ACKNOWLEDGEMENT

I hereby take the opportunity to express our profound sense of reverence and gratitude to
all of them who helped us in successful completion of the project. I sincerely thank Mr.Anuj
Singh Chauhan Assistant Manager (HR) Hindustan Media Ventures Ltd. Under whose
guidance and support the project was successfully completed.
First of all I would like to thank the Management at Hindustan Media For giving me the
opportunity to do my 50 days project training in their esteemed organization. I would like to
offer my sincere and heartily thanks to Mr.Ashish Mittal (Assistant General Manager) for
giving me an opportunity to do my internship at

HR department of Hindustan Media

Ventures Limited.
With the cooperation of the entire HR team at Lucknow Branch the work on the given
project was made a remarkable learning experience.
Taking reviews and valuable suggestions from faculty of SRMGPC Lucknow the work has
come out in the given form.

(Anamika Singh)

PREFACE
It gives me immense pleasure and deep satisfaction to present this report on TRAINING AND
DEVELOPMENT IN HINDUSTAN MEDIA VENTURES LTD.
People are a companys most important assets. The Performance appraisal process is of prime
importance as it is the vehicle for employees evaluation and to boost them to perform better that
will, contribute significantly towards the Company's effectiveness.
I am privileged to be one of the students who got an opportunity to do my summer training with
Hindustan media ventures ltd. My involvement in the project has been very cHT Medialenging and
has provided me a platform to leverage my potential in the most constructive way.
During the training period I have studied deeply the process of performance appraisal.

A closed-ended questionnaire has been developed and the SWOT analysis has been

conducted to streamline the process.

I have conducted the interviews of the employees in the organization.
This report is submitted as a part of course curriculum of Shri Ramswaroop Memorial
College of engineering and management, Lucknow. I have ensured my best to cover all the
aspects related to this topic and make the report purposeful.

(Anamika Singh)

ii

TABLE OF CONTENT
1.

Certificate

2.

Declaration

3.

Acknowledgement

4.

Preface

5.

Introduction

4-29

6.

Company Profile

30-48

7.

Research Objectives along with Methodology

48-53

8.

Use & Importance of the study

53-58

9.

Data Analysis

58-75

10.

Findings

75-82

11.

Recommendations

82-87

12.

Conclusion

87-89

13.

Limitation

90-93

14.

Bibliography

93-95

15.

Annexure

iii

95-98

INTRODUCTI
ON
4

Introduction
TRAINING AND DEVELOPMENT
Every organization needs to have well trained and experienced people to perform
the activities that have to be done. Training is a process of learning a sequence of
programmed behaviour. It is application of knowledge. It gives people an
awareness of the rules and procedures to guide their behaviour. It attempts to
improve their performance on their current job and prepare them for an intended
job. Development is a related process. It covers not only those activities which
improve job performance, but also which bring about the growth of the personality;
help individuals in the progress towards maturity and actualization of their potential
capabilities so that they become not only good employees but better men and
women. In organizational terms, it is intended to equip person to earn promotions
and hold greater responsibility.

Training a person for a bigger and higher job is development. And this may well
include not only imparting specific skills and knowledge but also inculcating certain
personality and mental attitudes. As the jobs become more complex, the
importance of employee development also increases. In a rapidly changing society,
employee training and development are not only an activity that is desirable but

also an activity that an organization must commit resources to if it is to maintain a

viable and knowledgeable work force.
Training has played a very important role in helping the corporation to reach the
commanding heights of performance.

Any training would be considered to be

successful only when the knowledge gained by the participants is transferred to the
job performance

Training is the main function of HR. To enhance the Corporation's growth and keep
the Corporation ready to anticipate all types of competition and face it too, there is a
need that Human Resource should play more active role for overall progress of the
Corporation.

The impact of training programme is to mould the employees attitude and help
them to synergies individual goals with organizational goals. It also helps in
reducing dissatisfaction, complaints, absenteeism and labour turnover.

It is a subsystem of an organization. It ensures that randomness is reduced

and learning or behavioral change takes place in structured format.
TRADITIONAL AND MODERN APPROACH OF TRAINING AND DEVLOPMENT

Traditional Approach Most of the organizations before never used to believe

in training. They were holding the traditional view that managers are born and not
made. There were also some views that training is a very costly affair and not
worth. Organizations used to believe more in executive pinching. But now the
scenario seems to be changing.
The modern approach- This approach of training and development is that Indian
Organizations have realized the importance of corporate training. Training is now
considered as more of retention tool than a cost. The training system in Indian
Industry has been changed to create a smarter workforce and yield the best results.
TRAINING DEFINED
It is a learning process that involves the acquisition of knowledge, sharpening of
skills, concepts, rules, or changing of attitudes and behaviours to enhance the
performance of employees. Training 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
It's not a set of goals, but its more like a vision

 Its not the goal you set, but its what you need to achieve it
Training is about knowing where you stand (no matter how good or bad the current
situation looks) 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.

TRAINING AND DEVELOPMENT OBJECTIVES

The principal objective of training and development division is to make sure the
availability of a skilled and willing workforce to an organization. In addition to that,
there are four other objectives: Individual, Organizational, Functional, and Societal.
Individual Objectives help employees in achieving their personal goals, which in
turn, enhances the individual contribution to an organization.
Organizational Objectives assist the organization with its primary objective by
bringing individual effectiveness.
Functional Objectives maintain the departments contribution at a level suitable
to the organizations needs.
Societal Objectives ensure that an organization is ethically and socially
responsible to the needs and cHT Medialenges of the society.

Importance of Training Objectives

Training objective is one of the most important parts of training program. While
some people think of training objective as a waste of valuable time. The
counterargument here is that resources are always limited and the training
objectives actually lead the design of training. It provides the clear guidelines and
develops the training program in less time because objectives focus specifically on
needs. It helps in adhering to a plan. Training objectives tell the trainee that what is
expected out of him at the end of the training program. Training objectives are of
great significance from a number of stakeholder perspectives.
1. Trainer
2. Trainee
3. Designer
4. Evaluator
Trainer The training objective is also beneficial to trainer because it helps the
trainer to measure the progress of trainees and make the required adjustments.
Also, trainer comes in a position to establish a relationship between objectives and
particular segments of training.
Trainee The training objective is beneficial to the trainee because it helps in
reducing the anxiety of the trainee up to some extent. Not knowing anything or
going to a place which is unknown creates anxiety that can negatively affect

learning. Therefore, it is important to keep the participants aware of the

happenings, rather than keeping it surprise.
Secondly, it helps in increase in concentration, which is the crucial factor to make
the training successful. The objectives create an image of the training program in
trainees mind that actually helps in gaining attention. Thirdly, if the goal is set to be
cHT Medialenging and motivating, then the likelihood of achieving those goals is
much higher than the situation in which no goal is Set. Therefore, training
objectives helps in increasing the probability that the participants will be successful
in training.
Designer The training objective is beneficial to the training designer because if
the designer is aware what is to be achieved in the end then hell buy the training
package according to that only. The training designer would then look for the
training methods, training equipments, and training content accordingly to achieve
those objectives. Furthermore, planning always helps in dealing effectively in an
unexpected situation. Consider an example; the objective of one training program is
to deal effectively with customers to increase the sales. Since the objective is
known, the designer will design a training program that will include ways to improve
the interpersonal skills, such as verbal and non verbal language, dealing in
unexpected situation i.e. when there is a defect in a product or when a customer is
angry. Therefore, without any guidance, the training may not be designed
appropriately.

10

Evaluator It becomes easy for the training evaluator to measure the progress of
the trainees because the objectives define the expected performance of trainees.
Training objective is an important to tool to judge the performance of participants.

Training and Human Resource Management

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 now 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.
Training is now the important tool of Human Resource Management to control the
attrition rate because it helps in motivating employees, achieving their professional

11

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.

