SUMMER PROJECT REPORT ON

MEASURING E-LEVEL TRAINING EFFECTIVENESS THROUGH ONLINE FEEDBACK

For

Under the Guidance of Mr.R.N Elangovan Senior Training Manager Titan Industries Limited Watch Division

Submitted in partial fulfillment of the requirement for the award of Degree of Master of Business Administration By Students Name: DEEPTHI T. Roll No.: 28073

BHARATHIDASAN INSTITUTE OF MANAGEMENT (School of Excellence of Bharathidasan University) TIRUCHIRAPPALLI 620 014

DECLARATION

I hereby declare that the project report titled MEASURING E-LEVEL TRAINING EFFECTIVENESS THROUGH ONLINE FEEDBACK, submitted in the partial fulfillment of the requirement for the award of degree of MBA, and is my original work.

This has not been submitted in part or full towards any other degree or diploma.

DEEPTHI T. (28073) MBA: 2011 - 2013

BHARATHIDASAN INSTITUTE OF MANAGEMENT (SCHOOL OF EXCELLENCE OF BHARATHIDASAN UNIVERSITY) TIRUCHIRAPPALLI

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ACKNOWLEDGEMENT

First and foremost I would like to thank The Almighty who has showered His blessings upon me and has helped me to complete the project on time by keeping me hale and healthy. I would like to express my sincere thanks and gratitude to Mr. R.N.Elangovan, Senior Training Manager and Mrs. P.Nagajothi, Senior Training Officer, Titan Industries Limited - Watch division, Hosur for providing me an opportunity to pursue this project in their organization and for their constant motivation, guidance and support throughout the project. I am also grateful to Mr. R.S.RamaBadran, Design and Development, for his valuable help and guidance throughout the project. I would like to thank the Director and all the Faculty members of BIM, Trichy, for equipping me with necessary knowledge to carry out my project. Finally, I would like to thank all the people from various organizations who provided me with valuable inputs and information for carrying out this project.

PLACE: Hosur

DEEPTHI T.

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TABLE OF CONTENTS

SYNOPSIS LIST OF FIGURES WATCH INDUSTRY IN INDIA TITAN INDUSTRIES LIMITED Overview Culture, Vision, Mission and Values Awards & Achievements Business division: 1. 2. 3. 4. Watch Precision Engineering Jewellery Division Titan Eye +

6 7 8 9 9 11 12 13 13 14 15 16 16 17 17 18 18 19 20 22 23 25 26 29

TRAINING DEPARTMENT IN TITAN WATCH DIVISION What is training? L&D and Employee Trainee L&D and Employees LEARNING AND DEVELOPMENT PROCESS FLOW IN TITAN Training needs identification analysis a. Competency Mapping b. Gallop Survey c. Performance Management System Training calendar structure Knowledge, skills and attitudes Training program design/ instructional design

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BENEFITS OF TRAINING EVALUATION TRAINING EFFECTIVENESS MEASUREMENT MODEL IMPEDIMENTS TO EFFECTIVE TRAINING HOW TO MAKE TRAINING EFFECTIVE? ONLINE FEEDBACK MANAGEMENT SYSTEM Software development life cycle Feasibility analysis System requirements Front end Back end Advantages of Being Online SNAPSHOTS REFERENCES

31 32 38 39 40 40 41 42 42 44 46 48 53

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SYNOPSIS
A large number of organizations are setting up their own training facilities. They are also inviting outside faculty to conduct in-company courses for executives at all levels. This trend will continue because new orientation in managerial and technical areas is necessary for effectively responding to the changing environment of business. Training is expensive if it does not serve the purpose for which it is given. The training should be able to improve the capabilities of individuals and, collectively that of the organization. If the program of training does not contribute to the building of organizational capabilities, and, reflect, over a period of time, in improved performance, the loss to the organization is far greater than the money spent on training. Online Feedback is one method to measure training effectiveness. This project is mainly intended to provide an overview on Determining what training participants have learned. Giving the learners time to reflect on their learning during the program prior to their completion of a post-training personal action plan. getting useful feedback in an organized manner, to help with future training planning, and Ensuring trainees and learners follow-up their training with relevant actions to apply, improve, develop and reinforce learning attained. Feedback is collected online since it would be instant, inexpensive to distribute, response rate would be higher, easy to collaborate, enhanced security and effective management. This project is also designed and developed to analyze the collected feedback to give rating.

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LIST OF FIGURES

Competency Mapping Process Competency Mapping Framework Training Calendar Knowledge Skills Attitude SDLC Database Design Snapshots

21 21 25 26 40 44 48

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WATCH INDUSTRY IN INDIA The Indian watch industry inclusive of all product categories is estimated at over Rs. 10,000 crore growing at average rate of 8% annually. After two years of recessionary clout the countrys watch market is expected to grow at a brisk 9% -11% in the next couple of years. With the economy springing positive vibes, steadily progressing retail landscape and larger disposable income levels market insiders opine that Indian consumer is spurring the demand. The 15th India International Watch & Clock Fair- Samaya Bharati, under the auspices of the Watch Trade Federation held between February 4th and February 7th, 2010 saw an impressive lineup of over 100 national and international companies primarily from India, Switzerland, France, Japan, Taiwan and Hong Kong. According to Hemal Kharod, Chief organizer of the 4 day exhibition held in Mumbai after six years is likely to attract over 4000 dealers, wholesalers from all over the country and abroad. The Indian watch industry inclusive of all product categories is estimated at over Rs. 10,000 crore growing at average rate of 8% annually. Overall 4.5 crores watches are manufactured in a year. The highest share of watches retailed is around the price range from Rs. 500/- to Rs. 3000. The category of watches retailed in the price bracket of Rs. 4000 to Rs. 15000 is growing at an exponential rate of over 20%. The size of the organized luxury watch segment is around 3 % growing at around 20% annually. With liberal imports since the last 10 years many international brands have set shops in India, some even opening their subsidiary in the cities of Mumbai, Delhi and Bangalore. Due to increased international travel, Indian consumer has more awareness of various brands available globally and willing to purchase in India. High import duty and tax burden at various stages has pushed the price of luxury watches in India much higher than their international counterparts. To cater to the price sensitive Indian market, many luxury layers have tried to overcome price barriers by

