1.

1 INTRODUCTION
A company`s most valuable resource is its people. Its widely accepted that training
and development is the most critical component of a company. An employees
education and development is aimed at helping him or her accomplish their current
work better or be ready for a position with more responsibility. The pursuit of
personal improvement, on the other hand, should not be an aim in itself. As a
company grows, so must the individual`s progress.
A training programme is one in which the main goal is to assist members of an
organization in acquiring and applying the necessary information, talent, and attitudes
for the organization as a whole. A broad definition of training is the process of
enhancing an employee’s knowledge and abilities in order to better prepare them to
perform their work duties.
Human intellect, talent and leadership are the most important resources in today`s
information culture. The right to acquire and use human capital is essential to the
success of every company on its path to ultimate success.
As a result, training and development are important tools for inspiring employees and
maintaining their long-term loyalty to the company.
1.2 OBJECTIVES OF STUDY

 To understand different method of training and development.

 Training methods adopted in a open wings foundation ,Noida .
 To study how the employees training and development will improve the
employees personnel growth and skill.
 To study the employees satisfaction level with the training programs.
 To study needs of training and development in organization.
1.3 SCOPE OF THE STUDY
Training plays a vital role in any organization. The study was conducted
in open wins foundation. The study covers the management, superior
level and low level of the company.
Companies looking for innovative method to conduct training programme
for greater education and technical knowledge for their staff can greatly
benefit from this research.
In order to determine if the notion of “ Training and Development ” is
really beneficial in the workplace, it is necessary to conduct research on
how it may be implemented as management practise and services.
1.4 RESEARCH METHODOLOGY
Data Collection Method:
The scenario necessitated the collecting of both primary and secondary data in order
to reach a valid conclusion and, from there, to recommend a workable remedy.
Two sorts of resources were used to gather the information.
1.5 RESEARCH METHODOLOGY
Data collection method:
The scenario necessitated the collecting of both primary and secondary data in order
to reach a valid conclusion and, from there, to recommend a workable remedy.
Two sorts of resources were used to gather the information.

1. PRIMARY DATA:
The respondents were contacted personally and a well- structured questionnaire was
used to obtain the main data. The poll was administrated to people of various ages and
educational backgrounds. Open -ended question are included in the questionnaire.
2. SECONDARY DATA:
The secondary data used for the study existed in the prospectus of the concerned
department. The data was also collected by referring the books, journals, manuals and
news circulated by the company, website and other internal information.
1.6 LIMITATIONS OF THE STUDY
 Some respondents are heisted to give answer.
 There was communication and language barrier in carrying the feedback.
 The tight schedule of the plant official become the constrain for gathering proper
information.
 Another limitation of the study is that assumed the respondents have not give the
correct information.
 The study is limited only for 100 employees.
 The survey is restricted only to the organization.
1.7 CHAPTER SCHEME
Chapter-1
Deal with introduction followed by objectives of the study, research
methodology, scope of the study, limitations of the study.
Chapter-2
Includes theoretical background of the training and development
Chapter-3
Gives company profile in details
Chapter-4
Includes analysis and interpretation of data
Chapter-5
Including the findings, conclusion and suggestions.
 CHAPTER -2
THEORETICAL BACKGROUND
2.1 Introduction:
Because of the rapid changes in the environment and compensation,
every year or as technology changes, every organisation must have
people who are well trained and experienced to perform the tasks that be
completed in a two scenario. Old and efficient employees should be
retrained as needed.
There are several ways in which an individual’s aspiration may be
brought into alignment with the ever-changing world around them, but
the most important of these is via training and development.
It’s becoming more and more difficult to work in an organization in
America because of a new global order ,technological revolution, and
shifting labour force characteristics. The ethics of the workplace are ever-
evolving, and training must keep pace.
Rather than a goal in and of itself, training exists to benefit the company’s
bottom line while also assisting its employees in reaching their full
potential.
HUMAN RESOURCES MANAGEMENT:
DEFINATION:
An organizations and its workers capacity to fulfil their goals is influenced by
HRM, which is a collection of interconnected choice arising from the employment
relationship.
-R.D.AGARWAL
An organizations human resources may be managed in several ways to ensure that
each employees personal and professional goals are met while also achieving
organizational and societal goal.
- EDWIN .B. FLIPPO

OBJECTIVE OF THE HRM :

Its main objective is to making organization people oriented and to have number of
people programs. Some of the following are the main objective of the HRM.
1. To offer a company with employees who are well-trained and highly motivated.
2. Increase the level of job contentment and self- actualization among the
company’s employees.
3. To create and maintain a positive work environment.
4. Aid in achieving the objectives of the company
5. In order to keep pace with the organizations expansion, facilities and
opportunities for individual and group growth must be established.
 TRAINING AND DEVELOPMENT
MEANING OF TRAINING:
Training refers to the process of facilitating the acquisition of certain information
skills via a structured approach. An employee’s ability to learn , adapt, and grow as a
result of training is essential to the success of a business.
MEANING OF DEVELOPMENT:
In order to accomplish certain goals or needs, scientific and technological information
must be used in a systematic manner. Discovery or creation is an expansion of
theoretical or practical features. Complex cultural and environmental elements
combine to produce economic and social change.
PROCESS:
Organization objective & strategies

Assessment of training needs

Establishment of training goals

Devising training program

Implementation of training program

Evaluation of results
Step1: Organizational objectives and strategies:
The first phase in organizations training process is an evaluation of its goals and
tactics. It is only after you have answered all of the questions that you may precede.
Step2: Assessments of training needs:
Is there a need for training and developments to address the issues of evaluation and
diagnosis in the future Before spending a large amount of money to training, a
business should examine the training needs of its employees.
Step3:Establishment for training job :
Defining training and development objectives without a defined end goal is necessary
after assessing training requirements. Goals must be quantifiable, verifiable, and
concrete in order for a training programme to be successful.

Step4: Devising training program :

Every training program must address certain vital issues:
a. Who are trainees?
b. Who participate in program?
c. What training principles are needed?
d. What methods and techniques are to be used for training?

Step5: Implementation of training program:

Implementation is the ideal solution for some difficulties,in the first place, most
managers are action oriented and often declare they are too busy to participate in
training efforts after the training programme has been established, second , a
programme is the availability of training.

