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EXECUTIVE SUMMARY

Human Resource Management is the most vital part of any organizational management. Overall management goals and objectives are always attached to the human resource management. The Personnel manager plays a major role in creating a positive and dynamic management philosophy in an organization. Personnel Manager in an organization covers the organizational behavior of the people, their communication, motivation, team-building, training& development of the employees in the organization. So, the human resource management plays the most effective role in enhancing the process of developing the work culture and positive outlook among the employees in the organization. Every organization needs to have a trained and experienced people to perform the activities that have to be done. If the current potential job applicants can meet the requirements than training is not required but if he does not, than it is necessary to raise the skill level and increase the versatility and adoptability of the employees. The need of the individual has to be identified in order to provide adequate training according to his requirements. The study conducted at The Claridges, New Delhi aims at identifying the need for training and evaluating the training programmes and checks its effectiveness and impact on the employees. The scope of the project and the activities carried out were divided into the following four stages. (1.) Reading for having the basic understanding of the project-: This stage involved extensive reading of various books, magazines, journals, and internet websites to have the idea about the chosen topic. Various magazines like Human resource Management review, books on training and development etc were read for the asaid purpose. Collecting the data related to training & development-: It involved collection of data with respect to the chosen topic of interest. Secondary data for this purpose was collected from various sources such as HR books, books on training and development, magazines, journals, etc. Questionnaire designing and primary data collection-: The questionnaire was designed under the guidance of our faculty to collect the data relating to the topic. The questionnaire was than circulated to the employees of the organization so that the relevant data could be collected.
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(2.)

(3.)

(4.)

Data analysis and conclusion-: In the final stage the data so gathered was interpreted and analysed.Upon analysis of the data conclusions was drawn and recommendations were finally added to the project report.

1. INTRODUCTION
TRAINING & DEVELOPMENT - AN OVERVIEW
Training is a critical process within the business. The quality requirement for training is no different than the quality requirement for any other critical process. Mike Wills

According to Mathis, Jackson (2003) Training is a process whereby people acquire capabilities to aid in the achievement of organizational goals. Training provides knowledge and skills that are useful for present job. Development is a broader term as it focuses on capabilities that are useful for both present and future jobs. Training can be seen as a retention effort because primarily employees leave organization because of limited career training and development opportunities. Today organizations are becoming result-oriented as they are facing competitive pressures, so they require employees whose knowledge, skills and abilities (KSAs) can deliver results. For this, the employees need to be trained continually to update their capabilities. There is always a gap in KSAs required by organizations and KSAs possessed by potential trainees and training intends bridging this gap. If imparted effectively, it leads to: Improvement in performance and potential  Increase in productivity  Quality Improvement  Fulfillment of future needs of the people  Prevention of obsolescence of the existing employees  Increase employees self-efficacy and overall effectiveness  Motivation and belongingness with the company Training Process takes place in phases i.e. Training Needs Identification, Training Planning and Conduction, Training Evaluation. There are various methods of conducting training which are described later. Also there are various models of training evaluation but here the main focus is on Kirkpatrick model of evaluation.

TRAINING & DEVELOPMENT IN HOSPITALITY SECTOR


Hospitality sector is growing at a very fast rate in India. The sector is growing at a rate of approximately 8%. This sector can be classified into hotel industry, travel and tourism, restaurants, pubs, clubs and bars, contract catering, and aviation. Other than that, opportunities also exist in universities, sporting venues, exhibition centers and smaller events management companies.

The major challenge of this sector is shortage of skilled employees along with the challenge of attrition rate. Skilled chefs and managers are in great demand. Managers require huge range of competencies such as, people management, viable skills, business insights, analytic skills, succession planning, and resource development in order to get success in this sector. In addition to that, employees are not enough trained on Business Etiquettes, Courtesy, and Business Communication. Hospitality is all about handling people. So an employee must have right attitude, tolerance, and listening skills in order to move up the hierarchy. There is still a long way to go to inculcate good public relation, interpersonal skills. With the increase in competition due to the coming up of major players like Four Seasons, Shangri-La, Aman Resorts, etc the need to train employees has increased more than ever before. The major players are now strategizing to increase the turnover of the customers by training their employees on Communication, Dining and Business etiquettes, etc. Some of the essentials required by this sector are:
y

Good infrastructure

Trained trainer

Quality of content

Certification of training course

Effective Training evaluation

Training and Development Programs are available for the following areas:

Food Production

Food and Beverage Service

Front Office

Housekeeping

Reservation

Laundry

Sales & Marketing

Engineering & Security

In Room Dining

1.1 TRAINING AT THE CLARIDGES, NEW DELHI


At The Claridges, New Delhi the training of employees is given due importance as the company acknowledges the fact that human resource is vital to efficient operation of the processes and is a valuable asset.. Training is provided at two levels: Training at the time of joining of an employee (Induction/Orientation) An induction plan is drawn up for every new employee to introduce the new employee to the company and its work culture. Training for existing employees a) Identification of training needs- Training needs are identified on the basis of future requirements and the skills required to perform effectively in the present position. The skills required for each job position are identified either at the time of manpower planning or during annual appraisal. The gap between the skills required and the skills possessed by the person performing that job are identified as training needs of that person. The following criteria are considered:The job responsibility assigned/to be assigned Companys policies and objectives Present technology and any technology acquisition plan Guest recommendation

b) Preparation of training calendar/plan- The training needs received for all the departmental heads, employees are compiled into a monthly training calendar. This calendar specifies the program, the faculty and the tentative dates during which the program scheduled is to be held. On approval of calendar, training is then organized as per schedule. In the schedule it is mandatory that some of the training sessions are taken by the head of the departments (HODs) of the respective departments.

c) Conducting Training- Training is conducted on the monthly basis as per the training plan. It involves the following activities:

Identification of trainer

Deciding the cost of training Taking the approval of expenditure on training from the GM Communicating to the participants and their HOD about the program Maintaining a record of the attendance sheet for every program Assessing the feedback of each program Identifying the areas where the employee's need training

d) Evaluation of Training Effectiveness- In order to evaluate the effectiveness of training, feedback forms are filled by the participants, which are further analyzed by the Head-HR to find out the shortcomings of program and to implement the useful suggestions given by the participants to further improve the program.

e) Maintenance of Training records- Various training records namely, employee wise training record, attendance sheets and feedback forms for the training held are maintained by HR. The objective of the project is to study the training and development practices at The Claridges, for which the trainings of previous year are taken into consideration for analysis so that each stage of training process is analyzed properly.

RESEARCH OBJECTIVE

The objective of this project has been manifolds. In general the purpose of the project is to have in depth the analysis and knowledge about the chosen topic of interest. In larger perspective the project aimed at finding out and analyzing the effectiveness of the training and development programmes being conducted at The Claridges, New Delhi and analyzing the employee satisfaction in terms of the various training programmes being conducted in the organization from time to time. The following has been the main objective behind the study-:  To analyze the effectiveness of various training and development programmes of the company.  To analyze the employee satisfaction in terms of training and development program. I learnt a lot during the project. Firstly, it provided me the much needed corporate exposure (working with the team, communication, prioritizing the work). Though we are continuously giving inputs on soft skills and business communication during the program still we need to do a lot. All these findings will definitely help The Claridges, New Delhi in making effective and innovative HR strategies while framing and providing the training programmes to their employees so as to increase the effectiveness of such programmes and increase the employee satisfaction.

