A PROJECT STUDY REPORT

On
Training undertaken at
ITC WELCOM GROUP-HOTEL SHERATON
(New Delhi)
Tited
! TRAINING AND DE"ELOPMENT#
Submitted in partial fulfilment of the requirement
for the Award of the degree of
Master of Business Administration (Dual)
Submitted to: Submitted By:
Prof. a!esh Mehrotra San"hia #yer
MBA$S%M ###
JAIPUR NATIONAL UNI"ERSITY
JAIPUR
1
DECLARATION
It is hereby declared that the project report entitled TRAINING AND
DEVELOPMENT under the guidance of Ms. Kamakshi Saxena is submitted in
partial fulfillment of the requirements for the award of the degree of Master o
!"siness A#ministration $#"a%&.
Research study has been carried out during '(
th
)"ne *('+ to ,(
th
)"%- *('+ and is
not submitted for the award of any other degree/diploma/fellowship or other similar
titles or prizes to any other Institution/organization or university by any other
person.
P%a.e/ Ne0 De%hi Si1nat"re
Date/ ,(2(32*('+ San.hia I-er


PRE$ACE
2
&he "on"ept of training has re"ently be"ome a strategi" option in the
de'elopment of human resour"es.
(onsequently) the strategies of de'elopment whi"h aim at impro'ing)
moderni*ing and simplifying wor+ methods ha'e been greatly required as a
pressing need in all go'ernmental bodies. &he modern "on"ept of training
pro'ides that training should "on'ey the basi" theoreti"al and pra"ti"al
s+ills in a way that "opes with the latest "hallenges represented in the e'er
"hanging wor+ requirements.
&he efforts of training should be fundamentally "hanneled towards the
"onstru"tion and inno'ation of more effi"ient methods in planning and
following up human resour"es to a"hie'e the aspired ob!e"ti'es of
de'elopment more effe"ti'ely) thus leading to impro'ed performan"e at
wor+ on a "ontinued basis.
&he &raining and De'elopment Department e,erts utmost efforts to de'elop
training programs through appli"ation of the most ad'an"ed te"hniques in
training to "onfront re"ent "hallenges and de'elopments at wor+
en'ironment and bridge the gap between a"tual and targeted le'els of
performan"e) through qualified le"turers who maintain required theoreti"al
and pra"ti"al s+ills. &here is no doubt that the "onstru"tion of a solid base
of administrators and trainers has be"ome the fruitful out"ome of dedi"ated
efforts o'er the past years of "ontinued training and de'elopment.
&he main moti'e behind this pro!e"t is to pro'ide the +nowledge about
-&A#.#./ A.D D%0%12PM%.&3. #n this report # tried to show the subtle
and ma!or aspe"ts of &A#.#./ A.D D%0%12PM%.& of #&( 4el"om
group 5otel Sheraton) .ew Delhi.
ACKNOWLEDGEMENT
3
# ha'e "ondu"ted the pro!e"t 6&A#.#./ A.D D%0%12PM%.&7 in the "apital .ew Delhi
spe"ial referen"e to 5otel Sheraton7 from 89 :une to ;9 :uly <98= at 5otel Sheraton)
.ew Delhi.
# am highly obliged towards Mr. B.S >hatri (5 MA.A/%) for
en"ouraging me to be able to best utili*e my hori*on of +nowledge and
s+ills.
At this le'el of understanding it is often diffi"ult to understand the wide
spe"trum of +nowledge without proper guidan"e and ad'i"e. 5en"e # ta+e
this opportunity to e,press my heartfelt gratitude to Ms. >ama+shi Sa,ena
(Senior. /SA) for immense interest) 'aluable guidan"e) "onstant
inspiration and +ind "o$ operation throughout the period of wor+
underta+en) whi"h has been instrumented in the su""ess of my pro!e"t report.
# felt enormous "hanges within myself in tune with new en'ironment and to fa"e
"hallenging tas+s and this be"ome possible only with the in'isible desire to tea"h my
personal and professional impro'ements from the staff members here.
&han+s to all the members here to ma+e my training period into a lifelong learning
e,perien"e.

E%ECUTI"E SUMMARY
4
5otel Sheraton built on a ? a"res lands"ape@ the hotel is designed on the "rystal
ar"hite"tures by the famous 1ondon based .eera! sisodia. &he hotel itself is ri"hly
detailed with beautiful bal"onies) high "anopies A tin+ling waterfalls that blend
seamlessly with ea"h other. A <8B$rooms hotel is a unique blend of la'ish lu,ury A "risp
effi"ien"y. &he hotel started in fun"tioning on 8 .o'ember 8CC<.
/i'en the rapidly e'ol'ing "hallenges of publi" management) the present ob!e"ti'es of
&A#.#./ A.D D%0%12PM%.& need to be widened and deepened to respond to the
emerging needs of go'ernan"e. #n this "onte,t) &A#.#./ A.D D%0%12PM%.& "annot
ser'e only as a tool to assess suitability for 'erti"al mo'ement) but should be primarily
used for the o'erall de'elopment of an offi"er) and for his pla"ement in an area where his
abilities and potential "an be used to best ad'antage. &here is) thus) a need for a
paradigm shift in the philosophy of appraisal and the ob!e"ti'es should be the following:
&o ma+e an assessment of the employees professional "apabilities) with a
'iew to determining "apa"ity building needs and suitability for parti"ular
areas of responsibilityDassignments. (&raining and Pla"ement Eun"tion)
&o "ounsel the employees on dire"tions for impro'ing performan"e)
professional "apabilities) and "ondu"t with peers) !uniors) ele"ted
representati'es (Eeedba"+ and (ounselling fun"tion)
&o be a tool for de'eloping a wor+ plan for the year (Planning of wor+
fun"tion)
&o ma+e an ob!e"ti'e assessment of the employees performan"e in the
"urrent assignment) in"luding performan"e in training) study "ourses and
deputation outside the go'ernment) based on monitorable inputs) relati'e to
hisDher peers) with a 'iew to determining suitability for higher
responsibilities and spe"ial assignments. (Promotion Eun"tion)
&o identify genuinely e,"eptional wor+ a""omplished) in"luding inno'ations)
with a 'iew to gi'ing due re"ognition (e"ognition fun"tion)
&o enable offi"ers to identify systemi" short"omings in the organi*ation with
a 'iew to impro'ing go'ernan"e standards (Strengthening /o'ernan"e
Eun"tion)
TA&LE O$ CONTENTS
5
S'NO

