FINAL SAYAJI REPORT 1

A REPORT

On

“STUDY OF EFFECTIVENESS OF TRAINING AND DEVELOPMENT PROGRAM AT SAYAJI HOTELS”

By

Shubhrika Shrivastava

MBA III semester

FMS- WISDOM

Banasthali University

SAYAJI HOTELS LIMITED, INDORESUBMITTED TO: SUBMITTED TO:

Vivek Anand Sharma Ms. Shikha Singh

Training Manager Research Associate

Sayaji Hotels Limited, Indore Banasthali University

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TRAINING CERTIFICATE

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ACKNOWLEDGEMENTS

This project is not solitary effort of mine alone. Its successful accomplishment is the result of many distinct people to whom I owe a debt beyond repayment. Therefore, I would like to extent my token of thanks to those who have helped me directly or indirectly in making my project work an incredibly pleasant task and giving it a final shape.

My sincere thanks towards my project guide Mrs. Shikha Singh, Research Associate at Banasthali University for her constant guidance. Without her kind support this project would have never been possible.

I offer my sincere thanks to Mr. Rupak Aich, Director-HR, for giving me incredible opportunity to do my project at Sayaji Hotels Limited and for his valuable inputs and guidance to encounter upcoming challenges in the long run of my career.

With deep sense of gratitude, I would like to owe my indebtness towards Mrs. Neha Bhide, Senior Executive HR and Mr. Amarjeet Kumar, Ex- Training Manager of the group for their constructive criticism in a friendly and positive manner to overcome pitfalls of professional world that I may confront in the near future.

I extend my heartfelt thanks to Mr. Sukesh Sharma and Mr. Amit Singh Negi, Training and Development Executives for their unvarying encouragement and enlightenment. Mr. NishantGour, Hotel Operation Trainee I’m much obliged to you for your patience towards rectifying my persistent mistakes.

Unfortunately, it won’t be possible to acknowledge my indebtness individually to everyone. I owe a big thank you to whole HR team, Sayaji staff and my friends who have been supportive throughout the journey of this internship.

Shubhrika Shrivastava

(Roll No. 12818)

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ABSTRACT

Be it any study, it is very essential to have practical knowledge apart from the theoretical one. This report is all about the knowledge that I have acquired being an Intern at Sayaji Hotels Limited, Indore.

The present scenario in organizations makes it essential to use scarce resources efficiently with the aid of competent professionals. Therefore, trainers of all kinds are required to justify their position. Training activities, which are ill, directed and inadequately focused, do not serve the purpose of trainers. Hence, it is required to have a well equipped Training and Development department to be a persistent progressive organization.

This report briefs about the various processes of the hotel such as recruitment, increment policy, promotion criteria, payroll, performance appraisal etc. not only this my project covers the major content of analysis related to “Effectiveness of Training and Development of employees at Sayaji Hotels, Indore. The analysis has been done with the sample size of 15 employees of organizations’ HR department itself with the aid of questionnaire, observation, organizational documents and interviews.

The report too holds my learning’s during my internship for the duration of 6 weeks at Sayaji

Hotels Limited, Indore.

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TABLE OF CONTENTS

1 Introduction…….……………………………………………………………….07

1.1 Sayaji Philosophy……………………………………………………….......08

1.2 Sayaji Mission………………………………………………………………08

1.3 Sayaji Objective…………………………………………………………….09

2 About Sayaji Hotels…………………………………………………………..10-11

1.4 Various departments at Sayaji……………………………………………….12

1.5 Recruitment procedure at Sayaji………………………………………….12-14

1.6 Induction process at Sayaji…………………………………………………...14

1.7 Performance appraisal at Sayaji…………………………………………...14-15

1.8 Promotion process at Sayaji…………………………………………………...16

1.9 Increment policy at Sayaji……………………………………………………..16

1.10 Payroll process at Sayaji…………………………………………….16-17

1.11 Various facilities at Sayaji for employees…………………………...18-19

1.12 Grievances handling at Sayaji…………………………………………..19

1.13 HR software used in Sayaji……………………………………………..19

1.14 Various reports prepared by HR department in Sayaji…………………20

1.15 Important licenses required by hotels under various acts……………20-22

1.16 Introduction to training………………………………………………22-23

1.17 Training process followed at Sayaji…………………………………23-29

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1.18 Training need identification…………………………………………….29

1.19 Various reports prepared by training manager at Sayaji………………..29

1.20 Various roles and responsibilities of training manager at Sayaji……….30

3 Review of Literature…………………………………………………………31-31

4 Research Methodology………………………………………………………33-32

5 Data analysis…………………………………………………………………36-45

6 Conclusion………………………………………………………………………46

6.1 Suggestions and recommendations………………………………...........47

6.2 Task assigned during Internship to me………………………………….48

References………………………………………………………………………………49

Appendices………………………………………………………………………......50-52

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CHAPTER 1

INTRODUCTION

OVERVIEW

Located in Indore, Central India’s financial capital, Sayaji Hotel is a five star hotel that

reflects the city’s spirit in a harmonious blend of tradition and contemporary sophistication.

What sets us apart from other business hotels is our personalized service, attention to details

and ability to cater to your business needs. Exquisite interiors, impeccable services and

delectable cuisines combine to make us Central India’s most graceful and elegant hotel. The

hotel is ideal for business travel or holidays to explore the cultural wonders of Central India

& Indore.

In a short span of a decade, we have created a chain of hospitality properties in the heart of

India, catering to the discerning business or family traveler.

While creating our properties, it has been our motive, to create a property that not only

addresses all the needs of a traveler but also provides you with a place to feel at home, to

discover more than you demand and to get true value for your money.

Welcome to this world of friendly and courteous services at Sayaji

Our smiles seldom reach our eyes because they emanate from the heart.

Our services are seldom apparent because they are not meant to be conspicuous.

