A

ON
Recruitment And Selection Process
With Reference to Karvy
(MASTER OF BUSINESS ADMINISTRATION)
SESSION-2013 - 2014
KNIPSS MANAGEMENT TECHNOLOGY
SULTanpur
UNDER THE GUIDENCE OF:
Mr!"#$"% &'("r'
LECTURER)KNIPSS MANAGEMENT DEPARTMENT
SULTANPUR
SUBMITTED BY:
SUSHMA MAURYA
MBA III SEM
KAMLA NEHRU INSTITUTE OF PHYSICAL *
SOCIAL SCIENCES
FARIDIPUR) SULTANPUR
DECL ERAT I ON
I Sushma Maurya, student of M.B.A III Semester (University Roll
No!"!#$%&&$'( at )NI*SS Mana+ement Institute ,aridipur Sultanpur.
I here-y de.lare that I have .ompleted my resear.h report on the topi.
titled +R,-r.'&/,#& "#0 S,1,-&'2# Pr2-,33 ('&4 R,5,r,#-,
&2 K"r678as a .ompulsory part of my .ourse .urri.ulum.
The information provided in the report is ori+inal and has
not -een .opied from any/here. This report is not su-mitted to any
other university0institute for the a/ard of any other de+ree0diploma.
SUSHMA
MAURYA
MBA III S,/
KNIPSS)SULTANPUR
ACKNO9LED GEM ENT
The report on +Recruitment and Selection Process
with Reference to Karvy8 has -een +iven to me as part of the .urri.ulum in
T/o1ears Masters 2e+ree in Business Administration.
I have tried my -est to present this information as .learly as possi-le usin+ -asi.
terms that I hope /ill -e .omprehended -y the /idest spe.trum of resear.hers, analysts and
students for further studies.
I have .ompleted this study under the +uidan.e and supervision of Mr !"#$"%
&'("r'I /ill -e failed in my duty if I do not a.3no/led+e the esteemed s.holarly +uidan.e,
assistan.e and 3no/led+e. I have re.eived from them to/ards fruitful and timely
.ompletion of this /or3.
Mere a.3no/led+ement may not redeem the de-t I o/e to my parents for their
dire.t0indire.t support durin+ the entire .ourse of this pro4e.t.
I also than3ful to my friend /ho helped me a lot in the .ompletion of this pro4e.t.
Sushma Maurya
TABLE OF CONTENTS
E:ECUTI;E SUMMARY
There is an emer+in+ trend in the field of mana+ement to/ards the use
of survey. Survey is an important tas3 for the students of mana+ement
studies and /ithout it study of mana+ement is in.omplete.
Ta3in+ this into .onsideration I have ta3en the pro4e.t on
+Recruitment and Selection Process with Reference
to Karvy8.
The pro4e.t is divided into different sta+es. It .onsists
of *reparation of 5uestionnaire, .olle.tion of information from
employees 6/or3ers analysis of data, interpretation re.ommendations
6 .on.lusions.
In the first sta+e the 5uestions are .olle.ted 6 arran+e in su.h a
manner so that the use of full information re+ardin+ the -rand.
Ne7t sta+e is dire.t interfa.e to the employees. There .ome many
o-sta.les in the path. Many employees hesitated to ans/ers, some
thou+ht that it may .reate pro-lem in near future so it /as really a
thou+h 4o-. *ro.ess of analy8in+ the information re5uired for the final
result /as the ne7t sta+e.
These, the resear.h .omprises of several findin+ /ith
re.ommendation, /hi.h may -e handy to the or+ani8ation for
improvin+ their trainin+ system.
INTRODUCTION
CONCEPT OF TRAINING
Trainin+ is a spe.iali8ed fun.tion and is one of the fundamental operative
fun.tions for 3no/n resour.e mana+ement.
Trainin+ is the short term pro.ess utili8in+ a
systemati. and or+ani8ed pro.edure -y /hi.h nonmana+erial personnel
a.5uire te.hni.al 3no/led+e and s3ills for a definite purpose.
D"1, S B,"-4 , 9Trainin+ is the or+ani8ed pro.edure -y /hi.h people learn
3no/led+e and for s3ill for a definite purpose.:
P1"#&'#<) C2r0 "#0 E55,r32# , 9Trainin+ is the .ontinuous, systemati.
development amon+ all levels of employees of that 3no/led+e and their
s3ills and attitude /hi.h .ontri-ute to their /elfare and that of the
.ompany.:
E0('# B F1'!!2 , 9Trainin+ is the or+ani8ed pro.edure -y /hi.h learn
3no/led+e and s3ill of an employee for doin+ a parti.ular 4o-.:
/7 2(# 6',() 9Trainin+ refers to the tea.hin+ and learnin+ a.tivities .arried
on for the primary purpose of helpin+ mem-ers of an or+ani8ation, to a.5uire
and apply the 3no/led+e, s3ills, a-ilities and attitudes needed -y a parti.ular
4o- and or+ani8ation.
Thus, trainin+ -rid+es the differen.es -et/een 4o-
re5uirements and employees present spe.ifi.ations.
Trainin+ and development pro+rams are ne.essary in any or+ani8ation for
improvin+ the 5uality of /or3 of the employees at all levels, parti.ularly in a
/orld of fast .han+in+ te.hnolo+y, .han+in+ values, and environment.
Trainin+ and 2evelopment represents a .omplete /hole that tri++ers the
mind, emotions and employees; -est /or3 performan.e. It is not only
-usiness mana+ers and o/ners /ho must do this shift in thin3in+, -ut
<uman Resour.es 2ire.tors and Trainin+ Mana+ers (/hose title should -e
=Trainin+ and 2evelopment= Mana+ers(. By their a.tions, they should offer a
personal e7ample, .oa.hin+ and +uidin+ all the people in an or+anisation to
thin3 =-eyond trainin+= and invest efforts in people>
TRAINING AND DEVELOPMENT NEED = STANDARD
PERFORMANCE ACTUAL PERFORMANCE
IMPORTANCE
The importan.e of <RM may as follo/s>
To improve or+ani8ational .limate.
To help the or+ani8ation to fulfill its future manpo/er needs
To 3eep pa.e /ith the times.
To -rid+e the +ap -et/een s3ills re5uirement and s3ills
availa-ility.
,or self development.
,or employee motivation and retention.
<elpful to mana+ers.
In.rease in understandin+.
OB=ECTI;ES OF THE STUDY
To analy8e the effe.tiveness of trainin+ and to identify its impa.t on
the trainees
To study <R poli.y of the .ompany.
To study the trainin+ methods employed in the .ompany
To study the suffi.ien.y of the trainin+ period
To study the impa.t of trainin+ pro+ramme on employees
To analy8e the employees? opinion re+ardin+ trainin+ pro+rammes
To study the type of trainin+ +iven to the employees
ORGANI>ATION O;ER;IE9