TOPIC
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INTRODUCTION O$ ORGANISATION
6
PARENT COMPANIES
S&A422D 52&%1S A %S2&S 421D4#D%. #.(
Starwood 5otels A esorts) 4orldwide) #n". is a hospitality ownership) management) and
fran"hise organi*ation based. 4hite Plains) .ew Gor+) 2ne of the world3s largest hotel
"ompanies) it owns) operates) fran"hises and manages hotels) resorts) spas) residen"es)
and 'a"ation ownership properties under its nine owned brands. So far) Starwood 5otels
A esorts 4orldwide) #n". owned) managed) or fran"hised C<H properties and as of
De"ember ;8) <99? the firm employed about 8HH999 people. Starwood 5otels and
esorts were originally formed by the real estate in'estment firm Starwood (apital to
ta+e ad'antage of a ta, brea+@ at the time the "ompany was +nown as Starwood. #nitially)
Starwood 1odging owned a number of hotels throughout .orth Ameri"a) all under
different brand names. &he 4estin 5otel (ompany was pur"hased in 8CC= from Ao+i
(orporation of :apan. Starwood a"quired the Sheraton) Eour Points by Sheraton) and the
1u,ury (olle"tion brands from #&( Sheraton in 8CCB.
BA.DS
Eour Points by Sheraton
1e Meridian
&he 1u,ury (olle"tion
Sheraton 5otels and esorts
St. egis
4estin 5otels A esorts
%lement by 4estin
&5% #&( 0#S#2.
Sustain #&(3s position as one of #ndia3s most 'aluable "orporations through world "lass
performan"e) "reating growing 'alue for the #ndian e"onomy and the (ompany3s
sta+eholders.
&5% #&( M#SS#2.
&o enhan"e the wealth generating "apability of the enterprise in a globali*ing
en'ironment) deli'ering superior and sustainable sta+eholder 'alue.
7
#&( 5#S&2G
#&( was in"orporated on August<=) 8C89 under the name of -#mperial &oba""o (ompany
of #ndia 1imited3. #ts beginnings were humble. A leased offi"e on adha Ba*ar 1ane)
>ol+ata) was the "entre of the (ompany3s e,isten"e. &he (ompany "elebrated its 8Ith
birthday on August <=) 8C<I) by pur"hasing the plot of land situated at ;?) (howringhee)
(now renamed :.1. .ehru oad) >ol+ata) for the sum of. s.;)89)999. &his de"ision of
the (ompany was histori" in more ways than one. #t was to mar+ the beginning of a long
and e'entful !ourney into #ndia3s future. &he (ornpones3 headquarter building) -0irginia
5ouse3) whi"h "ame up on that plot of land two years later) would go on to be"ome one
of >ol+ata3s most 'enerated landmar+s. &he (ompany3s ownership progressi'ely
indianised) and the name of the (ompany was "hanged to #.&.(. 1imited in 8C?=. #n
re"ognition of the (ompany3s multi$business portfolio en"ompassing a wide range of
businesses $ (igarettes A &oba""o) 5otels) #nformation &e"hnology) Pa"+aging)
Paperboards A Spe"ialty Papers) Agri$%,ports) Eoods) 1ifestyle etailing and /reeting
/ifting A Stationery $ the full stops in the (ompany3s name were remo'ed effe"ti'e
September 8B) <998. &he (ompany now stands re"hristened -#&( 1imited3.
&u1ine11 in2ude1 EM(/) 5otels) Paperboards) Spe"ialty Papers A Pa"+aging) Agri
Business and #nformation &e"hnology.
(orporate Eun"tions) ea"h headed by a 52D (orporate Eun"tions in"lude: Planning and
&reasury) A""ounting) &a,ation) is+ Management) 1egal) Se"retarial) %5S) 5uman
esour"es) (orporate (ommuni"ations) (orporate Affairs) #nternal Audit and esear"h A
De'elopment.
(2P2A&% S&A&%/#%S
#&( is a board$managed professional "ompany) "ommitted to "reating enduring 'alue for
the shareholder and for the nation. #t has a ri"h organi*ational "ulture rooted in its "ore
'alues of respe"t for people and belief in empowerment.
ITC31 24r54rate 1trategie1 are6
(reate multiple dri'ers of growth by de'eloping a portfolio of world "lass
businesses that best mat"hes organi*ational "apability with opportunities in
domesti" and e,port mar+ets.
(ontinue to fo"us on the "hosen portfolio of EM(/) 5otels) Paper) Paperboards A
Pa"+aging) Agri Business and #nformation &e"hnology.
&5% #&( 1%D%S5#P
Elowing from the "on"ept and prin"iples of (orporate /o'ernan"e adopted by the
(ompany) leadership within #&( is e,er"ised at three le'els. &he Board of Dire"tors at
the ape,) as trustee of shareholders) "arries the responsibility for strategi" super'ision of
the (ompany. &he strategi" management of the (ompany rests with the (orporate
Management (ommittee "omprising the whole time Dire"tors and members drawn from
senior management.
8
(2MPA.G P2E#1%
&he limited whi"h pre'iously stood for imperial toba""o "ompany 2E #ndia limited was
in"orporated on august <=) 8C89. &he "ompany3s ownership progressi'ely indianised)
and the name of the "ompany was "hanged to #&( limited in 8C?=. #&( is one of #ndia3s
foremost pri'ate se"tor "ompanies with a mar+et "apitali*ation of nearly FS J 8C billion
and turno'er of o'er FS JH.8 billion. &he "ompany is headed by (hairman Mr. (
De'eshwar. #t employees o'er <9)999 people at more than I9 lo"ations a"ross #ndia is
listed on Eorbes <999.
#&( has di'ersified presen"e into 'arious businesses whi"h in"lude:
$MCG6 - (igarettes) food produ"ts) lifestyle retailing) greetings) stationary) and
safety mat"h sti"+s A agarbattis.
HOTELS6 - lu,ury "olle"tion) wel"ome hotel) Sheraton hotel) fortune par+ hotel)
and wel"ome heritage.
PAPER&OARD 7 PAC8AGING
AGARI &USINESS6 - Agri %,ports) %$"houpel) leaf toba""o.
IT6 - #&( info te"h #ndia ltd. wholly owned subsidiary.
GROUP COMPANIES6 - Surya ..epal pri'ate ltd.) international tra'el house.
-#n 8C?C) #&( entered the paperboards business by promoting #&( Bhadra"halam
paperboards limited) whi"h today has be"ome the mar+et leader in #ndia. #n <99=) #&(
a"quired the paperboard manufa"turing fa"ility of B#1& industrial pa"+aging "o. 1&D.
(B#P(2)) near (oimbatore) &amilnadu.
#n 8CBH) #&( setup Surya toba""o "o in .epal as an #ndo$.epal and British !oint 'enture.
#n august <99<) Surya toba""o be"ame a subsidiary of #&( limited and its name was
"hanged to Surya .epal pri'ate limited (Surya .epal).
9
ITC DEALING IN THESE &USINESSES
PRODUCTS 7 &RANDS
8. E22D
#&( made its entry into the branded A pa"+aged Eoods business in August <998 with the
laun"h of the >it"hens of #ndia brand A more broad$based entry has been made sin"e
:une <99< with brand laun"hes in the (onfe"tionery) Staples and Sna"+ Eoods
segments.
&he Eoods business is today represented in = "ategories in the mar+et. &hese are:
eady &o %at Eoods
Staples
(onfe"tionery
Sna"+ Eoods
<. P%S2.A1 (A%
#n line with #&(3s aspiration to be #ndia3s premier EM(/ (ompany) re"ogni*ed for its
world$"lass quality and enduring "onsumer trust) #&( forayed into the Personal (are
business in :uly <99H. #n the short period sin"e its entry) #&( has already laun"hed an
array of brands) ea"h of whi"h offers a unique and superior 'alue proposition to
dis"erning "onsumers. An"hored on e,tensi'e "onsumer resear"h and produ"t
de'elopment) #&(3s personal "are portfolio brings world$"lass produ"ts with "learly
differentiated benefits to quality$see+ing "onsumers.
;. A/ABA&&#S
As part of #&(3s business strategy of "reating multiple dri'ers of
growth in the EM(/ se"tor) the (ompany "ommen"ed mar+eting
Agarbattis (in"ense sti"+s) sour"ed from small$s"ale and "ottage
units in <99;. &his business le'erages the "ore strengths of #&( in
nation$wide distribution and mar+eting) brand building) supply "hain
management) manufa"ture of high quality paperboards and the Mangaldeep Gantra is a
spe"ial offering from #&( and this spe"ially "reated fragran"e e'o+es the ambien"e of a
temple.
=. %S%A(5 A D%0%12PM%.&
#&( is "ommitted to deli'ering world$"lass produ"ts and ser'i"es. &his requires a "lear
fo"us on "ontinuously stri'ing to "reate a higher 'alue to "ustomers by a"hie'ing
e,"ellen"e in all (ompany3s operations. Business e,"ellen"e "alls for a "ompany has
assembled a pool of world$"lass s"ientists fo"used on pro'iding the requisite AD
support to its established and new #&(3s AD programme at Bhadra"halam is the "ore of
the (ompany3s fiber strategy for its Paperboards and Spe"ialty Papers business. &his
10
state$of$the$art resear"h "entre is "onsistently stri'ing to impro'e the produ"ti'ity of
se'eral tree spe"ies) in order to gi'e attra"ti'e land$use..
#&(3s "omprehensi'e AD fa"ilities at a!ahmundry in Andhra Pradesh "o'er all aspe"ts
of toba""o "rop "ulti'ation. #n
H. A/# (2MM2D#&#%S A FA1 S%0#(%
Di'ision is the "ountry3s se"ond largest e,porter of agri$produ"ts
with e,ports of o'er s. 8999 (rores (s. 89 billion). #ts
domesti" sales of agri$produ"ts are in e,"ess of s. 8H99
(rores (s. 8H billion). #t "urrently fo"uses on e,ports of: made
signifi"ant in'estments in web$enabling the #ndian farmer.
(hristened -e$(houpaP) #&(3s
empowerment plan for the farmer
"enters) around pro'iding #nternet
+ios+s in 'illages.
I. %$ (52FPA1
#&(3s Agri Business Di'ision) one of #ndia3s largest e,porters
of agri"ultural "ommodities) has "on"ei'ed e$(houpal as a more effi"ient supply
"hain aimed at deli'ering 'alue to its "ustomers around the world on a sustainable
basis) mar+et orientation K low 'alue additionK low marginK low ris+ ta+ing ability.
&his made him and #ndian agribusiness se"tor globally un"ompetiti'e) despite ri"h A
abundant natural resour"es.
eal$time information and "ustomi*ed +nowledge pro'ided by -e$(houpal3 eliminates
wasteful intermediation and multiple handling. &hereby it signifi"antly redu"es transa"tion
"osts.
?. %DF(A&#2. A.D S&A&#2.AG P2DF(&S
#&( made its entry into the stationery business in the year <99<
with its premium range of noteboo+s) followed in the year <99; with the more popular
range to augment its offering
Manufa"turer of #ndia3s first 2*one treated en'ironment friendly %lemental (hlorine Eree
(%(E) pulp) paper and paperboard.
11
>nowledge of image pro"essing) printing A "on'ersion garnered from its Pa"+aging A
Printing Business.
Brand Building A &rade Mar+eting A Distribution strengths resident in its EM(/
Business.
B. #.E2MA&#2. &%(5.212/G
#&( #nfo&e"h) a global #& ser'i"es "ompany) is
today one of #ndia3s fastest growing #& ser'i"es and
solutions pro'iders.
Based out of a pi"turesque ;H a"re "ampus in the
heart of Bangalore "ity) #&( #nfo&e"h) through
wholly$owned subsidiaries in the F> and FS)
pro'ides outsour"ed #& ser'i"es and solutions to
leading global "ustomers.
#&( #nfo&e"h en!oys the rare ad'antage of ha'ing a
pra"titioner3s e,pertise in some of these industry 'erti"als.
C. /12BA1 52.2F
&he (ompany3s /reen 1eaf &hreshing plants at (hirala and Anaparti in Andhra Pradesh
are the first units of their +ind in the world to get #S2 8=998 en'ironment management
systems "ertifi"ation.
#&( is the first from #ndia and among the first 89 "ompanies in the world to publish its
Sustainability eport in "omplian"e (at the highest AL le'el) with the latest /;
guidelines of the .etherlands$based /lobal eporting #nitiati'e (/#)) a F.$ba"+ed)
multista+eholder international initiati'e to de'elop and disseminate globally appli"able
Sustainability eporting /uidelines.
#&( "onstantly endea'ors to ben"hmar+ its produ"ts) ser'i"es and pro"esses to
global standards. &he (ompany3s pursuit of e,"ellen"e has earned it national and
international honors. #&( is one of the eight #ndian "ompanies to figure in Eorbes A$
1ist for <99=) #&( has se'eral firsts to its "redit.
#&(3s AD (entre at Peenya) Bengaluru has the distin"tion of being the first
independent AD "entre in #ndia to get #S2 C998 a""reditation and "ertified with #S2
8=998 for %n'ironment Management Systems by D.0. &he AD (entre is also
"ertified for the standard #S2D8%(8?9<H:<99H) by .ational A""reditation Board for
&esting and (alibration 1aboratories (.AB1). &his "ertifi"ation is awarded for
6/eneral requirement for the "ompeten"e of &esting A (alibration 1aboratories7.
89. SAE%&G MA&(5%S
#&(3s ranges of Safety mat"hes in"lude popular brands li+e # >now) Mangaldeep) Aim)
Aim Mega and Aim Metro. 4ith differentiated produ"t features and inno'ati'e 'alue
additions) these brands effe"ti'ely address the needs of different "onsumer segments.
&he Aim brand is the largest selling brand of Safety Mat"hes in #ndia. #&( also e,ports
12
regular and premium safety mat"hes brands to mar+ets su"h as Middle %ast) Afri"a and
the FSA. &he su""essful a"quisition of 4im"o 1td. by ussell (redit 1td.
88. PAP%B2ADS A SP%(#A1#&G PAP%S
#&(3s Paperboards and Spe"ialty Papers Di'ision is #ndia3s largest and most
te"hnologi"ally ad'an"ed paper and paperboards business. #&( "aters to a wide
spe"trum of pa"+aging) graphi") "ommuni"ation) writing) printing and spe"ialty paper
requirements through its four world$"lass mills in #ndia. 5a'ing pioneered many spe"ialty
appli"ations li+e "igarette tissues) pa"+aging boards) asepti" "artons and gypsum liners)
the produ"t range in"ludes:
8<. PA(>A/#./
#&(3s Pa"+aging A Printing Business is the "ountry3s
largest "on'erter of paperboard into pa"+aging. #t "on'erts
o'er H9)999 tons of paper and paperboard per annum into
a 'ariety of 'alue$added pa"+aging solutions for the food
A be'erage) personal produ"ts) "igarette) liquor) "ellular
phone and #& pa"+aging industries. #t has also entered the
Ele,ible and (orrugated (artons business.
#&( o""upies a leadership position in "igarette and liquor
pa"+aging in #ndia. #t supplies pa"+aging to "o'er ?9 billion "igarettes a year
domesti"ally) and supplies pa"+aging for 8H billion "igarette sti"+s a year for the e,port
mar+et. #t is the largest supplier of liquor mono "artons in the "ountry.
8;. #&( 1#E%S&G1% %&A#1#./
4ills 1ifestyle is the title partner of the "ountry3s most premier
fashion e'ent $ 4ills 1ifestyle #ndia Eashion 4ee+. &a+ing the
"elebration of the e'ent to its stores) 4ills 1ifestyle has
partnered with se'eral leading designers in"luding Manish
Arora) ohit Bal) Shantanu A .i+hil) ohit /andhi A ahul
>hanna whose new edition of Designer wear is now a'ailable at
4ills 1ifestyle stores. 5rithi+ oshan) Superstar and Gouth #"on)
with his innate style) 'ibran"y and playfulness best
personify the "ore attributes of the brand as its
ambassador. :ohn Players offers a "omplete and
'ibrant wardrobe of (asual wear) Party wear) 4or+ wear) Deniers) 2uter wear the laun"h
of Miss Players has added to #&(3s youthful portfolio. &he range whi"h spans trendy tops)
fun+y deniers) smart trousers and stylish dresses along with a whole range of "ool
fashion a""essories has been designed +eeping in mind the tastes of the young #ndian
woman.
13
8=. (#/A%&&%S
#&( is the mar+et leader in "igarettes in #ndia.
4ith its wide range of in'aluable brands) it has
a leadership position in e'ery segment of the
mar+et. #t3s highly popular portfolio of brands
in"ludes #nsignia) #ndia >ings) (lassi") /old
Ela+e) Sil+ (ut) .a'y (ut) S"issors) (apstan)
Ber+eley) Bristol and Ela+e.
GROUP COMPANIES
14
ITC InfoTech
ITC InfoTech
Surya Nepal Privae !i"ie#
Surya Nepal Privae !i"ie#
!an# $a%e
!an# $a%e
&in' (a)er (ar)ein' Inc*+ ,S-
&in' (a)er (ar)ein' Inc*+ ,S-
Technico Py !i"ie#+ -u%ralia
Technico Py !i"ie#+ -u%ralia
.u%%ell Cre#i !i"ie#
.u%%ell Cre#i !i"ie#
/i"co !i"ie#
/i"co !i"ie#
Sriniva%a .e%or% !i"ie#
Sriniva%a .e%or% !i"ie#
0orune Par) 1oel% !i"ie#
0orune Par) 1oel% !i"ie#
2ay I%lan#% 1oel !i"ie#
2ay I%lan#% 1oel !i"ie#
3ol# 0la)e Corporaion !i"ie#
3ol# 0la)e Corporaion !i"ie#
J4int "enture1
Associate Companies
3u4ara 1oel !i"ie#
3u4ara 1oel !i"ie#
Inernaional Travel 1ou%e
Inernaional Travel 1ou%e
(ahara4a 1eria'e .e%or% l#*
(ahara4a 1eria'e .e%or% l#*
ITC 0ilrona
ITC 0ilrona
Su91idiarie1
INTRODUCTION TO HOTEL DI"ISION
#&( entered the hotels business in 8C?H with the a"quisition of a
hotel in (hennai) whi"h was then re"hristened #&( (hola. Sin"e
then the #&( 4el"omgroup brand has be"ome synonymous with
#ndian hospitality. 4ith o'er 899 hotels in more than B9 destinations)
#&($4el"omgroup has set new standards of e,"ellen"e in the hotel
industry in A""ommodation) (uisine) %n'ironment and /uest Safety. #&(3s 5otels
business is one of #ndia3s finest and fastest growing hospitality "hains. #&( 5otels3
"ommitment to deli'ering globally ben"hmar+ed ser'i"es) embedded in a "ulture deeply
rooted in #ndia3s ri"h tradition of hospitality.
#&($4el"omgroup pioneered the holisti" "on"ept of -branded a""ommodation3 in the
hospitality industry. #t was the first to laun"h the idea of a -5otel within
a 5otel3 by segmenting) "ustomi*ing and branding hotel ser'i"es li+e
-#&( 2ne3) -&owers3 and the -%,e"uti'e (lub3. %a"h of these "aters to
spe"iali*ed needs of the global business tra'eler with unmat"hed
quality and a range of "ustom$made ser'i"es.
#&($4el"omgroup was the first to introdu"e branded
"uisine. #ts restaurants Bu+hara) Da+shin and DumPu+ht are today
powerful "uisine brands. #&($4el"omgroup also show"ases
international "uisine in its spe"ialty restaurants 4est 0iew and Pan
Asian.
#&( 5otels $ 1u,ury (olle"tion
#n <99?) #&($4el"omgroup entered a new phase in its "ollaboration with Starwood
5otels A esorts. #&($4el"omgroup now has an e,"lusi'e tie$up with Starwood in
bringing its premium brand) the -1u,ury (olle"tion3) to #ndia. &hese are super delu,e and
premium hotels lo"ated at strategi" business and leisure lo"ations. &he se'en hotels
whi"h are part of this "olle"tion are: #&( Maurya in Delhi) #&( Maratha in Mumbai) #&(
Sonar in >ol+ata) #&( /rand (entral in Mumbai) #&( 4indsor in Bengaluru) #&( >a+atiya
in 5yderabad and #&( Mughal in Agra.
4el"om5otels offer fi'e$star hospitality for the dis"erning
business and leisure tra'eler. (urrently there are three hotels
under this brand namely) 4el"om 5otel ama #nternational
Aurangabad) 4el"om 5otel 0adodara and 4el"om 5otel
/rand Bay 0isa+hapatnam. Eour other #&($4el"omgroup
Sheraton 5otels M Sheraton 5otel .ew Delhi) Sheraton (hola
5otel (hennai and Sheraton .ew Delhi offer warm) "omforting
ser'i"es to the global tra'eler and a "han"e to "onne"t.
15
Eortune 5otels offer full ser'i"e properties all o'er #ndia)
in"luding smaller towns and "ities) ideal for the budget
tra'eler. Eortune 5otels ha'e a strong presen"e in
Ahmadabad) &hiru'ananthapuram) (ali"ut) Dar!eeling)
:amshedpur) 0api) 5yderabad) /urgaon) #ndore)
2ota"arnund) Madurai) :odhpur) 0i!aywada) (hennai)
0isa+hapatnam) Mahabalipuram) >ol+ata) Bengaluru) .a'i Mumbai) &irupati and Port
Blair) while se'eral more hotels are e,pe"ted to be "ommissioned soon in other +ey
lo"ations in #ndia.
4el"om 5eritage brings together a "hain of pala"es) forts)
ha'elis and resorts that offer a unique e,perien"e. 4el"om
5eritage endea'ors to preser'e an"ient royal homes and the
histori"al #ndian grandeur and opulen"e for the future #ndian
generations.
4el"om %n'iron is #&($4el"omgroup 'ision for a green world. #t3s a
multi$fa"eted programme started in order to propagate en'ironmental
"auses in the "ities where #&($4el"omgroup hotels are lo"ated. 4ith the
guiding prin"iple of -edu"e) euse and e"y"le3) ea"h hotel has its own
programme) en"ompassing lo"al parti"ipation) "reating awareness.
#&( /reen (entre in /urgaon) the headquarters of #&(3s
5otels Business is the physi"al e,pression of this "ommitment
to sustainability $ %"ologi"al) So"ial and %"onomi". &his
building is one of the world3s largest green buildings with spa"e
of o'er 8?9)999 square feet.