Our facilities defy traditional business sense because we feel you have a right to them at

Sayaji.

Our size is often misunderstood as the measure of our tariff. It is not.

Our size is gigantic because we would like to cater to all your requirements.

Our tariff is not, because we believe you are entitled to the worth of your money.

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1.1 THE SAYAJI PHILOSOPHY

Nothing explains the Sayaji way of life like the Banyan tree. The Banyan plays many roles

during the course of its long life. It epitomizes and defines relationships we know of and

bonds that are yet to be made. In some ways it is like the patriarch, depicting the lineage,

strong roots and an undying will of an ever-growing family.

For travelers from far and wide it provides comfort and peace in its never-ending shade and

care that only a mother can give. Like a good old friend it can keep secrets, protects you and

bring you solace in times of need. Just like the Banyan tree, we at Sayaji strive to be the

haven that every global traveler deserves.

We have been redefining hospitality since our inception in Vadodara 20 years ago. For us

hospitality is about making people comfortable even though they are far away from their

comfort zone. Whether it’s using technology creatively or genuinely greeting you any time of

the day, we have only your best interest at heart.

We aim to forever be your Banyan tree of hospitality, a place where everyone is welcome,

special and truly important.

1.2 SAYAJIS’ MISSION

“To make more and more people happy for a prolong period of time”

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1.3 SAYAJIS’ OBJECTIVE

CORE VALUES

GENUINE: Whatever we think we say; what we say what we mean and express in actions

or words. Genuine people do not pretend. People can see you for what you are and can feel

the same through your actions.

OWNERSHIP: Any job you can do, you really own it. Do the best you can. Do a job

whole heartedly. Do not look for excuses for why it cannot be done. Take responsibility or be

accountable and find a method or way of how to do it the best way possible.

PASSION: There is an intense level of commitment from within. You are madly in love

with what you are doing and there is an unconditional commitment attached. When you are

passionate about what you do, you:- Are highly enthusiastic, Have more energy ,Care more

about what you do. It is a cycle that feeds on itself and increases your capability efficiency.

GUEST FOCUS: Being guest focus is always thinking about giving better and better

products and services to our guests. Every action that we do in the interest of the guest will

lead to action that we do in the interest of the guest will lead to guest delight. Guest is the

very reason for our existence. Focus on guest delight is what can sustain us.

EMPLOYEE/TEAM FOCUS: Employee focus means striving to provide a good quality

of atmosphere at the workplace and a good quality of life while ensuring overall development

of the individual the very reason of our existence is to delight our guests. Our team only can

help us achieve this objective.

INNOVATION: Be innovative to continuously improve our products and services in the

benefit of our guests. Innovation results in successful introduction of doing new and useful

things or introducing new methods, techniques or practices or improving existing products

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and services. Ask the question “WHY” do we do the existing things in certain way and how

can we do the same thing in a different and better way.

CHAPTER 2

ABOUT SAYAJI HOTELS

Sayaji Hotels Limited was founded by Late Mr. Sajid Dhanani in the year 1990 at Vadodara

after the name of king Sayaji. The very famous Barbeque Nation is an Indian chain

restaurant owned by Indore based- Sayaji Hotels Limited which was too founded by Mr.

Sajid Dhanani in the year 2006.

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OUTLETS IN SAYAJI:

Sanchi: popular for authentic Awadhi cuisine

Square: Buffet Restaurant

Mediterra: popular for Mediterranean cuisine

Blue Lagoon: it’s an alacarte restaurant

Kebabs Ville: popular for “Do it yourself cuisine”

Go Bananas: it is basically an entertainment zone

Quorum: popular for imported wines and cigars

Critical Mass: disco trek

Chopstick City: popular for authentic Chinese food

4 large banquets i.e. Mahal convention centre, Amber convention centre, Amber lawn,

Vatika lawn and Vrindavan lawn where in 5 small banquets named Jade Lounge, Topaz

Lounge, Ruby Lounge, Sapphire Lounge and Emerald Lounge.

3 small conference rooms Neel 1, 2 and 3. It too has club, basketball court, squash court,

table-tennis room, gym, spa, kid’s zone (for playing) and swimming pool.

Sayaji Hotels- Indore, Pune and Kolhapur have reception in its each floor.

Sayaji is the very first hotel to introduce balling alley in the hotel industry in 1994.

Sayaji has its presence in various cities: Sayaji Vadodara, Sayaji Kolhapur, Sayaji Bhopal,

Sayaji Indore, Sayaji Pune, and Effotel

Sayaji has around 103 crore turnover.

PRODUCTS AND SERVICES OFFERED:

In-room dining

Concierge service

Complimentary gourmet continental breakfast and coffee

Fitness center

Indoor lap pool

Valet parking

Bag service

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Business center (with reservation and additional fee)

Wireless internet (free throughout the hotel)

Restaurant and lounge

Board and meeting rooms (with reservation and additional fee)

2.1 VARIOUS DEPARTENTS AT SAYAJI

BACK OF THE HOUSE DEPARTMENTS FRONT OF THE HOUSE

DEPARTMENTS

Cafeteria Sanchi

Garden Square

Commercial/Accounts/Purchase/Stores Kebabs Ville

Corporate Blue Lagoon

HR and Training Quorum

Security Mediterra

Engineering Square Portico

Project Chopstick city

Audit 7th Lounge

IT Club

(Table: 01)

2.2 RECRUITMENT PROCEDURE AT SAYAJI

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Sanctioned budget: Every department has been given some budget, budget in the sense say F

and B service can employ total 50 employees categorized as:

L1- 21, L2- 15, L3- 8, L4- 3, L5- 2, L6- 1 employees respectively i.e. for the particular level

this specific number of employees must be present mandatorily. Now, for instance if the

outlet have only 18 employees at L1 that means they have budgeted gap of 3 employees.