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introducing various cuts in their margins to maintain competitiveness in retail market. The industry sources hope the Indian Government acts favorably towards imports duty which is hovering around 40%. This will also keep a check on the unorganized market that has been thriving significantly. With more international brands foraying in Indian market to cater to the growing demand of fashion and luxury watch consumers, it has also created some challenges for local manufacturers. However local players still continue to dominate the Indian watch industry due to good manufacturing base and price points at which watches are retailed. Collaborations, right planning and joint ventures in marketing hold the key to success for both domestic and International watch manufacturers. Lately India is turning increasingly attractive for retailers, with customers relying more on departmental stores, multi-brand watch outlets and malls to purchase their needs. With the growing infrastructure in tier 2 and tier 3 cities, brands with significant presence in the Indian metros now plan to woo customers through retail tie ups in these cities. TITAN INDUSTRIES LIMITED Overview: Incorporated in 1984, Titan Industries limited is a joint venture between Tata Group and Tamil Nadu Industrial Development Corporation (TIDCO) Limited. The two promoters between them hold 51% of the shares, the rest being with the public. While the Tata Group holds a minority stake in the venture they manage the company. The registered office of the company is located in Hosur while its Corporate Office is in Bangalore. Titan is the countrys leading watch brand and Indias only national jewelry brand using design, technology and people for unchallenged market leadership. While being the only profitable major Watch Company in the country, Titan has also acquired world prominence and today Titan Industries is the world's fifth largest wrist watch manufacturer and India's leading producer of watches under the Titan, Fastrack, Sonata, Nebula, Raga, Flora, Zoop, Regalia, Octane & Xylys brand names.

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Titans product portfolio includes watches, clocks, accessories and Jewellery in both contemporary and traditional designs. It manufactures watches under the Titan and Sonata Brand. Titan Industries reached out to the youth segment with Fastrack, its third brand, trendy and chic. The company has sold 135million watches world over and manufactures 13 million watches every year. With a license for premium fashion watches of global brands, Titan Industries repeated its pioneering act and brought international brands into Indian market. Tommy Hilfiger and FCUK as well as the Swiss made watch Xylys owe their presence in Indian market to Titan Industries. Entering the largely fragmented Indian Jewellery market with no known brands in 1995, Titan Industries launched Tanishq, Indias most trusted and fastest growing Jewellery brand. Gold Plus, the later addition, focuses on the preferences of semi-urban and rural India. Completing the Jewellery portfolio is Zoya, the latest retail chain in the luxury segment. Titan Industries has also made its foray into eyewear, launching Fastrack eyewear and sunglasses, as well as prescription eyewear. The organization has leveraged its manufacturing competencies and branched into precision engineering products and machine building. With over 826 retail stores across a carpet area of over 10,08,083 sq. ft. Titan Industries has Indias largest retail network. The company has over 331exclusive World of Titan' showrooms and over 83 Fastrack stores. It also has a large network of over 700 after-sales-service centers. Titan Industries is also the largest Jewellery retailer in India with over 130 Tanishq boutiques and Zoya stores, over 31 Gold Plus stores. It also sports over 204 Titan Eye+ stores. The company has two exclusive design studios for watches and Jewellery

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Backed by over 6,000 employees, two exclusive design studios for watches and Jewellery, 9 manufacturing units, and innumerable admirers world over, Titan Industries continues to grow and sets new standards for innovation and quality. The organization is all geared to repeat the Titan and Tanishq success story with each new offering. Culture, Vision, Mission and Values The organizational culture is built on informality, risk taking, pioneering, and innovating, thinking big, world class and by instilling confidence and creating capability within the employees. This has been captured in the vision of the company as well. Vision: To be a world-class, innovative, progressive organization and to build Indias most desirable brands. Mission: To create wealth for all our stakeholders by building highly successful businesses based on customer-centric approach, and to contribute to the community. Values and Standards: Total customer orientation - Customers take precedence over all else, always. Employee appreciation - We value and respect Titanians and endeavor to fulfill their needs and aspirations. Performance culture and teamwork - At Titan Industries, high performance is but a way of life and is nurtured by teamwork. Creativity and Innovation - Driven by innovation and creativity, we focus on smarter approaches and newer technologies. Passion for excellence - In all our pursuits, we ceaselessly strive for excellence. Corporate Citizenship - We ensure that a part of our resources is invested in environment and community betterment.

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Awards & Achievements: Over the years, Titan Industries has received several prestigious awards and distinctions. Some of the recent and most noteworthy recognitions are: 1. Titan Industries received the Award for the Most Admired Timewear Brand of the Year in 2009 for the ninth successive year for Titan, and the Most Admired Jewellery Brand of the Year for the seventh consecutive year for Tanishq. 2. Goldplus bags 2 dragons and 2 certificate of merits at the Promotion marketing awards of Asia 2009. 3. Jewellery Division was declared the winner of the GOLD AWARD" in FMCG sector in the GreenTech Environment Excellence Award 2009. 4. Jewellery Division wins first prize in Innovation in Supply Chain Management organized by Indian Institute of Material Management for the second consecutive year and ranked amongst the top five amongst 50 global entries at European Business School, Wiesbaden Germany . 5. Titan brand won the Most Valuable Brand in the State award at the IIPM & The Sunday Times STATE EXCELLENCE AWARD. 6. Both Titan and Sonata feature in the Top 100 Brands-2009 in the Annual Survey conducted by Economic Times. While Titan is ranked at Number 4, Sonata increase their rank to 86. Titan is ranked number 1 in the consumer durables category. 7. Jewellery Division of Titan Industries Limited won the Eight Annual Madras Management Association award on Managerial Excellence for Manufacturing sector. 8. Titan Industries bagged 19th position across all industry categories and 1st position in the Retail Industry category in the Economic Times Great Place to Work Institute study. The survey results show that 92% employees across Titan Industries feel that Titan is a Great Place to work!

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Titan Industries was one of the five organizations to be awarded the "Corporate Social Responsibilities" award - Best Commercial and Industrial Institute for 2009 - 10 by the Government of Tamil Nadu. Business division: Time Products (Watch division) Jewellery Eyewear Precision Engineering

Titan Watch Division: Titan Watch division was started in 1987. At launch it was the third watch company in India after HMT and Allwyn. Titan formed a joint venture with Timex, which lasted until 1998, and set up a distribution network across India. As of 2010, Titan watches account for a 60% share of the total Indian market and are also sold in about 40 countries through marketing subsidiaries based in London, Aden, Dubai and Singapore. Titan watches are sold in India through retail chains controlled by Titan Industries. Titan Industries has claimed to have manufactured the world's slimmest wrist watch Titan Edge produced indigenously after four years of research and development, the Titan Edge has a total thickness of 3.5 mm and a movement of 1.15 mm. Apart from the Titan Edge, Titan also offers Steel, Regalia, Raga, Fastrack, Technology, Nebula, Bandhan, Sonata, Octane, special RHosur, Tamil Nadu. Fastrack is a popular brand among youth in India. Fastrack watches come in a variety of styles, shapes and colors. On 4 March 2010, Titan Industries announced the launch of its first Titan flagship store, located at Opposite Shoppers Stop, Bandra Linking Road, Mumbai, India. The store is spread over 2,500 sq ft (230 m2) and houses more than 1500 watches on display from Titan like Purple, Automatics, Orion, Raga, Edge, Nebula, and many more. On November 16, 2011, Titan Industries acquired Swiss watch maker Favre-Leuba for Euro 2 million.