Role of HRD Professionals in Training

This is the era of cut-throat competition and with this changing scenario of
business; the role of HR professionals in training has been widened. HR role now
is:
1. Active involvement in employee education
2. Rewards for improvement in performance
3. Rewards to be associated with self esteem and self worth
4. Providing pre-employment market oriented skill development education and post
employment support for advanced education and training
5. Flexible access i.e. anytime, anywhere training.

12

DIFFERENCE BETWEEN TRAINING AND DEVELOPMENT:

Training and development go hand in hand and are often used synonymously but
there is a difference between them.
Training is the process of learning a sequence of programmed behavior. It is an
application of knowledge. It gives people an awareness of the rules and procedures
to guide their behavior. It intends to improve their performance on the current job
and prepares them for an intended job.
Development is a related process. It covers not only those activities, which
improve job performance, but also those, which bring about growth of the
personality. It helps individual in the progress towards maturity and actualization of
potential capabilities so that they can become not only good employees but better
human beings.

LEARNING AND TRAINING

Irrespective of the type or method of training, a trainer has to keep in mind some of
the principles of learning or motivation, which would enhance internationalization of
what is taught.

13

PRINCIPLES OF TRAINING
MOTIVATION
Learning is enhanced when the learner is motivated. Learning experience must be
designed so learners can see how it will help in achieving the goals of the
organization. Effectiveness of training depends on motivation.
FEEDBACK
Training requires feedback. It is required so the trainee can correct his mistakes.
Only getting information about how he is doing to achieve goals, he can correct the
deviations.
REINFORCEMENT
The principle of reinforcement tells the behaviors that are positively reinforced are
encouraged and sustained. It increases the likelihood that a learned behavior well
be repeated.
PRACTICE
Practice increases a trainees performance. When the trainees practice actually,
they gain confidence and are less likely to make errors or to forget what they have
learned.
INDIVIDUAL DIFFERENCES Individual training is costly. Group training is
advantageous to the organization. Individuals vary in intelligence and aptitude from

14

person to person. Training must be geared to the intelligence and aptitude of

individual trainee.
TRAINING INPUTS
There are three basic types of inputs;
(i)Skills
(ii)Attitude
(iii)Knowledge.
The primary purpose of training is to establishing a sound relationship is at its best
when the workers attitude to the job is right, when the workers knowledge of the job
is adequate, and he has developed the necessary skills. Training activities in an
industrial organization are aimed at making desired modifications in skills, attitudes
and knowledge of employee so that they perform their jobs most efficiently and
effectively

TYPES OF TRAINING
Training is required for several purposes. Accordingly training programmes may be
of the following types:
Orientation training: Induction or orientation training seeks to adjust newly
appointed employees to the work environment. Every new employee needs

15

to be made fully familiar with his job, his superiors and subordinates and with
the rules and regulations of the organization. Induction training creates selfconfidence in the employees. It is also knows as pre-job training.
It is brief and informative.
Job training: It refers to the training provided with a view to increase the
knowledge and skills of an employee for performance on the job. Employees
may be taught the correct methods of handling equipment and machines
used in a job. Such training helps to reduce accidents, waste and inefficiency
in the performance of the job.
Safety training: Training provided to minimize accidents and damage to
machinery is known as safety training. It involves instruction in the use of
safety devices and in safety consciousness.
Promotional training: It involves training of existing employees to enable
them to perform higher-level jobs. Employees with potential are selected and
they are given training before their promotion, so that they do not find it
difficult to shoulder the higher responsibilities of the new positions to which
they are promoted.
Refresher training: When existing techniques become obsolete due to the
development of better techniques, employees have to be trained in the use of
new methods and techniques. With the passage of time employee may forget
some of the methods of doing work. Refresher training is designed to revive
and refresh the knowledge and to update the skills of the existing employees.

16

Short-term refresher courses have become popular on account of rapid

changes in technology and work methods. Refresher or re-training programs
are conducted to avoid obsolescence of knowledge and skills.

17

METHODS OF TRAINING
ON-THE-JOB TECHNIQUES
On the job techniques enables managers to practice management skills, make
mistakes and learn from their mistakes under the guidance of an experienced,
competent manager. Some of the methods are as:
Job Rotation: It is also referred to as cross straining. It involves placing an
employee on different jobs for periods of time ranging from a few hours to several
weeks. At lower job levels, it normally consumes a short period, such as few hours
or one or two days. At higher job levels, it may consume much larger periods
because staff trainees may be learning complex functions and responsibilities. Job
rotation for managers usually involves temporary assignments that may range from
several months to one or more years in various departments, plants and offices.
Job rotation for trainees involves several short-term assignments, that touch a
variety of skills and gives the trainees a greater understanding of how various work
areas function. For middle and upper level management, it serves a slightly
different function. At this stage, it involves lateral promotions, which last for one or
more years. It involves a move to different work environment so that manager may
develop competence in general management decision-making skills.

18

 Enlarged and enriched job responsibilities:

By giving an employee added job duties, and increasing the autonomy and
responsibilities associated with the job, the firm allows an employee to learn a lot
about the job, department and organization.
Job instruction training:
It is also known as step-by-step training. Here, the trainer explains the trainee the
way of doing the jobs, job knowledge and skills and allows him to do the job. The
trainer appraises the performance of the trainee, provides feedback information and
corrects the trainee. In simple words, it involves preparation, presentation,
performance, and tryout and follow up.
Coaching:
The trainee is placed under a particular supervisor who functions as a coach in
training the individual. The supervisor provides the feedback to the trainee on his
performance and offers him some suggestions for improvement. Often the trainee
shares some duties and responsibilities of the coach and relives him of his burden.
A drawback is that the trainee may not have the freedom or opportunity to express
his own ideas.

19

 Committee assignments:
Here in, a group of trainees are given and asked to solve an actual organizational
problem. The trainees solve the problem jointly. This develops team work and group
cohesiveness feelings amongst the trainees.

OFF-THE-JOB TRAINING
It includes anything performed away from the employees job area or immediate
work area.
Two broad categories of it are:
IN HOUSE PROGRAMMES
These are conducted within the organizations own training facility; either by training
specialists from HR department or by external consultant or a combination of both.
OFF-SITE PROGRAMMES
It is held elsewhere and sponsored by an educational institution, a professional
association, a government agency or an independent training and development
firm. The various off- the- job-training programmes are as follows:

20

Vestibule training: Herein, actual work conditions are simulated in a classroom.

Material, files and equipment those are used in actual job performance are also
used in training. This type of training is commonly used for training personnel for
clerical and semiskilled jobs. The duration of this training ranges from few days to a
few weeks. Theory can be related to practice in this method.
Role-playing: It is defined as a method of human interaction that involves realistic
behaviour in imaginary situations. This method involves action doing and practice.
The participants play the
role of certain characters, such as production manager, HR manager, foreman,
workers etc. This method is mostly used for developing interpersonal interactions
and relations.
Lecture method: The lecture is a traditional and direct method of instruction. The
instruction organizes the material and gives it to the group of trainees in the form of
a talk. To be effective, the lecture must motivate and create interest among the
trainees. An advantage of this method is that it is direct and can be used for a large
group of trainees.
Conference or discussion: It is a method in training the clerical, professional and
supervisory personnel. It involves a group of people who pose ideas, examine and
share facts and data, test assumptions and draw conclusions, all of which
contribute to the improvement of job performance. It has an advantage that it
involves two way communication and hence feedback is provided. The participants

21

feel free to speak in small groups. Success depends upon the leadership qualities
of the person who leads the group.

EXECUTIVE DEVELOPMENT PROCESS

Executives are the people who shape the policies, make the decisions and see
their implementation in any business organization. They are the president, the vicepresident, the managing director, works manager, plant superintendent, controller,
treasurer, office managers, engineers, directors of functions such as purchasing,
research, personnel, legal, marketing etc.
Executive development may be stated as the application of planned efforts for
raising the performance standards of high level managers, and for improving the
attitudes and activities that enter into or influence their work and their work
relations.

