Final Summer Training Project

8/3/2019 Final Summer Training Project

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1: INTRODUCTION TO THE COMPANY

Hospitality IndustryOverview

Hospitality is about serving the guests to provide them with feel-good-effect.Atithi devo

bhavha (Guest is God) has been one of central tenets of Indian culture since times

immemorial.In India,the guest is treated with utmost warmth and respect and is provided the best

services.

-Buddhist have a similar point of view connections are real and seperations are an illusion sotrue hospitality means reaching out to those we do not yet know.

Hospitality industry top players

Public sector players:

ITDC

Hotel corporation of india

Private sector players:

ITC Hotels

Indian Hotels Company Ltd.

Oberoi Hotels

Hotel Leela Venture

Asian Hotels Ltd.

Radisson Hotels & Resorts


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The industry can be classified into four segments:

5 Star and 5 Star Deluxe

Heritage Hotels

Budget Hotels

Unclassified

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Company profile

Radisson Hotels is one of the leading, full-service global hotel companies with more than

420 locations in 73 countries. The first Radisson Hotel was built in Minneapolis, Minnesota in1909, and was named after the 17th century French explorer Pierre-EspritRadisson. The hotel

was purchased by Curt Carlson (19141999) in 1962, and is still owned by his Carlson

Companies.

Hotel Radisson started in 2001. They began their operations on 17th Oct,

2001. The Radisson Hotel Jalandhar is situated in the heart of one of India's foremost industrial

cities, making it the only international five-star hotel in Jalandhar. It got certified for five-star

facilities in July 2003.Located near many exciting attractions and only 3 kilometres from the

Jalandhar railway station, the Radisson is ideal for business and leisure travellers. It offers five-

star amenities, including wireless Internet, Business Centre, Wellness Centre, outdoor pool and alevel of personalised service not found at other Jalandhar hotels.

The Radisson features 62 rooms, including Executive Rooms,

Business Class Rooms and Radisson Club Suites. Rooms at the hotel in Jalandhar include cable

TV, wired and wireless Internet, mini bar and work desk. Suites feature an additional sitting area.

The Radisson is near major commercial and shopping districts, as well as the nearby towns of

Ludhiana, Kartarpur and Amritsar. Hotels convenient location is near attractions, including

Wonderland Theme Park and major shopping malls and multiplexes.

Currently Mr.Gautam Kapoor is the managing director of hotels RadissonJalandhar.Black tech India lmtd. was the first company owned by Mr.Gautam Kapoor which is

situated in the focal point jalandhar.He ws the biggest exporter of hand tools.He is the owner of

the 5 major companies having large areas of operations.

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Mission statement

To be the most preferred hotel for our guests by providing genuine hospitality and continue the success

story of the brand distinctly for our promoters and tean memebers through our service profit chain.

The key components of the Radisson Guarantee

The promise:

Our goal at Radisson is 100% guest satisfaction

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Tarrifs:-

Tarrif plans of the hotel Radisson ranges from Rs.5500- Rs.12500.Following are thedetails:

Executive Room- Rs.5,500 for Single Occupancy

Executive Room- Rs.6,250 for double Occupancy

Business Class Room- Rs.7500 for Single Occupancy

Business Class Room- Rs.7500 for Double Occupancy

Deluxe Suties Rs. 8,500

Radisson Club Suite- Rs.12500

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Room Ammenities

Centrally AC

International Dialing Facility

Tata sky24 hours International Channels

Tea-Coffee Maker

Mini Bar

Wi-Fi

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Departmentation in hotel

Top management

Accounting (Finance)

Sales and marketing

H.R

Production department

I.T

Security

Purchase

Maintenance Engineering

Front office

House keeping

F & b service

Brief descriptions of some of these departments are as under:

Front Office: It is the most important department of the hotel. The main function of thisdepartment is to give warm welcome to the guest . It helps to create good image in front of the

guest. This is the first department where guest comes in contact with. It generates the maximum

revenue for the hotel as it sells room to the guests. This also includes sub departments likereservation, Bell desk, and Information desk. It also provides some facilities like concierge

service to the guest.

Food and Beverage Service: It is a department which serves food and beverage to theguest in a very attractive and pleasing manner, which creates good impression on the guest. there

are several kind of food and beverage outlet like restaurants, Bars, Coffee shops, take awaybanquets etc. It is second most revenue producing department of the hotel by selling different

types of food and beverage to the guest.

Housekeeping: This department is responsible for cleaning and maintaining hotel premiseswhich include public area, guest rooms, lobby, swimming pool area etc. generally this

department is not visible to the guest. It works for guest satisfaction through keeping theenvironment clean and hygiene. Horticulture is one of the most important features of

housekeeping department which deals with different types of flower arrangement and

maintaining the garden. This department works to give pleasant look of the hotel to the guest.