Step6: Evaluation of results:

The last step in the training process is to evaluate the outcomes. Due to the large
amounts of money being spent on training, evaluations are an important part in
determining the effectiveness of such programme.
TYPES OF TRAINING:
Training method:
On the job methods:
 Coaching
 Job rotation
 Committee assignment
 Job instruction
 Mentoring

Off the job methods:

 Lectures methods
 Role playing
 Case study
 Sensitivity training
 Discussion method

On the job training methods:

The term “job instruction training” refers to the same thing. It’s one of the most
frequent approaches out there. The person is put in a normal work and is forced to
learn the skills required to execute that job. This strategy has the benefit of providing
hands-on experience and exposing students to the realities of the workplace.
On-the- job Training (OJT) is a term used when a person learn their job in a realities-
world setting rather than via a simulation. It’s a win-win situation for everyone.
Roadside mechanics are an excellent illustration of this.
Helping the chief mechanic teaches little workers valuable skills. No course on engine
Models teaches flaw analysis and engine repair abilities.
The most prevalent techniques of training is called as job instruction training. The
person is put in a normal employment and taught the abilities required to
accomplished that job under this strategy. Under the leadership of a trained
professional or teachers, the trainee gains knowledge and skills. the benefits of on-
the- job training is that it provides students with hands-on instruction in real-world
setting . during the training period, the trainee is a full-fledged employee providing
services for which he is paid.
As a result, there is less of a need to transfer a trainee since they are learning on the
job. Instead than learning how to do a task, the focus is on providing services as
efficiently as possible. Rotational work assignment, mentoring, and step-by-step
education are a few of the techniques used for -the-job training available today.

 Job Rotation :
The trainers transition from one position to the next is an important consideration. As
the trainee rotates through several positions, he or she learns about the many aspects
of the profession from his or her supervisor or trainer. Trainng managers for general
management roles often use this strategy because it allows the trainee to learn about
the challenges faced by personnel India`s banking industry have traditionally been
assigned to a rotating job in the state bank group, where they spend two years before
being promoted to assistant bank manager. As part of this training, applicants are put
in a variety of positions, including clerical, administrative , cashier ,and
managements, in order to get a thorough understanding of the responsibilities and
duties associated with each role.

 Coaching:
A supervisor is assigned to severe as a mentor to the trainee .the trainee receives
feedback from the specific supervisor on his or her performance, as well as ideas for
how to improve it. This person serves as the individuals coach and mentor throughout
their training. The trainer receives constructive criticism and ideas for development
from the supervisor , in many cases, the coach is relieved of part of his tasks when
the trainee takes over some of those responsibilities.

 Job instruction:
Additionally, this strategy is referred to as step-by step training , in this manner, th
trainer explains to the learner how to do the jobs in details. He is able to execute the
work because of his knowledge and abilities. The trainer evaluates the students
performance, gives comments, and makes corrections to the students as needed.
 Committee assignment:
This set of trainees is given and requested to tackle a common organisational issue.
The trainees work together to come up with a solution to the challenge, which helps
build teamwork.

 Mentoring :
Teaching and learning are the heart of mentoring. It has a critical function in the
acquisition of new information and skills by everyone . organization may utilize
mentoring as a strategy to nature and develop their working with a more junior
members of staff.

Off-the-job methods:
By separating the student from the actual job, this training techniques allows the
trainee to concentrate solely and only on acquiring the content necessary to succeed in
the real world of work in the future.
Off- the job training takes place at a facility that has been set aside only for this
purpose. At a training facility or a resort, trainees are able to focus on the content
rather than be distracted by their surroundings. This helps them to learn more quickly
and more effectively. Although off-the-job training may not give as much transfer to
the real work as an-the-job training ,it’s still a good option.
It’s common for people to think of off-the-job training as using the lecture style, but
this isn't the case at all.
Employee training at a location that is not connected to the workplace. Lectures ,case
studies, role acting, simulation, and other techniques are often used. On-the-job
training is another option to consider.

 Lecture method:
It’s a tried-and -true approach to education. The lecture techniques has benefits over
other methods since it is direct and can be utilized for a big number of trainees.
The instructor arranges the content and provides it to a group of trainees in the form
of a talk. As a result, the time required to complete the projects is decreased.
With regards to off the job taring for white collar or management personnel, the
classroom and lectures approaches are often used. Employees are summoned to a
classroom-like setting to get instruction from a trainer in the form of lectures under
this approach. To teach administrative or management subjects, such as how to follow
processes and provide directions, this techniques works well.

 Role playing
Production managers, mechanical engineers, maintenance engineers, quality controls
inspector foreman, and employees are all examples of characters in the game.
Relationship-building is the primary purpose of this techniques.
In a role play, student take on different persons and act out scenarios related to what
they are studying in the classroom. It’s a great tool for teaching and training
employees. A few other names for this techniques are “role-reversal”, socialist-Drama
“, and psycho-drama. As a result, trainees perform out a specific role just as they
would in a threat production. To ensure that everyone understand their responsibilities
in a particular circumstance, the trainers assign roles to two or more students. As a
result , there are no lines to memories or rehearsed. As the scenario rapidly changes,
the role players must react in the same way they would in the real world. Realists
conduct in an imagined or hypothetical circumstance is a key component of this style
of human interaction. There are a number of scenarios in which role playing is used ,
including as the hiring and firing of staff members, the discussion of a grievance, and
the punishing of subordinates.

 Case study:
Based on real-world business scenarios trainee managers get cases to debut and come
to a judgement based on their findings. Managers are given the chance to discover
and provide solutions to hidden issues. Students must provide an alternate solution for
each problem analytical judgement is a key components of this strategy, which helps
improve decision-making abilities.
 Sensitivity training:
T- Group training and laboratory training are more names for it. Shockingly, unlike
other training approaches, sensitivity training seeks to educate individuals about
themselves and how they connect to others, interact with others, influence others, and
are affected by others. By having students examine and analyse their own real, ”here-
and-how” behaviour in small groups, this is essentially done.

 Discussion method:
By using a lecture, this techniques provided context that was supplemented by
interactions between trainees and the teachers as well as between the trainees and
each other. Because of this, the approach is more powerful and effective than a
lecture. Problem resolution and principle learning may be achieved if the discussion
approach is employed in the correct order of lectures, followed by discussion and
questions.

METHODS OF EXECUTIVE DEVELOPMENT

Managers may develop the information, skills, and attitudes necessary to be
competent by using two basic kinds of procedures or approaches. There are two types
of training: formal and on-the job.
MANAGING DEVELOPMENT:
On the job techniques/Methods:
 Job Rotation
 Coaching
 Multiple Management
 Under Study
Off the job techniques/Methods
 Incidental Method
 The Case Study
 In-Basket Method
 Role Playing
 Sensitivity Method
 Grid training
 Business Game
 Simulation
 Lecture
 Conference

 On the job training techniques/ Methods:

In training for all levels of employees, on-the-job training techniques are by far the
most popular . on-the-job training goal is to get workers up to a minimally acceptable
level of proficiency as quickly as feasible. Under supervision of his immediate loss, a
worker learns how to do a certain job task in a real-world setting using training
approaches.

 Coaching:
In coaching, the trainees are taught under the guidance of a specific supervisor who
performs the duties and imparts the necessary expertise of a teacher. It is his job to
explain what he wants done, how it can be done, and to monitor and fix any mistakes
that are made along the way.
If the superior is properly taught and focused, on-the-job tutoring by a superior is an
essential and potentially beneficial strategy. Instruction and counselling are given
directly to employees, sometimes with lengthy demonstrations and constant
correction. The trainee's motivation is boosted and the difficulty of learning transfer
from theory to practise is minimized by the use of this strategy. The concern with this
strategy is that the superior may not be aware of the need of training.