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HTSE technology: In July 2011, Titan launched the HTSE (High Tech Self Energized) collection of watches which run on light. According to Titan, these watches can be charged with as low as 200 lux of light, which makes them chargeable with light even from a candle. In its press release, the company said that "HTSE draws its design inspiration from the most complex self-energizing bodies built by mankind space stations, satellites and spaceships. Targeted at the tech-savvy, young urban male, this ultra-modern assortment is truly an epitome of style and technology. Precision Engineering Division: Precision Engineering Division of Titan was started in 2002. It has become one of the leading manufacturers of Precision Parts for Automotive and Aerospace Industries. The Diverse Product range includes pointers, dashboard clusters like Fuel Gauge, Temperature Gauge, Gear Shift Indicators, Clocks for Automobiles and any kind of Injection molded Plastic parts, Electromechanical Assemblies for automobiles, all kinds of pressed and turned parts for automobiles. The Tooling Sector of Precision Engineering Division manufactures all kinds of Press Tool, Molds, Jigs, and Fixtures for various industries. Titan Automation Solution, a part of Precision Engineering Division is a leading Automation Solution Provider for all kind of industries. They made significant contributions to add value during the product development stages of the low-cost water purifier, Tata swach, developed by Tata Chemicals. The Automation Solution applied its precision engineering capabilities to supply automation solutions for the development of special assembly presses that enabled mass production of Tata swach.

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Jewellery division: Tanishq is currently the most prominent Jewellery brand of India, and it pioneered the concept of branded Jewellery and ornaments in India. The name Tanishq has been formed by combining "Ta" (the first two letters of Tata) and "Nishk or Nishkh" (meaning gold coin or necklace in Sanskrit). Tanishq is India's largest Jewellery brand with a wide range of Jewellery in 22Kt pure gold studded with diamonds or colored gems. It is the fastest growing Jewellery brand in India. Tanishq, established in 1995, challenged the established family jeweler and introduced new rules in precious Jewellery; a category as old as civilization. Tanishq challenged the age-old jewelers word with Tata's guaranteed purity. Tanishq's initial foray into the Jewellery business was a failure though. Tanishq at first introduced 18 Kt gold Jewellery advertising 18 Kt as the 'international standard.' This less pure gold was completely rejected by the market dominated by (purported) 22 Kt gold. Later on, it exploded the market with facts about rampant impurity across India. It introduced technology-backed challenge in a category completely governed by blind individual trust. Tanishq introduced innovations like Karat meter, the only nondestructive means to check the purity of gold; machine made Jewellery, which offers superior finish and value to the customer and handcrafted Jewellery which is influenced by various Jewellery traditions of India. Tanishq has set up production and sourcing bases with thorough research of the Jewellery crafts of India. The 135,000 sq. ft. (12,500 m2). factory is equipped with the latest and most modern machinery and equipment. The factory complies with all labor and environmental standards, located at Hosur, Tamil Nadu. The brand brings together the work of karigars, who specialize in different styles of making Jewellery. Karigars, who continue to be an exploited lot with other jewelers, are paid fair remuneration and work under good working conditions in Tanishq.

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Titan Eye +: Prescription Eyewear Division (PEW) The PEW business is Titan's latest retailing venture. Titan Eye +, the third major line of consumer business from Titan Industries Ltd, ventured into the eyewear segment in March 2007. The move was an initiative to re-define the industry and straddle the marketplace with exacting quality standards, unparalleled in Indias eyewear industry. Titan Eye+ offers wide range of stylish and contemporary eyewear through 190 exclusive optical stores across the country. Benchmarked against the best in the world, Titan Eye+ will herald standardization Titan Eye +, in sync with Tata s principles of quality and trust, offers international quality standards and practices coupled with various aspects such as transparency in pricing, style and contemporary design in the eyewear segment and new practices in the highly fragmented and undifferentiated Indian optical retail segment. TRAINING DEPARTMENT IN TITAN WATCH DIVISION: The human resource of a company is one of its main assets. If a resource doesnt suit to the company it is harmful for both the company and the individual. The ultimate result will be the collapse of both the two. So careful selection of employee is of paramount importance and it will be taken care by the recruitment people. It is a common feeling that once the employees are recruited after various tests and process, the HR process is over. It is because the best employees/trainees are there in the company and so they can perform their duties very well. But this is a myth and is not correct. The careful selection of employees doesnt guarantee that they will perform effectively. The employee may have the potential but he may not perform effectively. These two factors- potential and performance are different and not one. The best or the high potential employee even cant do his/her job if the person doesnt know what to do or how to do it? Therefore the next step for the organization is to ensure that their employees do know

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what to do and how to do it. This is the purpose of orienting and training employees. Here is the work of L&D (learning and development) in TITAN comes into picture. What is training? It is a learning process that involves the acquisition of knowledge, sharpening of skills, concepts, rules, or changing of attitudes and behaviors to enhance the performance of employees. Training is a means of communicating new knowledge and skills and changing attitudes. It can raise awareness and provide people with the opportunity to explore their existing knowledge and skills. For a new employee/trainee we can say that training is the process of teaching the basic skills they needs to perform their jobs. L&D and Employee Trainee When a new employee /trainee comes to the organization the first stage is Orientation Orientation Employee Orientation provides new employee with the basic background information they need to work in the company, such as information about company rules. In Titan recruitment is usually happening in the period of January to April. The newly recruited employees come to Titan in June. The orientation program is of one month and during this period - induction, campus to corporate and training will be done. Induction Induction program is a procedure for providing new employees with basic background information about the firm. The aim of the induction program is to accomplish certain things. The new employee should feel welcome and at ease in TITAN. He or she should understand TITAN in a broad sense (its past, present, culture and vision of the future) as well as key facts such as policies and procedures. The employee should be clear about what is expected in terms of work and behavior.