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Food Production:It is a department with deals with the preparation of different types of fooditems. It is not a visible department to the guest because it usually works in the back area. It

makes the food more delicious and attractive by different styles of cooking method. Differentcuisine has their own kitchen and specialized chef to work on it according to their skills. Bakery

departments comes under this which include preparation of desserts, breads etc.

Engineering: This includes the electrical transformers and the distribution throughout, thedomestic water distribution and sewage, the heating-ventilation-air conditioning system,

(HVAC), the fire alarm system and fire safety components, the vertical transportation system(elevators), the property surroundings like parking and landscaping and pest control. Utility

management such as electrical, gas, steam, water. Kitchen and laundry equipment. Lighting and

sound systems and on and on.

Human Resources : this department is responsible for external & internal recruitment,calculates employees' salaries, compensation, and tax withholding, administrates employees'

paperwork, monitors attendance, maintains good relations with Labor Unions, ensuresemployees' safety and working conditions.

Security: Security division personnel are usually screened from in-house personnel, securityofficers or retired police officers, across certain physical skills, and prior experience. Its main

function is Patrols the property, Monitors supervision equipment, Ensures safety and security ofguests, visitors, and employees

Accounting: The Accounting Division monitors the financial activities of the property. Someof the activities perform by this department is given below:

a) Pays outstanding invoices

b) Distributes unpaid statementsc) Collects amounts owed

d) Processes payroll

e) Accumulates operating data

f) Compiles financial reportsg) Makes bank deposits

h) Secures cash loans

Performs other control and processing functions

Sales & Marketing: A typical hotel should usually have Sales & Marketing division.However, if the staff size, volume business, hotel size, expected group arrivals is low enough, thehotel might have marketing staff placed under the reservation department (i.e. No need for a

Sales & Marketing Division).

A typical Sales & Marketing Division is composed of four different departments:i) Sales

j) Convention Services

k) Advertisingl) Public Relations

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History of Radisson

The history of Radisson dates back to 1909 when the first Radisson hotel, named after famous

French explorer Pierre Radisson, opened in Minneapolis, MN. In 1962 the Radisson wasacquired by Curt Carlson, a Minneapolis businessman and entrepreneur. Carlson had rocketed to

national prominence in the 1940s and 50s with his successful Gold Bond Stamp Company,

which pioneered the concept of customer loyalty programs.

Over the brands rich legacy, theyve launched many firsts including the first American brand in

the U.S.S.R, the first travel agency loyalty program, look to book, and one of the first

partnerships across the Atlantic between Radisson and Rezidor. The Radisson brand is one of the

oldest upscale brands in the United States. Carlson is the parent company which is based inU.S.A. Carlson was started by Mr. Gold Smith. Carlson is a international brand. Carlson is

global family owned hospitality and travel company. Its head office is in Singapore. Carlson hasmore than 1000 hotels in world and operates in 140 countries. Mr. smith had 5 sons & daughters.

He named his all hotels on their names likeRadisson,park-Inn,Country-inn,park plaza,

Carlson wagonlit.

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Need of the study

Although basic supervisory skills was not identified through the survey process as one of the toptraining needs, it did emerge as a significant training need when follow up interviews were

conducted. Basic supervisory skills training is a critical need now for existing supervisory staff

and for prospective supervisors/front-line leaders due to changing workforce demographics (i.e.massive retirements within local labour force over the next several years).

As with other kinds of soft skills training, the ability of organizations to provide supervisorytraining has been impacted by competing demands. With supervisory training in particular, there

are a number of difficulties to surmount:

Large organizations may be able to address the initial wave of supervisors needing training;

what happens, however, when the first wave has been trained and new supervisors are hiredone or two at a time?

Some organizations require supervisors to attend training at a regional, national, or head

office location not a cost-effective approach from a local perspective.

To maximize front-line supervisory training, second line supervisors should provide coaching

and reinforcement to their subordinates this may necessitate training the 2nd line in order to

effectively support the first line.

Scope of the Study

The scope of this project report is not too far stretching to the whole of Radisson

Hotel, Jalandhar rather it only covers the training and development activities

conducted for its employees

My project mainly deals with the present method of training given at Radisson

Winderson hotel Jalandhar during my tenure of the project.

This project covers training, training programmed, and training evaluation and

excludes all other human resources activities conducted before and after training.