#&( 4el"omgroup - %mpowering Differently$abled people #&($
4el"omgroup has established that if pro'ided with an opportunity to
wor+ and be"ome self$suffi"ient) people who are differently abled
"an signifi"antly "ontribute to the wor+pla"e) families and the
"ommunity #&($4el"om group has ta+en a positi'e step in this
dire"tion by employing people who are differently abled a"ross its hotels #&($
4el"omgroup belie'es that e'eryone should be treated with sensiti'ity and empathy.
#&($4el"omgroup has also published a boo+let aimed at sharing e,perien"es with the
rest of the "orporate world and laying down a step$by$step guide to demystify the
per"ei'ed "omple,ities around employing persons with disabilities.
16
#&($hotel di'ision has fi'e distin"t brands:
Lu:ur; C4e2ti4n $ &hese are super delu,e and premium hotels lo"ated at strategi"
business and leisure lo"ations.
S<erat4n H4te1 $ &hese offer warm) "omforting ser'i"es to the global tra'eler and a
"han"e to "onne"t
We24= H4te1 $ &hey offer fi'e$star hospitality for the dis"erning business and leisure
tra'eler.
$4rtune H4te1 $ &hey offer full ser'i"e properties all o'er #ndia) in"luding smaller towns
and "ities) ideal for the budget tra'eler.
We24= Heritage $ #t brings together a "hain of pala"es) forts) ha'elis and resorts that
offer a unique e,perien"e. 4el"om 5eritage endea'ors to preser'e an"ient royal homes
and the histori"al #ndian grandeur and opulen"e for the future #ndian generations.
#&($4%1(2M/2FP
#&( wel"ome group "onsists of ; brands$the lu,ury "olle"tion) Sheraton and the wel"ome
hotels. &here are ? lu,ury "olle"tion hotels) = Sheraton hotels and ; wel"omhotels
ma+ing a total of 8= properties under #&( wel"ome group.
Amongst these H$star delu,e properties) lu,ury "olle"tion and Sheraton has an e,"lusi'e
tie up with its global partners Starwood.
At an #&( 4el"omgroup hotel one will find a true refle"tion of the "ulture A ethos of ea"h
destination with one "ommon lega"y$4armth.
#t"$wel"omgroup is headed under the "hairmanship of Mr. .a+ul Anand.
T<e ITC We24=gr4u5 <4te1 9u1ine11 5<i4145<;6 -
/uest %,perien"e
/uest %,perien"e with Profits
/uests %,perien"e with Profits) /rowth A De'elopment
T<e ITC >e24=e gr4u5 =4tt4?
A WOW at every moment of truth
Meaning) handling the moments of truth 4hene'er a guest "omes in "onta"t with any
aspe"t of the "ompany) his e,pression of delight or surprise towards the produ"t) a
pro"ess or efforts of the people is ta+en into a""ount %'ery wow moment is ta+en 'ery
seriously and on the basis of whi"h wow ratio is "al"ulated. &his wow ratio refle"ts the
performan"e of the hotel and on the basis of this ratio the hotel is internally ran+ed
amongst other 8= properties.
17
&he 8) < A ; model
&he hotel wor+ on the abo'e said model and aims to a"hie'e all the three aspe"ts$
in"rease in re'enue) maintain quality standards and redu"e "osts.
8:$e'enue through a"quisition from "ompetition A yield Management.
< :$etention A pull through Nuality
; :$ eturns through "ost effi"ien"y
Sales A Mar+eting Eun"tion
%a"h property has a sales team handling the inbound business. And to handle the
outbound business there are mar+eting offi"es at 'arious lo"ation. &here are = regional
mar+eting offi"es:$ M2$north (Delhi)) M2$west (Mumbai)) M2$%ast (>ol+ata)) M2$
South ((hennai) and = mar+eting offi"es.
#n simple words) inbound means business "oming in and outbound means business
going out.
18
ITC WELCOMGROUP-THE SHERATON
A. #.&2DF(&#2. &2 &5% S5%A&2. (#. #.D#A) $ A. #&(
4%1(2M/2FP 52&%1
2ne of the popular hotel brands of the #&($1imited is the S5%A&2.$An #&(
4%1(2M/2FP 52&%1. &his brand of hotel is targeted toward the esteem "lass of the
so"iety.
&he different hotels under this band are: $
Sheraton .ew Delhi 5otel) .ew Delhi.
Sheraton 5otel) .ew Delhi.
Sheraton (hola 5otel) (hennai.
Sheraton Par+ 5otel) (hennai.
#&( 5otels 1imited operates one of #ndia3s finest "hains under its widely re"ogni*ed
mar+eting brand #&($4el"omgroup the e,"lusi'e &owers "on"ept of a hotel within a
hotel) with its own &owers (lub and a unique ser'i"e design is now a'ailable at fi'e #&($
4el"omgroup Sheraton 5otels.
THE ORGANI@ATIONAL STRUCTURE
19
SALES &
MARKETING
(r* Sure%h
(enon
FRONT
OFFICE
(%* Neela"
&aul
F & B
(r* .achi
.o%hyan
EXECUTIVE
CHEF
Chef* .a)e%h
3hai
FINANCE
(r* -#iya Soni
HOUSE
KEEPING
(%* !a)%h"i
5a'annah
LOSS
PREVENTION
(a4* (u%ha6
-h"e# &han
HUMAN
RESOURCE
(r* 2*S* &hari
GENERAL
MANAGER
(r* Sunil 3upa
SIX SIGMA
(r* (ani%h
(o#i
Philosophy of the hotel:
/uest e,perien"e.
/uest e,perien"e with profit.
/uest e,perien"e with profit) growth and de'elopment.
Salient Eeatures:
1argest room in'entory in "ity with <8B rooms.
1o"ated at the heart of the (ountry
Biggest lobby in town.
%,"lusi'e e,e"uti'e "lub lounge.
estaurants) where the delhi dines: bars) pub) pool side
Swimming pool) shopping ar"ade) SPA and Beauty Parlor.
, P31 O$ SER"ICES
P1A(%
Sheraton is situated at the heart of town. #t is "lose to the shopping and "ommer"ial
"enters. &he distan"es are following:$$
- 8; +ms. from the airport.
- 8I +m from the railway station.
- B +m from the "onnaught pla"e.
Due to its prime lo"ation it has be"ome the prime "hoi"e of the 'isitors spe"ially those
who are in delhi for leisure a"ti'ities and wanted to 'isit to the tourist sports.
P2DF(&
A' CORE PRODUCT6
ACCOMMODATION
(A&%/2G .2. 2E 22MS
P%S#D%.&A1 SF#&% 8
SF#&% 8I
2GA1% SF#&% =I
20
2GA1% (5AMB%S H=
%O%(F&#0% (1FB 899
&he Sheraton hotel offers <8B rooms) whi"h refle"t high quality aestheti" standards. &he
rooms ha'e been equipped +eeping the "omfort of the guests3 upper most in mind
without "ompromising on style and lu,ury.
THE PRESIDENTAL SUITE
#t is the ultimateP #t is embellished with artifa"ts and handi"rafts that represent the "ulture
of the pla"e@ they are a sheer 'isual delight.
SUITES
&he 8I suites ha'e amongst them premier and the ambassador suites. &hese "harming
suites epitomi*e a finely tuned balan"e between high te"hnology and a fine ser'i"e
offering.
E%ECUTI"E CLU&
899 e,e"uti'e "lub rooms epitomi*e the essen"e effi"ien"y and business related ser'i"es
for the dis"erning business tra'eler.
ROYALE CHAM&ERS
&hese HH rooms with a pleasing ambien"e redefine the art of fine li'ing. (omfort and
lu,ury "ome together in a perfe"t balan"e.
ROYALE SUITE
&he 8=I rooms offer a world where you "an e,perien"e the finest in hospitality. &he
gra"ious elegan"e of the de"or "ombined with personali*ed ser'i"e ma+es for a
memorable e,perien"e.
OTHER DI"ISION6
E"A ROOMS
#n +eeping with the times an entire set of rooms$$$$the %0A roomsMha'e been dedi"ated
to the lady tra'eler. &he se"urity) ser'i"e and amenities ha'e been "arefully put together
+eeping the single lady tra'eler in mind.
SPG- STARWOOD PR$ERRED GUESTS
&here is a whole floor dedi"ated to the Starwood preferred guest.
21
NON SMO8ING ROOMS
.on smo+ing rooms are also a'ailable on request.
PRI"ILEGES INCLUDE
(omplimentary brea+fast) te"hnologi"ally upgraded rooms) "lub 5our) 0alet ser'i"es) et".
&' SUPPLEMENTARY SER"ICES
DINING 7 RECREATION WITH $OOD 7 &E"ERAGES OUTLETS6
RESTAURANTS6
Amongst 4el"omgroup signature restaurants) where you "an
taste authenti" fla'ors of the .2&5 4%S& Erontier in barbe"ued
spe"ialties and ba+ed #ndian breads prepare at the restaurant3s
display +it"hen. &he rugged interiors from the perfe"t setting for
the rusti" offerings. A bar is also situated in the restaurant.
%ntertainment is pro'ided by soft re"orded musi". #t is lo"ated at
lower lobby le'el with a "apa"ity of IB people.
PA"ILION
#t gets its name from one of the famous dynasty. &he best of
pa'ilions is a repertoire of the best dishes to be found in the
4el"omgroup 5otels a"ross the "ountry. 2pen round$ the "lo"+
this "harming restaurant is a fa'orites meeting point.
&ARS6
(hristened as a 6pla"e of Mirrors7 this is indeed the finest bar in
town. 2ff the lobby and o'erloo+ing re!oi"e and o""asions
whi"h entertain friends and "olleagues. &he lo"ation is lobby
le'el. &he total "o'ers of the Bars are I=.
JARO8HA
#t is a lobby le'el bar and situated at poolside and "an
a""ommodate I< people. #t ser'es sna"+s with the Be'erages.
#t3s the "ity3s fa'orite get away.
22
EC LOUNGE
&he %( 1ounge is at the upper lobby le'el and is being used by the in$house guests only
for the purpose of party) dinnerDlun"h for his guests) meeting purpose or spending the
leisure time.
#t "an be di'ided into two areas. &he first one is lounge itself and the other one is the
inner por"h terra"e e,tension of the %( lounge. &he %( lounge "an a""ommodate 8B$<9
people at a time.
THE &OARD ROOM
&he boardroom) whi"h is situated !ust outside the e,e"uti'e lounge) a""ommodates 8I
persons in large o'al shape seating. A prefi,ed medium si*e s"reen enables fa"ilitating
presentation through the use of 'arious pro!e"tors. &he use of the bedroom is on a
nominal "harge.
CON$ERENCE HALLS
#t has two "onferen"e halls and one business "entre whi"h "an a""ommodate around
people at the time. Poolside "an a""ommodate B99 people at the time and best suitable
as an open 'enue for the marriages party) so"ial get together et".
PROCESS
#&(3s strategi" initiati'es for the de'eloping its people ha'e been based on parti"ipati'e
management "on"epts li+e N( (Nuality "ontrol)) &NM (total quality management)) >SS
(>ai*en Suggestion S"heme)) HS) Si, Sigma. &he People in Sheraton ha'e always been
following the defined standards. &hey are highly fo"using on Si,$ sigma and HS. #t has a
separate department of quality "ontrol and Si, Sigma whi"h ensures that the poetesses
will run smoothly as per the defined standards.
#. S#O S#/MA 1%A.#./ M2M%.&S
&he si, sigma pro"ess would be the one where only where only ;.= out of million guests
are to be based beyond ;9 se"onds. &he 'arious si, sigma le'els are:
H Sigma : <;; in one million are seated beyond the target.
= sigma : I in 8999 guests are seated beyond the target.
; sigma : I? guests in 8999 are seated beyond the target.
< sigma : ;2B out of 899 guests are seated beyond the target.
8 sigma : only ;9C out of 899 are seated beyond the target.
23
##. >A#Q%.
&he :apanese word +ai*en means "ontinuous impro'ement. Any input whose output is
intended to impro'e the e,isting pro"ess. 2ne should ta+e initiati'es and perform small
impro'ements in the pro"ess.
###. HS
Hs is a te"hnique use to establish and maintain the quality en'ironment in the
organi*ation. &he people need to follow them to impro'e the produ"ti'ity.
S%## : Sort out the items.
S%#&2. : Arrange e'erything in its pla"e.
S%#S2 : (lean your wor+pla"e thoroughly.
S#%>%&SF : Maintain the standard.
S5&SF>% : &rain people to be dis"ipline.
#0. P2>A$G2>A
&he word means mista+e proofing. Ma+ing the things easy to do right and diffi"ult to do it
wrong. %rror proofing is done by designing the pro"ess so that an operation "an ne'er be
performed in"orre"t e'en by a first time.
0. 0#SFA1 (2.&21
0isual "ontrols are the system of signs) information display) layouts) material storage and
handling tools and mista+e proofing de'i"es. &he 'isual "ontrol ma+es produ"t and
pro"ess flow) operation standards) S"hedules and problem instantly identifiable e'en to
the "asual obser'er.
PROMOTION
&he hotel for the stay of their "ompany3s e,e"uti'e A "lients who ha'e tra'el to the "ities
of the parti"ipating hotels.
Membership: 2pen to tra'el agents A %,e"uti'es who ha'e materiali*ed minimum of <H
room nights.
Dis"ount: <9R off on E A B.
&he agents "an earn the points on the basis of the "ategory of the room they materiali*e
in the hotel. Eor e,ample they get <9 points on boo+ing a suite in the hotel. &he points
"an be redeemed in e,"hange of the following:
#&( 4el"omgroup gift 'ou"hers
24
&ra'el pri'ileges.
5ospitality.
Mer"handise
Apparel
CORPORATE "OLUME GUARANTEE RATES
De5ending u54n t<e a=4unt 4A t<e 9u1ine11 24r54rate <4u1e1 giBe t4 t<e <4teC
t<e rate1 are a1 A44>6-
AL "ategory : ;98 room nights or more
A "ategory : ;99$<9 8 room nights
B "ategory : <99$898 room nights
( "ategory : 899$H9 room nights
D "ategory : Below ;9 room nights
SHERATON PLUS
&his is a pri'ilege dining membership that entitles a member to a pri'ilege dis"ount on
food bills in the restaurants A a redu"tion on the ra"+ rate of rooms.
&he ob!e"ti'e being to stimulate restaurants "o'ers A in"reases o'erall room nights by
targeting the lo"al business "ommunity that does not normally uses the hotel.
WELCOM CLU&
An image building pa"+age in whi"h all$top de"ision ma+ers of "ompanies are in'ited by
the "hairman) Mr. .a+ul Anand) of the hotel di'ision to !oin wel"om"lub program. &he
'arious benefits a member "an en!oys su"h as spe"ial attention) rates and pi"+ups)
personali*ed ser'i"es) E A B pri'ileges.
E%ECUTI"E TRA"EL "ALUE PLAN
%&0P has been designed to address the fun"tional needs of sa'ings and "on'enien"e of
an organi*ation.
(ompanies ha'ing multi$destination transient "orporate tra'el.
(ompanies ha'ing sound finan"ial ba"+ground
STARWOOD PRE$ERRED GUESTS
25
A mar+eting tool that is run by the S&A422D in all o'er the world aimed at earning
loyalty.
1e'el of membership
SP/ preferred: 6A7 %ntry le'el) .o membership fee.
(orporate preferred:7(7 membership to sele"t employees of the S&A 4ood3s "orporate
partner allian"es.
/21D P%E%%D
P1A&#.FM P%E%%D: /uests are the highest elite guests.
0#P P%E%%D: 607 membership) offered only by in'itation.
%MP12G%% P%E%%D: 6%7 membership to the employee) as an enrollment in"enti'e
programme.
WELCOM AWARD
4el"om award has earned the distin"tion of being #ndia3s premier and the most powerful
frequent guest programme. &he 4el"omaward programme re"ogni*es the needs of a
business tra'eler and through its strategi" allian"es with the tra'el partner endea'or to
build a rewarding relationship with the members. &he three le'el of membership are
Sil'er) /old Sele"t. #t has 'arious benefits in"luding "omplementary room stay) late
"he"+out fa"ility) automati" up gradation to ne,t le'el on "ompletion of parti"ular no. of
stays et". A 4el"om Award member "an earn up to =.HH of total eligibility "harge.
WELCOM &REA8
#n e'ery season the hotel "omes out with the holiday pa"+ages at reasonable pri"es
whi"h offer the 'arious benefits to the prospe"ti'e "ustomers. Any person "an a'ail the
fa"ility of a 4el"omBrea+. Eor %,ample) the summer 4el"omBrea+ pa"+age at offers a
stay of nights and ; days on a standard room and in"lusi'e of Brea+fast for two adults
and two "hildren up to 8< years and "hildren up to 8B years or "iti*en more than I9 years
"an dis"ount of H9R on the se"ond room fa"ility.
CULINARY PLUS
2ne of the rewards of this membership is the pleasure of dining at #&( 4el"omgroup
5otels) a !ourney that en"ompasses a wide "hoi"e of "uisine from a"ross the globe. As a
member you en!oy attra"ti'e sa'ings when you dine A entertain with the (ulinary plus
(ard. &he benefits in"lude:$$
<9R off when you dine alone or in a group of fi'e and more
<9R dis"ount on al"oholi" be'erages
<9R Dis"ount at &he /ourmet Shop
PHYSICAL E"IDENCE
Safety and se"urity of the guests is one of the ma!or fo"us areas at the Sheraton 5otel.
Standards ha'e been de'eloped to "onform to the highest international le'els pro'iding
26
ma,imum se"urity without intruding on guest3s pri'a"y. A lot of emphasis is gi'en to
training the staff in handling emergen"ies. A monthly drill where staff handles firefighting
equipment +eeps them up to date with all the pro"edures. /uests are in'ol'ed in the
annual fire drill.
-4el"om%n'iron3 is to "reate an e"o$friendly en'ironment at the Sheraton hotels that will
ser'e as an inspiration for a greener world. &he 5otel earnestly follows the mantra of the
;3s i.e. redu"e) re"y"le and reuse.
AWARDS
#S2$ 8=998: <99=
/olden pea"o"+ %n'ironment
Management Award$<99< awarded by
4orld %n'ironment Eoundation
/reen &e"h Safety Award$<99<$9I
/reen &e"h %,"ellen"e Award$<99;) <99I
PA&A Award $ the PA&A en'ironment for <998 in the honorable "ategory) by the
pa"ifi" Asia &ra'el Asso"iation
British Safety (oun"il Safety Award$the safety Award by the British Safety (oun"il)
1ondon for the last 88 "onse"uti'e years.
PRICE
&he pri"ing of the "ore produ"t plays a superior role in the hotel segment. &he industry
de"ides the standard of the hotel not only the basis of its pri"e but also the le'el of
ser'i"es it pro'ides. &he room re'enue "ontributes IHR of the total re'enue. 5en"e the
pri"ing is needed to be done in ta+ing the a""ount the se'eral mar+et fa"tors su"h as
re'enue management) the "ompetiti'e set hotels pri"ing) the time of the year and wee+s)
the mar+et mo'ement) festi'als et". the ma!or differen"es of the pri"es "an be seen
during summer and winter.
SUMMER6 in summer the bar rates are quiet less than the ra"+ rates. #t is done attra"t
the leisure as well as "orporate "ustomers be"ause of the e,"ess in'entory of the rooms
in the hotel.
WINTER6 During winters) the rooms are being sold sometimes at higher than the ra"+
rates due to e,"ess demand of the rooms.
&he pri"e is the prime sour"e of re'enue. &he re'enue earning is the foremost ob!e"ti'e
of the hotel. Sin"e) Sheraton has the largest room in'entory in the "ity it is 'ery important
to maintain the proper mi, of the high and low rates. &he re'enue management deals
with the management of the pri"es of the rooms so to earn the re'enue. #t in"ludes
27
in"rement of the room rates when demand e,"eeds supply and lowers the rates when
the supply e,"eeds demand.
TRAINING AND DEVELOPMENT

