Project On Training and Development HARISH

Training and Development
CHAPTER-1
INTRODUCTION
MES INSTITUTE OF MANAGEMENT Page 1

INTRODUCTION TO HUMAN RESOURCE MANAGEMENT
In the olden days, human resource management was known as
personnel management. During those days organization were giving much
importance to the employees. They were treating employees as cost center
and employees were viewed as a commodity that can be purchased and used.
However, later they came to know that by neglecting the employees, they
cannot achieve any of the organizational goals. Hence organization started
giving much importance to the employees called them as the human
resources. Management is known as “The art of getting things has done
through others” Further management can be defined as “that field of human
behavior in which managers plan. Organize, staff, direct and control human
physical and financial resources in an organized effort, in order to achieve
desired individual and group objectives with optimum efficiency and
effectiveness. It is clear from the above definitions that management is
concerned with the accomplishment of objectives by utilizing physical and
financial resources through the efforts of human. The term human resource
can be thought of as, “the total knowledge, skills, creative abilities, talents
and beliefs of the individual involved”. Human resources are also regarded

as human factor, human asset, human capital and the like. Human resource
management is concerned with the procurement motivation and retention of
employees. Human resource management is called As the management of
employee’s skills, knowledge, abilities, talents, aptitudes, through Creative
abilities etc. a business cannot succeed if human element is neglected As
employees or workers are profit centers of each and every business. The
modern management has to develop the organization human resource.
The principal resource of the organization is human resource, now the
concept of HRM can be viewed as personnel management. It helps to every
organization to communicate with the employees to involve them in what
they to do and to faster their commitment and get identification in the
organization. In addition a strategies approach to the acquisition, motivation
of the people is heavily emphasized.
Definition of HRM:
Human resource management means employing their people,
developing their resources, utilizing, maintaining and compensating their
services in tune with the job and organizational requirements with a view to
contribute to the goals of the organization, individual and their society.

-Subba rao
OBJECTIVES OF HUMAN RESOURCE MANAGEMENT
1. To make the organization people to acquire power to perform the
different types of work that may come in their ways at present or in
future.
2. To develop the inner hidden talent of individual workers this may be
used for the development of the organization.
3. To develop employees capabilities according to the needs of the
organization and according to the area of organization.
4. The existing employees will also be trained to take up more
responsibilities.
5. The main objective of the HRM is training and development of the
employees of an organization.
6. To train new employees to the level required by the organization.
7. Perform their task effectively.
8. To increase co-operation and trust and involve employees actively in the
Company’s failure.
9. To make the organization dynamic and vibrant so that it will adjust to
competitive and fast changing environment.

IMPORTANCE OF HUMAN RESOURCE MANAGENT
1. It helps management in the preparation, adoption and continuing
evolution of personnel programmed and policies.
2. It ensures maximum benefit out of the expenditure on training and
development and appreciates the human assets.
3. It prepares workers according to the changing needs of the industry and
Environment.
4. It motivates workers and upgrades them. So as to enable them to
accomplish the organizational goals.
5. Though innovations and experimentation in the field of personnel, it
helps in reducing costs and helps in increasing productivity.
6. It contributes a lot in restoring the industrial harmony and healthy
employer - employee relations.
7. It establishes mechanism for the administration of personnel services
that are delegated to the personnel department.

INTRODUCTION TO THE SUBJECT
Training and Development has been considered an integral part of any
organization since the industrial revolution era. From training imparted to
impart to improve mass production to now training employees on soft skills
and attitudinal change, training industry has come a long way today. What is
surprising is that the Indian companies. Perception regarding corporate
training seems to have undergone a sea-change in the past two years, with
most companies realizing it to be an integral part of enhancing productivity
of its personnel. While MNCs with their global standards of training are the
harbingers of corporate training culture in India, the bug seems to have
bitten most companies aiming at increasing their efficiency.
The NFO study states that over a third of this is in area of the behavior and
soft skills development. With the exponential boom in the services sector
and the emergence of a full-fledged consumer driven market, human
resources have become the key assets, which organizations cannot ignore.
With soft skills training gaining so much momentum, its imperative to
understand if it’s serving the right purpose or not. With this background, I

plan to research if training indeed is proving to be effective in the behavioral
area.
Determine the training needs and objectives.
Translate them into programs that meet the needs of the selected trainees
Evaluate the results.
There are few generalization about training that can help the practitioner.
Training should be seen as a long term investment in human resource using
the equation given below:
Performance =ability(x) motivation
Training can have impact on both these factors. It can heighten the skills and
abilities of the employees and their motivation by increasing their sense of
commitment and encouraging them to develop and use new skills. It is a
powerful tool that can have a major impact on both employee productivity
and morale, if properly used.
TRAINING
Training is the act of increasing the knowledge of an employee for doing
a particular job. –Edwin B Flipo

Training is process of learning a sequence of programmed behavior. It is the
application of knowledge . it gives people an awareness of the rules and
procedures to guide their behaviors. It attempts to improve their behaviors. It
attempts to improve their performance on the current job and prepares them
for an intended job.
TRAINING DEFINED
It is a learning process that involves the acquisition of knowledge,
sharpening of skills, concepts, rules, or changing of attitudes and behaviors
to enhance the performance of employees.
Training is activity leading to skilled behavior.
• it’s not what you want in life, but it knows how to reach it.
• it’s not where you want to go, but it’s knowing how to get there
• it’s not how high you want to rise, but it’s knowing how to take off
• it may not be quite the outcome you were aiming for, but it will be an
outcome
• it’s not a set of goals, but it’s more like a vision

Training is about knowing where you stand (no matter how good or bad the
current situation looks) at present, and where you will be after some point of
time.
Training is about the acquisition of knowledge. Skills and abilities (KSA)
through professional development.
DEVELOPMENT
Development is a related process. It covers not only those activities which
improve job performance but also those which bring about growth of the
personality. Training a person for bigger and higher job is development, this
process includes not only imparting skills but also certain mental and
personality attributes.
Training is needed because
• To increase Productivity
• To improve Quality
• To help the company to fulfill its Goals & Future needs
• To improve Organizational climate
• Obsolescence growth

The identification of Training needs is primarily based on the skills that are
required to perform the organization’s set of standard processes. Certain
skills maybe effectively and efficiently imparted through (e.g. informal
mentoring). Other skills require more formalized training vehicles, such as
in a classroom, by Web-based training, through guided self study or via a
formalized on the training program. The formal or informal training vehicles
employed for each situation should be based on an assessment of the need
for training and the performance Gap to be addressed.
Importance of Training and Development
Optimum Utilization of Human Resource – Training and development
helps in optimizing the utilization of human resource that further helps the
employee to achieve the organizational goals as well as their individual
goals.
Development of Human Resource – Training and development helps to
provide an opportunity and broad structure for the development of human
resources technical and behavioral skills in an organization. It also helps the
employees un attaining personal growth.