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Campus to Corporate The newly recruited trainees are coming from campus directly and so are very

important to understand them the difference between a campus life and a corporate life. In Campus to Corporate program they will dealt with the Dos and Do nots in the corporate and about the corporate culture. Training The next stage is the training for the newly recruited trainees. The training will be given in tune with the company needs and the area where newly recruited trainees are needed. The procedure for a newly recruited trainee ends here. L&D and Employees The newly recruited trainees are only a few numbers in number and the training for newly recruited employees doesnt satisfy the company needs. All the employees (new and already existing) should go with the new trends in the corporate field and they should be updated with the current trends. So the training for all the employees in the TITAN is a matter of concern for L&D department. LEARNING AND DEVELOPMENT PROCESS FLOW IN TITAN The training program consists of some steps. There are four steps in TITAN and they are 1) Training needs identification/analysis 2) Training program design/instructional design 3) Program execution/implementation 4) Effectiveness/Evaluation

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Training Needs Identification Analysis The first one is needs analysis step. This step identifies the specific job performance skills needed. The analysis can be done at three levels. They are at organizational level, job level/departmental level and individual level. Organizational level analysis Analysis at the organizational level is used to determine where training can and should be used. The analysis will look at things like organizational objectives and the strategic priorities, the pool of skills presently available, and the effectiveness of current employees and so on. Job level/Departmental level Analysis Analysis at the job level/departmental level involves collecting data about a particular job or group of jobs. The analysis will determine what standards are required and what knowledge, skills and attitude are required in order to achieve these standards. Individual level analysis The focus of person analysis/individual level is how well a particular employee is carrying out the various tasks which are necessary for successful performance in personal as well as professional. Training needs identification in TITAN In TITAN there are several methods used to identify the training needs. The training needs are identified based on certain standards. The standards are set on the basis of organizations long term strategy, business plans, performance management system, TAC, Assessment Center and 360 degree feedback. Every organization has a long term strategy and so is the same for TITAN. The training needs are deciphered in tune with their long term strategy and business plans. Performance management system is also a tool in the analyzing the training needs. Taking

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a performance management approach to training means that the training effort must make sense in terms of what company wants each employee to contribute to achieving the companys goals. 360 degree feedback is also involved in identifying training needs. From the feedback the company can identify the area where it should focus more for each employee. Gallop survey is also there to identify the training needs. Gallop survey is the people engagement activity. Titan sometimes consults with employees and supervisors also to identify training needs. The employees themselves can give their area of improvement and hence fill that gap by going for the specific training. The supervisors can clearly identify the skills lacking in employees and can give suggestions of the area of training needs. The feedback or the standards are analyzed and validated and then the training needs are identified or classified as organizational/ departmental/ individual. The GAP analysis details will provide the L&D dept. about the area of training program to be conducted for each department and also the type of training program viz; attitude or skill based or knowledge based training program. Competency Mapping Competency Mapping is very important for an organization and it helps in various processes like making training calendar, capability building, performance appraisal etc. The Competency Mapping process involves series of steps. The first step here is the role of Competency Framework which links Roles with Behavioral and Functional Competencies. The next step is to identify the desired Proficiency Level for each role of the competency. The third step is to maps role holders against the Proficiency level to identify Competency GAPS. Once the lacking skill/competency is identified for an employee, Raider Chart needs to be prepared for each employee. This individual Raider Chart collectively helps in identifying the GAP of a department. Once the GAP is identified, the next stage is to analyze the GAP. The skill with maximum GAP value is given high priority and training etc. will be provided based on that GAP.

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Identify the Roles

Gap Identification Process of Competency mapping

Assessment of Executives

Identify the Competency

Competency model & Directory Validating the frame work

Competency Mapping Process

A Competency Framework which :

Links Roles with relevant Behavioral and Functional Competencies (Role Competencies)
Identifies desired Proficiency Levels (on a scale of 1 to 5) for each role of the Competency Maps role holders against the Proficiency level to identify Competency Gaps
Out come

C petency D om irectory: It contains B ehavioral &F unctional C petencies of each role om

Proficiency C B ode ook: D each proficiencylevel of each efine C petencyin the C petencybucket om om

Competency Mapping - Framework

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Gallop Survey: The Gallup Poll is the division of Gallup that regularly conducts public opinion polls in more than 140 countries around the world. Gallup Polls are often referenced in the mass media as a reliable and objective audience measurement public opinion. Gallup Poll results, analyses, and videos are published daily on Gallup.com in the form of datadriven news. Historically, the Gallup Poll has measured and tracked the public's attitudes concerning virtually every political, social, and economic issue of the day, including highly sensitive or controversial subjects. In 2005, Gallup began its World Poll, which continually surveys citizens in more than 140 countries, representing 95% of the world's adult population. General and regional-specific questions, developed in collaboration with the world's leading behavioral economists, are organized into powerful indexes and topic areas that correlate with real-world outcomes. Gallup Polls are best known for their accuracy in predicting the outcome of United States presidential elections. Notable exceptions include the 1948 Thomas Dewey-Harry S. Truman election, where nearly all pollsters predicted a Dewey victory. The Gallup Poll also inaccurately projected a slim victory by Gerald Ford in 1976, where he lost to Jimmy Carter by a small margin. For the 2008 U.S. presidential election, Gallup was rated 17th out of 23 polling organizations in terms of the precision of its pre-election polls relative to the final results. In 2008, Gallup interviewed no fewer than 1,000 U.S. adults each day, providing the most watched daily tracking poll of the race between John McCain and Barack Obama. Gallup publishes the results of its tracking survey in a three-day rolling average on Gallup.com. Gallup conducts 1,000 interviews per day, 350 days out of the year, among both landline and cell phones across the U.S. for its health and well-being survey

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Performance Management System: Any effective performance management system includes the following components: Performance Planning: Performance planning is the first crucial component of any performance management process which forms the basis of performance appraisals. Performance planning is jointly done by the appraisee and also the reviewee in the beginning of a performance session. During this period, the employees decide upon the targets and the key performance areas which can be performed over a year within the performance budget., which is finalized after a mutual agreement between the reporting officer and the employee. Performance Appraisal and Reviewing: The appraisals are normally performed twice in a year in an organization in the form of mid reviews and annual reviews which is held in the end of the financial year. In this process, the appraisee first offers the self filled up ratings in the self appraisal form and also describes his/her achievements over a period of time in quantifiable terms. After the self appraisal, the final ratings are provided by the appraiser for the quantifiable and measurable achievements of the employee being appraised. The entire process of review seeks an active participation of both the employee and the appraiser for analyzing the causes of loopholes in the performance and how it can be overcome. This has been discussed in the performance feedback section. Feedback on the Performance followed by personal counseling and performance facilitation: Feedback and counseling is given a lot of importance in the performance management process. This is the stage in which the employee acquires awareness from the appraiser about the areas of improvements and also information on whether the employee is contributing the expected levels of performance or not.