Thus, the HOD of the department if feels the need of three candidates then will approve the

MRF form- Manpower Requisition Form and send it to recruitment department.

TAT- Turnaround Time for recruitment process at various levels:

GRADES TAT(AT VARIOUS LEVELS)

L1-L2 20 days

L3-L4 30 days

L5 and above 45 days

(Table: 02)

SOURCES OF RECRUITMENT USED IN SAYAJI

Jobsites/naukari.com/social network

Career portal

Sayaji Hotels Limited empanelled recruitment agencies/hiring partners

Advertisement/events

Employee referral program and networking

Employee database/head hunting

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Campus recruitment

MT/HOT PROGRAM

The Management trainee/Hotel Operation Trainee program is conducted after every

gap of one year. The recruitment team coordinates with the placement coordinator of

the respective colleges. The colleges are shortlisted on the basis of performance of

last year recruited employees.

The crucial role played by the training department in this process is to decide the

HOD to visit the campus for placement. The recruitment panel visits the campus for

maximum 3 days if the crowd is more than 150 else for 2 days, panel majorly

comprise of 2-3 L2 and L3 employees and one HOD who travels on the last day of

recruitment process for personal interview of the candidates.

MTs i.e. Management Trainee after the completion of year are directly promoted as

L4 whereas HOTs i.e. Hotel Operation Trainee become L3.

2.3 INDUCTION PROCESS AT SAYAJI

For L1-L3 employees the Training and Development department conducts Induction

process through classroom sessions which includes: Ice-breaking session,

Introduction of Sayaji Hotels Limited (History, Establishment, Outlets, Features etc)

For L4 and above employees the induction schedule is made by Training and

Development department. As per the schedule, employee meets the respective HODs

of the various Sayaji units viz. SHL-Indore, SHL-Bhopal, SHL-Baroda, SHL-

Kolhapur.

2.4 PERFORMANCE APPRAISAL AT SAYAJI

The performance appraisal process in Sayaji is carried on in two ways:

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1. Balance Score card (BSC):- The balance score card appraisal method is used for L1-

L3 employees which are done half-yearly. Basically, in this method few parameters

are given according to employees’ job roles and responsibilities then employees

themselves are asked to rate out of 10 points each. Later the reporting manager or

head of the employee ask for justification of the rating employee has given to

himself/herself. After the discussion, the final rating is given by the head or reporting

manager of the employee.

KEY PERFORMANCE INDICATORS + 360 DEGREE + POTENTIAL

APPRAISAL:-

KPI: - The Key Performance Indicators are given by the HR department as per the

employees’ jobs roles and responsibilities then they are rated according to those indicators. It

has 60% weight age in total appraisal process. This KPI is filled by HR people every month

with the discussion from their HODs. However for rest of the employees it is done on

quarterly basis.

360 Degree: - It has 30% weight age in total appraisal process. In this appraisal method, an

employee is rated by its supervisors, peers, subordinates, self-appraisal, and users of services,

customers and consultants on the given parameters by HR department.

Potential Appraisal: - It has 10% weight age in total appraisal process. This potential

appraisal is filled by the HOD of an employee without any discussion on the parameters such

as leadership quality, initiation, innovation etc if any implemented by an employee in favor

of organization and self-development apart from his/her job roles and responsibilities.

APPRAISAL PROCESS FOR NEW JOINERS (L1-L3)

Number of appraisal cycle- 2

Appraisal month: 1st cycle: April to September (October)

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2nd cycle: October to March (April)

2.5 PROMOTION PROCESS AT SAYAJI

The promotion of an employee is approved by his/her HOD i.e. if HOD finds that yes this

particular employee has got that potential to be promoted for the higher position then only

approval is provided. However, the process does not end here only. Employee needs to go

further from the written, viva and presentation phase covering both technical and personal

aspects. The evaluators committee comprise of Managing Director, General Manager and

various Head of the Departments. If the employee gets total score of 85% and more then only

he/she gets promoted for the higher position.

2.6 INCREMENT POLICY AT SAYAJI

The increment policy in Sayaji Hotels is inflected by two factors i.e. either level wise or else

by appraisal rating attribute. HR gets specific yearly budget from finance and it is mandatory

to give increment only to those who have completed six months tenure in organization. Also,

midyear increments can also be provided but it usually happens in exceptional cases. All the

increments whether exceptional or non-exceptional are approved by Managing Director and

then only given as per level wise and according to their appraisal rating.

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2.7 PAYROLL PROCESS (Corporate HR) AT SAYAJI

Payroll in Sayaji is calculated from 26th to 25th of the month reason being salary can be

processed and distributed till the first of every month. The first and foremost step taken in

order to start payroll process is calculation of attendance. The HR department collects

attendance of employees from time office via biometric impressions but might be due to

some technical or personal errors in case the attendance is cross checked. The attendance

sheet is approved by HODs of their respective employees of corporate and sent to HR

department. After the calculation of attendance payroll is further processed. When a new

employee enters the system he/she is given 6 days salary in advance and when he/she leaves

his/her salary is calculated from 1st of month till the last date of his/her releasing.

Number of leaves employees can avail: -

30 Paid leaves (PL) annually -It is a paid leave, only PL is encashed in case employee

has not used his/her PL.

08 Casual leaves (CL) annually

06 Sick leaves (SL) annually

52 Week off (WO) (It is a paid leave)

OD- On duty: Number of days employee went to tour for official purpose. It is a paid.

DP- Days present

LWP- Leave without Pay

PH- Public holiday (15 August, 26 January and 2 October) if an employee works for

these days he/she is paid.