Development of skills of employees – Training and Development helps in
increasing the job knowledge and skills of employees at each level. It helps
to expand the horizons of human intellect and an overall personality of the
employees.
Productivity – training and Development helps in increasing the
productivity of the organization further to achieve its long –term goals.
Team spirit- training and development helps in including the sense of team
work, team spirit, and inter-team collaborations it helps in including the zeal
to learn with in the employees.
Organization Culture- Training and Development helps building the
positive perception and feeling about the organization. The employees get
these feelings from leaders, subordinates, and peers.
Quality- Training and Development helps in improving upon the quality of
work and work-life.
Healthy work-environment – Training and Development helps in creating
the healthy working environment. It helps to build good employees,
relationship so that individual goals aligns with organizational goal.
Health and Safety – Training and Development helps in improving the
health and safety of the organization thus preventing obsolescence.

Morale – Training and Development helps in improving the morale of the
work force.
Image – Training and Development helps in creating a better corporate
image.
Profitability – training and Development leads to improved profitability and
more positive attitudes towards profit orientation.
Training and Development aids in organizational development i.e.
organization gets more effective decision making and problem solving. It
helps in understanding and carrying out organizational policies.
Training and Development helps in developing leadership skills, motivation,
loyalty, better attitudes, and other aspects that successful workers and
managers usually display.
Methods of training
The most frequently used method in smaller organizations that is on the job
training. This method of training uses more knowledgeable, experienced and
skilled employees, such as managers, supervisors to give training to less
knowledgeable, skilled and experienced employees. OJT can deliver in

classrooms as well. This type of training often takes place at the work place
in informal manner.
Induction training design guide and free induction training checklist
Induction Training is absolutely vital for new starters. Good induction
training ensures new starters are retained, and then settled in quickly and
happily to a productive role. Induction training is more than skills training.
It's about the basics that seasoned employees all take for granted: what the
shifts are; where the notice-board is; what the routine is for holidays,
sickness; where the canteen is; what the dress code is; where the toilets are.
New employees also need to understand the organization’s mission, goals,
values and philosophy; personnel practices, health and safety rules, and of
course the job they're required to do, with clear methods, timescales and
expectations.
On the point of values and philosophy, induction training offers a wonderful
early opportunity to establish clear foundations and expectations in terms of
ethics, integrity, corporate social responsibility, and all the other converging
concepts in this area that are the bedrock of all good modern responsible
organizations. See also love and spirituality in organizations: trainers and

new starters - anyone - can bring compassion and humanity to work. The
starting point is actually putting these fundamental life-forces on the
workplace agenda.
Professionally organized and delivered induction training is your new
employees' first proper impression of you and your organization, so it's also
an excellent opportunity to reinforce their decision to come and work for
you.
Proper induction training is increasingly a legal requirement. Employers
have a formal duty to provide new employees with all relevant information
and training relating to health and safety particularly.
As a manager for new employees it's your responsibility to ensure that
induction training is properly planned. Even if head office or another 'centre'
handles induction training - you must make sure it's planned and organized
properly for your new starter. An induction training plan must be issued to
each new employee, before the new employee starts, and copied to everyone
in the organization who's involved in providing the training, so the new
starter and everyone else involved can see what's happening and that
everything is included. Creating and issuing a suitable induction plan for
each new starter will help them do their job better and quicker, and with less

dependence on your time in the future. Employees who are not properly
inducted need a lot more looking after, so failing to provide good induction
training is utterly false economy.
As with other types of training, the learning can and development can be
achieved through very many different methods - use as many as you need to
and which suit the individuals and the group, but remember that induction
training by its nature requires a lot more hand-holding than other types of
training. Err on the side of caution - ensure people are looked after properly
and not left on their own to work things out unless you have a very specific
purpose for doing so, or if the position is a senior one.
As with other forms of training there are alternatives to 'chalk and talk'
classroom-style training. Participation and 'GAAFOFY' methods (Go Away
and Find out for yourself) can be effective, particularly for groups and roles
which require a good level of initiative. Here are some examples of training
methods which can be used to augment the basics normally covered in
classroom format:
• on the job coaching
• mentoring
• delegated tasks and projects

• reading assignments
• presentation assignments
• attending internal briefings and presentations, eg 'lunch and learn'
format
• special responsibilities which require obtaining new skills or
knowledge or exposure
• video
• internet and e-learning
• customer and supplier visits
• attachment to project or other teams
• job-swap
• Shadowing (shadowing another employee to see how they do it and
what's involved).
Be creative as far as is realistic and practicable. Necessarily induction
training will have to include some fairly dry subjects, so anything you can
do to inject interest, variety, different formats and experiences will greatly
improve the overall induction process. There are lots of ideas for illustrating
concepts and theories relating to induction training on the acronyms page
(warning: contains adult content), and also the stories page.