DISTINCTION &ETWEEN TRAINING AND DE"ELOPMENT
&A#.#./ D%0%12PM%.&
8. &raining means learning s+ills and
+nowledge for doing a spe"ifi" !ob.
8 .De'elopment means growth of an
employee in all respe"ts.
<. #t is "on"erned with maintaining and
impro'ing "urrent !ob performan"e. &hus) it
has short-term perspe"ti'e.
<. #t see+s to de'elop "ompeten"e and
s+ills for future performan"e. &hus) it has a
long-term perspe"ti'e.
;. #t is job-centered in nature. ;. #t is career-centered in nature.
=. ole of trainer is 'ery important.
=. &he e,e"uti'es ha'e to be moti'ated
internally for self de'elopment.
28
&A#.#./ A.D D%0%12PM%.&
M%A.#./ 2E &A#.#./ A.D D%0%12PM%.&:$
#n simple terms) training and de'elopment refer to imparting spe"ifi" s+ills) abilities and
+nowledge to an employee.
A formal definition of training and de'elopment is:$
6#t is any attempt to impro'e "urrent or future employee performan"e by in"reasing an
employee3s ability to perform through learning) usually by "hanging the employee3s
attitude or in"reasing his s+ills and +nowledge.7
&he need of training and de'elopment is determined by employee3s performan"e
Defi"ien"y) "ompute as follows:$


&raining is an organi*ed a"ti'ity for in"reasing the +nowledge and s+ills of people for a
definite purpose. #t in'ol'es systemati" pro"edure for transferring te"hni"al +now$how to
employees so as to in"rease their +nowledge and s+ills for doing spe"ifi" !obs with
profi"ien"y.
S
A""ording to Edwin B. Flippo) 6Training is the act of increasing the knowledge And skills
of an employee for doing a particular job.
&raining in'ol'es the de'elopment of s+ills that are usually ne"essary to perform a
spe"ifi" !ob. #ts purpose is to a"hie'e a "hange in the beha'ior of those trained and to
enable them to do their !obs better. #t ma+es newly appointed wor+ers fully produ"ti'e in
the minimum of time. #t is equally important for the old employees due to frequent
"hanges in te"hnology.
29
Trainin' an# #evelop"en nee# 7 San#ar# perfor"ance 8
-cual

PROCESS O$ TRAINING AND DE"ELOPMENT
Pro"ess of training and de'elopment is a well planned pro"ess. &he following graph represents
this in a graphi"al manner:$
TRAINING AND DE"ELOPMENT PROCESS


30
9.3-NIS-TI9N-!
925:CTI;:S -N<
ST.-T:3I:S
:ST-2!IS1(:NT 90
T.-ININ3 -N<
<:;:!9P(:NT 39-!S
<:;ISIN3 T.-ININ3
-N< <:;:!9P(:NT
P.93.-((:
I(P!:(:NT-TI9N 90
T.-ININ3 -N<
<:;:!9P(:NT
P.93.-((:
:;-!,-TI9N 90
.:S,!TS
-SS:SS(:NT 90
T.-ININ3 N::<S
NEED O$ TRAINING AND DE"ELOPMENT
&raining is important not only from the point of 'iew of organi*ation @ but also for the employees.
&raining is 'aluable to the employees be"ause it will gi'e them greater !ob se"urity and
opportunity for ad'an"ement.
&he need of training arises in an enterprise due to following reasons:$
!A"#$"# TE!"%&%#':$&e"hnology is "hanging at a fast pa"e. &he wor+ers must
learn new te"hniques to ma+e use of ad'an"ed te"hnology. &hus) training should be treated as
a "ontinuous pro"ess to update the employees in new methods and pro"edures.
()A&$T' %"*$%)* )*T%+E,*:$(ustomers ha'e be"ome quality "ons"ious
and their requirements +eep on "hanging. &o satisfy the "ustomers) quality of produ"ts must be
"ontinuously impro'ed through training of wor+ers.
#,EATE, -,%.)T$/$T':$#t is essential to in"rease produ"ti'ity and edu"e "ost of
produ"tion for meeting "ompetition in the mar+et. %ffe"ti'e training "an help in"rease produ"ti'ity
of wor+ers.
*TAB&E 0%,1-&AE :$&raining "reates a feeling of "onfiden"e in the minds of the
wor+ers. #t gi'es them a se"urity at the wor+$pla"e. As a result) labor turno'er and absenteeism
rates are redu"ed.
31
TRAINING AND DE"ELOPMENT O&JECTI"ES

&raining ob!e"ti'es are formed +eeping in 'iew "ompany3s goals and ob!e"ti'es.
&o prepare the employee Sboth new and oldT to meet the present as well as "hanging
requirements of !ob and organi*ation.
&o impart to the new entrants the basi" +nowledge and s+ill needed for the performan"e
of a definite !ob.
&o assist employees to fun"tion more effe"ti'ely in their present positions by e,posing
them to latest "on"epts) information and te"hniques and de'eloping the s+ill sets that
may need further.
&o de'elop the potentialities of people for the ne,t le'el of !ob.
&o ensure smooth and effi"ient wor+ing of department.
&o bridge the gap between 6e2isting performance ability7 and 6desired performance.
&o impro'e organi*ational "limate sin"e an endless "hain of positi'e rea"tions
"an result from a well planned training programmed.

32
IMPORTANCE O$ TRAINING AND DE"ELOPMENT
&raining plays an important role in human resour"e department. #t is necessary) useful and
producti3e for all "ategories of wor+ers and super'isory staff. &he importan"e of training and
de'elopment in an enterprise are:$
%-T$+)+ )T$&$4AT$%" %F ,E*%),E*:$&raining and de'elopment helps in
optimi*ing the utili*ation of human resour"es that further helps the employees to a"hie'e
the organi*ational as well as their indi'idual goals.
.E/E&%-+E"T %F *1$&&* %F E+-&%'EE*:$ &raining and de'elopment helps in
in"reasing the !ob +nowledge and s+ills of employees at ea"h le'el. #t helps to e,pand the
hori*ons of human intelle"t and an o'erall personality of the employees.
-,%.)T$/$T':$&raining and de'elopment helps in in"reasing produ"ti'ity of the
employees that helps organi*ation to a"hie'e its long$term goals.
TEA+ *-$,$T:$&raining and de'elopment helps in in"ul"ating the sense of team$wor+)
team spirit) and inter$team "ollaborations.
()A&$T' :$&raining and de'elopment helps in impro'ing upon quality of wor+ and wor+$
life.


33
TYPES O$ TRAINING

2n the basis of purpose) se'eral types of training programmes are offered to employees. &he
important types of training programmes are as follows:
$".)T$%" T,A$"$"#:$#ndu"tion is "on"erned with introdu"ing a new employee to the
organi*ation and its pro"edures) rules and regulations. 4hen a new employee reports for wor+)
he must be helped to get a"quainted with the wor+ en'ironment and fellow employees. #t is better
to gi'e him a friendly wel"ome when he !oins the organi*ation) get him introdu"ed to the
organi*ation and help him to get a general idea about rules and regulations) wor+ing "onditions)
et" of the organi*ation.
5%B T,A$"$"#:$:ob training relates to spe"ifi" !ob whi"h wor+ers has to handle. #t gi'es
information about ma"hines) pro"ess of produ"tion) instru"tions to be followed) and methods to
be used and so on. #t de'elops s+ills and "onfiden"e among the wor+ers and enables them to
perform the !ob effi"iently. #t is the most "ommon of formal in$plant training programmes. #t helps
in "reating interest of the employees in their !obs.
A--,E"T$E*!$- T,A$"$"#:$Apprenti"eship training programmes tend more towards
edu"ation than merely on 'o"ational training. Fnder this) both s+ills and +nowledge in doing a !ob
or a series of related !obs are in'ol'ed. &he go'ernments of 'arious "ountries ha'e passed laws
whi"h ma+e it obligatory on "ertain "lasses of employers to pro'ide apprenti"eship training to
young people. &he usual apprenti"eship programmes "ombine on the !ob training and e,perien"e
with "lass room instru"tions in parti"ular sub!e"ts. &his training is desirable in industries whi"h
requires a "onstant flow of new employees e,pe"ted to be"ome all round "raftsmen. #t is 'ery
mu"h pre'alent in printing trades) building and "onstru"tion and "rafts li+e me"hani"s)
ele"tri"ians) welders) et".
$"TE,"*!$- T,A$"$"#:$Fnder this method) the edu"ational and 'o"ational institute enters into
arrangement with an industrial enterprise for pro'iding pra"ti"al +nowledge to its students. &his
training is usually meant for su"h 'o"ations where ad'an"ed theoreti"al +nowledge is to be
ba"+ed up by pra"ti"al e,perien"e on the !ob. Eor instan"e) engineering students are sent to
big industrial enterprises for gaining pra"ti"al wor+ e,perien"e and medi"al students are sent to
34
hospitals to get pra"ti"al +nowledge. &he period of su"h training 'aries from si, months to two
years.
,EF,E*!E, T,A$"$"#:$As the name implies) the refresher training is meant for the old
employees of the enterprise. &he basi" purpose of this training is to a"quaint the e,isting wor+$
for"e with the latest methods of performing their !obs and impro'e their effi"ien"y further. #n the
words of .ale 'oder) 6etraining programmes are designed to a'oid personnel obsoles"en"e.7
&he s+ills with the e,isting employees be"ome obsolete be"ause of te"hnologi"al "hanges and of
the human tenden"y to forget.
T,A$"$"# F%, -,%+%T$%":$&he talented employees may be gi'en adequate training to ma+e
them eligible for promotion to higher !obs in the organi*ation. Promotion means a signifi"ant
"hange in the esponsibilities and duties. &herefore) it is essential that employees are pro'ided
suffi"ient training to learn new s+ills to perform their !obs more effi"iently. &he purpose of training
for promotion is to de'elop the e,isting employees to ma+e them fit for underta+ing higher !ob
responsibilities. &his ser'es as a moti3ating for"e to the employees