12% PF is deducted at earned basic always

ESIC- Employee State Insurance Corporation

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4.75% - employer and 1.75% - employee (both deducted from earned gross)

GROSS EARNING – GROSS DEDUCTION = FINAL NET SALARY

Actual salary as per job profile (present basic + HRA + conveyance + other allowance) gives

Gross Salary then actual salary as per attendance and leaves (earned basic + HRA +

Conveyance + other allowance + earned wage + arrears + NH pay) gives earned gross then

deductions such as mobile, cafeteria, food bill, loan, salary advance, PF withdrawal, ESIC,

professional tax, income tax and other deductions are made to get gross deduction and finally

to reach at net salary of an employee.

2.8 VARIOUS FACILITIES AT SAYAJI FOR

EMPLOYEES

ESIC scheme (Employee State Insurance Corporation) - is followed as per

government norms i.e. 4.75% employer deduction and 1.75% employee deduction.

Sayaji staff is entitled for medical cover as per ESIC. The benefit of this scheme is

provided in contingencies like sickness, maternity, death or disablement due to

employment injury or occupational hazard.

Facility of Salary Advance is provided without any interest once in quarter.

Personal loan: is provided at time of marriage, hospitalization, death, child birth,

education loan. An employee is eligible for taking personal loan once he/she

completes one year of service.

Home loan: is repayable in 60 EMIs. An employee is eligible for taking home loan

once he/she completes three years of service. However, an employee can’t take two

loans at a time except in case of death and hospitalization. In case employee leaves

the organization before the repayment then outstanding amount is taken in one single

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installment with 15% interest. Except home loan, other loans can be availed

maximum three times in total service tenure.

Group Personal Account (GPA): GPA is an insurance policy which provides

compensation at times of injury, disablement or death due to accident. GPA sum

assured:

L1~L2 – 2 lakhs

L3~L5 – 3 lakhs

L6~L7 – 5 lakhs

L8 and above – 7 lakhs

Employee Referral Scheme: is followed in Sayaji, referral award is given in case

of suggesting a potential candidate. Cross unit reference is also there like if an

employee joins Pune unit and the reference is given by an employee of Indore unit,

hence referral amount should be debited to Pune unit but paid to employee of Indore

unit.

2.9 GRIEVANCES’ HANDLING AT SAYAJI

Grievances’ handling in Sayaji is done with Voice of Employee and Speak Up system.

VOE is a grievances’ redressal process. This idea is to give employees multiple options to

reach out with their issues, queries and ensure closure of the same in the suggested timeline.

The issues can range from HR issues- individual/group, operational issues, policy related

clarifications etc.

The suggestion, feedback or complain registered by an employee directly reach to Vice-

President Audit and is kept confidential in every way.

2.10 HR SOFTWARE USED IN SAYAJI19

Previously, Sayaji group was using HR mantra software. However, it collapsed due to some

issues. Currently, Sayaji group is working on ZingHR which is cloud based software in

which training and development, performance appraisal, recruitment, payroll etc of each and

every unit of Sayaji is maintained. Legal processing is done after selecting the software.

2.11 VARIOUS REPORTS PREPARED BY HR

DEPARTMENT IN SAYAJI

Attrition report: - Number of attrition takes place from each department.

In order to control the same, meetings are conducted with HODs of the department with

higher attrition rate in order to know what the problem is behind such high percentage of

attrition. If action certainly needs to be taken against HOD then taken else other issues for

attrition are found and resolved.

New joiners report: - the total new joining in hotel month wise, it is prepared in order to

identify training needs for induction and other new joining facilities of an employee.

Training Summary report: - this report is prepared both month and quarter wise in order

to know the total number of hours achieved and still left to achieve by the training

department.

Training Mandays report: - this report is prepared in order to know how much Mandays

are achieved by the organization. Mandays are basically how much employee has learnt from

the training sessions. 32 hours i.e. 4 Mandays are mandatory for every employee to be

accomplished yearly by Training and Development department.

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2.12 IMPORTANT LICENSES REQUIRED BY HOTELS UNDER

VARIOUS ACTS ARE:-

Police license/registrations

License under shops and establishments act

License under prevention of food adulteration act

Registration under luxury tax act

Registration under sales tax act

Registration under contract labor act

Registration under pollution control act

Registration under apprentices act

Registration under provident fund act

Registration under ESI act

Entertainment license on festival occasions

License for chimney under the smoke nuisance act

Registration under the weights and measures act

Factory license for laundry

Central excise license for bakery products

Registration and permits under the motor vehicle act for tourist coaches/taxies

Eating house license

Municipal beer bar license

License for storage of diesel oil

License for storage of kerosene and compresses gas (LPG)

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Sign board directions, neon signs

License to deal in foreign exchange under FEMA

Cold storage license, (if over 25 cubic ft)

License for boiler and generators and mixers and grinders

Bar license (foreign liquor)

Mild liquor license

Temporary license for awnings and covering of terrace during monsoon

Building completion certificate

Copyright license for playing of music

Lodging house license

Approval from the department of tourism, Government of India

Registrations from GTDC for new projects under the package scheme of incentives

2.13 INTRODUCTION TO TRAINING

Organizations and individual should develop and progress simultaneously for their survival

and attainment of mutual goals. So every modern management has to develop the

organization through human resource development. Employee training is the important sub-

system of human resource development. Employee training is a specialized function and is

one of the fundamental operative functions for human resource management.

MEANING

After an employee is selected, placed and introduced he or she must be provided with

training facilities. Training is the act of increasing the knowledge and skill of an employee

for doing a particular job. Training is a short- term educational process and utilizing a

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systematic and organized procedure by which employees learn technical knowledge and

skills for a definite purpose. Dale S. Beach defines training as “the organized procedure by

which people learn knowledge and/or skill for a definite purpose”.

In other words, training improves, changes, moulds the employee’s knowledge, skill,

behavior, aptitude and attitude towards the requirements of the job and organization. Training

refers to the teaching and learning activities carried on for the primary purpose of helping

members of an organization, to acquire and apply the knowledge, skills, abilities and

attitudes needed by a particular job and organization.