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The employee receives an open and a very transparent feedback and along with this the training and development needs of the employee is also identified. The appraiser adopts all the possible steps to ensure that the employee meets the expected outcomes for an organization through effective personal counseling and guidance, mentoring and representing the employee in training programmes which develop the competencies and improve the overall productivity. Rewarding good performance: This is a very vital component as it will determine the work motivation of an employee. During this stage, an employee is publicly recognized for good performance and is rewarded. This stage is very sensitive for an employee as this may have a direct influence on the self esteem and achievement orientation. Any contributions duly recognized by an organization helps an employee in coping up with the failures successfully and satisfies the need for affection. Performance Improvement Plans: In this stage, fresh set of goals are established for an employee and new deadline is provided for accomplishing those objectives. The employee is clearly communicated about the areas in which the employee is expected to improve and a stipulated deadline is also assigned within which the employee must show this improvement. This plan is jointly developed by the appraisee and the appraiser and is mutually approved. Potential Appraisal: Potential appraisal forms a basis for both lateral and vertical movement of employees. By implementing competency mapping and various assessment techniques, potential appraisal is performed. Potential appraisal provides crucial inputs for succession planning and job rotation.

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Training Calendar Structure In 2009-2010, the training calendar of Titan consists of 50 different training programs. The training calendar follows the following pattern

Training Calendar

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Knowledge, skills and attitudes The acquisition of each of these attributes may be difficult to separate in practice, but each are discussed in isolation, albeit at a somewhat theoretical level, in order to provide a basis to assess the suitability, applicability and adequacy of any course for a particular vocation.

Knowledge Skills Attitude

Knowledge. The definition of knowledge can vary depending on the epistemology, the theory of knowledge creation, the reader chooses to follow. The explicit component can be broadly but not exclusively equated to information while the tacit component covers the informal and hard to define skills gained by experience together with the schemata, mental models and beliefs - the factors that enable people to use such information. In the latter sense, knowledge can appear to verge into the areas of skills and attitudes. Even if this is so, knowledge must remain as more than information. Vocational education is about the quality, which includes the continuous improvement, of the Australian workforce. Hence knowledge within the ambit of vocational education must be considered in its broadest sense. It should be considered not only as the required information but also as the capacity to apply it to the immediate work tasks.

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The other epistemology of supplying a quantity of information so the learner can develop his/her own schemata etc. more closely aligns to academic studies and their application to the work environment. By its own volition, this latter epistemology leads to a "trial and error" methodology that is very different from the defined principles and objectives of vocational education. Skills. Skills are defined as expertness, practiced ability, facility in doing something, dexterity and tact. Skill encompasses experience and practice, and the gaining of skill leads to unconscious and automatic actions. Skill is more than just the following of rule based actions. The potential downside of such an attribute is that, in the absence of knowledge and attitudes, such a "skilled" person may have no ability or capacity to react to situations outside the normal condition. Without the knowledge and attitudes contributing to competency, such skills alone can be demonstrated as one of the major causative factors in human error. Put alternatively, skills alone without knowledge and attitudes can be dangerous - knowledge and attitudes must support skills. This is seen as a very important issue in an industry such as fireworks, where the consequences of an error can be very serious. There are five skill sets that cover the dimensions of competency and these are defined in the Australian vocational training system. From Resources for the Training Package, Certificate IV - Assessment and Workplace Training BSZ40198 (Reference 4) they are: Task Skills - the requirement to perform individual tasks to an acceptable level of skill (recall information or terms, application of process.) Task Management Skills - the requirement to manage a number of different tasks within the job. (priority setting, sequencing of tasks, tips to make job easier.) Contingency Management Skills - the requirement to respond to irregularities and react appropriately when things go wrong. (what do you do if, who to contact, why is it important.)

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Job/Role Environment Skills - the requirement to deal with the responsibilities and expectations of the work environment, including interacting appropriately with others in the workplace. (duty of care, obligations, safety requirements.) Ability to Transfer Skills - the requirement to transfer knowledge, skills and attitudes to new situations. Attitude. Attitude can be defined as a "learned tendency to act in a consistent way to a particular object or situation". Attitudes have affective, cognitive and behavioral intention components. A competent person must have the capacity to sense and recognize a situation, the tendency to act in a controlled and predictable manner and an ability to be consistent in acting in a manner relevant to the situation. In relation to safety and health issues, these attributes need to be directly related to the situation and not of a generalist nature. Training Inputs from strategy and business plans Sl. NO. Training Groups/Business Division 1 Retail Service Group Frontline selling, Customer TPD business goals Enhance through growth 2 Corporate Leadership Capability development, building for Provide delightful brand experience Enhance supply chain effectives Cost effectiveness in profitability sustained Area of Focus Expected Outcome

service, Improving delightful shopping experience

corporate functions

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3 Sales & Marketing

Skill building for Strategic brand product management, development, new sales

manufacturing sourcing

&

Build world class design & development capabilities

force- sales ops ,distribution, penetration etc.

Mfg.

Technical training, for various processes ISO, etc.

Training Program Design/ Instructional Design The next stage is the training program design. Here in the instructional design stage, the trainer/ the L&D department used to compile and produce the training program content, including the workbooks, exercises and activities. The first step here is to classify the training plan as short term or long term one. The short term one is for immediate needs. The other one is with long term vision. Sometimes the training program will be in house and some will be external. The next process is the development of program objective, content and coverage. This will be decided based on the inputs from HODs, employees, participants, training personnel, TAC, assessment center and trainer. Once the program objective has been identified the next step is the identification of the trainer. The in house program will be taken by internal and external trainers and external will be taken by external trainers. Once the trainers are identified, freeze the program. Program Execution/ Implementation The next stage is the program execution stage. In this stage the program delivery/ implementation comes into picture. If some bugs are identified in the program in the midway, it will be corrected.