Induction training must include the following elements:
• General training relating to the organisation, including values and
philosophy as well as structure and history, etc.
• Mandatory training relating to health and safety and other essential
or legal areas.
• Job training relating to the role that the new starter will be
performing.
• Training evaluation, entailing confirmation of understanding, and
feedback about the quality and response to the training.
And while not strictly part of the induction training stage, it's also helpful to
refer to and discuss personal strengths and personal development wishes and
aspirations, so that people see they are valued as individuals with their own
unique potential, rather than just being a name and a function. This is part of
making the job more meaningful for people - making people feel special and
valued - and the sooner this can be done the better.
For example the following question/positioning statement is a way to
introduce this concept of 'whole-person' development and value:
"You've obviously been recruited as a (job title), but we recognise right from
the start that you'll probably have lots of other talents, skills, experiences

(life and work), strengths, personal aims and wishes, that your job role might
not necessarily enable you to use and pursue. So please give some thought to
your own special skills and unique potential that you'd like to develop
(outside of your job function), and if there's a way for us to help with this,
especially if we see that there'll be benefits for the organization too (which
there often are), then we'll try to do so..."
Obviously the organisation needs to have a process and capacity for
encouraging and assisting 'whole person development' before such a
statement can be made during induction, but if and when such support exists
then it makes good sense to promote it and get the ball rolling as early as
possible. Demonstrating a true investment in people - as people, not just
employees - greatly increases feelings of comfort and satisfaction among
new-starters. Its human nature - each of us feels happier when someone
takes a genuine interest in us as an individual.
Including a learning styles self-assessment questionnaire or a multiple
intelligences self-assessment questionnaire within the induction process also
helps to 'draw out' strengths and preferences among new starters, and will
additionally help build a platform for meaningful work and positive relations
between staff and employer. Ensure that new starters are given control of

these self-tests - it is more important that they see the results than the
employer, although it's fine and helpful for the employer to keep a copy
provided permission is sought and given by the staff members to do so.
Line-managers will find it easier to manage new starters if they know their
strengths and styles and preferences. Conducting a learning styles
assessment also helps the induction trainer to deliver induction training
according to people's preferred learning styles.
So much of conventional induction training necessarily involves 'putting in'
to people (knowledge, policies, standards, skills, etc); so if the employer can
spend a little time 'drawing out' of people (aims, wishes, unique personal
potential, etc) - even if it's just to set the scene for 'whole person
development' in the future - this will be a big breath of fresh air for most
new starters.
Use a feedback form of some sort to check the effectiveness and response to
induction training - induction training should be a continuously evolving and
improving process. Free examples of training feedback forms and induction
training feedback forms are available on the free resources section.
Take the opportunity to involve your existing staff in the induction process.
Have them create and deliver sessions, do demonstrations, accompany, and

mentor the new starters wherever possible. This can be helpful and
enjoyable for the existing staff members too, and many will find it rewarding
and developmental for themselves. When involving others ensure delivery
and coverage is managed and monitored properly.
Good induction training plans should feature a large element of contact with
other staff for the new person. Relationships and contacts are the means by
which organizations function, get things done, solve problems, provide
excellent service, handle change and continually develop. Meeting and
getting to know other people are essential aspects of the induction process.
This is especially important for very senior people - don't assume they'll take
care of this for themselves - help them to plan how to meet and get to know
all the relevant people inside and outside the organization as soon as
possible. Certain job roles are likely to be filled by passive introverted
people (Quality, Technical, Production, Finance - not always, but often).
These people often need help in getting out and about making contacts and
introductions. Don't assume that a director will automatically find their way
to meet everyone - they may not - so design an induction plan that will help
them to do it.
Induction training checklist

Here is a simple checklist in three sections, to help you design an induction
plan to suit your particular situation(s).
See also the free induction training checklist working tool with suggested
training items (which is an MSExcel working file version of this page).
Whilst the order of items is something that you must decide locally, there is
some attempt below to reflect a logical sequence and priority for induction
training subjects. Consider this an induction checklist - not an agenda. This
checklist assumes the induction of an operational or junior management
person into a job within a typical production or service environment. (See
the training planner and training/lesson plan calculator tool, which are
templates for planning and organising these induction training points, and
particularly for planning and organising the delivery of job skills training
and processes, and transfer of knowledge and policy etc.)
General organisational induction training checklist
• Essential 'visitor level' safety and emergency procedures
• Organizational history and background overview
• Ethics and philosophy
• Mission statement(s)
• Organization overview and structure

• Local structure if applicable
• Departmental structure and interfaces
• Site layout
• Dress codes
• Basic communications overview
• Facilities and amenities
• Absenteeism and lateness
• Holidays
• Sickness
• Health insurance
• Trades Unions
• Awards and Incentives
• Health and Safety, and hazard reporting
• Physical examinations, eye test etc.
• Emergency procedures, fire drill, first aid
• Accident reporting
• Personal Protective Equipment
• Use, care, and issue of tools and equipment
• Other housekeeping issues

job and departmental induction training checklist
The induction training process also offers the best opportunity to help the
new person more quickly integrate into the work environment - particularly
to become known among other staff members. Hence the departmental tours
and personal introductions are an absolutely vital part of induction.
Organizations depend on its people being able to work together, to liaise and
cooperate - these capabilities in turn depend on contacts and relationships.
Well-planned induction training can greatly accelerate the development of
this crucial organisational capability.
• Local departmental amenities, catering, washrooms, etc.
• Local security, time and attendance, sickness, absenteeism, holidays,
etc.
• Local emergency procedures
• Local departmental structure
• Department tour
• Departmental functions and aims
• Team and management
• People and personalities overview (extremely helpful, but be careful
to avoid sensitive or judgemental issues)

• Related departments and functions
• How the department actually works and relates to others
• Politics, protocols, unwritten rules (extremely helpful, but be careful
to avoid sensitive or judgmental issues)
• The work-flow - what are we actually here to do?
• Customer service standards and service flow
• How the job role fits into the service or production process
• Reporting, communications and management structures
• Terminology, jargon, glossary, definitions of local terms
• Use and care of issued equipment
• Work space or workstation
• Local housekeeping
• Stationery and supplies
• Job description - duties, authority, scope, area/coverage/territory
• Expectations, standards, current priorities
• Use of job specific equipment, tools, etc.
• Use of job specific materials, substances, consumables
• Handling and storage
• Technical training - sub-categories as appropriate