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RESEARCH METHODOLOGY

Research methodology is a way to systematically solve the research problems. It is a science of

studying scientifically, and helps us to study the various steps that are generally adopted by the

researcher in analyzing the research problems along with the logic behind it. It is thus; consider

the most vital in research study as it involves the planning of the project on certain sets of

norms and standards.

For this study, the following research methodology has been adopted.

1. The Primary data is being collected through the questionnaires.

2. The compilation of Secondary data has been done through the published Records,

Documents, Journals, Various Monthly and Weekly Magazines, Newspapers, Annual- Reports

and other relevant materials, which are available in the organization.

OBJECTIVE OF THE PROJECT

It is said, A problem well defined is half solved. The step is to define the project under

study and deciding the research objective. The objective of my research is to study:-

The impact of training programs on work force at Radisson.

DEVELOPING THE RESEARCH PLAN:

The second stage of this study consists of developing the most eff icient plan

for gathering the relevant data. The method for carrying out study is followed:

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DATA COLLECTION:

Data collection is the way in which the information is collected by the primary and secondary

data.

PRIMARY DATA:

The Primary Data are those that are collected fresh and for the first time. Primary data is

collected through Questionnaires.

SECONDARY DATA:

The Secondary data are those, which has already been collected by so me one el se . We ha ve

collected secondary data through catalogues, publications and websites.

ANALYSIS OF DATA AND INTERPRETATION:

After col lect ing the data the analys is of data wi l l be done through var ious

statistical tools and techniques.

SAMPLING PLAN:

Sampling can be defined as the section some part have an aggregate or total i ty

on the basis of which judgment or an inference about aggregate or total i ty is

made. The sampling plan helps in decision-making.

SAMPLE SIZE:

Generally a large number of sampling units give more reliable results than small number of

sampling units. Large number of sampling size means that large number of people has been

surveyed. The survey consists of 100 sampling units. (100 staff members)

SAMPLING TECHNIQUE

In this survey, primary data is collected after conducting a sample survey. I have used non

probability convenience sampling techniques.

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QUESTIONNAIRE

In this, there are number of questions that are related to the survey that is conducted on the staff

of RADISSON to gather the information.

LIMITATIONS OF THE PROJECT

1) Some of the respondents were not willing to respond in the way that was necessary to

fulfill the objectives of research.

2) Training period was very short to observe many more things in Radisson.

3) Many staff members had no time to fill up the questionnaires.

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INTRODUCTION

Human Resource Management

Human Resource Management is defined as the people who staff and manage

organization. It comprises of the functions and principles that are applied to retraining,

training, developing, and compensating the employees in organization. It is also to non-

business organizations, such as education, healthcare etc. Human Resource Management

is defined as the set of activities, programs, and functions that are designed to maximize

both organizational as well as employee effectiveness.

Scope of HRM without a doubt is vast. All the activities of employee, from the time of

his entry into an organization until he leaves, come under the horizon of HRM.

The divisions included in HRM are Recruitment, Payroll, Performance Training and

Development, Retention, Industrial Relation, etc. Out of all these divisions, one such important

division is training and development. The HR functioning is changing with time and with this

change, the relationship between the training function and other management activity is also

changing. The training and development activities are new equally important with that of other

HR functions. Gone are the days, when training was considered to be futile, waste of time,

resources, and money. Now a days, training is an investment because the departments such as,

marketing & sales, HR, production, finance, etc depends on training for its survival. If training is

not considered as a priority or not seen as a vital part in the organization, then it is difficult to

accept that such a company has effectively carried out HRM. Training actually provides the

opportunity to raise the profile development activities in the organization.To increase thecommitment level of employees and growth in quality movement (concepts of HRM), senior

management team is now increasing the role of training. Such concepts of HRM require careful

planning as well as greater emphasis on employee development and long term education.

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Training is now the important tool of Human Resource Management to control the attrition rate

because it helps in motivating employees, achieving their professional and personal goals,

increasing the level of job satisfaction, etc. As a result training is given on a variety of skill

development and covers a multitude of courses.

The progress of each organization depends on how it manpower I is effectively utilized.

Learning is a continuous process and employees need also to learn with the changing

environment. A person can better do his/her work if he/she I well trained. A persons capabilities

and efficiency are improved when he/she is trained. Training and Development programs foster

creativity of employees and prevent personal obsolescence. Trained employees are motivated to

achieve higher goals. A programme of training and development becomes essential to fulfill

organizational goals.

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INTRODUCTION TO TRAINING AND DEVELOPMENT

Training is the learning experience is that it seeks a relatively permanent change in an

individual that will improve his or her ability to perform on the job.

We typically say training can involve the changing of skills, knowledge,

attitudes, or social behavior. It may mean changing what employees

know, how they work, their attitudes towards their work, or their

interactions with their co-workers or their supervisor.