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Need for Evaluation: The main objective of evaluating the training programmes is to determine if they are accomplishing specific training objectives, which are, correcting performance deficiencies. A second reason for evaluation is to ensure that any changes in trainee capabilities are due to the training program and not due to any other conditions. Training programs should be evaluated to determine their cost effectiveness. Evaluation is useful to explain program failure, should finally, credibility of training and development is greatly enhanced when it is proved that the organization has benefited tangibly from it. Principles of Evaluation: Evaluation of the training program must be based on the principles: 1. Evaluation specialist must be clear about the goals and purposes of evaluation. 2. Evaluation must be continuous. 3. Evaluation must be specific. 4. Evaluation must provide the means and focus for trainers to be able to appraise themselves, their practices, and their products. 5. Evaluation must be based on objective methods and standards. 6. Realistic target dates must be set for each phase of the evaluationprocess. A sense of urgency must be developed, but deadlines that are unreasonably high will result in poor evaluation Criteria for Evaluation: 1. Training validity: Did the trainees learn during training? 2. Transfer validity: What has been learnt in training, has it been transferred on the job enhanced performance in the work organization?

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3. Intra-organizational validity: Is performance of the new group of trainees, for which the training programme was developed, consistent with theperformance of the original training group? 4. Inter-organizational validity: Can a training program validated in one organization be used successfully in another organization?

BENEFITS OF TRAINING EVALUATION Evaluation acts as a check to ensure that the training is able to fill the competency gaps within the organization in a cost effective way. This is specially very important in wake of the fact the organizations are trying to cut costs and increase globally. Some of the benefits of the training evaluation are as under: Evaluation ensures accountability - Training evaluation ensures that training programs comply with the competency gaps and that the deliverables are not compromised upon. Check the Cost - Evaluation ensures that the training programs are effective in improving the work quality, employee behavior, attitude and development of new skills within the employee within a certain budget. Since globally companies are trying to cut their costs without compromising upon the quality, evaluation just aims at achieving the same with training. Feedback to the Trainer / Training - Evaluation also acts as a feedback to the trainer or the facilitator and the entire training process. Since evaluation accesses individuals at the level of their work, it gets easier to understand the loopholes of the training and the changes required in the training methodology. Not many organizations believe in the process of evaluation or at least do not have an evaluation system in place. Many organizations conduct training programs year after year only as a matter of faith and not many have a firm evaluation mechanism in place.

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Determining business impact, the cost-benefit ration, and the ROI for the program. Improving the design of the learning experience Determining whether the objectives of the learning experience were met and to what extent Determining the contents adequacy (more job related, more challenging, support objectives) Assessing the effectiveness and appropriateness of instructional strategies Reinforcing learning Providing feedback to the facilitator Determining the appropriate pace and sequence Providing feedback to participants about their learning Identifying which participants are experiencing success in the learning program Identifying the learning being used on the job Assessing the on-the-job environment to support learning.

TRAINING EFFECTIVENESS MEASUREMENT MODEL The training effectiveness is evaluated through Kirkpatrick Model. Reaction The first step in this model is Reaction. Here in TITAN, the first step is immediately followed after the training program. The trainees will express their reaction about the program through a feedback form. The trainer will be evaluated on a scale of 10 and a score of above seven is considered as the standard one. Here is one demonstration One trainer, Mr. X is conducting one training program. The total numbers of trainees are 19. Once the training got over the trainer will be evaluated by the 19 trainees. There will be certain parameters over which the trainer will be evaluated. The trainees need to comment on these parameters. Four parameters are taken for the evaluation and they are administrative, methodology, communication skill and interaction level. The trainees needs

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to give their response on a five scale- excellent, very good, good, fair, poor and each will be rated as 4,3,2,1 and 0. This data will be consolidated, put into an excel sheet and evaluated the points in a 10 scale rating. Based on the trainees response, the total points will be calculated. This total point will be divided with the total responses and then will get certain point. This point will be multiplied with 2.5 (total 10 points divided by number of categories having values). This will give the point on a 10 scale. On the 10 point scale if the rating is less than 7, the trainer will be discarded and wont be called for future purposes. Admin Arrangements Number Responses 12 5 2 0 0 Total 19 of Point(Excellent-4, 2,Fair-1,Poor-0) 4 3 2 1 0 10 VGood-3,GoodPoints 48 15 4 0 0 67 3.526316 8.815789 Topic Relevance Number Responses 9 7 2 1 0 Total 19 of Point(Excellent-4, 2,Fair-1,Poor-0) 4 3 2 1 0 10 VGood-3,GoodPoints 36 21 4 1 0 62 3.263158 8.157895

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Contents Number Responses 6 9 2 1 1 Total 19 of Point(Excellent-4, 2,Fair-1,Poor-0) 4 3 2 1 0 10 VGood-3,GoodPoints 24 27 4 1 0 56 2.947368 7.368421

Interaction Level Number Responses 8 5 5 1 0 Total 19 of Point(Excellent-4, 2,Fair-1,Poor-0) 4 3 2 1 0 10 VGood-3,GoodPoints 32 15 10 1 0 58 3.052632 7631579

Here Mr. X is having a rating above seven in all the four parameters and it shows he is an acceptable trainer and the training is effective from the reaction of the trainees. This is only one step in the training effectiveness. The other steps are learning, behavior and results.

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Learning In learning it is to test the trainees to determine whether they learn the principles, skills and facts they are supposed to learn. In TITAN after each training program, the trainees will be asked to write the key learning they have learned through the training. Then a series of questions regarding the training will be asked and the trainees need to answer those questions. The questions are as follows. The first question is how they (trainees) would apply the learning in their job using SMART (Specific, Measurable, Achievable, Receivable, Time Bound) Method. Another question is how much time they need to require for applying the leaning in job (Time Frame). The last question is what positive impact the training (application of training in job) has created in their job. The trainees need to answer these questions in the feedback form. These answers will be evaluated with the respective HODs after three months (this process is happening in Behavior/Job Application stage) Behavior/Job Application In behavior, ask whether the trainees on-the-job behavior changed because of the training program. Here L&D department check with the respective HODs regarding the performance of the employees after the training program. The HODs will give their inputs/feedback on each criteria (based on the answers (mentioned above) provided by employee in feedback form) mentioned by the employees in the feedback form. Based on the feedback of HOD the overall training effectiveness will be evaluated. Result/Business Impact The last is result and it is very crucial one. Here the important question is what final results are achieved in terms of the training objectives previously set? Whether the error produced by the employee has dropped after the training program? If the answer is yes, the training effectiveness is very.

