1: INTRODUCTION TO THE COMPANY

Hospitality Industry Overview

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 so true 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

The industry can be classified into four segments:

5 Star and 5 Star Deluxe

Heritage Hotels Budget Hotels Unclassified

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 in 1909, and was named after the 17th century French explorer Pierre-Esprit Radisson. 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 fivestar amenities, including wireless Internet, Business Centre, Wellness Centre, outdoor pool and a level 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 Radisson Jalandhar.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.

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

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

Room Ammenities

Centrally AC International Dialing Facility Tata sky24 hours International Channels Tea-Coffee Maker Mini Bar Wi-Fi

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 this
department 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 like reservation, 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 the
guest 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 away banquets 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 premises
which 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 the environment 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.

Food Production: It is a department with deals with the preparation of different types of food
items. 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. Different cuisine 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, the
domestic 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, ensures employees' safety and working conditions. Security: Security division personnel are usually screened from in-house personnel, security
officers 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 of guests, visitors, and employees

Accounting: The Accounting Division monitors the financial activities of the property. Some of the activities perform by this department is given below: a) Pays outstanding invoices b) Distributes unpaid statements c) Collects amounts owed d) Processes payroll e) Accumulates operating data f) Compiles financial reports g) 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, the hotel 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) Advertising l) Public Relations
8

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 was acquired 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 in U.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 has more 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.

Need of the study

Although basic supervisory skills was not identified through the survey process as one of the top training 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 supervisory training 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 hired one 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.

10

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

11

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 someone else. We have collected secondary data through catalogues, publications and websites.

ANALYSIS OF DATA AND INTERPRETATION:

After collecting the data the analysis of data will be done through various statistical tools and techniques.

SAMPLING PLAN:
Sampling can be defined as the section some part have an aggregate or totality on the basis of which judgment or an inference about aggregate or totality 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.

12

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.

13

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 nonbusiness 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 the commitment 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.

14

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.

15

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

16

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 isTraining 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-

17

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.

18

NEED FOR TRAINING

The basic aim of providing training to the employees is to maintain the continuity in the companys 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 To provide effectiveness in the work so that there must be lesser supervision, minimum Increasing use of fast technology in production and other operations also requires Older employees need refresher training to enable them to keep track of changing effective performance on the job. cost, lesser wastage & spoilage and provide quality goods and services. training into newer methods for newer employees. 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.

19

BENIFITS OF TRAINING
There are enormous benefits of training due to its multipotential Organizational & individual needs. The Following are the benefits of Training. 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. Increased job satisfaction and morale among employees Increased employee motivation. Helps employees adjust to change. Helps a person handle stress, tension, frustration and conflict. Leads to improved profitability and more positive attitudes towards profit orientation. Improves the job knowledge and skills at all levels of organization. Increased efficiencies in processes, resulting in financial gain Increased capacity to adopt new technologies and methods Increased innovation in strategies and products Reduced employee turnover, wastage, maintenance. Enhanced company image, e.g., conducting ethics training (not a good reason for ethics For improve quality assurance. Greater flexibility and responsiveness to change. Greater commitment from staff and increased productivity.

training)

20

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 through company 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 growth possible.

21

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

Vestibule Training / Center Training

Simulation

Apprenticeship

Demonstration & Examples

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 Demonstration and examples: Here trainer describes and demonstrates how to do a closely related atmosphere with real job conditions. Ce going through step-by-step explanation of the why, how and what of what he

is doing.

22

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:

OFF The Job Training Methods

Lectures

The Conference Method

Seminar On Team Discussion

Case Discussion

Role Play

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 wellplanned 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.

23

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

24

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) Development 4) 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 use other 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 like supervisors and executives, need interpersonal skills mostly know as people skills. These skills helps a person understand oneself and others better and act accordingly. Examples of interpersonal 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 and judgment. 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 to attend 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 selfstarter, 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 the environment 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

25

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 is absolved 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 into positive 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.

26

What is training needs assessment (TNA)?

A need is not a want or a desire. It is a gap between what is and what ought to be? Needs assessment is used for identifying gaps and to provide information for a decision on whether the gaps could be addressed through training. The assessment is part of a planning process focusing on identifying and solving the performance related problems. These performances related problems may be related to knowledge, skills and attitudes (KSAs). Training needs assessment (TNA) is usually related to organizational and individual performance. A training needs assessment is the method of determining if a training need exists then what training is required to fill the gap of the trainee.