I#&r20.-&'2#:
+S.--,33 '3 " %2.r#,7) #2& " 0,3&'#"&'2#8 If /e loo3 for e7amples to prove this
5uote then /e .an find many -ut there is none li3e that of 3arvy. Ba.3 in the year !@A!,
five people .reated history -y esta-lishin+ 3arvy and .ompany /hi.h is today 3no/n as
3arvy, the lar+est finan.ial servi.e provider of India.
S.--,33 3.&r"3 25 $"r67:
The su..ess story of 3arvy is driven -y A su..ess sutras adopted -y it #"/,17 &r.3&)
'#&,<r'&7) 0,0'-"&'2#) -2//'&/,#&) ,#&,r!r'3,) 4"r0 (2r$ "#0 &,"/
!1"7) 1,"r#'#< "#0 '##26"&'2#) ,/!"&47 "#0 4./'1'&7 These are the values
that -ind su..ess /ith 3arvy.
;'3'2# 25 $"r67:
To a.hieve 6 sustain mar3et leadership, )arvy shall aim for .omplete .ustomer
satisfa.tion, -y .om-inin+ its human and te.hnolo+i.al resour.es, to provide /orld .lass
5uality servi.es. In the pro.ess )arvy shall strive to meet and e7.eed .ustomer;s
satisfa.tion and set industry standards.
MISSION STATEMENT
+O.r /'33'2# '3 &2 ?, " 1,"0'#< "#0 !r,5,rr,0 3,r6'-, !r26'0,r &2 2.r
-.3&2/,r3) "#0 (, "'/ &2 "-4',6, &4'3 1,"0,r34'! !23'&'2# ?7 ?.'10'#< "#
'##26"&'6,) ,#&,r!r'3'#< ) "#0 &,-4#212<7 0r'6,# 2r<"#'@"&'2# (4'-4 ('11
3,& &4, 4'<4,3& 3&"#0"r03 25 3,r6'-, "#0 ?.3'#,33 ,&4'-38
T4, 3.--,33 1"00,r:
COMPANY O;ER;IE9
)arvy /as esta-lished as 3arvy and .ompany -y five .hartered a..ountants durin+ the
year !@%@A&, and then its /or3 /as .onfined to audit and ta7ation only. Later on it
diversified into finan.ial and a..ountin+ servi.es durin+ the year !@A!A" /ith a .apital
of rs.!$&&&&. it a.hieved its first milestone after its first investment in te.hnolo+y. )arvy
-e.ame a 3no/n name durin+ the year !@A$AB /hen it forayed into .apital mar3et as
re+istrar.
E621.&'2# 25 KAR;Y:
It is /ell said that su..ess is a 4ourney not a destination and /e .an see it -ein+ proved -y
3arvy. Under this se.tion /e /ill see that ho/ this 93arvy and .ompany: of !@A& -e.ame
93arvy: of "&&A. )arvy -lossomed /ith the settin+ up of its first -ran.h at Mum-ai
durin+ the year !@A%AA. The turnin+ point .ame in the year !@A@ /hen it de.ided to enter
into one of the not only emer+in+ rather potential field too i.eC sto.3 -ro3in+. It added the
feather of sto.3 -ro3in+ into its .ap. At the same time it -e.ame the mem-er of
<ydera-ad Sto.3 D7.han+e throu+h asso.iate firm 3arvy se.urities ltd and then 3arvy
never loo3ed -a.3EE..it /ent on addin+ servi.es one after another, it entered into retail
sto.3 -ro3in+ in the year !@@&. )arvy investor servi.e .enters /ere set up in the year
!@@". )arvy /hi.h already en4oyed a /ide net/or3 throu+h its investor servi.e .enters,
entered into finan.ial produ.t distri-ution servi.es in the year !@@#. Fne year more and
3arvy /as no/ dealin+ into mutual fund servi.es too in the year !@@' -ut it didn?t
stopped there, it stepped into .orporate finan.e and investment -an3in+ in the year !@@$.
)arvy?s strate+y has al/ays -een -ein+ the first entrant in the mar3et. )arvy a+ain hit the
limeli+ht -y -e.omin+ the first re+istrar in the .ountry to -e a/arded ISF @&&" in the
year !@@%. Then it stepped into the other most happenin+ se.tor i.eC IT ena-led servi.es
-y esta-lishin+ its o/n B*F units and at a +ap of 4ust ! year it too3 the path of eBusiness
throu+h its /e-site ///.3arvy..om . Then it entered into insuran.e servi.es in the year
"&&! /ith the laun.h of its retail arm 93arvy the finapolis> your personal finan.e
advisor:. Then in the year "&&" it laun.hed its *GH(*rivate Glient Hroup( /hi.h loo3s
after its <i+h Net/orth Individuals .and maintain their portfolio and provides them /ith
other finan.ial servi.es. In the year "&&#, it .ommen.ed se.ondary de-t and I2M
tradin+.
It /as a de.ade /hi.h sa/ many Indian .ompanies +oin+ +lo-alE..so /hy the lar+est
finan.ial servi.e provider of India should la+ -ehindJ <en.e, 3arvy laun.hed 93arvy
+lo-al servi.es limited: after enterin+ into a 4oint venture /ith Gomputershare, Australia
in the year "&&'.the year "&&' also sa/ 3arvy enterin+ into .ommodities mar3etin+
throu+h 3arvy .omtrade.
1ear "&&$ sa/ 3arvy esta-lishin+ a separate -ran.h for its insuran.e servi.es under the
head 9 3arvy insuran.e -ro3in+ ltd: and in the same year, after -ein+ impressed /ith the
rapid +ro/th of 3arvy sto.3 -ro3in+ limited, *GH +roup of <on+ )on+ a.5uired "$K
sta3e at )SBL. In the year "&&B, 3arvy entered into one of the hottest se.tor of present
time i.e real estate throu+h )arvy realty6 servi.es (India( ltd. hen.e , /e .an see no/
3arvy -ein+ esta-lished as the la+est finan.ial servi.e provider of the .ountry.
N2( $"r67 <r2.! -2#3'3&3 25 A 4'<417 r,#2(#,0 ,#&'&',3 (4'-4 "r, "3 52112(:
!. > The first se.urities re+istry to re.eive ISF @&&" .ertifi.ation in
India. Re+istered /ith SDBI as Gate+ory I Re+istrar, is Num-er ! Re+istrar in the
Gountry. The a/ard of -ein+ LMost Admired? Re+istrar is one amon+ many of the
a.3no/led+ements /e re.eived for our .ustomer friendly and .ompetent servi.es.
". > 3arvy sto.3 -ro3in+ ltd. Gonsists of five units namely sto.3 -ro3in+
servi.s, depository parti.ipant, advisory servi.es, distri-ution of finan.ial produ.ts,
advisory servi.es and private .lient +oups.
#. > it is re+istered /ith SDBI as a .ate+ory ! mer.hant -an3er. Its
.lientele in.ludesin.lude leadin+ .orporates, State Hovernments, forei+n institutional
investors, pu-li. and private se.tor .ompanies and -an3s, in Indian and +lo-al mar3ets.
'. > 3arvy insuran.e -ro3in+ ltd is also a part of 3arvy sto.3 -ro3in+ ltd.
At )arvy Insuran.e Bro3in+ Limited -oth life and nonlife insuran.e produ.ts are
provided to retail individuals, hi+h net/orth .lients and .orporates.
$. > The .ompany provides investment, advisory and -ro3era+e
servi.es in Indian Gommodities Mar3ets. And most importantly, it offer a /ide rea.h
throu+h our -ran.h net/or3 of over ""$ -ran.hes lo.ated a.ross !A& .ities.
B. > )arvy Hlo-al is a leadin+ -usiness and 3no/led+e pro.ess
outsour.in+ Servi.es Gompany offerin+ creative business solutions to .lients +lo-ally. It
operates in -an3in+ and finan.ial servi.es, inuran.e, health.are and pharma.euti.als,
media , tele.om and te.hnolo+y. It has its sales and -usiness development offi.e in Ne/
1or3, USA and the offshore +lo-al delivery .enter in <ydera-ad, India
%. > )arvy Realty (India( Limited is en+a+ed in the -usiness of real
estate and property servi.es offerin+>
Buyin+0 sellin+0 rentin+ of properties
Identifyin+ valua-le investments opportunities in the real estate se.tor
,a.ilitatin+ finan.ial support for real estate and investments in properties
Real estate portfolio advisory servi.es
A. > it is a 4oint venture -et/een Gomputershare, Australia and )arvy
Gonsultants Limited, India in the re+istry mana+ement servi.es industry.
ORGANI>ATION STRUCTURE OF KAR;Y
Tal3in+ a-out the or+ani8ation stru.ture of 3arvy, /e have the -oard of dire.tors as the
supreme +overnin+ -ody , the .hairman -ein+ Mr. G parthasarthy, mr. m yu+andhar as
the mana+in+ dire.tor, mr m s rama3rishna andmr. *rasad v. potluri as dire.tors.
The -oard of diretors head the 3arvy +roup, 3arvy .omputershares limited, 3arvy
investors servi.es ltd., 3arvy .omtrade, 3arvy sto.3 -ro3in+ ltd., and 3arvy +lo-al servi.es
ltd.
)arvy +roup -ein+ the fla+ship .ompany loo3s after the fun.tional departments su.h as
.orporate affairs, +roup human resour.es, finan.e 6 a..ountin+, trainin+ 6 development,
te.hnolo+y servi.es and .orporate 5uality.
)arvy .omputershare private limited fa.ilitates mutual fund servi.es, share re+istry and
issue re+istry /hereas mer.hant -an3in+ is loo3ed after -y 3arvy investor servi.es ltd.
)arvy sto.3 -ro3in+ ltd heads its another -ran.h too ie.
)arvy insuran.e -ro3in+ ltd. The servi.es offered -y )SBL are> sto.3 -ro3in+,
depository, resear.h, distri-ution, personal .lient +roup and institutional des3. And finally
the B*F servi.es are mana+ed -y 3arvy +lo-al servi.es ltd. Summari8in+ it in a dia+ram,
it .an -e presented as>
ORGANISATION STRUCTURE
SPECTRUM OF SER;ICES OFFERED BY KAR;Y
)arvy -ein+ the top re+istrar and transfer a+ent, fun.tions as re+istrar in most of the
issues in the .ountry. Tal3in+ a-out the mutual fund servi.es offered -y 3arvy, /e .an +et
the produ.ts of ## AMGs over here. it deals in -oth .losed ended funds as /ell as open
ended too. No/ one must -e thin3in+ /hy to +et the mutual funds from 3arvy instead of
+ettin+ it dire.tly from AMGsJJJ/e have +reat reasons for it> the first one -ein+ C if /e
avail the servi.es of 3arvy then /e .an +et the information a-out all the AMGs and their
produ.ts at a sin+le pla.e alon+ /ith e7pert re.ommendations /hereas at an AMG /e .an
+et information a-out the produ.ts of that spe.ifi. AMG only. And the se.ond -ein+ /ide
net/or3 of 3arvyE.no/adays /e .an find 3arvy offi.es at remote areas too.
Alon+ /ith these, 3arvy is very /ell handlin+ the role of depository parti.ipant. Bein+
re+istered /ith -oth the depositories i.e.C NS2L (national se.urities depository ltd( and
G2SL (.entral depository servi.es ltd(, 3arvy .an have a..ess to -oth. Its /ide net/or3
also fa.ilitates it in distri-ution of retail finan.ial produ.ts.
)arvy -elieves in -ein+ updated al/ays. So it is al/ays ready to use latest te.hnolo+ies
so that its .lients al/ays -e in tou.h /ith the latest happenin+s alon+ /ith 3arvy. It offers
e-usiness throu+h internet throu+h its /e-site> ///.3arvy..om . Fther than it, it also
provides its various servi.es throu+h SMSes.
)arvy?s servi.es are not limited to its investors only rather its offerin+s are for its
.orporate .lients and distri-utors too. it is very /ell a/are of the fa.t that in this era of
ne.3 to ne.3 .ompetition, /e .ant i+nore any of the aspe.ts of our -usinessE.so there?s a
offerin+ for every-odyEeveryone?s /el.ome at 3arvy.
947 342.10 '#6,3&2r3 -4223, 52r $"r67B
D7.ellen.e is ne7t to nothin+E.and here at 3arvy every-ody tries their -est to offer
e7.ellent servi.es to its .lientele throu+h its offerin+s maintainin+ the 3arvy .ulture /hi.h
in.ludes>
!. Gontrolled and lo/ .ost servi.e .ulture> 3arvy is there to serve its .lient at the
minimum possi-le .ost. it .ontrols .ost -y its various .ost .uttin+ te.hni5ues and
minimi8ation of avoida-le .osts.
". Lar+e volume pro.essin+ .apa-ility> -ein+ the lar+est finan.ial servi.e provider in the
.ountry, it has the uni5ue distin.tion of operatin+ its a.tivities on a lar+e s.ale /hi.h
-enefits all the parties .ordially.
#. Adheren.e to stri.t time s.hedule> 3arvy 3no/s that time is money and tries it -est to
finish the tas3 /ithin the stipulated time s.hedule.
'. D7pertise in .oordinatin+ multilo.ation responses> 3arvy has +ot a /ide net/or3 and
hen.e one .an find its -ran.hes at most of the pla.es in India. Thus it en4oys its presen.e
every/here and .oordinates amon+ itself in solvin+ the 5ueries and in respondin+ to any
situation.
$.D7pertise in mana+in+ independent entities su.h as -an3s, postoffi.e et..> the /or3
.ulture of 3arvy and the ethi.s follo/ed inside 3arvy ma3es its /or3for.e .ompati-le
/ith every-ody, so the 3arvy people esta-lishes +ood .oordination /ith independent
entities too.
B. *oolin+ of +roup resour.es> 3arvy +roup .onsists of ei+ht su-sidiaries, so it .an easily
pool up its resour.es for a..omplishment of its +oals, /henever needed. The +roups .an
help ea.h other /henever there are pea3s and lo/s, and even in the .ase /hen they have
hu+e tar+ets 4ust as /e sa/ fe/ years -a.3, Tata +roup poolin+ its resour.es to a.5uire
Gorus.
H2( $"r67 "-4',6,0 '&B
The .ore .ompeten.y of 3arvy lies in the follo/in+ points due to /hi.h it en4oys a
.ompetitive ed+e over its .ompetitors. The follo/in+ .ulture adopted -y 3arvy ma3es it
all time favorite amon+ its .lientele>
!. *rofessionally mana+ed -y 5ualified and trained manpo/er.
". Uni5uely stru.tured inhouse soft/are and hard/are department
#. Muery handlin+ /ithin 'A hrs.
'. Stron+ se.retarial, a..ountin+ and audit systems.
$. Uni5ue /or3 .ulture of /or3in+ % days a /ee3 in # shifts.
B. Unmat.hed net/or3 spreadin+ all over India.
H2( A-4',6,/,#&3 32.#03 37#2#7/2.3 &2 $"r67:
The landmar3s a.hieved -y 3arvy very /ell define its su..ess story. In the previous
pa+es, /e learnt ho/ a .ompany started -y five .hartered a..ountants, named as 3arvy
and .ompany turned into today?s 3arvy +roup, the lar+est finan.ial intermediary of India.
But su..ess didn?t .ame to 3arvy at a flo/, the hard /or3 and dedi.ation of its /or3for.e
made it /hat it is todayE+radually it a.hieved the follo/in+ landmar3s and no/ it has
-e.ame /hat /e .all the 3arvy +roup, no/ it is>
!.lar+est independent distri-utor for finan.ial produ.ts.
".amon+st the top $ sto.3 -ro3er.
#.amon+ the top # depository parti.ipants.
'.lar+est net/or3 of -ran.hes 6 -usiness asso.iates.
$.ISF @&&" .ertified operations -y 2NN.
B.Amon+st top !& investment -an3ers.
%.ad4ud+ed as one of the top $& IT users in India -y MIS south Asia.
A.full fled+ed IT driven operation.
@.India?s no.! re+istrar 6 se.urities transfer a+ent.
C1',#&,1, 25 $"r67:
)arvy?s .ulture has helped 3arvy in a.hievin+ su.h a distin.t position in the mar3et /here
it .an -oast of its hu+e .lient -ase. Be it a retail investor investin+ Rs. $&& in a SI* in
Relian.e mutual fund or -e it the lar+est .orporate house of the .ountry> Relian.e
industries every-ody is headin+ to/ards 3arvy for their /ealth ma7imi8ation, lets have a
loo3 at the .lientele of 3arvy >
A..ordin+ to the datas pu-lished in year "&&%, 3arvy sto.3 -ro3in+ ltd. Fperates throu+h
more than !"&&& terminals, more than "@&&&& a..ounts are maintained and .ommands
over #.!'K mar3et share of NSD. The distri-ution servi.es has a..ess to more than Rs. '&
-illion Assets Under Mana+ement. )arvy -ein+ a depository parti.ipant /ith -oth NS2L
and G2SL, mana+es more than %&&&&& a..ounts from more than #A& lo.ations. Tal3in+
a-out the re+istry servi.es, it mana+es over %$& pu-li.0 ri+ht issues.at the same time, it is
mana+in+ over !B million portfolios as re+istrar.
If /e too3 a loo3 at some of the top .orporate houses availin+ the servi.es of 3arvy then
/e have> Relian.e, IFG, I2BI,LIG, <industan Unilever, *rin.ipal Mutual ,und,
2uets.he Mutual ,und, 1o+o3a/a, Mari.o Industries, *atni Gomputers, Mor+an Stanley,
Hlenmar3, GRISIL, #M, )ota3 Mahindra Ban3, Bharti Televenture, Infosys
Te.hnolo+ies, Iipro, Infote.h, I*GL,TATA .onsultan.y servi.es, UTI mutual fund et..
Thus in total 3arvy serves over !B million investors and #&& .orporates.
N2() "3 &4, !r2%,-& ("3 -"rr',0 2# '# S.1&"#!.r) 32 &4,r, '3 " 3!,-'"1 r,5,r,#-, &2
(2r$'#< 25 $"r67 "& ,"3&,r# @2#, "#0 /.&."1 5.#03 '# !"r&'-.1"r
KAR;Y "& ,"3&,r# @2#,:
)arvy sto.3 Bro3in+ Ltd /as started !! yrs a+o i.e.C durin+ the year !@@B at Oatin 2as
road /hi.h /as later on esta-lished as the re+ional head offi.e. *resently Mr. Alo3
Ghaturvedi is headin+ the eastern 8one. Tal3in+ a-out the 8onal offi.es, )arvy has 8onal
offi.es at Sultanpur, south Ben+al, north Ben+al, North east, Ohar3hand, Bihar, Frissa and
Ghhattis+arh. Da.h 8onal offi.e has +ot its o/n 8onal heads. )arvy is a mem-er of three
sto.3 e7.han+es of India> National Sto.3 D7.han+e (NSD(, Bom-ay Sto.3 D7.han+e
(BSD( and <ydera-ad Sto.3 D7.han+e (<SD(.
HUMAN RESOURCE
POLICY
HUMAN RESOURCE POLICY
Ie /ould li3e to ali+n our poli.y +uidelines /ith employee needs as /ell as those of the
or+anisation. Therefore, ),SL may .han+e these poli.ies at any time. This Manual is
therefore, desi+ned to allo/ updates (deletions and additions( as and /hen the
mana+ement of ),SL deems it ne.essary for the +eneral -enefit of the Dmployees and the
Gompany.
As /e move ahead, there /ill -e .han+es that may need to -e refle.ted in this manual.
Ihen su.h revisions o..ur, the Gustodians /ill re.eive these updates alon+ /ith
dire.tions to /hether
to repla.e a pa+e in a parti.ular poli.y or simply repla.e the entire poli.y /ithin a
se.tion.
10 Gr"0, S&r.-&.r,
The +rade stru.ture appli.a-le to all employees on rolls of the .ompany is as follo/s
L,6,1
A
%
B
$
'
#
"
!
D,3'<#"&'2#
Ni.e *resident
Assistant Ni.e *resident
Senior Mana+er
Mana+er
Assistant Mana+er
Fffi.er
Senior Asso.iate
Asso.iate
20 H'r'#< * =2'#'#<
21 R,-r.'&/,#& - P,r/"#,#& E/!127,,3
O?%,-&'6,
This poli.y is aimed at havin+ a universal and s.ientifi. method to hire the -est talent in
the
industry /ith optimum s3ills and aptitude re5uired for the
4o-.
S-2!,
All employees hired on rolls of the .ompany.
Pr2-,33
Hiven -elo/ is the pro.edure that has to -e follo/ed /hile re.ruitin+. Any deviation /ith
this poli.y has to -e approved -y the GFF and Hroup <ead <R. Their de.ision /ill -e
final.
' E1'<'?'1'&7: Basi. .riteria for .andidates.
P A+e should -e !A years and a-ove
P Should have .ompleted !$ years of formal edu.ation.
P In.ase a forei+n national Should hold a valid /or3
permit
'' H'r'#< "!!r26"13: All hirin+ has to -e in line /ith the preapproved or+ani8ation
stru.ture and plan -y the GFF and Hroup <ead <R. Repla.ement hirin+ /ithin the
approved manpo/er
-ud+et /ill also re5uire approval from GFF. <o/ever any hirin+ in e7.ess of the