Definitions:

Training refers to the methods used to give new or present employees

the skills they need to perform their jobs.

-Gary Dessler

Training is the creation o an environment where employees may acquire

or learn specific, job-related behaviors, knowledge, skills, abilities, and

attitudes.

-Terry Leap and Crino

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Development

Development is more future oriented, and concerned with education, than is employee training ,

or assisting a person to become a better performer. By education, we mean that management

development activities attempt to still sound reasoning processes-to enhance ones ability to

understand and interpret knowledge-rather than imparting a body of serial facts or teaching a

specific set of motor skills. Development, therefore focuses more on the employees personal

growth.

Definitions:

Development focuses on a developing in a systematic manner, the knowledge base, attitudes,

basic skills, interpersonal skills and technical skills of the managerial cadre.

-Jhonson and Sorcher

Any activity designed to improve the performance of existing managers and to provide a

planned growth of managers to meet future organizational requirements is management

development.

-S.B. Budhiraja

Training and Development

In simple terms, Training and development refers to the imparting of specific skills, abilities and

knowledge of an employee.

A formal definition of training and development is-

Training and development is any attempt to improve current or future employee performance by

increasing an employees ability to perform through learning, usually by changing the

employees attitude or increasing his or her skills and knowledge.

The need for training and development is determined by the employees performance

deficiency, computed as follows-

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What is Training and development in terms of organization?

Transferring information and knowledge to employers and equipping employers to translate that

information and knowledge into practice with a view to enhancing organization effectiveness and

productivity, and the quality of the management of people.

TRAINING & DEVELOPMENT NEED = STANDARD

PERFORMANCE - ACTUAL PERFORMANCE

It also means that in organizational development, the related field of training

and development (T & D) deals with the design and delivery of workplace

learning to improve performance.

Training and development is activity leading to skilled behavior.

Its not what you want in life, but its knowing how to reach it

Its not where you want to go, but its knowing how to get there

Its not how high you want to rise, but its knowing how to take off

It may not be quite the outcome you were aiming for, but it will be an outcome

Its not what you dream of doing, but its having the knowledge to do it

Its not the goal you set, but its what you need to achieve it

Training is about knowing where you stand at present, and where you will be after some

point of time.

Training is about the acquisition of knowledge, skills, and abilities (KSA) through

professional development.

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NEED FOR TRAINING

The basic aim of providing training to the employees is to maintain the continuity in thecompanys progress. With the changes in the technological advancements in every field,

there is a need to provide continuous & accurate training programmes for the

employees. The important factors which insure the need for training are:

Employment of inexperienced and new labour requires detailed instructions for

effective performance on the job.

To provide effectiveness in the work so that there must be lesser supervision, minimum

cost, lesser wastage & spoilage and provide quality goods and services. Increasing use of fast technology in production and other operations also requires

training into newer methods for newer employees.

Older employees need refresher training to enable them to keep track of changing

techniques and the use of sophisticated equipment and tools. Training is also necessary when a

person has to move from one job to other because of transfer, promotion or demotion.

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BENIFITS OF TRAINING

There are enormous benefits of training due to its multipotential Organizational & individual

needs. The Following are the benefits of Training.

1. Increased job satisfaction and morale among employees

2. Increased employee motivation.

3. Helps employees adjust to change.

4. Helps a person handle stress, tension, frustration and conflict.

5. Leads to improved profitability and more positive attitudes towards profit orientation.

6. Improves the job knowledge and skills at all levels of organization.

7. Increased efficiencies in processes, resulting in financial gain

8. Increased capacity to adopt new technologies and methods

9. Increased innovation in strategies and products

10. Reduced employee turnover, wastage, maintenance.

11. Enhanced company image, e.g., conducting ethics training (not a good reason for ethics

training)

12. For improve quality assurance.

13. Greater flexibility and responsiveness to change.

14. Greater commitment from staff and increased productivity.

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OBJECTIVES OF TRAINING AT ORGANIZATION LEVEL

1. To increase productivity: Instructor can help employees increase their level of

performance on their present assignment. Increased human performance often leads to

increased operational productivity and increased company profit.

2. To improve quality : Better-informed workers are less likely to make operational

mistakes. Quality increases may be in relationship to a company product or service or in

reference to the intangible organizational employment atmosphere.

3. To improve organizational climate: An endless chain of positive reactions result from

a well planned training programme.

4. To improve health and safety: Proper training can help prevent industrial accidents. A

safer atmosphere leads to more stable mental attitudes on parts of employees. Managerial

mental status would also improve, if supervisors know they can better them selves throughcompany designed development programmes.