TRAINING PROGRAMMES IN HT MEDIA

HT MEDIA follows the philosophy to establish and build a strong performance driven
culture with greater accountability and responsibility at all levels. To that extent the
Company views capability as a combination of the right people in the right jobs, supported
by the right processes, systems, structure and metrics. The Company organizes various

22

training and development programmes, both inhouse and at other places in order to enhance
the skills and efficiency of its employees. These training and development programmes are
conducted at various levels for officers.
Type of training followed by HT MEDIA:

Classroom lectures
Mentoring
Workshop
Orientation/Induction

HT MEDIA provides training to all its employees as per the policy of the organization.
PURPOSE OF TRAINING: To ensure availability of trained manpower and fill the gap
between the skills required for job and the skill available.
SCOPE: All categories of employees

23

PROCESS

Feedback form
Preparation of training
calendar
Validation by training
council
Approval by General Manager

Implementation of approved training

calendar

FEEDBACK:

24

The Performance Appraisal form of the organization has a section in which the training and
development needs are filled up. The Individual Officer first identifies the training needs of
himself and then it is recommended by the reporting Officer and then by the Departmental
Head. In HT MEDIA two tyre system is followed in which both the employee and the
higher authority praise. It is devided into 9 section.
1. Summary of achievements of quarterly task
(by initiative authority)
2. Self appraisal
3. Assessment of traits
(by initiative authority and reviewing authority)
4. Qualitative assessment of appraise
(by initiative authority and reviewing authority)
5. General assessment and management review categorization
by initiative authority and reviewing authority)
6.
7.
8.
9.

Illustrative list of areas for training

Feedback from HRD cell
Training and development need
Evaluation by performance review board

The Training needs as identified in the PAR(performance appraisal report) are recorded by
the HRD Department and necessary action is taken for imparting the identified training.
Training needs are identified based on:
- Companys strategy and policy.

25

- Organizational Thrust Areas.

- New Emerging Areas.

PREPARATION OF TRAINING CALENDAR

After getting feedback from the HRD department about the training and development need
training calendar is prepared by the initiative authority for the purpose of the defining:

Training hour(6 hour)

Trainee number
Type of training
Supervisor/ guide

VALIDATION BY TRAINING COUNCIL

After preparing the training calendar it is validate by the training council which consist 5-6
advisory body. Advisory body do the following things:
Recommended and add new training program
Remove the unnecessary programs
Give approval to the program

APPROVAL BY GENERAL MANAGER

After approval of calendar by the training council it is further send for the final approval of
calendar to the general manager.

26

 IMPLEMENTATION
Training calendar is implement after the final approval of GM

IMPARTING OF TRAINING
Actual training is imparted with the help of in-house and outside agencies. The selection of
these agencies is done on the basis of reputation; programmes offered by them, past
experience and feedback received from the earlier participants. Training is also imparted by
nominating the concerned employee for an external training programme. All records of the
training are maintained at branch as per Record of Training in the Personnel folder and the
same is intimated to the Executive Office Personnel through the Monthly Personnel Report.

FEEDBACK OF TRAINING PROGRAMM

A feedback is taken from the participants through a questionnaire on the program and their
impressions in order to further improve upon the same. There are three such questionnaires
available and one of these is used depending upon the nature of the training program and the
level of participants. Also, a person from the personnel department sits through the final
session of the program and takes the verbal feedback about the program.

TRAINING PROGRAMMES FLOWING FROM TRAINING NEEDS:

The programmes are divided into three broad categories:
- Functional

27

- Behavioral
- General/ Omnibus programmes
1. Functional: The outcome of the training is measured by comparing the data pre-training
and post-training. A scale is developed for measuring the effectiveness of training based on
the % achievement of the objectives.
2. Behavioral: The effectiveness of the training of this nature is measured annually. This is
seen through the training need identification for the coming year for the employee. If the
training need is repeated there, then the training provided is taken as ineffective. If the
training need is repeated but with focus on a part of the need, then the training is partially
effective. If not repeated, then the training is effective.
3. General: These are the training needs flowing directly from the organizational needs.
Examples of these can be ISO 9000 training, ISO 14000 training and any awareness
training. These are omnibus training programmes, which are run for a large number of
employees.
The effectiveness of the training is measured by:
- Achievement of those organizational objectives within the time lines.
- Number of audit issues raised on the areas covered in the training.
- Any other such thing as defined in the training brochure.
The effectiveness of the outside training program is measured on the same line as above.
However, no detailed brochure is prepared for the same. The measurement criterion for the
program is defined in the beginning of the program and effectiveness measured against the

28

same. A consolidated effectiveness report of the training program is prepared at the end of
the year. The programmes that are found to be ineffective are reworked

29

COMPAN
Y
PROFILE
30

31

COMPANY PROFILE
HINDUSTAN TIMES
HISTORY:
The Hindustan Times is a leading newspaper in India. It is the market leader for English
papers in North India. It has its roots in the independence movement of the first HT Mediaf
of the twentieth century. It was edited at times by many important people in India, including
Devdas Gandhi (the son of Mahatma Gandhi) and Khushwant Singh. Hindustan Times (or
HT as it is popularly known as) was founded in 1924 by Master Sunder Singh Lyallpuri,
founder-father of the Akali Movement and the Shiromani Akali Dal in Punjab, with the
contributions from USA, Canada and locals mostly from Lyallpur District Sheikhupura (now
in Pakistan). S Mangal Singh Gill (Tesildar) and S. ChancHT Media Singh (Jandiala,
Jullundur) were made in charge of the newspaper. Pt Madan Moham Malayia and Master
Tara Singh were among the members of the Managing Committee. The Managing
Chairman and Chief Patron was Master Sunder Singh Lyallpuri himself. K. M. Panikkar
was its first Editor with Devdas Gandhi (son of Mahatma Gandhi) also on the editor's
panel. The opening ceremony was performed by Mahatma Gandhi on September 15,
1924. The first issue was published from Naya Bazar, Delhi (Now: Swami Sharda Nand
Marg) and contained writings and articles from C. F. Andrews, St. NiHT Media Singh,
Maulana Mohammad Ali, C. R. Reddy (Dr. Cattamanchi Ramalinga Reddy) , T. L. Vaswani,
Ruchi Ram Sahni, Bernard Haton, Harinder Nath Chattopadhyaya, Dr Kichlu and Rubi
Waston etc.

32

The Hindustan Times was the brain child of the Akalis who felt that a newspaper in
English would enable them to reach an audience other than the Punjabi-reading one. This
was in the year 1922. From the outset the newspaper was set up to oppose the British.
The Hindustan Times finally came into being on September 1924 and was inaugurated
by Mahatma Gandhi. The newspaper was to become a premier nationalist newspaper of
the capital in the turbulent years preceding independence. From a humble beginning in a
three-storey building, the company has expanded its operations from print to other media
channels like radio, internet, events and marketing, and strategic partnerships, as part of
its endeavor to establish itself as a giant media conglomerate in the present times.
Founded in 1924 when its flagship newspaper The Hindustan Times was inaugurated by
Mahatma Gandhi, HT Media (BSE, NSE) has today become one of India's largest media
companies. With a combined daily circulation of 2.25 million copies and a readership base
of 14.49 million readers, The Hindustan Times (English) and Hindustan (Hindi) enjoy
strong brand recognition among readers and advertisers, and are produced by an editorial
team know for its quality, innovation and integrity. HT Media operates 15 printing facilities
across India with an installed capacity of 1.5 million copies per hour. HT's Internet
business, under the Hindustantimes.com portal, is primarily a news website with 1.98
million unique visitors and 50 million page views per month, with a significant share of the
traffic coming from outside India.
As part of its expansion into electronic media, HT Media, through its HT Music and
Entertainment Company Ltd. subsidiary is entering the FM radio market in key Indian cities