approved manpo/er -ud+et /ill re5uire the approval from the GFF and Hroup <R <ead.
''' M"#!2(,r R,C.'r,/,#& 52r/ (MRF): All hirin+ re5uests have to -e .hanneled
throu+h MR,. This /ould help us tra.3 and re.on.ile the .ate+ory of hirin+ under
-a.3fill or additional hire. The idea is not -e -ureau.rati. -ut to have .ontrol over the
pro.ess. The MR, has to -e sent to ),SL <R /ith pre approval from the GFF.
6 S2.r-'#< 25 -"#0'0"&,3: Fn re.eipt of the MR,, ),SL <R .an ma3e use of any of the
-elo/ mentioned sour.es as per the re5uirement.
- =2? P2r&"13 - Oo- portals /ill -e made availa-le to the sour.in+ team. This is a very
+ood and .ost effe.tive sour.e for hirin+ of middle level positions.
- I#&,r#"1 r,5,rr"1 - All hirin+ re5uirements /ould -e pu-lished for the information of
all employees of the .ompany (e7.eptions .an -e made if the ),SL <R de.ides not to
share the re5uirements internally for .onfidential reasons(. Internal referral should -e
made a stron+ sour.e of re.ruitment. In order to en.oura+e0re/ard internal referrals the
.ompany /ill pay the -elo/ mentioned amounts as in.entive to employees /ho refer
.andidates /hi.h are sele.ted.
D L,6,1 A/2.#& (Gr233 25 &"E)
! Asso.iate0Senior Asso.iate
" Fffi.er
# Assistant Mana+er
In line /ith )arvy Hroup <R poli.y
' Mana+er 0 Senior Mana+er
$ Assistant Ni.e *resident
B Ni.e *resident
<o/ever the immediate line mana+er, s3ip level mana+er, employees at an AN* level 6
a-ove and employees in <R department /ould not -e eli+i-le for any su.h re/ard.
- E/!"#,11,0 r,-r.'&/,#& -2#3.1&"#&3> ),SL <R /ill maintain a list of empanelled
re.ruitment .onsultants. In.ase the position is su.h that re5uired s3ill sets are not
availa-le /ithin the or+ani8ation talent pool the re5uirement .an then -e floated to
re.ruitment .onsultants.
The pro.ess of empanelment of a ne/ re.ruitment .onsultant /ill -e as
follo/s>
The Lo.ation line mana+er or ),SL <R .an propose empanelment of a ne/
re.ruitment
.onsultant
This re.ommendation /ill -e revie/ed and approved -y the GFF and Hroup
<ead <R.
<irin+ rates for su.h re.ruitment .onsultants /ill not e7.eed the rates stated
-elo/.
D L,6,1 P,r-,#&"<, 25 "##."1 <r233
Fffi.er 0 Assistant Mana+er A.##
Mana+e !&
Senior Mana+er !"
Assistant Ni.e *resident 0 Ni.e *resident !"
The .ompany shall also pay servi.e ta7 and any other ta7 arisin+ out of this transa.tion.
Any deviation on the a-ove rates /ill need prior approval of the GFF and the Hroup <R
<ead. It is advised not to ma3e use of the re.ruitment .onsultants for hire of Asso.iate 6
Senior Asso.iate level employees.
- C"/!.3 r,-r.'&/,#&: The Gompany proa.tively /ill re.ruit fresh talent from
+raduate 0 post +raduate .ampus dire.tly. ),SL shall partner /ith the )arvy +roup
.ampus initiative as far as possi-le.
- R,-r.'&/,#& "06,r&'3,/,#&: In .ase of a lar+e0mass re5uirement of similar nature it
is advisa-le to pu-lish re.ruitment advertisement in lo.al 0 national ne/spapers.
- =2? 5"'r3: <R .an also de.ide to visit 4o- fairs in.ase of mass re5uirement.
6 S,1,-&'2# 25 -"#0'0"&,3: Gompany -ein+ an e5ual opportunity employer, ensures that
there is no dis.rimination a+ainst any .andidate on -asis of +ender, reli+ion, ethni.ity or
a+e in the pro.ess of shirt listin+.
*ro.ess The Hrade level intervie/ and .andidate finali8ation matri7 +iven -elo/ has to -e
stri.tly adhered to
4
&4
Gr"0, 25 4'r,
Asso.iate
Senior Asso.iate
Fffi.er
Assistant Mana+er
Mana+er
Senior Mana+er
Asst. Ni.e *resident
Ni.e *resident
1
3&
R2.#0
Immediate
line
mana+er
2
#0
R2.#0
Re+ion02ivision
head or N* of
the
.orrespondin+
verti.al
3
r0
R2.#0
),SL <R
R2.#0
GFF
F'#"1
D,-'3'2#
GFF
GFF and
Hroup <ead
<R
The intervie/ de.ision .an -e -ased on the follo/in+ 3ey
points
P )ey s3ill sets re5uired to perform the 4o- should -e demonstrated -y the
.andidate
P Gandidates e7pe.tations /ith the role in line /ith the a.tual
role
P The .ompany should -e a-le to .ontain the aspirations of the
.andidates
P The individual should have s.ope of +ro/th in the
or+ani8ation
P The .andidate should fit the or+ani8ation .ulture of the
.ompany
It is the responsi-ility of the intervie/er to -rief the .andidate on the .urrent role
availa-le, a -rief -a.3+round of the or+ani8ation, the .ulture prevalent in the or+ani8ation
the lo.ation at /hi.h the role /ill -e -ased.
Some -asi. intervie/in+ +uidelines that are to -e
follo/ed>
P 2o not ma3e the .andidate /ait for more than !$
minutes.
P Be pun.tual and start the intervie/ on time
P Be presenta-le, +reet the .andidate and as3 for his /ell
-ein+.
P Be+in -y tal3in+ a-out thin+s of .ommon interest. Gandidates are usually nervous
-efore
an intervie/C this /ill help -rea3 the i.e. The .andidate /ill display his0her a.tual
potential only /hen he0she is .alm.
P As3 open ended 5uestions and let the .andidate do most of the
tal3in+
P 2o not intimidate the .andidate even if his reply to your 5uestion is
in.orre.t
P Ta3e notes durin+ the intervie/
P D7plain the role in terms of e7pe.tations and
responsi-ilities.
P Glose -y than3in+ the .andidate for sho/in+ interest to/ards /or3in+ in our
or+ani8ation P Hive a realisti. time frame -y /hi.h you .an inform the .andidate
the out.ome of the
intervie/
Fn a..ount of outstation .andidate a NG should -e preferred over a telephoni.
intervie/.
*ost the intervie/ the line mana+er and <R /ill need to fillup the intervie/ assessment
sheet IAS. This is a mandatory re5uirement for all intervie/s. It is su++ested to
.omplete this a.tivity immediately as e7perien.e of the intervie/ is still fresh.
6' Tr"6,1 r,'/?.r3,/,#&: In.ase a .andidate travel from one .ity to another on a..ount
of an intervie/ the .ompany /ould reim-urse the .andidate for travel and in.identals. It
is advised to
prefer su.h a time for intervie/ that the .andidate .an travel -a.3 the same day to his
destination. <o/ever if this is not possi-le due to any reason the .andidate /ill -e
reim-ursed for his0her a..ommodation too. The eli+i-ility of travel, -oardin+ and lod+in+
/ill -e in a..ordan.e of the travel poli.y appli.a-le as per the +rade in /hi.h the
in.um-ent is proposed to -e hired. <o/ever the onus is on the line mana+ers to restri.t
travel for intervie/ to minimal. The travel needs to -e preapproved -y the GFF 6 ),SL
<R.
6'' Pr,-,/!127/,#& S-r,,#'#<: Fn.e the line mana+er and <R a+ree upon the
.andidate;s suita-ility for sele.tion ),SL <R /ould ta3e up the follo/in+ pre
employment .he.3s.
P 2edupe /ith internal .ustomer data-ase (to .he.3 for any
default(
P 2edupe /ith internal ne+ative data-ase (to .he.3 for any past history of -ein+
intervie/ed -y the .ompany(
Fn.e the results of the a-ove .he.3s are satisfa.tory ),SL <R /ill prepare a .omparison
sheet. After re.ommendation from the line mana+er and the intervie/ers this sheet /ill
-e for/arded to the GFF for approval. *ost approval of this sheet the offered
.ompensation and +rade /ill -e .ommuni.ated to the .andidate.
Before the offer letter is released, <R should -e in possession of the follo/in+
do.uments>
P Resume of the .andidate
P Intervie/ assessment sheet filled -y Line mana+er and
<R
P Glearan.e from the preemployment .he.3s
P *hoto I2 proof
P Last " months salary slip
P Gopy of the last revision letter 0 appointment letter in.ase no revision has -een
done
Fn a..eptan.e of the offer letter the prospe.tive employee needs to .ommuni.ate a
tentative date of 4oinin+ to <R. Fn.e the employee 4oins the .ompany, <e0She is to -e
issued a formal appointment order. The appointment order .an -e issued -y ),SL <R or
Hroup <ead <R.
N2&'-, !,r'20 ?.7-2.&: This option has to -e e7er.ised sparin+ly on a .ase to .ase -asis.
The line mana+er needs to 3eep in mind the level 6 .riti.ality of the role -efore
re.ommendin+ for a -uy over. The line mana+er needs to for/ard the re5uisition /ith the
appro7imate amount to ),SL <R /ith a 4ustifi.ation on ur+en.y of the re.ruit. ),SL <R
/ill then +et this approved -y the GFF and Hroup <ead <R. 2esira-ly the tenor of the
-uyout shall not e7.eed #& days. This amount shall -e reim-ursed to the employee on
produ.tion of proof of dedu.tion and payment to previous employer. <o/ever in.ase the
employee voluntarily terminates his 0 her employment
/ithin !" months of 4oinin+, this amount /ill have to -e re.overed /ith his0her final
settlement.
22 R,-r.'&/,#& - A332-'"&, Tr"'#,, Pr2<r"/
O?%,-&'6,
To provide -usiness /ith resour.es for spe.ifi. shortterm pro4e.ts simultaneously
providin+ e7posure to students /ho have to underta3e pro4e.ts as a part of their
.urri.ulum.
S-2!,
All trainees hired.
Pr2-,33
Identifi.ation and +radin+ of mana+ement institutes has to -e an on+oin+ e7er.ise. Basis
this e7er.ise ),SL shall em-ar3 on identifi.ation of institutes /here asso.iate trainees
.an -e hired from.
The plan should .ontain the follo/in+>
P *ro4e.t +uide
P Title of the pro4e.t
P 2epartment in /hi.h the pro4e.t /ill -e
underta3en
P Stipend paya-le (if any(
P 2ate of start and tenure of the pro4e.t.
Fn approval of this plan from the GFF, ),SL <R /ill identify the institutes /hi.h .an -e
visited to fulfill the re5uirement of trainees.
The follo/in+ +rid has to -e adhered to /hile intervie/ and finali8ation of an Asso.iate
Trainee.
C"&,<2r7 25 I#3&'&.&, I#&,r6',(,r3
Tier ! 6 " GFF and ),SL <R
Tier # N* level verti.al head and ),SL <R
The intervie/er is e7pe.ted to understand the .apa-ilities and re5uirements of the trainee.
The pro4e.t details li3e the title, tenor et. should -e shared durin+ the intervie/
dis.ussion. The prospe.tive trainee also needs to su-mit an introdu.tion letter from his
institute.
Fn su..essful .ompletion of the trainin+ the trainee is to -e issued a letter of
.ompletion
23 =2'#'#< !r2-,33
O?%,-&'6,
To ensure that the ne/ mem-er of the )arvy family settle .omforta-ly in the
or+anisation.
Pr2-,33
Three days -efore the date the .andidate is supposed to 4oin, <R /ill inform the
follo/in+
.on.erned.
P Line mana+er 0 Nerti.al head
P Admin department (to ensure seatin+ spa.e 0 des3phone 0 Ooinin+
3it(
P IT department for allo.ation of des3top 0 laptop
Fn the date of 4oinin+, Line mana+er should /el.ome the ne/ entrant in the or+anisation
and .ommuni.ate the 4oinin+ intimation to the ),SL <R for initiation of mail Id and
employee num-er.
The .andidate is e7pe.ted to .arry the follo/in+ do.uments on the date of
4oinin+.
P Gertifi.ates supportin+ a.ademi.0professional
5ualifi.ations
o SSG0!&th Glass Gertifi.ate alon+ /ith the mar3
sheets
o Intermediate0!"th Standard Gertifi.ate alon+ /ith the mar3
sheets
o Ba.helors 2e+ree Gertifi.ates alon+ /ith the semester0year /ise mar3
sheets
o Masters 0 *rofessional 2e+ree Gertifi.ates alon+ /ith the semester0year
/ise
mar3 sheets
o 2iploma 0 *H 2iploma Gertifi.ate alon+ /ith the mar3
sheets
o Any other relevant a.ademi. .ertifi.ates
P Latest salary payslip 0 Salary Gertifi.ate
P Relievin+ letter from last employer
P Servi.e Gertifi.ate 0 *roof of Dmployment from present 6 all previous
employers.
P ,orm !B (FR( Ta7a-le In.ome Statement duly .ertified -y the previous
employer.
P (Statement sho/in+ the dedu.tions 6 Ta7a-le In.ome /ith -rea3
up(
P B re.ent passport .olour photo+raphs 6 ! stamp si8e .olour
photo+raph
P Nalid *assport
o *hoto.opy of valid passport in.lusive of all -lan3 pa+es
(or(
o Re.eipt in proof as issued -y the passport offi.e, in .ase applied for the
passport.
P *hoto.opy of the *AN Gard.(if appli.a-le(
P 2ate of Birth Gertifi.ate 0 *roof of A+e
P *, A..ount No.
P *hoto.opy of the A**FINTMDNT FR2DR as issued -y
)ARN1.
P *hysi.al fitness .ertifi.ate from a .ivil sur+eon0MBBS re+istered pra.titioner.
The ne/ 4oinee is e7pe.ted to .ollate all a-ove do.uments and send it to ),SL <R. Fn
re.eipt of all these do.uments, the ori+inal .opy of the appointment letter /ill -e
dispat.hed to the
employee alon+ /ith the 4oinin+ forms. These /ould in.lude the
follo/in+>
P Ooinin+ report
P A..eptan.e of Gode of Gondu.t
P A+reement of non dis.losure
P Information and data se.urity underta3in+
P Authorisation letter for -a.3+round
verifi.ation
P 2e.laration of 2emat0tradin+ a..ount
P 2e.laration of relatives in )arvy Hroup
P DSIG form
P Appointment letter
P *ersonal profile form P
*, Nomination form
P Hratuity Nomination form
The ),SL <R 0 Administration are also responsi-le to .oordinate on the I2 .ard,
Nisitin+ .ard and salary a..ount openin+ formalities.
24 H'r'#< 25 r,1"&'6,3
O?%,-&'6,
To ensure that /herever employees related to ea.h other are /or3in+ in the or+anisation,
they
are not in a position to influen.e the 4o-s, performan.e or .areer pro+ression of one
another.
The .ompany;s re.ruitment philosophy is hirin+ purely on merit. There is not restri.tion
on hirin+ of relatives till su.h time it does not .reate a potential .onfli.t of interest.
In order to avoid potential .onfli.t of interest and to redu.e the possi-ility of favouritism
or
appearan.e of favouritism, the follo/in+ +uidelines must -e
follo/ed>
P No one is assi+ned to a position /here he0she has the opportunity to .he.3,
pro.ess,
revie/, approve, audit or other/ise affe.t the /or3 of the other related
employee
P No one is assi+ned to a position /here he0she .an influen.e the salary pro+ress or
promotion of the related employee.
In .ase any employee 3no/s of a situation that appears to -e an opportunity for one
employee to sho/ favouritism to his0her relative, he0she should .onta.t the ),SL <R.
D7ample of relatives, for the sa3e of understandin+ is *arents 0 Inla/s, Spouse,
Ghildren, Si-lin+s et.. <o/ever the list is not limited to relations defined a-ove.
Pr2-,33
The <R department maintains data on related employee and updates is on a monthly -asis.
This list is to -e revie/ed -y <R0Gomplian.e on a 5uarterly -asis.
All ne/ hires must de.lare in their 4oinin+ 3it, if they have any relatives /or3in+ /ith the
)arvy Hroup to the -est of their 3no/led+e.
30 Pr2?"&'2# "#0 C2#5'r/"&'2#
O?%,-&'6,
To provide for a time frame to the or+anisation to evaluate the =performan.e and .ulture fit=
fa.tor
visQvis the internal set standards. This also +ives the individual time to understand
his0her
.ompati-ility /ith the or+anisation.
S-2!,
All ne/ 4oinees at all levels /ill 4oin on pro-ation for a period of si7 months from their
date of 4oinin+.
Pr2-,33
Step !. (2#&( Fn .ompletion of five months <R /ill send the ne.essary .onfirmation
appraisal form to the supervisor.
Step ". (2"&( Iithin !& days of re.eipt of the .onfirmation appraisal form the
supervisor should have a formal dis.ussion /ith the appraisee. This dis.ussion should
revolve around the appraisee;s performan.e on )RA for the spe.ifi. period, any
limitations he0she has in e7e.utin+
his0her duties et.
Step #. *ost the personal dis.ussion the supervisor and the appraisee should arrive at a
.onsensus on the performan.e durin+ the last five months. In.ase they are not a-le to
arrive at a .onsensus, the matter has to -e referred to the s3ip level supervisor and <R.
The de.ision of the s3ip level supervisor and <R shall -e final.
Step '. (2!$( Based on dis.ussion the supervisor needs to inform <R either on
.onfirmation of servi.es or e7tension of pro-ation for the appraisee. D7tension .an -e
+ranted for a span of ! to # months dependin+ on the dis.ussion of the supervisor, s3ip
level mana+er and <R. In .ase of e7tension of pro-ation the supervisor should share a
performan.e improvement plan /ith the appraisee alon+ /ith defined timelines for the
a.hievement of the same. Ihi.h ever is the .ase
pro-ation e7tension and .onfirmations have to -e finally approved -y the
GFF.
Step $(2%( Gonfirmation0 pro-ation e7tension letter has to -e issued to the appraisee.
In.ase a pro-ation e7tension letter is issued it has to -e a..ompanied /ith a .opy of the
performan.eimprovement plan. The performan.e improvement plan has to -e drafted -y
the line mana+er.
Step B. (Fnly for pro-ation e7tension .ases( There has to -e a fortni+htly dis.ussion on
the appraisee;s pro+ress on the performan.e improvement plan. Steps ! to $ have to -e
repeated /hile nearin+ the .ompletion of the e7tended pro-ation period. In.ase the
employee under .onsideration does not s.ale up on performan.e parameters the
employee;s servi.es .an -e terminated post dis.ussion and approval of the immediate line
mana+er, division0re+ion0verti.al head, GFF and ),SL <R.
40 N2&'-, !,r'20
O?%,-&'6,
To prote.t the interest of the or+anistion durin+ separation of
employees.
S-2!,
All employees on rolls of the .ompany
P1"#
The noti.e period /ill -e as per the +rid -elo/
Level Fn pro-ation Fn Gonfirmation
Asso.iate and Senior Asso.iate Nil % 2ays
Fffi.er to Mana+er !$ days #& days
Sr.Mana+er 6 a-ove #& days B& days
The .ompany reserves the ri+ht to not a..ept .ompensation in lieu of noti.e period and
ma3e the employee serve partial or entire noti.e period. <o/ever, in the event and
employee;s servi.es are terminated for fraud, theft or /ithholdin+ of information or for any
other form of mis.ondu.t, noti.e period /ill not -e paya-le.