5. Personal growth: Employees on a personal basis gain individually from their exposure

to educational expressions. Management development programme seems to give participants a

wider awareness, enlarged skills and enlightens realistic philosophy and make personnel

growthpossible.

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METHODS OF THE TRIANING

On the job Methods

Off the job Methods

ON THE JOB METHOBS

On the job methods are those training methods, which are provided to the employees side by

side during the job or at the place of their working. Following methods are employed at GNA:

On the job training: An employee is placed in a new job and is told how the job is to

be performed. It aims at developing skill habits consistent with the existing practices of an

organization and by orientating him to his immediate problems.

Vestibule training/or training center training: This is one of the recent methods of

training for providing on the job training to the employees. It aims at developing skill habits

consistent with the existing practices of an organization and by orienting him to his immediate

problems.

Simulation: It is similar to the vestibule training. Here trainee is provided to work in a

closely related atmosphere with real job conditions.

Demonstration and examples: Here trainer describes and demonstrates how to do a

Ce going through step-by-step explanation of the why, how and what of what he

is doing.

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ON The Job Trainin

Vestibule

Training/ Center Training

Simulation Apprenticeship Demonstration &Examples


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Apprenticeship : A major part of training programme is spent on the job for productive

work. Each apprentice is given a programme of assignments according to a predetermined

schedule, which provides for efficient training in trade skills.

OFF THE JOB METHODS

There is a provision of providing of the job methods for the employees. Under these methods

training is provided to the employees on some other place and not on their place of work.

Location of this place may be a company classroom, an outside place owned by the enterprise,

an education institution or association, which is not a party of the company. The employees for

better understanding the working condition. These methods provide more learning experience

for the workers with suitability to their own job requirements. The various off the job methods

are:

Lectures: These are formally organized talks by an instructor on specific topics. The

lectures can be used for very large numbers of audience for training purpose in a very short

period. These methods are extensively used for training purpose.

The conference method : Under this method conference is held in accordance with an

organized plan. Mutual problems are taken into consideration and are discussed in a well-

planned manner. The idea behind this method is that every one must be involves in discussion

and there must be a general agreement on controversial issues.

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OFF The Job Training Methods

Lectures The Conference

Method

Seminar On Team

Discussion

Case Discussion Role Play


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Seminar on team discussion: The group learns through the discussions of a paper on a

selected topic/ subject. One or more trainees write the paper.

Case discussions : Under this method, a real or hypothetical business problem or situation

demanding solution is presented to the group and members are trained to identify the problem

present, they must suggest various alternatives for tackling the problem, analyze each of these,

find out their comparative suitability, and decide for themselves the best solution.

Role-play: In this method the trainees are given a role based on the similar working

conditions on the stage. The role players have a quickly respond to the situation which may be

ever changing and to react to it as they would be in the real life situation. This technique is

better option for the new employees training because their level of job content can be easily

assessed and to know their ability to work under stress filled conditions.

INPUTS IN TRAINING AND DEVELOPMENT

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Any training and development programme must contain inputs which enable the participants to

gain skills, learn theoretical concepts and help acquire vision to look into the distant future. The

inputs of training and development are as follows:1) Skills

2) Education

3) Development4) Ethics

5) Attitudinal Changes

6) Decision making and problem solving skills

1) Skills

Training is imparting skills to the employees. A worker needs skills to operate machines, and useother equipments with least damage and scrap.This is basic skills without which the operator will

not function.There is also a need of motor skills or psychomotor skills as they are refer to

performance of specific physical activities .These skills involve learning to move various parts of

their body in response to certain external and internal stimuli. Employees particularly likesupervisors and executives, need interpersonal skills mostly know as people skills. These skills

helps a person understand oneself and others better and act accordingly. Examples ofinterpersonal skills include listening. Persuading and showing an understanding of others

feelings.

2) Education

The purpose of education is to teach theoretical concepts and develop a sense of reasoning andjudgment. That any training and development programme must contain an element of education

is well understood by the HR specialist.In fact, sometimes, organizations depute or encourage

employees to do courses on a part time basis. Chief executive officers (CEOs) are known toattend refresher course conducted in many Business schools. The late Manu Chabria, CMD,

Shaw Wallace, attended such a two month programme at the Harvard business school.

Education is more important for managers and executives than for lower-cadre workers.