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ROI (Return on Investment) When an investment is made, every organization expects a return it gets on that investment and that is termed as Return on Investment or ROI. Here TITAN also calculates/expects ROI when a training program is made. In the case of training program, calculating ROI is very difficult especially in the case of Behavioral Training. Technical Training ROI can be calculated though it wont give the accurate ROI. Take the case of a technical training. After the training program, evaluate the employee performance (whether the technical capability has increased for employees etc.) in the job by checking with the concerned department HODs. From their feedback, ROI can be calculated up to an extent. In the case of Behavioral training it is very difficult to evaluate and hence is the ROI. In the long run only the impact of behavioral training can be understood (Group work skill, Team coordination skill etc.) Transfer Just because we know participants liked our training (level 1) and they learned something (level 2), doesn't mean that they can apply it back on the job (level 3) As performance consultants, we need to measure if participants are using their newly acquired skills and knowledge on the job. Level 3 evaluation can be used to improve the training and to identify work environment barriers that prevent participants from using their skills and knowledge. Level 3 evaluations can be as simple as observing performance; gathering information from participants, managers, and others; or accessing records/artifacts such as performance data, error data, customer satisfaction information, etc. While evaluating learning transfer may be an expensive and thankless task involving control groups and quantitative statistics, the goal is to ensure that learning is transferring to the job. Here are some suggestions for making sure that training transfers:

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Management (any level above supervisor):

Use an advisory committee to ensure training addresses business needs. Communicate the importance of training in general and this training specifically. Coach supervisors appropriately; model coaching behavior. Establish standards for training follow-up and coaching by supervisors. Provide time for training and follow-up.

Supervisor (the trainees' immediate manager):

Develop performance measurements to measure gains from training. Attend a training orientation for supervisors. Select trainees based on specific criteria. Conduct a pre-training meeting with trainees. Use graduates of previous training to prepare trainees. Allow time to prepare for the training. Plan for after training follow-up.

The trainee:

Self-assess his/her skills to identify and focus needs. Complete precourse work.

The trainer:

Identify performance needs; conducts task analyses to determine content and flow. Identify other elements impacting performance (job design, information, resources, feedback, etc.) Provide an advance letter to the supervisor. Coach the supervisor on ways to increase training transfer and effectiveness. Provide an advance letter to the trainees. Provide precourse work. Plan for after training follow-up.

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IMPEDIMENTS TO EFFECTIVE TRAINING There are many impediments which can make a training program ineffective. Following are the major hindrances: Management Commitment is Lacking and Uneven Most companies do not spend money on training. Those that do, tend to concentrate on managers, technicians and professionals. The rank-and-file workers are ignored. This mustchange, for, as a result of rapid technological change, combined with newapproaches to organizational design and production management, workers are required to learn three types of new skills: (i) the ability to use technology, (ii) the ability to maintain it, and (ill) the ability to diagnose system problems. In an increasingly competitive environment, the ability to implement rapid changes in products and technologies is often essential for economic viability Aggregate Spending on Training is Inadequate Companies spend minuscule proportions of their revenues on training. Worse still, budget allocation to trainings the first item to be cut when a company faces a financial crunch. Educational Institutions Award Degrees but Graduates Lack Skills This is the reason why business must spend vast sums of money to train workers in basic skills. Organizations also need to train employees in multiple skills. Managers, particularly at the middle level, need to be retrained in teamplaying skills,entrepreneurship skills, leadership skills and customer-orientation skills. Large-scale Poaching of Trained Workers Trained workforce is in great demand. Unlike Germany, where local business groups pressure companies not to poach on another company's employees, there is no such system in our country. Companies in our country, however, insist on employees to sign 'bonds of tenure' before sending them for training, particularly before deputing them to undergo

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training in foreign countries. Such bonds are not effective as the employees or the poachers are prepared to pay the stipulated amounts as compensation when the bonds are breached. No Help to Workers Displaced because of Downsizing Organizations are downsizing and de-layering in order to trim their workforces. The government should set apart certain fund from the National Renewal Fund for the purpose of retraining and rehabilitating displaced workers. Employers and B Schools Must Develop Closer Ties B Schools are often seen as: responding to Labor-market demands. Business is seen as not communicating its demands to B Schools. This must change. Businessmen must sit with Deans and structure the courses that would serve the purpose of business better. Organized Labor can help HOW TO MAKE TRAINING EFFECTIVE? Action on the following lines needs to be initiated to make training practice effective: 1. Ensure that the management commits itself to allocate major resources and adequate time to training. This is what high-performing organizations do. 2. Ensure that training contributes to competitive strategies of the firm.Different strategies need different HR skills for implementation. Let training help employees at all levels acquire the needed skills. 3. Ensure that a comprehensive and systematic approach to training exists, and training and retraining are done at all levels on a continuous and ongoing basis. 4. Make learning one of the fundamental values of the company. Let this philosophy percolate down to all employees in the organization. 5. Ensure that there is proper linkage among organizational, operational and individual training needs. 6.Create a system to evaluate the effectiveness of training.

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ONLINE FEEDBACK MANAGEMENT SYSTEM: Software development life cycle: The Systems Development Life Cycle (SDLC), or Software Development Life Cycle in systems engineering and software engineering, is the process of creating or altering systems, and the models and methodologies that people use to develop these systems. The concept generally refers to computer or information systems. In software engineering the SDLC concept underpins many kinds of software development methodologies. These methodologies form the framework for planning and controlling the creation of an information system: the software development process.

SDLC

Systems Development Life Cycle (SDLC) is a logical process used by a systems analyst to develop an information system, including requirements, validation, training, and user (stakeholder) ownership. Any SDLC should result in a high quality system that meets or exceeds customer expectations, reaches completion within time and cost estimates, works effectively and efficiently in the current and planned Information Technology infrastructure, and is inexpensive to maintain and cost-effective to enhance.

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Feasibility analysis: A feasibility study is concerned to select the best system that meets performance requirements. These entities are an identification description, an evaluation of candidate systems and the selection of the best system for the job. Economic feasibility Technical feasibility Behavioral feasibility

Economic feasibility: The concerned business must be able to see the value of the investment it is pondering before committing to an entire system study. If short-term costs are not overshadowed by long-term gains or produce no immediate reduction in operating costs, then the system is not economically feasible, and the project should not proceed any further. This project is economically feasible. Technical feasibility: Technical analysis Centre on the existing computer system and to what extend it can support the proposed addition. This involves financial considerations to accommodate technical enhancement. If the budget is a serious constraint, then the project is judged not feasible. Classic ASP, MS Access and windows XP or other higher versions of windows are made use of, that are available easily.. Hence this project is technically feasible. Behavioral Feasibility: Suppose for a moment that technical and economic resources are both judged adequate. The systems analyst must still consider the behavioral feasibility of the requested project. An estimate should be made of how strong a reaction the user staff is

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likely to have toward the development of a computerized system. It is common knowledge the computer installations have something to do understandable that the introduction of a candidate system requires special effort to educate, sell and train the staff on new ways of considering business. This system works efficiently and performs the process in a desired manner. Enhancement to the system is found to be easier. System requirements: Hardware Requirements Processor: Pentium IV. Speed: 3.06 GHZ. Primary Memory: 256 MB RAM. Hard Disk: 2GB.

