A

Project Report

On
“TRAINING AND DEVELOPMENT OF HDFC BANK”

AT

In the partial fulfillment of the Degree of

Master of Management Studies

under the University of Mumbai

By

Kirti Umashankar Sharma

Class: MMS SEM _II_ & Roll No: 26

Batch: 2022-24

Under the Guidance of

Miss- Poonam Patel

SINHGAD INSTITUTE OF BUSINESS MANAGEMENT

PLOT NO. 126, MHADA COLONY, CHANDIVALI, POWAI

1
 DECLARATION

I, the undersigned Kirti Umashankar Sharma, a student of SIBM (University of Mumbai)

MMS 2nd semester, declare that summer internship project titled ‘TRAINING AND
DEVELOPMENT OF HDFC BANK.’ is a result of my own work and my indebtedness with
the other work publications, references, if any, have been duly acknowledged. If I found guilty of
copying any other report or published information and showing as my original work, I
understand that I shall be liable and punishable by Institute or University, which may include
‘Fail’ in examination, ‘Repeat study & re- submission of the report’ or any other punishment that
Institute or University may decide.

Student Name & Signature

2
 ACKNOWLEDGEMENT

I extend my gratitude to Prof. Poonam Pandit of SIBM for providing guidance and support
during the course of project. He has been a great help through the making of the project. I thank
the University of Mumbai for giving me the opportunity to work on such a relevant topic. I also
thank the college faculties, Dr. Manoj Kharat and Dr. Poonam Patel for their help and guidance
for the completion of this project. I am thankful to Famy Group and especially Mr. Vijay Rokade
& Mr. Satish Ojha other staff at Famy group for giving me an opportunity to do summer
internship in their organization.

Date –

Signature of the student

(Kirti Umashankar Sharma)

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 CERTIFICATE OF COMPLETION

Date: 14th July,2024

To WHOMSOEVER IT MAY CONCERN

This is to certify that Miss Kirti Umashankar Sharma a student of sinhgad Institute of Business
Management has successfully completed Internship with Accounts team in Finance & Accounts
department of our company.

As a part of his academic requirement Miss Kirti Umashankar Sharma has successfully
completed the Internship from 15th may 2023 to 14th July 2023 During the period of his
internship, he was found conscientious hard-working and a person with high learnability

Thanking you,

For, Famyshine Private Limited,

Mrunal Chavan

Human Resource

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 CERTIFICATE FROM INSTITUTION

This certificate will be issued by the college after you submit your Employers Feedback to the
TPO.
“This is to certify that the project titled Performance Appraisal & Bonus Delta Paper Mills
Limited is the bonafied work carried out by Kirti Umashankar Sharma of Sinhgad Institute of
Business Management, Mumbai, during the year 2022-2024 in the partial fulfillment of Masters
of Management Studies (Finance) and that the project has not formed the basis for the award of
any other degree, associate-ship, fellowship or any other similar titles.”

5
Chapter INDEX Page No:
No:

.1 INTRODUCTION 8-73

Hrm scenario to hrd

10 hr. trends which are changing

Training and development

Training and development

Response Why most managers don’t

Train employees

Creation of a desire for training

Importance of training

Induction and orientation

Supervisory training programme

Executive summary

Company profile

Swot analysis

.2 RESEARCH METHODOLOGY 74-76

.3 REVIEW OF RELATED LITERATURE 77-78

.4 DATA ANALYSIS AND INTERPRETATION 79-89

.5 SUGGESTIONS 91-92

.6 RECOMMENDATIONS 93

.7 BIBILIOGRAPHY 94
6
.8 ANNEXURE 95

.9 LIMITATIONS OF THE STUDY 97

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CHAPTER NO: 1

INTRODUCTION

 HUMAN RESOURCE MANAGEMENT

The most significant resource of any organisation is said to be its people who are
associated with the organisation and meet organizational objectives in an planned & with
coordination manner.

An organisation that exists to produce goods & services has a good chance to survive and
prosper if it consists of the right people. In a similar manner people need organisation to work to
support themselves and their families and to develop themselves so that people have their own
identity.

To meet these multifarious needs people and organizations joins together and a
relationship is formed which we called HUMAN RESOURCE MANAGEMENT.

Human Resource Management is a process of bringing people and organizations together

so that the goals of each are met. It is a part of the Management process which is concerned with
the management of Human resources. It tries to secure the best from the people by winning their
wholehearted cooperation.

So, Human Resource Management is the art of procuring developing & maintaining
competent work force to achieve the organizational goal in a best possible Manner.

Human being are heterogeneous every individual have unique personality different
emotions, values, attitude, motives, learning ability skills. knowledge, perception which made
them differ and complicated to understand and deal with them in a different manner and way.

So, these various factors made every organisation to adopt the Human resource
management concept for the betterment and easiness to achieve the various organizational goals
and objectives.

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 HRM plays a vital role in an organisation in the various field

 Personnel aspect-
This is concerned with manpower planning, recruitment, selection, placement,
transfer, promotion, training & development, Remuneration, incentives,
productivity.

 Welfare aspect
It deals with working condition and amenities such as canteen facilities,
restrooms, housing, transport, medical, recreation health & safety etc.

OBJECTIVE OF HUMAN RESOURCE MANAGEMENT

As it is very known that human resource is a nervous system of every organisation without
which organisation became handicapped or not able to sustain in the market among its
competitors. So, to compete the competitor organisation must implement its Human
Resource activities properly so that it can fulfill the following criteria

 To help the organisation to reach its goals

 To employ the skills and abilities of the workforce results or give benefits to various
customers, shareholders, and employees.
 To provide the organisation with well-trained & well-motivated employees.
 To increase to the fullest employee’s job satisfaction and self-actualization by the way of
designing the better quality of work life programmes and by realizing the employees
potential.
 To communicate various HR policies to all employees.
 To help maintain ethical policies & behaviors.
Thus, HRM is short way to attain economically and effectively the organizational goals,
serve to the highest possible degree the individual goals and preserve and advance the
general welfare of the community which ultimately lead to employee’s satisfaction &
fulfillment and reduce employee turnover.

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 IMPORTANCE OF HRM

Human Resource along with financial resource and material resource contribute to the
production of goods and services in an organisation physical and monetary resources, by
themselves, cannot improve efficiency or contribution to an increased rate of return on
investment. It is through combined and concerted efforts of people that monetary or material
resources are harnessed to achieve organisational goals and this can be possible by sharpened
from time to time to optimize the effectiveness of human resource and to enable to meet
greater challenges.

So, Human Resource Management plays a crucial role which helps an organisation and
individual in Multifarious ways:
 At the organisational level.
 Good human resource practices can help in affecting and
detaining the best people in the organisation. Planning alerts the company to the types
of people it will need in the short, medium and long run.
 At the individual level:
 HRM promotes team work and team spirit among employees.
 It offers excellent growth opportunity to the people who have
the potential to rise.
 It allows people to work with diligence and commitment.
 At society level:
 employment opportunities multiply.
 scarce talent is put to best use companies that pay and treat
people well always race ahead of others and deliver excellent results.
So, in this way HRM plays important role in organisation at various level.

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  EVOLUTION OF THE CONCEPT HRM

The early part of the century saw a concern for improved efficiency through careful design of
work. During the middle part of the century emphasis shifted to the availability of managerial
personnel and employee productivity. Recent decades have focused on the demand for technical
personnel.

Following are step by step evolution of concept of HRM til present year :

 In the early decade human resource were treated merely as a commodity to be

bought and sold and their wages were depend and supply and no protection
were given to workers and people were consider only factor of production
like other machines, tools and equipment to produce goods & services.
 With the revolution among the workers in the organisation welfare measures
like safety, first aid, lunchroom etc. were adopted for the welfare of workers
and they were considered as factor of production.
 In the middle era the concept of paternalism was adopted in the organisation
by the employer toward its employees in which management assume or adopt
a fatherly and productive approach and attitude towards its employees which
includes not only providing benefits but also satisfying various needs of the
employees as parents meet the requirement of their children.
 Just after that decade Humanitarian concept came into existence in which
emphasis is given to the employees to improve the productivity physical,
social & psychological needs of workers must be met.
 In the present time employees are the most valuable assets of an organisation
and the concept of Human Resource were emerged out and the employees
should b e consider as a partners in the progress of a company and they
should have a feeling that it is their own organisation and all are like a family
and employees get better quality of working life and offer opportunities
concept of Human Resource Development.
So, in this way from commodity concept of Human Resource Development concept
the Human resource evolve from last decades.
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  GROWTH OF HRM IN INDIA

 Early phase: It is said that HRM is a discipline of recent growth, it has had its origin
dating back to 1800 B.C.
 Legal Phase: The early roots of HRM in India could be traced back to the period after
1920. The Royal commission on labor in 1931 suggested the appointment of labor officers to
protect workers interests and act as a spokesperson of labor. After Independence, the
factories act 1948 made it obligatory for factory employing 500.
 Welfare phase: During the 1960’s the scope of personnel function has expanded a bit
covering labor welfare, participative management, industrial harmony etc. “In this period,
the human relation movement of west had also had its impact on Indian organizations.”
The legalistic preoccupations slowly gave to harmonious industrial relations & good
HRD practices.
 Development phase: In 1960s and 70s the HR professionals focused more on
developmental aspects of human resources. The emphasis was on striking a harmonious
balance between employee demands and organizational requirements. HRD has come to
occupy a centre stage and a focal point of discussion in seminars, conferences and academic
meets. The two professional bodies, IIPM and NILM were merged to form the National
Institute of Personnel Management (NIPM) at Calcutta.

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  HUMAN RESOURCE MANAGEMENT IN PAST

As, it is found that in the later year the human resource was merely treated only as a commodity
or factor of production they were compared with machines, equipments, tools, land which are
helpful in production. Worker’s emotions, their feelings, talent, knowledge were not explored
the only thing was consider how can they produce more n more.

The basic human resource activities that take place in various organisation include only:

 Selection of employee according to his/her talent and according to the job.

 Proper training was given to the employees after the selection so that they can improve
and can increase their efficiency and can produce more efficiently in a right manner so
that maximum can be achieved from them.
 Compensation was given according to their grade & scale not on their abilities only
compensation means payment in return of performing some work is given for their
survival only not extra is being paid to them only on occasions in some organisation
bonus (extra benefit in either monetary or non-monetary form) were paid to the workers.
 Their performance is being evaluated and were told to improve it not according to
employer but they were not rewarded for their better performance.
But as the time passes and competition increase employees became more educated
the trends also changes and as technologies improves day by day the activities also change to day
by day which concentrate more on employee interest that on organisation. So, that the
employees are more loyal and devotee to the organisation which helps to achieve in
organizational task in more & satisfactory manner.