33

later this year through a consulting partnership with Virgin Radio. Citicorp International
Finance Corp. and Henderson Partners Capital (Mauritius) Ltd. own significant stakes in
HT Media. HT Media reported 2006 annual revenue of $186 million. For the fiscal first
quarter ended June 30, 2006, the company reported a 33% increase in revenue to $54
million and a tripling of profit after tax (PAT) to $7 from the year-ago quarter. ($1=Rs. 46))
HT Media Limited is a major player in the print media in India. It has a leadership position
in the English newspaper market in North India and the second position in the Hindi
newspaper market in the North and East. The group now intends to consolidate itself as a
vibrant and modern media powerhouse through strategic partnerships, ever-increasing
scope of operations and a consumer focused approach.
Hindustan Times, the flagship publication from the group, was inaugurated by Mahatma
Gandhi in 1924 and has established its presence as a newspaper with editorial excellence
and integrity. Today, Hindustan Times has a circulation of over 1.2 million and is the fastest
growing mainline English newspaper in terms of readership. Hindustan Times, Delhi, is
Indias largest single-edition daily. In July 2005, Hindustan Times made a successful entry
into the commercial capital of India Mumbai.
Hindustan, the Hindi daily from HT Media, is one of the leading Hindi dailies in the country
with a readership in excess of 10 million. This makes it the fourth largest read daily in
India.
The group's news portal HindustanTimes.com, with over 2 million unique visitors and 50
million page views per month, is one of the largest news portals in the country. It has

34

consistently been ranked amongst the top 10 news sites in the world by Forbes and offers
in-depth coverage and analyses to its users.
As part of its expansion into electronic media, HT Media, through its subsidiary HT Music
and Entertainment Company Ltd., has entered the FM radio market in key Indian cities
through a consulting partnership with Virgin Radio.
HT Media also plans to launch a national business newspaper, with an exclusive
agreement with Wall Street Journal to publish Journal-branded news and information in
India.
AN OVERVIEW OF THE HISTORY
SEPTEMBER 26, 1924
This date marked the august beginnings of Hindustan Times with Mahatma Gandhi, the
Father of the Nation inaugurating the newspaper.

35

Short overview of the history of Hindustan Times:

1927
Hindustan Times was reborn as Hindustan Times Ltd., a limited liability company.
1936
The hindi daily Hindustan was launched, which remains the dominant newspaper in
the core hindi belt of northern India.
1937
Devdas Gandhi was appointed the Managing Editor of the newspaper and remained
the managing editor till his death in 1957.
1942
The Hindustan Times was one of the few newspapers that stopped publishing the
newspaper for four and a HT Mediaf months as it refused to accept the British
imposition of censorship on all newspapers.
1947
The year India gained its freedom was also the year Hindustan Times attained the
status of being the dominant newspaper in Delhi.

36

1957
The newspaper circulation grew from 58,693 copies to 144,287 in 1970 after KK Birla
took over the mantle from GD Birla.
1960
The hindi literary magazine Kadambini was launched.
1964
The group started actively targeting the youth of India and launched the Nandan
magazine.
1991
At the start of liberalization of India, Hindustan Times moved to becoming an
autonomous power center in a mature democracy.
1999
The Hindustan Times celebrated its platinum anniversary.
2000
With a focus on localization, five new editions for Calcutta, Bhopal, Ranchi,
Chandigarh and Jaipur were launched.
2003
The media business of was de-merged and incorporated under HT Media Ltd.
2004
HT Media Ltd was listed as a public company and attracted external funding.
2005
Hindustan Times successfully entered the Mumbai market with a refreshingly new
product and content mix.
2006
Fever 104 FM is launched, in technical collaboration with the Virgin Group. Hindustan
was re launched re-establishing the company's prominent presence in the
regional news space.
2007

37

Mint, the business paper in partnership with the Wall Street Journal was launched in
Delhi and Mumbai. In the internet space, Hindustantimes.com was re
launched and Livemint.com was introduced.
2008
Firefly e-Ventures, an HT Media Company launched its first portal for job seekers,
Shine.com; and a social networking website Desimartini.com. HT Media also
entered the Mobile space with 54242 in partnership with velti.com

38

2009
Hindustan Times re-launched nationwide with a new design benchmarked to the
best international standards and a renewed commitment to sharper, better
news stories; The Hindi Business is "demerged" to Hindustan Media Ventures
Limited (HMVL).
2010
HMVL comes out with an Initial Public Offering (IPO) of shares, aggregating Rs. 270
Crores, and is listed on BSE & NSE; HT Media launches its education portal HTCampus.com
2011
Hindustan strongly consolidates its leadership position in Delhi-NCR, Bihar,
Jharkhand, UP, and Uttarakhand and is named by Forbes magazine as one of
the Best Under a Billion Companies in the Asia-Pacific region.
2012
The Hindustan Times Leadership Summit hits the 10 year mark; Hindustan Times
launches "You Read, They learn" initiative to help educate under privileged
children.

39

HT MEDIA LIMITED
HT Media (BSE, NSE) has today grown to become one of India's largest media
companies. Produced by an editorial team known for its quality, innovation and integrity,
Hindustan Times (English newspaper) and Hindustan (Hindi newspaper through a
subsidiary Hindustan Media Ventures Limited),Hindustan Times is the choice for nearly 3.7
million readers across India, who turn to it daily for news, information, analysis and
entertainment. Hindustan, the group's Hindi daily, continues to be the second-largest daily
in the country with a total readership of 36.6 million,(based 0n Indian Readership Survey
(IRS) for the first quarter (Q1) of 2011. Both dailies enjoy strong brand recognition among
readers as well as advertisers.
Mumbai and Bengaluru at No. 1 and in Delhi as the No. 2 station on the popularity In
addition to Hindustan Times, HT Media also publishes a national business newspaper,
Mint. Mint is a one-of-its-kind newspaper in the sense that the company has an exclusive
agreement with the Wall Street Journal to publish Journal-branded news and information
in India. Mint is today the second-largest business newspaper in India with presence in the
key markets of Delhi, Mumbai, Chennai, Bengaluru, Chandigarh, Pune, Kolkata and now
Ahmadabad too.
HT Media has also made its foray into electronic media. Diversifying its ambit of
operations, the company in a consulting partnership with Virgin Radio, has launched the
FM radio channel - Fever 104. Currently available in Delhi, Mumbai, Bengaluru and
Kolkata, Fever 104 has established a strong presence as being one of the most vibrant

40

channels on air. In a short span, the channel's rise has been meteoric considering its
position in charts.
Internet businesses of HT Media incorporated under Firefly e-ventures; operate leading
web portals Hindustantimes.com and livemint.com in the general and business news
categories respectively. The company's job portal Shine.com which has received high
appreciation from consumers and industry for its innovative design and usability crossed 7
million registrations. Desimartini.com -a platform to discover and express oneself on
movies. The company also has an education portal www.HTCampus.com aimed at
students passing out of school and college to help them take the right decision about their
higher education.
Financially, the Company was ahead of the industry in more ways than one. On a
consolidated basis, its revenues grew by 25% to reach Rs. 1,815 Crore; EBITDA grew by
26% to reach Rs. 365 Crore, net profit grew by 33% to reach Rs. 181 Crore. Revenue
growth was driven by a 22% increase in advertisement revenue within the print segment,
which reached Rs. 1,395 Crore from Rs. 1,141 Crore in the previous fiscal and an
impressive 63% increase in revenue from the Radio & Entertainment segment from Rs. 43
Crore in FY 10 to Rs. 70 Crore this year. This robust revenue growth has been partially
offset by a significant increase in cost of raw material, reaching Rs. 628 Crore in FY 11
from Rs. 476 Crore in the previous year, due to higher circulation and newsprint prices.