3) Development

Another component of a training and development programme is development which is less skill oriented but stress on knowledge. Knowledge about business environment, management

principles and techniques, human relations, specific industry analysis and the like is useful for

better management of a company.Development programme should help an employee to be a self-starter, build sense of commitment, motivation, which should again helps him being self

generating. It should make their performance result oriented and help them in being more

efficient and effective. It should also help in making the employee sensitive towards theenvironment that is his work place and outside. This programme should keep the employee

aware of him i.e. his potentials and his limitations. Help him see himself as others see him and

accept his self image as a prelude to change. It helps teach an individual to communicate without

filters, to see and feel points of view different from their own. Also helps them understand the

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powers in their hands and thereby develop leadership styles which inspire and motivate others.

And finally helps install a zest for excellence, a divine discontent, a nagging dissatisfaction

with the status quo.

4) Ethics

There is a need for imparting greater ethical orientation to a training and development

programme. There is no denial of the fact that ethics are largely ignored in businesses. They are

less seen and talked about in the personnel function this does not mean that the HR manager isabsolved if the responsibility. If the production, finance or marketing personnel indulge in

unethical practices the fault rest on the HR manager. It is his/her duty to enlighten all the

employees in the organization about the need for ethical behavior.

5) Attitudinal Changes

Attitudinal represents feelings and beliefs an individual towards others. Attitudes affect

motivation, satisfaction and job commitment. Negative attitudes needs to be converted intopositive attitudes. Changing negative attitudes is difficult because of

(1) Employees refuse to change(2) They have prior commitments and

(3) Information needed to change attitudes may not be sufficient.

Attitude must be changed so that the employees feels committed to the organization and

give better performance.

6) Decision making and problem solving skills

Decision-making and problem solving skill focus on methods and techniques for making

organizational decision and solve work related problems. Learning related to decision-making

and problem-solving skills seeks to improve trainees abilities to define and structure problems,collect and analysis information, generate alternatives. Training of this type is typically provided

to potential managers, supervisors and professionals.

TRAINING NEED ASSESSMENT

Generally, training involves the development or strengthening of three main aspects: knowledge,

skills and attitudes. Usually these three aspects have to be taken together. All of them need to be

addressed, if a person is to develop himself/herself to contribute effectively to a group or

organization to which she/he belongs. So training is about enabling people to gain knowledge, to

practice their skills and to shape their attitudes.

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Firstly they are welcomed by the coordinator and asked them to give their introduction to all

the presences.

Group Discussion: After giving the introduction group allow for small group

discussions. Group discussion is encouraged allowing for an exchange of new ideas and a

revelation of what training may be needed. A ninety minutes long session initially given to all

the participants of the training. During session participants become comfortable enough to

express their thoughts. Depending on time limits, group discussions can be held once or

repeatedly

Training needs : On the basis of meeting and group discussion the trainees are divided

into different categories based on the priorities. Priorities are settled for the trainees that which

trainee is in the need of which training. Priorities will be given to those trainees who are in

need of communication training, skill based training or immediately need of job related training

etc is arranged by HR coordinator.

Personal Interview: After the selection of trainees based on the priorities HR

coordinator interview & ask one by one and make sure that every trainee who has a specific

assigned job by the organization is able to perform well. And verify which training is requiredto enhance his performance and meet out departmental objectives and goals. And from

interview coordinator got the information of trainee that where is he lacking in which

perspective of training

Fill the questionnaire: After the interview of all the trainees HR coordinator gives the

questionnaire to all the participants that they are required to fill up. After filling the

questionnaire the participants have to return back the questionnaire to the HR coordinator.

After collecting all the questionnaires facilitator has to access that which type of training is

required for which trainee.

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Once this formal needs assessment process is completed the information is used as the basis for

training design, development and evaluation. However we must continue to assess the attitudes,

knowledge and skill level of participants prior to each session. Different audiences may have

different needs. This can be done both through a basic questionnaire sent just prior to a specific

training event and also during the welcome of each session.

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30

What?

Material-

Questionnaire,

Who?

HR coordinator will

arrange all resources

Training

Need

Assessmen

t

Input

Trainee need

for training

Output

Trainee will get the

training

How?

Through meeting

Group Discussion

Results?

Assessment of trainee

who needed which

training


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EVALUATION OF TRAINING

The last stage in the training and development process is the evaluation of results of training and

development.. Since huge sums of money are spent on training and development, how far the

programme has been useful must be determined. Evaluation helps to determine the results of the

training and development programme. In practice, however, organizations either overlook or lack

facilities for evaluation.

Need for Evaluation: The main objective of evaluating the training programmes is to

determine whether they are accomplishing a specific training objective that is, correcting

performance deficiencies or not. A second reason for evaluation is to ensure that any changes in

trainee capabilities are due to the training programme and not due to any other conditions.