F0 C2/!,#3"&'2# * B,#,5'&3
F1 L,"6, &r"6,1 "33'3&"#-, !21'-7
O?%,-&'6,

To allo/ employees the -enefit of an annual va.ation for rest and rela7ation
E1'<'?'1'&7
All permanent employees on the rolls of .ompany are eli+i-le for LTA.
S-2!,
,or employees at all levels, LTA is fi7ed and is mentioned on the appointment letter 0
in.rement letter
LTA entitlement .an -e .laimed on.e in a finan.ial year. <o/ever, for ta7 e7emption
purposes LTA is e7empt only t/i.e in a -lo.3 of ' years as defined -y the Hovernment.
If LTA is not .laimed durin+ the finan.ial year, the same shall -e .arried for/ard to the
ne7t finan.ial year.
As per In.ome Ta7 rules, a.tual train fare for AG first .lass0D.onomy air fare for the
employee and dependent family mem-ers -y the shortest route to the destination of travel
is e7empt from ta7. Fri+inal train ti.3ets for train travel or the ori+inal air ti.3et alon+
/ith -oardin+ pass for air travel must support the .laim. No travel a+ent -ill0photo.opied
ti.3ets shall -e a..epted. In.ase of travel -y road the employees needs to atta.h the LTA
2e.laration ,orm alon+ /ith his0her .laim.
If a round 4ourney -et/een multiple lo.ations is -ein+ underta3en, then ta7 e7emption
shall -e not -e +iven on the entire trip, -ut only on the e7penses in.urred on travelin+
-et/een t/o farthest lo.ations (up and do/n( in the trip.
In .ase the pla.e of travel is not .onne.ted -y train0air and is underta3en -y road, an
amount e5uivalent to AG first .lass fare for the distan.e of the 4ourney -y shortest route
is reim-ursa-le on the -asis that the 4ourney has -een performed -y rail. Fri+inal ta7i
-ills shall -e re5uired as proof of travel in this .ase.
Dmployees need to avail a minimum # /or3in+ days leave to .laim LTA. All LTA .laims
must -e supported -y the approved leave appli.ation and do.uments as mentioned in the
poli.y.
Pr2-,33
LTA .laims do not need the supervisor;s si+nature and should -e sent dire.tly to
<R.
The LTA .laim should .ontain an D7pense Glaim alon+ /ith the follo/in+ supportin+
do.uments> If the 4ourney is underta3en -y air, then the 2r'<'#"1 ti.3ets alon+ /ith
-oardin+ passes. If the 4ourney is underta3en -y rail/ay, then the 2r'<'#"1 train ti.3ets.
If the 4ourney is underta3en -y road, then the details need to -e filled in a su-s.ri-ed
format, /hi.h is availa-le /ith <R.
LTA .laims shall not -e pro.essed if>
P *hoto.opies of -ills0ti.3ets are sent
P Ti.3ets are not sent /ith .laim form
P The .laim form is in.omplete
P Fnly a travel a+ents -ill /ithout ti.3ets is +iven
P Leave form0Mail approval not atta.hed
FG P21'-7 2# .3"<, 25 /2?'1, !42#,3
O?%,-&'6,
To ensure seamless .ommuni.ation fa.ilities for employees durin+ non offi.e
hours.
Pr2-,33
All employees /ho are authorised to use a mo-ile phone are re5uired to ta3e up a
.onne.tion /ith the GUH tieup for the .ompany. Dmployees .an .laim their monthly
mo-ile -ills e7.ludin+ their personal .alls. <o/ever the .laims need to -e /ithin the
pres.ri-ed monthly limits as defined -elo/.
Fffi.er 0 AM Rs. A&&0
Mana+er 0 Sr. Mana+er Rs. !&&&0
Asst. Ni.e *resident Rs. !"&&0
Ni.e *resident Rs.!$&&0
Fn re.eipt of the mo-ile -ills employees need to first settle the -ill /ith the servi.e
provider upfront. The employees need to hi+hli+ht their personal .alls and dedu.t the sum
total of personal .all .har+es from the -ill amount. The itemi8ed -ill needs to -e atta.hed
to the .laim form and approved -y the authority as per the dele+ation matri7. The handset
has to -e pro.ured -y the employee and the .ompany shall not reim-urse any employee
to/ards the same.
FA E/!127,, G'5& P21'-7
O?%,-&'6,
To ensure that the .ompany -e.omes a part of an employees important
milestones.
S-2!,
Dvents li3e -irthdays, marria+e and -irth of .hild is .overed under this
poli.y.
Pr2-,33
Birthday> The Admin 0 any other .ollea+ue .an arran+e a .a3e and a -ou5uet for
-irthday .ele-ration in offi.e for the employee. The admin or the employees /ho has
or+ani8ed the event
.an raise a .laim up to a ma7imum of Rs. !&&&0
Marria+e> In the even of an employee +ettin+ married, offi.e .ollea+ues .an present
flo/ers 0 +ift for a ma7imum of Rs.$&&0 Any one of the .ollea+ue present for the
o..asion .an raise a .laim for this e7pense.
Birth of Ghild> In the even of an employee -ein+ -lessed /ith a .hild, offi.e .ollea+ues
.an present flo/ers 0 +ift for a ma7imum of Rs.$&&0 Any one of the .ollea+ue present
for the o..asion .an raise a .laim for this e7pense.
Inde7