BRANDS OF THE COMPANY

Print - English

41

The HT Media Group publishes two premium English newspapers Hindustan Times, a
mainline daily, and Mint, a business newspaper.
With the English newspaper industry growing at a significant rate and expected to grow
further for coming years, HT Media is ideally poised to strengthen its leadership position in
the English print industry. Be it the mainline daily or business news, HT Media dominates
the English print space.
Hindustan Times is the choice for nearly 3.7 million readers across India, who turns to it
daily for news, information, analysis and entertainment. Today, Hindustan Times is the
number 1 news daily in Delhi and the number 2 in India. It is available in all major cities of
India like Delhi, Mumbai, Kolkata, as well as smaller metros like Chandigarh, Amritsar,
Jalandhar, Ludhiana, Dehradun, Patna, Bhopal, Ranchi, Lucknow and Jaipur.
Mint is a business paper from Hindustan Times published in association with The Wall
Street Journal. It was launched in 2007 with the premise of bringing Clarity in Business
News, and is today the number 2 business daily with 2.2 lakh readers, as per the Indian
Readership Survey (IRS Q1, 2011). It is published across the 9 key business centres of
India.
Hindustan Times and Mint have consistently received accolades for setting high standards
of journalism in India as well as being the favourite brands of advertisers in India and
abroad.
Hindustan Times
With 3.7 million readers, Hindustan Times is one of the leading newspapers of India.
HT Supplements

42

HT supplements offer a complete spectrum of content ranging from entertainment and

lifestyle to education, careers and property.
Brunch Q
A quarterly lifestyle magazine
HT Next
A youth-oriented complete newspaper for the generation next.
Mint
A business daily from HT Media in collaboration with the Wall Street Journal.
Mint Supplement
Lounge weekend edition of Mint
Indulge monthly publication on Luxury and Lifestyle

Print - Hindi
A part of the HT Media Group, the Hindi newspaper Hindustan ranks as the second
largest-read daily in the country across all languages. Hindustan is published by HMVL
(Hindustan Media Ventures Limited, a subsidiary of HT Media Ltd) and has 19 editions
across the Hindi belt. These are Delhi, Patna, Muzaffarpur and Bhagalpur, Ranchi,
Jamshedpur, Dhanbad, Lucknow, Varanasi, Meerut, Agra and Kanpur, Allahabad,
Dehradun, Bareilly, Aligarh, HT Mediadwani, Gorakhpur and Moradabad. Apart from these,
the paper is also available in key towns like Mathura and Saharanpur. Hindustan was

43

relaunched in April, 2011 on a completely new positioning of Tarakki. The new avatar of
Hindustan incorporates a vibrant colour scheme, clutter-free layout for easy readability, a
wide assortment of unique supplements, and cutting-edge content

Hindustan
Second largest print daily
Hindustan Supplements
Hindustan supplements offer content ranging from lifestyle and entertainment to classifieds
and property.
Hindustan Jobs
An employment weekly from Hindustan

Jaano English
In keeping with our brand proposition of Tarakki
Nandan
Most popular children's magazine since 1964
Kadambini
Socio-cultural literary magazine

Print & Digital Services

44

HT Burda Media Ltd. is a joint venture between HT Media Ltd., India, and Burda Druck
GmbH, Germany. Pioneers in their respective fields, they bring together over 100 years of
experience in printing.
Internet
Firefly e-Ventures Ltd., a 100% HT Media subsidiary, focuses on creating and building
brands and businesses in the Internet media space. Firefly aims to combine HT Medias
84-year old legacy as one of Indias largest and most respected names in the media
industry, with the innovation and energy that characterize the Internet space.
Compelling product ideas, creative use of design and intuitive user interface, backed by a
knowledgeable sales force and customer service are the HT Media marks of Firefly
products. With brands like Hindustantimes.com, Livemint.com, Desimartini.com and
Shine.com in its portfolio, Firefly promises to be an exciting addition to the HT Media
family.
Hindustantimes.com
Latest breaking news from India and the world, on current affairs, business, sports, and
entertainment

Livehindustan.com
Online Hindi News like never before

Shine.com

45

Better careers for better people.

Desimartini.com
A platform to discover and express oneself on movies.
HT Mobile Solutions
One stop shop for 360 degree mobile marketing and advertising solutions

Radio
Fever 104 FM
Fever 104 FM The radio station of choice for close to 8 million listeners in key metros in
India.
Education
HT Media has believed in strengthening and empowering future generations through
various mediums. The organization has forayed into Education, a new vertical, as a part of
strategic expansion and social support plans aiming to provide quality education to
Indias youth.
The diversification model leverages the reach of the HT Media group, depth of our
management, our highly ethical and diversified leadership team, sustained financial
performance, brand credibility and quality orientation. HT Media, with its powerful reach of
more than 15 million readers and strong employer network across industries/sectors

46

envisions supporting the countrys development by bringing quality, access and relevance
to Indias youth.
HT has been successful in making an impact in the minds of the young generation, by
supporting them in their day-to-day lives. Products from Hindustan Times English portfolio
like HT Edge, HT Next, HT Education, which are targeted at the youth, have been well
received. HT Campus.com focuses on the guiding students towards their preferred
careers; HT Pace, an initiative to bring the newspaper to classrooms across the country,
events such as Campus Calling, Hum se Poocho, HT Horizons mission MBA, Hindustan
Times Aspirations etc. have been very successful in helping students make sound
education and career choices.
The organization has further reinforced its presence in Education and the importance of
educating youth by launching learning centers, Study Mate, which aims at providing
supplementary coaching to Class IX to XII students.
HT has forayed into Higher Education and joined hands with Apollo Global to offer industry
relevant programs to working adults across sectors and domains.
Study Mate
Learning centers for students of classes IX-XII
THE VISION AND VALUES OF HINDUSTAN TIMES
Values
HT Media A rich heritage to live up to! Organizational values are the foundation stones
on which the organizations image is built. These help the company realize its

47

organizational goals and in turn transform lives. These values are intended to infuse an
infectious energy, professionalism and a sense of true empowerment to the workplace.
The solid edifice on which HT Media stands tall today was built on high ideals and values.
The company has its roots in the independence movement in the first HT Mediaf of the
twentieth century, a cause to empower the nation. We are adaptive to the changing times,
while remaining steadfast to the values rooted in our culture.
Our values drive us towards our goals of expansion, diversification and excellence. These
values define our philosophy of operations, guide our important decisions and determine
our commitment and achievement.

THE VALUES PERSONIFIED BY HT MEDIA

Courage
To encourage the ability that meets opposition with skill, competence and fortitude.
Responsibility
Be accountable for results in line with the companys objectives, strategies and values.
Empowerment
Support our people and give them the freedom to perform and to provide our readers with
information to influence their environment.

48

Continuous Self Renewal

Determination to the constantly re-examine and re-invent ourselves for further innovation
and creativity.
People Centric
People are our greatest asset. We invest in them expect a lot and know that the rest will
follow
Vision
HT Media strives to be a visionary organization and not an organization with a vision. In
our endeavour to have a shared understanding, alignment and commitment, we have
derived our companys vision that sets the course and empowers people to take action.

49

Research
Methodology along
with objectives

50

OBJECTIVE OF THE STUDY

The specific objectives of the study are:

To examine the effectiveness of training in overall development of skills of

workforce.
To examine the impact of training on workers.
To study the changes in behavioral pattern due to training.
To find out new methods of training and development in HT Media
To analyze the impact of training
To find the motivational level of trained personnel
To find the duration of training program and how they can be improved
To find out the effective training methods
To study the future of training for sustained growth
To find out the significance of appraisal as because of training

I have tried to take a view on the topic in a practical manner, so that the feedback can be
provided to the organization

51

RESEARCH METHODOLOGY
MEANING OF RESEARCH & DEFINITION
Research refers to a search for knowledge. Once can also define research as a scientific
and systematic search for pertinent information on a specific topic.

Research is an art of scientific investigation.