PURPOSE OF THE STUDY

The project titled Training and Development in The Claridges, New Delhi is carried out with the view to identify the effects of training and development on an individual and organization as a whole would improve the organizations effectiveness. The main focus has been on the satisfaction derived by the employees of the organization because if the satisfaction quotient of the employees is identified and evaluated it becomes easier for an organization to provide training in those areas which would help in achieving the goals and objectives set by the organization. This project helps in identifying the training needs of an individual.

IMPORTANCE OF STUDY

With the changing scenario of the world trade new concepts has to be adopted. When it comes to the organization as a whole the work force starting from the shop floor to the CEO of the company has to work as a team. So, an organization for its growth needs continuous changes both in the form of technology as well as human resource. In this context, the HR department which looks after the human factor, new technologies may come in but if the work force of the organization is not properly equipped mentally as well as physically to handle the work combination of man and machine here comes the aspect of training and development. A technology is outdated, and the knowledge of the human beings becomes stagnant after a period of time. This needs to be updated with that of the changing of technology, work etc. Here comes the role of training and development. The HR department needs to identify the correct personnel for each job and the training and development required for carrying out the job.

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2. ORGANIZATION PROFILE
The Claridges, New Delhi one of the best addresses in Lutyens' Delhi since the 1950s. The flagship hotel of The Claridges Hotels & Resorts, set amid the verdant centre of the city in close proximity of the business district, shopping and cultural centres and historical landmarks, recreates the magic of old-world charm coupled with gracious Indian hospitality. The Claridges, New Delhi has played host to several important social, political and business gatherings over the years. Distinguished guest rooms and suites with their classic, understated dcor, the lush landscaped garden with swaying palm trees, and personalised service create a tranquil haven for the business or leisure traveller in the heart of the busy city. The roo ms at The Claridges are amongs t the most spacious in Delhi and are a all blend modern of the classic and and

conte mporary,

providing

guests

with

conveniences

facilities like interactive plasma television and wireless Internet access. The hotel offers a wide choice of acco mmodation ranging from wellappointed spacious Deluxe Roo ms to Luxury Suites, so me with their own private terrace. The guest rooms o verlook the swi mming pool, landscaped gardens and the surrounding diplomatic avenue. Membe r of World Hotels DELUX Collection.

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2.1

HISTORY, VISION, MISSION & CORE VALUES

History
History is who we are and why we are the way we are

This Section Includes:

 The Beginning  Key Dates


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The Beginning

The Claridges began in the midst of Lutyens Delhi in 1955, as a 9 room property owned by the Khannas. From the very beginning it was known for its Old world Charm and British Elegance.

Key Dates

1950s 1978 2003 2006 2006 2006 2006 2007

The Claridges, New Delhi opens First Renovation Nandas took over the reign of The Claridges group The Claridges Group acquires Hotel Hill View, Surajkund Hotel Hill View renamed as Atrium Hotels & Conferencing The Claridges, New Delhi becomes ISO 14001 certified The Claridges, New Delhi becomes HACCP certified The Claridges Hotels & Resorts ties up with WORLDHOTELS

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THE CLARIDGES VISION

The Claridges is a superlative luxury experience

for the discerning domestic and international customer

because of our gracious service and exceptional product

VISION STATEMENT INTERPRETATION

Superlative

A feeling of wow, beyond the expectation nothing can be better,

outstanding, exceptional, the best

Luxury experience The guest should have & experience everything that he/she is
used to or wants. The guest should not have to ask for what a service of requirements that he/she expects..

Gracious Service

Service with Indian warmth & professional excellence. People

who will always go beyond their call of duty, to satisfy them. Service catering to the specific needs of an individual guest.

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Exceptional Product A product that is techno savvy, error free and


flawless. A product that is different and better than anything he/she has ever experienced.

THE CLARIDGES MISSION


Claridges is a growing luxury hospitality company. Innovation and agility are our key strengths. Our service culture will meet operational excellence benchmarks delivered with traditional Indian warmth and grace.

CLARIDGES CORE VALUES

PROTECT

Passion & Commitment Respect

I will give my best every time all the time

I will respect my guest, my fellow colleagues, my work & my hotel

Ownership I take responsibility in every situation I face


Teamwork My team is my strength Enthusiasm I take pride in my work & I will do it with a smile

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Creativity & innovation


think solution not problem

I will think out of the box, I will

Truth I will always be honest in all I do and say.

LOCATIONS

 The Claridges, New Delhi  The Claridges Nabha Residence, Mussoorie  Atrium Hotels & Conferencing, Faridabad  The Claridges, SurajKund

 The Claridges, Bharatpur (upcoming in 2012-2013)

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2.2

HR POLICIES

1. Dos and Don'ts

DO  Smile! It improves your face value.  Make sure your expressions communicate the same message as your words. At all times, maintain an interested and helpful expression on your face.  Make eye contact when speaking to the guest. Even if you are busy with the computer, do look up every once in a while to make eye contact.  As a norm maintain a distance of at least 2 feet when you are talking to a guest.  Treat non-residents with as much respect as resident guests. They are potential guests too. They may also be using our F&B outlets not to forget the power of word of mouth.  Treating guests courteously and then turning to a colleague and dealing with him impolitely destroys the image. The same finesse must be evident in all interactions. Communicate in English and maintain a courteous formal tone when interacting with colleagues.  Remember that the guest can see you even when you are not directly interacting with him. Maintain your poise at all time.

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 Maintain a professional posture. Weight should be balanced evenly on both feets, shoulders should be kept straight, chest out and stomach in. Keep your hands on your sides or behind your back.  Dont slouch or lean against a counter. Dont walk with your hands in your pocket or on your hips. Dont cross your arms across your chest.  Anticipate the needs of a guest and fulfill them without him/her having to ask. It makes all the difference between guest satisfaction and guest delight.  Be aware of your conversations over the telephone. Guests are watching and hearing you, be it a professional conversation or a personal one.  Personal conversations should be kept to a minimum and should be as brief as possible. Carrying on a long winding personal conversation while the guest waits to be attended to is downright impolite. Do not entertain personal calls while at work.  Be aware of offensive habits that you may have biting nails, picking hair/nose/ear, yawning, sneezing/coughing without covering your mouth etc. refrain at least when in guest view.

DONT 'Hang around in guest areas when you are not on duty. Be in guest areas in clothes other than your uniform. Talk loudly or hold lengthy discussions in guest areas- lobby, restaurants, etc. Talk in vernacular within earshot of the guest. He/she may think you are talking about him and that can be offensive. Use slang or abusive language, even with another colleague. Grumble to the guest. He is not interested in your woes and you will only make him think poorly of you.

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Speak poorly to the guest about another guest, another staff member or another department. Huddle together in bunches, E.g. at the side station of a restaurant. Hint or ask outright for tips Get familiar with the guest (even if the guest starts treating you as a friend). addressing the guest by his first name, backslapping and such like, are absolute nos. Get over solicitous with the guest. Be sensitive to his temperament and draw the line where required.