FH Pr26'0,#& F.#0 B,#,5'& P21'-7
O?%,-&'6,
To .omply /ith the statutory re+ulations +overnin+ employee provident
fund
E1'<'?'1'&7
The -enefit of *rovident ,und is e7tended to all employees from the date of 4oinin+ their
servi.es /ith the .ompany under the Dmployee *rovident ,und 6 Mis.. *rovisions A.t,
!@$".
The rate of .ontri-ution is as +iven -elo/>
Dmployer;s .ontri-ution> !"K of Basi. salary per month
Dmployee;s .ontri-ution of !"K of Basi. salary per month
The .ontri-ution of -oth the employer and employee are operated throu+h the monthly
payroll.
The monthly *, .ontri-ution for all employee of the .ompany is deposited /ith the
Re+ional
*rovident ,und Gommissioner
An employee may in.rease his0her .ontri-ution under the Noluntary *rovident ,und to
a ma7imum of "&K of the Basi. salary. (This is an internally set limit, thou+h there is no
limit set -y the a.t(. In su.h a .ase the .on.erned employee must inform the <R
department a-out his0her de.ision to in.rease the .ontri-ution. This .han+e .an -e
effe.ted only at the -e+innin+ of a ne/ finan.ial year.
The employer;s .ontri-ution remains fi7ed at !"K of Basi. Salary per
month.
F10 Gr"&.'&7 B,#,5'& P21'-7
O?%,-&'6,
To .omply /ith the statutory re+ulations +overnin+ employee
+ratuity.
E1'<'?'1'&7
The -enefit of Hratuity is e7tended to all employees from the date of 4oinin+ their servi.es
/ith the .ompany under the Hratuity A.t !@%".
The amount of +ratuity paya-le is !$ days salary for every year of .ompleted servi.e in
the .ompany .al.ulated on the -asis of "Bdays a month on the last -asi. salary dra/n
immediately pre.edin+ the date /ith the employee -e.omes entitled for +ratuity under the
s.heme.
No Hratuity is paya-le if on the date of leavin+ the servi.e the employee has not
.ompleted !%&& days of .ontinuous servi.e. <o/ever, in .ases /here termination of
servi.e is .aused due to retren.hment, superannuation death physi.al disa-ility of the
employee or transfer to any other asso.iate0+roup .ompany and the .ompany to /hi.h he
is transferred does not a+ree to ta3e over the responsi-ility for payment of +ratuity, the
5ualifyin+ period of five years is not ne.essary for determinin+ the eli+i-ility for +ratuity.
No Hratuity is paya-le if the servi.es of an employee are terminated due to dis.iplinary
a.tion or any a.tion in5uiry or le+al suit is pendin+ a+ainst the employee at the time of
his leavin+ the servi.e /ith the .ompany. If an employee dies /hile in the servi.es of the
.ompany the amount of Hratuity paya-le in su.h an event is made paya-le to his0her
spouse or if there is no spouse to his dependent .hildren or other dependants.

The <R <ead has the final authority to de.ide and settle all the differen.e or issues,
/hi.h may arise in .onte7t of the interpretation of any .lause of the s.heme and his0her
de.ision is .onsidered to -e final and -indin+.
I0 P,r52r/"#-, M"#"<,/,#& !r2-,33
O?%,-&'6,
P To provide a frame/or3 for systemati. plannin+ of performan.e o-4e.tives at the
-e+innin+ of the year.
P To ensure Gon+ruen.e -et/een individual o-4e.tives 6 or+ani8ational
+oals.
P To identify the +aps in performan.e for the purpose of
development.
S-2!,
All employees on rolls of the .ompany /ill -e eli+i-le to parti.ipate in the performan.e
mana+ement pro.essC ho/ever employees /ho have 4oined on or -efore the last day of
F.to-er
/ill -e eli+i-le for the finan.ial in.rement arisin+ out of this e7er.ise in the same
appraisal year.
Pr2-,33
The appraisal year is defined as the finan.ial year i.e. April to
Mar.h.
The pro.ess .ommen.es /ith a performan.e plannin+0+oal settin+ e7er.ise in /hi.h the
)ey Result Areas for all individuals are defined at the -e+innin+ of the year throu+h a
dis.ussion -et/een the employee and supervisor. The onus to set the )RA;s for ne/
4oiners is on the ne/ 4oinee and the supervisor. The )RAs should -e su-mitted to ),SL
<R duly approved -y the GFF latest -y #& days after 4oinin+.
T'/, 1'#,3>
The performan.e revie/ has to -e done 5uarterly, at the end of the finan.ial year all the
5uarterly ratin+s are to -e .ollated /hi.h helps in arrivin+ at an annual ratin+ for the
individual.
!( At the end of 5uarter the employee has to fill in his a.hievements a+ainst the
a+reed
)RAs. <e0She also needs to allo.ate a s.ore to the a.hievement -ased on the
ratin+
sheet -elo/
!
Futstandin
+
"
D7.eeds
D7pe.tation
s
#
Meets
D7pe.tation
s
'
Needs
Improveme
nt
$
Belo/
D7pe.tations
"( The employee /ill also define /ei+hta+e (K( for every )RA. The sum total of all
/ei+hts
should -e !&&.
#( Appraisal dis.ussion /ith supervisor> durin+ the appraisal dis.ussion -et/een the
supervisor and the employee the supervisor /ill revie/ the ratin+s provided -y
the employee and the relative /ei+hs allo.ated to individual )RAs.
'( The supervisor .an alter the ratin+s 0 /ei+hts if he0she deems it fit.
$( The supervisor /ill then identify areas for improvement for the employee -ased on
the dis.ussion /hi.h have to -e do.umented in the form.
B( Fn.e there is .onsensus on the ratin+ the form has to -e si+ned -y the employee
and
the supervisor. (the employee .an ta3e a .opy of the si+ned form for his
re.ords(
%( *ost the ratin+ -y the supervisor the same has to -e revie/ed -y the s3ip level
mana+er
and su-se5uently -y (GFF for mana+er level and a-ove and
division0re+ion0verti.al head.
A( Fn.e all ratin+s have -een .ollated -y ),SL <R there has to -e a normali8ation
dis.ussion. The parti.ipants for this dis.ussion /ould -e all the -usiness heads,
GFF, <R. The primary motive of the normali8ation pro.ess is to ensure that the
ratin+s are follo/in+ a normal distri-ution.
@( *ost the normali8ation e7er.ise the ratin+ /ill -e sent to verti.al heads for a final
revie/.
!&( *ost the revie/ -y the verti.al heads the final ratin+s /ill have to -e approved -y
the
GFF
.
G0 L,"6, P21'-7
O?%,-&'6,
To define leave entitlement for all employees.
E1'<'?'1'&7
All employees on the rolls of the .ompany are .overed -y the leave
poli.y.
S-2!,
Dntitlement for leave is prorated and shall .ommen.e from the day an employee 4oins
the Gompany.
Types of leaves>
Pr'6'1,<, L,"6,: All employees are entitled to a ma7imum of "! days of su.h leave in a
.alendar year. The entitlement for ne/ 4oinees /ill -e prorated dependin+ on their date
of 4oinin+. The "! days of privile+e leave is in.lusive of % days of mandatory leave. All
employees are re5uired to avail of mandatory leave (% days( on.e in the leave year.
,or .al.ulation of mandatory leave paid holiday fallin+ /ithin the leave period /ill -e
.ounted as part of the leave.
In order to ensure that all employees avail their mandatory leave durin+ the .alendar year,
it is re.ommended that all employees su-mit a tentative mandatory leave s.hedule to
their Supervisors, at the -e+innin+ of the year. The Supervisors then ensure that
employees avail their leave in a sta++ered fashion, throu+hout the year, /ithout -un.hin+
up the leave either at the -e+innin+ or at the end of the year.
S'-$ L,"6,: Si.3 leaves .an -e +ranted at the dis.retion of supervisor, )S,L <R and
GFF. The immediate supervisor .an approve up to # days of .ontinuous leave. Any si.3
leave -eyond #
days at a stret.h has to -e approved -y the GFF. Su.h leave appli.ation /ill have to -e
supported -y ade5uate proof.
M"&,r#'&7 L,"6, 52r F,/"1, E/!127,,3
Iherever appli.a-le, maternity leave shall -e +overned -y the provisions of Maternity
Benefit
A.t, !@B!.
This /ill apply to .ases /here an employee adopts a .hild
also.
No employee /ill -e entitled to Maternity Leave unless she has /or3ed in the .ompany
for a period not less than ei+hty days in the t/elve months pre.edin+ the date of her
e7pe.ted delivery. An employee /ill -e entitled to t/elve /ee3s maternity leave /ith full
pay.
All reportin+ man+ers are responsi-le for intimatin+ to <R, /henever relevant, the names
of employees /ho have availed maternity leave.