 Job Rotation
It is often known as "job rotation" when a senior executive is systematically moved
from one department to another within the same organization. As a senior manager, it
is essential that he or she have the ability to see things from several perspectives.
Increased cross- departmental cooperation and less oversight of work are two benefits
of routing employees across jobs.
Banks in India have been employing the job rotation strategy for almost two years to
promote probationary employees to the position of assistant bank manager. Before
taking on the duties of an assistant bank manager, applicants undergo this form of
training in which they are rotated through a variety of positions, including clerical,
administrative, cashier, and managerial .

 Under Study:
She/he is being prepared to take the whole responsibilities of this supervisor's role at
some point in the future. This strategy gives the company a supervisor with a wide
range of skills to fill a position that could become available due to a promotion,
retirement, or a job transfer The understudy technique differs from the others in that a
particular individual is identified as the heir apparent in this case. In the understudy
approach, the trainee serves as the supervisor's helper. The trainee learns through
doing, observing, and copying what they see and hear. Discussing choices with the
person being studied might help him learn about the policies and ideas at play. The
benefit of this strategy is that the training is done in a real- world setting. However,
there are several drawbacks. To a large extent, the technique perpetuates the errors
and shortcomings of current management procedures. Understudies are more often
than not overlooked by the people they help.

 Multiple management:
It's a method in which a group of senior managers who serve on a permanent advisory
committee look into corporate issues and give suggestions to the rest of the
organization. The term "junior Board of executive system" refers to the same thing.
This committee considers the subject at hand and many possible solutions before
making a conclusion.

 Off-the-job techniques:
On-the-job training takes place at a facility that has been set aside only for that
purpose. In a specific Training Centre or Resort away from the office, distractions are
minimized and trainees may give their whole attention to the content being taught.
This can be close or for from the place of employment. But off-the-job training may
not give as much transfer to the real work as on-the-job training

 The Case Study:

Cases are constructed from real-world events that have transpired in a variety of
companies Cases were offered to the trainees for discussion and decision-making
They may ask to identify flaws that are obvious and those that aren't, so they can
come up with suggestions on how to fix them

The HARVARD Business School in the United States is credited with popularizing
this approach. Reporters and analysts who have received specialized training in their
fields use cases to document real-world events. Others need broad and rigorous
analytical abilities, while others are just illustrative.

 Incident Method:
It strives to develop the trainee's academic aptitude, practical judgement, and social
awareness in these areas. Using this strategy, each employee produces occurrences in
a group process based on real-life scenarios that have occurred in various
organizations. With this strategy. you may combine case and in-basket techniques.

 Role Playing:
Simulating a problematic circumstance involves asking people to put themselves in
the shoes of another individual. Participants assume various roles while interacting
with one other. We supply the character's mental image but not their words.
Participants gain a wide range of skills and knowledge via role-playing. It teaches
interpersonal skills in the context of real- world interactions.
Using role-playing as a complement to traditional training techniques is simple and
effective. Increasing the trainee's ability to communicate effectively with others is the
goal of this course. Human relations training is one of its primary functions, but it is
also utilized in sales training.

 In-Basket Method:
To begin, the student will provide background information on a fictitious business, its
goods. and the numerous memos and requests of important personnel. These notes,
tasks assigned. and memorandum prepared by the trainee must be completed within
the allotted time frame.

 Business games:
Trainees are split into two groups or teams for this approach. Production, pricing,
market research, advertising, and other related issues must be discussed and resolved
by each team Management of a virtual company is assumed to be the case here. The
opposite side sees the choice as a challenge and responds accordingly.
Gamer have adapted it to reflect the challenges of running a business or even a
specific department. From investment strategy and collective bargaining tactics to the
morale of clerical staff, it has been used for a variety of training purposes.

 Sensitive Training:
Sensitive training's major goal is the development of self-awareness and sensitivity to
one's own and others' behavioral patterns. Improved openness to others, highest care
for others. increased tolerance for individual differences, better listening skills, and
increased trust and support were all a consequence of this growth. This type of
training is the most contentious in the lab. With the training group experience, many
of its proponents have an almost religious enthusiasm.

 Simulation:
The circumstance is recreated in such a manner that it is more closely related to the
real work situation in this approach. The student feels as though he is in the midst of
all of these situations. Then he is asked to take a certain position in a situation and
make a choice to solve a problem. Immediately after his performance, he receives
some kind of feedback. Simulation of performance is a method of management
development that is becoming more popular. Instead of putting students out into the
field, this technique allows them to be emulated in the training session. An
organization's real-world condition is simulated during a training session.
Various levels of difficulty and responsibilities for the participants are addressed in
this course. Participants are connected via essential responsibilities in a field
organization, and they are put in scenarios that are similar to those they would
experience in real life. There are two main types of training simulations Role-playing
and business games are two different things.

 Grid Training:
There are six stages to the curriculum, which consists of a three to five-year duration.
The first step is to enhance management abilities and keep improving the group. An
assessment phase follows the improvement and development of implementation
techniques. The grid depicts a variety of leadership styles, each representing a unique
blend of people-contentedness and production-diverseness.

 Conference:
An informal gathering of individuals to discuss a shared topic. If a topic has to be
looked at from several angles in order for participants to improve their skills and
attitudes, this approach is ideal. This teaching style in well-liked by students since it
allows them to voice their opinions.
Another venerable yet popular training technique, this is likewise a long-standing one.
The guided-discussion conference format was embraced by many companies as an
alternative to traditional lecture-based training because of its advantages over
traditional methods. Participant thoughts and experiences are pooled to come up with
better solutions to the common issues that are being discussed Buzz sessions, in which
attendees are divided into smaller groups of four or five for more in-depth
conversation, are commonplace at conferences..
 Lecture Method:
You can't go wrong with this. This is the most effective way to show and explain the
chain of facts, ideas, and principles. Students are given the subject in a lecture
manner, which helps them retain the information. Aside from the fact that it's simple
and may be used with a big number of trainees, this approach is ideal for conveying
the subject's breadth and overall perspective.
Lectures are the most common type of formal education Company may prepare
special courses and lectures as part of its growth plans. For starters, groups set up
their own courses taught by members of their own organization. In the private sector
TATA and Hindustan Lever, Life Insurance Corporation, State Bank of India and
other nationalize commercial banks,
Reserve Bank, Hindustan Steel, Fertilizer Corporation, many other organizations in
the public sector have specialized trainers for their training and development
departments.

 BENEFITS OF TRAINING:
 Increase Productivity:
The quality and quantity of production may grow as a consequence of an increase in
abilities
• Increased Morale:
Basic human needs such as security and ego pleasure may be met if one has the
necessary abilities. Employee and human relations programme may have a positive
impact on morale, but if there is no strong code of significant value laid down, they
are nothing more than hollow shells.