Systematized effort to gain new knowledge [Redman and Mary]
It is a voyage of discovery

METHODOLOGY
Methodology can be defined as

The analysis of the principles of methods, rules, and postulates employed by a

discipline.
The systematic study of methods that are, can be or have been applied within a

discipline.
A particular procedure or set of procedures.

Methodology includes a collection of theories, concepts or ideas as they relate to a

particular discipline or field of inquiry:
Methodology refers to more than a simple set of methods; rather it refers to the rationale
and the philosophical assumptions that underlie a particular study relative to the scientific
method. This is why scholarly literature often includes a section on the methodology of the

52

researchers. This section does more than outline the researchers methods might explain
what the researchers ontological orepistemological views are.
Another key (though arguably imprecise) usage for methodology does not refer to
research or to the specific analysis techniques. This often refers to anything and
everything that can be encapsulated for a discipline or a series of processes, activities and
tasks. Examples of this are found in software development, project management and
business process fields. This use of the term is typified by the outline who, what, where,
when, and why. In the documentation of the processes that make up the discipline, that is
being supported by "this" methodology, that is where we would find the "methods" or
processes. The processes themselves are only part of the methodology along with the
identification and usage of the standards, policies, rules, etc.
Researchers acknowledge the need for rigor, logic, and coherence in their methodologies,
which are subject to peer review.

RESEARCH METHODOLOGY
Primary data was collected through

Questionnaires

Personal observations

Secondary data was collected through

Newspapers

53

Magazines

Internet

SAMPLE SIZE
Sample size is decided under three decisions:
1-

Sample Size unit HT Media Lucknow

2-

Sample Size No. - 25 Staff members.

3-

Sample size method - Rating Method

PERIOD OF THE STUDY

The period of the study consists of 45 days in a reputed industrial organization.
Data collection: Data was collected through both primary and secondary sources. The
primary data was collected through administration of questionnaire through personal
observation. Secondary source includes article from magazines. Company's manual and
Internet was also used to collect data (secondary).

54

Use and
Importance of the
study

55

Use And Importance Of The Study

In this project I have tried to present details about the training and development
programs being presently followed in HT Media and the feedback, I collected from
different employees during my interaction with them.
The scope of training and development can be explained with the help of following
points exact position of performance of employees through their feedback
Development of the employees through various training and development
programs.
Developing altered of unbiased treatment to all employees

Importance of Training and Development as projected by the study

Optimum Utilization of Human Resources Training and
Development helps in optimizing the utilization of human resource
that further helps the employee to achieve the organizational goals as
well as their individual goals.
Development of Human Resources Training and Development
helps to provide an opportunity and broad structure for the
development of human resources technical and behavioral skills in

56

an organization. It also helps the employees in attaining personal

growth.
Development of skills of employees Training and Development
helps in increasing the job knowledge and skills of employees at each
level. It helps to expand the horizons of human intellect and an
overall personality of the employees
Productivity Training and Development helps in increasing the
productivity of the employees that helps the organization further to
achieve its long-term goal
Team spirit Training and Development helps in inculcating the
sense of team work, team spirit, and inter-team collaborations. It
helps in inculcating the zeal to learn within the employees
Organization Culture Training and Development helps to
develop

and

improve

the

organizational

health

culture

and

effectiveness. It helps in creating the learning culture within the

organization.
Organization Climate Training and Development helps building
the positive perception and feeling about the organization. The
employees get these feelings from leaders, subordinates, and peers.

57

 Quality Training and Development helps in improving upon the

quality of work and work-life.
Healthy work-environment Training and Development helps in
creating the healthy working environment. It helps to build good
employee,

relationship

so

that

individual

goals

aligns

with

organizational goal.
Health and Safety Training and Development helps in improving
the

health

and

safety

of

the

organization

thus

preventing

obsolescence.
Morale Training and Development helps in improving the morale
of the work force.
Image Training and Development helps in creating a better
corporate image.
Profitability Training and Development leads to improved
profitability and more positive attitudes towards profit orientation.
Training and Development aids in organizational development i.e.
Organization gets more effective decision making and problem

58

solving. It helps in understanding and carrying out organizational

policies.
Training and Development helps in developing leadership skills,
motivation, loyalty, better attitudes, and other aspects that successful
workers and managers usually display.

59

Data
Analysis
60

Data Analysis
Data Analysis & Interpretation 1-Your organization considers training as a part of organizational strategy. Do you agree with
this statement?
RESPONSE
STRONGLY
AGREE
AGREE
SOME WHAT
AGREE
DISAGREE
TOTAL

NO. OF
RESPONDENTS

PERCENTAGE

13
1

52
4

4
7
25

16
28
100

Interpretation
The above graph indicates that organization considers training as a part of organizational strategy.

61

QUES 2): How many training programs will you attend in a year?

RESPONSE
LESS THEN
00-10
10- 20
20-40
MORE
THAN 40
TOTAL

NO. OF
RESPONDENT

PERCENTAGE
14
2
6

56
8
24

3
25

12
100

INTERPRETATION
The above chart indicates that less training programs are held in the organization.

62

QUES 3): To whom the training is given more in your organization?

RESPONSE
SENIOR STAFF
JUNIOR STAFF
NEW STAFF
BASED ON
REQUIRTMENT
TOTAL

NO. OF
RESPONDENT

PERCENTAGE
3
5
6

12
20
24

13
25

52
100

INTERPRETATION
The above chart shows indicates that training is provided on the basis of requiretment.

63

QUES 4): what are all the important barriers to training and development in your organization?
RESPONSE
TIME
MONEY
LACK OF INTEREST BY
STAFF
NON-AVAILABILITY OF
SKILL TRAINER
TOTAL

NO. OF
RESPONDENT

PERCENTAGE
5

20

24

10
25

40
100

INTERPRETATION
The graph indicates that the important barriers to training and development in the organization is
non-availability of skilled trainers.

64

QUES 5): Enough practice is given for us during training session? Do you agree with this
statement?
RESPONSE
STRONGLY
AGREE
AGREE
SOME WHAT
AGREE
DISAGREE

NO. OF
RESPONDENT

PERCENTAGE

14
2

56
8

6
3
25

24
12
100

INTERPRETATION
The above graph indicates that enough practice is given for employees during training sessions.

65

QUES 6): The training session conducted in your organization is useful. Do you agree with this
statement?
RESPONSE
STRONGLY
AGREE
AGREE
SOME WHAT
AGREE
DISAGREE
TOTAL

NO. OF
RESPONDENT

PERCENTAGE
15
5

60
20

5
0
25

20
0
100

INTERPRETATION
The above graph indicates the training sessions conducted in the organization is useful.

66

QUES 7): Employees are given appraisal in order to motivate them to attend the training. Do it
agree with this statement?
RESPONSE
STRONGLY
AGREE
AGREE
SOME WHAT
AGREE
DISAGREE
TOTAL

NO. OF
RESPONDENT

PERCENTAGE
14
6

56
24

3
2
25

12
8
100

INTERPRETATION
The above graph indicates employees are given appraisal in order to motivate them to attend the
training.

67

QUES 8): How well the work place of training is physically organization?
RESPONSE
EXCELLENCE
GOOD
AVERAGE
BAD
TOTAL

NO. OF
RESPONDENT
8
6
6
5
25

PERCENTAGE
32
24
24
20
100

INTERPRETATION
This graph indicates the trainers should possess technical skill to make the training effective.

68

QUES 9): What are the general complains about the training session?
RESPONSE
TAKE AWAY PRECIOUS TIME OF
EMPLOYEES
TOO MANY GAPS BETWEEN THE
SESSIONS
TRAINING SESSIONS ARE
UNPLANNED
BORING AND NOT USEFUL
TOTAL

NO. OF
RESPONDENT

PERCENTAGE
4

25

10

40

6
5
25

15
20
100

INTERPRETATION
This graph indicates that there are too many gaps between the training sessions.