Ready re.3oned for leaves>
Maternity Leave for
R *arti.ulars Mandatory Leave *rivile+e Leave
#& days in a year.
female employees
(% days( on.e in si7 *rorated for ne/
!
"
#
Dntitlement
A..rual
Dn.ashment
months (Oan Oun, Oul
2e.(.
Nil Lapse at the end
of year
Nil
4oinees (in.lusive of
mandatory leave(
Nil Lapse at the end
of year
Nil
!" Iee3s

' Gom-ination
Gan only -e .lu--ed
/ith maternity and si.3
leave.
Gan -e prefi7ed FR
Gan only -e .lu--ed
/ith maternity and si.3
leave.
Gan -e prefi7ed FR
Gan -e .lu--ed /ith
any other leave
Gan -e prefi7ed FR
suffi7ed to paid suffi7ed to paid suffi7ed to paid
B *refi70suffi7 holiday. *aid holiday holiday. *aid holiday holiday. *aid holiday
not .ounted as a part not .ounted as a part not .ounted as a part
of leave of leave of leave
%
*aid
fallin+
holiday
in
Shall -e .ounted as a
part of leave
Shall -e .ounted as a
part of leave
Shall -e .ounted as a
part of leave
-et/een leaves
*lanned prior mail
approval from
supervisor mar3in+ <R
*lanned prior mail *lanned prior mail
Appli.ation
A approval from approval from
pro.ess supervisor mar3in+ <R In.ases of emer+en.y
at least a ver-al
supervisor mar3in+ <R
approval from
supervisor
The onus is on the employee to e7er.ise leave in a responsi-le
manner.
A0 E/!127,, R,12-"&'2# P21'-7
O?%,-&'6,
To lay do/n the +uidelines for reim-ursin+ e7penses on transfer 0
relo.ation.
S-2!,
All employees on the rolls of .ompany are .overed -y this
poli.y.
D,&"'13
The Gompany /ill reim-urse or or+ani8e relo.ation 0 transfer e7penses on a.tual su-4e.ts
to prior approval of verti.al head and ),SL <R, GFF and Hroup <ead <R.
Dmployees on transfer 0 relo.ation /ill -e entitled to stay at a hotel 0 .ompany
+uesthouse for a period of ! /ee3. Any e7tension for stayin+ at the +uesthouse 0 hotel
/ill need the prior approval of the GFF and Hroup <ead <R.
,or employees /ho stay in a hotel, entitlements of the 2omesti. Travel *oli.y
/ill apply.
*rior to the relo.ation, the employee .an ma3e one trip alon+ /ith his 0 her spouse, to
finali8e a..ommodation et.. In .ase s.hool admission is re5uired for .hildren, up to t/o
.hildren may a..ompany the parents on the same visit. Dntitlement for travel /ould -e
+overned -y the 2omesti. Travel *oli.y.
Pr2-,33
The employee should o-tain at least three 5uotations from *a.3in+ 6 ,or/ardin+
A+ents, /hi.h should -e sent to Administration 2epartment and <uman Resour.es for
approval. The 5uotations should in.lude .ost of frei+ht for household +oods and .ar,
pa.3in+, for/ardin+, uploadin+ 0 loadin+ and insuran.e details. Fn re.eipt of the
5uotation <R0Admin /ill +ive an approval to one
of the 5uotation.
The employee is e7pe.ted to ma3e the payment dire.tly to the vendor, this /ould -e
reim-ursed to the employee on produ.tion of a.tual -ills.
After the transfer is affe.ted, the employee is re5uired to su-mit a reim-ursement .laim
(for travel and hotel 0 +uest house stay( to the <R 2epartment /ho /ill approve and
for/ard to the A..ounts department for payment.
Inde7
H0 92r$'#< H2.r3 J D"73
All employees /ill follo/ the normal /or3in+ hours as
follo/s>
<F Monday to ,riday @>&& am to B>&& pm
Fther Fffi.er
Monday to ,riday @>&& am to B>&& pm
Saturday @>&& am to !>#& pm
The /or3in+ hours are desi+ned to meet and e7.eed .ustomer re5uirements. Dmployees
may -e re5uired to e7tend /or3in+ hours a..ordin+ly.
100 Dr,33 -20,
The follo/in+ dress .ode has -een pres.ri-ed for all employees of the
.ompany.
Me
n
Monday to Thursday ,ormals /ith Tie
,riday Smart .asuals
Saturday .asuals
Iome
n
Monday to ,riday ,ormals
Saturday Smart .asuals
110 A&&,#0"#-,
O?%,-&'6,
To ensure that the pro.essin+ of salary happens .orre.tly 3eepin+ in mind days of
presen.e and a-sen.e.
Pr2-,33
*rere5uisites> It is mandatory to maintain attendan.e re+ister in all
offi.es.
It is mandatory for all employees to si+n the attendan.e re+ister alon+ /ith intime. The
follo/in+ le+ends /ould represent various forms of attendan.e on the muster.
* *resent
F2 Futdoor duty
L Leave
LF* Loss of pay
Fn !B
th
of every month the thre+ion0division0verti.al heathd /ill is re5uired to send a
.opy of the
attendan.e re+ister from !B of the last month to !$ of the .urrent month duly si+ned and
approved -y him to ),SL <R.
120 I#&,r#"1 &r"#35,r3
O?%,-&'6, To
ensure
S-2!,
All transfers from one lo.ation to the other on a..ount of -usiness needs or employee
re5uests.
Pr2-,33
All transfers from one lo.ation to the other /ill have to -e proposed -y the
re+ion0division0verti.al head alon+ /ith 4ustifi.ation to )S,L <R. *ost revie/ of the
re5uest ),SL <R /ill see3 approval from the GFF.
130 S,!"r"&'2# Pr2-,33
O?%,-&'6,
To ensure a smooth transition of the employee from the
.ompany.
Pr2-,33
The employee must su-mit to his 0 her supervisor a letter of resi+nation in /ritin+C
resi+nations on mail are also a..epta-le.
The Supervisor must a..ept the resi+nation, spe.ify the last /or3in+ day of the employee
and for/ard to ),SL <R.
),SL <R intimates )arvy Gorporate <R of the
resi+nation.
In .ases /here an employee named in /histle -lo/ resi+ns, our pra.ti.e /ould -e to
a..ept the resi+nation, -ut not relieve the employee until the investi+ation is .omplete.
)SBL <R sends a .learan.e form to the employee /ho o-tains the relevant .learan.es
and sends -a.3 to )SBL <R on his0her last /or3in+ day. *rior to the employee;s
separation, an e7it intervie/ needs to -e .ondu.ted and feed-a.3 do.umented.
In.ase of employees up to Mana+er Level the e7it intervie/ has to -e .ondu.ted -y at
least a N* level resour.e and )SBL <R. In .ases of employees a-ove the mana+er level
the e7it intervie/ is to -e .ondu.ted -y GFF and )SBL <R.
<R +ets +ratuity .laim forms filled -y the separated employee (in.ase eli+i-le( and sends
the same alon+ /ith the other separation do.uments to <F<R team for ,ull and ,inal
settlement pro.essin+ of the employees.
)arvy Gorporate <R dispat.hes the Settlement amount, the settlement details and
relievin+ letter to the employee su-4e.t to re.eipt of the .ompleted .learan.e form.
,ile the e7it intervie/ form, /ith the intervie/er;s .omments, resi+nation letter, and
.learan.e form in *ersonal ,older.

HIERARCHICAL STRUCTURE IN DIAGRAM:
The a-ove dia+ram sho/s the hierar.hy of )arvy sto.3 -ro3in+ ltd. It .an -e easily
depi.ted from the dia+ram that the re+ional head (presently Mr. Alo3 Ghaturvedi( is the
supreme in the eastern re+ion, under /hom the various 8onal heads operate and under
these 8onal heads, the -ran.h heads operate. Bet/een ea.h level o the hierar.hy, there
e7ists a .oordinator, /ho a.ts as the fa.ilitator -et/een the different heads.
STRUCTURE ACCORDING TO THE PRODUCTS
OFFERED BY KAR;Y

KA
REGIONAL
HEADS
REGIONAL
HEADS
PRODUC
T
HEADS
HEA
PRODUC
T
HEADS
HEA
Mutua
l
funds
Mutua
l
funds
Insura
nce
brokin
g
Insura
nce
brokin
g
comm
oditie
s
comm
oditie
s
Stock
brokin
g
Stock
brokin
g
Depo
sitory
partici
pant
Depo
sitory
partici
pant
Merch
ant &
inv.ba
nking
Merch
ant &
inv.ba
nking
MS
MS
!ealty
!ealty
Debt
divisio
n
Debt
divisio
n
RESEARCH METHDOLOGY
O?%,-&'6, 25 r,3,"r-4K
The main o-4e.tive of this pro4e.t is .on.erned /ith +ettin+ the information
re+ardin+ re.ruitment poli.y of the .ompany.
S-2!, 25 &4, 3&.07:
I studied .ompany authori8ed do.uments re+ardin+ <RM.
D"&" 32.r-,3:
Report data .olle.ted from <R *oli.y manual of )arvy ,inan.ial Ltd.
L'/'&"&'2#:
Time limitation.
Resear.h has -een done only at Sultanpur.
Some of the persons /ere not so responsive.
*ossi-ility of error in data .olle.tion
FEATURES OF TRAINING:-
The features of TRAININH may as follo/s>
In.reases 3no/led+e and s3ills for doin+ a 4o-
2ue to nonpra.ti.al .olle+e edu.ation.
Oo- oriented pro.ess, vo.ational in nature.
Short term a.tivities, desi+ned essentially for operatives
OB=ECTI;ES
The trainin+ pro.ess has the follo/in+ ma4or o-4e.tives>
1) I/!r26,/,#& '# P,r52r/"#-,
Trainin+ /ill -e an important aid to mana+ers for developin+
themselves as /ell as their su-ordinates. It is not a su-stitute for
development on the 4o-, /hi.h .omes from doin+, e7perien.in+,
o-servin+, +ivin+ and re.eivin+ feed-a.3 and .oa.hin+. Resear.h has
sho/n that A&K of a person?s development ta3es pla.e on the 4o-.
<o/ever, trainin+ .an .ontri-ute the vital "&K that ma3es the
differen.e. Trainin+ .an -rin+ a-out an improvement in a person?s>
)no/led+e
S3ills
Attitude
There-y raisin+ his potential to perform -etter on the 4o-.
2) Gr2(&4
Trainin+ is also dire.ted to/ards developin+ people for hi+her levels
of responsi-ility there-y redu.in+ the need for re.ruitin+ people from
outside. This /ould have the effe.t of improvin+ the morale of the
e7istin+ employees.
3) Or<"#'@"&'2#"1 E55,-&'6,#,33
In .ompany trainin+ provides a means for -rin+in+ a-out
or+ani8ational development. It .an -e used for stren+thenin+ values,
-uildin+ teams, improvin+ inter+roup relations and 5uality of /or3
life. The ultimate o-4e.tive of trainin+ in the lon+ run is to improve the
.ompany?s performan.e throu+h people performin+ -etter.
To prepare the employee -oth ne/ and old to meet the present as /ell
as the .han+in+ re5uirements of the 4o- and the or+ani8ation.
To prevent o-soles.en.e.
To impart the ne/ entrants the -asi. 3no/led+e and s3ill they need for
an intelli+ent performan.e of definite 4o-.
To prepare employees for hi+her level tas3s.
To develop the potentialities of people for the ne7t level 4o-.
To ensure smooth and effi.ient /or3in+ of a department.
To ensure e.onomi.al output of re5uired 5uality.
To promote individual and .olle.tive morale a sense of responsi-ility
and +ood relationships.
TYPES OF TRAINING:-

Trainin+ has divided in t/o parts>
!. FN T<D OFB TRAININH
". F,, T<D OFB TRAININH FR GLASS RFFM TRAININH
!. On the jo trainin! "# Under these methods the prin.ipal of 9learnin+
-y doin+ :is used. These methods are -riefly des.ri-ed -elo/.
a( Trainin+Genter Trainin+
-( Simulation
.( 2emonstration and D7amples
d( Apprenti.eship
2O55-&4, %2? 2r C1"33r22/ Tr"'#'#<:- Lo.ation of this trainin+ may -e
a .ompany .lassroom, an outside pla.e o/ned -y the or+ani8ation, an
edu.ation institution or asso.iation, /hi.h is not a part of the .ompany.
These methods are>
a( Le.ture
-( The .onferen.e Method
.( Seminar
d( Glass 2is.ussion
e( Role*layin+
PHASES OF TRAINING
The trainin+ pro.ess is made up of three phases>
P4"3, 1: Pr,-&r"'#'#<
This may also -e .alled the preparation phase. The pro.ess starts /ith an
understandin+ of the situation re5uirin+ more effe.tive -ehaviour. An
or+ani8ation?s .on.erns -efore trainin+ lie mainly in four areas> Glarifyin+
the pre.ise o-4e.tives of trainin+ and the use the or+ani8ation e7pe.ts to
ma3e of the parti.ipants after trainin+C sele.tion of suita-le parti.ipantsC
-uildin+ favoura-le e7pe.tations and motivation in the parti.ipants prior to
the trainin+C and plannin+ for any .han+es that improved tas3 performan.e
/ill re5uire in addition to trainin+.
P4"3, 2: Tr"'#'#< .
2urin+ the .ourse of the trainin+, parti.ipants fo.us their attention on the
ne/ impressions that seem useful, stimulatin+ and en+a+in+. There is no
+uarantee that the parti.ipants /ill in fa.t learn /hat they have .hosen. But
the main purpose remains> parti.ipants e7plore in a trainin+ situation /hat
interests them, and a trainin+ institution?s -asi. tas3 is to provide the
ne.essary opportunities.
<avin+ e7plored, parti.ipants try out some ne/ -ehavior. If they find the
ne/ -ehavior useful, they try it a+ain, .he.3 it for effe.tiveness and
satisfa.tion, try it repeatedly and improve it.
,inally, they in.orporate this ne/ fa.et into their ha-itual -ehavior in
the trainin+ situation. If they do not find it useful, they dis.ard it, try some
variant, or dis.ontinue learnin+ in this dire.tion. The intri.ate pro.ess of
sele.tion and testin+ is .ontinuous and more or less .ons.ious. It is important
that /or3 or+ani8ations mean/hile prepare the .onditions for improved
performan.e -y their parti.ipants upon their return.
P4"3, 3: P23&-&r"'#'#<
This may -e .alled the =follo/ up= phase. Ihen trainin+ .on.ludes the
situation .han+es. Ihen the parti.ipants return -a.3 to /or3 from the
trainin+, a pro.ess of ad4ustment -e+ins for everyone involved. The ne/ly
learned s3ills under+o
modifi.ation to fit the /or3 situation. *arti.ipants may find their
or+ani8ations offerin+ en.oura+ement to use the trainin+ and also support for
.ontinuin+ .onta.t /ith the trainin+ institution. Fn the other hand, they may
step into a 5ua+mire of ne+ativity. More effe.tive -ehavior of people on the
4o- in the or+ani8ation is the primary o-4e.tive of the trainin+ pro.ess as a
/hole. In the simplest trainin+ pro.ess, improvement is a dependent varia-le,
and parti.ipants and or+ani8ations independent varia-les.
Or<"#'@"&'2# -1'/"&, 52r &r"'#'#< :-