• Reduce Supervision:
One of the hallmarks of a well-trained worker is their ability to work with little
supervision. A more self-reliant worker is desired by both the employee and their
manager, but this cannot be achieved unless the person receives proper training
 Reduce Accidents:
People's flaws cause more mishaps than do flaws in equipment while it's in operation.
The decrease in the number of accidents may be attributed to proper training in both
work skills and safety attitudes.

• Increased Organization Stability:

Training has a positive impact on the stability of a company by increasing its human
capital.
 Improved Profitability:
Profitability rises as a result, as does employee morale, thanks to this strategy.
 Improve the knowledge and Organizational Goal:
• At every level of the company, it enhances the work, knowledge, and skill of the
employees and it helps them define these organizational objectives.

 NEED FOR TRAINING:

The need for training arrives due to following reasons:
1) To match the employee's qualifications to the position's requirements and the
demands of the organization:
Organizational requirements may be derived from an employee's current job
definition Developing and shaping employees' skills, knowledge, attitudes, and
behaviours to meet the demands of their jobs is essential for filling these gaps.

2) Organizational viability and transformation process:

As a result, environmental and pressure factors affect the organization long-term
existence. If the organization is unable to adapt to changes in the external
environment, then an event will occur. Because of this, they must teach their
employees to acquire certain skills and expertise.

3) Technological Advances:
The most recent technology is used by every firm in order to provide excellent
customer service and maximize efficiency Only when workers have the ability to use
the newest technology can the adoption of new processes and techniques really be
comprehensive. As a result, the company has to keep its employees up-to-date on the
latest technological advancements and best practise s
4) Organizational Complexity:
When a new organization is in the process of growing, diversifying, and expanding.
Complexity of coordination and interaction of operations in an organization need
training in these abilities to meet the needs of growth diversification and expansion.

5) Human Relation:
Training in human resources (HR) is essential in today's management of most
organizations in order to deal with human issues and sustain relationships.

6) Changing in the job Assignment:

Additionally, whether a person gets promoted to a higher position in the firm or if
new positions or occupations are created as a result of a transfer, training is essential
in order for them to remain current in their respective fields.

Difference between Training and Development :

SI.NO TRAINING DEVELOPMENT

1 Training is a short-term process Development is a long-term educational
process
2 Training focuses on current jobs Development focuses for future jobs.
3 Refers to technical and Refers to the purpose of philosophy and
mechanical use theoretical education.
4 Specific work related purposes Course attract a sizable number of
general knowledge purpose. participants. Individuals are responsible
for their education growth since self-
evaluation is an essential part of the
process of development.
 CHAPTER-3
COMPANY PROFILE
OVERVIEW- OPEN WINGS FOUNDATION :
The open wings foundation is a non-profit organization that was founded in response
to the suffering in our community. Millions of people are at risk of dropping out of
school, there are rapid climate changes and other events threatening our environment,
and crore of Indians sleep on an empty stomach every night. According to the FAO’s
2019 report, roughly 14.5 percent of India’s population is undernourished.

In the numerous things we do at open wings foundation, there are three key
areas we address:

1. Underprivileged children’s education

2. Environment Preservation
3. Feeding the needy
Vision: Every child is unique, and if given the chance, he or she may achieve great
things in life. Our objective is that every child has the opportunity, that we protect the
environment, and that every person of our country sleeps well fed.

Mission: To make this place a better place, a place worth living in, and a space worth
breathing in by creating a sustainable future for the less privileged.

Help us safeguard the environment, reach out to as many people as possible so that
our country, our India can win.

Open Wings Foundation.

SOURCES OF RECRUITMENT
Meaning of Recruitment:
Recruiting is the process of finding qualified candidates to fill open positions in a
business. Recruiting allows a firm to obtain the required number and kind of
employees to guarantee its long-term viability. OR An organized method for locating
and enticing potential employees to apply to a firm or organization In recruitment, the
process of finding and enticing people to apply for positions in a company is called
"recruitment."
EDWIN B. FLIPPO
 Sources of Recruitment:
1. Job Portals
2. LinkedIn Hiring
3. Referrals
4 Social Media Hiring

1) Job Portals:
Naukri.com is widely used job portal in this company they use different hiring
techniques like Boolean search, advanced search methods in this portal to find a
suitable candidate for desired job description .

2) LinkedIn Hiring
We make connections with relevant candidates on Linked in and reach them with
suitable opportunity, also pursue his candidature with client.

3) Referral Hiring:
Finding a job via a personal network of colleagues is one example of employee
recommendation. Recommendation by existing staff member for a friend or family
member to get a job Employee referrals are based on the idea that knowing one is
better than not knowing one" .

4) Social Media Hiring:

All employees share job postings on their social media account to fetch leads or CV
of desired candidates and share with clients. The organization public job openings on
bulletin boards, electronic media and similar outlets.

End To End Recruitment Cycle:

1. Requirement Gathering 2. Work Allocations
3. Sourcing Profiles
4. Conducting Interviews
5. Offer Roll-out
6. On boarding and Invoice

1) Requirement Gathering:
Company and recruitment vendor will have an discussion of certain Job descriptions
which they wanted as support from recruitment vendor in hiring suitable candidates.
They discuss about job descriptions, salary offered, level of experience and skill sets
required for project. This is normally handled by client engagement managers or
recruitment leads.

2) Work Allocations:
After requirement gathering by managers they allocate these positions to recruiters.
During this process they explain requirement and clients expectations to recruiters so
they maintain certain quality in procurement of resumes.

3) Sourcing Profiles:
Recruiters now use job portals, LinkedIn connections and referrals to find correct
candidates as desired in job description. During this process they also capture
candidate details like Full name, Experience, Organization, CTC, Expected CTC,
Notice Period and educational details.
After capturing these details they also maintain a tracker on MS excel and share with
manager client.

4) Conducting Interviews:
After sharing tracker along with candidate CV, client evaluates quality of profiles and
share screen shortlists to conduct interviews. All screen shortlisted candidates will be
in be interviewed three rounds of interviews before HR discussion .

5) Offer letter Roll-out:

Candidates who have cleared all rounds of interviews will be encouraged to do salary
negotiations before offer roll-out. If candidates expected cost to company is within
company salary norms then company rolls out offer letter.

6) On boarding and Invoicing:

Offered candidates after serving their notice period they will do their joining
formalities with organization. After their successful joining, recruitment vendor raises
invoice to companies for their recruitment services.

 Types of Recruitment:
1) External Recruitment
2) Internal Recruitment

What is Internal Recruitment?

Filling unfilled jobs inside a business using existing employees is known as "internal
recruiting." Because the roles are not being advertised externally, Human Resources is
relying on its own pool of potential candidates for filling them.
After capturing these details they also maintain a tracker on MS excel and share with
manager client.

