Vishal R (1) .Guleria

PROJECT
REPORT
TRAINING &
DEVELPOMENT
MR. VISHAL
GULERIA
AEMB0115B/09
YEAR:-- SEP. 2010
ARNI SCHOOL OF BUSINESS
MANAGEMENT
( ARNI UNIVERSITY )
PROJECT REPORT
ON
“TRAINING & DEVELOPMENT”
SUBMITTED TO ARNI UNIVERSITY IN THE PARTIAL
FULFILLMENT OF THE REQUIREMENTS FOR DEGREE IN
MASTER OF BUSINESS ADMINISTRATION
SUBMITTED BY: -- SUBMITTED

BY: --
ARNI SCHOOL OF BUSINESS MANAGEMENT MR.
VISHAL GULERIA (ARNI UNIVERSITY)
rd
M.B.A. 3 Sem.
AEMB01
15B/09
Session (2009-2011)
ARNI SCHOOL OF BUSINESMANAGEMENT
ARNI UNIVERSITY KATHGARH (INDORA)
KANGRA
(HIMACHAL PRADESH)
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AUTHENTICATION CERTIFICATE
This is to certify the Project Report entitled “Training
& Development” is an authentic record of research
work done by Vishal Guleria M.B.A Student & submitted
for award of degree of Business Administration to the
ARNI SCHOOL OF BUSINESS MANAGEMENT is an original
work carrier of out under my guidance & no part thereof
has been presented for any other degree.
Dated: ------------ Mr.

Rakesh Guleria
Place: ------------
H.R. Executive
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DECLARATION
Myself Vishal Guleria (Roll No. AEMB0115B/09)
Student of MBA 2nd semester, “Arni School of
Business Management” hereby declare that this
project report being submitted to(ARNI
UNIVERSITY) KATHGARH (INDORA) KANGRA
(H.P.) is made in fulfillment for the award of the
Degree Master of Business Administration, is an
original piece of work done by me.
Date----------
Place---------
MR.VISHAL GULERIA
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ACKNOWLEDGEMENT
I present this project report on “Training &
Development” with a sense of great pleasure and
satisfaction. I undersign with pleasure take this
opportunity to thank all those related directly or
indirectly in preparation of this project report.
I started working on this project under the invaluable

guidance of Honorable Mr. Rakesh Guleria for which
I am very much thankful for her valued time given for
the purpose. Without her co-operation my project work
would have been difficult to complete.
I also offer the due regard and gratitude to hon’ble

Mr. B.P.S. Thakur, Mr.Gagan Rajpoot &
Dr.Chaman Mahajan. I am very thankful to my
project guide Mr. Rakesh Guleria for their constant
support extended towards me.
Mr.Vis
hal Guleria
5|Page
INDEX
S.NO. CHAPTER NAME
1. INTRODUCTION
2. COMPANY PROFILE
3. THEORETICAL PERSPECTIVE
4. DATA ANALYSIS AND INTERPRETATION
5. FINDINGS CONCLUSIONS
6. SUGGESTIONS
7. BIBLIOGRAPHY
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TRAINING AND DEVELOPMENT
INTRODUCTION: --- As man invented tools,

weapons, clothing, shelter and language, the need for
training became an essential ingredient in the march
of civilization. Whether our ancestors stumbled upon
or invented these facts of civilization is relatively little
significance what is more important is that man had
the ability to pass on to others the knowledge and skill
gained in mastering circumstances which was done by
signs and words. Through these devices the
development process called training was
administered.
CONCEPT & DEFINITION:--- An inevitable

consequence of change is the need to learn. Changes
may be result of the introduction of new technology of
new working practices or of the general development
and changing aspirations of people. Such changes
often require people to learn new knowledge and skills
and company this with changes in attitudes.
Training is defined as “A planned process to modify

attitude, knowledge or skill through learning
experience to achieve effective performance in an
activity or range of activities. Its purpose in the work
situation is to develop the abilities of the individual
and to satisfy current and future manpower needs of
the organization. Training is the corner stone of sound
management for it makes employees more effective
and productive.
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Development is a related process. It covers not only
activities, which improve job performance, and also
those, which bring about growth of the personality. In
organizational terms, it is intended to equip persons to
earn promotions and held greater responsibility.
Training a person for a bigger and higher job is
development.
IMPORTANCE OF TRAINING:---
 Reduction in wastage leading to improved