35
METHODS O$ TRAINING
&he 'arious methods of training may be "lassified into the following "ategories:
%n-the-job training
/estibule training
%ff-the-job training
%"-T!E-5%B T,A$"$"#:$2n$the$!ob training is "onsidered to be the most effe"ti'e method of
training the operati'e personnel. Fnder this method) the wor+er is gi'en training at the wor+ pla"e
by his immediate super'isor. #n other words) the wor+er learns in the a"tual wor+ en'ironment. #t
is based on the prin"iple of 6learning by doing7.
&here are four methods of on$the$!ob training des"ribed below:$
%A!$"#:$Fnder this method) the super'isor imparts !ob +nowledge and s+ills to his
subordinate. &he emphasis in "oa"hing the subordinate is on learning by doing. &his method is
'ery effe"ti'e if the superior has suffi"ient time to pro'ide "oa"hing to his subordinates.
F.D%S&FDG:$&he superior gi'es training to a subordinate as his assistant. &he subordinate
learns through e,perien"e and obser'ation. #t prepares the subordinate to assume the
responsibilities of the superior3s !ob in "ase the superior lea'es the organi*ation. &he purpose of
understudy is to prepare someone to fill the 'a"an"y "aused by death) retirement) transfer) or
promotion of the superior.
P2S#&#2. 2&A&#2.: &he purpose of position rotation is to broaden the ba"+ground of the
trainee in 'arious positions. &he trainee is periodi"ally rotated from !ob to !ob instead of sti"+ing to
one !ob so that he a"quires a general ba"+ground of different !obs. 5owe'er) rotation of an
employee from one !ob to another should not be done frequently. 5e should be allowed to stay
on a !ob for suffi"ient period so that he may a"quire the full +nowledge of the !ob.
:2B 2&A&#2.:$:ob rotation is used by many firms to de'elop all-round wor+ers. &he
employees learn new s+ills and gain e,perien"e in handling different +inds of !obs. &hey also
36
"ome to +now interrelationship between different !obs. #t is also used to pla"e wor+ers on the right
!obs and prepare them to handle other !obs in "ase of need.
0%S&#BF1% &A#.#./
&he term -'estibule training3 is used to designate training in a "lass$room for semi$s+illed wor+ers.
#t is more suitable where a large number of employees must be trained at the same time for the
same +ind of wor+. 4here this method is used) there should be well qualified instru"tors in
"harge of training programmes. 5ere the emphasis tends to be on learning rather than
produ"tion. #t is frequently used to train "ler+s) ma"hine operators) typists) et".
0estibule training is adapted to the general type of training problem that is fa"ed by on$the$!ob
training. An attempt is made to dupli"ate) as nearly as possible) the materials) equipments and
"onditions found in real wor+ pla"e. &he human resour"es department ma+es arrangements for
'estibule training when the training wor+ e,"eeds the "apa"ity of the line super'isors. &hus) in
'estibule training) the wor+ers are trained on spe"ifi" !obs as they would be e,pe"ted to perform
at their wor+ pla"e.
0estibule training has "ertain demerits also. &he artifi"ial training atmosphere may "reate
ad!ustment problem for the trainees when they are sent to their a"tual wor+ pla"e. #t is relati'ely
e2pensi3e as there is dupli"ation of materials) equipments and "onditions found in the real wor+
pla"e.
2EE$&5%$:2B &A#.#./:$#t requires the wor+ers to undergo training for a spe"ifi" period away
from the wor+ pla"e. 2ff$the$!ob methods are "on"erned with both +nowledge and s+ills in doing
"ertain !obs. &he wor+ers are free of tension of wor+ when they are learning.
&here are se'eral off$the$!ob methods of training as des"ribed below:$
SP%(#A1 1%(&F% (FM D#S(FSS#2.:$&raining through spe"ial le"tures is also +nown as
6"lass$room training7. #t is more asso"iated with imparting +nowledge than s+ills. &he spe"ial
le"tures may be deli'ered by some e,e"uti'es of the organi*ation or spe"ialists from 'o"ational
and professional institutes. Many firms also follow the pra"ti"e of in'iting e,perts for spe"ial
le"tures for the staff on matters li+e health) safety) produ"ti'ity) quality) et".
(2.E%%.(% &A#.#./:$A "onferen"e is a group meeting "ondu"ted A""ording to an
organi*ed plan in whi"h the members see+ to de'elop >nowledge and understanding by oral
37
parti"ipation. #t is an effe"ti'e training de'i"e for persons in the positions of both "onferen"e
member and "onferen"e leader. As a member) a person "an learn from others by "omparing his
opinions with those of others. 5e learns to respe"t the 'iewpoints of others and also reali*es that
there is more than one wor+able approa"h to any problem.
(AS% S&FDG:$&he "ase method is a means of stimulating e,perien"e in the "lassroom. Fnder
this method) the trainee is gi'en a problem or "ase whi"h is more or less related to the "on"epts
and prin"iples already taught. &hey analy*e the problem and suggest solutions whi"h are
dis"ussed in the "lass. &he instru"tor helps them rea"h a "ommon solution to the problem. &his
method gi'es the trainee an opportunity to apply his +nowledge to the solution of realisti"
problems.
38
RESEARCH METHODOLOGY
TITLE O$ THE STUDY
!TRAINING AND DE"ELOPMENT of the employees who are wor+ing in the
organi*ation.7
People differ in their abilities and their aptitudes. &here is always some differen"e
between the quality and quantity of the same wor+ on the same !ob being done by two
different people. &A#.#./ A.D D%0%12PM%.&s of %mployees are ne"essary to
understand ea"h employee3s abilities) "ompeten"ies and relati'e merit and worth for the
organi*ation. &A#.#./ A.D D%0%12PM%.& rates the employees in terms of their
performan"e.
&A#.#./ A.D D%0%12PM%.&s are widely used in the so"iety. &he history of
&A#.#./ A.D D%0%12PM%.& "an be dated ba"+ to the <9th "entury and then to the
se"ond world war when the merit rating was used for the first time. An employer
e'aluating their employees is a 'ery old "on"ept. &A#.#./ A.D D%0%12PM%.&s are
an indispensable part of performan"e measurement.
&A#.#./ A.D D%0%12PM%.& is ne"essary to measure the performan"e of the
employees and the organi*ation to "he"+ the progress towards the desired goals and
aims.
&he latest mantra being followed by organi*ations a"ross the world being U Vget paid
a""ording to what you "ontributeV U the fo"us of the organi*ations is turning to
performan"e management and spe"ifi"ally to indi'idual performan"e. &A#.#./ A.D
D%0%12PM%.& helps to rate the performan"e of the employees and e'aluate their
"ontribution towards the organi*ational goals. #f the pro"ess of &A#.#./ A.D
D%0%12PM%.&s is formal and properly stru"tured) it helps the employees to "learly
understand their roles and responsibilities and gi'e dire"tion to the indi'idual3s
performan"e. #t helps to align the indi'idual performan"es with the organi*ational goals
and also re'iew their performan"e.
&A#.#./ A.D D%0%12PM%.& ta+es into a""ount the past performan"e of the
employees and fo"uses on the impro'ement of the future performan"e of the employees.
DURATION O$ THE PROJECT
&he study was "ondu"ted for =H days period from 89 :une <98= to ;9
th
:uly <98=.
39
O&JECTI"ES O$ STUDY
&o re'iew the performan"e of the employees o'er a gi'en period of time.
&o !udge the gap between the a"tual and the desired performan"e.
&o help the management in e,er"ising organi*ational "ontrol.
5elps to strengthen the relationship and "ommuni"ation between superior U
subordinates and management U employees.
&o pro'ide feedba"+ to the employees regarding their past performan"e.
Pro'ide "larity of the e,pe"tations and responsibilities of the fun"tions to be
performed by the employees.
&o !udge the effe"ti'eness of the other human resour"e fun"tions of the
organi*ation su"h as re"ruitment) sele"tion) training and de'elopment.
TYPE O$ RESEARCH
&his is an analyti"al resear"h.
METHOD O$ COLLECTING SAMPLE

Data (olle"tion
My data "olle"tion sour"e was se"ondary i.e.
Eeedba"+ form of e'ery department
Payroll re"ords
METHOD USED IN SHERATON $OR TRAINING AND DE"ELOPMENT
BA1A.(%D S(2%(AD
&he balan"ed s"ore"ard is a strategi" planning and management system that is used
e,tensi'ely in business and industry) go'ernment) and nonprofit organi*ations worldwide
to align business a"ti'ities to the 'ision and strategy of the organi*ation) impro'e internal
and e,ternal "ommuni"ations) and monitor organi*ation performan"e against strategi"
goals. #t was originated by Drs. obert >aplan (5ar'ard Business S"hool) and Da'id
.orton as a performan"e measurement framewor+ that added strategi" non$finan"ial
performan"e measures to traditional finan"ial metri"s to gi'e managers and e,e"uti'es a
more Wbalan"edW 'iew of organi*ational performan"e. 4hile the phrase balan"ed
s"ore"ard was "oined in the early 8CC9s) the roots of the this type of approa"h are deep)
and in"lude the pioneering wor+ of /eneral %le"tri" on performan"e measurement
reporting in the 8CH93s and the wor+ of Eren"h pro"ess engineers (who "reated the
40
&ableau de Board U literally) a VdashboardV of performan"e measures) in the early part of
the <9th "entury.
&he balan"ed s"ore"ard has e'ol'ed from its early use as a simple performan"e
measurement framewor+ to a full strategi" planning and management system. &he 6new7
balan"ed s"ore"ard transforms an organi*ation3s strategi" plan from an attra"ti'e but
passi'e do"ument into the Vmar"hing ordersV for the organi*ation on a daily basis. #t
pro'ides a framewor+ that not only pro'ides performan"e measurements) but helps
planners identify what should be done and measured. #t enables e,e"uti'es to truly
e,e"ute their strategies.
&his new approa"h to strategi" management was first detailed in a series of arti"les and
boo+s by Drs. >aplan and .orton. e"ogni*ing some of the wea+nesses and 'agueness
of pre'ious management approa"hes) the balan"ed s"ore"ard approa"h pro'ides a "lear
pres"ription as to what "ompanies should measure in order to Wbalan"eW the finan"ial
perspe"ti'e. &he balan"ed s"ore"ard is a management system (not only a measurement
system) that enables organi*ations to "larify their 'ision and strategy and translate them
into a"tion. #t pro'ides feedba"+ around both the internal business pro"esses and
e,ternal out"omes in order to "ontinuously impro'e strategi" performan"e and results.
4hen fully deployed) the balan"ed s"ore"ard transforms strategi" planning from an
a"ademi" e,er"ise into the ner'e "enter of an enterprise.
41
8a5an and N4rt4n de12ri9ed 9aan2e 124re2ard a1 A44>1:
SCOPE O$ STUDY
C<ara2teri1ti21 4A an eAAe2tiBe TRAINING AND DE"ELOPMENT 1;1te=6
8. A well de'eloped e'aluation pro"ess is one that has the support of top administration
within the organi*ation and that is 'iewed as fair and produ"ti'e by all who parti"ipate in
it.
<. %'aluation related to !ob des"ription.
;. (lear "riteria: #ndi'idual has a right to +now the "riteria by whi"h they will be e'aluated.
=. %mployee must +now who is responsible for e'aluating their performan"e.
H. &he person e'aluating be trained in the use of e'aluation tool and be s+illed in
"ondu"ting e'aluation inter'iew.
I. 4ell de'eloped plans and well implemented plans for monitoring the e'aluation
pro"ess
42
#mportan"e of &A#.#./ A.D D%0%12PM%.&s
&A#.#./ A.D D%0%12PM%.&s pro'ide employees and managers with opportunities
to dis"uss areas in whi"h employees e,"el and those in whi"h employees need
impro'ement. &A#.#./ A.D D%0%12PM%.&s should be "ondu"ted on a regular
basis) and they need not be dire"tly atta"hed to promotion opportunities.

Personal Attention
During a &A#.#./ A.D D%0%12PM%.& re'iew) a super'isor and an employee
dis"uss the employeeWs strengths and wea+nesses. &his gi'es the employee indi'idual
fa"e time with the super'isor and a "han"e to address personal "on"erns.