Training programmes should be evaluated to determine their cost effectiveness. Evaluation is

useful to explain programme failure, should it occur. Finally, credibility of training and

development is greatly enhanced when it is proved that the organization has benefited actually

from it.

Principles of Evaluation:

Evaluation of the training programme must be based on the following 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 Evaluation process. A sense of

urgency must be developed but deadlines that are unreasonably high will result in evaluation.

Training might be defined as the process of refining & increasing the skill & abilities of an

individual, towards the best performance of a particular job; in which training is imparted.

Training aims at getting a desired change in the individual behavior towards the best

attainment of common objectiv

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PROJECT ANALYSIS

QUESTION 1:-When did you join the Radisson?

Response

S.No Service of

Duration

No. Of

Employees

%

1 1-5 years 38 6

2 5-9 years 27 27

3 9+ years 35 35

Total 100 100

Interpretation:-

The above table shows that there are 8 employees working more than 30 years. Between 20-

30 years of service-duration, there is 35 employees, which is approximately 27% size.

Whereas between 10-20 years of service-duration, the number of staff are 45 which is 35%

approximately. Finally, there are 36 employees, whose service-period is below 10 years are

32% of the total sample size.

QUESTION 2: Have you attended any in-house Training Programme?

Response

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S.No Response No. Of people %

1 Yes 77 77

2 No 23 23

Total 100 100

Interpretation:-

From the 100, employees the responses of 100 of the staff are yes,77% the responses of

employees no, which is 23% of the total sample size. The reason for the same that they

dont get enough time for this or the timing doesnt suite to tem or not nominated by their

bosses.

QUESTION 3 : Are In-house Training Programmes useful in performing your present job?

Response

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1 Yes 100 100

2 No 0 0

Total 100 100

Interpretation:-

Out of 100 employees, all are satisfied with the in-house training programmes. None of the

employees response is no.

QUESTION 4: How well is the Training Programme designed and organized?

Response

S.No Response No.of.people %

1. Highly Effective 18 18

2. Effective 60 60

3. Cant Say 22 22

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4. Ineffective 00 00

5. Highly ineffective 00 00

Total 100 100

Interpretation:-

Out of the 100 employees 18 say that the training programme designed and organized is highly

effective, 60 of them says the programme is effective, 22+

of them opted for cant say. None of them says that the programme is ineffective as well as

the training program is highly ineffective.

QUESTION 5: Has the training programme helped in improving your professional

Knowledge?

ResponseS.No Response No.of.people %

1. Yes 88 88

2. No 8 8

3. Cant say 4 4

Total 100 100

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Interpretation:-

There are 88 staff which is 88% of the total sample assumed says yes the training programme

helped them in improving their professional knowledge and skills. Whereas 8 of staff says no

that the training programme did not helped in improving their professional knowledge and skills.

Rest of the 4 staff opted cant say which is 4% of the total sample size.

QUESTION 6: Are you satisfied with the frequency of training Programme that you

have attended?

Response


1. Satisfied 18 18

2. Moderate 48 48

3. Dissatisfied 34 34

Total 100 100

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Interpretation:-

Out of 100 employees, 18 say that they are satisfied with the frequency of training programme

they have attended. While 48 employees out of 100 says it is ok, (Moderate), which is 48% of

the total sample size. 34 employees are dissatisfied which is 34% of the total sample size.

QUESTION 7: Give your overall satisfaction in the In-house training programme?

Response


1. Highly Satisfied 12 12

2. Satisfied 76 76

3. Moderate 12 12

4. Dissatisfied 00 00

5. Highly dissatisfied 00 00

Total 100 100

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Interpretation:

As far as overall satisfaction with the in-house training programme is concerned, 12 of the

employees say they are highly satisfied, 76 of them says they are satisfied, while the rest 12

says it is moderate. None of the employees say that they are dissatisfied or they are highly

dissatisfied with the overall satisfaction

QUESTION 8:Have you joined any External Training Programme?

Response


1 Yes 80 80

2 No 20 20

Total 100 100

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4. Development of managerial skills 20 20

Total 100 100

Interpretation:-

Out of 100 employees, 40 say that training will help to enhance the professional knowledge of

the supervisor. 30 say that it will help to enhance the professional skill of the supervisor, which

is 30% of the total sample. 10 say that it will help to develop the supervisory and technical skills

and the rest 20 superior say that it will help to develop the managerial skills of

QUESTION 10: Benefits of external training to the employee?

ResponseS.No Response No.of.people %

1. Good work safety practices 46 46%

2. Better customer service 30 30%

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3. Accuracy and efficiency 24 24%

Total 100 100

Interpretation:-

Out of 100 employees 46 says that good work safety practices, 30 say better customer service, 24

say it help in accuracy and efficiency.