profitability.
 Improves the morale of the workforce.
 Improve the job knowledge and skills at the levels
of the organization.
 Improves quality.
 Improves production rate.
 Improves labor management relations.
 Creates an appropriate climate for growth and
communication.
 Helps the individual in making better decisions
and effective problem solving.
 Aids in encouraging and achieving self
development and self-confidence.
 Helps a person handle stress, tension, frustration
and conflict.
TRAINING PROCESS:---
ORGANISATIONAL OBJECTIVES
AND STRATEGIES
ASSESSMET OF TRAINING NEEDS
ESTABLISHMENT OF TRAINING
GOALS
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DEVISING TRAINING
PROGRAMME
IMPLEMENTATION OF
TRAINING PROGRAMME
EVALUATION OF RESULTS
OBJECTIVES OF THE STUDY
This project work characterizes to evaluate the

training programs that are conducted at MAJA HEALTH
CARE DIVISION. The objectives of the study are as
follows.
 To study the training programs taken up currently

by the organization.
 To analyze the procedure presently followed in
planning and conduct of training programs at
MHCD.
 To evaluate the training management programs.
 To analyze how the training needs of the
employees are identified.
 To evaluate the feedback system followed
presently.
RESEARCH METHDOLOGY
To design this project report, a through literature
survey was conducted which included detailed study
of books and journals available on the subject. Based
on this survey, a questionnaire was prepared to
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evaluate training and development programs. The
research also included few personal interviews with
the trainees as well as the trainers who gave an
insight into the various training programs conducted
to gain practical view of the programs.
The questionnaires were administered to 20

executives and 30workers who had undergone
training. The questionnaires consisted of 20 questions
out of which 2 questions were based on employee
profile, and 18were based training and development.
LIMITATIONS OF THE STUDY
 The company under study being a very large

organization with large number of employees, all
of them could not be contacted for views and
opinions on the topic “TRAINING AND
DEVELOPEMENT”.
 Wing to the paucity of time the questionnaires

could be distributed only to a limited number of
employees. Therefore the findings of the study
neither may nor be 100% accurate.
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COMPANY PROFILE
Founded in 1960 by Late. Sh. Suchet Singh Kochar, VI-
JOHN GROUP has emerged today known products of
PERSONAL CARE,SKIN CARE & COSMETICS,ourbest-
known product are Shaving cream, Toothpaste,
Aftershave Lotion, Hair Removing cream,ST.JHON
range of Perfumes and various other Cosmetic &
Herbal Product. The company has established strong
foothold in almost every developed country in ASIA,
EUROPE, and AFRICA & AUSTRALIA. Combining ancient
wisdom with modern technology, the company has
expanded business activity into related trade lines.
Right from its inception in the 1960, the VI-JOHN

GROUP of companies has been charting an
unwavering course that has catapulted the group into
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International limelight. Today the Group stands
majestically as a Grand conglomerate of 7 companies.
VISION & MISSION: --- VI-JOHN GROUP mission

is to add goodness to life. We meet everyday needs
for hygiene & Personal Care whit brand that help
people Feel Good, Look Good &Get More out of life.
Our deep roots in local cultures and markets in
India give us our strong relationship with consumer
& are the foundation for our future growth. We will
bring our Wealth of knowledge and expertise to the
service of local consumers.Corporate Our long term,
success requires a total commitment to exceptional
standards of performance and productivity to
working together effectively, and to a willingness.
We believe to have the highest standards of
behavior towards everyone we work with the
communities we touch, and the environment on
which we have an impact. This is our road to
sustainable, profitable growth crating long term
value for our people, our consumers and our
business partners.
ETHICS:---
Code of ethics
“The VI-JOHN GROUP recognizes its responsibility to its
business partners, suppliers and the community at
large”
(OPERATING PRINCIPLES)
The VI-JOHN GROUP has a strong ethical ethos which is
evident in all facets of the operation and is
demonstrated in the following ways:
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 Manufacturing is monitored and controlled in line
with cosmetics good manufacturing practices and
the VI-JOHN GROUP cosmetics supplier code of
practices to ensure high quality product.
 VI-JOHN GROUP has open and honest relationship
with all suppliers ensuring confidentiality of their
specialist technologies & formulations.
 VI-JOHN GROUP is committed to conducting its
business in a manner that demonstrates respect
for the environment all supplier are expected to
act responsible with regard to a protection &
preservation of the environment, Implementation
of proper environmental controls and compliance
with national and local regulations .
QUALITY:--- Building a company with a world class

Quality.
At MAJA HEALTH CARE DIVISION, delivering value to

our customers is our primary objective .Our costumers
count on us to deliver quality product on time, every
time, our belief is that by utilizing our quality
processes , we will give our customers values added
products they requires and deserve.
OBJECTIVES OF THE COMPANY:---
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M.H.C.D. DIVISION OF KISHANPURA
The MHCD Division (KISHANPURA) of VI-JOHN GROUP

was established in the year 1960 to achieve self -
reliance in avionics. This division is located in the
KISHANPURA (NALAGARH) and employs more than 300
employees including 30 executives. This prestigious
division is engaged in production. A General Manager
assisted by senior-by-senior executives for each
disciplines such as planning, Manufacturing, Quality
Control, Finance, Commercial, Personnel and Training
head it. This division manufactures a large number of
Products, which are common to all types of cosmetic.
PRODUCT OF VI-JOHN GROUP:----
 VI-JOHN SHAVING CREAM VI-JOHN