Eeedba"+
%mployees need to +now when their !ob duties are being fulfilled and when there are
issues with their wor+ performan"e. Managers should s"hedule this "ommuni"ation on a
regular basis.
(areer Path
&A#.#./ A.D D%0%12PM%.&s allow employees and super'isors to dis"uss goals
that must be met to ad'an"e within the "ompany. &his "an in"lude identifying s+ills that
must be a"quired) areas in whi"h one must impro'e) and edu"ational "ourses that must
be "ompleted.
%mployee A""ountability: 4hen employees +now there will be regularly s"heduled
e'aluations) they reali*e that they are a""ountable for their !ob performan"e.
43
(ommuni"ate Di'isional and (ompany /oals
Besides "ommuni"ating employeesW indi'idual goals) employee appraisals pro'ide the
opportunity for managers to e,plain organi*ational goals and the ways in whi"h
employees "an parti"ipate in the a"hie'ement of those goals
44
M4dern-Met<4d 4A TRAINING AND DE"ELOPMENT
B%5A0#2A11G A.(52%D A&#./ S(A1%S
Beha'iorally An"hored ating S"ales (BAS) is a relati'ely new te"hnique whi"h
"ombines the graphi" rating s"ale and "riti"al in"idents method. #t "onsists of
predetermined "riti"al areas of !ob performan"e or sets of beha'ioral statements
des"ribing important !ob performan"e qualities as good or bad (for e.g. the qualities li+e
inter$personal relationships) adaptability and reliability) !ob +nowledge et"). &hese
statements are de'eloped from "riti"al in"idents.
#n this method) an employee3s a"tual !ob beha'ior is !udged against the desired beha'ior
by re"ording and "omparing the beha'ior with BAS. De'eloping and pra"ti"ing BAS
requires e,pert +nowledge.
5FMA. %S2F(% A((2F.&#./ M%&52D
5uman resour"es are 'aluable assets for e'ery organi*ation. 5uman resour"e
a""ounting method tries to find the relati'e worth of these assets in the terms of money.
#n this method the &A#.#./ A.D D%0%12PM%.& of the employees is !udged in terms
of "ost and "ontribution of the employees. &he "ost of employees in"lude all the
e,penses in"urred on them li+e their "ompensation) re"ruitment and sele"tion "osts)
indu"tion and training "osts et" whereas their "ontribution in"ludes the total 'alue added
(in monetary terms). &he differen"e between the "ost and the "ontribution will be the
performan"e of the employees. #deally) the "ontribution of the employees should be
greater than the "ost in"urred on them.
;I9 D%/%% &A#.#./ A.D D%0%12PM%.&S
;I9 degree feedba"+) also +nown as Wmulti$rater feedba"+W) is the most "omprehensi'e
appraisal where the feedba"+ about the employees3 performan"e "omes from all the
sour"es that "ome in "onta"t with the employee on his !ob.
;I9 degree respondents for an employee "an be hisDher peers) managers (i.e. superior))
subordinates) team members) "ustomers) suppliersD 'endors $ anyone who "omes into
"onta"t with the employee and "an pro'ide 'aluable insights and information or feedba"+
regarding the 6on$the$!ob7 performan"e of the employee.
45
*+D degree a55rai1a <a1 A4ur integra 24=54nent16
8. Self appraisal
<. Superior3s appraisal
;. Subordinate3s appraisal
=. Peer appraisal.
Self appraisal gi'es a "han"e to the employee to loo+ at hisDher strengths and
wea+nesses) his a"hie'ements) and !udge his own performan"e. Superior3s appraisal
forms the traditional part of the ;I9 degree appraisal where the employees3
responsibilities and a"tual performan"e is rated by the superior.
Subordinates appraisal gi'es a "han"e to !udge the employee on the parameters li+e
"ommuni"ation and moti'ating abilities) superior3s ability to delegate the wor+) leadership
qualities et". Also +nown as internal "ustomers) the "orre"t feedba"+ gi'en by peers "an
help to find employees3 abilities to wor+ in a team) "o$operation and sensiti'ity towards
others.
Self assessment is an indispensable part of ;I9 degree appraisals and therefore ;I9
degree &A#.#./ A.D D%0%12PM%.& ha'e high employee in'ol'ement and also
ha'e the strongest impa"t on beha'ior and performan"e. #t pro'ides a V;I9$degree
re'iewV of the employees3 performan"e and is "onsidered to be one of the most "redible
&A#.#./ A.D D%0%12PM%.& methods.
;I9 degree appraisal is also a powerful de'elopmental tool be"ause when "ondu"ted at
regular inter'als (say yearly) it helps to +eep a tra"+ of the "hanges others3 per"eptions
about the employees. A ;I9 degree appraisal is generally found more suitable for the
managers as it helps to assess their leadership and managing styles. &his te"hnique is
46
being effe"ti'ely used a"ross the globe for &A#.#./ A.D D%0%12PM%.&s. Some of
the organi*ations following it are 4ipro) #nfosys) and elian"e #ndustries et".
MA.A/%M%.& BG 2B:%(&#0%S
&he "on"ept of -Management by 2b!e"ti'es3 (MB2) was first gi'en by Peter Dru"+er in
8CH=. #t "an be defined as a pro"ess whereby the employees and the superiors "ome
together to identify "ommon goals) the employees set their goals to be a"hie'ed) the
standards to be ta+en as the "riteria for measurement of their performan"e and
"ontribution and de"iding the "ourse of a"tion to be followed.
&he essen"e of MB2 is parti"ipati'e goal setting) "hoosing "ourse of a"tions and
de"ision ma+ing. An important part of the MB2 is the measurement and the "omparison
of the employee3s a"tual performan"e with the standards set. #deally) when employees
themsel'es ha'e been in'ol'ed with the goal setting and the "hoosing the "ourse of
a"tion to be followed by them) they are more li+ely to fulfill their responsibilities.
ASS%SSM%.& (%.&%S
Assessment "entre refers to a method to ob!e"ti'ely obser'e and assess the people in
a"tion by e,perts or 5 professionals with the help of 'arious assessment tools and
instruments. Assessment "enters simulate the employee3s on the !ob en'ironment and
fa"ilitate the assessment of their on the !ob performan"e.
An assessment "entre typi"ally in'ol'es the use of methods li+e so"ialDinformal e'ents)
tests and e,er"ises) assignments being gi'en to a group of employees to assess their
"ompeten"ies and on the !ob beha'ior and potential to ta+e higher responsibilities in the
future. /enerally) employees are gi'en an assignment similar to the !ob they would be
e,pe"ted to perform if promoted. &he trained e'aluators obser'e and e'aluate
employees as they perform the assigned !obs and are e'aluated on !ob related
"hara"teristi"s.
47
Traditi4na Met<4d1 4A TRAINING AND DE"ELOPMENT
8. %SSAG APPA#SA1 M%&52D
&his traditional form of appraisal) also +nown as VEree Eorm methodV in'ol'es a
des"ription of the performan"e of an employee by his superior. &he des"ription is an
e'aluation of the performan"e of any indi'idual based on the fa"ts and often in"ludes
e,amples and e'iden"es to support the information. A ma!or drawba"+ of the method is
the inseparability of the bias of the e'aluator.
<. S&A#/5& A.>#./ M%&52D
&his is one of the oldest and simplest te"hniques of &A#.#./ A.D D%0%12PM%.&. #n
this method) the appraiser ran+s the employees from the best to the poorest on the basis
of their o'erall performan"e. #t is quite useful for a "omparati'e e'aluation.
;. PA#%D (2MPA#S2.
A better te"hnique of "omparison than the straight ran+ing method) this method
"ompares ea"h employee with all others in the group) one at a time. After all the
"omparisons on the basis of the o'erall "omparisons) the employees are gi'en the final
ran+ings.
=. (#&#(A1 #.(#D%.&S M%&52DS
#n this method of &A#.#./ A.D D%0%12PM%.&) the e'aluator rates the employee on
the basis of "riti"al e'ents and how the employee beha'ed during those in"idents. #t
in"ludes both negati'e and positi'e points. &he drawba"+ of this method is that the
super'isor has to note down the "riti"al in"idents and the employee beha'ior as and
when they o""ur.
H. E#%1D %0#%4
#n this method) a senior member of the 5 department or a training offi"er dis"usses and
inter'iews the super'isors to e'aluate and rate their respe"ti'e subordinates. A ma!or
drawba"+ of this method is that it is a 'ery time "onsuming method. But this method
helps to redu"e the superiors3 personal bias.
48
I. (5%(>1#S& M%&52D
&he rater is gi'en a "he"+list of the des"riptions of the beha'ior of the employees on !ob.
&he "he"+list "ontains a list of statements on the basis of whi"h the rater des"ribes the
on the !ob performan"e of the employees.
?. /AP5#( A&#./ S(A1%
#n this method) an employee3s quality and quantity of wor+ is assessed in a graphi"
s"ale indi"ating different degrees of a parti"ular trait. &he fa"tors ta+en into "onsideration
in"lude both the personal "hara"teristi"s and "hara"teristi"s related to the on the !ob
performan"e of the employees. Eor e,ample a trait li+e :ob >nowledge may be !udged
on the range of a'erage) abo'e a'erage) outstanding or unsatisfa"tory.
B. E2(%D D#S&#BF&#2.
&o eliminate the element of bias from the rater3s ratings) the e'aluator is as+ed to
distribute the employees in some fi,ed "ategories of ratings li+e on a n4r=a
di1tri9uti4n 2urBe. &he rater "hooses the appropriate fit for the "ategories on his own
dis"retion.
49
TRAINING AND DE"ELOPMENT PROCEDURE
8. #dentify performan"e "riteria:
&he number of appraisal "riteria for ea"h position is from ; U 89 "riteria.
&he standards set should be "lear) easily understandable and in measurable
terms
&he appraisal "riteria "an be "hanged but must be the authority for appro'al and
must be implemented for the rele'ant le'el before applying.
5 department and managersD super'isor will set up weight of ea"h "riteria and
must be appro'ed dire"tors.
50
<. (ommuni"ating performan"e "riteria:
X 5 department should inform this pro"edure to all le'el of management and
employees.
X &he employees should be informed and the standards should be "learly e,plained
in order to help them understanding their roles and to +now what e,a"tly is
e,pe"ted from them.
X Performan"e "riteria should also be "ommuni"ated to the appraisers or the
e'aluators and if required.
;. Measuring performan"e
5 dept should prepare all materials) notes agreed tas+s and re"ords of performan"e)
a"hie'ements) in"idents) reports et" U anything pertaining to performan"e and
a"hie'ement.
#nform the appraisee:
X &o ensure the appraisee is informed of a suitable time and pla"e and "larify
purpose and type of appraisal.
X /i'e the appraisee the "han"e to assemble data and rele'ant performan"e and
a"hie'ement re"ords and materials.
e'iew and measure:
5 dept and managers D super'isors re'iew the a"ti'ities) tas+s) ob!e"ti'es and
a"hie'ements one by one) +eeping to distin"t separate items one by one.
Agree an a"tion plan
X An o'erall plan should be agreed with the appraisee) whi"h should ta+e a""ount of
the !ob responsibilities and re'iew strengths and wea+nesses.
X &he plan "an be staged if ne"essary with short) medium and long term aspe"ts)
but importantly it must be agreed and realisti".
51
=. (omparing with desired "riteria
X &he a"tual performan"e is "ompared with the desired or performan"e "riteria.
X &he result "an show the a"tual performan"e being more than the desired
performan"e or) the a"tual performan"e being less than the desired performan"e
depi"ting a negati'e de'iation in the organi*ational performan"e.
H. Dis"ussing results
&he result of the appraisal should be "ommuni"ated and dis"ussed with the employees.
X &he feedba"+ should be gi'en with a positi'e attitude as this "an ha'e an effe"t on the
employees3 future performan"e.
X &he purpose of the meeting should be to sol'e the problems fa"ed and moti'ate the
employees to perform better.
X &he results) the problems and the possible solutions are dis"ussed with the aim of
problem sol'ing and rea"hing "onsensus.
LIMITATIONS O$ STUDY
&A#.#./ A.D D%0%12PM%.& is a "riti"al 5 pro"ess yet often yields unner'ing
e,perien"e for both employees and their super'isors. &hough se'eral systemati"
methods and approa"hes are a'ailable to assess employee performan"e) the element of
sub!e"ti'ity "annot be "ompletely eliminated from the pro"ess. 5uman !udgment is far
from perfe"t and this wea+ness is an important fa"tor behind the "ontro'ersies
asso"iated with &A#.#./ A.D D%0%12PM%.&s.
5uman performan"e is largely a qualitati'e phenomenon and "annot be pre"isely
measured quantitati'ely. &hough quantifying performan"e elements "an ma+e the o'erall
pro"ess more ob!e"ti'e) but not e,a"t or perfe"t. After all) human beha'ior is a "omple,
phenomenon $ far more perple,ing than the measurement problems in Physi"s $ weight
and length et". 5igh pre"ision in performan"e measurement for most of the !obs is a
mere illusion.
Apart from the ine,a"tness of measurement) a few "ogniti'e and per"epti'e problems
often "ause the raters to ma+e signifi"ant errors in !udgment. Being aware of these
pitfalls "an ma+e the pro"ess more ob!e"ti'e and "ould also redu"e the unpleasantness
that is "aused as a "onsequen"e of a poorly administered &A#.#./ A.D
D%0%12PM%.&. &hese "ommon rating errors are summari*ed below:
52
5alo %ffe"t
5alo effe"t o""urs when a rater atta"hes too mu"h signifi"an"e to a single fa"tor of
performan"e and gi'es similar ratings on other performan"e elements. &hus o'erall
e'aluation is signifi"antly influen"ed by a single fa"tor. Su"h a per"eption undermines the
importan"e of other elements and leads to an unbalan"ed performan"e assessment of
the indi'idual.
Eor e,ample a manager rates a wor+er 'ery high on quality be"ause of her imma"ulate
attention to details and la"+ of defe"ts in her wor+. &hen assuming the indi'idual to be an
o'erall high performer based on the quality of her wor+ output) the manager rates her
'ery high on effi"ien"y) responsibility) pun"tuality) et". without ta+ing an ob!e"ti'e loo+ at
her performan"e in these areas.
Stri"tness) 1enien"y and (entral &enden"y Bias
People differ in their tenden"y to e'aluate people or performan"e. Some super'isors are
'ery stri"t or "onser'ati'e in their ratings and generally gi'e low s"ores in their
e'aluations. &his tenden"y may ma+e high performers attain somewhat a'erage ran+ing
and a'erage performers appear as poor performers. aters with su"h tenden"y are
+nown to ha'e a stri"tness bias.
2n the other hand) some super'isors demonstrate a lenien"y bias and rate their
subordinates 'ery liberally whi"h may ma+e e'en a'erage performers seem li+e star
performers) attaining 'ery high performan"e s"ores.
And yet) others Vplay safeV by rating around the golden mean $ the a'erage. &his may be
done to a'oid the ne"essity to !ustify s"oring a"ross the two e,tremes as some systems
e,pe"t managers to spe"ify additional "omments as they gi'e too high or too low ratings
to employees. &his rating error is +nown as the "entral tenden"y bias.
e"en"y Bias
&A#.#./ A.D D%0%12PM%.& in'ol'es assessment of employee performan"e for a
spe"ifi" period $ quarterly) annually et". People may not perform uniformly throughout
that period. 4e all fa"e highs and lows and demonstrate 'arian"e in performan"e due to
numerous fa"tors. #t is therefore 'ery important to re'iew performan"e demonstrated
throughout the period under "onsideration.
2ften howe'er) re"ent e'ents tend to o'ershadow the o'erall performan"e. People do
ha'e Vshort memoriesV. &hus a person who has wor+ed 'ery hard and e,"elled
throughout the year) but for some inad'ertent reasons had fa"ed performan"e issues in
the last wee+s or month may at times get a poor appraisal from the super'isor) showing a
re"en"y bias.
53
(ontrast %ffe"t
4hen super'isors rate employees one after another) rating of an e,"eptional performer
or a 'ery poor performer "ould affe"t the subsequent ratings of other indi'idual(s). &his
phenomenon is +nown as the "ontrast effe"t. Eor e,ample) letWs suppose that a
super'isor has !ust rated an outstanding performer and is now e'aluating an indi'idual
who is also a good performer but there seems to be a "ontrasting differen"e between the
abilities and output of the two indi'iduals. &his signifi"ant differen"e in performan"e or
employee "ompeten"ies "ould lead the super'isor to rating the se"ond indi'idual as an
a'erage performer.
Personal Bias
Personal beliefs) attitudes) assumptions) e,perien"es) preferen"es and la"+ of
understanding about a person) "lass or a phenomenon "an lead to an unfair e'aluation
whi"h is off from reality. 4e all suffer from these short"omings) "ons"iously or
un"ons"iously) while ma+ing e'eryday !udgments about people) things) e'ents et".
#t is espe"ially important to be aware and sensiti'e to possible biases) pre!udi"es and
stereotypes while ma+ing !udgments about employee performan"e. 4hile many of the
pre!udi"es operate "o'ertly and un"ons"iously) others stri+e us through "ons"ious
thoughts and feelings. Fnderstanding "ommon biases and being on guard while
appraising "an signifi"antly raise the ob!e"ti'ity of the e'aluation pro"ess.
%,amples of personal bias in"lude a bias against a ra"e) ethni"ity) religion) age) se,) or
assuming that "ertain type or "lass of people are not suitable to perform a spe"ifi" !ob or
fun"tion et". #f you belie'e for instan"e) that women are emotional and men are rational)
then "han"es are that you would not employ a female wor+er for a role that in'ol'es
ma+ing ob!e"ti'e de"isions. Similarly) an assumption that young wor+ers are faster and
more effi"ient than old wor+ers would ma+e it more probable to gi'e a higher effi"ien"y
rating to a younger wor+er than an old wor+er.
54
&aan2ed 124re 2ard E $ACTS AND $INDINGS
Department Areas
Einan"e eturn 2n #n'estment
(ash Elow
eturn on (apital %mployed
Einan"ial esults (NuarterlyDGearly)
#nternal Business
Pro"esses
.umber of a"ti'ities per fun"tion
Dupli"ate a"ti'ities a"ross fun"tions
Pro"ess alignment (is the right pro"ess in
the right departmentY)
Pro"ess bottlene"+s
Pro"ess automation
1earning A /rowth #s there the "orre"t le'el of e,pertise for the
!obY
%mployee turno'er
:ob satisfa"tion
&rainingD1earning opportunities
(ustomer Deli'ery performan"e to "ustomer
Nuality performan"e for "ustomer
(ustomer satisfa"tion rate
(ustomer per"entage of mar+et
(ustomer retention rate