• Product training - sub-categories as appropriate
• Services training - sub-categories as appropriate
• Job specific health and safety training
• Job-specific administration, processing, etc.
• Performance reporting
• Performance evaluation
• Training needs analysis method and next steps
• Initial training plans after induction
• Training support, assistance, mentor support
• Where to go, who to call, who to ask for help and advice
• Start of one-to-one coaching
• Training review times and dates
• Development of personal objectives and goals
• Opportunities for self-driven development
• Virtual teams, groups, projects open to job role
• Social activities and clubs, etc.
• Initial induction de-brief and feedback
• Confirmation of next training actions
• Wider site and amenities tour

Other induction training activities for managerial, executive, field-based

or international roles
Here are some typical activities to include in the induction training plans for
higher level people. The aim is to give them exposure to a wide variety of
experiences and contacts, before the pressures of the job impact and limit
their freedom. As with all roles, induction also serves the purpose of
integrating the new person into the work environment - getting them known.
Induction training is not restricted to simply training the person; induction is
also about establishing the new person among the existing staff as quickly as
possible. This aspect of induction is particularly important for technical
personalities and job roles, who often are slower to develop relationships
and contacts within the organization.
• Site tours and visits
• Field accompaniment visits with similar and related job roles
• Customer visits
• Supplier and manufacturer visits
• Visits and tours of other relevant locations, sites and partners
• Attendance of meetings and project groups

• Shop-floor and 'hands-on' experiences (especially for very senior
people)
• Attendance at interesting functions, dinners, presentations, etc.
• Exhibition visits and stand-manning
• Overseas visits - customers, suppliers, sister companies, etc.
Structuring the induction training plan
You should strive to organize the induction plan and give it to the new
starter before they join you. This means thins need to be planned well in
advance because the plan will necessarily involve other people's time and
availability.
Develop a suitable template, into which you can slot the arranged activities.
Depending on the needs of the situation the induction training plan may
extend over a number of weeks, progressively reducing the pre-arranged
induction content, as the person settles into their job.
Here's an example of how a week's induction might be shown using a
template planner. A schedule is also a useful method for circulating and
thereby confirming awareness and commitment among staff who will be
involved with the induction of the new starter.

Seeing a professionally produced induction plan like this is also very
reassuring to the new starter, and helps make a very positive impression
about their new place of work. Adding a notes and actions section helps the
new starter to keep organized during a time that for most people can be quite
pressurized and stressful. Anything you can do to make their lives easier will
greatly help them to settle in. get up to speed, and become a productive
member of the team as quickly as possible.

Chapter-2
RESEARCH
DESIGN

TITLE OF THE STUDY
Training and development of employees in MAX (LANDMARKGROUP)
PROBLEM STATEMENT
How do we measure the effectiveness of training and Development through
system-level audit?
OBJECTIVES OF THE STUDY
The core objectives of our research investigation are:
1. To conduct a systems level audit of the effectiveness of training
And development programs.
2. To recommend appropriate measures to enhance the effectiveness of
training and development.
LIMITATIONS OF THE STUDY
Respondents may not have been open and honest in their response.
Response investigation is restricted to select key personnel of the
organization.
Since the scope of research is restricted to one unit in one area, the problem
of generalization is obvious.

TYPE OF RESEARCH
The research is qualitative in nature. The study is based on data collected
through structured questionnaire from the respondents. The data has been
collected by contacting employees through Internet, as well as through
personal contact. The data so generated has been tabulated using tables,
charts, Graph, and inferences have been drawn accordingly
RESEARCH METHOD
The method adopted in this research is survey method.
DATA GATHERING PROCEDURE
Data for the study was obtained by giving questionnaire to employees. The
research technique used is structured questionnaire which was distributed to
Employees in the company and gathered the information.
SAMPLE SIZE
100 EMPLOYEES from the company were randomly selected for the
present study. Respondents were requested individually to fill out the
questionnaire.

CHAPTER 3
COMPANY
PROFILE

PROFILE
May 2004 marked the beginning of an exciting journey for MAX. with the
launch of the first Max store in united Arab Emirates. It was Founded by
MICKEY JAGTIANI. Max now has a total of 145 stores across 15
countries in the middle east, Turkey, Egypt, Yemon, Lebanon and India,
With a single aim of addressing the fashion and footware needs of middle
income customers offering them good quality products at amazing value,
Max has quickly filled the position of being the largest value fashion retailer
in the middle East. Max retails its own label of clothing for men, women and
children as well as footwear and home ware.
By the end of 2011, max aims to have network of close to 200 stores across
Middle East and new markets, Max currently operates in UAE, Saudi
Arabia, Jordan, Kuwait, Bahrain, Qatar, Oman, Turkey, Egypt, Yemen and
India.
An average Max stores ranges between 18000 to 30000 square feet.
A rewarding shopping experience coupled with great value- translates into
Making customer’s “Look good. Feel good’’ with Max

Vision and mission
To create truly global brand that provides growth opportunities for the
company and its employees, whilst achieving its goal of becoming the
number one value fashion retailer across the Middle East & India.
Mission statement
• Be a market leader in the field of retailing.
• Provide fashionable products at affordable price.
• Be innovative, cost effective and globally competitive.
• Exceed our customer’s expectations.
• Provide opportunities of growth for employees.
Our Core values
• Constant focus and development on the product and value offered.
• Continuous improvement of the customer’s shopping experience.
• Commitment towards staff Training and Development.

• Encouraging open work culture.
LANDMARK GROUP
Founded in 1973 in Bahrain, the Land mark group has successfully
grown into one of the largest and most successful retail organizations in the
Middle East and India. An international, diversified retail and hospitality
conglomerate that encourages entrepreneurship to consistently deliver
exceptional value, the group operates over 900 outlets encompassing over 13
million square feet across GCC, Jordan, India, Egypt, Turkey, Lebanon,
Yemen, Sudan, Libya and Pakistan (franchise operation).
Landmark group has a strong workforce of over 32,000 employees
and provides a value – driven product range for the family through its crew
retail concepts: Centrepoint, Babyshop, Shoe Mart, Splash, Lifestyle,
Beautybay, Iconic, Home Centre, Q Home Décor, Max Shoexpress and E –
Max. In addition to the brands developed in – house, the group also holds
the franchise rights for some of the world’s leading fashion and footwear
brands in the countries where it operates.