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  CURRENT HR SCENARIO

Now, the concept of Human Resource Management has been changed and the concept of Human
Resource Development came into existence as Human Resource Management deals with people
and organisation relationship together to achieve organizational goals in an effective manner.

While Human Resource Development is the process of bringing people & organisation together
to achieve organizational target but also acquiring & sharpen the employees capabilities required
to perform various function which are associated with their present & future role to explore their
hidden talent and inner potential for their over all development and also develops an environment
& culture in which employer employees relationship, teamwork take place.

So, in short changes from part HRM converts into HRD whose main aim is to overall
development of human resources in order to contribute to the well being of the employees,
organisation and society by developing & trapping the hidden qualities in people.

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  HRM SCENARIO TO HRD

PAST TO CURRENT HR TRENDS

Period Emphasis Status Roles

1920-30 Welfare Management Clerical -welfare

paternalistic practices administrator

-ppliceman

1940-60 Expanding the role to Administrative -Appraiser

cover labour, welfare
-Advisor
Industrial Relations
& Personnel -Mediator
administration
-Legal advisor

1970-80 Efficiency, Development -Change agent

effectiveness
-Integrator
dimensions added
and emphasis on -Trainer
human values
-Educator
aspirations, dignity n
usefulness

1990s onward Incremental Productive & growth -Developer

productivity gains oriented
-counselor
through human
assets. -coach

-mentor

-problem solver

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The challenge of HR managers today is to recognize talent and nurture the same carefully and
achieve significantly productivity gains over a period of time from the past. The enterprise is
nothing but people. Technological advances globalize competition, demographic changes the
information revolution and trends toward a service society have changes the rules of the game
significantly.

This made organisation with similar set of resources to gain competitive advantage only through
effective and efficient management of human resources.

Employees are the primary pillars of corporate success. Machines neither have new ideas nor
they can solve problems or grasp opportunities only people who are involved and thinking can
make a difference which made the role of a HR manager in shifting rom a protector and screener
to the planner and change agent from the part . In present day competitive world, highly trained
and committed employees are often a firm’s best bet. HR professionals play a key role in
planning and implementing, downing, restructuring and other cost cutting activities which made
employees to perform the assigned tasks willingly and enthusiastically and thus offer a
competitive advantage to the organisation.

In a growing number of organizations human resources are now viewed as a source of

competitive advantage. Increasingly it is being recognized that competitive advantage can be
obtained with a high quality workforce that enables organizations to compete on the lines of
market responsiveness, product and service quality, differentiated products and technological
innovation.

Human Resource Management/ Development is concerned with people at work and their
relationship with each other and is a set of programmes. Functions and activities design to
maximize both personal & organizational goal by attracting & hiring qualified imaginative and
competent people for the organisation.

So, Human Resource Management involves various activities for the development of employees
which directly helps in the development of organisation in the present competitive era :

 Job Analysis
 Human Resource Planning
 Recruitment/selection
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  Training
 Development executive
 Career Development
 Human Resource Development
 Job Evaluation
 Performance & potential Appraisal
 Team work
 Employee welfare & Health & safety

Compensation

Compensation is the oldest tool of HR activities which are being implemented in the past year as
well as in the current year but the only change is that previous the employees are paid according
to their output not according to their skills & talent but now the concept has changed employees
are paid according to their skill talent and their work to be performed by them.

Recruitment/ selection
Again, recruitment and selection are also old method that are included in Human Resource
activities by which people of various skills talent and experience are invited for the various job
available in the organisation and the right person is selected and placed for the right job.

The only change that is found in recruitment & selection is the new and innovative ways of
hiring and selecting people for the various job from the past era now a days organisation adopts
various ways or method of recruitment form various sources like internal within the organisation
by various methods like promotions & transfer of employees form job to higher job or from one
place to another.

Job posting again from within the organisation by publicizing job on bulletin boards, electronic
media etc. and by employees re------ the organisation can recruit and select the employees.

Outside the organisation (external Resources) they can hire people of recruiting people direct
from the campus where they can find required talent and lastly by giving advertisement in
newspaper, Television and by the private employment search firms.

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Similarity the selection process is also changed from past in now a days various test, like
aptitude, Technical, personality, Intelligence like tests is organized then after that the selected
candidates have to appear for interviews which are also conducted in several phases that are not
done in past while recruiting the candidate.

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TRAINING

Training is the process of increasing the knowledge and skills of an employee from doing a
particular job which made employees to learn and upgrade themselves according to the
environment.

In the previous years the training were given to the employees when they join organisation so
that they can understand about the work which are to be performed by them.

But now a days need of training have emerged out differently not only new recruiter require
training for performing their task but also for the existing employees so that can also be upgrade
their knowledge and skill but also can prepare themselves for higher job performance.

Similarly, the methods are also changed now a days different training methods adopted
according to the nature of job like Job rotation, virtual training, Apprentice training, vestibule
training, Role playing etc. which helps the employees to learn and upgrade themselves side by
side doing their job at regular interval of time.

For that most of organisation has their own training centers which are full with new technologies
and techniques which helps employees in training.

Human Resource Planning

This is the new concept and a forward-looking function and is adopted by most of the
organisation. It tries to assess Manpower requirements in advance keeping all the things like
production schedule market fluctuation, demand forecast etc. in the background. The focus of
the plan is always on getting right number of qualified people into the organisation at the right
time so that reservoir of talent should be available at any time to carry out task without any delay
according to the planning people are prepared for the future which helps in cutting the zcost by
preparing appropriate manpower budget and accordingly control the costs by avoiding shortage
or excesses in manpower supply and made organisation competent well in advance by planning
Human resource.

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Executive & Career Development

This is also a new concept which organisation are giving stress so, as to retain attract talented
and good skill employees towards them in this the emphasis is given on growth & development
of the individual so that their abilities to manage various situation that arise their creativity also
develops so that an employee can also became an mentor, problem solver, risk taker.

By developing their decision-making skills, interpersonal skills, job knowledge organizational

knowledge etc. they adopt various techniques like management games case study, Role playing,
special projects, various assignments, job rotation, Assessment centers where these exercises
take place, so that the organisation develops an over all manager who can compete in every field.

By introducing the developmental concept of employees, the organisation is also giving the
employees by developing their career as now most of the organisation are now attracting and
strengthening themselves by saying “We are not developing managers but are developing their
career which helps both the parties i.e. if employees are associate with them and give their best,
they get opportunity to capture higher position.

As now their performance is not only evaluated or analyzed but their potential is also analyzed at
regular interval of time by which manager can judge their capabilities and accordingly trained
them to accomplish the future task.

So, in short today their various activities and techniques are used by organisation as a Human
Resource Management technique like HRIS- Human Resource Information System & SAP
(System Application Programme) where employees data is maintained including personal details
as well as job and performance detail which made the task easier as it can access easily as an
when it requires while taking decision in any relevant matter. where they develop individual,
culture, work environment and provide welfare and other benefits which lead employees to work
with team spirit and accomplished the desire goals and helps in establishing a magical
relationship between employees and organisation.

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  10 HR TRENDS WHICH ARE CHANGING

1. The Changing Role of the HR Professional

We need to put the “human” back into human resources. Employees are humans, not
commodities, and HR departments have to start seeing them differently. With the current push
towards strategies that engage employees, attract top talent, and contribute to the bottom line,
this change is imperative.

We need to stop whining about being at the table. These days, almost every book or article you
read about the role of HR talks about HR needing to be ‘at the table’ or to be more strategic.

For most HR leaders, the question is not ‘how do you get to the table’. It is ‘now that you are at
the table, how do you best contribute to the success of our organization?’ ‘How can you be taken
seriously at the table?’

Clearly the first step is to make sure that the organization’s HR practices are effective. The
practices should create competitive advantage by building strong organizations, strong leaders
and managers, and strong teams and employees. But few HR departments do this in a measurable
way. CEOs are demanding that HR stop giving lip service to strategic performance and find the
metrics that prove they are contributing to the growth and performance of the company through
effective people management.

Increasingly, more is being expected of HR practitioners than just being good at HR. They need
to broaden their skill-sets so that they can sit at the 3 executive table and understand as much
about the business as the other leaders.

A Finance person who only understands Finance and a financial perspective, a Sales person who
only understands Sales and the Sales perspective – these individuals will have limited career
prospects and very little chance of succeeding in a leadership role. The same holds true for HR
people. That this is the case is good news for HR. It means that HR and HR people are too
important to be set aside in the corner. It means that HR skills and knowledge need to be brought
to bear on the strategic management of the organization.

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Organizations consist of people. People are real. You can see them, touch them, hear them. And
people have capabilities. And those people with their capabilities will determine whether the
organization thrives or dies. If HR is to be perceived as an enabler of business strategies, they
need to be seen to be making measurable contributions to the bottom line through expense
reduction, or revenue generation, talent management and risk mitigation. HR people need to be a
lot more creative in the way they do things. The “one size fits all” approach doesn’t work
anymore. HR departments of today need to be the talent departments of tomorrow.

2 - The War for Talent

The most important corporate resource over the next 20 years will be talent: smart, sophisticated
business-people who are technologically literate globally astute, and operationally agile. Talent
really does matter – for example “top software developers are more productive than an average
software developer not by 10x, 100x, or even 1000x … but 10,000x” (Nathan Myhrvold, former
Chief Scientist, Microsoft)

According to The Conference Board of Canada, “the war for talent is fierce, and is likely to
become more so with the massive number of employees retiring in the next five years. Top
organizations are moving beyond the vanilla “employer of choice” concept to a more rigorous
strategy of attracting and retaining the right employees through branding.”

Here are the facts:

The Conference Board of Canada predicts a shortage of 1 million skilled workers by 2020.

By 2006, for every two workers leaving the workforce, only one will enter.

2.6 new jobs are expected to be created for every person entering the workforce.

Younger workers are now bosses of the older workers.

The key to attracting and retaining scarce skills is to be, and be seen to be, a first-tier employer
that can meet the needs of high potential/high performance employees.