Types/Methods of Internal Recruitment

Promotions
Part-time to a full-time position Temporary to a permanent position
Job Posting
Employee referrals

Advantages of Internal Recruitment

1) Reduced Time to Hire
Rather of wasting time searching for, enticing, and engaging prospective workers
outside of your organization, internal recruitment allows you to focus your efforts
elsewhere. Having been per-screened for the position, you get direct access to and
familiarity with your candidates' histories due to their already fitting into the culture.

2) Shortens the Induction Process

While it takes time for a new recruit so become used to the company's rules,
procedures, and personnel, an internal hire is already familiar with these things. They
just need to be aware of their new job and the duties that come with it.

3) Cost-effective
Due to the lack of job ads, resume screening and sorting through the relevant resumes,
internal recruiting is more cost-effective than external recruitment. You just need to
focus on the best prospects and then employ the proper person to fill the position
you're looking to fill.

4) Improved Employee Morale:

An internal promotion sends the message that you value your staff and are willing to
invest in their professional growth. In order to boost their morale and encourage them
to perform at a greater level in their new positions, re-position them.

5) Familiarity
Workers and managers at the company are acquainted with each other. Because they
are already employed by the company, the potential applicants' abilities and
capabilities are already known to the company. Working conditions and job
specifications are also known by employees.

Disadvantages of Internal Recruitment

1) May Stagnate the Company's Culture
There are advantages and disadvantages to doing your hiring on the internal market.
Due to the fact that workers get too familiar with procedures and processes, they are
unable to recognize operational inefficiencies and so fail to innovate. This might
damage the company's culture.

2) Increased Training Costs

Even if existing employees seem to be ideal candidates for a new role and possess all
of the necessary attributes, they will still need to be trained. For a candidate who is
ready to start working right away, external recruitment is a great option for you. An
in-house employee, on the other hand, is not likely to take on all responsibilities and
perform a role properly from the start

3) Limited Choices
Your firm could possess a large pool of skilled candidates for particular roles, but
these candidates may not be a great fit for an available post. Consider, for example,
that present workers may be unable to perform the requirements of an inventive or
novel job your company has just developed. For this position, you'll need a person
with fresh perspectives and new talents.

4) Conflicts:
There is a possibility of dispute and infighting among the personnel who are vying for
the open positions. Those who aren't promoted are likely to be less productive
because of their dissatisfaction.

What is External Recruitment?

Organizations may search for talent beyond their own ranks. The majority of entry-
level positions are filled by newcomers from outside the company. When the business
needs to bring in new blood for new ideas, projects, etc, it may turn to outside sources
if competent individuals aren't readily accessible inside the organization. When it
expands into new areas and when it merges with another organization, these are times
when it is diversifying.

Types/Methods of External Recruitment

 Recruiters
 Advertising
 Employment agencies
 Top executive search firms Best professional associations
 Event recruiting
 Walk-ins
 Special career events
 Open houses for on the spot job offers
 Job fairs
 Online recruiting
 Internships

Advantages of External Recruitment

1) Increased Conversion Rate:
Extending your search for the best prospects to outside recruiters increases your
chances of finding the best possible fit for the job opening.

2) Better Quality Candidates:

The best candidates may be found via an innovative external recruiting drive. Using
an application tracking system (ATS) to manage your external recruiting process
increases your reach, attracts the best prospects, keeps them interested, and
streamlines the hiring process.

3) Attracts New Skills and Inputs:

In order to find and attract new employees, it is important to go outside of the
company. This talent brings fresh talents and business ideas to the table that can
propel your company to new heights.

4) Brings New Business Insights and Ideas to the Table:

Candidates with a wide range of work experience apply for positions via external
recruiting This allows you to quickly find applicants who have worked for a variety of
firms. It would be beneficial to hire these folks if you wanted to learn more about
your competitors' company and how they operate.

Disadvantages of External Recruitment

1) Higher Risk
Candidates that are not qualified or deserving of the vacant post may be attracted to
the open position via the use of an external recruiting procedure. Because most
applicants are complete strangers to the recruiter, it is impossible to entirely exclude
the possibility of bringing on board a misfit.

2) Greater Cost:
Posting job openings, creating appealing job descriptions (JD), engaging with
applicants through social media and evaluating their resumes are just some of the
steps in the external recruiting process. It takes time, effort, complexity, and money to
do all of these things in the recruiting process.

3) Time Consuming:
When positions are listed externally, it takes longer to fill them. Every time a position
opens up, recruiters have to go through a large number of applications, which might
take a long time. With an application tracking system, this screening process may be
sped up from hours to minutes, enabling you to concentrate your talent pool on just
the most qualified candidates in record time.

3) De-motivating:
The process of filling vacancies from outside may be resisted by current workers who
have put in significant service. They are less enthusiastic and motivated to work since
they believe that their contributions to the company have not been appreciated.

SWOT ANALYSIS:
SWOT Analysis may be used to undertake an audit of a company and its
surroundings. Prioritizing the most significant issues helps marketers focus their
efforts at this early stage of project development. SWOT stands for "Strengths,
Weaknesses, Opportunities, and Threats" (Le. SWOT is an abbreviation for SWOT).

STRENGTH WEAKNESS

OPPORTUNITIES THREATS

 STRENGTHS
 High Safety Standards
 Excellent Reputation
 Loyal Customers
 Effective Candidate Screening

 WEAKNESSES:
 Account Management
 Communication
 Limited Services

 OPPORTUNITIES:
 New Technology
 Certifications
 Training
 Employee Development

 THREATS:
• Competitors
 Changing laws
 Less demand in certain industries.

My Roles & responsibilities as a Intern:

• Create internship drives in college campuses
• Use online medium to enrol candidates
• Screen resumes and application forms
• Schedule and confirmed interviews with candidates
• Post, update & remove internship ads from intern boards, career pages, andsocial
networks
• Prepare HR-related reports as needed (like training budget by department)
• Participate in organizing company events and careers day
 CHAPTER-4
DATA ANALYSIS AND INTERPRETATION

4.1 DATA ANALYSIS AND INTERPRETATION

The analysis and interpretation is based on the survey conducted among 100
employee using questionnaire. The analysis of each question and interpretation is as
fallows:
TABLE-1: Gender-wise classification
SI.NO RESPONDENTS PERCENTAGE
1 Male 56
2 Female 44
TOTAL 100

INTERPRETATION:
From the above table, it was seen that 56 percent of respondent were male and 44
percent of the respondents were female.

GRAPH-1 Gender-wise classification

 60
56

50
46

40

30

20

10

0
male female
percentage

Table-2: Age wise classification

 RESPONDE
SI.NO AGE NTS
1 20-23 years 30
2 30-40 years 28
3 40-50 years 35
4 50 years & Above 07
TOTAL 100

INTERPRETATION:
From the above table, it was noticed that 30 percent of the respondents were belongs
to the age group of 20-30 years, 28 percent of the respondents belongs to the age
group of 30-40 years, 35 percent of the respondents were in the age group of 40-50
years and only 07 percent of the respondents within the age group of 50 & above
years.