69

QUES 10): Time duration given for the training period is;
NO. OF
RESPONDENT

RESPONSE
SUFFICIENT
TO BE EXTENDED
TO BE SHORTENED
MANAGEABLE
TOTAL

PERCENTAGE

5
10
8
2
25

20
40
32
8
100

INTERPRETATION
This graph indicates the reasons for shortage of skilled manpower at workplace are lacks of support
from senior staff.

70

QUES 11).what identifies the need of training

a. prior performance of employee -60%
b. company growth -20%
c. both -20%
What identify the need of training

20%
prior performance of employee
company growth
20%

both

60%

The main factor which determines the need of training is prior performance of the employee.

QUES 12).comfortable in discussing training needs with superiors

a. Yes-70%

b. No-30%

Comfortable in discussing training needs with

superiors

30%

Yes
No

70%

71

QUES 13).The objective of training is

Improving salesmanship-70%
Improving prospecting -15%
Both -15%

Objective of training

15%

15%
Improving salesmanship
Improving prospecting

Both

70%

The main objective of training is to improving salesmanship followed by the Improving prospecting
because the training programme was designed for sales persons of the company.

QUES 14).Is it necessary to get trained each employee

a. Yes-60%
b. No -40%
Necessary to get trained each employee

yes
no

72

QUES 15).Employees selected for the training

All employee-10%
New recruits -70%
Existing salesperson-20%

80
70
60
50
40
70
30
20
10

20
10

All employees

New recruits

Existing salesperson

Basically new recruits need training as they are new in their job thus they are selected for the
training.
QUES 16).Normal duration for imparting the training
a. 2-3 days -33%
b. 1 week -65%
c. 1 month -2%
The normal duration for imparting the training was considered to be the 1 week and 65% of the
employee agree with this time period and considered that 2-3 days is too short and 1 month is
too long.

73

Duration for imparting the training

2%
33%
2-3 days
1 week
1 month
65%

74

QUES 17).The basic method of training and development are

a. Lecture based-40%
c. Demonstration-20%

b. Group discussion-30%
d. Other-10%

Basic method of training and

development
45
40
35
30
25
20
15
10
5
0

40
30
20
10

Lecture based

Group
discussion

Demonstration

Other

As training programme was designed for the sales persons the lecture was considered to be the best
basic method of training followed by the group discussion.

QUES 18).Trainer comes from outside or companys personnel is trainer

a. Trainer from outside-60%
b. Companys trainer -30%
c. Both-10%
Trainer comes from outside or companys personnel is
trainer

10%

Trainer from outside

30%

Companys trainer
both

60%

Companys trainer are basically responsible for giving training to the sales persons and for some
specific purpose the trainer comes from outside.

75

QUES 19).The content of the training

a. Attitude towards training -30%
b. Knowledge of company, competitors, and customers- 60%
c. Time management-10%
Content of training

10%

Attitude towards
training
Knowledge of
co.comp.cust
Time management

30%
c

60%

QUES 20).After completion of training were you asked to fill a feedback form
a. Yes -90%
b. No-10%

Filling of feedback form

10
yes
no
c

90

90% of the employees are asked to fill the feedback form as to know the effectiveness of the
training programme. It also help in improving the training programme design for future.

76

Finding
s
77

Findings
The major findings of the project are enumerated as follows:

Training is considered as a positive step towards augmentation of the knowledge

base by the respondents.

The objectives of the training programmes were broadly known to the respondents

prior to attending them.

The training programmes were adequately designed to cater to the developmental

needs of the respondents.

Some of the respondents suggested that the time period of the training

programmes were less and thus need to be increased.

Some of the respondents also suggested that use of latest training methods will

enhance the effectiveness of the training programmes.

Some respondents believe that the training sessions could be made more exciting if
the sessions had been more interactive and in line with the current practices in the

market.
The training aids used were helpful in improving the overall effectiveness of the

training programmes.
The training programmes were able to improve on-the-job efficiency.
Some respondents also recommended that the number of training programmes be
increased.

FINDING ABOUT BEST TIME TO IMPART TRAINING TO EMPLOYEE

78

1. NEW RECRUITS TO THE COMPANY

These have a requirement for induction into the company as a whole in terms of its
business activities and personnel policies and provisions, the terms, conditions and
benefits appropriate to the particular employee, and the career and advancement
opportunities available.

2. TRANSFEREES WITHIN THE COMPANY

These are people who are moved from one job to another, either within the same
work area, i.e. the same department or function, or to dissimilar work under a
different management. Under this heading we are excluding promotions, which take
people into entirely new levels of responsibility.

3. PROMOTIONS
Although similar to the transferee in that there is a new job to be learned in new
surroundings, he is dissimilar in that the promotion has brought him to a new level
of supervisory or management responsibility. The change is usually too important
and difficult to make successfully to permit one to assume that the promotes will
pick it up as he goes along and attention has to be paid to training in the tasks and
the responsibilities and personal skills necessary for effective performance.
4. NEW PLANT OR EQUIPMENT

79

Even the most experienced operator has everything to learn when a computer and
electronic controls replace the previous manual and electro-mechanical system on
the process plant on which he works. There is no less a training requirement for the
supervisors and process management, as well as for technical service production
control and others.
5. NEW PROCEDURES
Mainly for those who work in offices in commercial and administrative functions but
also for those who we workplace is on the shop floor or on process plant on any
occasion on which there
is a modification to existing paperwork or procedure for, say the withdrawal of
materials from stores, the control of customer credit the approval of expense
claims, there needs to be instruction on the change in the way of working in many
instances, a note bringing the attention of all concerned the change is assume to be
sufficient, but there are cases, such as when total new systems in corporating IT up
dates are installed, when more thorough training is needed.

6. NEW STANDARDS, RULES AND PRACTICES

Changes in any one these are likely to be conveyed by printed note or by word of
mouth by the manager to his subordinates, and this can be the most satisfaction
way of dealing with the change from the point of view of getting those affected to

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understand their new responsibility. However not all changes under this heading
can be left to this sort of handling. Even the simplest looking instruction may be
regarded as undesirable or impracticable by whoever has to perform it he may not
understand the purpose behind the change and lose confidence in a management
which he now believes to be messing about, or he may understand the purpose
and have a better alternative to offer if it is not too late.

7. NEW RELATIONSHIP AND AUTHORITIES

These can arise, as a result of management decisions, in a number of ways. In
examples, the recognition of the accounts department can result in a realization of
responsibilities between the section leaders of credit control, invoicing and
customer records, although there is no movement of staff between the sections (i.e.
no transfers). Although the change in work content for each clerk and supervisor is
defined clearly for each person in the new procedures, there is nevertheless a need
for each person to know where he stands in the new set up, which is responsible
for what, and where to direct problems and enquiries as they arise in the future.

8. MAINTENANCE OF STANDARDS
We are here concerned with maintenance of standards through training, for it must
be remembered that supervision and inspection and qualify control are continuously

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responsible for standards and exercise their own authorities to this end. Although it
is generally agreed that some retraining from time to time, taking varied forms even
for the on group of employees, does act as both a reminder and a stimulus, there is
not much agreement on the next frequency and form that such retraining should
take, of there is as yet little scientific knowledge on this subject which is of much
use in industrial situations.

9. THE MAINTENANCE OF ADAPTABILITY

Again, whilst there is little scientific study of the loss of ability to learn new skills in
those cases where people spend a long time without change, and without the need
to learn, there is increasing evidence in current experience to suggest that this is
the case in industrial employment. Add, of course, there is the inference arising
from the laboratory experiments of psychologists.