2n"e an organi*ation has analy*ed the spe"ifi" and quantifiable results of the abo'e)
they should be ready to utili*e the Balan"ed S"ore"ard approa"h to impro'e the areas
where they are defi"ient.
&he metri"s set up also must be SMA& ("ommonly) Spe"ifi") Measurable) A"hie'able)
ealisti" and &imely) $ you "annot impro'e on what you "anWt measureP Metri"s must also
be aligned with the "ompanyWs strategi" plan.
A Balan"ed S"ore"ard approa"h generally has four perspe"ti'es:
8. Einan"ial
<. #nternal business pro"esses
;. 1earning A /rowth (human fo"us) or learning and de'elopment)
55
=. (ustomer
%a"h of the four perspe"ti'es is inter$dependent $ impro'ement in !ust one area is not
ne"essarily a re"ipe for su""ess in the other areas.
Per15e2tiBe1
&he balan"ed s"ore"ard suggests that we 'iew the organi*ation from four perspe"ti'es)
and to de'elop metri"s) "olle"t data and analy*e it relati'e to ea"h of these perspe"ti'es:
&he 1earning A /rowth Perspe"ti'e
&his perspe"ti'e in"ludes employee training and "orporate "ultural attitudes related to
both indi'idual and "orporate self$impro'ement. #n a +nowledge$wor+er organi*ation)
people $$ the only repository of +nowledge $$ are the main resour"e. #n the "urrent "limate
of rapid te"hnologi"al "hange) it is be"oming ne"essary for +nowledge wor+ers to be in a
"ontinuous learning mode. Metri"s "an be put into pla"e to guide managers in fo"using
training funds where they "an help the most. #n any "ase) learning and growth "onstitute
the essential foundation for su""ess of any +nowledge$wor+er organi*ation.
>aplan and .orton emphasi*e that WlearningW is more than WtrainingW@ it also in"ludes things
li+e mentors and tutors within the organi*ation) as well as that ease of "ommuni"ation
among wor+ers that allows them to readily get help on a problem when it is needed. #t
also in"ludes te"hnologi"al tools@ what the Baldrige "riteria "all Vhigh performan"e wor+
systems.V
&he Business Pro"ess Perspe"ti'e
&his perspe"ti'e refers to internal business pro"esses. Metri"s based on this perspe"ti'e
allow the managers to +now how well their business is running) and whether its produ"ts
and ser'i"es "onform to "ustomer requirements (the mission). &hese metri"s ha'e to be
"arefully designed by those who +now these pro"esses most intimately@ with our unique
missions these are not something that "an be de'eloped by outside "onsultants.
&he (ustomer Perspe"ti'e
e"ent management philosophy has shown an in"reasing reali*ation of the importan"e
of "ustomer fo"us and "ustomer satisfa"tion in any business. &hese are leading
indi"ators: if "ustomers are not satisfied) they will e'entually find other suppliers that will
meet their needs. Poor performan"e from this perspe"ti'e is thus a leading indi"ator of
future de"line) e'en though the "urrent finan"ial pi"ture may loo+ good.
56
#n de'eloping metri"s for satisfa"tion) "ustomers should be analy*ed in terms of +inds of
"ustomers and the +inds of pro"esses for whi"h we are pro'iding a produ"t or ser'i"e to
those "ustomer groups.
&he Einan"ial Perspe"ti'e
>aplan and .orton do not disregard the traditional need for finan"ial data. &imely and
a""urate funding data will always be a priority) and managers will do whate'er ne"essary
to pro'ide it. #n fa"t) often there is more than enough handling and pro"essing of finan"ial
data. 4ith the implementation of a "orporate database) it is hoped that more of the
pro"essing "an be "entrali*ed and automated. But the point is that the "urrent emphasis
on finan"ials leads to the Vunbalan"edV situation with regard to other perspe"ti'es. &here
is perhaps a need to in"lude additional finan"ial$related data) su"h as ris+ assessment
and "ost$benefit data) in this "ategory.
Design
Design of a balan"ed s"ore"ard ultimately is about the identifi"ation of a small number of
finan"ial and non$finan"ial measures and atta"hing targets to them) so that when they
are re'iewed it is possible to determine whether "urrent performan"e Wmeets
e,pe"tationsW. &he idea behind this is that by alerting managers to areas where
performan"e de'iates from e,pe"tations) they "an be en"ouraged to fo"us their attention
on these areas) and hopefully as a result trigger impro'ed performan"e within the part of
the organi*ation they lead.
&he original thin+ing behind balan"ed s"ore"ard was for it to be fo"used on information
relating to the implementation of a strategy) and perhaps unsurprisingly o'er time there
has been a blurring of the boundaries between "on'entional strategi" planning and
"ontrol a"ti'ities and those required to design a Balan"ed S"ore"ard. &his is illustrated
well by the four steps required to design a Balan"ed S"ore"ard in"luded in >aplan A
.ortonWs writing on the sub!e"t in the late 8CC9s) where they assert four steps as being
part of the Balan"ed S"ore"ard design pro"ess:
8. &ranslating the 'ision into operational goals@
<. (ommuni"ating the 'ision and lin+ it to indi'idual performan"e@
;. Business planning@ inde, setting
=. Eeedba"+ and learning) and ad!usting the strategy a""ordingly.
&hese steps go far beyond the simple tas+ of identifying a small number of finan"ial and
non$finan"ial measures) but illustrate the requirement for whate'er design pro"ess is
used to fit within broader thin+ing about how the resulting Balan"ed S"ore"ard will
integrate with the wider business management pro"ess. &his is also illustrated by boo+s
and arti"les referring to balan"ed s"ore"ards "onfusing the design pro"ess elements and
the balan"ed s"ore"ard itself. #n parti"ular) it is "ommon for people to refer to a 6strategi"
lin+age model7 or 6strategy map7 as being a balan"ed s"ore"ard.
57
ANALYSIS AND INTERPRETATION
58
Data Ana%-sis 4 Inter5retation 2
'26o"r or1ani7ation .onsi#ers trainin1 as a 5art o or1ani7ationa% strate1-. Do -o" a1ree
0ith this statement8
R!"#$!
$#. #%
R!"#$&$'! "R($')*
!'R#$*+,
)*R -. /0
)*R - 1
!#2 34)'
)*R 1 -5
&I!)*R 6 07
'#')+ 0/ -88
Inter5retation
'he above graph indicates that organization considers training as a part of organizational strategy.
9:ES *&/ 4ow many training programs will you attend in a year9
59
R!"#$!
$#. #%
R!"#$&$' "R($')*
+!! '4$
88--8 -1 /5
-8- 08 0 7
08-18 5 01
2#R
'4)$ 18 . -0
'#')+ 0/ -88
INTERPRETATION
'he above chart indicates that less training programs are held in the organization.
9:ES ,&/ 'o whom the training is given more in your organization9
R!"#$!
$#. #%
R!"#$&$' "R($')*
!$I#R !')%% . -0
:;$I#R !')%% / 08
$3 !')%% 5 01
<)!& #$ -. /0
60
R=;IR'2$'
'#')+ 0/ -88
INTERPRETATION
'he above chart shows indicates that training is provided on the basis of requiretment.
9:ES +&/ what are all the important barriers to training and development in your organization9
R!"#$!
$#. #%
R!"#$&$' "R($')*
'I2
2#$, / 08
+)(> #% I$'R!' <,
!')%% 5 01
$#$-)?)I+)<I+I', #%
!>I++ 'R)I$R -8 18
61
'#')+ 0/ -88
INTERPRETATION
'he graph indicates that the important barriers to training and development in the organization is
non-availability of s@illed trainers.
9:ES ;&/ nough practice is given for us during training session9 &o you agree with this
statement9
R!"#$!
$#. #%
R!"#$&$' "R($')*
!'R#$*+,
)*R -1 /5
)*R 0 7
!#2 34)'
)*R 5 01
&I!)*R . -0
0/ -88
62
INTERPRETATION
'he above graph indicates that enough practice is given for employees during training sessions.
9:ES <&/ 'he training session conducted in your organization is useful. &o you agree with this
statement9
R!"#$!
$#. #%
R!"#$&$' "R($')*
!'R#$*+,
)*R -/ 58
)*R / 08
!#2 34)'
)*R / 08
&I!)*R 8 8
'#')+ 0/ -88
63
INTERPRETATION
'he above graph indicates the training sessions conducted in the organization is useful.

9:ES 3&/ mployees are given appraisal in order to motivate them to attend the training. &o it
agree with this statement9
R!"#$!
$#. #%
R!"#$&$' "R($')*
!'R#$*+,
)*R -1 /5
)*R 5 01
!#2 34)'
)*R . -0
&I!)*R 0 7
'#')+ 0/ -88
64
INTERPRETATION
'he above graph indicates employees are given appraisal in order to motivate them to attend the
training.
9:ES =&/ 4ow well the wor@ place of training is physically organization9
R!"#$!
$#. #%
R!"#$&$' "R($')*
A(++$( 7 .0
*##& 5 01
)?R)* 5 01
<)& / 08
'#')+ 0/ -88
65
INTERPRETATION
'his graph indicates the trainers should possess technical s@ill to ma@e the training effective.
9:ES >&/ 3hat are the general complains about the training session9
R!"#$!
$#. #%
R!"#$&$' "R($')*
')> )3), "R(I#;! 'I2 #%
2"+#,! 1 0/
'## 2)$, *)"! <'3$ '4
!!!I#$! -8 18
'R)I$I$* !!!I#$! )R
;$"+)$$& 5 -/
<#RI$* )$& $#' ;!%;+ / 08
'#')+ 0/ -88
66
INTERPRETATION
'his graph indicates that there are too many gaps between the training sessions.
9:ES '(&/ 'ime duration given for the training period isB
R!"#$!
$#. #%
R!"#$&$' "R($')*
!;%%I(I$' / 08
'# < A'$&& -8 18
'# < !4#R'$& 7 .0
2)$)*)<+ 0 7
'#')+ 0/ -88
67
INTERPRETATION
'his graph indicates the reasons for shortage of s@illed manpower at wor@place are lac@s of
support from senior staff.
68
Step one: Assessment
BS( de'elopment plan
Strategi" elements
(hange management
Step two: Strategy
(ustomer 'alue
Strategi" themes
Strategi" results
Step three: 2b!e"ti'es
Strategy a"tion "omponents
Step four: Strategy map
(ause and effe"t lin+s
Step fi'e: Performan"e measures
Performan"e measures
&argets
Baselines
Step si,: #nitiati'es
Strategi" pro!e"ts
Step se'en: Automation
Software
Performan"e reporting
>nowledge sharing
Step eight: (as"ade
Alignment
Fnit and indi'idual s"ore"ards
Step nine: %'aluation
69
Strategy results
e'ised strategies
&he &A#.#./ A.D D%0%12PM%.& in Sheraton also in"ludes
implementation of 'arious >A3s i.e. >ey esult Areas for ea"h department
also +nown as SMA& /oals.
4riting SMA& /oals (Also (alled >A3s)
Many Managers (#n"luding 5 managers responsible for writing others /oals) often as+
to help them on "reating /oals (>ey esult Areas) for different designations) whi"h they
"an use for setting /oals andDor "ondu"ting &A#.#./ A.D D%0%12PM%.&s. 4hile
most of these managers are "ompletely aware of their !ob profile) they find it diffi"ult to
shape it in a written form.
>nowing /oals and writing them effe"ti'ely is an all$together different game. &o des"ribe
your /oals (>A3s) you need to ha'e effe"ti'e writing s+ills and sound +nowledge of
terminology
SMA&: A Smart /oal (>A) is one whi"h is:
1* Spe"ifi": (learly stated what to do and how to doY
2* Measurable: States how the performan"e for this goal will be measured.
3* A"hie'able: #t "an be a"hie'ed by employees if they wor+ really hard (Gou "an
draw this "on"lusion by tal+ing to employee) manager or someone who has done
this !ob su""essfully).
4* ele'ant: &he >A (/oal) is rele'ant to the !ob and the performan"e on this goal
will impro'e produ"ti'ity of the employee.
5* &ime Erame: States a time frame to a"hie'e the goals.
>A3s are gi'en in the form of different grades as followed
GRADE AMOUNT
# &2 ### I9
#0 &2 0# ?H
0## &2 #O C9
70