The group has also diversified in the leisure, food and hospitality
segments with Fun City, Gourmet Station, Spaces, Citymax Hotel, Fitness
First and Foodmark, the restaurant division which operates the group’s own
and franchise food outlets.
OUR EVOLUTION
MAY 2004
1st store opened in Abu Dhabi, U.A.E
JUNE 2004
1st store in K.S.A
OCTOBER 2004
1st store in Kuwait
MAY 2006
1st store in Jordan
JUNE 2006
Operating 36 stores in 4 countries
JUNE 2007
Operating 46 stores in 7 countries
MARCH 2009

82 stores operational across Middle East and India
DECEMBER 2010
145 stores operational in MENA region and India.
Services
Return Policy
To ensure that the return of purchased items is a smoother process, we
request our customers to comply with the following terms:
• Present your valid sales receipt within 14days of the purchase date at
our stores.
• Please ensure the bar code is still attached to the item.
• The product needs to be returned in a condition deemed fit for resale.
CSR
Once cause, one step…. Max along with its parent company (Landmark
group) came together as one force, to make a difference in people’s lives.
Supporting landmark groups sponsorship of breast cancer awareness
campaign across all its stores in UAE, Max helped spread the message,

providing details of free screening, while raising money for a local breast
cancer support group. A gesture that saw Max and landmark group bond
with the local community while doing its share for global awareness about
breast cancer.
Adding support on an individual level, every staff member on the shop floor
as well as the corporate office sported breast cancer badges and pushed the
sales of the badges to raise as much money and increase awareness of the
campaign.
Land mark’s partners in this initiative were Red Crescent Society and
Daman National Health insurance Company. The month-long campaign
began on 24th October 2008 and lasted till 23rd November 2008.
“At Landmark Group, our statement of purpose is creating exceptional value
for all lives we touch”. This is a true today as it was in 1973, when we
started with Babyshop in Bahrain.
The cornerstone of our philosophy is listening, adapting, and delivering
exceptional value. What sets us a part at Landmark Group is a strong and
dynamic culture of entrepreneurship.

Core values
• Passion for excellence
• Integrity in everything we do
• Empowering people to strive and deliver
• Adapting to changing market and consumer needs
CHAPTER-4

DATA ANALYSIS
AND
INTERPRETATION
TABLE 1
In your company, induction training is given more importance now

than in the past
Induction Very True Mostly Partly Not True Total

True True
70 20 9 1 100
Analysis:-
Here an attempt has been made to understand whether the present induction
training is better than the past and it is given more importance
GRAPH – 1

Importance of Training Induction
80
70
70
60
Very True
50
Rating
Mostly True
40
Partly True
30
20 Not True
20
9
10 1
0
Very True Mostly True Partly True Not True
Satisfaction level
Interpretation:-
From the above graph it can be inferred that majority of the respondents that
is 70% have felt that more importance is given to induction training at
present when compared to the past
TABLE 2

The induction program is a well-planned exercise and is of sufficient

duration
Very Mostly Partly Not Total

Exercise Execution And
True True True True
Duration
52 43 5 0 100
Analysis:-
From the above question an attempt is made to understand to learn whether
the training programme is well planned and well scheduled and exercised as
per Planning and Scheduling.
GRAPH – 2

Exercise Execution And Duration.
60
52
50
43
40
Ratings.
Very True
30
Mostly True
20 Partly True
Not True
10 5
0
0
Satisfaction Level.
Interpretation:-
From the above graph we can conclude that 52% of the respondents reply
that induction programme is well planned and well scheduled.
TABLE 3

Senior Managers spend time with the new recruits during induction
training

Bond With New
True True True True
Recruits
55 38 7 0 100
Analysis-
The rapport between senior managers and new recruits is important to
understand their behavior and act accordingly. Hence an attempt has been
made to know the degree of relationship with senior manager and new
recruits.
GRAPH – 3

Time Management
60 55
50
38 Very True
40
Rating
Mostly True
30
Partly True
20 Not True
10 7
0
0
Satisfaction level
Interpretation-
Majority of the respondents that is nearly 60% of the employees Strongly
stand by the option that senior managers spend majority of the time with
new recruits during induction training.
TABLE 4

There is a structured widely-shared training policy in your company

based on the business

Sharing Training
True True True True
Policy
47 42 11 0 100
Analysis:-
A well structured and shared training policy is basic requirement for a
successful business. Hence here the aim is to understand whether the
training policy adopted is widely-shared or not
GRAPH – 4

Sharing Training Policy.
50 47
45 42
40
35
30
Ratings.
Very True
25
Mostly True
20
Partly True
15 11
Not True
10
5
0
0
Satisfaction Level.
Interpretation:-
Part of the respondents say it is partly true that the training policy adopted is
a well structured widely-shared policy, but the majority of the respondents
feel it is very true that training policy adopted is well structured.
TABLE 5

Your company training and development programs are evaluated and

improved upon every Year
Very True Mostly True Partly True Not True Total

Training Audit
54 32 10 2 100
Analysis:-
Training and Development programme are to be evaluated and updated year
in order to maintain quality of the service provided to the clients. Therefore
aim of the above question is to understand whether upgradation is done or
not in the company
GRAPH – 5

Training Audit.
60
54
50
40 Very True
32
Ratings.
Mostly True
30
Partly True
20 Not True
10
10
2
0
Satisfaction Level.
Interpretation-
Accordingly to 54% of the evaluation and up gradation of the training
program is done year on year, followed by 32% of the people who partly
agree upon this.
TABLE 6

Employees are helped to upgrade their technical knowledge and skills

through training
Upgradation 53 32 13 2 100
Analysis-
The aim of this question is to analyse whether the company helps its
employees to upgrade yheir technical knowledge and skills through
Training.
GRAPH – 6