Graph-2: Age wise classification

40

35 34

30
30 28

25

20

15

10
7
5

0
20-30 30-40 40-50 50&Above
Percentage

Table-3: Educational-wise classification:

SI.NO Education Respondents

 1 SSLC 6
2 PUC 11
3 DEGREE 53
4 PG 30
TOTAL 100

INTERPRETATION:
From the above table, it was noticed that 53 percent of the respondents were qualified
degree, 30 percent of the respondents were qualified post graduate, 11 percent of the
respondents were qualified PUC and also 6 percent of respondents were qualified
SSLC.

Graph-3 : Education-wise classification.

 60
53
50

40

30
30

20

11
10
6

0
SSLC PUC DEGREE PG
Respondents

Table-4 Department wise Classification:

SI.NO Department Respondents

 1 Human Resources 27
2 Finance 20
3 Marketing 32
4 production 21
TOTAL 100

INTERPRETATION:
From the above table, it was noticed that 27 percent of the respondents were belongs
to HR Department, 20 percent of the respondents were belongs to Finance, 32percent
of the respondents were belongs to marketing department and also 21 percent of the
respondents were belongs to Production.

Graph-4: Department wise classification:

 35
32

30
27

25
21
20
20

15

10

0
Human Resource Finance Marketing production
Respondents

Table-5: Salary-wise classification :

 SI.NO Salary Respondents
1 Less than RS-20,000 27
2 Rs.20,000-40,000 25
3 Rs.40,000-50,000 37
4 Above Rs.50,000 11
TOTAL 100

INTERPRETATION:
From the above table, it was seen that 25 percent of the respondents monthly income
was Rs. 20000-40000, 27 percent of the respondents monthly income was less than
Rs. 20000, 37percent of the respondents monthly income was Rs.40000-50000 and 11
percent of the respondents monthly income was Rs. above 50,000.

Graph-5: Salary-wise classification.

 40
37
35

30
27
25
25

20

15
11
10

0
Less than RS-20000 RS 20000-40000 RS 40000-50000 Above RS 50000
Percentage

Table-6: preference towards language of instruction.

 SI.NO Language Respondents
1 English 38
2 Kannada 52
3 Hindi 10
TOTAL 100

INTERPRETATION:
From the above table, it was seen that 38 Percent of the respondents were prefer
English language of instruction, 10 percent of the respondents prefer Hindi language
of instruction and 52 percent of the respondents were prefer Kannada language of
instruction.

Graph-6 : preference towards language of instruction.

 60

52
50

40 38

30

20

10
10

0
English Kannada Hindi

Table-7: Opinion towards frequently used training program

 SI.NO Opinion Respondents
1 On-the-job 33
2 Off-the -job 42
3 Both 25
TOTAL 100

INTERPRETATION:
From the above table, it was seen that 25 percent of the respondents were opined that
organization were use both on-the-job and off- the-job training program.

Graph-7: Opinion towards frequently used training program:

 45
42
40

35 33

30

25
25

20

15

10

0
On-the-job Off-the-job Both

Table-8: Opinion towards methodology of training programs conduct in the

organization:
 SI.NO Opinion Respondents
1 Classroom Training 31
2 Lectures Training 26
3 Mentoring 30
4 Job Rotation 13
TOTAL 100

INTERPRETATION:
From the above table, it was seen that 26 percent of the respondents were used
lectures training. 30 Percent of respondents were used mentoring, 31 percent of the
respondents were used classroom training and 13 percent of respondents were used
job rotation training program in the organization.

Graph-8: Opinion towards methodology of training program conduct in the

organization.
 35
31
30
30
26
25

20

15 13

10

0
Classroom Training Lectures Training Mentoring Job Rotation
Respondents

Table-9: Duration towards training program

 SI.NO Opinion Respondents
1 15 Days 09
2 1 Month 25
3 2 Month 37
4 More than 2 Month 22
5 Less than 1 year 07
TOTAL 100

INTERPRETATION:
From the above table, it was seen that 25percent of respondents opined that 1 month
duration of training program, 37 percent of the respondents opined that 2 month
duration of training program, 22 percent of the respondents opined that more than 2
months of training program and 7 percent of respondents opined that 15 days of
training program.

Graph-9: Duration towards training program

 40
37
35

30
25
25
22
20

15

10 9
7
5

0
15 days 1 Month 2 Month More than 2Month Less than 1 year
Respondents

Table-10: Opinion towards time duration given for the training period.
 SI.NO Opinion Respondents
1 Sufficient 16
2 To be extended 36
3 To be shortened 15
4 Manageable 16
TOTAL 100

INTERPRETATION:
From the above table, it was seen that 39percent of the respondents opined that time
during given for the training period to be extended, 35percent of the respondents
opined that time during given for the training period is sufficient,18percent of
respondents opined that time during given for the training period to be shortened and
8percent of the respondents opined that time during given for the training period
manageable.

Graph-10: Opinion towards time duration given for the training period.
 40
36
35 33

30

25

20
16
15
15

10

0
sufficient To be extended To be shortened Manageable
Respondents

Table-11: Opinion towards training programs attended by the employees.

 SI.NO Opinion Respondents
1 Once in a year 19
2 Twice in a year 27
3 Thrice in a year 40
4 Less than 6 times in year 14
TOTAL 100

INTERPRETATION:
From the above table, it was seen that 35percent of the respondents undergo twice in a
year, 31 percent of the respondents undergo thrice in a year, 28percent of the
respondents undergo once in a year and 6percent of the respondents undergo less than
6times in year training programs will attend in a year.

Graph-11: Opinion towards training programs attended by the employees.

 45
40
40

35

30
27
25

20 19

15 14

10

0
Once in a year Twice in a year thrice in a year Less than 6 times in year
Respondents

Table-12: Opinion towards general complains about the training session.

SI.NO Opinion Respondents

 1 Take away precious time of employees 25
2 Too many gaps between the sessions 31
3 Training session are unplanned 33
4 Bring and not useful 11
TOTAL 100

INTERPRETATION:
From the above table, it was seen that 25 percent of the employee opined that Too
many gaps between the general complaints about training sessions,31 percent of the
respondents opined that Take away precious time of employees,33 percent of the
respondents are training session are unplanned and 11 percent of the respondents
opined are bring and not useful. These all are general complaints about the training
session.

Graph-12: Opinion towards general complaints about the training session.

 33
32.5 31

27.5
25

22.5

17.5

12.5 11

7.5

2.5

Take away precious time Too many gaps between training session are un- Bring and not usefull
of employees the sessions planned
Series 1 25 31 33 11
Series 2 NaN NaN NaN NaN

Table-13: Opinion towards implementation of the training process.

SI.NO Opinion Respondents

 1 Less than one month 17
2 1-2 month 28
3 2-4 month 37
4 More than 4 month 18
TOTAL 100

INTERPRETATION:
From the above table, it was seen that 44percent of the respondents opined that
implementation of the training process 1-2 months, 26percent of the respondents
opined that implementation of the training process2-4months, 21percent of the
respondents opined that implementation of the training process less than one months,
9percent of the respondents opined that implementation of the training process more
than 4 months.