10. THE MAINTENANCE OF MANAGEMENT SKILLS &

STANDARDS
Skills in supervising, employee appraisal, communications, leadership etc are
important in all companies. Some of these skills are seen to be critical to major
developments in company organisation, culture, employee empowerment and so
on. Initial training in these skills is not uncommon in the largest companies on

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appointment into management and supervision. But continuous training and

performance monitoring is rare, despite the common knowledge that standards are
as varied as human nature.
11. RETIREMENT AND REDUNDANCY
Employees of any position in the company who are heading towards retirement will
benefit from learning about health, social life, work opportunities money
management etc. Internal or external courses are best attended a year or two
before retirement date, in a few companies a member of Personnel will act as a
counselor as required.

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RECOMMENDAT
ION

84

RECOMMENDATION
In the era of the globalization the organization has to face new challenges in the present
context and achieve its objectives. It must be dynamic, desalinated efficient especially in the
training, development placement and promotion of its personnel. The huge investment in the
industrial sectors demand better operational efficiency, better management of capital and above all,
better management & development of human resources.
For enhancing the effectiveness of training & development programme there are few useful
suggestion which is implemented earnestly & sincerely may hopefully add to the luster & improve
the planning execution and follow-up of the training and development programme in particular.

o Training and development programme should be based on specific needs of the

organization and its employees.
o Selection of participants should be made on the basis of the needs of the employees
& objectives of the programme.
o New technology and methods of training should be used to make it interesting for
the employees.
o The programme should be frequently revised so as to be in tune with the ever
changing business and economic environment.
o Both in company & external agencies programmes should be evaluated properly for
measuring their effectiveness.
o The organization may utilize both subjective and objective approach for the
training programmes

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The organization may consider deputing each employee to attend at least one

training programmes each year.

The In-house training programmes will be beneficial to the organization as well as
employees since it will help employees to attend their official work while undergoing

the training.
The organization can also arrange part time training programmes in the office
premises for short durations, spanning over a few days, in order to avoid any

interruption in the routine work.

The organization can arrange the training programmes department wise in order to
give focused attention towards the departmental.

The management must commit itself to allocate major resources and adequate time to
training. Ensure that training contribute to competitive strategies of the firm. Different
strategies need different HR skill for implementation. Let training help employees at all
levels acquire the needed skill. Ensure that a comprehensive and systematic approach to
training exists, and training and retraining are done at all levels on a continuous and
ongoing basis.
Ensure that there is proper linkage among organizational, operational and individual
training needs. Skill based training (product/process training) should also be provided.
Besides questionnaire other methods of post training evaluation should also be used like
interviews, self diaries, observation and supplement test. The evaluation procedure must
be implemented concerning trainer, trainee and subject. Post training feedback has to be
continuous and should also be taken from line manager/superior & from peers to find out
the effectiveness and valuation of training

86

CONCLUSI
ON
87

CONCLUSION

Training is very helpful towards organization and employees. The employee

attended training programme of the company they were also benefited by it in terms that
their performance increased, also almost 70% of the employees also found changes in
terms of productivity i.e they gained more professional knowledge also almost all of them
can discuss their needs with their superiors. We can therefore say that training programs
discuss their needs with their superiors. We can therefore say, that training programs are
not only beneficial for the company but also beneficial for the employees working and
personal life. Therefore training programs should be implemented in every organization for
the survival in the world and achievement of the objectives.
Professional competence describes the state-of-the-art, Area- knowledge, expertise and
kill relevant for performing excellently within a specific functional department. This
competence insures that technical knowledge is both present and used within a firm for
the welfare of its stake-holders. To develop this competence regular Training and
Development is required Therefore, Training initiatives and programs have become a
priority for Human Resources. As business markets change due to an increase in
technology initiatives, companies need to spend more time and money on training
employees. Business climate employee development is critical to corporate success and
organizations are investing more in their employees training and development needs.
Training evaluation is the important part of training process. It provides a feedback and

88

helps the sponsors and the resource persons for improvement at the level of individual
performance and in the strategy formulation for training and development. Post training
evaluation can be used to identify the effectiveness and valuation of training program, to
identify the ROI (return on investment), to identify the need of retraining and to provide the
points to improve the training.

89

Limitation
s
90

Limitations of the study

The project has inherent limitations due to its potential scope:

1) 45 days is too short to give shape to a new idea in the organization.

2) Less importance to the long-term operational benefits.

3) Expenses for HR Department are not viewed as investments.

4) Conversion of footfalls is low.

6) Huge employee turnover.

7) Lot of difficulties that are faced while searching interviewing candidates in the
Organization.

8) Employees in the Organization were not giving time for the proper feedback for the
performance appraisal process.

10) Increasing spill over as a candidate has more than one offer at the time of making
a

job shift.

Since Hindustan Media is a large organization with its strongly set business practices,
so extensive efforts and change in organization thinking will be necessary to make
changes in HC department.

91

Bibliography

92

Bibliography
BOOKS REFERRED:
Make Training Evaluation Work Jack. J. Phillips, ASTD Publishers
Everything You Ever Needed To Know About Training Kaye Thome & David Mackey
AMACOM-2007, Grooming Personality & Development Elizabeth Hurlock,
Tata McGrawHill.com

WEBSITES:
www.Hindustan times.com
www.scribd.com
www.retentionconnection.com
www.slideshare.net
www.citehr.com
www.managementparadise.com
www.ehow.com
http://ezinearticles.com

Documents, manuals from Hindusatan Media Ventures Ltd.

93

ANNEXU
RE
94

QUESTIONNAIRES
Ques 1) - Your organization considers training as a part of organizational strategy.
Do you agree with this statement?

STRONGLY AGREE
AGREE
SOME WHAT AGREE
DISAGREE

Ques 2)- How many training programs will you attend in a year?

Less than 10
10-20
20-40
More than- 40

Ques 3)- To whom the training is given more in your organization?

SENIOR STAFF
JUNIOR STAFF
NEW STAFF
BASED ON REQUIRTMENT

Ques 4)- what are all important barriers to training and development in your organization?

Time
Money
Lack of interest by the staff
Non-availability of skilled trainers

95

Ques 5)- Enough practice is given for us during training session? Do you agree with this
statement?

JOB ROTATION
EXTERNAL RATING
CONFERENCE/DISCUSION
PROGRAMMED INSTRUCTION

Ques 6)- The training session conducted in your

organization is useful. Do you agree with this statement?

STRONGLY AGREE
AGREE
SOME WHAT AGREE
DISAGREE

Quest 7)- The training session conducted in your

organization is useful. Do you agree with this statement?

STRONGLY AGREE
AGREE
SOME WHAT AGREE
DISAGREE

Ques 8)- Employees are given appraisal in order to

motivate them to attend the training. Do you agree with
this statement?

STRONGLY AGREE
AGREE
SOME WHAT AGREE

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DISAGREE

Ques 9)- What are the general complains about

the

training session?

TAKE AWAY PRECIOUS TIME OF EMPLOYEES

TOO MANY GAPS BETWEEN THE SESSION
TRAINING SESSION ARE UNPLANNED
BORING AND USEFUL

Ques 10)- Time duration given for the training period is;

SUFFICIENT
TO BE EXTENDED
TO BE SHORTEND
MANAGEABLE

Ques 11)- How do you identify the training need.

a. prior performance of employee
b. company growth
c. both
12).Were you comfortable in discussing your training needs with your superiors
a.Yes

b. No

13).The objective of training is

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a. Improving salesmanship
b. Improving prospecting
c. Both

14).Is it necessary to get trained each employee

a.Yes

b. No

15).What are the person selected for the training

a. All employee
b. New recruits
c. Existing salesperson
16).What should be the normal duration for imparting the training
d. 2-3 days
e. 1 week
f. 1 month
17).The basic method of training and development are
a. Lecture based
b. Group discussion
c. Demonstration

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d. Other
18).Whether trainer comes from outside or companys personnel is trainer
a. Trainer from outside
b. Companys trainer
c. Both
19).What is the content of the training
a. Attitude towards training
b. Knowledge of company, competitors, and customers
c. Time management
20).After completion of training were you asked to fill a feedback form
a. Yes

b. No

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