Traditional workforce planning is being replaced by talent strategies and skills gap analysis.
Once they determine the gap, it becomes clear what talent they need to hire, to layoff, or to
develop or transfer internally. Now is not the time to sit in the ivory towers thinking you know
22
who your major contributors are. You need to dig deep into the organization to identify the top
talent, the high performers in every aspect of your business.

In all likelihood it’s not the people who are the most politically astute or the most popular.

Traditional marketing practices are going to have to be applied to recruitment. Employer

branding and unique selling points with a strong differentiator are imperative. Look at strategies
such as changing your employer brand from the groan-inducing “we’re a big successful
company” to a company delivering on the promise of continuous learning, work-life balance,
personally-fulfilling roles and innovative reward and recognition programs.

5 Some recruitment effectiveness strategies include:

􀂃 Employment branding

􀂃 Ongoing recruiting, not stop-start

􀂃 Nurturing relationships with strong candidates, even though no jobs for them are currently
available

􀂃 Referrals – this is particularly effective with Generation “Years. They do everything through
leveraging their networks. They are always connected – using mobile phones, text messaging,
instant messaging, blogging or email.

􀂃 Realistic job previews

􀂃 Managers trained in interviewing (so that they will create a favorable impression of company)

􀂃 Selection criteria – Can they do the job? (Competencies) Will they do the job? (Motivation)
Can we offer them what they are looking for?

(Cultural Fit)

􀂃 Rapid response and follow up – Hard to hire skills are in high demand

􀂃 Debrief candidates as quality control monitoring for recruitment process

􀂃 Most candidates will not get jobs – but they might be current or future customers, hence the
importance of handling the rejection process effectively.
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3. Outsourcing of HR Functions: The Virtual HR Organization

If you are an HR professional I doubt that you got hired for your ability to process employee
information changes, sort resumes or process the payroll every other week.

CEOs’ expectations of their senior HR people have changed significantly. The HR executive is
expected to deliver value in areas like organizational effectiveness, talent management, change
management, leadership development, succession planning, merger integration, strategic
compensation. If you read job postings for senior HR positions, these items are listed time and
time again as the key expectations for HR leaders.

The primary benefit of HR outsourcing is that it will allow you to keep your job because it will
enable you to tackle these more strategic issues!

HR professionals need to embrace outsourcing. They can’t be afraid of it.

Outsourcing of HR transactions is a proven way to reduce costs and get access to a higher level
of service.

There are five good reasons why companies outsource their HR services:

1. Cost reduction – economies of scale, automation and process

improvement, especially for transactional work

2. Focus – allows HR to allocate time to strategic, not transactional,

Concerns

3. Regulatory compliance – minimize or transfer legal risk to the

outsourcer and obtain specialized regulatory expertise.

4. Access to best technologies – mutual benefits to ensure technology is continually upgraded

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5. No available internal resources – provides an HR capability for a company that does not have
one, cannot staff it, or cannot afford a full-time resource, but has reached a size and complexity
where expertise is required

However, all that being said, the administrative, transactional aspects of HR are key. What you
need to do is identify them now – whether it’s your payroll, your Employee Assistance
Programs, your recruitment or your HRIS systems. Then you need to go out into the marketplace
and find outsourcing partners who can help take them off your hands. It’s the only way you are
going to become more strategic.

4. The Healthy Workplace: Wellness, Work-Life Balance

There is no competitive advantage in exhausted, sick and stressed-out workers.

There is growing recognition that there is a definite link between the work environment and the
health and well-being of its employees. Further, employers are now recognizing the connection
between employee health and the bottom line.

Consider…

􀂃 Specific types of work stress/strain are related to 2x the incidence of mental illness and
substance abuse, 5x the rate of certain cancers, 2x the rate of infection/injuries and 3x the
incidence of heart and back

problems – (Shain, 2000)

􀂃 Over half of the companies working for large employers feel stressed, one in three feels
burned out or depressed, many are thinking of quitting their jobs, and absenteeism is costing
employers billions each year. Let me talk about a few of the findings of a major government-
sponsored study of work-life conflict in Canada as well as published information from other
credible research sources that point to the importance of a healthy workplace:

􀂃 Some companies are experiencing the impact of compromised

mental health in an unprecedented manner: 1 in 5 employees will

experience a mental illness in their lifetime. Harvard School of Public

25
Health predicts that by 2020 depression will rank second to heart

disease as the leading cause of disability worldwide, and the cost of

mental illness in lost productivity in Canada alone is estimated to be

over 30 billion dollars annually. (Global Business and Economic

Roundtable).

􀂃 Canadians report working at a high speed "all the time," in greater

numbers than workers in 17 other countries, according to a new report released by the Canadian
Policy Research Networks. Working

continually at a high rate is twice as likely to result in health problems,

including stress. In turn, this leads to more absenteeism and disability

claims – both very costly to organizations.

So, where does this leave Canadian workers?

􀂃 Long working hours and heavy job demands were the main sources of work stress identified in
a Statistics Canada survey. Poor interpersonal relationships and the risk of accident or injury
were also cited as sources of stress on the job.

􀂃 The term ‘presenteeism’ has become part of the corporate lexicon,

describing employees who are able to come into work but are inhibited from optimal levels of
productivity by ongoing health issues and lack of desire to engage. This has emerged as a new
and growing concern.

􀂃 Rising mental health claims, primarily related to stress, depression and anxiety disorders, were
the top health and productivity-related

concern for organizations in 2005.

When we look in the mirror, we see ourselves as entire human beings not just people with jobs
and careers, but people with families, friends, beliefs, interests, passions, responsibilities, worries
26
and futures. We need to look at our people through the same mirror – not just as employees or
colleagues but as total human beings. If companies ignore the full humanity of their people, or if
people find it necessary to suppress their human-ness in the workplace, the tensions created eat
away at the vitality of the organization.

5. The Diverse Workforce

What does diversity mean? Canada has a reputation for embracing people of varied ethnicity,
religion, culture, language and beliefs. But our multicultural mix does not make us immune to
the challenges of managing a diverse workforce.

Diversity goes far beyond the traditional employment equity criteria of

gender, visible minority or aboriginal status, or disability. Diversity is not employment equity.
Diversity is a business strategy.

The reality is that today’s workforce and the workforce of the future will be made up of a
diverse, complex collection of employees, all with different needs and experiences. And this is
good, because an organization with a broad variety of people with a diverse range of perspectives
is better able to do business with a variety of people, to solve a variety of problems and to make
a variety of decisions.

As companies become more global and are using more offshore services, it creates the need for
diversity strategies that go beyond our own national borders. It will take a whole new level of
education, tolerance and a willingness to embrace change. HR will need to provide cross-cultural
support and training for virtual global teams.

But diversity is not just about race, colour and creed. Diversity is about managing the
demographic and psychographic characteristics of an evolving workforce.

6. The Impact of Technology

Resistance is futile! Eventually technology is going to eliminate most HR jobs as they exist
today. Which is another reason for HR professionals to become more strategic.

Technology, with all its self-service and anytime-anywhere communications capabilities,

coupled with outsourcing, guarantees there will be fewer HR people in corporations.
27
Technology continues to impact us profoundly, both in our personal lives and in the workplace,
and it will continue to evolve. While most of its impact has been overwhelmingly progressive
and positive, there are some downsides to its effect on our personal and work lives. Cell phones,
email, messaging and Blackberry-type devices have blurred the lines between worklife and
homelife.

Now we seem to be always on call, always reachable – in our cars, in the air, at home – virtually
everywhere.

To today’s young professionals computers, PDAs, cell phones, etc. have become appendages,
keeping them constantly connected.

7. Talent Management: Leadership Development

Leadership skills are not built through courses. Management is a function of what you do;
leadership is a function of what you are. When planning leadership development initiatives, the
tendency is to first look for courses.

One of the scarcest capabilities, now and for the foreseeable future, is leadership. As
organizations, their customers, their employees and their environment become more global, more
complex, more competitive and more subject to rapid and radical change, the competency
requirements for successful leadership are increasing exponentially.

Most organizations would acknowledge that they currently have a shortage of leadership talent
or bench strength; how will they fare when the bar keeps on being raised?

Leadership is less definable and therefore leadership capabilities are more difficult to build or
transmit. Indeed, one could debate whether leadership skills can be taught at all, or whether they
are innate.

8. Talent management: Succession Planning

We now live in a world where the jobs, the job requirements and the

organizations are constantly changing – acquisitions, divestitures, downsizing, mergers,

technology changes and on and on.

28
Many of us are in jobs that did not exist three years ago. Three years from now, many of us will
be in jobs that do not exist today.

The challenge for HR professionals is to figure out how to look deep into the organization to find
talented, visionary people with a passion for the future.

They need to anticipate the skills they will need in the future.

There are more and more younger people going into leadership or

management positions. What kind of mentoring and coaching do they need?

Traditional succession planning identified who could fill what box in the organization chart in
how many years time, and what skills they would need to get there.

Even if we have remained, or will remain, in the same box in the org chart, the chances are very
high that the skill requirements of our position will change significantly.

Many of us are in jobs that did not exist three years ago. Three years from now, many of us will
be in jobs that do not exist today. In this context of unceasing change, succession planning needs
to be re-engineered, to focus not on particular positions, which may or may not exist in the future
but rather on the competencies that the organization will need in the future, regardless of how the
individual positions or the organization chart changes.

9. Corporate Values and Culture

We are entering the third wave of public mistrust about corporations,

according to Market and social trend analyst Daniel Yankelovich. The first, set off by the Great
Depression, continued until World War II; the second, caused in part by economic stagflation
and the Vietnam War, lasted from the early 1960s until the early 1980s. In each of these periods
companies tended to be reactive, blaming a few bad apples, dismissing values as “not central to
what we do,” or ignoring opportunities to improve because “we don’t have to make major
changes.”

The current wave of disapproval began in 2001 with the bursting of the dotcom bubble, the
ensuing bear market and the financial scandals involving Enron, WorldCom, Tyco and others.

29
But this time, corporate response is different. Companies are going well beyond the PR exercise
of displaying values statements. They’re engaging in values-driven management improvement
efforts, training staff in values and appraising executives and staff on their adherence to values.

10. Impact of Legal and Compliance Issues

Today’s legislative and regulatory requirements surrounding data privacy, security, etc., are a
bureaucratic nightmare that Kafka would have been proud of.

Highly publicized instances of poor corporate governance, combined with growing consumer
concerns about security and privacy, have led us to an era of interventionist and regulatory
government involvement in many facets of our business.