Upgradation
60
53
50
40
32 Very True
Ratings.
30 Mostly True
Partly True
20 Not True
13
10
2
0
Satisfaction Level.
Interpretation-
From the above graph it may be concluded that 53% of the respondents have
replied that it is very true that they are helped to upgrade their skills.
TABLE 7

Workers are encouraged and rewarded for training to acquire higher

qualifications

Rewards As True True True True
Incentives 43 40 13 4 100
Analysis-
Reward is motivation factor for any employee to improve his/her
performance. Hence the aim of this question is to analyze whether there
exists any reward system in the company.
GRAPH – 7

Rewards as incentives
45 41
40
34
35
30 Very True
23
Rating
25 Mostly True
20 Partly True
15 Not True
10
5 2
0
Satisfaction level
Interpretation-
From the above graph we may come to conclusion that majority of the
respondents that is 41% of the respondents partly feel that they are
encouraged and rewarded for training to acquire higher qualification
followed by 34% of the respondents say it is very true that they are
encouraged and rewarded.
TABLE 8

There is also an emphasis on developing leadership skills down the line

through and Development

Emphasis On
34 41 23 2 100
T&D
Analysis-
Here an attempt as been made to understand the level of importance given in
Training towards Developing leadership skills down the line.
GRAPH – 8

Emphasis on T&D
45 41
40
34
35
30 Very True
23
Rating
25 Mostly True
20 Partly True
15 Not True
10
5 2
0
Satisfaction level
Interpretation-
41%of the respondents replied its mostly true that the importance given in
Developing Leadership skills followed by 34% of the people who expressed
it is very true on significance training towards Developing skills.

TABLE 9
Human relation competencies are developed through training in human

skills

Link Between Training And True True True True
Competencies 45 33 14 3 100
Analysis-
There always exists a link between Training and competencies hence here
the aim of the question is to understand the human relation competencies
developed during Training.

GRAPH – 9
Link between training and Competencies
50 45
40
33
Very True
30
Rating
Mostly True
20 Partly True
14
Not True
10
3
0
Satisfaction level
Interpretation-
45% of the respondents fell it is very true that they are given training
regarding competency in human skills followed by 33% who replied mostly
true 17% are least satisfied.

TABLE 10
Employees are sponsored for training programs on the basis of carefully

identified Needs

Trainee
41 42 12 5 100
Selection
Analysis-

GRAPH – 10
Trainee Selection
45 41 42
40
35
30 Very True
Rating
25 Mostly True
20 Partly True
15 12
Not True
10 5
5
0
Satisfaction level
Interpretation-

TABLE 11
Employees participate in determining their training and know the skills

they must acquire

Trainee True True True True
Knowledge 59 33 5 3 100
Analysis-
Here the aim of the question is to understand the awareness of the employees
regarding training and the skills which must be acquired.

GRAPH – 11
Trainee knowledge
70
59
60
50 Very True
40
Rating
33 Mostly True
30 Partly True
20 Not True
10 5 3
0
Satisfaction level
Interpretation-
33% of the respondents are mostly true about their participation in
determining their Training and the skills which must be acquired.

TABLE 12
Briefing and debriefing sessions are conducted for employees sponsored

for training
Very Mostly Partly Not Tota

Trainee True True True True l
Updatation 44 32 13 11 100
Analysis-
Here the analysis is about finding how the Briefing and debriefing sessions
are conducted.

GRAPH – 12
Trainee Updatation
50
44
45
40
35 32
Very True
30
Rating
Mostly True
25
Partly True
20
13 Not True
15 11
10
5
0
Satisfaction level
Interpretation-
44% of the respondents replied its very true that Briefing and debriefing
sessions are conducted for employees followed by 32% who reply its mostly
true.

TABLE 13
Internal training programs are handled by the best possible faculty

your company can
Access

Trainees True True True True
Competency 48 43 7 2 100
Analysis-
Here the aim is to understand the internal Training programme conducted by
the company and also kind of faculty avalaible for it.

GRAPH – 13
Trainers Competency
60
48
50
43
40 Very True
Rating
Mostly True
30
Partly True
20 Not True
10 7
2
0
Satisfaction level
Interpretation-
Majority of the people that is 91% of the respondents feel that it’s true that
they are exposed to internal training programme which are handled by best
faculty which the company can axis.

TABLE 14
Experimental action-oriented techniques, including games are used in

training programs

Action Oriented True True True True
Programs 35 42 19 4 100
Analysis-
The training should always be made interesting in order to reduce boredom
of the trainees from this point of view this question analysis the kind of
Training programme applied by the company.

GRAPH – 14
Action Oriented Programs
45 42
40 35
35
30 Very True
Rating
25 Mostly True
19
20 Partly True
15 Not True
10
4
5
0
Satisfaction level
Interpretation-

42% of the respondents feel it’s mostly true that the games are included as a
part of Training programme while 35% of the respondents feels it’s very
true.
TABLE 15
Training programs for quality and globalization are the core of your
company curriculum

Training
True True True True
Curriculum
50 38 12 0 100
Analysis-
Here an attempt has been made to understand the core curriculum of the
company regarding Training programme for quality and Globalization.

GRAPH – 15
Training Curriculam
60
50
50
38 Very True
40
Rating
Mostly True
30
Partly True
20 Not True
12
10
0
0
Satisfaction level
Interpretation-

Half of the Respondents Strength strongly feel that training programs for quality
and globalization should be at the core of a company’s curriculum.
TABLE 16
Impact evaluations are conducted and used for the revision of training
programs

Impact Evaluation
37 47 14 2 100
Analysis-
Here an attempt made to analyse the kind of impact the trainee as left on the
employees and its regular revision.

GRAPH – 16
Impact Evaluation
50 47
45
40 37
35 Very True
30
Rating
Mostly True
25
37 Partly True
20
14
15 Not True
10
5 2
0
Satisfaction level
Interpretation-

47% of the respondents feel that the Evaluation of the impact of training
and its revision is conducted while 35% of the respondents say its vey true.
TABLE 17
Various methods are used to help employees learn and implement

creative ideas

Creative Ideas
65 31 4 0 100
Analysis- Creativity leads to innovation and helps in retaining interest in the

employees with respect to job they are performing. Here we aim to
understand whether the creativity of the employees are exposed.