Why should we conduct a training needs assessment?

A training need assessment (TNA) is a systematic exploration of the way things is and the way they should be. These things are usually associated with organizational and/or individual performance. A training needs assessment provides the information needed for developing training need of the participants. It increases the importance of the training and the commitment of the learners. Thus, it helps to promote a link between facilitators and the participants. The facilitators can acquire basic knowledge of the participants and the learners can become partners in analyzing their own learning needs.

How should we conduct a training needs assessment?

There are many methods that we are using in our organization for training needs assessment of the trainees. These methods range from call a meeting to questionnaire to be filled by the trainees.

Call a meeting: To start the assessment HR Coordinator calls a meeting. In the

meeting, HR coordinator calls all the trainees who have been selected to provide the training. 27

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 required to 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 After filling the

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

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.

28

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.

29

What?
MaterialQuestionnaire, Personal Interview

Who?
HR coordinator will arrange all resources

Input
Trainee need for training

Training Need Assessmen t

Output
Trainee will get the training

How?
Through meeting Group Discussion

Results?
Assessment of trainee who needed which training

30

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

31

PROJECT ANALYSIS
QUESTION 1:-When did you join the Radisson? Response S.No 1 2 3 Service of Duration 1-5 years 5-9 years 9+ years Total No. Of Employees 38 27 35 100 % 6 27 35 100

Interpretation:The above table shows that there are 8 employees working more than 30 years. Between 2030 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

32

S.No 1 2

Response Yes No Total

No. Of people 77 23 100

% 77 23 100

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

33

S.No 1 2

Response Yes No Total

No. Of people 100 0 100

% 100 0 100

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 1. 2. 3. Response Highly Effective Effective Cant Say No.of.people 18 60 22 % 18 60 22 34

4. 5.

Ineffective Highly ineffective Total

00 00 100

00 00 100

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? Response S.No 1. 2. 3. Response Yes No Cant say Total No.of.people 88 8 4 100 % 88 8 4 100

35

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 S.No 1. 2. 3. Response Satisfied Moderate Dissatisfied Total No.of.people 18 48 34 100 % 18 48 34 100

36

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 S.No 1. 2. 3. 4. 5. Response Highly Satisfied Satisfied Moderate Dissatisfied Highly dissatisfied Total No.of.people 12 76 12 00 00 100 % 12 76 12 00 00 100

37

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 S.No 1 2 Response Yes No Total No. Of people 80 20 100 % 80 20 100

38

Interpretation:As far as the external training programme is concerned for the employees, the response of the 80 of the employees are yes which is 80% of the total who had attended the programme, whereas 20 of the employees say their response is no which is 20% of the total sample size assumed. This shows, there is a lack of this area and this must have to be improved and encouraged, so that more staff could be able to attend the programme so far.

QUESTION 9: As a Superior, what indicators would you needs in order to decide whether a low performing subordinate merely needs external trainings? Response S.No 1. 2. 3. Response To enhance professional knowledge To enhance professional skills Development of supervisory, technical skills No.of.people 40 30 10 % 40 30 10

39

4.

Development of managerial skills Total 100

20

20 100

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?

Response S.No 1. 2. Response Good work safety practices Better customer service No.of.people 46 30 % 46% 30%

40

3.

Accuracy and efficiency Total

24 100

24% 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 S.No Response No.of.people %

41

1. 2. 3.

Picking the hardest workers Who always turned out the best work the fastest Who always willing to work more and more Total

24 50 26 100

24 50 26 100

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. 42

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.

43

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 & development programmes. These trainings are given on the basis of nature of the job, working conditions 44

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 & development of employees is the result of many factors. Training & development programs must be properly organized in the organization so that employees 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 the employees. 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 Book Company: England: 1983.

45

2. Principles and procedures in evaluating performance: John C. Flanagan: volume 28. 3. Public Personal Administration: S L Goel: Sterling Publishers Pvt. Ltd: New Delhi. 4. Training & Development : A Better way: Robert Hayden: Volume 52. 5. Research Methodology Methods and Techniques: Kothari C. R: Willey Easter: New Delhi. 6. P. Jyothi, P. Venkatesh, D.N, Human Resource Management 7. Kothari, C. R, Methods and Techniques, New Delhi, New Age International Publications 8. Aswathappa. K, Human Resource Personal Management

Websites Search : www.wiki.com www.google.com www.msn.com

QUESTIONNAIRE 46

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) Effective c) 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

47

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

48

49

50

51