Thus, training bridges the differences between job requirements and employee’s present

specifications.

IMPORTANCE OF TRAINING

The importance of human resource management to a large extent depends on human resource

development. Training is the most important technique of human resource development as no

organization can get a candidate who exactly matches with the job and the organizational

requirements. Hence, training is important to develop the employee and make them suitable

to the job.

Job and organizational requirements are not static, they are changed from time to time in

view of technological advancement and change in the awareness of the Total Quality and

Production Management (TQPM). The objectives of the TQPM can be achieved only

through training as training develops human skills and efficiency. Trained employees would

be a valuable asset to an organization. Organizational efficiency, productivity, progress and

development to a greater extent depend on training. Training is important as it constitutes

significant part of management control.

2.14 TRAINING PROCESS FOLLOWED AT SAYAJI

MT/HOT PROGRAM

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The Management Trainee/Hotel Operation Trainee program is conducted after every gap of

one year. The recruitment team coordinates with the placement coordinator of the respective

colleges. The colleges are shortlisted on the basis of performance of last year recruited

employees.

The crucial role played by the training department in this process is to decide the HOD to

visit the campus for placement. The recruitment panel visits the campus for maximum 3 days

if the crowd is more than 150 else for 2 days, panel majorly comprise of 2-3 L2 and L3

employees and one HOD who travels on the last day of recruitment process for personal

interview of the candidates.

MTs i.e. Management Trainee after the completion of year are directly promoted as L4

whereas HOTs i.e. Hotel Operation Trainee become L3.

INDUCTION PROCESS

For L1-L3 employees the Training and Development department conducts Induction process

through classroom sessions which includes: Ice-breaking session, Introduction of Sayaji

Hotels Limited (History, Establishment, Outlets, Features etc)

For L4 and above employees the induction schedule is made by Training and Development

department. As per the schedule, employee meets the respective HODs of the various Sayaji

units viz. SHL-Indore, SHL-Bhopal, SHL-Baroda, SHL-Kolhapur.

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TRAINING

METHODSS

OFF THE JOB

ON THE JOB

ON THE JOB TRAINING METHODS

Training Ambassadors program: TA program is carried on in order to keep track on the

effectiveness of the ON THE JOB TRAINING which is provided by TRAINING

AMBASSADORS of respective outlets who are usually L4 nominated by their HODs but if

there is no L4 available in the outlet then L3 is made TA.

TA MIS Contents: -

Employee code S0000X

Name(employee) XYZ

Department F & B Banquet

Sub-department F & B Production

Designation Commis-II

Unit Sayaji Indore

Level Level-2

Employee status Active

Joining date 01/11/14

Supervisory/Managerial group L1-L3

Category -

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TA name ABC

Topic name (according to department) Food safety

Quarter Q2

Training month Sep.-16

Training date 27/06/16

Total (training minutes) 30

Reporting 1 JKL

Reporting 2 EFG

(Table: 03)

OFF THE JOB TRAINING METHODS

Induction Process: For L1-L3 employees the Training and Development department conducts

Induction process through classroom sessions which includes: Ice-breaking session,

Introduction of Sayaji Hotels Limited (History, Establishment, Outlets, Features etc)

For the induction schedule the training department first retrieves new joiners data from the

recruitment team then take confirmation from the businesses of respective outlets. After the

preparation of list of new joiners training department drop a mail before a week and again a

reminder mail 3 days before induction process to the HODs of respective outlets. On the day

of Induction attendance is shared in the employees’ outlets in the same trail mail and at last

signature page is acknowledged.

Induction program:

INDUCTION

PROGRAM

TARGET

AUDIENCE

NUMBER OF DAYS CONTENT

Orientation program New joiners Minimum 2 hours Brief about respective

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units and management

One day induction

program

New joiners 1 day SHL-Preface+

WIIFM

SHL-Induction

program

New joiners 4 days SHL-Preface+

WIIFM+PEGS

PEGS All employees 3 days Self awareness+ team

building+ problem

solving

(Table 04)

For L4 and above employees the induction schedule is made by Training and Development

department. As per the schedule, employee meets the respective HODs of the various Sayaji

units viz. SHL-Indore, SHL-Bhopal, SHL-Baroda, SHL-Kolhapur and they brief about the

working of Sayaji.

PEGS: Personal Effectiveness and Growth Strategy program is conceived as founding pit of

the Sayaji and is mandatory to serve for everyone as it depicts the core values of Sayaji to

showcase “Yours Truly” concept for guest and the employee: In this program a person

identifies himself fit in the company to work more effectively and dedicatedly. It is

considered as an orientation program which creates an employee more satisfied and

prosperous in the environment of Sayaji as a great work.

DESIRED OUTCOME OF THE PROGRAM: it aims at-

Increased workplace morale

Better team work

To unleash the power within employees to know about oneself

Awareness about how to solve a problem creatively

Increased performance of employees and fairness system in understanding

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People engagement and importance

To enhance effectiveness

CONTENTS:

Principle of opposites

Ego states

Transactions

Life positions

Strokes

Johari window

Team building games

Team building stories

Creative problem solving

For the PEGS session, training department first retrieves new joiners data from

the recruitment team then makes the batch of maximum 15-16 employees and

take confirmation from the businesses of respective outlets for their 3 consecutive

day’s presence for the session. After the preparation of list of new joiners training

department drop a mail before a week and again a reminder mail 3 days before

session to the HODs of respective outlets. On the day of PEGS session attendance

is shared in the employees’ outlets in the same trail mail with their HODs.

The PEGS session is taken by the outside authority Quest Systems Private

Limited. A contract has been signed by both Sayaji and Quest systems. All the

lodging, travelling, fooding, payment facilities are done by Training and

Development department. Quest Systems authorities provide certification for

attending the session as well as take their own feedback forms from the

participants.