2. ENVIRONMENTAL POLICY
The Claridges is committed to conserve natural resources and promote clean and green environment. This shall be achieved through:  Compliance to relevant environmental legislations  Prevention of pollution and conservation of natural resources.  Creation of awareness among all employees and associates .

3. CORPORATE AIMS & OBJECTIVE


 To be the market leader in the hospitality sector without compromising on the guests experience and satisfaction, using the most responsible working practices.  To be the first choice of the guests in terms of product quality, delivery and pricing.  To provide employees a harmonious work environment where the achievement of personal objective is encouraged along with organizational goals.
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 To provide all employees with the awareness and training resources required to reach the point of self empowerment and meet our objectives and targets.  To monitor and record our responsible business practices action programme regularly and to measure and compare performance with our policies, objectives and targets.  To ensure a safe, secure and healthy environment and promote active and wellness lifestyles to our guests, employees, local community and nature.

4. CLARIDGES PEOPLES PHILOSOPHY

 We undertake to attract, select, engage, compensate and retain the best talent in the industry  We will nurture and instill passion & commitment in our largest asset Human Resources  We will drive consistent learning and development to ensure achievement of individual & organizational goals  We reward and recognize excellence in service, care & concern for our guest based upon individual and team performance  We strive to develop people focused policies that allow you a well balanced professional life  We assure open & clear communication, which will create a culture of awareness

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5. CATEGORY OF EMPLOYEES

Employees at The Claridges can be classified as :

Permanent: - The employees who are engaged on a regular basis and has been
confirmed in writing as a permanent employee.

Probationer: - These are employed to fill a regular vacancy and have not completed the stipulated probationary period applicable to his/her level. Trainee: - is a person engaged for being imparted in-house training on specific areas
under a training agreement. At the end of training period, their performance will be assessed to determine whether they should be confirmed or not. These are mainly the industrial trainees and the management trainees who are their in the organization for a period of 2-6 months.

Contract: - one whose contract of engagement is for a specific period. Casual: - who is employed for work which is essentially of an occasional or casual
nature. They are employed for less than six months.

Apprentice: - who is undergoing apprenticeship training in pursuance of a contract of


apprenticeship

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6. ORGANIZATION HIERARCHY

Designation

Grade

President & CEO General Manager F&B Director, Director of rooms, Hr Director Head of the Departments Associate Sales Managers, AM Sales Managers, Restaurant Managers

TL-1 TL-2 TL-3 TL-4 TL-5 TL-6

HR Executives, Training executives, Housekeeping TL-7 Executives Supervisors All Staff TL-8 TL-9 & TL-10

7. WORKING HOURS
Mon-Sat 9:00 am- 6: 0pm Lunch Break 1:00pm- 1:30pm Weekly Off Sunday & Alternate Saturday The Claridges has computerized attendance system and all employees are issued an identity card on joining.
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Employees have to punch whenever they move in or out during office hours. Short leave allowed is only once a month for maximum 2 hours. If the card is misplaced, it should be brought to the notice of Human Resource Department for arranging a duplicate card.

8. COMPENSATION AND BENEFITS


Compensation Structure may include the following Basic Pay House Rent Allowance Conveyance Allowance Special Allowance Uniform Reimbursement Medical Reimbursement Leave Travel Allowance Bonus The salary is prepared and disbursed by HR department by seventh of every month. It is credited in the bank account of employees.

9. PERFORMANCE APPRAISAL
Performance Appraisal seeks to achieve the following:  To set realistic and challenging KRAs/targets  To assess employees performance based on KRAs achieved  To assess strengths, weaknesses and potential of employees  Performance based rewards in terms of increment, promotions etc.

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y Appraisal Period
It is from April to March. Every employee is appraised at the end of appraisal period. Employee joining during April to September is appraised in next April. Employees joining during October to March are appraised on completion of one year of service.

y Method of Appraisal
Appraisal is done by department head in consultation with immediate supervisor of the appraise on KRAs achieved. Finally appraisal is reviewed by the HR Department to ensure uniformity and objectivity. Also feedback is given to appraise.

10. TRAINING AND DEVELOPMENT


It is an important aspect of the Human Resource Development (HRD). The training needs of the employees are assessed by their immediate supervisor and department head in consultation with employee. In-house and Outstation programs are arranged for employees by HRD. On-the-job training is arranged by department heads.

11. CAREER GROWTH


The Claridges has a selection process which ensures that only the most competitive join the team. It strives to develop and gear the human resources for higher achievements through motivation, training and employee development programs. Career advancement is based on ones performance in his/her assignment and how well one meets the requirements of the next higher job responsibilities. The Claridges provides both opportunity as well as environment to learn, develop and grow.

12. PROMOTIONS

If an employee has demonstrated the competence which is over and above what is required for performing in current job, he/she may be considered for promotion, provided there is a vacant position in the organization.

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13. CONFIDENTIALITY
Besides the employees, The Claridges other assets and knowHow/process/technologies being hired or indigenously developed, confidential business data and the physical assets therefore, it is expected from the employees not to disclose any of these information to any unauthorized person.

14. RECRUITMENT AND SELECTION


The main focus is to facilitate the assessment of manpower requirements in accordance with companys needs. Manpower planning should be ideally done for 6months-1 year. The plan will include source and methods of selection to be used. Sources can be internal or external. Selection procedure includes screening and short listing application, interview, letter of intent, Reference checks, Letter of Appointment, Joining formalities.

15. WELFARE

ESIC The company is covered under the ESI scheme. All the employees
excluding apprentices whose salary is Rs 15000 or below are covered under this scheme. Employees contribute @ 1.75% of salary per month and company contributes @ 4.75% of employees salary per month.

Employee Provident Fund- All employees become eligible to join provident


fund on joining the organization.

Gratuity- the company has extended gratuity benefits to all employees irrespective of salary drawn. Employee is eligible for it on completion of 5 years continuous service. It is calculated at last drawn salary and is paid @ 15 days wages per completed year. Others are Employee Deposit Linked Insurance Scheme, Group Personal Accident Insurance, and Group Medi-claim Insurance.

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16. SEPARATION FROM COMPANY


The separation of employee from the services of the company can occur due to:     Retirement Resignation by employee Death while in service Discharge/ Dismissal Termination of Contract

17. CODE OF CONDUCT

y       y        

Statement of Corporate Values Transparency, Openness, Fairness and Honesty Reliability, Responsiveness Individual and Professional Development Encouragement Meritocracy Profit Statement of Business and Ethical Principles Personal conduct Work Environment Operations Health, Safety and Environment Communication Customers Community Activities Economic Priorities

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18. INTERNET/ INTRANET/EMAIL USE POLICY


Company provided Internet/Intranet privileges are company resources intended for business purposes. Its use is subject to monitoring of corporate security and network management and employee may further be subject to limitations on their use of such resources. Confidential e-mails should not be sent without encryption. Use of email may be subject to monitoring for security reasons. It cannot be used for personal use.