30
  TRAINING AND DEVELOPMENT

Hr. Policy Manual

The HRSG HR Policy Manual contains up-to-date, thoroughly researched best practices, arising
from more than 15 years of experience in the effective management of human resources.

This manual is a comprehensive policy and procedure manual that combines current best
practice approaches with legal and ethical considerations, to effectively guide the
management of human resources in an organization.

The manual complies with all relevant Canadian* Provincial and Federal Codes and Acts, such
as the Employment Standards Act, Human Rights Code, etc. and has been extensively vetted by
Employment lawyers.

Note: Employers should be cognizant of the latest development in labour law and should consult
with an HR specialist or labour lawyer before implementing new HR policy.

31
  HR TRAINING PROGRAMS

HR Training Division

HRSG's Training division - horncores - specializes in knowledge management and adult

learning services.

We offer a number of Training Programs and Public Workshops, many of which are available in
both classroom and e-learning formats.

Training Programs

All of our Training Programs are designed to be tailored to the needs of specific clients or
organizations. Most programs can be provided in both seminar and workshop formats and can be
delivered in both official languages. All of our trainers have extensive experience in workshop
and/or focus group facilitation, and consistently receive excellent feedback from workshop
participants.

Public Workshops

We also offer a number of our programs in a public workshop format, including our very popular
Competency-based Selection© Interviewing Workshop.

Facilitation

A number of our Consulting and Associate staff have extensive experience in facilitation and
coaching. Our consultants are often engaged specifically to facilitate focus groups or team
meetings, and are well-known for their emphasis on group interactivity and engagement.

32
E-Learning Capabilities

HRSG can provide your organization with design and development services to support distance
and self-directed learning programs, with a particular emphasis on computer-based and web-
based learning strategies. Within this context, HRSG can embed a number of media within
these technologies including video/audio clip demonstrations for web/computer-based training
delivery

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  TRAINING AND DEVELOPMENT

Training is the process of learning a sequence of programmed behavior. It is application of

knowledge. It gives people an awareness of the rules and procedures to guide their behaviour. It
attempts to improve their performance on the current job or prepare them for an intended job.
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; help individuals in the
progress towards maturity and actualization of their potential capacities so that they become not
only good employees but also better men and women. In organizational terms, it is intended to
equip persons to earn promotion and hold greater responsibilities. Training a person for bigger
and higher job is development. And this may well include not only imparting specific skills and
knowledge but also inculcating certain personality and mental attitudes. In this sense
development is not much different from education.

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  NEEDS OF TRAINING

Most of the organizations prefer internal manning of positions than external hiring for obvious
for motivational benefits and cost effectiveness. Even though training emphasizes on increasing
the performance level of an employee, a continuous training function enables the performance
level of an employee, a continuous training function enables the organization to develop
employees for future responsible positions in the organization itself.

The need for manpower training in the organization may be categorized as follows:

1. Updating Knowledge: technological advancement, business environmental changes and

new management philosophies have now made it imperative for the organization to renew
and update the knowledge and skills of the employees so that they do not become redundant
for obvious functional incompetence.
2. Avoiding obsolescence: Recent economic liberalization programmes of Government of
India are necessitating organizational restruction, which inter alia, calls for training the
employees, irrespective of their functional level, for their redeployment in restructured jobs.
Therefore, the second important need of training is to avert functional obsolescence.
3. Improving performance: continuous training been required to renew and update knowledge
and skills of employees; it makes them functionally effective. The third need is therefore, to
make employees effective in their performance through continuous training.
4. Developing Human skills: Apart from emphasizing from emphasing on technical and
conceptual skills new training programmes also emphasise on developing human skills of
employees. Such human skill is necessary for effective interpersonal relations and sustain
healthy work environment. This need for training therefore, also cannot be ignored.
5. Imparting trade specific skills: in industrial employment, the convention is to recruit
workers and employees through compulsory apprenticeship training. Such apprenticeship
training enables an organization to impart industry and trade specific skills to workers. This
also, therefore, is an important need for manpower training.

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  RESPONSIBILITY OF TRAINING
Training is a responsibility of four main groups:

1. The top management, which frames the training policy.

2. The personnel department, which plans, establishes and evaluates instructional
programmes.
3. Supervisors, who implement and apply developmental procedures; and
4. Employees, who provide feedback, revision and suggestions for corporate educational
endeavors.
According to Prof. John Mee, the work of training should be done at two levels:

1. The training department should assume the primary responsibility for the instruction of
trainers in methods of teaching.
2. Line supervisors and employees should carry the bulk of the teaching load in the
following areas; On – the – job instruction of employees; instruction in the technical and
professional aspect of a business; daily development of supervisors and executives
through counseling.

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 RESPONS WHY MOST MANAGERS DON’T TRAIN EMPLOYEES

Most managers recognize that continuous learning in today’s marketplace is essential. They
know they are in the “Information Age.” They want a competitive high-performance
organization but they just don’t know where to begin. There are five key reasons why
managers don’t train their employees.

 They don’t have the time they are so busy doing more and more with less and less
that they simply don’t have the time. And, of course, this can be fatal to an
organization over time. What happens to a company in today’s competitive
marketplace who doesn’t continually invest in upgrading the skills of their
employees? It’s the same thing that would happen to a championship football or
baseball team that doesn’t practice every day. Soon, they are no longer a winner.
 They don’t know how to do it many managers are confronted by employees who want
training. These people want to develop their skills and help their companies succeed.
 They don’t know what material to use there are literally thousands of books, and
videos available to companies for training purposes. So, which ones do they choose?
This is why my management, sales, and motivational materials are so valuable. We
have carefully selected the materials, modularized the content so that each video is
full of good ideas that can be easily applied in the workplace.
 They don’t know how to follow it up one big concern many managers express is they
don’t know how to measure the value of the training that their employees receive.
With my programs, I recommend that managers use the workbooks to gain an “action
commitment from employees such that the manager need only to follow up on that
commitment.
 They don’t know how to get people to apply the new skills learned again, the way to
justify the investment in training employees is to measure the results. Each of my
programs keeps in mind how adults learn best. So they will learn, retain, and apply
what they have leaned immediately.

37
  CREATION OF A DESIRE FOR TRAINING

The employees can be persuaded to be interested in training programmes in one of the following
three ways:

1. They will respond to programmes involving changed behavior if they believe that the
resulting modification in the behavior is in their own interest, that they will receive
benefits as a result of their new behavior.
2. Trainees will change their behavior if they became aware of better ways of performing
and gain experience in the new pattern of behavior so that it becomes their normal
manner of operation.
3. Training may change his behavior in compliance with the forced demands of his
superiors or others with others than the training processes.

38
  IMPORTANCE OF TRAINING

Training offers innumerable benefits to both employees and employers. It makes the employees
more productive and more useful to an organization. The importance of training can be studied
under the following heads:

Benefits of the business:

 Trained workers can work more efficiently

 They use machines, tools, and materials in a proper way.
 There will be fewer accidents.
 Trained workers can show superior performance.
 Training makes employees to an organization
Benefits to the employees:

 Training makes employees more useful to a firm.

 Training makes employees more efficient and effective
 Training enables employees to secure promotions easily.
 Employees can avoid mistakes, accidents on the job.
 Thus, training can contribute to higher production.

39
  STEPS IN TRAINING PROGRAMME

Training programmes are a costly affair, and a time-consuming process. Therefore, they need to
be drafted very carefully. Usually in the organization of training programmed, the following
steps are considered necessary;

 Discovering and identifying the training needs.

 Getting ready for a job.
 Preparation of the learner.
 Presentation of operation and knowledge.
 Performances try out.
 Follow up and evaluation of the programme.

40
  Discovering and identifying training needs:

A training programme should be established only when it is felt that ti would assist in the
solution of specific operational problems. The most important step in the first place, is to make a
through analysis of the entire organization, its operations and manpower resources available in
order to find out” the trouble spots” where training may be needed.

Identification of training needs must contain three type of analysis – organizational analysis,
operations analysis, and man analysis. Organizational analysis centers primarily upon the
determination of the organization’s goals, its resources, and the allocation of the resources as
they relate to the organizational goals. The analysis of the organizational goal establishes the
framework in which, training needs can be defined more clearly. Operations analysis focuses on
the task or job regardless of the employee doing the job. This analysis includes the determination
the worker must do if the job is to be performed effectively. Man analysis reviews the
knowledge, attitude and skills of the incumbent in each position and determines what knowledge,
attitude, skills he must acquire and what alterations in his behaviour he must make if he is to
contribute satisfactory to the attainment of organizational objectives.

William Berliner and William McLarney say that discovering training needs involve five tasks:

a. Task description analysis

i. List the duties and responsibilities or task of the job under consideration,
using the job Description as a guide.
ii. List the standards of work performance on the job.
b. Determining training needs
i. Compare actual performance against the standards.
ii. Determine what parts of the job are giving the employee trouble.
iii. Determine what kind of training is needed to overcome the specific
difficulty or difficulties.
TASK DESCRIPTION ANALYSIS: the job or task analysis aims at determining what
constitutes the job, the methods that are used on the job, and the human skills required to
perform the job adequately. The job or task description that results, lays out the requirements of

41
task in terms of actual duties to be performed. The job specification lists the human skills and
knowledge required.

DETERMINING TRAINING NEEDS: training needs may be discovered / identified for the
new as well as the present employees and for solving the specific problem in the following ways:

1. Identifying specific problems: such problems are: productivity, high costs, poor material
and control, poor quality, high employee turnover and transfers, excessive fatigue etc.
problems like these suggest that training may be necessary.
2. Anticipating impeding and future problems: bearing on the expansion of business, the
introduction of new product, new services, new designs, new plant, new technology made of
organizational changes concerned with manpower inventory for present and future needs.
3. Management request: the supervisors and managers may make specific request for setting
training programmes. Though this method is simple and a correct such recommendations
may be built on faulty assumption; and requests may not coincide with each other or
organizational goals.
4. Interviewing and observing the personnel on the job: interviewing personnel and direct
questioning and observation of the employee by his supervisors may also reveal training
needs.
5. Performance appraisal: an analysis of the past performance records of the perspective
trainee and comparing his actual performance with the target performance may provide clues
to specific interpersonal skills that may need development.
6. Questionnaires: Questionnaires may be used for eliciting opinions of the employees on topic
like communication, satisfaction, job characteristics, their attitude towards working
conditions, pay promotion policies etc. these will reveal much information about where an
employee’s skills and knowledge are deficient.
7. Morale and attitude surveys: an occasional personnel audit may be conducted to forecast
future promotions, skill requirements, and merit rating, to initiate informal discussions and
examination of records and statistics regarding personnel, production, cost, reject and
wastages. All these generally reveal the potential problems to be tackled through training
programmes.