28

Operational Excellence: It is done for L1 and L2 employees.

Managerial Development Program (MDP): conducted for managers (L4) for 3 days

Supervisor Development Program (SDP): conducted for supervisors (L3) for 3 days

Service Associate Development Program (SADP): conducted for senior GSA (Guest

Service Associate) for 2 days

Commi-2 Development Program: conducted for 2 days and maximum participants

would be 15, scheduled only for existing employees. A criterion for this developmental

program is excellent performer for the last 2 years and promoted employees of the same year.

TRAINING EFFECTIVENESS: is checked through

Questionnaire of the various sessions

Feedback forms

Validation formats (HODs, GM or Unit HR)

HRI (L1-L3)

Feedback through user effectiveness

2.15 TRAINING NEEDS IDENTIFICATION

Post Training Behavior : PTB is filled by observing employees of particular

sample size say 12-15 surprisingly questions are being asked then rated in the same

form then evaluation percentage is calculated and after that it is updated in training

plan for the month and then finally strong-weak parameters are prepared. This is how

training needs are identified. The important thing to be acknowledged here is that

through PTB, TNI can be identified for only F and B Services. For rest of the

employees of the organization TNI is identified by appraisal ratings.

29

2.16 VARIOUS REPORTS PREPARED BY

TRAINING MANAGER AT SAYAJI

Weekly training report

TA MIS report

TA MIS dashboard

Unit MIS both on the job and off the job training

Group MIS

Training effectiveness report

Training need identification report

2.17 VARIOUS ROLES AND RESPONSIBILITIES OF

TRAINING MANAGER AT SAYAJI

Responsible for managing training affairs at eight units (6 hotels of Five star

category and Two restaurants) all over India.

Measuring and evaluating employee performance levels to identify their

training needs

Designing SOPs, training modules, training plans, training calendar and

strategies to conduct suitable training sessions

Responsible for implementing special corporate initiatives for enhancing

employee productivity and motivation levels across the chain and to increase

service standards

30

Conducting induction, developmental programs and capacity building

programs across all levels

Strategizing the learning and development function in organization in as per

the HR vision

Conducting training need identification, analyzing the needs and thereafter

planning effective training interventions

Developing training modules and content

Conducting training sessions and workshops for all levels of people in the

organization

Delivering soft skills training

Ensuring an innovative approach leading to an experiential and

transformational learning

CHAPTER 3

REVIEW OF LITERATURE

Sivasubramanian et al. (1995) verify the various perspective of human resource management

as the concept of fit or integration based on Guest (1997) suggests the various types of

human resource management can be classify in two dimensions as internal and external fit.

External fit explain HRM as strategic integration whereby internal fit as an ideal of practices.

One of the internal parameter as training and development.

Guest (1997) divides in to three categories: differentiated on innovation, focus on quality and

cost-reduction. However, there are many definitions in previously researches on HRM

strategy, but all strategies used to achieve the same organizational goal through HRM

practices.

31

Tessmer et al.(1997), in their summary of training effect research, demonstrate convincingly

that training effect—defined as improved performance—is a function of learner factors,

factors in the learner’s workplace, general organizational factors, and of course, factors

inherent in the training program and interaction itself. This interdependence of training on the

larger performance system has been amply supported as well by the previous and thorough

research.

Schaffner (2001) on his study assert the relationship between job training and productivity,

however job training tends to lose value when the workers change job, therefore the

organization or firm increase the cost of keeping trained position filled. Notwithstanding,

there would doubtful relationship between job training and turnover.

Batt (2002) finds that “high-involvement” practices such as autonomy, team collaboration,

and training are related to reduce employee turnover and increased productivity. Supporting

by Lynch (1991) an idea about untrained workers lead to change job more often. A long the

same line, Huselid, Jackson and Schular (1995) finds that an increasing in high-performance

work practices convert decreasing in turnover.

Collins (2005) in a research of similar nature targeting small business have found that

effective HR practices impact employee outcomes significantly. Training alone operates only

to increase capability. But whether employees Perform to the best of their capability or at

some level less than their best capability is driven by a complex host of factors, typically and

popularly lumped together under the rubric of the “performance management system”

(Rummler & Brache, 1995). Although these factors may not be organized or even viewed as

a systemic entity, they nonetheless operate as a system, either suppressing or enhancing

employee performance. Although there has not been enough research on precisely how these

and other factors enhance and impinge on training effect, we do know enough to be certain

that there is more to achieving training effect than simply putting on good training programs.

International Journal of Advancements in Research & Technology, Volume 2, Issue2, Feb

ruary-2013

Ruwan (2007) empirically evaluated six human resource (HR) practices (realistic job,

information, job analysis, work family balance, career development, compensation and 32

supervisor support) and their likely impact on the Marketing Executive Turnover. Results of

regression showed that the HR practices on job analysis are strong International Journal of

Advancements in Research & Technology, Volume 2, Issue2, Feb ruary-2013

Zaini et al. (2009) showed that training and development, team work, HR planning and

performance appraisal have positive and significant influence on business performance. It not

only improves the productivity of the organization but brings in a large level of job

satisfaction on the employee which further leads to commitment.

CHAPTER 4

RESEARCH METHODOLOGY

In a view to precede the research in a systematic way the following research methodology

has been used:-

OBJECTIVE OF THE STUDY

1. To know the effectiveness of training program at Sayaji Hotels Limited.

2. To know the satisfaction level of employees with the current Training and

Development program at Sayaji Hotels.

3. To acquire the thorough knowledge base on subject of Training and Development.

33

4. To study how Training and Development program are undertaken in the organization.

HYPOTHESIS

NULL- The training provided at Sayaji Hotels is not efficient.

ALTERNATE- The training provided at Sayaji Hotels is efficient.