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3. LITERATURE REVIEW
Training is one of the vital HR function and its importance has been recognized in organizations. There are a lot of literatures available with reference to training. Following is the review of some of the literature which includes importance of training, training steps like training needs analysis and training evaluation. The procedure does not end at evaluation but the return on investment is also necessary to know the effectiveness of training. As training is a process, there are various steps involved like first of all determining the needs of training. Miller J A and Osinski D M, 2002 have explained about the needs assessment phase of training process. The training needs are determined by analyzing information about organizations goals, jobs and tasks to be learned, competencies needed to learn job and individuals to be trained. The training needs are the gaps in the required KSAs and the KSAs possessed by the person. The assessment is done at three levels:Organizational Analysis-In this we identify needs from various sources like organizations goals, changing technology and environment, planning systems, employee attitudes etc. Task Analysis- The data can be collected from job description, KSA analysis, performance standards etc. Individual Analysis- Information can be gathered from performance evaluation, interviews, observation, surveys etc. After identifying the training needs, the objectives of the training can be set. Once the objectives are finalized, training can be designed and deployed. After the training needs assessment, conduction of training takes place and finally it is evaluated to see its effectiveness. There are various models of training evaluation, but the most popular model is the one given by Donald Kirkpatrick. He gave four steps for training evaluation: Reaction, Learning, Behavior, Result. But people have some misconceptions about this model. Jim Kirkpatrick, 2007 debunked the three myths about the four level evaluation model given by Donald Kirkpatrick. The four levels are effective for strategic training needs also and not only supervisory training program. It can be used for competency and performance management as well as instructional design. He also explained the six reasons to evaluate out of which three were given by Donald. For a program to continue, it should be aligned with the organizations goals and relevant to current practices. A program can be improved by analyzing the feedback data from level1 to level 3 and removing the loopholes. Evaluating learning for compliance purposes is nowadays important. All the trainings should not be mandatory as it can discourage employees from learning. It is necessary to make sure that training is adding value. This can be determined from level3, it is necessary to determine that the
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application gaps are because of training or some other issues at workplace. Effective needs assessment is necessary because of dynamic business needs and expectations. This can be done by analyzing level3 and level4 data and match them with stakeholders objectives. Deciding on the tools and techniques is equally important and once it is done, it should be deployed, administered and analyzed for further improvement. Training process does not end even after evaluation, it is important for the organization to see the return on the investment it did in training of employees. Schlag P V, 2001 emphasized on the importance of getting the return on training investment. Organizations focus on activities that generate revenue or save cost and at the same time the employees are asked to enhance their skills according to latest technologies, so it is important to find out the ROI. There are two types of benefits. The hard benefits are in terms of productivity, turnover, quality etc and soft benefits are in terms of employees satisfaction, morale etc which cannot be quantified. To measure the impact of training program, the Kirkpatricks levels should be assessed because this helps in knowing how the training leads to business results. To determine the ROI of a program, hard metrics is used and number crunching is done to show impact on bottom-line. Wilson D, 2004 emphasized that not only evaluation but measurement of training is also important. He said that out of four levels of Kirkpatrick, three are seen to be prominent in organizations but the fourth is rarely seen and it is the most important level because it shows the impact of training on business but senior managers largely ignore it. He also criticized the Kirkpatrick model saying that it is incomplete and obsessed with happy sheets which do not measure any value. He appreciated the Philips and Wangs ROI model for comparing benefits and cost. It is important to calculate ROI but the cost of calculating ROI is also high. He concluded that organizations need to have a meaningful framework for measuring and evaluating ROI.

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4. METHODOLOGY

1.

Defining Objective- First of all, the objective of the study is defined. The
objective of this project is to study the training practices at The Claridges and give suggestions for improvement by identifying the loopholes in existing system.

2.

Research Design- Here the type of research is exploratory because its


objective is to provide insights and understanding. Also the research process is flexible, sample size is small and analysis of primary data is qualitative.

3.

Universe of Data- Here the employees of The Claridges, New Delhi are taken into consideration. Sampling- The sample is selected in such a way that the employees from all
the departments are covered so as to reduce biases. Random Sampling technique is used here in which the probability for each sample to be picked up is same and each item in the population has equal chance of being included in the sample. The Sample type used here is convenient sample.

4.

5.

Data Collection- For this research two types of data is collected. i. Secondary Data- It is the data which is previously collected by someone or
may be available at various sources. The secondary used here is the training data for previous year i.e. 2010. It includes Training calendar of 2010, Training Schedule for each month of 2010, Training Feedback forms, Training Effectiveness Evaluation forms. Other sources of secondary data were books, articles, research papers, and websites for clear understanding of the subject.

ii. Primary Data- It is collected for the first time for the research conducted. For
this project, the primary data collected is in the following forms:-

a. Questionnaire- Its purpose is to analyze the employees opinion about


the training practices going on in the company. The sample size taken is 60 and covers employees from every department.

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b. Focus group discussion- Its purpose is to get the HODs opinion


about the training practices and also to verify the analysis of secondary data. The members of discussion included HODs.

6.

Data Analysis- After the data is collected it is analyzed with the help of various statistical techniques. Statistical Tools & Techniques- The statistical tools used for data
collection and analyses are :-Pie charts, Tables, The software SPSS is also used for Data Reduction technique i.e. Factor Analysis.

7.

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5. SCOPE & LIMITATIONS


Scope
The study is on the existing system followed in the company and includes all the departments. It analyses the existing data and based on the findings, recommendations are given to make the system more effective.

Limitations

Respondent's bias: The employees can give a bias feedback, as they might or
might not like the supervisors handle their complaints.

Limitation of choosing the sample: Due to time constraints, the sample size
was small which may have altered the result.

Because of Organizations policies, there is a limitation to gather all the information.

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6. THEORITICAL FRAMEWORK
6.1 TRAINING OBJECTIVE
The ultimate of objective of training is achievement of organizations goals. This ultimate objective is achieved with the set of small objectives like y y y Enhancing the skills of employees to make them competitive Fulfilling the future needs of employees like achievement of personal goals Increasing employees motivation and job satisfaction

There is always a gap in KSAs required by organizations and KSAs possessed by potential trainees. Training intends to bridge this gap.

Desired Organizational Results Desired Employee Performance Training

Actual Organizational Results Actual Employee Performance

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6.2 TRAINING PROCESS

Training Planning and Conduction

Training Needs Identification

Training Evaluation

A. TRAINING NEEDS IDENTIFICATION PROCESS


Training Needs Identification is a process to determine what courses should be provided to employees to increase their work productivity. Its main objective is to bring about a match between individual needs and organizational goals. There are two steps in identifying training needs: I.

Identify Training Objectives


The first step towards doing something is to know why we are doing this and what we want from it. So we should set some objectives beforehand. In The Claridges, these training objectives are: a) To enhance Knowledge, Skills and Attitude(KSAs) of employees b) To promote quality and quantity of output

c) To induct new recruits

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II.