&his amount is then multiplied with the no. of in"rements and promotion that
ranges from # &2 0 and HLPM (i.e. promotion).
&he salary "al"ulation in Sheraton is done as: Basi" pay L &ALDAL5A
(=9R) for Management grade employee3s n the wage system for other
labours on daily basis.
71
SWOT ANALYSIS
Strengt<1:
&he organi*ation has some ma!or strength that gi'es it a "ompetiti'e ad'antage
o'er its ri'als.
(' Str4ng $inan2ia PerA4r=an2e
2n ;8st mar"h) <989) #&(3s mar+et "ap was s. 88=999 "rores with a /ross in"ome of
s.<I)BI; "rores and Profit after ta, of s. =9I8 "rores. &he "ompany "ontinues its
impressi'e re"ord of finan"ial performan"e.
)' Pr4du2t1 P4rtA4i4
#&(3s portfolio of produ"ts and ser'i"es is represented by o'er H9 energeti" Brands in a
range of more than IH9 sto"+ +eeping units (S>Fs).
*' Di1tri9uti4n Net>4rk
#&(3S produ"ts are a'ailable in o'er I million retail outlets in the "ountry. #ts formidable
Distribution organi*ation dire"tly ser'i"es more than < million of these retail outlets. #t
used its e,perien"e of transporting and distributing toba""o produ"ts to remote and
distant parts of #ndia to the ad'antage of its EM(/ produ"ts.
-' EnBir4n=enta $riend;
#&( has a status of being -4ater Positi'e3 for the Bth "onse"uti'e year) -(arbon Positi'e3
for the Hth year in su""ession and -solid waste re"y"ling positi'e3 for ; years in a row. #&(
is the only enterprise in the world of its si*e to ha'e a"hie'ed and sustained these three
global en'ironmental distin"tions. As "onsumers and in'estors be"ome more
en'ironment friendly) these "onsiderations will pro'ide the organi*ation an opportunity to
"reate FSPs and stronger brand loyalty and brand equity.
.' Re1ear2< 7 DeBe45=ent
#&( re"ogni*es that "utting edge AD "an foster brea+through inno'ation and "reate
powerful sour"es of sustainable "ompetiti'e ad'antage. &his 'ision has led to the
establishment of a state of the art AD "entre at Bengaluru with o'er H9 world$ "lass
s"ientists. #ts AD program will "reate new game "hanging business opportunities.
+' S42ia; Re154n1i9iit;
#&(3s initiati'es to build so"ial "apital through e,tensi'e "ommunity engagement ha'e led
72
to the "reation of sustainable li'elihood opportunities for o'er H million people. #&( has
helped "reate more than <9)999 rural women entrepreneurs. #&(3s supplementary
edu"ation initiati'e has rea"hed out to o'er <99999 s"hool "hildren in rural areas. #&(3s
'alue "hain supports o'er H million li'elihoods.
,' &rand EFuit;
#&( is one of the best +nown brands in #ndia.
&he abo'e fa"tors definitely ma+e the "ompany a strong "orporate organi*ation.
Weakne11e16
#n spite of se'eral strengths) there remain some areas of wea+ness and "on"ern
for the organi*ation.
(' De5enden2; 4n t<e t49a224 9u1ine11
&o fund its "ash gu**ling EM(/ start$up) the "ompany is still dependent upon its toba""o
re'enue. (igarettes a""ount for =?R of the "ompany3s turno'er and for B9R of its profits.
So there is an argument that #&(3s mo'e into EM(/ is being subsidi*ed by its toba""o
operations.
<. N4t 5re1ent in =an; i=54rtant 1e2t4r1
Although #&( is a di'ersified "ompany trading in a number of business se"tors su"h as
"igarettes) hotels) paper) agri"ulture) pa"+aged foods and "onfe"tionary) branded
apparel) personal "are and other EM(/ produ"ts) greeting "ards) #nformation
&e"hnology) safety mat"hes) in"ense sti"+s and stationery et". Get) it does not ha'e
presen"e in many important se"tors su"h as insuran"e) infrastru"ture) ban+ing and
finan"ial ser'i"es) BP2) tele"om) automoti'e et". and thus be"ome "omparati'ely wea+
when "ompared with other "onglomerates li+e the Bharti group) the &ata group and the
Ambani groups.
*' L42a C4=5an;
#&( is a lo"al "ompany. #t does not ha'e a large portfolio of e,ports in either produ"ts or
ser'i"es. &his ma+es the "ompany "omparati'ely wea+ in terms of being able to le'erage
global opportunities) talent A finan"ing.
&he abo'e represent some of the ma!or wea+nesses the "ompany has.
73
O554rtunitie16
4hat does the future ha'e as areas of opportunities for the "ompanyY
(' LeBeraging it1 9rand eFuit;
#&(3s produ"ts A ser'i"es are of high quality. #f #&( enter into any business or laun"h any
produ"t) "onsumer +now its #&(3s produ"t) "onsumers shall trust these to be of good
quality. #&(3s brand equity would ma+e #&( su""essful in most se"tors.
)' Rig<t 1iGe at t<e rig<t ti=e
A "orporate must ha'e the right organi*ational and in'estment "apability and this must
"oin"ide with a growth stage in the e"onomy in whi"h it operates. &his seems to be a
perfe"t setting for #&(. /i'en the "onsumption of most produ"ts and ser'i"es in #ndia at a
le'el far below the global standards and that the #ndian e"onomy is on a roll ma+e it a
perfe"t platform for a "ompany li+e #&( whi"h already is at a fairly strong stage in its own
growth with the ne"essary organi*ational and finan"ial mus"le. Eor e,ample) the EM(/
se"tor is e,pe"ted to triple in si*e to o'er s. ;HH999 "rores by <98B. #&( is a ma!or
player in this se"tor. #&( has in'estment opportunity of up to s. B999 "rores o'er the
ne,t ? to 89 years to dri'e growth in this se"tor.
Eor e,ample) in Personal (are Produ"ts) Per "apita "onsumption in #ndia is among the
lowest in the world offering an opportunity for #&(3s soaps) shampoos and fragran"es.
Similarly) #ndia3s "onsumption of Paper) Paperboard A Pa"+aging is one of the lowest in
the world at around H +g. per year "ompared to nearly ;99 >gs in FS) <99 >gs in F> and
=H >gs in (hina. 4ith spread of edu"ation and e"onomi" growth) demand is e,pe"ted to
grow. #&( has an in'estment opportunity of up to s. I999 "rores for growth.
Eurther) #&(3s 5otels are at the 'anguard of ser'i"e e,"ellen"e and are an embodiment
of Vesponsible 1u,uryV. #nternational arri'als in #ndia are only H million a year) "ompared
to around B9 million in Eran"e) HB million in FS and HH million in (hina. At "onser'ati'e
estimates) #ndia needs H9999 rooms in ne,t < to ; years. &his se"tor too "arries an
in'estment opportunity for #&( of up to s.C999 "rores in the ne,t ? to 89 years to fuel its
growth.
#&( EM(/ brands su"h as Aashir'aad) Mint$o) Bingo) Sun feast and others operate in
su"h high growth segments that gi'en #&(s strengths in mar+et de'elopment) produ"t
de'elopment and mar+eting penetration) the "ompany "an s"ript its own growth targets
74
and a"hie'e it.
*' S;nergie1 a2r411 9u1ine11e1 and eBeraging d4=ain e:5erti1e A4r gr4>t< in
4t<er 1e2t4r1
#&(3s fast growing #nformation &e"hnology subsidiary is founded on a strong base of
domain +nowledge deri'ed from #&(3s multiple businesses. #t will "ontinue to add
signifi"ant 'alue to #&(3s business by pro'iding solution and by enabling them to
le'erage #nformation &e"hnology as a sour"e of superior "ompetiti'e ad'antage.
Similarly) #&(3s agri$business with its deep rural lin+age is well poised as a supply "hain
partner to "reate 'alue for #&(3s Eood and &oba""o businesses. #ts large presen"e in
rural #ndia) with the unique e$(houpal infrastru"ture) will be progressi'ely le'eraged to
widen #&(3s EM(/ distribution networ+. #&( uses the networ+ to sour"e and "reate the
raw material from the farmers.
-' T<e uniFue rea2< and di1tri9uti4n net>4rk 4A E-2<4u5a
%$"houpal is a "ommunity of pra"ti"e that lin+s rural #ndian farmers using the internet. #t
is also an ambitious pro!e"t that has a goal of rea"hing 89 million farmers in 899999
'illages. #t has already benefited = million farmers in =9999 'illages. &his platform
pro'ides #&( an opportunity) 'irtually unmat"hable) to ride the rural growth that #ndia in
witnessing for the "urrent sets of produ"ts and ser'i"es and additional ones that "an be
offered from the same networ+.
&he abo'e opportunities be"+on the organi*ation as it gets into its se"ond "entury
of operations.
T<reat16
Are there any threats the "ompany needs to be wat"hful aboutY
(' C4=5etiti4n
&he ob'ious threat is from "ompetition) both domesti" and international. &he law of
e"onomies di"tate that if "ompetitors see that there is a solid profit to be made in an
emerging e"onomy) more and new produ"ts and ser'i"es will be made a'ailable. /lobal
"ompanies will see #ndia as an e,"iting opportunity for themsel'es to find new mar+et
segment for their own offerings. &his will put #&( under "onstant and sustained
"ompetiti'e pressure from international offerings with deep po"+ets for a long battle.
75
)' Pre11ure gr4u51 and G4Bern=ent P4i2;
&oba""o and allied produ"t businesses) a ma!or "ash "ow for #&() will remain under
publi") anti$toba""o) health lobbies and go'ernments through higher e,"ise duties)
ad'ertising restri"tions) and pa"+aging guidelines) point of sale restri"tions) "an"er and
&B "ampaigns with e'en a remote possibility of "omplete ban.
*' Genera t<reat1
4ide in"ome disparities leading to so"ial tensions) terror a"ts) politi"al ris+s) legislation
"hanges) tiffs with ta,ation and e,"ise authorities and publi" outrage from negati'e
impa"ts of produ"ts d ser'i"es remain general treats for the "ompany.
&he abo'e) though few) "ould be potent threats to the "ompany.
#n summary) #&( will need to o'er"ome its wea+nesses) le'erage the opportunities
through its multiple strengths and be wary of the threats to mar"h into another 899 years
of its glorious !ourney.
76
CONCLUSION
#n "on"lusion) &A#.#./ A.D D%0%12PM%.&s "an be an effe"ti'e measurement tool
or they "an produ"e wrong answers. #f subordinate attributes are separated from system
attributes) &A#.#./ A.D D%0%12PM%.&s are more li+ely to be a""urate. #f managers
fail to re"ogni*e what 'ariables are "ontrolled by subordinates) true and a""urate
performan"e reports "annot be made. #n order to ha'e effe"ti'e &A#.#./ A.D
D%0%12PM%.&s) the raters must distinguish between system and employee fa"tors of
produ"tion. Merely fo"using on the bottom line) raters will not be able to gi'e effe"ti'e
and a""urate readings.
#t is truth that no wor+ is "ompleted in itself. #nfa"t) "ompletion of one !ob is a"tually the
beginning of another !ob. 1i+ewise) &A#.#./ A.D D%0%12PM%.& is ne'er ending
pro"ess. #t is essential for personal A professional de'elopment.
A""ording to the performan"e of the employees those who deser'es promotion the
promotion is gi'en to those employees) if the employees performan"e is satisfa"tory
then the salary in"rement pro"essed automati"ally) and also the training needs are
identified for those who are la"+ing in their field.
#n the "on"luding remar+ of my pro!e"t report) # would li+e to state that at S5%A&2.
new delhi sa+et$8?) the employees are "onsidered as most 'aluable assets A strength
for sustained growth A de'elopment of the "ompany.
77
RECOMMENDATION AND SUGGESTIONS
&he balan"ed s"ore"ard has always attra"ted "riti"ism from a 'ariety of sour"es. Most
has "ome from the a"ademi" "ommunity) who disli+e the empiri"al nature of the
framewor+: >aplan and .orton notoriously failed to in"lude any "itation of prior art in their
initial papers on the topi". Some of this "riti"ism fo"uses on te"hni"al flaws in the
methods and design of the original Balan"ed S"ore"ard proposed by >aplan and
.orton) and has o'er time dri'en the e'olution of the de'i"e through its 'arious
/enerations. 2ther a"ademi"s ha'e simply fo"used on the la"+ of "itation support
.
But a
general wea+ness of this type of "riti"ism is that it typi"ally uses the 8st /eneration
Balan"ed S"ore"ard as its ob!e"t: many of the flaws identified are addressed in other
wor+s published sin"e the original >aplan A .orton wor+s in the early 8CC9s.
Another "riti"ism) usually from pundits and "onsultants) is that the balan"ed s"ore"ard
does not pro'ide a bottom line s"ore or a unified 'iew with "lear re"ommendations: it is
simply a list of metri"s. &hese "riti"s usually in"lude in their "riti"ism suggestions about
how the WunansweredW question postulated "ould be answered. &ypi"ally howe'er) the
unanswered question relates to things outside the s"ope of Balan"ed S"ore"ard itself
(su"h as de'eloping strategies).
&here are a few empiri"al studies lin+ing the use of Balan"ed S"ore"ards to better
de"ision ma+ing or impro'ed finan"ial performan"e of "ompanies) but some wor+ has
been done in these areas. 5owe'er broad"ast sur'eys of usage ha'e diffi"ulties in this
respe"t) due to the wide 'ariations in definition of Wwhat a Balan"ed S"ore"ard isW noted
abo'e (ma+ing it hard to wor+ out in a sur'ey if you are "omparing li+e with li+e). Single
organi*ation "ase studies suffer from the Wla"+ of a "ontrolW issue "ommon to any study of
organi*ational "hange U you donWt +now what the organi*ation would ha'e a"hie'ed if the
"hange had not been made) so it is diffi"ult to attribute "hanges obser'ed o'er time to a
single inter'ention (su"h as introdu"ing a Balan"ed S"ore"ard). 5owe'er) su"h studies
as ha'e been done ha'e typi"ally found Balan"ed S"ore"ard to be useful.
78
QUESTIONNAIRE
9"estionnaire/
9"es '& 2 6o"r or1ani7ation .onsi#ers trainin1 as a 5art o or1ani7ationa% strate1-. Do -o"
a1ree 0ith this statement8
!'R#$*+, )*R
)*R
!#2 34)' )*R
&I!)*R
9"es *&2 4ow many training programs will you attend in a year9
+ess than -8
-8-08
08-18
2ore than- 18
9"es ,&2 'o whom the training is given more in your organization9
!$I#R !')%%
:;$I#R !')%%
$3 !')%%
<)!& #$ R=;IR'2$'
9"es +&2 what are all important barriers to training and development in your organization9
'ime
2oney
+ac@ of interest by the staff
$on-availability of s@illed trainers
9"es ;&2 nough practice is given for us during training session9 &o you agree with this
statement9
79
:#< R#')'I#$
A'R$)+ R)'I$*
(#$%R$(/&I!(;!I#$
"R#*R)22& I$!'R;('I#$
9"es <&2 'he training session conducted in your
organization is useful. &o you agree with this
statement9
!'R#$*+, )*R
)*R
!#2 34)' )*R
&I!)*R
9"est 3&2 'he training session conducted in your
organization is useful. &o you agree with this
statement9
!'R#$*+, )*R
)*R
!#2 34)' )*R
&I!)*R
9"es =&2 mployees are given appraisal in order to
motivate them to attend the training. &o you agree
with this statement9
!'R#$*+, )*R
)*R
80
!#2 34)' )*R
&I!)*R
9"es >&2 3hat are the general complains about the
training session9
')> )3), "R(I#;! 'I2 #%
2"+#,!
'## 2)$, *)"! <'3$ '4
!!!I#$
'R)I$I$* !!!I#$ )R ;$"+)$$&
<#RI$* )$& ;!%;+
9"es '(&2 'ime duration given for the training
period isB
!;%%I(I$'
'# < A'$&&
'# < !4#R'$&
2)$)*)<+
&I&LIOGRAPHY
www.google."om

www.it"wel"omgroup."om

81

www.it"portal."om

www.wi+ipedia."om
www.starwoodhotels."om
www.hotelsnewdelhi."om
#&( related boo+s
5uman esour"e Management : By Aswathappa
82