FAIR&FARY
 VI-JOHN HAIR GEL VI-JOHN
SOPE
 HIMRATANA OIL VI-JOHN
HAIR COLOUR
 COBRA PREFUME
 VI-JOHN TALC
 VI-JOHN TOOTHPASTE
ORGANAZTIONAL STRUCTURE
G.M.
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A/C
H.R. Manager Production Manager Store Manager Quality Executive
Dep’t.
Production In charge Sr.Astt. Store Manager Quality Supervisor

H.R. Executive
Sr. Supervisor
Jr.Astt. Store. Manager
Sr.Quality Asst.
Personal Officer
Supervisor in Different dep’t.(Oil,
Shaving
Cream, Perfume,Talc,Toothpaste,Hair Jr. Quality Asst.
Colure,Sope
Sr.H.R. Asst. Asst. of Supervisor
Line Supervisor
Jr. H.R.Asst.
TRAINING ACTIVITIES AT M.H.C.D.:--- To

ensure an efficient manpower with up to date
knowledge, a well-established training center
was set up along with the inception of the
division at Kishanpura, which caters to the
training needs of all its employees.
Training is done at two places in M.H.C.D.

MHCD Staff.
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Technical Training institutes of the divisions.
TRAINING AND DEVELOPMENTAT

KISHANPURA DIVISION
In the Kishanpura Division of MHCD (VI-JOHN), the

training and development programs are conducted by
the Department of Training and Development”. The
department interacts directly with the various
technical and functional departments for conducting
various programs. Involvement of the top
management of the division and the corporate office
also exists.
Apart from conducting training and development

programs for the employees, it also shares following
statutory responsibility as part of Apprentice Act.
1. Introduction of around 50 passed. Technicians
in 4 different trades as Apprentice trainees once
every year. These trainees are exposed to
theoretical classes as well as on the job
training.
2. Induction of around 40 Graduates / Diplomas in
Production, Mechanical Electrical,
Computer and Quality disciplines and exposing
them to on the job training.
TRAINING POLICY:--- The training policy of the

Kishanpura Division reflects the objectives
mentioned above. The importance of training
and development programs are seen from the
recent directive from Corporate Office which
lays down that every year at least 45% of the
total employees should be trained. The various
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training and development programs are
periodically modified to take into account the
emerging concepts are periodically modified to
take into account the emerging concepts /
practices in the industry.
OBJECTIVES:--- The objectives of training and

development at Kishanpura Division are as follows:
 To assist employees to function effectively in
their present and future positions by exposing
them to the concepts, information and
techniques and development skills that would
be required in their particular field.
 To build competent officers and prepare them

to occupy more responsible positions.
 To improve / change the attitude of people

towards work, organization, goals, inter-
personal relationship, team spirit etc through
managerial / behavioral inputs.
 To enable managers to broaden their outlook

and to tackle problems arising out of
increasing size complexity of the organization
due to technological and social changes.
 To enable managers to handle more

effectively the management labor relations.
 To improve the analytical ability and decision

making responsibilities of managers.
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ORGANIZATION CHART OF TRAINING &
DEVELOPMENT CENTRE
DGM (P & A)
CHIEF MANAGER (TRG)
SR. MANAGER (TRG)
OFFICE STAFF MANAGER LOW MANAGEMNT
IDENTIFICATION OF TRAINING NEEDS:--- The

following procedure is adopted for identifying the
training needs.
 The Departmental heads are requested in the

beginning of the year to nominate personnel from
their departments to various programs conducted
at MHCD. These programs are mandatory.
Brochures giving particulars of each program are
provided to the Departmental heads to identify
the correct nominees.
 The nominees selected by the GM will attend the

programs for keeping abreast of latest
developments and trends relevant to the
organization.
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 Specific programs are also conducted at the
request departmental heads and as per
instructions from Corporate Office in the field of
Technical, functional and managerial areas.
 The departmental heads are requested in the

month of Jan / Feb to identify training needs of
personnel working with them for next year (April
to March) covering technical / functional /
managerial / behavioral areas.
FACULTY:--- All the In – house programs are

conducted with the help of qualified and experienced
personnel form the training department as well as
form technical and functional department. When
required, facilities from outside organization are
invited to handle some specific sessions or a whole
program.
TRAINING AND DEVELOPMENT