Analyze Training Needs


According to Miller and Osinski (2002), the training needs are analyzed on three bases, first on the basis of Organization, secondly on Individual basis and lastly on the basis of task.

a)

Organizational analysis: This looks at the effectiveness of the organization


and determines where training is needed. In this step we identify the organizational vision statement, resources available, changing technology, impact on operating cost, environmental impact. Taking all this in consideration we identify the KSAs that will be needed in future. The Claridges follows a 360 degree philosophy which looks at all aspects of the company, from quality control to human resource development as a tool to produce total customer satisfaction. The corporate vision of The Claridges is sustainable growth through overall excellence. Also to keep pace with the latest technologies, it is also introducing new equipments to increase productivity. To make employees aware of these standards and technologies, training is required. So HR department of The Claridges identifies these needs and provide training which inline with the strategic goals.

b)

Individual Analysis: It identifies how well the employee is performing the job
and determines which employees need training and of what kind. In Training needs Identification, competency mapping is done to identify the gaps between existing and desired competencies. For every department, it provides a list of skills that are expected from the associates of that department. It illustrates the area where we need to focus the development of associates.

c)

Task Analysis: The data for this can be collected from sources like job
description, analysis of operating problems, performance standards etc. From this it can be decided that in what type of skills the people need to be trained.

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B.

TRAINING PLANNING AND CONDUCTION-

After the objectives have been determined, training plan can be prepared which considers learning concepts, learning styles and training type. For instance, training can be of following types(Mathis,Jackson,2003)     Required and Regular training Job/Technical Training Interpersonal and problem solving Training Developmental and Innovative Training

After the training has been planned, actual training can begin. Regardless of the type of training done, a number of training approaches and methods can be used.

C. TRAINING EVALUATION
Evaluation of training is done to determine its effectiveness and impact. Various models of Evaluation are given by different authors like A.C. Hamblin, Peter Warr, Bramley Peter etc but the most popular model is of Donald L. Kirkpatrick.

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Kirkpatrick (1976) suggested four criteria to evaluate training programs: Reaction, (2) Learning, (3) Behaviour, and (4) Result.

RESULT

BEHAVIOUR

LEARNING

REACTION

Each criterion is used to measure the different aspects of a training program. As we move up the pyramid, the value to organization becomes high and the basis of evaluation becomes difficult.

Reaction measures the reaction of participants towards the program like how they
rate the program in terms of relevance of content, methodology followed, duration, trainer, environment etc. The feedback is taken from them just after the program.

Learning measures the enhancement in knowledge and skills of participants


regarding whatever they learnt during training. It mainly focuses on theoretical knowledge i.e whether they are able to grasp the concepts of the subject.

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Behavior is concerned with the practical implementation of the concepts learnt


during training i.e. whether they are able to apply these concepts at their workplace. This has to be monitored regularly while the employees are at their workplace.

Results are concerned with broader outcomes like the impact of training on the
organization i.e. whether the trained employee has contributed some tangible results towards the growth of the company. This phase takes maximum time to show results.

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FLOW CHART
The following flow chart shows the flow of the process as explained above.
y y y Organization needs Skill Matrix Performance Appraisal forms

Training Effectiveness Evaluation

Annual calendar is made for each department showing the trainings to be done It includes the schedule of training along with the resources required
Training can be On-the-job or classroom training depending on needs of employee.

No

No

Feedback is taken just after training. Feedback is analyzed for loopholes and training is conducted again if needed.

Yes

Employees are evaluated by HODs to determine the effectiveness of training


The forms are reviewed to track the performance and training needs are identified again.

Yes
Updates are done wherever required.

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6.3 TRAINING METHODS

1)

On-the-Job Training
This methodology of training follows the approach of learn while you earn. This method saves cost and so it is beneficial for those organizations which cannot accommodate formal training programs. Various on the job methods of training are:

a) Job-Instruction Training It is a five step process developed during World War II  Trainee receives instruction about the job  Trainer demonstrates the method of handling job  Trainee try out the job by repeating the process  Trainee carries out job in supervision of trainer  Trainee handles the job independently
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b)

Apprenticeship- It is for training in skilled crafts & trades. It may be long training period from 1 to 5 years. Formal training is given under experienced employees before joining regular jobs. Trainees are asked t solve actual organizational problem. Coaching- In this type of training superior acts as a guide & instructor. He observes analyses & attempts to improve performance of trainee. Coach sets mutually agreed upon goals, tell trainee what is to be done, suggests how it should be done, follow up suggestions, and correct errors.

c)

d) Job Rotation- It involves moving from one type of job to another. It is done for
broadening knowledge base, turning specialists into generalists. Trainees are rotated over various routine jobs in a department, division or unit before they take up managerial positions.

e.) Committee assignment or Multiple Management- Juniors are asked to


participate in deliberations of Boards & Committees. Trainees get an opportunity to share in managerial decisions making, to learn by watching others & delve into specific organizational problems.

2) Off-the-Job Training
a) Lectures- It is the most widely used method of training. It is useful for training very large groups in a short time. The knowledgeable person imparts the knowledge on the subject by covering concepts and related theories. It is usually a one-way communication but can be improved through discussions, film shows, role plays, demonstrations etc. b) Seminars/Conferences- It is highly structured method which involves a large group of people who share their views, opinions and findings on a subject and people who have interest in that subject listen to those views and comments.

c) Case study- Case studies deal with real life situations or simulation of these situations. Trainees have to apply theoretical as well as practical knowledge on the subject. It helps in developing decision making skills and broadening their perspectives.

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d) Simulation- Simulation includes Case, experiential exercise, computer modeling, vestibule training, role playing, incident ,in basket exercise, business games. The scenario is presented as a real life situation.

e) Sensitivity Training- It is also called as Laboratory/ T- group Training. It promotes interpersonal relationship among trainees by encouraging an open expression of feelings in a trainer-guided group. The trainer is mainly a psychologist who can understand and interpret their feelings.

f) Programmed Learning- Also known as programmed instruction. The medium can be a textbook, computer, or the Internet. It is a step-by-step selflearning method that consists of three parts: Presenting, Responding, Feedback.

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TRAINING FEEDBACK FORM:


Title Name of Faculty Venue Criteria

Duration Poor

Date Satisfactory Good Very Good

Contents were relevant to training needs Extent to which need is satisfied Will be able to apply at workplace Training Methodology used Quality of study material Trainer s knowledge Trainer s style of explaining Environment of training program

The upper half of the form is related to the needs of training and the second part is related to methodology of training. This feedback form was filled up by sample size 100 respondents. The respondents were from different departments in order to remove biases from the sample.

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7. DATA ANALYSIS AND INTERPRETATIONS

Contents were relevant to training needs

Contents were relevant to training needs


Poor Satisfactory Good Very Good

As can be seen from pie chart, most of the employees found the content of training relevant to their needs. Although major share lies in Good category and not very good, so the content can be improved further to make it more relevant. There is no employee who found the content to be poor or irrelevant but a few of them found it to be just satisfactory.

Extent to which need is satisfied

Extent to which need is satisfied


Poor Satisfactory Good Very Good

As the content of this training was found relevant by most, so the training needs of employees were also satisfied to a great extent as the major share of employees rated it to be very good.

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Will be able to apply at workplace

Will be able to apply at workplace


Poor Satisfactory Good Very Good

Training is given to employees so that they can apply it at the workplace, then only the productivity can be improved. As most of the employees are satisfied with the training given, so the major share of employees are also sure that they will be able to apply it at their workplace. There is no employee who thinks that he will not be able to apply it.