Fr+ani8ation .limate for trainin+ .onsists of /or3in+ .onditions, relationship
/ith other trainees, and trainer .onditions for rela7ation, freedom, s.ope for
so.ial intera.tion, and formation of so.ial +roups
Gondu.tive, or+ani8ational .limate for trainin+ should -e provided /ith a
vie/ of proper and smooth fun.tionin+ of the or+ani8ation it consists of
ideal $hysical % $sycholo!ical &nvironment'
Ideal physi.al environment, .onsistin+ of suita-le lo.ation /ith spa.e,
ade5uate a..ommodation, audiovisual aids, air .onditionin+ and other
fa.ilities li3e .anteen fa.ilities for rela7ation, should -e provided.
Ideal psy.holo+i.al environment, .onsistin+ -usiness atmosphere, friendly
environment, fre5uent .ommuni.ation, follo/up re+ardin+ performan.e and
pro+ress, enthusiasti., helpful and -road minded trainer et..

At last .on.lude, these .an -e used to find out /hether trainin+ efforts have
improved the overall .limate /ithin the .ompany or not.
Fr+ani8ation F-4e.tive and
Strate+ies
Assessment of Trainin+ Needs
Dsta-lishment of Trainin+ Hoals
2esi+nin+ Trainin+ *ro+ramme
Implementation of Trainin+
*ro+ramme
Dvaluation of Results
Pr2-,33 25 Tr"'#'#<
Tr"'#'#< A33,33/,#& /,&420:-
Trainin+ need are identify on the -asis of or+ani8ational analysis and man
analysis. Trainin+ pro+ramme, trainin+ method and .ourse .ontent are to -e
planned on the -asis of trainin+ needs. Trainin+ needs are those aspe.ts
ne.essary to perform the 4o- in an or+ani8ation in /hi.h employee is la.3in+
attitude0aptitude, 3no/led+e, and s3ills.
Tr"'#'#< #,,03 L=2? "#0 2r<"#'@"&'2#"1 r,C.'r,/,#& -E/!127,,
3!,-'5'-"&'2#3
Trainin+ method .an -e identified thou+h identifyin+ the or+ani8ational
needs -ased on>
!. Identify the spe.ifi. pro-lems
". Mana+ement re5uests
Intervie/in+ and F-servin+ the *ersonnel on the 4o-
*erforman.e Appraisal
Muestionnaires
Ghe.3list
Interpersonal S3ills
Attitude Surveys

N,,0 52r Tr"'#'#<:-
The need for trainin+ arises due to the follo/in+ reasons>
To mat.h the employee spe.ifi.ation /ith the 4o-
re5uirements and or+ani8ational needs.
Te.hnolo+i.al Advan.es
Fr+ani8ational Gomple7ity
<uman Relations
Ghan+e in the 4o- Assi+nment
947 Tr"'#'#< N,,03 Ar'3, B

The +ap -et/een a.tual and e7pe.ted performan.e, -ehavior and attitude
leads to emer+en.e of trainin+ needs.

But the main purpose of trainin+ is to attain that
level of performan.e, -ehavior and attitude in employees, /hi.h leads to
fulfillment of the o-4e.tive of any or+ani8ation.
Thus, trainin+ needs arise /hen there is a .ondition of re5uirement to move
to a parti.ular level of performan.e, -ehavior and attitude.
(ovin! u$ from Actual to &)$ected Performance
Actual performance"
behavior and attitude
E#pected performance"
behavior and attitude
T4, Tr"'#'#< R21,
I#&,r#"1 Tr"'#'#<
The role of an employers; or+ani8ation in trainin+ has to -e vie/ed from
different perspe.tives.
,irst and foremost it must -e vie/ed from an =internal= point of vie/ i.e. the
trainin+ and development of its o/n staff. This is essential to the
effe.tiveness of the or+ani8ation;s trainin+ servi.es as /ell as to the other
servi.es it provides mem-ers, all of /hi.h fall /ithin the follo/in+>
Influen.in+ the le+al and poli.y environment needed for -usiness
+ro/th and development
2ire.t servi.es to mem-ers
This re5uires that the staff -e trained in the areas of the or+ani8ation;s
servi.es and .ore .ompeten.ies /hi.h may in.lude areas su.h as>
S Industrial relations
S <uman resour.e mana+ement
S F..upational safety and health
S Information analysis and resear.h for>
Influen.in+ the poli.y environment
Transferrin+ 3no/led+e to mem-ers
Underta3in+ /a+e and other surveys
Tr"'#'#< S,r6'-,3
This o-4e.tive of trainin+ (i.e. to ma3e its other servi.es more effe.tive(
involves mostly the a.5uisition of 3no/led+e needed for staff to perform
their fun.tions. This is an important prere5uisite to staff underta3in+ the
se.ond role of an employers; or+ani8ation in trainin+, /hi.h is to provide
trainin+ to mem-ers (and sometimes to non mem-ers( in areas in /hi.h they
e7pe.t
servi.es. But unli3e in the .ase of the first o-4e.tive of trainin+ earlier
referred to, this se.ond role or o-4e.tive re5uires not only 3no/led+e in the
areas of trainin+, -ut also trainin+ s3ills i.e. in trainin+ te.hni5ues or
methodolo+ies. If staff do not develop trainin+ s3ills
S They /ill -e a-le to transfer 3no/led+e
S But not the s3ills to apply the 3no/led+e to parti.ular situations /hi.h arise
in
enterprises (produ.tivity is in.reasin+ly the appli.ation of 3no/led+e(.
D7amples in.lude ne+otiation, /or3pla.e me.hanisms to improve /or3pla.e
relations and human resour.e mana+ement poli.ies and pra.ti.es su.h as>
S Re.ruitment, sele.tion, indu.tion
S *erforman.e appraisal
S Leadership and motivation
S Dmployee retention
S Ia+e and salary determination
The main o-4e.tives of this se.ond trainin+ role (to provide trainin+ to
mem-ers( are>
S To provide mem-ers /ith the means to address la-our related pro-lems
and issues
S To instill in enterprise mana+ers the s3ills needed to improve their
mana+ement of people
S Ihere enterprises have a trainin+ department, to train their personnel.
It follo/s that the staff of employers; or+ani8ations are not themselves
pra.titioners in people
mana+ement. They are trainers of those en+a+ed in mana+in+ people and,
o..asionally of other trainers.
I#51.,#-'#< N"&'2#"1 P21'-',3 "#0 Pr2<r"//,3
The third role is one to -e dis.har+ed at the national level, and involves
influen.in+ national edu.ational and s3ills trainin+ poli.ies and s.hemes.
This .ould -e affe.ted in a variety of /ays>
S Throu+h representation on the poli.y -oards of national trainin+
institutions.
S Identifyin+ employers; edu.ation and s3ills needs and providin+ feed-a.3
from employers. Dmployers; or+ani8ations .ould form e7e.utive trainin+
.ommittees /ithin the or+ani8ation su.h as the Ddu.ation Gommittee in the
Oapan ,ederation of Dmployers; Asso.iations, the Industrial Ddu.ation and
Trainin+ Gommittee in the )orean Dmployers; ,ederation and the Gommittee
on Manpo/er and 2evelopment in the Sin+apore National Dmployers;
,ederation. At the initiative of the Ne/ Tealand Dmployers; ,ederation the
S.hoolIndustry Lin3s 2evelopment Board /as esta-lished in !@@& to
stren+then the relationship -et/een se.ondary s.hools and -usiness. Uni5ue
pilot pro+rammes /ere .ommen.ed in !@@" on =Tea.her *la.ement in
Industry= and =Mana+ement Gourse for Se.ondary S.hool *rin.ipals=.
S Influen.in+ +overnment, edu.ation and trainin+ authorities to .orre.t
inappropriate poli.ies and to .ommen.e preparin+ for the future edu.ation
and trainin+ needs if <R2 poli.ies are to have impa.t.
S Initiatin+ or promotin+ tea.her edu.ation pro+rammes to impart to them
3no/led+e a-out the role of -usiness in so.iety, the environment needed for
-usiness development et..
S *romotin+ .loser lin3s -et/een employers and edu.ational and trainin+
institutions.
S Influen.in+ .ourse .ontent e.+. mana+ement .ourse .ontents to in.lude
more human relations mana+ement su-4e.ts, and even -asi. mana+ement in
o..upational safety and health and environmental mana+ement.
O&4,r R21,3
A fourth role is for an employers; or+ani8ation to raise a/areness amon+
employers of the need for in.reased investment in the development of human
.apital as an essential .ondition for a.hievin+ .ompetiveness.
A fifth role is in the trainin+ of personnel or human resour.e mana+ers, +iven
the fa.t that their role still tends to -e do/n+raded relative to other
mana+ement fun.tions su.h as finan.e, mar3etin+ and produ.tion. This role
.ould also -e underta3en throu+h trainin+ support +iven to professional
-odies li3e an institute of personnel mana+ement.
A si7th role for an employers; or+ani8ation is the provision of advisory
servi.es to mem-er .ompanies -y
S Assistin+ trainers in enterprises to develop or improve their inhouse
trainin+
pro+rammes, espe.ially in the areas of the employers; or+ani8ation;s
e7pertise
S Up+radin+ the 3no/led+e of .ompany trainers
S Maintainin+ a dire.tory of relevant trainin+ pro+rammes0.ourses
Seventh, an employers; or+ani8ation should -e a-le to influen.e the
provision of trainin+ in.entives to -e offered to employers, throu+h the ta7
system or trainin+ levies. Numerous e7amples in .ountries a-ound /hi.h .an
provide useful ideas to employers; or+ani8ations.
L'&,r"&.r, r,6',(
Trainin+ is an a.t of in.reasin+ the 3no/led+e and s3ill of an employee for doin+ a parti.ular 4o-.
It is .on.erned /ith impartin+ spe.ifi. 4o- related s3ill to the employee. The aim of trainin+ is to
develop some spe.ifi. s3ill in an individual. It is mostly a preparation to meet individuals? present
needs. It .an thus -e seen as a rea.tive pro.ess.
Need for Trainin+>
To train the employees in the .ompany .ulture pattern
To train the employee to in.rease his 5uantity and 5uality of output. This may involve
improvement in /or3 methods or s3ills
To train employee for promotion to hi+her 4o-s
To train the -ri+ht -ut dronish employee in the formation of his +oals. This may involve
instru.tions in initiative and drive
To train employee to/ards -etter 4o- ad4ustment and hi+h morale
To redu.e supervision, /asta+e and a..idents. 2evelopment of effe.tive /or3 ha-its and
methods of /or3 should .ontri-ute to/ards a redu.tion in the a..ident rate, less
supervision and /asta+e of material
*rin.iples of trainin+>
The most important o-4e.tive of <R2 is to .reate learnin+ environment in or+ani8ation so
that the mem-er of or+ani8ation .ontinuously learns and a.5uires .ompeten.ies. In order to ma3e
the learnin+ environment effe.tive .ertain prin.iples need to -e follo/ed.
)NFILD2HD F, RDSULTS>
Dvery employee in a learnin+ situation /ants to 3no/ /hat is e7pe.ted of him and ho/ /ell
he is doin+. <e see3s information, appraisal and +uidan.e a-out his pro+ress and is made uneasy
-y the possi-ility that he may -e ma3in+ some serious error in his -ehavior and not 3no/in+ that
he is doin+ so. )no/led+e of results affe.ts learnin+ in " /ays>
It provides the trainees -asis for .orre.tin+ his error
It produ.es motivational effe.t on the trainee
MFTINATIFN>
A motivated /or3er learns -etter than an unmotivated one. Until the /or3er has -e.ome
.onvin.ed of the need of trainin+ and of the /orth/hileness of the returns the level of motivation
/ill -e lo/ and learnin+ /ill -e slo/.
RDIN,FRGDMDNT>
In order for -ehavior to -e a.5uired, modified and sustained it must -e re/arded. But
re/ard should -e distri-uted .autiously or dis.retely. *raisin+ an ineffi.ient and poor learner may
disappoint +ood trainees.
*rin.iple of reinfor.ement also states that punishment is les effe.tive than re/ard.
*unishment tends to fi7 the undesira-le -ehavior rather than to eliminate it. It may also develop in
the trainee a disli3e for the punishment +iver. <o/ever mild punishment is 5uite effe.tive if
administered immediately follo/in+ the in.orre.t response. Similarly fairy immediate
reinfor.ement should -e provided for desira-le -ehavior.
SU**FRTINH GLIMATD AN2 *RAGTIGD>
*ra.ti.e ma3es a man perfe.t. In order that the trainee may not revert -a.3 to the old
-ehavior, it is essential that he pra.ti.e the ne/ learnin+ daily. The internal environments of many
or+ani8ations are hostile to this. Too often the trainee is not a-le to implement in his /or3 pla.e
/hat he has learned durin+ the trainin+ session.
Ta-le !
After trainin+ did you o-serve that produ.tivity is in.reasin+J
O!&'2#3 N2 25 R,3!2#0,#&3 M 25 R,3!2#0,#&3
1es "# %B.BB
No % "#.##
Total #& !&&
Inferen.es>
Fut of #& employees
%B.BBK says that produ.tivity in.reases after trainin+ sessions
"#.##K says that produ.tivity doesn?t in.reases after trainin+ session
Ghart No> ""
Ta-le No> "
In your opinion trainin+ is .ondu.ted for the -enefit of>
After trainin+ did you o-serve that produ.tivity is
in.reasin+
1es, %B.BB
No, "#.##
O!&'2#3 N2 25 R,3!2#0,#&3 M 25 R,3!2#0,#&3
Fr+ani8ation B "&
Dmployee %& #!
Both @' '%
Total #& !&&
Inferen.es>
Fut of "&& employees
''K say that trainin+ is for the -enefit of or+ani8ation
#!K say that trainin+ is for the -enefit of employee
'%K say that trainin+ is for the -enefit of -oth
Ghart No> A
""
#!
'%
& !& "& #& '& $&
K of respondents
Fr+ani8ation
Dmployee
Both
In your opinion trainin+ is .ondu.ted for the
-enefit of>
T"?1,-1
Rate the importan.e +iven to trainin+ in your or+ani8ation
O!&'2#3 N2 25 R,3!2#0,#&3 M 25 R,3!2#0,#&3
Nery <i+h % "#.##
<i+h !# '#.##
Moderate A "B.BB
Lo/ " B.B
Nery lo/ &
Total #& !&&
Inferen.es>
Fut of #& employees
"#.##K says or+ani8ation +ives very hi+h importan.e for trainin+
'#.##K says or+ani8ation +ives hi+h importan.e for trainin+
"B.BBK says or+ani8ation +ives moderate importan.e for trainin+
B.BK says or+ani8ation +ives lo/ importan.e for trainin+
Ghart No> !
CONCLUSION
Rate the importan.e +iven to trainin+ in your
or+ani8ation
"#.##
'#.##
"B.BB
$.$
&
&
!&
!$
"&
%&
#&
'&
Nery <i+h <i+h Moderate Lo/ Nery lo/
K