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  TYPES OF NEED ANALYSES

Many needs assessments are available for use in different employment contexts. Sources that can
help you determine which needs analysis is appropriate for your situation are described below.

 Context Analysis. An analysis of the business needs or other reasons the training is
desired. The important questions being answered by this analysis are who decided that
training should be conducted, why a training program is seen as the recommended
solution to a business problem, what the history of the organization has been with regard
to employee training and other management interventions.
 User Analysis. Analysis dealing with potential participants and instructors involved in
the process. The important questions being answered by this analysis are who will receive
the training and their level of existing knowledge on the subject, what is their learning
style, and who will conduct the training.

 Work analysis. Analysis of the tasks being performed. This is an analysis of the job and
the requirements for performing the work. Also known as a task analysis or job analysis,
this analysis seeks to specify the main duties and skill level required. This helps ensure
that the training which is developed will include relevant links to the content of the job.

 Content Analysis. Analysis of documents, laws, procedures used on the job. This
analysis answers questions about what knowledge or information is used on this job. This
information comes from manuals, documents, or regulations. It is important that the
content of the training does not conflict or contradict job requirements. An experienced
worker can assist (as a subject matter expert) in determining the appropriate content.

 Training Suitability Analysis. Analysis of whether training is the desired solution.

Training is one of several solutions to employment problems. However, it may not
always be the best solution. It is important to determine if training will be effective in its
usage.

 Cost-Benefit Analysis. Analysis of the return on investment (ROI) of training. Effective

training results in a return of value to the organization that is greater than the initial
investment to produce or administer the training

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 PRINCIPLE OF ASSESSMENT: use assessment instruments for which understandable
and comprehensive documentation is available.

Checklist for Training Needs Analysis

It is helpful to have an organized method for choosing the right test for your needs. A
checklist can help you in this process. Your checklist should summarize the kinds of
information discussed above. For example, is the test valid for your intended purpose? Is it
reliable and fair? Is it cost-effective? Is the instrument likely to be viewed as fair and valid by
the test takers? Also consider the ease or difficulty of administration, scoring, and
interpretation given available resources. A sample checklist that you may find useful appears
on the following page. Completing a checklist for each test you are considering will assist
you in comparing them more easily.

GETTING READY FOR THE JOB

Under this step, it is to be decided who is to be trained the new comer or the older employee,
or the supervisory staff, or all of them selected from different different departments. The
trainer has to be prepared for the job, for he is the key figure in the entire programme.

PREPRATION OF LEARNER

This step consists:

1. In putting the leader at ease (so that he does not feel nervous because of the fact he is on
the new job.
2. In stating the importance and ingredients of the job, and its relationship to work flow.
3. In explaining he is being taught.
4. Increasing interest and encouraging questions, finding out what the learner already knows
about his job or other jobs.
5. In explaining the why of the whole job and relating it to some job the worker already
know.
6. In placing as close to his normal working position as possible; and
7. In familiarizing him with the equipment, material, tool and trade terms.
PREPERATION OF OPERATION

44
This is the most important step in the training programme. The trainer should clearly tell, show,
illustrate and question in order to put over the new knowledge and operations. The learner should
be told of the sequence of the entire job, and why each step in its performance is necessary.
Instructions should be given clearly, completely and patiently; there should be an emphasis on
key points, and one point should be explained at a point. For this purpose, the trainer should
demonstrate or make use of audio/ video aids and should ask questions in order to indicate that
he really knows and understands the job.

PERFORMANCE TRY OUT

Under this, the trainee is asked to go through the job several times slowly, explaining him each
step. Mistakes are corrected, and if necessary, some complicated steps are done for the trainee
the first time. The trainee is asked to do the job, gradually building up skill and speed. As soon as
the trainee demonstrates that he can do the job in a right way, he is put on his own, but not
abandoned.

The trainee is then tested and the effectiveness of a training programme evaluated.

This is usually done by:

 Giving oral or written test to trainees to ascertain how far they have learnt the techniques
and principles taught to them and the scores obtained by them.
 Observing trainees on the job itself and administering performance tests to them.
 Finding out individual’s or a group’s reaction to the training programme while it is in
progress and getting them to fill up evaluation sheets.
 Arranging structured interviews with the participants or sending them questionnaires by
mails.
 Eliciting the opinion or judgment of the top management about the trainee performance.
 Comparing the results obtained after the training with those secured before the training
programme in order to find out whether any material change has taken place in attitude,
opinion, in the quality of output, breakage and the supplies used and in overhead costs.
 Study the profiles and charts of career development of the participants and related
assignment techniques.

45
Through one or a combination of these devices the validity of training programmes may be
ascertained.

Follow up

This step is undertaken with a view to testing the effectiveness of training efforts.

This consists in

a. Putting a trainee “on his own”.

b. Checking frequently to be sure that eh has followed instructions; and
c. Tapering off extra supervision and close and follow up until he is qualified to work with
normal supervision.

46
  INDUCTION AND ORIENTATION

These terms are interchangeably used to give a friendly welcome to the new employees as
members of the organization so also to introduce the new employees the employees with the
available installations, work norms organizational objectives and the job positions of the
employees. Some organizations make available programmed instruction materials to new
employees to help them to get acquainted with the departmental rules and regulations, their
entitlement for leave, pay, overtime, retirement benefits and other miscellaneous privileges,
which affect their whole service. Tata iron and steel company circulate to all their new
employees, a brief booklet under the name and style of Write your future in steel’ to illustrate
their career prospects. However such documented materials cannot be made available by all
organizations. They try to supplement it through a brief induction programme.

47
  CLASSIFICATION OF TRAINING PROGRAMMES

LEVEL NOS TYPES OF TRAINING

1.Workers 1. Introduction

2. Job training

3. Craft training

4. Special purpose training

2.Supervisors 1 Induction

2 Foremanship / shop floor

supervision
3
Manpower management
4

3. Staff members 1 Introduction

2 Professional

3 Technical

4 Human relations

4. Managers & Executives 1 Induction

2 Executive training

3 Training in executive

4 Development

48
A part from the routine training programmes for different levels, training on total quality
awareness and training encompassing all aspects of total quality management have now become
almost compulsory for all functional levels.

49
  SUPERVISORY TRAINING PROGRAMME

Supervisors monitor the work of the workers and are arms of the management. They must
have adequate skills, experience, ability and leadership. A supervisor is required to do a job
in five broad areas i.e. knowledge of the work, awareness of responsibilities, capacity to
instruct, skill in improving methods and ability to work with people.A tentative content of a
supervisor – training programme may be drawn after the charts of such contents prescribed
by Earl and William Mocorx as per the chart below:

Administrative Orientation Human relations Technical Instructor

training training training training training

Duties and The company size, Induction of new Basic Instructor

responsibilities of a structure of employees, giving science, training.
supervisor, basic organization, orders and directions mathematics Conference
principles of history, market communication. and statistics. leadership.
industrial share, Reduction Special
organization, achievements, absenteeism and labor technical
discipline and objectives and turnover self training.
control mission. Product improvement. Trade
training. Shop Grievance handling. training.
floor rules and TQM, small group Training on
regulations. activities, employee time study
Personnel policies. empowerment. and other
Union contract. industrial
Company services. engineering
Service techniques.
departments Production
planning and
control.
Labor
legislation.
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 TQM ISO
9001

 EXCUTIVE SUMMARY

In this dissertation we have tried to cover up the whole matter which is relevant and in
short so, that t conclusion can be drawn from a concise report.

The topic of our dissertation is “TRAINING AND DEVELOPMENT IN HDFC

BANK and a study is done in HDFC BANK for that. The report includes various trends that
followed in the organization.

In the first phase of the report we have discussed about the Human Resource
Management its objectives, importance in the organization. It’s evolution in India. Then the
light is thrown on the part Human Resource activities which are implemented in the organization
and the current trends are emphasized that are recently followed by every organization for their
betterment in this competitive era.

Second segment of the report includes the introduction of the Sugar mills and the various
HR trends which are being followed b the organization for the development of the organization
and its employers.

The main report starts from the Third phase in which the analysis is done on the basis of
the feedback given by the employees of the organization that helps us to draw the conclusion
about the various HR trends which have been implemented or followed in the organization.

Lastly the conclusion is drawn and the limitation of entire study is made at the finishing
stage of the dissertation.

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  OBJECTIVE OF THE STUDY

The objectives of this study are as follows:

 To know the history of Human Resource Management in the past period.

 To know the basic concept followed in the present scenario.
 To determine the changes in the welfare of employees as well as for the organization.
 To examine the implementation of new HR practices for the employees as well as for
the organization.
 To evaluate the value of concept in the modern system.

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  TRAINING FOR TOP AND MIDDLE MANAGEMENT

Top and middle management personnel are trained mainly on the following eight areas to
expose them to the managerial practices:

 Planning: this covers the policy, general programme and plans of the organization and
also methods for effective action.
 Control: to check current performance against predetermined standards to ensure
progress and also to record experience from the working of plans to serve as a guide
to possible future operations.
 Coordination: to balance the team efforts ensuring proper allocation of activities
among different members of the group.
 Motivation: this covers employee’s morale and is sought through by proper
leadership. The art of self motivation has to be included in the manager and
executives.
 Inspiration.
 Communication
 Decision
 Integration

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 TRAINING POLICY

Every company or organization should have well established training policy. Such a
policy represents the top management’s commitment to the training of its employees and
comprises rules and procedures governing the standard of scope of training. A training
policy is considered necessary for the following reasons:
a. to indicate a company’s intention to develop its personnel; to provide guidance in the
framing and implementation of programmes and to provide information concerning them
to all concerned.

b. To discover critical areas where training is to be given on a priority basis; and

c. to provide suitable opportunities to the employee for his own betterment.