Training Methodology used

Training Methodology used


Poor Satisfactory Good Very Good

Although the content of training is most important for its success but it is not the only requirement, the training methodology should also be good so that employees can grasp everything quickly and in a better way. Here most of the employees have rated the methodology to be good but not very good, it means that there are some flaws with the methodology and it needs improvement.

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Quality of study material

Quality of study material


Poor Satisfactory Good Very Good

Employees also need study material so that they can refer to it in future as everything cannot be remembered. So the quality of study material should be good, in the sense that it should have all the matter required and should be relevant and accurate. Quality of study material needs to be improved here.

Trainers knowledge

Trainer's knowledge
Poor Satisfactory Good Very Good

Trainers knowledge is also important because at any time he can respond to any type of query and can always add examples to the explanation which makes things comprehensible. Here the trainees are satisfied with the trainers knowledge as most of them have rated it very good.

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Trainers style of explaining

Trainer's style of explaining


Poor Satisfactory Good Very Good

Trainers style of explaining should be clear and comprehensible to trainees. explanation should contain examples for better understanding. Sometimes trainer can also raise question to trainees to check whether they are getting everything or not. Here the trainees are satisfied with the style as they have rated it to be very good although same number of them found it to be just satisfactory.

Environment of training program

Environment of training program


Poor Satisfactory Good Very Good

Environment of training is as important as other things. The training environment should be conducive for learning. It should not be distractive as it will be difficult for trainees to concentrate. Here there are no issues with the environment as a large chunk of trainees found it to be very good.

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7.2

PRIMARY DATA ANALYSIS

7.2.1 FACTOR ANALYSIS Factor analysis is a statistical technique for data reduction. In this a large number of variables are reduced to a smaller number of factors for modeling purposes. Factor analysis is used in the following circumstances:To identify underlying dimensions, or factors, that explains the correlation among a set of variables. To identify a new, smaller set of uncorrelated variables to replace the original set of correlated variables. In this project following variables are considered and questions for the questionnaire were formed on the basis of these variables. Variables considered: 1. Relevant and updated 2. Pre & Post Assessments 3. Improvement in Skills 4. Participation in discussion 5. Competency of trainer 6. Quality of Study material 7. Increase in morale 8. Response to queries 9. Interactive Training Method 10. Monitoring Performance 11. Conducive Training Environment These variables can be correlated to each other i.e two or more variables can have relationship among them. These variables are combined in one factor through factor analysis so that the domain of analysis can be reduced for better understanding and one can focus on those factors rather than the variables individually. Variables will be
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taken care of automatically once the factors are considered. The sample size was taken to be 60. SPSS OUTPUT ANALYSIS

Correlations Con duci ve Interac Rele vant and upd ated Relevant Pearson and updated Correlatio n Sig. (2tailed) N Pre & Post Assessm ents Sig. (2tailed) N .626 60 60 .148 60 .906 60 .762 60 .491 60 .261 60 .490 60 .000 60 .000 60 Pearson Correlatio n -.064 1 .189 .016 -.040 .091 .147 .091 .659(* .551(* *) *) 60 .626 60 .771 60 .487 60 .534 60 1 -.064 -.038 .092 .082 Pre & Post Impr ovem Partic Com Qualit y of Study Incr ease in mor ale Resp onse to queri es tive Traini ng Monit oring Trai ning Env iron

ipatio peten n in cy of

Assess ent in discu ments Skills ssion

traine materi r al .774(* *)

Metho Perfor men d mance t .14 4 .27 3 60 .01 3 .92 4 60

.060

-.008

.130

.215

.000 60

.650 60

.949 60

.323 60

.100 60

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Improve ment in Skills

Pearson Correlatio n Sig. (2tailed) N 60 60 60 .771 .148 -.038 .189 1

.257( *)

-.043

-.023

.588 (**)

-.012

.115

.087

.28 1(*) .03 0 60

.048

.743

.860

.000

.930

.380

.509

60

60

60

60

60

60

60

Participa Pearson tion in Correlatio .092 .016 .257( *) 1 -.054 .032 .308 (*) -.069 -.058 .021

.59 0(* *) .00 0 60 .175 .063 .08 4 .181 60 .634 60 .52 3 60 .00 5 .97 2 60 .15 3 .24

discussio n n Sig. (2tailed) N Compete Pearson ncy of trainer Correlatio n Sig. (2tailed) N Quality of Study material Pearson Correlatio n Sig. (2tailed) N Increase in morale Pearson Correlatio n Sig. (2-

.487 60

.906 60

.048 60 60

.681 60

.810 60

.017 60

.598 60 .686( **)

.657 60

.872 60

.082

-.040

-.043

-.054

.181

.047

.534 60 .774(* *)

.762 60

.743 60

.681 60 60

.166 60

.721 60

.000 60

.091

-.023

.032

.181

.117

.063

.223

.181

.000 60

.491 60

.860 60 .588( **) .000

.810 60 .308( *) .017

.166 60 60

.375 60

.630 60

.086 60

.166 60 .292(* ) .024

.060

.147

.047

.117

.154

.154

.650

.261

.721

.375

.242

.241

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tailed) N Respons e to queries Pearson Correlatio n Sig. (2tailed) N Interacti ve Training Method Sig. (2tailed) N Monitori Pearson ng Correlatio .215 .551(* *) .087 .021 .063 .181 .292 (*) .296( .584(* *) *) 1 .323 60 .000 60 .380 60 .657 60 .181 60 .086 60 .241 60 .026 60 60 .000 60 Pearson Correlatio n .130 .659(* *) .115 -.058 .175 .223 .154 .287( *) 1 .584(* *) .949 60 .490 60 .930 60 .598 60 -.008 .091 -.012 -.069 60 60 60 60 60 .686( **) 60 60 60 60 60

4 60 .01 5 .91 2 60

.063

.154

.287(* .296(* ) )

.000 60

.630 60

.242 60 60

.026 60

.022 60

.01 6

.90 1 60

.09 5

Performa n nce Sig. (2tailed) N Conduci ve Training Environ ment Sig. (2tailed) N Pearson Correlatio n

.100 60

.000 60

.509 60

.872 60

.634 60

.166 60

.024 60

.022 60

.000 60 60

.47 3 60

.144

-.013

.281( *)

.590( **)

-.084

.005

.153

-.015

.016

.095

.273 60

.924 60

.030 60

.000 60

.523 60

.972 60

.244 60

.912 60

.901 60

.473 60 60

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** Correlation is significant at the 0.01 level (2-tailed). * Correlation is significant at the 0.05 level (2-tailed). First of all the variables are checked for correlation, so that if they are correlated then subsequently factor analysis can be done. Here the table shows the Pearson correlation coefficient between all the pairs of the variables. Higher the value of the coefficient, higher the correlation between the variables.