GRAPH – 17
Creative idea
70 65
60
50 Very True
40
Rating
Mostly True
31
30 37 Partly True
20 Not True
10 4
0
0
Satisfaction level
INTERPRETATION- From the above graph it can be inferred that 65% of

the respondents say it is very true that their creative ideas are given a kind of
importance.

TABLE 18
A system of mentoring providing emotional support and guidance to

young managers is followed

Support And
True True True True
Guidence
45 39 16 0 100

GRAPH – 18
Support and Guidence
50 45
45
39
40
35 Very True
30
Rating
Mostly True
25
37 Partly True
20 16
15 Not True
10
5 0
0
Satisfaction level

TABLE 19
The company encourages and supports self-learning and education by

its managers
Company Support Very Mostly Partly Not Total

To True True True True
Managers 50 34 11 5 100
ANALYSIS- Encouragement and support is very much necessary for

building up confidence. Hence the aim is to understand whether the
company encourages and supports self-learning and education by its
managers.

GRAPH – 19
company support managers
60
50
50
40 34 Very True
Rating
Mostly True
30
37 Partly True
20 Not True
11
10 5
0
Satisfaction level

ANALYSIS- 50% of the respondents reply that they receive support and
they are encouraged by the company while 5% say it is not so.
TABLE 20
Managers are provided with opportunities to perform different tasks

and acquire competencies

Job Learning
55 28 11 6 100
ANALYSIS- Here we need to understand the Managers are provided with

opportunities to perform different tasks and acquire competencies.

GRAPH – 20

Job Learning
60 55
50
40 Very True
Rating
28 Mostly True
30
37 Partly True
20 Not True
11
10 6
0
Satisfaction level
INTERPRETATION- 55% of the respondents feel it is very true that

Managers are provided with opportunities to perform different tasks and
acquire competencies.

CHAPTER- 5
A SUMMARY OF
RESEARCH
FINDINGS
Summary:
Induction programs in companies have not gained much importance over the
years even as industries are growing at a very fast pace. The induction
program must be well planned and of sufficient duration. During
theinduction program, managers must spend time with the new recruits in

order to welcome them and make them feel at home. Highest number of
respondents believes that every company has a well structured training
program which is evaluated and revised regularly in order to gain the
maximum benefit. Impact evaluations are also conducted and the findings
used in the improvement process. The employees should be involved in the
designing of the commencement of any training program. Motivation can be
provided to employees in the form of rewards. Before any candiates are
selected for training, the need for training is done. Based on the need
identification, trainees are sponsored. Leadership skills are also developed
for the training session. The training programs should be conducted by the
best faculty that the company can access. The training programs should also
contain experimental action-oriented techniques which includes games. The
learning and retention process is faster when these kinds of programs are
used. The managers should be provided the opportunity to transfer the skills
and knowledge obtained through the training.

CHAPTER-6
RECOMMENDATION
The following recommendations emerge from our research findings:
• Provide better training facilities for employees.

• Customized rewards and incentives.
• Provide updated technology and software packages.
• Encourage time off for self development.
• Provide challenging work profile and clear career path.
• Provide and open work culture facilitating individual growth.
• Create a dynamic organization open to changes.
• Ensure transparency in all processes.
• Provide an increase in responsibility and quality work.
• Avoid indifferent attitude and interference in work.
• Improve communication and communication channel.
• Management should avoid adios decision-making.
• Avoid politics, bureaucracy, favouritism that could de-motivate
employees.
• Provide facilities for outbound learning.
• Provide facilities for training for creativity by adopting EREWHON
MODE.
• Some of the best practices in this regard are (a) break down the
creative process into several steps that can be easily taught (b) install
the importance of suspending judgment till other options emerge; (c)

teach people to look at a problem from the prospective of the
customer (d) train managers to get the creative chemistry right
between team members (d) transfer creative practices which have
been adopted by people in related fields.
• Train for leadership. Some of the best corporate practices are:
(a) Institutionalize leadership training for every tier of the company
(b) Invest in an off-job leadership training module to initiate the process
(c) Develop a formal in-house program to retrain people in leadership
(d) Modify the rewards system to constantly reinforce leadership behaviour
(e) Insist 'A Team' sets standards of leadership by example
Train for total quality. Some of the best practices are:
(a) Provide employees firsthand experience of global corporate practices
(b) Ensure that supervisors and managers are trained along with workers
(c) Expose employees to the environments in which customers use the
products
(d) Constantly retrain employees in the theory and practice of TQM
including six sigma
(e) Link quality in the workplace to quality on employees' lives

Retrain the middle managers who are prone to obsolescence. Some of the
best Practices are:
(a) Detail every competence and skill which middle managers must Process.
(b) Revise training schedules only to retrain them for their new roles.
(c) Devote two-thirds of training budget to retrain middle managers.
(d) Use job Rotation as a crash course in retraining middle managers.
(e) exposes middle.
Managers to key customers as often as possible.
Provide facilities induction training module vigorously.
Use experiential learning technique profusely in the training and
development Program particularly in cross-cultural training.
To sum up, auditing the effectiveness of training and development programs
is a tedious task. The focus of the systems-level audit should be on:
• Making learning one of the fundamental values of the Company.
• Committing major resources and adequate time to training.
• Using training as developmental tool for individual Employees.
• Linking organizational, operational and individual training Needs.