Graphs-13: Opinion towards implementation of the training process.

 40
37
35

30 28

25

20 18
17
15

10

0
Less than 1 month 1-2 Month 2-4 Month More than 4 month
Respondents

Table-14: Opinion towards hoe well training program were organized.

SI.NO Opinion Respondents Weight age

 1 Excellent 25 112
2 Very Good 33 105
3 Good 29 60
4 Average 13 07
TOTAL 100 284

Actual score
Likerts scales = ×100
Expected score
284
= ×100
4 × 100
= 71 percent

From the above table and calculation of Likert scale it was seen that 71percent
respondents opined that training Program was organized in the organization was very
good.
Table-15: Opinion towards the co- operation of HR manager to the employee
during the training program.

SI.NO Opinion Respondents Weight age

1 Excellent 25 144
2 Very Good 28 108
3 Good 39 40
4 Average 09 08
TOTAL 100 300

Actual score
Likert Scale= ×100
Expected Score
300
= ×100
4 × 100
= 75 Percent
From the above table and calculation of likerts scale it was seen that 75percent
respondents opined that the co-operation of HR manager to the employee during the
training program was excellent.
Table-16: Opinion towards the employees-employers relationship.

SI.NO Opinion Respondents

1 Yes 76.8
2 No 23.2
TOTAL 100

INTERPRETATION:
From the above table, it was seen that 76.8 percent of the respondents opined that
training program helps to improve the employees-employers' relationship, and
remaining 23.2 percent of the respondents opined that training is not helps to improve
the employees-employers relationship.
Graph-16: Opinion towards the employees-employers relationship.

90

80 76.8

70

60

50

40

30
23.2
20

10

0
Respondents
Table-17: Opinion towards the training and development program effects on
your job
Performance.

INTERPRETATION:

70
63
60

50

40 37

30

20

10

0
yes No
Respondents

In the above table, it was seen that 63 percent of the respondents opined that training
and development program effects on your job performance, and remaining 37 percent
of the respondents opined that there is no training and development program effects
on your job performance.
Graph-17: Opinion towards the training and development program effects on
your job performance.

70
63
60

50

40 37

30

20

10

0
yes No
Respondents
Table-18: Opinion towards satisfaction level regarding the training methods
adopted by the company
SI.NO Opinion Respondents Rank Weight age
1 Highly satisfied 41 4 164
2 Satisfied 29 3 132
3 Dissatisfied 19 2 22
4 Highly dissatisfied 11 1 04
TOTAL 100 322

Actual score
Likerts scale= ×100
Expected score
322
= ×100
4 × 100
= 80.5 Percent
From the above table and calculation of likerts scale it was seen that 81percent of the
respondents opined that the satisfaction level regarding the training methods adopted
by the company were highly satisfied.
Graph-18: Opinion towards satisfaction level regarding the training methods
adopted by the company

45
41
40

35

30 29

25

20 19

15
11
10

0
Highly satisfied satisfied Dissatisfied Highly dissatisfied
Respondents
Table-19 : Opinion towards training method focus on developing team work and
leadership skills.

SI.NO Opinion Respondents

1 Yes 63
2 No 37
TOTAL 100

INTERPRETATION:
From the above table, it was seen that 63 percent of the respondents were mainly
focus on developing team work and leadership skills, and remaining 37 percent of the
respondents are not focus on developing team work and leadership skill.
Graph-19: Opinion towards training method focus on developing team work and
leadership skills.

70
63
60

50

40 37

30

20

10

0
yes No
Respondents
Table-20: Opinion towards the training program help them to work
independently and produce results.
SI.NO Opinion Respondents
1 Yes 55
2 No 45
Total 100

INTERPRETATION:
From the above table, it was seen that 55 percent of the respondents opined that the
training program helps to work independently and produce results and 45 percent of
the respondents opined that the not training program help to work independently and
produce results.
Graph-20: Opinion towards the training program help them to work
independently and produce result.

60
55

50
45

40

30

20

10

0
yes No
Respondents

Table-21: Opinion towards necessary to conduct training program

 SI.NO Opinion Respondents
1 Yes 65.7
2 No 34.3
TOTAL 100

INTERPRETATION:
From the above table, it was seen that 65.7 percent of the respondents opined that
training is necessary and remaining 34.3 percent of the respondents opined that
training is not necessary.

Graph-21: Opinion towards necessary to conduct training program

 70
65.7

60

50

40
34.3

30

20

10

0
yes No
Respondents

Table-22: Opinion towards contribution of training and development program

SI.NO Opinion Respondents

 1 Organizational development 40
2 Personality development 23
3 Both A&B 34
4 No development 00
TOTAL 100

INTERPRETATION:
From the above table, it was seen that 40percent of the respondents opined that
training and development program contributed to organizational development &
personal development both A&B, 23 percent of the respondents opined that
contribution of training and development program is personality development, 34
percent of the respondents opined that contribution of training and development
program is organizational development, where as 0 percent of the respondent opined
that not development of contribution of training and development program.

Graph-22: Opinion towards contribution of training and development program

 42.5 40
37.5
34
32.5

27.5
23
22.5

17.5

12.5

7.5

2.5 0
Organisational develop- personality development Both A&B No development
ment
Series 1 40 23 34 0
Series 2 NaN NaN NaN NaN
Series 3 NaN NaN NaN NaN

Table-23: Opinion towards the impact of the training program in developing

their decision making.
SI.NO Opinion Respondents Weight age
1 Excellent 29 148
 2 Good 39 102
3 Average 25 52
4 Poor 07 03
TOTAL 100 305

Actual Score
Likert scale = ×100
Expected Score
305
= ×100
4 × 100
= 76.25 Percent
From above table and calculation of likert's scale it was seen that 76percent of
respondents opined that the impact of the training program in developing their
decision making excellent.

Graph-23: Opinion towards the impact of the training program in developing

their decision making.
 45

40 39

35

30 29
25
25

20

15

10
7
5

0
Excellent Good Fair Poor
Respondents

Table-24 : Opinion towards training is the part of organization strategy, Do you

agree with this statement.
 SI.NO Opinion Respondent Rank Weight age
1 Strongly agree 40 4 144
2 Agree 38 3 105
3 Somewhat agree 00 2 46
4 Disagree 18 1 06
TOTAL 100 301

Actual Score
Likert Scale = ×100
Expected score
301
= ×100
4 × 100

= 75.25 Percent
From the above table and calculation of likerts scale it was seen that 75percet of
respondents were strongly agree that training is the part of organization strategy.

Graph-24: Opinion towards training is the part of organization strategy, Do you

agree with this statement.
 45
40
40 38

35

30

25

20 18

15

10

5
0
0
Disagree Agree Strongly agree some whatever
Respondents

Table -25: Opinion towards improved them self after attending session.