SCOPE OF THE STUDY

As seen from the reference of literature review that previously training was viewed as

tremendously expensive tool. Therefore, most of the budgetary limitations were

fulfilled by cutting the training cost. Thus, hampering the development of employees

professionally and personally. However, the literature review shows that employee

can give surpassing performance if training is improved.

Hence, this study has been done in order to know the effectiveness of training and

development provided in a hotel which is 24*7*365 days busiest business and needs constant

efficiency as this industry relies entirely on customers’ being happy.

However, this study will not give the clear picture about the impact of training and

development in the whole organization as very limited numbers of feedbacks were available

with the researcher. However, its findings can form a base for another research scholar to an

extent for further study.

MANAGERIAL USEFULNESS OF THIS STUDY

Being an HR student this study has equipped me with the importance of training and

development, its working, database management and everything. As well as all the pre and

post formalities related to the process. Not only this, this study will enable any scholar

further to acquire the knowledge of this process of Sayaji Hotels.

RESEARCH DESIGN, POPULATION, SAMPLE, PRIMARY AND

SECONDARY DATA

34

By means of obtaining detailed opinion of the employees through questionnaires and

observation this research falls under the category of descriptive research.

Basically a descriptive research is used to describe characteristics of a population or

phenomenon being studied. It does not answer questions about how/when/why the

characteristics occurred.

POPULATION: Sayaji Hotels Limited, Indore (Madhya Pradesh)

SAMPLE PLAN: - (a) Sample size: 15 employees of HR department of Sayaji Hotels.

(b) Sample area: Sayaji Hotels Limited

(c) Duration: 12 weeks (90 days)

In order to accomplish this study, I have used random sampling method. In the random

sampling method, all items have same chance of selection. Random sampling technique

ensures that bias is not introduced regarding who is included in the survey.

PRIMARY DATA: Data regarding various processes mentioned in the report are learning’s from the HR

department.

Interview

Observations

Questionnaires

SECONDARY DATA: Magazines’, Journals, Brochures, Organizations documents etc.

Books

Various sites

To collect the primary data for the research part Questionnaire was prepared. A pilot study

was conducted to validate the reliability of the questionnaire. Behaviors, beliefs, and

observations of specific groups are identified, reported and interpreted.

USE OF STATISTICAL TECHNIQUES FOR DATA ANALYSIS:

35

Tools of percentage analysis are used.

LIMITATIONS:

The major constraint in the completion of this study was its sample size and might be biased

behavior of employees while filling up the questionnaire. The participants were quite hesitant

to give their feedback as no other intern has previously done such study (with primary data).

CHAPTER 5

DATA ANALYSIS

1. Training and Development conducted in your firm are useful? Do you agree with the

statement?

(a) Strongly agree

(b) Agree

(c) Disagree

(d) Strongly disagree

No. of respondent % of respondents

STRONGLY AGREE 06 40%

36

AGREE 06 40%

DISAGREE 03 20%

STRONGLY DISAGREE 00 00%

TOTAL 15 100%

40

40

20

% OF RESPONDENTS

STRONGLY AGREEAGREEDISAGREESTRONGLY DISAGREE

INTERPRETATION: As it can be seen from the chart that around 80% employees believe

that the training session conducted in Sayaji hotels are useful. However, 20% do not find it

useful at all.

2. Are you satisfied with the current Training and Development program?

(a) Strongly agree

(b) Agree

(c) Disagree




AGREE 08 53%

37

DISAGREE 00 00%


TOTAL 15 100%

4753

% OF REPONDENTS

STRONGLY AGREE AGREEDISAGREESTRONGLY DISAGREE

INTERPRETATION- As shown in the chart 53% employees are dissatisfied with

the current Training and Development program wherein only 47% of them are

satisfied with the programs currently running.

3. Does training helps to improve employer-employee relationship?

(a) Strongly agree

(b) Agree

(c) Disagree


No. of

respondent% of respondents

38


AGREE 08 53%

DISAGREE 05 33%


TOTAL 15 100%

53

33

14

% OF RESPONDENTS


INTERPRETATION: As can be seen from the chart 53% employees agree with the

statement. However, 33% and 14% employees disagree and strongly disagree that the

employer-employee relationship gets harmonized with the aid of training.

4. How often the training program is conducted in your organization?

(a) Every month

(b) Every quarter

(c) Half yearly

(d) Once in a year


39

EVERY MONTH 15 100%

EVERY QUARTER 00 00%

HALF YEARLY 00 00%

ONCE IN A YEAR 00 00%

TOTAL 15 100%

100

% OF RESPONDENTS

EVERY MONTHEVERY QUARTERHALF YEARLYONCE IN A YEAR

INTERPRETATION: As depicted in chart, Sayaji Hotels Limited conducts its

Training and Development program every month. 100% responses by employees

for every month.

5. Does the Training helps to increase the motivation level of employees?

(a) Strongly agree

(b) Agree

(c) Disagree


40

67

33

% OF RESPONDENTS


INTERPRETATION: 67% of employees agree to the statement that training

helps to increase their motivation level wherein 33% of them disagrees with the

statement as shown in the chart.

6. When you arrive from Training do your supervisors encourage you to share what you

have learned?

(a) Strongly agree

41

No. of



AGREE 10 67%

DISAGREE 05 33%


TOTAL 15 100%

(b) Agree

(c) Disagree


No. of



AGREE 05 33%

DISAGREE 00 00%


TOTAL 15 100%

67

33

% OF RESPONDENTS


INTERPRETATION: As shown in the chart 67% employees strongly agree to the

statement their supervisors encourage them to share what they have learned from

the training sessions wherein 33% employees partially agree with the statement.

7. Organization has full-fledged Training and Development department manned with

competent professionals?

(a) Strongly agree

42

(b) Agree

(c) Disagree


No. of



AGREE 00 00%

DISAGREE 00 00%


TOTAL 15 100%

100

% OF RESPONDENTS


INTERPRETATION: 100% employees agree to the statement that the Training

and Development department of Sayaji Hotels are manned with competent

professionals.