KMO: KMO index compares the magnitudes of the observed correlation coefficients to the magnitudes of the partial correlation coefficients. Small values of the KMO statistic indicate that the correlations between pairs of variables cannot be explained by other variables and that factor analysis may not be appropriate. Therefore, value of KMO statistic greater than 0.5 is desirable. Adequacy: <.5 0.5 to 0.7 0.7 to 0.8 0.8 to 0.9 >0.9 - bad -mediocre -good -great -superb

KMO and Bartlett's Test

Kaiser-Meyer-Olkin Measure of Sampling Adequacy. Bartlett's Test of Sphericity Approx. ChiSquare Df Sig.

.537

242.142 55 .000

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Here in this case the value is 0.500 which is mediocre so according to the KMO value the data collection done with respect to variables is adequate.

BARLLETTS TEST: Here the test gives the chi square value of 242.142 and significance is .000. Null hypothesis: Correlation matrix = Identity Matrix which means there is no correlation between any of these variable. Now here significance is 0, so less than 0.05. So null hypothesis is rejected, which means the correlation is there. Its good here to see the correlation as it will help to group variables under factors.

COMMUNALITIES:
The communality measures the percentage of variance in a given variable explained by all the factors jointly and may be interpreted as the reliability of the indicator. When an indicator variable has a low communality, the factor model is not working well for that indicator and possibly it should be removed from the model. However communalities must be interpreted in relation to the interpretability of the factors. A communality of 0.75 seems to be high, but is meaningless unless the factor on which the variable is loaded is interpretable. A communality of 0.25 seems to be low but may be meaningful if the item is contributing to a well defined factor.

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Communalities Extractio Initial Relevant and updated Pre & Post Assessments Improvement in Skills Participation in discussion Competency of trainer Quality of Study material Increase in morale Response to queries Interactive Training Method Monitoring Performance Conducive Training Environment 1.000 1.000 1.000 1.000 1.000 1.000 1.000 1.000 1.000 n .902 .800 .791 .770 .849 .882 .822 .863 .780

1.000

.697

1.000

.827

Extraction Method: Principal Component Analysis.

This is the result carried out post factor analysis. It initially assumes the variance as 1. And in the next column it shows the amount of variance extracted from the variable or we can say its like R2 explains the % of variance. For example from the variable Relevant and Updated all the 11 factors are able to extract 90.2 %( 0.902) of variance. Similarly for all other variables the amount extracted is shown in the table.

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TOTAL VARIANCE EXPLAINED Total Variance Explained

Comp onent Initial Eigenvalues % of Total 1 2 3 4 5 6 7 8 9 10 11 2.748 2.032 1.709 1.481 1.014 .568 .490 .305 .262 .231 .160 Variance 24.978 18.472 15.538 13.463 9.222 5.164 4.458 2.775 2.381 2.099 1.451 Cumulativ e% 24.978 43.450 58.988 72.451 81.673 86.836 91.295 94.070 96.450 98.549 100.000

Extraction Sums of Squared Loadings % of Total 2.748 2.032 1.709 1.481 1.014 Variance 24.978 18.472 15.538 13.463 9.222 Cumulativ e% 24.978 43.450 58.988 72.451 81.673

Rotation Sums of Squared Loadings % of Total 2.231 1.819 1.731 1.607 1.596 Variance 20.281 16.536 15.737 14.607 14.512 Cumulativ e% 20.281 36.817 52.554 67.161 81.673

Extraction Method: Principal Component Analysis.

Eigen Values: It determines the number of factors to be used. In this approach, only factors with Eigen values greater than 1 are retained; the other factors are not included in the model. An Eigen value represents the amount of variance associated with the factor. Factors with variance less than 1 are no better than a single variable because due to standardization each variable has a variance of 1. We can see the table has given 5 factors. Also the data view shows these 5 factors. The no of the factors are 5 because we restricted to the Eigen value =1 while analysis and

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after 5 factors the value is less than 1 so we got 5 no of factors. We took Eigen value =1 as we want that factors should show variance more than variables.

COMPONENT MATRIX: An important output from factor analysis is the factor/component matrix. The matrix contains the coefficients used to express the standardized variables in terms of the factors. These coefficients, the factor loadings, represent the correlations between the factors and the variables. A coefficient with a large absolute value indicates that the factor and the variable are closely related. The coefficients of the factor matrix can be used to interpret the factors. Normally we dont interpret this we interpret rotated component matrix.

ROTATED COMPONENT MATRIX: Although the initial or unrotated factor matrix indicates the relationship between the factors and individual variables, it seldom results in factors that can be interpreted because the factors are correlated with many variables. Therefore in such a complex matrix, it is difficult to interpret the factors. Through rotation the factor matrix is transformed into a simpler one that is easier to interpret.

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In rotating the factors, we would like each factor to have non-zero, or significant, loadings or coefficients for only some of the variables. Likewise, we would like each variable to have non-zero or significant loadings with only a few factors, if possible with only one. Rotation does not affect the communalities and the percentage of total variance explained. However the percentage of variance accounted for by each factor does change. The variance explained by the individual factors is re-distributed by rotation. The most commonly used method for rotation is the varimax procedure. This is an orthogonal method of rotation that minimizes the number of variables with high loadings on a factor, thereby enhancing the interpretability of the factors. Rotated Component Matrix(a)

Component 1 Relevant and updated Pre & Post Assessments Improvement in Skills Participation in discussion Competency of trainer Quality of Study material Increase in morale Response to queries Interactive Training Method Monitoring Performance .040 .880 .082 -.039 -.019 .120 .133 .203 .856 2 .942 -.082 -.071 .036 .109 .926 .087 -.037 .115 3 .000 -.092 -.067 -.040 .913 .077 .103 .905 .174 4 .114 -.030 .173 .848 -.057 -.038 .115 -.010 -.037 5 -.028 .102 .863 .215 -.005 .043 .879 .039 .041

.799

.161

.130

.071

.105

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Conducive Training Environment

.038

.036

-.027

.905

.073

Extraction Method: Principal Component Analysis. Rotation Method: Varimax with Kaiser Normalization. a Rotation converged in 5 iterations.

Here normally the thumb rule is to consider value >0.5. We will take the values which are greater than 0.5. So we get following factors with following variables.

MOST PREFFERED FACTORS Through factor analysis, five factors were obtained with different variables in each factor. These factors are given name according to the variables they contain. FACTOR 1(Training Methodology) Variables Included:i. ii. iii. Pre & Post Assessments Interactive training methods Monitoring Performance

FACTOR 2(Training Content) Variables Included:i. ii. Relevant & Updated Quality of Study Material

FACTOR 3(Trainers quality) Variables Included:i. ii. Competency of trainer Response to queries
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FACTOR 4(Post training advancements) Variables Included:i. ii. Improvement in skills Increase in morale

FACTOR 5(Training Environment) Variables Included:i. ii. Participation in discussion Conducive training environment

CONCLUSION OBTAINED FROM FACTOR ANALYSIS From this result we came to know about the factors affecting the training practices of the company according to the attitudes of the respondents. Following conclusions were drawn:  The factor Training Methodology needs improvement because the values of the variables Pre & Post Assessments and Interactive Training Methods are very small. So the company should focus on following more interactive methods of training other than classroom training like case study method or role plays etc. Also the tests should be taken before training as well as after training so that the performance of trainee can be properly monitored and his training needs can be accurately found out. Although the variable Monitoring Performance in this factor is showing good results means the supervisors are monitoring the on-job performance of the trainees in a proper manner.  Also the following variables need to be improved: Improvement in skills, Quality of study material, Competency of trainers

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 It can also be concluded that there is a significant increase in morale of the employees after training and also they find the training environment to be conducive to learning.