54
  METHODS OF TRAINING

Broadly speaking, there are two methods of training i.e., on-the-job training and off the job
training.

a. on – the- job training in this method, the employee learns by doing. He is exposed to the
real work situation. An experienced employee will act as a friend, philosopher and guide.
The new employee follows the orders, carries out instructions and adopts the right technique
while doing the job. In this way he is able to learn the work practically. While doing so, he
can ask questions, seek clarifications on various job-related matters and obtain guidance from
his senior employee. Some of the widely used on the job training methods are discussed
below:

Job instruction training (JIT):

The JIT method is a four-step instructional process involving preparation, presentation,

performance try out and follow up. It is used primarily to teach workers how to do their
current jobs. A trainer, supervisor or commitment – worker act as the coach. The four step
followed in JIT methods are:

 The trainee receives an overview of the job, its purpose and its desired outcomes with
a clear focus on the relevance of training.
 The trainer demonstrates the job to give the employee a model to follow. The trainer
shows a right way to handle the job.
 Next, the employee is permitted to copy the trainer’s way
 Finally, the employee does the job independently without supervision.
3. Coaching and mentoring: Coaching is one-on-one relationship below trainees and
supervisors which offers workers continued guidance and feedback on how well they are
handling their tasks. Mentoring is a particular form of coaching used by experienced
executives to groom their junior employees. Normally, mentoring involves one coaching
for a period of several years until the individual is eventually capable of replacing the
mentor.

55
1. Merits of coaching and mentoring

2. Demerits of coaching and mentoring

3. APPRENTICESHIP TRAINING: apprenticeship training dates back to biblical times and is

frequently to train personnel in some skilled trades such as electricians, mechanics, tailors,
bricklayers and carpenters. The period of training ranges from two to five years depending on the
occupation in which the trainee is engaged. Apprenticeship refers to a combined on the job as
well as off the job training approach, in the sense that the trainee agrees to work for a salary
below that a fully qualified employee gets, in exchange for a specified number of formal training
hours in the organization. One advantage of apprenticeship training is its success; because
apprenticeship employs many of the principles of learning – such as modeling, feedback,
classroom training etc., and is often quite effective. The principal drawbacks of apprenticeship
training include the period of training at which the employees are underpaid may be quite long.
Also, the uniform period of training is not suitable to all. People have different abilities and,
learn at varied rates. Those who learn fast may quit the program in frustration. Slow learners may
require additional training time. It is also likely that in these days of rapid changes in technology,
old skills may get outdated quickly. Trainees who spend years learning specific skills may find,
upon completion of programmes, that the job skills they acquired are no longer required in the
market place.

Job rotation:

job rotation is also known as cross training. Job rotation is the process of training employees by
rotating them through series of related tasks. In job rotation, an individual learns several different
jobs within a work unit or department. He performs each for a specified time period. The
trainees, therefore, are exposed to various coaches, point of views, and task operations. Job
rotation has one main advantage; it makes flexibility possible in the department. Job rotation,
however, is common for training managers. Job rotation rather is very necessary for middle
managers because through rotation managers are exposed to different operations, departments
and acquire general knowledge of the company’s procedures and policies. The principal
weakness of job rotation includes:

56
1. It is very difficult to coordinate various assignments such as production, finance and
marketing etc.
2. Some of the coaches may not be motivated to concentrate on trainees assigned only for
short period.
3. Different coaches may espouse conflicting viewpoint of compnay’s policies and
procedures.

57
B. OFF THE JOB TRAINING

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

1. Vestibule training: in this method, actual work conditions are simulated in a class room.
Materials, files and equipment that are used in actual job performance are also used in
training. This type of training is commonly used for training personnel for electrical and
semi skilled jobs. The duration of this training ranges from a few days to a few weeks.
Theory can be related to practice in this method.
2. Role playing: it is defined as a method of human interaction that involves realistic
behaviour in imaginary situations. This method of training involves action, doing and
practice. The participants play the role of certain characters, such as the production
manger, mechanical engineer, superintendents, maintenance engineers, quality control
inspectors, foreman. Workers and the like. This method is mostly used for developing
interpersonal interactions and relations.
3. Lecture method: the lecture is a traditional and direct method of instruction. The
instructor organizes the material and gives it to a group of trainees in the form of a talk.
To be effective, the lecturer must motivate and create interest among the trainees.
4. Conference/ discussion approach: in this method, the trainer delivers a lecture and
involves the trainee in a discussion so that his doubts about the job get clarified. When
big organization use this method, the trainer uses audio visual aids such as blackboards,
mockups and slides; in some cases, the lectures are video taped or audio taped. Even the
trainee’s presentation can be taped for self confrontation and self assessment. The
conference is, thus, a group centered approach where there is a clarification of ideas,
communication of procedures and standards to the trainee.
5. Programmed instruction: in recent years, this method has become popular. The subject
matter to be learned is presented in a series of carefully planned sequential units. The
trainee goes through these units by answering questions or filling the blanks. This method
is thus, expensive and time consuming.
58
6. Behaviorally experienced training: some training programmes focus on emotional and
behavioral learning. Here employees can learn about behavior by role – playing in which
the role players attempt to act their part in respect of a case, as they would have in real
life situation. Business games, cases, incidents, group discussions and short assignments
are also used in behaviorally experienced learning methods. Sensitivity training or
laboratory training is an example of a method. Sensitivity training or laboratory training
is an example of a method used for emotional learning. The focus of experiential methods
is on achieving, through group processes, a better understanding of oneself and others.

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 ANALYSIS

(EMPLOYEES VIEW ABOUT TRAINING)

This analysis is based on employee’s view of organization about Training And Development
programme of their company.

The views expressed by the employees were collected and following are the findings of the
survey. These employees gave their opinions by filling a well designed open ended
questionnaire. A copy of questionnaire is given in Appendix I as a part of report. I take the
aspects covered by the survey one by one.

60
  COMPANY PROFILE

The Housing Development Finance Corporation Limited (HDFC) was amongst the first to
receive an 'in principle' approval from the Reserve Bank of India (RBI) to set up a bank in the
private sector, as part of the RBI's liberalisation of the Indian Banking Industry in 1994. The
bank was incorporated in August 1994 in the name of 'HDFC Bank Limited', with its registered
office in Mumbai, India. HDFC Bank commenced operations as a Scheduled Commercial Bank
in January 1995.

Promoter

Business Focus

Capital Structure

CBoP & Times Bank Amalgamation

Distribution Network

Management

Technology

Businesses

Ratings

61
 PROMOTERS

HDFC is India's premier housing finance company and enjoys an impeccable track record in
India as well as in international markets. Since its inception in 1977, the Corporation has
maintained a consistent and healthy growth in its operations to remain the market leader in
mortgages. Its outstanding loan portfolio covers well over a million dwelling units. HDFC has
developed significant expertise in retail mortgage loans to different market segments and also
has a large corporate client base for its housing related credit facilities. With its experience in the
financial markets, a strong market reputation, large shareholder base and unique consumer
franchise, HDFC was ideally positioned to promote a bank in the Indian environment.

BUSINESS FOCUS

HDFC Bank's mission is to be a World-Class Indian Bank. The objective is to build sound
customer franchises across distinct businesses so as to be the preferred provider of banking
services for target retail and wholesale customer segments, and to achieve healthy growth in
profitability, consistent with the bank's risk appetite. The bank is committed to maintain the
highest level of ethical standards, professional integrity, corporate governance and regulatory
compliance. HDFC Bank's business philosophy is based on four core values - Operational
Excellence, Customer Focus, Product Leadership and People.

62
 CAPITAL STRUCTURE

As on 30th June, 2010 the authorized share capital of the Bank is Rs. 550 crore. The paid-up
capital as on said date is Rs. 459,69,07,030/- (45,96,90,703 equity shares of Rs. 10/- each). The
HDFC Group holds 23.63 % of the Bank's equity and about 17.05 % of the equity is held by the
ADS Depository (in respect of the bank's American Depository Shares (ADS) Issue). 27.45% of
the equity is held by Foreign Institutional Investors (FIIs) and the Bank has about 4,33,078
shareholders.

The shares are listed on the Bombay Stock Exchange Limited and The National Stock Exchange
of India Limited. The Bank's American Depository Shares (ADS) are listed on the New York
Stock Exchange (NYSE) under the symbol 'HDB' and the Bank's Global Depository Receipts
(GDRs) are listed on Luxembourg Stock Exchange under ISIN No US40415F2002.

63
 CBOP & Times Bank Amalgamation

On May 23, 2008, the amalgamation of Centurion Bank of Punjab with HDFC Bank was
formally approved by Reserve Bank of India to complete the statutory and regulatory approval
process. As per the scheme of amalgamation, shareholders of CBoP received 1 share of HDFC
Bank for every 29 shares of CBoP.

The merged entity will have a strong deposit base of around Rs. 1,22,000 crore and net advances
of around Rs. 89,000 crore. The balance sheet size of the combined entity would be over Rs.
1,63,000 crore. The amalgamation added significant value to HDFC Bank in terms of increased
branch network, geographic reach, and customer base, and a bigger pool of skilled manpower.

In a milestone transaction in the Indian banking industry, Times Bank Limited (another new
private sector bank promoted by Bennett, Coleman & Co. / Times Group) was merged with
HDFC Bank Ltd., effective February 26, 2000. This was the first merger of two private banks in
the New Generation Private Sector Banks. As per the scheme of amalgamation approved by the
shareholders of both banks and the Reserve Bank of India, shareholders of Times Bank received
1 share of HDFC Bank for every 5.75 shares of Times Bank.

DISTRIBUTION NETWORK

HDFC Bank is headquartered in Mumbai. The Bank at present has an enviable network of 1,725
branches spread in 780 cities across India.All branches are linked on an online real-time basis.
Customers in over 500 locations are also serviced through Telephone Banking. The Bank's
expansion plans take into account the need to have a presence in all major industrial and
commercial centres where its corporate customers are located as well as the need to build a
strong retail customer base for both deposits and loan products. Being a clearing/settlement bank
to various leading stock exchanges, the Bank has branches in the centres where the NSE/BSE
have a strong and active member base.

64
The Bank also has 4,727 networked ATMs across these cities. Moreover, HDFC Bank's ATM
network can be accessed by all domestic and international Visa/MasterCard, Visa
Electron/Maestro, Plus/Cirrus and American Express Credit/Charge cardholders.

65
 MANAGEMENT

Mr. C.M. Vasudev has been appointed as the Chairman of the Bank with effect from 6th July
2010 subject to the approval of the Reserve Bank of India and the shareholders. Mr. Vasudev has
been a Director of the Bank since October 2006. A retired IAS officer, Mr. Vasudev has had an
illustrious career in the civil services and has held several key positions in India and overseas,
including Finance Secretary, Government of India, Executive Director, World Bank and
Government nominee on the Boards of many companies in the financial sector.