CHATER-7
ANNEXURE
Sir/madam

I Harish.k student of the department of commerce of MES INSTITUTE OF
MANAGEMENT Bangalore is doing a Project on TRAINING AND DEVELOPMENT
OF EMPLOYEES in your esteemed organization. I will be grateful if you could kindly
spare some of yours precious time to answer the below mentioned queries. This
information will be used purely for the academic Purpose & would be kept confidential.
Thank you yours sincerely
Questionnaire
1. In your company, induction training is given more importance now
than in the past
 Very True
 Mostly true
 Partly true
 Not true
2. The induction program is a well-planned exercise and is of sufficient duration
 Very True
 Mostly true
 Partly true

 Not true
3. Senior managers spend time with the new recruits during induction training
 Very True
 Mostly true
 Partly true
 Not true
4. There is a structured widely-shared training policy in your company based on the
Business.
 Very True
 Mostly true
 Partly true
 Not true
5. Your company training and development programs are evaluated and
improved upon
Every year.
 Very True

 Mostly true
 Partly true
 Not true
6. Employees are helped to upgrade their technical knowledge and skills
through training.
 Very True
 Mostly true
 Partly true
 Not true
7. Workers are encouraged and rewarded for training to acquire higher
qualifications
 Very True
 Mostly true
 Partly true
 Not true

8. There is also an emphasis on developing leadership skills down the
line through and
Development
 Very True
 Mostly true
 Partly true
 Not true
9. Human relation competencies are developed through training in
human skills
 Very True
 Mostly true
 Partly true
 Not true
10. Employees are sponsored for training programs on the basis of
carefully identified
Needs
 Very True
 Mostly true

 Partly true
 Not true
11. Employees participate in determining their training and know the
skills they must
Acquire.
 Very True
 Mostly true
 Partly true
 Not true
12. Briefing and debriefing sessions are conducted for employees
sponsored for training
 Very True
 Mostly true
 Partly true

 Not true
13. Internal training programs are handled by the best possible faculty
your company can
Access
 Very True
 Mostly true
 Partly true
 Not true
14. Experimental action-oriented techniques, including games, are used
in training programs
 Very True
 Mostly true
 Partly true
 Not true
15. Training programs for quality and globalization are the core of your
company curriculum
 Very True

 Mostly true
 Partly true
 Not true
16. Impact evaluations are conducted and used for the revision of training
programs
 Very True
 Mostly true
 Partly true
 Not true
17. Various methods are used to help employees learn and implement
creative ideas
 Very True
 Mostly true
 Partly true
 Not true
18. A system of mentoring providing emotional support and guidance to
young managers

is Followed
 Very True
 Mostly true
 Partly true
 Not true
19. The company encourages and supports self-learning and
education by its managers
 Very True
 Mostly true
 Partly true
 Not true
20. Managers are provided with opportunities to perform different tasks
and acquire competencies
 Very True
 Mostly true

 Partly true
 Not true

CHAPTER-8
BIBILOGRAPHY
BIBILOGRAPHY
TITLE OF THE NAME OF YEAR of

AUTHOR EDITION
BOOK PUBLISHER PUBLICATION
Personnel
management& Himalaya
P.SUBBA RAO 1st 2005
Human publication
resource

N.K.SAHINI&
Personnel Kalyani
YOGESH 1st 2002
management publishing
KUMAR
Human Tata MC Graw-

nd
ASHWATHAPPA resource 2 hill publishing 1999
management company ltd
Himalaya
C.B. MEMORIA Personnel
3rd publication 2002
management
house
Websites:
1. www.google.com
2. www.citehr.com
3. www.maxfashionretail.com
4. www.landmarkgroup.com

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Training and Development

MES INSTITUTE OF MANAGEMENT Page 1

INTRODUCTION TO HUMAN RESOURCE MANAGEMENT

In the olden days, human resource management was known as

personnel management. During those days organization were giving much

importance to the employees. They were treating employees as cost center

cannot achieve any of the organizational goals. Hence organization started

giving much importance to the employees called them as the human

resources. Management is known as “The art of getting things has done

through others” Further management can be defined as “that field of human

physical and financial resources in an organized effort, in order to achieve

desired individual and group objectives with optimum efficiency and

effectiveness. It is clear from the above definitions that management is

concerned with the accomplishment of objectives by utilizing physical and

MES INSTITUTE OF MANAGEMENT Page 2

management is concerned with the procurement motivation and retention of

employees. Human resource management is called As the management of

employee’s skills, knowledge, abilities, talents, aptitudes, through Creative

abilities etc. a business cannot succeed if human element is neglected As

modern management has to develop the organization human resource.

The principal resource of the organization is human resource, now the

concept of HRM can be viewed as personnel management. It helps to every

organization to communicate with the employees to involve them in what

they to do and to faster their commitment and get identification in the

organization. In addition a strategies approach to the acquisition, motivation

of the people is heavily emphasized.

Human resource management means employing their people,

developing their resources, utilizing, maintaining and compensating their

contribute to the goals of the organization, individual and their society.

MES INSTITUTE OF MANAGEMENT Page 3

1. To make the organization people to acquire power to perform the

different types of work that may come in their ways at present or in

2. To develop the inner hidden talent of individual workers this may be

used for the development of the organization.

3. To develop employees capabilities according to the needs of the

organization and according to the area of organization.

4. The existing employees will also be trained to take up more

5. The main objective of the HRM is training and development of the

6. To train new employees to the level required by the organization.

7. Perform their task effectively.

8. To increase co-operation and trust and involve employees actively in the

9. To make the organization dynamic and vibrant so that it will adjust to

competitive and fast changing environment.

MES INSTITUTE OF MANAGEMENT Page 4

IMPORTANCE OF HUMAN RESOURCE MANAGENT

1. It helps management in the preparation, adoption and continuing

evolution of personnel programmed and policies.

2. It ensures maximum benefit out of the expenditure on training and

development and appreciates the human assets.

3. It prepares workers according to the changing needs of the industry and

4. It motivates workers and upgrades them. So as to enable them to

accomplish the organizational goals.

5. Though innovations and experimentation in the field of personnel, it

helps in reducing costs and helps in increasing productivity.

6. It contributes a lot in restoring the industrial harmony and healthy

employer - employee relations.

7. It establishes mechanism for the administration of personnel services

that are delegated to the personnel department.

MES INSTITUTE OF MANAGEMENT Page 5

INTRODUCTION TO THE SUBJECT

Training and Development has been considered an integral part of any

organization since the industrial revolution era. From training imparted to