o
f

r
e
s
p
o
n
d
e
n
t
s
9To Study the Dffe.tiveness of Trainin+ *ro+ramme at )ARN1: has
-een desi+ned mainly to evaluate the system of trainin+ /hi.h in.ludes
trainin+ pro+rammes, the infrastru.ture of the trainin+ hall, the fa.ulty
handlin+ and other amenities provided
The resear.h /as .ondu.ted in )ARN1 -y ta3in+ sample si8e of #&.
The resear.h tool /as 5uestionnaire and survey method respe.tively.
Advan.ed statisti.al tools /ere used to analy8e the data and the
analy8ed data helped in interpretation of the information relatin+ to the
o-4e.tive. Su++estions and .on.lusions are -ased on the analysis.
The study reveals that the trainin+ pro+rams are really effe.tive and
dire.ted to/ards the o-4e.tives. Dmphasis is +iven to needs assessment at all
levels. The trainin+ should -e +iven to the non e7e.utive and the num-er of
pro+rams and their duration /ill -e more effe.tive if it is in.reased.
The employees are satisfied /ith the trainin+ system of )ARN1. The
study also reveals that the trainin+ pro+rams are evaluated and the employees
parti.ipate in pro+rams /ith hi+h enthusiasm and readiness to implement it
in their /or3.
FINDINGS
$&.$K of the employees a+ree that trainin+ is ne.essary and it is an
opportunity to learn follo/ed -y "'K /ho stron+ly a+ree
The employees have very /ell understood that trainin+ is for the -enefit
of -oth .ompany as /ell as the .andidates
The trainin+ is +iven a..ordin+ to the need of the employees it is a..epted
-y %BK
Ma4ority of the employees parti.ipate in determinin+ the trainin+ needs
-ut '&K has disa+reed
Reason for not parti.ipatin+ is that they are not permitted
Ma4ority of the employees have stated that or+ani8ation +ives hi+h
importan.e for trainin+
Ma4ority of the employees have stated that the duration of the trainin+
pro+ram is satisfa.tory and the trainin+ .ontent mat.hes the 4o-
re5uirements
It is found that most of them have stated that e7ternal fa.ulties are +ood
and they are more .ompetent
<R dept is doin+ to its -est of a-ility on the trainin+ sessions
Ma4ority of the employees have told that they have hi+h involvement in
trainin+
Al
Amost all the employees have stated that trainin+ leads to in.rease in
produ.tivity
,e/ of the employees feel that they are not allo/ed to parti.ipate and
implement their ideas durin+ trainin+ sessions
All the employees have told that feed-a.3 is al/ays re.eived after
trainin+ sessions
Ma4ority of the employees have stated that the infrastru.ture of the
trainin+ is too +ood and also the overall trainin+ performan.e is +ood
RECOMMENDATION
The employees should -e made to reali8e that trainin+ is for their -enefit
and also its importan.e
Trainin+ should -e +iven a..ordin+ to the needs of the employees and
they must -e permitted to parti.ipate in determinin+ the trainin+ needs
The duration of the trainin+ shall -e e7tended so that all the ne.essary
topi.s are .overed
The num-er of trainin+ pro+rams /ill -e effe.tive if it is handled -y
e7ternal fa.ulty mem-ers
A parti.ular +roup feels that they are ne+le.ted. Measures should -e ta3en
to avoid this sort of opinion arisin+
All employees should -e +iven a .han.e to let their opinions open and the
-est of it shall -e implemented
Trainin+ pro+rams should -e still motivational to a.hieve !&&K
effe.tiveness
LIMITATION
Moreover, the study is an important and inte+ral part of the .urri.ulum of the
.ourse of the master 2e+ree in So.ial Ior3. <o/ever the study has +ot its
o/n limitations o/in+ to the limited availa-ility of the resour.es and their
mi+ht have .rept in .ertain .onditions that .ould have affe.ted the naturally
of the study
!. Time /as limited.
". Some time respondent hesitates to +ive information.
#. It is assumed that the information +ives -y the respondent?s are
authenti. 6 the -est their 3no/led+e.
In spite of all a-ove limitation report /as .ompleted -y hard /or3,
honesty enthusiasm and I have tried my level -est to avoid any
dis.repan.y in this report.
INTER;IE9 ASSESSMENT SHEET
Name> Sour.e>
2epartment> Level> Lo.ation>
(*lease assess the .andidate on the parameters +iven -elo/ on a s.ale of '(
!> Nery Hood "> Hood #> Meets D7pe.tations '> Belo/ Avera+e
2etailed Assessment>
R *arameter Line Assessment <R Assessment Remar3s
! ,un.tional A-ility
" Relevant *rior D7perien.e
# Gommuni.ation S3ills
' *ersonal Impa.t
$ Fverall Suita-ility
Gurrent GTG D7pe.ted GTG
Gurrent Noti.e period Minimum 4oinin+ time re5uired
Gomments>UUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUU
UUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUU
UUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUU
UUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUU
Re.ommendation (*lease ti.3 your re.ommendation( Fffer <old Turn do/n
Name Date Signature
Line Mana+er .
Line Mana+er .
<R .

TF BD ,ILLD2 B1 <R
Re.ommendation post referral 0 internal fitment
Sele.ted
Noti.e period reim-ursement> 1es 0 No
Appro7imate no of days>
Appro7imate Amount>
Fffer details>
Fn <old Re4e.ted
Annual
GTG
Hrade Role
Lo.ation 6
Bran.h
Repla.ement
hire (if so, for
/hi.h
employee(
Additional hire
(if so, reason
for hire( atta.h
hirin+
approval
Tentative
date of
4oinin+
Si+nature> ..
Name> ..
2ate> ..
Functional Ability:
Grasp of concepts in area worked upon / studied
Academic achievements
elevant !rior "#perience
elevance of prior work e#perience to our re$uirements
"#tent to which the candidate has gained professionally from work e#perience and added
value in the areas worked upon%
&ommunication
Ability to articulate ideas and concepts effectively
'istening skills
&ommand over language re$uired in the (ob
!ersonal )mpact
*verall impression of the candidate in conte#t of the (ob re$uirement%

REFERENCE CHECK FORM
Gandidate Name>.
Name of referee>..
Gonta.t No>..
!( <o/ lon+ have you 3no/n the individual, and in /hat .apa.ity (professional 0 personal(
"( Ihat do you see as the areas of stren+th and /hi.h are the areas in /hi.h you feel there is a
potential for further development.
#( Any other information>
Referen.e .he.3 done -y>
Name............ Si+nature.. 2ate

Resume
*hoto I2 proof
Gompensation do.uments
<irin+ approval
Intervie/ assessment sheet
2edupe report
GIBIL0S2N 2edupe
Referen.e .he.3 sheet
G<DG)LIST ,FR <IRINH
F2r T,/! J Tr"'#,,3
F2r !,r/"#,#& ,/!127,,3
Si+nature
Name ..
2ate

CONFIRMATION APPRAISAL FORM
Dmployee Name>
Dmployee Num-er> 2ate of Ooinin+>
2epartment> Lo.ation>
Immediate Supervisor> 2ue 2ate for Gonfirmation>
Gomments on employee revie/>
*lease +ive your assessment of the employee;s performan.e durin+ the pro-ation
period
+,ou are re$uested to keep in mind that the employee is new to the organi-ation. and
focus on whether /e/She has demonstrated an ability to understand all aspects of the
function he/she is
performing. as well as the basic skills and behaviors re$uired to perform the role
effectively0
(
BIBLIOGRAPHY
!. <uman Resour.e Mana+ement (Ro--ins(
". Business Methodolo+y (G.R.)othari(
#. Gompany *rofile Boo3s
'. Brou.hers 6 floor plans of the .ompanies
9,?3'&,3:
(((&4,-5'#"!21'3-2/
((($"r67-2/
((( <22<1,-2/
)*
NUESTIONNAIRE
2o you properly 3no/ a-out you /or3J
1es
No
Is trainin+ an e7.ellent opportunity to learnJ
Stron+ly a+ree
A+ree
Neither A+ree nor disa+ree
2isa+ree
In your opinion trainin+ is .ondu.ted for the -enefit of>
Fr+ani8ation
Dmployee
Both
2ose Gompany +ive you -oth FN T<D OFB TRAININH 6GLASS
RFFM TRAININHJ
1es
No
2ose .ompany +ive you pro.ess as /ell as system trainin+J
Al/ays
Never
)&
Some time
2o you satisfied /ith the .ommuni.ation s3ill, presentation s3ill 6
su-4e.t 3no/led+e of the trainerJ
Al/ays
Never
Some time
2ose .ompany +ive further trainin+ for unsatisfa.tory performan.e
Al/ays
Never
Some time
2ose trainin+ evaluations o..ur after trainin+J
Al/ays
Never
Some time
2ose Gompany +ive trainin+ a..ordin+ to s.heduleJ
Al/ays
Never
Some time
After trainin+ did you o-serve that produ.tivity is in.reasin+J
1es
No
Are you satisfied /ith the duration of the trainin+ pro+rammeJ
<i+hly satisfied
Satisfied
Neither satisfied nor dissatisfied
)$
2issatisfied
<i+hly dissatisfied
<o/ mu.h you are satisfied /ith the trainin+ fa.ilitiesJ
!&&K
%$K
$&K