understanding and retention.

 Education programs regarding handling of frustration, which arises due to

stagnation in career, should be held. They will reduce moral problems.

 Promotion policy and career paths should be shared with the employees. This
will motivate them to take greater interest in training.

 Training personnel should attend courses regarding evaluation of training

programs.
LIMITATIONS :-

 Time span of eight week is a pertly short duration to know in organization as a whole.
 Due to limitation of time, the scope of my study is confined to only few areas of CRM.

 The lack of experience may have caused errors in administration of the research because my
knowledge is limited as I am a student.

 The result may be biased as the employee does not want to disclose the accurate information
in which they are working.

 Employees of the organization were not cooperative and were not willing to devote more time
to fill the questionnaire because they were busy in their own work.
CONCLUSION

The works on the Project study was a wonderful experience in my life. The study has
been extremely useful in developing my professional skills and personality. The
training helps me a lot to adapt myself to actual working environment and to work in
coordination with the other team members. Further, the guidance, support, cooperation
and assistance provided by my seniors and colleagues at Continental Rico helped
me to better understand the real working environment. The practical experience
gained during the short period will go a long way in achieving my real goal and
ambition in my life.

Different hierarchal level has different responsibilities towards planning of

human resource due to various priority factors.
In Continental Rico HR department has following priorities for HR planning:
 Goal oriented
 Responsibility
 Relationship
 Working environment

Also different hierarchal levels shows different interests:

Top management- Motivation & Learning & Growing Opportunity, job
challenges, power & authority, designation in the organization.

Middle management- Growth opportunity rewards 7 achievement, non-

monetary benefits, and quality of work life, career planning & recognition.

Executive level- Working conditions, growth opportunities, monetary & non-

monetary benefits & communication.
Annexure

 Questionnaires for all employees.

 Table showing number of training programmes conducted.

 Table showing number of participants trained.

 Table depicting internal/external faculty used.

 Performance evaluation form (operators/workers).

 Performance evaluation form (others).

 Training needs identification form.

 Training feedback form.

 Consolidation training need for the year 2011-2012.

 Topics for training suggested by employees of Continental Rico.

Bibliography

Book References:

 Human Resource Management- G.S. Sudha

 Human Resource Management: - C.B. Gupta
 Designing and Managing Human
Resource System: - Deepak Bhattacharya

 Research Methodology: - C.R. Kothari

 Newspaper article

Internet References:

 www.wikipedia.org
 www.google.com
Questionnaire
Please tick the appropriate boxes to indicate your answer.

1. Through what your work level and motivation can improve?

Training ___ facilities___ both ___

2. Your interest in the job related training was

High ___ mediocre___ low___

3. Your participation in the programme.

High ___ mediocre___ low___

4. Did the job related programme improve your skills?

Yes___ No idea___ No___ somewhat___

5. Would you like to undergo training in future?

Yes___ May be___ No___

6. Which faculty are you comfortable with

Internal ___ external ___

7. The timing of the programme should be.

Before work ___ after work ___

8. Are you presently doing performance evaluations for all field employees on a
regular basis?

Ans. Yes_____ No_____

 9. Do you communicate regularly with field employees regarding the success
of the company, future job prospects and other issues affecting the company?

Ans. Yes_____ No_____

10. Do you conduct occasional surveys of your employees, receiving formal

feedback on company policies, compensation, benefits, employee
attitude, etc?

Ans. Yes_____ No_____

Name: ………………………………. Designation……………………

Department…………………………. Period of Employment…………