QUESTION 11 :Best how? What criteria were you using to select the employees

for external training?

Response


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1. Picking the hardest workers 24 24

2. Who always turned out the best work the

fastest

50 50

3. Who always willing to work more and more 26 26

Total 100 100

Interpretation:-

Out of 100 employees 24 say that they will select the employee on the basis of who are the

hardest workers in all the workers. 50 says they will select the employee for external training on

the basis of who always turned out the best work the fastest and the rest 26 says they will choose

the employee on the basis of who always willing to work more & more.

PROJECT FINDINGS

1) Some of the staff members who had never attended any training programme because of work

load, timing do not suit, not nominated by their boss.

2) Training programmes are useful to perform their present job.

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3) According to the employees, training programmes are effectively designed and organised.

4) Training programmes have helped to improve their professional knowledge.

5) A few employees have attended the external training programs.

6) Main benefits of the external training programmes to the organisation are to have better

customer service.

7) Most of the benefits of the external trainings to the employee are to perform an external task at

a higher level.

SUGGESTIONS:

1. Literature of training must be provided in training in local language.

2. Training should be given to all workers.

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3. Training should be in regional language. It should be regular. Some relevant examples and

illustration of general life should be there.

4.These types of training should be more effective with the help of audio visual facility and

conducted time to time with more information regarding population, environment etc.

5. Demonstration should also be given.

6. The duration of the in-house training programme should be extended.

7. Trainings should be given to everybody because these will help to improve the effectiveness

of the industry.

8. Trainings should be running continuously to enhancing the knowledge.

CONCLUSION:

Training & development of employees is the result of many training & developmentprogrammes. These trainings are given on the basis of nature of the job, working conditions

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individual characteristics & capabilities of the employee, some specific needs raised by the

circumstances prevailing in the enterprise, job experience of the employee, employee interest in

the work, qualifications taken by the employee etc. Thus it is clear that training & developmentof employees is the result of many factors.

Training & development programs must be properly organized in the organization so thatemployees may not feel any difficulty in discharging their duties properly. Training

arrangements should be improved. The job of employees must be secured so that the may feel

satisfied with their jobs. Well educated trainers must be appointed to provide the trainings to theemployees. While providing training to the workers the trainer must use local language. In a

month, to training programs must be organized for each employee who has a need to improve

their level of performance.

BIBLIOGRAPHY :1. Making performance work effectively: - Philip Tom: McGraw Hill BookCompany:England: 1983.

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2. Principles and procedures in evaluating performance: John C. Flanagan:volume28.3. Public Personal Administration: S L Goel: Sterling Publishers Pvt. Ltd: NewDelhi.

4. Training & Development : A Better way: Robert Hayden: Volume 52.5. Research Methodology Methods and Techniques: Kothari C. R: WilleyEaster: NewDelhi.6. P. Jyothi, P. Venkatesh, D.N, Human Resource Management7. Kothari, C. R, Methods and Techniques, New Delhi, New Age InternationalPublications8. Aswathappa. K, Human Resource Personal Management

Websites Search :

www.wiki.comwww.google.comwww.msn.com

QUESTIONNAIRE

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PERSONAL DETAILS

Name: _______________________Age: _________________________

Date of joining: ________________

Department: ___________________Designation: ___________________

Educational Qualification

a) At the time of joining: __________________________________

b) Total Experience in Radisson : _______________________________

Q.1. when did you join the Radisson?

Mention the month and year...

Q.2. Have you attended any in-house Training Programme?

Yes No

Q.3. Are In-house Training Programme useful in performing your present job?

Yes No

Q.4. How well is the Training Programme designed and organized?

a) Highly Effective

b) Effectivec) Cant say

d) Ineffective

e) Highly ineffective

Q.5. Has the training programme helped in improving your professional knowledge?

Yes No Cant Say

p

Q.6. Are you satisfied with the frequency of training Programme that you have attended?

Satisfied Moderate Dissatisfied

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Q.7. Give your overall satisfaction in the In-house training programme?

a) Highly satisfied

b) Satisfied

c) Moderate

d) Dissatisfaction

e) Highly satisfied

Q.8. Have you joined any external Training Programme?

Yes No

Q.9. Was there any feedback class?

Yes No

Q.10 Benefits of external trainings to the organization?

1. Good work safety practices

2. Better customer service

3. Accuracy and efficiency

Q. 11 Best how? What criteria were you using to select the employees for external training?

1. Picking the hardest workers

2. Who always turned out the best work the fastest?

3. Who always willing to work more & more

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Final Summer Training Project

Documents

Transcript of Final Summer Training Project