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FINDINGS

1. One important finding about The Claridges, New Delhi was that the hotel took utmost care about their guests and makes sure that their guest leave the hotel delighted. 2. The working environment is friendly and interactive as every new employee or the trainees are guided in their training by their colleagues and seniors. 3. The employees has a quest for hard-work, many a times exceeding their shift timings to attain the desired goals. 4. The departments also respond to their performances by giving them incentives, appreciations, free trips, family holidays etc. 5. Being the service industry all the employees has to be well groomed all the time and are required to follow the grooming standards. 6. It was also found that it was necessary for all the employees to remember the Facts Of the Hotel and they have to pass also in the same test which is conducted every month. It is so as when a guest has some query he is able to tell them instantly. 7. It was also found that some of the guests were frequent visitors and they were very much satisfied with the services provided to them. 8. The employees were given the chance and freedom to directly tell their problems and suggestions to the HR department during the Claridges Talk which was conducted every month in all the departments. 9. In every 3 months the hotel organizes the Theme Lunch where the different departments in coordination with each other organize the lunch for the other employees in the hotel. 10. On regular basis various social causes are also taken up and employees are motivated and encouraged to support.

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11. Very frequently the GM, HODs and other corporate level interact with the employees
of all the departments through various events like GMs lunch, Town Hall, Rendezvous etc which helps to develop a sense of belonginess in the employees. 12. Training increases the knowledge and skills of employees. Although there is not much improvement after one training session but after subsequent trainings there is significant improvement in performance of employees at workplace . 13. The training content is relevant and updated according to the current job requirements. There is an increase in morale of the employees after the training. The performance of employees is regularly monitored by the supervisors and HODs .

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RECOMMENDATIONS 1.
Hospitality sector is growing at a very fast rate in India. The sector is growing at a rate of approximately 8% and the hotel has the advantage over others as is set amid in close proximity of the business district, shopping and cultural centres and historical landmarks. It needs to step up its marketing activities as not much people are aware about it.

2.

For employees , simulation exercises can be conducted in which they can be given some situation with a technical problem which is similar to one which can arise at their workplace.

3.

For management development, those training methods should be used which enhance their decision-making abilities like case study or In-basket exercises. In an In-basket exercise, the trainee is provided with two trays, in-tray and out-tray. The in-tray contains papers with managerial problems written on them. The trainee has to analyze and give solutions for the problems and keep them in out-tray within specified period of time . Sometimes employees dont leave their work for attending trainings, so some part time training programs can be arranged in office for short durations to avoid interruption in routine work.

4.

5.

More of presentation and communication skills trainings for marketing department, reservation department and front-office as these are some of the departments who are in constant touch with the guests.

6.

The number of behavioral and soft skills training should increase .

7.

The pre and post assessments are not conducted for every training, so these tests should be done so that training needs can be further identified with more precision.

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8. More interactive methods of training like case study, role plays, should be introduced for effective learning and understanding and the trainees should be given at times to conduct the training sessions which will increase their morale and confidence.

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CONCLUSION
The project work has provide me an opportunity to interact with the professionals in the industry and thereby let me know the various facts of the management. Here I have learned how typical is the human nature and hoe challenging it is to deal with the human beings. Also I came to know about the pressure and constraints which are there in front of the Human Resource Department. It was found that the Training Programmes must have an element of flexibility in it so that it could better cater to the needs of the employees. The study has tried to bring out the efforts of training of the employees ,identifying the training needs of the employees and the way in which the training helps the organization to achieve the excellent results. It is the people who hold the key to success in the organization as only they can provide the creative element .Effective training must be planned and given to the employees in order to improve their job knowledge under current and future responsibilities and also improve the employees satisfaction.

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LEARNING FROM SIP


 The training process followed in the company.  Awareness of other HR functions like Performance Management System, Recruitment, Compensation and benefits etc  Awareness of Labor and Industrial laws as they are important in any industry.  Role of HR department in convincing people and coordinating among various departments.  Role of management in daily work as well as in handling various situations.

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APPENDICES

QUESTIONNAIRE
This questionnaire is designed for studying the effectiveness of the overall training process followed in your company. Your feedback is significant to understand the factors that are crucial in implementation of training so please take out few minutes and circle the response according to your best understanding. Name: Designation: Experience in CLARIDGES: Age: Department:

I. The training process is always updated and relevant to your current job requirements. 1) Strongly Disagree 3) Neutral 5) Strongly Agree 2) Disagree 4) Agree

II. The pre-training and post-training assessments are carried on effectively. 1) Strongly Disagree 3) Neutral 5) Strongly Agree 2) Disagree 4) Agree

III. There has been improvement in your skills and performance after training. 1) Strongly Disagree 3) Neutral 5) Strongly Agree 2) Disagree 4) Agree

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IV. You are encouraged to participate and discuss your views during training. 1) Strongly Disagree 3) Neutral 5) Strongly Agree 2) Disagree 4) Agree

V. The trainers of your company are competent in providing training. 1) Strongly Disagree 3) Neutral 5) Strongly Agree 2) Disagree 4) Agree

VI. The study material given after training is of good quality. 1) Strongly Disagree 3) Neutral 5) Strongly Agree 2) Disagree 4) Agree

VII. Training has increased your morale at workplace. 1) Strongly Disagree 3) Neutral 5) Strongly Agree 2) Disagree 4) Agree

VIII. Almost all your queries are answered by trainer after training. 1) Strongly Disagree 3) Neutral 5) Strongly Agree 2) Disagree 4) Agree

IX. The training methods used are interactive and pragmatic in nature. 1) Strongly Disagree 3) Neutral 5) Strongly Agree 2) Disagree 4) Agree

X. There is consistent monitoring of performance by supervisors. 1) Strongly Disagree 3) Neutral 5) Strongly Agree 2) Disagree 4) Agree

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XI. The training environment is conducive to learning. 1) Strongly Disagree 3) Neutral 5) Strongly Agree 2) Disagree 4) Agree

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BIBLIOGRAPHY

Books :
Marketing Management (13th edition) Philip Kotler, Keller ASHWATHAPPA K, 1999. Human Resource and Personnel Management. New Delhi: Tata McGraw Hill MATHIS R L AND JACKSON J H, 2003. Human Resource Management. Tenth Edition. New Delhi: Cengage Learning India Pvt.Ltd. VERMA P . Evaluation of Training. Indian Society for Training & Development

Research Papers and Articles


KIRKPATRICK J, 2007. The Hidden Power of Kirkpatrick.pp.34-3

Websites
http://www.articlesbase.com/training-articles/five-steps-to-any-training-process389781.html http://www.citehr.com/traininganddeveleopment.html http://www.ebscohost.com http://en.wikipedia.org/ http://www.humancapitalonline.com http://humanresources.co.in/

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