8. Supervisors support use of techniques learned in training that employees bring back

to their jobs?

43

(a) Strongly agree

(b) Agree

(c) Disagree


No. of



AGREE 04 27%

DISAGREE 03 20%


TOTAL 15 100%

40

27

20

13

% OF RESPONDENTS


INTERPRETATION: As can the chart depicts 40% employees strongly agree

and 27% employees partially agree that supervisors support use of techniques

learned in training that employees bring back to their jobs.

9. Does Training improve your performance?

44

(a) Strongly agree

(b) Agree

(c) Disagree


No. of



AGREE 11 73%

DISAGREE 00 00%


TOTAL 15 100%

27

73

% OF RESPONDENTS


INTERPRETATION: As shown in the chart 73% employees partially agree and

27% employees strongly agree with the statement that Training improves their

performance.

45

10. Do you get innovative ideas during training to perform your job?

(a) Strongly agree

(b) Agree

(c) Disagree


No. of



AGREE 09 60%

DISAGREE 06 40%


TOTAL 15 100%

60

40

% OF RESPONDENTS


INTERPRETATION: According to the chart shown 60% employees agree with

the statement that they get innovative ideas during training to perform your job

wherein 40% disagrees with the statement

46

CHAPTER 6

CONCLUSION

On the basis of this study about Sayaji Hotels Training and Development

Department following conclusions can be drawn:

Most of the employees find the training sessions conducted in the

organization are quite useful for them.

Lack of interest and education (in case of L1 employees) act as a barrier in

Training programs.

100% employees are satisfied with the competent professionals of the

Training Department as they find them very cooperative and helpful. (As

observed too)

Maximum number of employees feels that training helps boost up their

motivation level.

Maximum number of employees feels that training improves their

performance.

Employees don’t find anything new or innovative from the sessions to

implement in their tasks.

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6.1 SUGGESTIONS AND

RECOMMENDATIONS

The duration of the training sessions should be less and content should be

precise.

The content and delivery of the training should be very effective and must

be in understandable level even for the lower level employees.

A training session should be an interactive one rather than monologue.

Identifying people with their name and discussions can reduce the chances

of boredom.

New games and techniques must be used by the training department so

that employees themselves actively participate in it.

Supervisors need to take a very keen interest in the learning’s of their

employees so that they can implement any new technique learned by them

during the session.

Some new ways for nominating trainees can be adopted such as self

nomination, personal analysis, departmental analysis, organizational

analysis etc.

48

6.2 Task assigned to me during Internship

Maintained weekly Training Ambassadors (TA) MIS database in

Excel.

Maintaining Hotel Operation Trainee (HOT), HR personnel files and

updating them from time to time.

Preparing presentations on various hotel operations for training

sessions.

Auditing of files and documents.

Documentation of HSRT program

Maintained feedback form files, Post Training Behavior (PTB) files,

and Induction files and updating their summary sheets.

Assisting my mentor in day to day activities and training sessions.

49

REFERENCES

[1] http://www.ijoart.org/docs/Evaluation-of-the-effectiveness-of-training-

programmes-in-BPCL-and-ONGC-Mumbai.pdf

[2] http://www.mplans.com/hotel_and_motel_marketing_plan/product-

service_innovation_fc.php

[3] http://www.forbesindia.com/printcontent/35427

[4] http://www.marketcalls.in/uncategorized/sayaji-hotels-the-next-super-star-in-the-

hotel-industry.html

[5] http://www.sayajihotels.com/

[6] https://en.wikipedia.org/wiki/Barbeque_Nation

50

https://en.wikipedia.org/wiki/Barbeque_Nation

http://www.sayajihotels.com/

http://www.marketcalls.in/uncategorized/sayaji-hotels-the-next-super-star-in-the-hotel-industry.html

http://www.marketcalls.in/uncategorized/sayaji-hotels-the-next-super-star-in-the-hotel-industry.html

http://www.forbesindia.com/printcontent/35427

http://www.mplans.com/hotel_and_motel_marketing_plan/product-service_innovation_fc.php

http://www.mplans.com/hotel_and_motel_marketing_plan/product-service_innovation_fc.php

http://www.ijoart.org/docs/Evaluation-of-the-effectiveness-of-training-programmes-in-BPCL-and-ONGC-Mumbai.pdf

http://www.ijoart.org/docs/Evaluation-of-the-effectiveness-of-training-programmes-in-BPCL-and-ONGC-Mumbai.pdf

APPENDICES

I Shubhrika Shrivastava of Banasthali University, Newai, Jaipur currently pursuing

Masters in Human Resource Management. I am preparing my report on the

“Effectiveness of Training and Development of employees at Sayaji Hotels Limited,

Indore”.

I’ll be very grateful, if you could spend some of your time to fill up this questionnaire

as your responses are extremely important for the proper analysis of my research

project. All your responses will be treated confidentially and anonymously and would

only be available to the researcher (me) and my mentor.

I request you to complete this questionnaire honestly.

QUESTIONNAIRE

1) Training and development sessions conducted in your firm are useful? Do you agree

with this statement?

Strongly agree Agree

Disagree Strongly disagree

2) Are you satisfied with current training and development program?


51


3) Does training helps to improve employee-employer relationship?



4) How often the training program is conducted in your organization?

Every month Every quarter

Half-yearly Once in a year

5) Does the training helps to increase the motivation level of employees?



6) When you arrive from training, supervisors encourage you to share what you have

learned?



7) Organization has full-fledged training and development department manned with

competent professionals?

52



8) Supervisors support use of techniques learned in training that employees bring back

to their jobs?



9) Does training improve your performance?



10) Do you get innovative ideas during training to perform your job?



53

Thank you for your cooperation

54

FINAL SAYAJI REPORT 1

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