The Managing Director, Mr. Aditya Puri, has been a professional banker for over 25 years, and
before joining HDFC Bank in 1994 was heading Citibank's operations in Malaysia.

The Bank's Board of Directors is composed of eminent individuals with a wealth of experience
in public policy, administration, industry and commercial banking. Senior executives
representing HDFC are also on the Board.

Senior banking professionals with substantial experience in India and abroad head various
businesses and functions and report to the Managing Director. Given the professional expertise
of the management team and the overall focus on recruiting and retaining the best talent in the
industry, the bank believes that its people are a significant competitive strength.

66
 TECHNOLOGY

HDFC Bank operates in a highly automated environment in terms of information technology and
communication systems. All the bank's branches have online connectivity, which enables the
bank to offer speedy funds transfer facilities to its customers. Multi-branch access is also
provided to retail customers through the branch network and Automated Teller Machines
(ATMs).

The Bank has made substantial efforts and investments in acquiring the best technology available
internationally, to build the infrastructure for a world class bank. The Bank's business is
supported by scalable and robust systems which ensure that our clients always get the finest
services we offer.

The Bank has prioritised its engagement in technology and the internet as one of its key goals
and has already made significant progress in web-enabling its core businesses. In each of its
businesses, the Bank has succeeded in leveraging its market position, expertise and technology to
create a competitive advantage and build market share.

67
 BUSINESS

HDFC Bank offers a wide range of commercial and transactional banking services and treasury
products to wholesale and retail customers. The bank has three key business segments:

Wholesale Banking Services

The Bank's target market ranges from large, blue-chip manufacturing companies in the Indian
corporate to small & mid-sized corporates and Agri-based businesses. For these customers, the
Bank provides a wide range of commercial and transactional banking services, including
working capital finance, trade services, transactional services, cash management, etc. The bank
is also a leading provider of structured solutions, which combine cash management services
with vendor and distributor finance for facilitating superior supply chain management for its
corporate customers. Based on its superior product delivery / service levels and strong customer
orientation, the Bank has made significant inroads into the banking consortia of a number of
leading Indian corporates including multinationals, companies from the domestic business
houses and prime public sector companies. It is recognized as a leading provider of cash
management and transactional banking solutions to corporate customers, mutual funds, stock
exchange members and banks.

Retail Banking Services

The objective of the Retail Bank is to provide its target market customers a full range of
financial products and banking services, giving the customer a one-stop window for all his/her
banking requirements. The products are backed by world-class service and delivered to
customers through the growing branch network, as well as through alternative delivery channels
like ATMs, Phone Banking, Net Banking and Mobile Banking.

The HDFC Bank Preferred program for high-net-worth individuals, the HDFC Bank Plus and
the Investment Employee y Services programs have been designed keeping in mind needs of
customers who seek distinct financial solutions, information and advice on various investment
avenues. The Bank also has a wide array of retail loan products including Auto Loans, Loans
against marketable securities, Personal Loans and Loans for Two-wheelers. It is also a leading

68
provider of Depository Participant (DP) services for retail customers, providing customers the
facility to hold their investments in electronic form.

HDFC Bank was the first bank in India to launch an International Debit Card in association with
VISA (VISA Electron) and issues the Mastercard Maestro debit card as well. The Bank
launched its credit card business in late 2001. By March 2010, the bank had a total card base
(debit and credit cards) of over 14 million. The Bank is also one of the leading players in the
“merchant acquiring” business with over 90,000 Point-of-sale (POS) terminals for debit / credit
cards acceptance at merchant establishments. The Bank is well positioned as a leader in various
net based B2C opportunities including a wide range of internet banking services for Fixed
Deposits, Loans, Bill Payments, etc.

Treasury
Within this business, the bank has three main product areas - Foreign Exchange and Derivatives,
Local Currency Money Market & Debt Securities, and Equities. With the liberalization of the
financial markets in India, corporates need more sophisticated risk management information,
advice and product structures. These and fine pricing on various treasury products are provided
through the bank's Treasury team. To comply with statutory reserve requirements, the bank is
required to hold 25% of its deposits in government securities. The Treasury business is
responsible for managing the returns and market risk on this investment portfolio.

CREDIT RATING

The Bank has its deposit programs rated by two rating agencies - Credit Analysis & Research
Limited (CARE) and Fitch Ratings India Private Limited. The Bank's Fixed Deposit programme
has been rated 'CARE AAA (FD)' [Triple A] by CARE, which represents instruments considered
to be "of the best quality, carrying negligible investment risk". CARE has also rated the bank's
Certificate of Deposit (CD) programme "PR 1+" which represents "superior capacity for
repayment of short-term promissory obligations". Fitch Ratings India Pvt. Ltd. (100% subsidiary
of Fitch Inc.) has assigned the "AAA (and)" rating to the Bank's deposit programme, with the
outlook on the rating as "stable". This rating indicates "highest credit quality" where "protection
factors are very high"

69
The Bank also has its long term unsecured, subordinated (Tier II) Bonds rated by CARE and
Fitch Ratings India Private Limited and its Tier I perpetual Bonds and Upper Tier II Bonds rated
by CARE and CRISIL Ltd. CARE has assigned the rating of "CARE AAA" for the subordinated
Tier II Bonds while Fitch Ratings India Pvt. Ltd. has assigned the rating "AAA (and)" with the
outlook on the rating as "stable". CARE has also assigned "CARE AAA [Triple A]" for the
Banks Perpetual bond and Upper Tier II bond issues. CRISIL has assigned the rating "AAA /
Stable" for the Bank's Perpetual Debt programme and Upper Tier II Bond issue. In each of the
cases referred to above, the ratings awarded were the highest assigned by the rating agency for
those instruments.

Corporate Governance Rating

The bank was one of the first four companies, which subjected itself to a Corporate Governance
and Value Creation (GVC) rating by the rating agency, The Credit Rating Information Services
of India Limited (CRISIL). The rating provides an independent assessment of an entity's current
performance and an expectation on its "balanced value creation and corporate governance
practices" in future. The bank has been assigned a 'CRISIL GVC Level 1' rating which indicates
that the bank's capability with respect to wealth creation for all its stakeholders while adopting
sound corporate governance practices is the highest.

70
CAREER

HDFC Bank is a young and dynamic bank, with a youthful and enthusiastic team determined to
accomplish the vision of becoming a world-class Indian bank.

Our business philosophy is based on four core values - Customer Focus, Operational
Excellence, Product Leadership and People. We believe that the ultimate identity and success
of our bank will reside in the exceptional quality of our people and their extraordinary efforts.
For this reason, we are committed to hiring, developing, motivating and retaining the best people
in the industry.

Mission and Business Strategy

Our mission is to be "a World Class Indian Bank", benchmarking ourselves against international
standards and best practices in terms of product offerings, technology, service levels, risk
management and audit & compliance. The objective is to build sound customer franchises across
distinct businesses so as to be a preferred provider of banking services for target retail and
wholesale customer segments, and to achieve a healthy growth in profitability, consistent with
the Bank's risk appetite. We are committed to do this while ensuring the highest levels of ethical
standards, professional integrity, corporate governance and regulatory compliance.

Our business strategy emphasizes the following:

Increase our market share in India’s expanding banking and financial services industry by
following a disciplined growth strategy focusing on quality and not on quantity and delivering
high quality customer service.

Leverage our technology platform and open scaleable systems to deliver more products to
more customers and to control operating costs.

Maintain our current high standards for asset quality through disciplined credit risk
management.

Develop innovative products and services that attract our targeted customers and address
inefficiencies in the Indian financial sector.

71
Continue to develop products and services that reduce our cost of funds.

Focus on high earnings growth with low volatility.

72
  SWOT ANALYSIS

STRENGTHS

One of the biggest plus points of HDFC Bank offices at Lucknow is their staff. The HR
Department has people that are not only extremely competent in their functions, but are also
dedicated to their duties that they have to perform. As a result, all the day-to-day activities are
carried out in an extremely efficient manner and no work is left pending. Apart from this, the
pleasing attributes of the co-workers creates a tension-free atmosphere at the office, which in
itself is a motivation for increasing productivity of the organization as a whole. HDFC Bank at
Lucknow is housed in a magnificent multistoried building which provides all the comfort one
needs as far as work is concerned, including canteen services where one can refresh one’s mind
and get back to work with even more vigor.

WEAKNESSES

The HDFC Bank office at Lucknow caters to the population residing in UP East, which has a
very large population. Thus, it is natural that the recruitment process functions throughout the
year with a very large number of applicants wanting to join the organization. The applicants
have to undergo the BPAT and the CRISP tests at the Lucknow Office. Unfortunately, despite
being housed in a multistoried building which is totally owned by the Company, there is not
enough space for a large number of applicants to take the tests at the same time and thus the
waiting time for the applicants’ increases. Apart from this there are frequent breakdowns in the
link ups of the computers with the server resulting in further loss of time and disappointment for
the test takers. This problem needs to be rectified and can easily be done by creating more space
or just shifting part of the set up to some other room on the same floor. It has also been found
that the final set of documents for the candidates who are selected are not received within the
required time period, which leads to delay in finalization of the recruitment process for some
candidates. This problem can be rectified if a list of required documents is attached with the
offer letter and then handed over to the selected candidate. This will not only facilitate the
process, but will also reduce unnecessary wastage of time and burden on the recruiter.

73
OPPORTUNITIES

The external environment with respect to the functioning of the office of HDFC Bank at
Lucknow is extremely beneficial to the organization. Lucknow, being the capital city, is easily
accessible from all parts of East UP and prospective candidates aspiring for a career at HDFC
Bank find it easy to locate the office. The location also facilitates the staffs who wish to travel
in the course of their job activities. The modern and imposing multistoried building housing the
offices stands out in the locality as a center of excellence in keeping with the tradition of the Tata
Group being amongst the best organizations in the country.

THREATS

As such, the only perceived threats are from the competitors, like ICICI Bank, Axis bank etc.
who also have good infrastructure and vie with each other to attract the best talent. These
organizations could also indulge in poaching of experienced staff from HDFC Bank.

74
CHAPTER NO: 2

RESEARCH METHODOLOGY

REASEARCH METHODOLOGY is a way to systematically solve the research problem. It

may be understood as a science of studying how research is done. In it we study the various
steps that are generally adopted by a researcher in studying his research problem. It is
necessary for a researcher to design the methodology for the problem as the method may
differ from problem – problem.