SI.NO Opinion Respondents

1 Yes 80
2 No 20
TOTAL 100
INTERPRETATION:
From the above table, it was seen that 80 percent of respondents opined that training
improved them self after attending training session, remaining 20 percent of the
respondents opined that training improved them self after attending training session.

Graph-25: Opinion towards improved them self after attending session.

90
80
80

70

60

50

40

30
20
20

10

0
yes No
Respondents
 CHAPTER-5
FINDINGS SUGGESTIONS AND CONCLUSION

FINDINGS:
1) The Majority of the respondents were male and they Belongs to the age group of
20-30years .

2) The majority of the respondents were having degree and they Belongs to the
preferred language of instruction is English.

3) The majority of the respondents were work in human resource department and they
drawn monthly Salary of Rs.20000- Rs.40000.

4) The majority of the respondents were frequently used by both training methods and
they belong to lectures training program conducted in the KPT Techno Soft.

5) The majority of the respondents were opined that training and development
duration was 1- month and training period is to be extended.

6) The majority of the respondents were attended the training program twice in a year
and they their general complaints about training program is too much gaps between
the training session.

7) The majority of the respondents opined that implementation of the training process
of 1-2 months and they well training program were organized in the organization.

8) Majority of the respondents opined that cooperation of HR Manager to the

employee during the training program was excellent and training helps to improve the
employee-employer relationship.

9) Majority of the respondents strongly agreed towards the training and development
program effects on their job performance and it focus on developing the team work
and leadership skills.

10) Most of respondents were satisfied towards training methods adopted by the
company and training program helps them to work independently and produce result.
11) Majority of the respondents are felt like training is necessary and contribution
from the training program was both organizational development and personality
development .

12) Majority of the respondents were opined that the impact of the training program in
developing their decision making is excellent.

13) Almost employees of KPR Techno Software Solution private limited strongly
agreed that training is the part of organization strategy and training program improves
them self after attending the training session.

CONCLUSION:
From the study conducted for the purpose of finding the effectiveness and satisfaction
level of employees from the training and development program at KPR Techno
Software Solution Hyderabad. It is understood from the study that most of the
respondents were happy with training program and they feel that the company given
quality of training, communication, organizational goals and plans.

Training and development programs conducted by the organization improve the

employee's skills in various fields. Hence from the survey I understood and gained
knowledge in the wide field of training and development.

I conducted my study considering all levels of employees, their response also good.
A periodical evaluation of training is existed which helps the management to identify
the skills required for the employees to perform the job effectively.

SUGGESTIONS
  The training program should be in more theoretical and practical

 After training program the company needs to take proper feedback from the
trainers to find out the areas of improvement for upcoming sessions.

 Organization should consider the training and development is a part of

organization strategy to develop the management skills.

 It is suggested that the organization might be provided an effective training

procedures and methods.

 Time of training program might be extending.

 Training program should be cordial in nature.

 Trainee before undergoing training and after completion of training the

trainers/ managers

 should invite the suggestions from the trainees about the training, they need.

BIBLOGRAPHY: BOOKS REFERRED

1. "Human Resource Management" KASHWATHAPPA, Published by Kindle, 8th
Edition (July 5, 2017)

2. Human Resources Management: Theory and Practice" Publisher: Palgrave

Macmillan, 4 Edition (9 Mar 2007)

3. "Human Resource Management" GARY DESSLER, Published by Prentice Hall, 13

Edition (January 10, 2012)

4. Human Resource and Personal Management" Tata- McGraw hill publications (2

edition)

5. "Research Methodology" KOTHARI second edition, Published by New Age

International

2004.

6. "Human Resource Management: Theory and Practice" Bratton, J & Gold,

Published by Palgrave; 3d Edition.

WEBSITES:

 www.openwingsfoundation.org
 in.linkedin.com
 QUESTIONNAIRES

Name of the student : Pallavi Jadhav

Name of the Collage: Doddappa Appa Institute of MBA Sharnbasava University
Kalaburgi,
Organization Name : Open Wings Foundation, Noida
Topic Name : Employee Training and Development
A Study at Open Wings Foundation ,Noida

NAME OF THE EMPLOYEE:

1. Gender
2.
A) Male [ ]
B) Female[]

3. Age:

A) Between 20 yrs-30yrs [ ] B) Between 30yrs-40yrs []

C) Between 40yrs-50yrs [ ] D) 50 and above

3. Education Qualification:

A) SSLC [ ] B) PUC [ ]

C) Degree[] D) Post Graduate []

4. Department

A) HR B) Finance
C) Marketing D) Production
E) Designation—
5. Salary

A) Less than Rs-20000 B) Rs.20000-Rs.40000)

C) Rs.40000-Rs.50000 D) Above Rs. 50,000

6. What is your preferred language of instruction?

A) English B) Kannada

C) Hindi

7. Which training is frequently used by your organization?

A) On-the-job B) Off-the-job

C) Both

8. Methodology of training program conduct in the company.

A) Classroom Training B) Lectures Training

C) Mentoring D) Job Rotation

9. Duration of training program?

A) 15 Days B) 1Month

C) 2Month D) more than 2mons

E) Less than 1 Years

10. The time duration given for the training period is?

A) Sufficient B) To be extended
D) Manageable C) To be shortened

11. How many training programs will you attend in a year?

A) Once in a year B) Twice in a year

B)
C) Thrice in a year D) Less than 6 times in year

12. What are the general complaints about the training session?

A) Take away precious time of employees B) Too many gaps between the sessions

C) Training session are unplanned D) Bring and not useful

13. How long with you take to implement the training process?

A) Less than one month B) 1-2 month

C) 2-4 month D) More than 4 month

14. How well training program were organized?

A) Excellent [] B) Very Good [ ]

C) Good D) Average []

15. How is the cooperation of HR Manager to the employee during the training
program?

A) Excellent B) Very Good

C) Good D) Average
16. Does training help to improve employees-employers' relationship?

A) Yes [] B) No []

17. Whether the training and development program effects on your job performance?

A) Yes [] B) No[ ]

18. In your opinion state your satisfaction level regarding the training methods
adopted by the company?

A) Highly satisfied [] B) Dissatisfied []

C) Satisfied [] D) Highly Dissatisfied 1

19. Does training method focus on developing team work and leadership skills?

A) Yes [] B) No[]

20. Does the training program help you to work independently and produce result?

A) Yes [ ] B) No []

21. Do you feel training is necessary.

A) Yes [ ] B) No []

22. Training and development program contributes to

A) Organizational development B) Personality development

C) Both A & B D) No development

23. What is the impact of the training and development program in developing your
decision making?

A) Excellent B) By Good

C) Average D) Poor

24. Your organization considers training is the part of organization strategy. Do you
agree with this statement?

A) Strongly agree B) By Agree

C) Somewhat agree D) Disagree

25. Do you improve yourself after attending session?

A) Yes [] B) No []