The above specified requirements are the minimum required to run the application Software Requirements Front End: Classic ASP: Microsofts Classic ASP is a programming language which helps developers to write server side code for creating dynamic applications. Classic ASP works the same way ASP.NET works. With the Classic ASP Framework you will be able to structure your ASP pages pretty much the same way you would do it in ASP.NET. The beauty of the Framework is that it includes most of the controls found in ASP.NET like Label Box, Text Box, Drop Down, Check Box, Radio Buttons, GenericHTML, Data Repeater, and Data Table. Above all, the Framework is an Event Driven GUI Paradigm and it aids the ViewState. Language used: Visual Studio 2005, oracle 10-g. Platform : windows NT/ME/2000/XP Tools used: Internet explorer, Mozilla, Firefox.

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There are many advantages in using Classic ASP as it is independent of HTML. In Classic ASP, the codes written are reusable, faster and reliable, and coding can be done parallel to screen designing Advantages of Classic ASP Programming Services: Minimize network traffic Flexibility to view in any browser High security ASP code cannot be viewed from the browser Stable database connectivity Fully functional for most small business owners Ability to dynamically edit, change or add any content of a web page Ability to access any data or database and return the results to a browser Design & Development of custom ASP web-sites Content Management System (CMS) for managing your content Maintenance of existing ASP websites Integration with third party ASP components for file upload, mails etc. Search Engine Friendly Shopping Cart ASP Application Development Can connect to any database including MS Access, MySQL, MSSQL, ORACLE Can create solid, functional applications more easily to meet the needs of the average small business or personal website Classic asp.net web development facilitates easier and quicker programming, reduced amount of code, larger class library, better support for development tools. The classic asp environment allows todays architects, analysts and developers to spend more time and effort focusing on their clients business issues and less time wrestling with the limitations of the technology itself. It has several functions including interoperability, common Runtime Engine, language Independence, base Class Library, simplified Deployment and security. Benefits of deploying classic asp.net application are many and they are increased Productivity / decreased Development Costs, availability of options to track and review the

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project regularly, maximized project visibility, enhanced predictability, and adaptability and minimized project risk. By placing an applications business logic in a Web Service abstraction layer, and by being able to consume Web Services through classic ASP pages, one can have their existing ASP Web applications share the same business logic as ASP.NET applications on the same Web server. This can be especially helpful if an existing ASP application works fine and you do not have the time to fully port it to ASP.NET, but you still wish it to be able to work in close synchrony with that new ASP.NET application youre programming. Back End: MS Access: Microsoft Access is a database software program that makes manipulating data manageable for users of many skill levels. You can input data and sort, filter or group information according to your needs. It's particularly useful when there are thousands of records and sorting through them individually would take hours. Access allows you to obtain the information quicker by providing a few commands to tell the program what is being sought. Reports can be created, too, that pull information out of the database according to the project parameters.

Database Design

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User Benefits: User Friendly Access is user friendly and features the familiar Windows look and feel which is appealing to most users. Concurrent Users The latest version of Access will support up to 255 concurrent users, it is more practical to select Access when there will be approximately 15 to 20 users. Unique Identifier Each piece of information is assigned a unique identifier. This eliminates human and duplication errors. Custom Design Customized forms can be created that will make it easy for you to enter your information. Selection Criteria Information can be easily retrieved based on selection criteria that you specify. Reporting You can quickly create custom reports to that contain useful data that can help streamline your business processes. Management Benefits: Future Investment Microsoft is always upgrading their products so you can rest assured that you are not purchasing a product that will be obsolete in the near future. Scalable If the size of your database is continually growing and your performance starts to suffer, you can easily upgrade to SQL Server along with an Access Data Project (ADP).

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Legacy Data Access has the ability to easily import many data formats so that your existing data is not lost. This feature can not only save 100s of hours of input time, but also eliminate potential human input error. Distribution The ability to have the application and data in one file makes it extremely convenient to distribute the entire application to various users who can run the application in disconnected environments. Cost Benefits Microsoft Access is often chosen as the database solution due to the cost benefits. Backup The database can be backed up to prevent the loss of data. Advantages of Being Online: Instant Feedback Online surveys provide instant feedback to researchers. Data collection is instantaneous as the results are automatically sorted out. This technology saves researchers considerable time and money. Researchers can quickly view the results of the survey and go directly to the data analysis portion of the study. Inexpensive to Distribute Costs can be prohibitive to researchers who have a large sample size. Online surveys all but eliminate the cost of distributing a survey. The cost of paper, postage and labor is eliminated. Research firms can put their dollars into study design and analysis, rather than distribution. Higher Response Rate: The response rate can also be higher than traditional methods as convenience is another key benefit. Participants can respond to the research in their own space and at their own time.

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Collaborating Collaborating is a special form of communication, focused on a specific objective and often time-limited. People can work together using email, the Web, ftp and other tools even though separated by distance and time zones. Managing effectively The Internet provides great potential for improving the effectiveness of organizations - whether public, private or community-based. It can keep you abreast of others using new technology; enhance internal information and communication systems; cut the time and cost of external communication; and improve project management. Enhanced Security No more need to do backups. No more having to email backups to your accountant, advisors or business partners and having to remind them to send it back. No more risk of losing your precious data

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SNAPSHOTS: Login Screen:

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Admin Home Page:

E-Mail Requesting Feedback:

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Feedback Entry Page:

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E-Mail stating that feedback has been submitted:

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Analysis Of The Feedback Submitted:

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REFERENCES:

http://www.titan.co.in/ http://www.drdeepakdogra.com/HRD-4.pdf http://www.businessballs.com/kirkpatricklearningevaluationmodel.htm http://www.opm.gov/perform/overview.asp http://en.wikipedia.org/wiki/The_Gallup_Organization http://aspdoc.indoglobal.com/Ch1_Introduction21.html http://www.access-programmers.com/benefits.aspx http://en.wikipedia.org/wiki/Systems_development_life-cycle http://www.1000ventures.com/business_guide/crosscuttings/achievement_ability.html

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