RESEARCH PROCESS:

Before embarking on the details of research methodology & techniques, it seems appropriate
to present a brief overview of the research process. Research process consists of series of
actions or steps necessary to effectively carry out research and the desired sequencing of
these steps. One should remember that the desired sequencing of these steps. One should
remember that the various steps involved in a research process are not mutually exclusive;
nor are they separate and distinct. They do not necessarily follow each other in any specific
order and the researcher has to be constantly anticipating at each step in the research process.
However, the following order concerning various steps provide a useful procedural guideline
regarding the research process

DEFINING THE PROBLEM:

The objective of the project was to undertake a study on training and development of the
employees working in Eveready, with a view to know the improvement in performance after
the training programme was imparted to them.

DEVELOP A RESEARCH DESIGN:

Research design is the conceptual structure within which research is conducted; it is basically
the blueprint for the collection of data, measurement it analysis of data. A research design is
the arrangement of conditions for collection and analysis of data in a manner that aims to
combine relevance to the research purpose with economy in procedure.
75
My research design is of descriptive type. Descriptive research includes survey fact – finding
& enquiries of different kinds, with a major purpose of description of affairs as it exists at
present.

DATA COLLECTION: I have used primary and secondary data for which a comprehensive
questionnaire was prepared and was got filled up by the employees of the organization.

PRIMARY

QUESTIONNAIRES:

A formal list of the questions answered by the employees of Eveready and later analyzing the
responses.

We have used structured questionnaire as a formal list of questions produces more reliable
results.

Direct personal:

Personal interview is the most versatile and flexible.

INTERVIEW:

Direct face to face conversation helps in getting accurate data.

SECONDARY:

Internet

Books

SAMPLING:

Sampling procedure includes finite type of universe with random sampling which comes
under probability method of sampling because under this method every item of the universe
has an equal chance of being selected & no place for biases.

SAMPLING DESING:

76
 A sampling design is a definite plan for obtaining a sample from a given population. It refers
to the technique or the procedure the researcher would adopt in selecting items for the
sample. Sample design is determined before data are collected.

The sample size should also be ascertained before starting the research program. The larger
the sample sizes the better and accurate will be the result. I have chosen a sample size of 25
employees although I wished that it had been larger if the time would not have been the
limiting factor.

DATA COLLECTION:

The task of data collection begins after a research problem has been defined and research
design / plan chalked out. While deciding about the method of data collection to be used for
the study, two types of data are used:

a) PRIMARY DATA are those which are collected a fresh and for the first time, and thus
happen to be original in character.
b) SECONDARY DATA on the other hand are those which have already been collected by
someone else and which have already been passed on.
c) The methods of collecting primary and secondary data differ since primary data are to be
originally collected, while in case of secondary data the nature of data collection work is
merely that of compilation.
d) PROCESSING & ANALYSIS OF DATA: The data, after collection, has to be
processed and analyzed in accordance with the outline laid down for the purpose at the
time of developing the research plan. This is essential for a scientific study and for
ensuring that we have all relevant data for making comparisons and analysis.
The term ANALYSIS refers to the computation of certain measures along with searching for
patterns of relationship that exist among the data – groups. The term PROCESSING
technically speaking implies editing, coding, classification, and tabulation of collected data.

SAMPLE SIZE: 30 EMPLOYEES

77
CHAPTER NO: 3

LITRATURE REVIEW

Dr. sarbjit, direction apeejay college of engineering, gorgon, India, august 18, 2009.In today’s
fast moving economy and prevailing uncertainty all around us, the role of HRD is lot more than
just identifying suitable manpower and meeting organizational training needs. Developing
people’s full capabilities and managing them well is the heart of any organization. This article
focus on three controlling elements for the success of any business that are people, time and cost.

Paul Lewis, William j. rothwell, lindamillar, Ahad manganic, 14/2010.This article says that, the
effective use of human resources is seen as a perquisite, and the training and development of
employees as paramount. The growth of training and development as an academic subject
reflects its growth in practice.

Department of psychology & institute of Molecular Biology, University of Oregon, Eugene,

OR 97403; and †Sackler Institute for Developmental Psychobiology, Weill Medical College of
Cornell University, New York, NY 10021 ,August 9, 2005. This article test training effects on
different age group. They compared with different types of no training (control groups) in 4years
old and 6 years children and attention training (experimental group).

lane randale crocket California museum of science and industry, California museum foundation,
700 state drive, loss Angeles, California 90037, USA 2008
This article identifies useful and feasible methods to meet these needs. Finally, it suggested that
informal science learning is understood as a collective entity. Main focus is on learning
activities, and on methods.

L.B.oio & D.A.olanivan,2008.This article examines the impact of training and development on
the performance of home economics teaching schools important. The study revealed among
others that and development has a positive impact on the performance of home economics
teachers.

78
 Barid, liayd, grith Darrell, undersong, john, 2003.This article focuses on training and
development strategies require remodeling due to globalization and fast-moving business. In
order to enhance performance with less cost and development certain as peers of business,
learning opinions frameworks has been defined.

79
CHAPTER NO: 4

DATA ANALYSIS

1. Were you trained during the time of joining in organization

Experienced 10
Fresher 20

Interpretation:

The above graph indicates that organization considers training as a part of organizational
strategy.

80
2. what was the training procedure
Job training 17
Craft Training 3
Induction Training 4
Refresh Training 3
Promotion training 3

Interpretation:

The above graph indicates that organization give priority to Job training .

81
3. What was the duration of the training
3 months 0
6 Months 8
One year 22

Interpretation:

The above graph indicates the training period in most of the companies is one year maximumly.

82
4. Were you internally trained
Yes 24
No 6

Interpretation:

The above graph indicates that organization conduct internal training.

83
5. What was the duration of the training
1 day 0
Less than a week 4
More than a week 26

Interpretation:

The above graph indicates that organization training period last more than a week.

84
85
6. How far the training programme has been effective for your job profile

Less Effective 0
Effective 18
Very Effective 12

Interpretation:

The above graph indicates the training conducted are effective for employees work
performance.

86
7.Have you Attended any training programme outside the organization:

yes 15
no 15

Interpretation:

The above graph indicates that 50% people had attended complete training.

87
8.Have you Attended special training programme inside the organization

yes 30
no 0

Interpretation:

The above graph indicates that 100% people had attended special training.

88
9.How far the training programme help you in your job profile

Effective 9
Very effective 21

Interpretation

The above graph indicates that 70% people had got effective results by attending traning
program.

89
 10. Has the training programme help you in promotion and job satisfaction

yes 30
no 0

Interpretation

The above graph indicates that 100% people had got benefits by attending training
program.

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 CONCLUSION

This project deals with training and development of employees. It main focus is on the activities
of HDFC bank. I have also tried to analyze the level of satisfaction achieved by the employees
through these activities.

To achieve my aim I conducted an exhaustive search into the various training and development
programmes conducted by HDFC bank during the period. I have tried to examine the process
adopted for introduction and conduction of such programmes.

I also prepared questionnaire to obtain the training & development of HDFC bank. An analysis
of the results was conducted to get an insight into the level of satisfaction achieved through this
training programme by the trainees.

A part from the analysis, this report also contains the suggestions and recommendations given by
the trainees in respect of this training. These suggestions would help the trainers to frame and
even more effective and efficient training programme in future.

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 SUGGESTION

 These should be an increase in number of training programme for workers and employees
of different departments so that apart from improving their out put they start believing the
organization is making an effort to improve their condition on the whole.
 A regular pre–employment training has to be a part of comprehensive programme of
employee's education.
 More interaction between the managerial staff and employees to be encouraged and each
supervision to give a report on the employees under his supervision.
 The personnel department should give more consideration on the lowest employee cadre
for their social and economical development.
 The essentially like certificates for the training done to be given so that a employee’s ego
is also satisfied.
 The old employee who are master in their work should give sufficient time with new ones
so that loss factors
 Start of monetary and non – monetary regards to be given to improve better cordial
relation between the management and workers.

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 RECOMMENDATIONS

As stated in the questionnaire the respondent stated their views regarding the improvements
needed in the training programme & service same of these suggestions and recommendation are
proceed regarding the training programme are listed below.

 Such training programme should be held at regular intervals so that trainer could update
& review the training activities.
 Proper function of audio/ visuals aids should be provided by the dependents.
 Pre information & suggestion regarding the training should be given & taken respectively
from the concerned trainees.

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 LIMITATIONS OF THE STUDY

The survey has been done with full efforts and utter car but still there are some limitations
beyond control which might make the findings and conclusion in the report a little of beam.

Although we attained success in our dissertation to a great extent but still could not provide the
ideal state of current HR trends prevailing in private sectors due to certain reasons which are :-

1- The time is assumed that the information given by the respondents are authentic and
to the best of their knowledge.
2- Information provided by the respondents might be biased and have variation with
their actual action.
3- Subjective nature of the study the perception of the viewers change and different
conclusion can be drawn by different viewers.
4- It is assumed that the information give by the respondent by authentic and to the best
of their knowledge

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 BIBILIOGRAPHY

1- ASHWATHAPA K, Human Resource and Personal Management.

2- MONAPPA & SAIYADAIN, Personal Management, TATA MC Graw Hill, second
edition.
3- RAO VSP, Human Resource Management
4- Research Methodology CR Kothari
5- Newspaper
Times of India

Economic Times

6- Magazines :
Business Today

Business world

7- Reinforce (Reliance Communication family Magazine)

8- Website :
www. dsclajabpur.com

www.google.com

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 ANNEXURE

QUESTIONNAIRE

1. Were you trained during the time of joining in organization

 Experienced
 Fresher
If fresher:
2. What was the training procedure
 Job training
 Craft Training
 Refresh Training
 Promotion training
3. What was the duration of the training
 3 months
 6 Months
 One year
If experienced:
4. Were you internally trained
 Yes
 No
5. What was the duration of the training
 1 day
 Less than a week
 More than a week
6. How far the training programme has been effective for your job profile
 Less Effective
 Effective
 Very Effective

7. Have you Attended any training programme outside the organization:

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 Yes
 No
8. Have you Attended special training programme inside the organization
 Yes
 No
9. How far the training programme help you in your job profile
 Less effective
 Effective
 Very effective
10. Has the training programme help you in promotion and job satisfaction
 Yes
 No

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