ACTIVITIES:--- The following procedure has
been adopted for conducting the programs.
 Yearly plans for conducting a few mandatory
programs are prepared indicating even the dates
of the programs. The top management as well as
the department in consultation with the line
managers decides this.
 Apart from these, the training department also
conducts some specific programs for all levels of
personnel at periodic intervals either in the
training department or through outside institutes
in various parts of the country. Sometimes these
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programs are evolved during shop level
meetings / GM’s meeting with departmental
heads / management committee meeting at
corporate level.
TRAINING METHODOLOGY
This consists of conventional methods of lecture and
discussion and modern methods such as case studies,
exercises, syndicate work role – play etc. Sometimes
video / 16 mm film are shown on specific topic
relevant to the session to bring more effectiveness in
learning.
EFFECTIVENESS AND FEEDBACK:--- At the

end of each program conducted in the division,
participants who give their comments about
the effectiveness of the overall program and
also the facilities fill up a feedback Performa.
Based on these, some changes are made
where necessary.
TRAINING FACILITIES AVAILABLE AT

KISHANPURA DIVISION
 Class Rooms
 Film projector
 Slide projector
 Tape Recorder
 Recorded Video Cassettes
 Personnel Computer
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 Black Boards
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THEORETICAL PERSPECTIVE
TRAINING POLICY:---
A company’s training policy represents the commitment of its top

management to training. This helps in identifying priority areas in
training. It also highlights the firm’s approach to the training
function and provides information regarding programs to all
employees.
ORGANIZATIONAL OBJECTIVES AND

STRATEGIES
The first step in the training process in an organization is the

assessment of its objectives and strategies. What business are we in?
At what level of quality do we wish to provide this product or
service? Where do we want to be in the future?
ASSESSMENT OF TRAINING NEEDS

Needs assessment diagnoses present problems and future challenges
to be met through training and development Organizations spend
vast sums of money on training and development. Before
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committing such huge resources, organizations need to assess the
training needs of their employees. Needs assessment occurs at two
levels – group and individual.
NEEDS ASSESSMENT METHODS
FOR GROUP ORGANIZATIONAL ANALYSIS
Organizational goals and objectives
 Personnel / skills inventories

 Organizational climate indices
 Exit interviews
 MBO or work planning systems
 Quality circles
 Customer survey / satisfaction data
 Consideration of current and projected changes
FOR INDIVIDUAL ANALYSIS
 Performance appraisal
 Work sampling
 Interviews
 Questionnaires
 Attitude survey
 Training progress
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 Rating seals
 Observation of behavior
OBJECTIVES OF TRAINING AND DEVELOPMENT:--

Once training needs are assessed, training and development
goals must be established. The following are the
objectives:
 To impart to new entrants basic knowledge and skills

they need for an intelligent performance of definite tasks.
 To assist employees to function more effectively in their

present positions by exposing them to latest concepts,
information and techniques.
 To create a climate in which the individuals best attain

his own goals by directing his efforts towards attaining
the goals of the organization.
 To broaden the minds of senior mangers by providing

them opportunities for an inter – change of experiences
within and outside.
 To increase productivity by conceptual skills,

imagination and judgment in individuals.
DESIGNING TRAINING & DEVELOPMENT
PROGRAMMES
Every training and development programmed must address certain

vital issues like
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 Who are the trainees?
 Who are the trainers?
 What methods and techniques are to be used for training?
 What should be the level of training
 What learning principles are needed?
 Where is the programme conducted?
METHODS AND TECHNIQUES OF TRAINING:---
Training methods are classified as follows:
 On the Job – training

 Vestibule training
 Demonstration and examples
 Simulation
 Apprenticeship
 Class room methods
(a) Lectures
(b) Conference
(c) Case study
(d) Role – Playing
(e) Programmed instruction
(f) Computer Assisted Instruction (CAI)
 Sensitivity Training
 Other training methods
(a) Associations
(b) Audiovisual aids
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IMPLEMENTATION OF THE TRAINING
PROGRAMME
Once the training programmed has been designed it needs to be
implemented. Programme implementation involves action on the
following lines:
 Deciding the location and organizing training and other
facilities
 Scheduling the training programme
 Conducting the programme
 Monitoring the progress of trainees
EVALUATION OF THE TRAINING PROGRAMME
The last stage in the training and development process is the

evaluation of results. Evaluation of any activity is
important since in evaluating one try to judge the
value or worth of the activity, using the information
available. The most important means of evaluating
are
 Observations
 Ratings
 Trainee surveys
 Trainee interviews
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DATA ANALYSIS AND INTERPRETATION
1. AGE PROFILE OF THE EMPLOYEES:
The respondents for this project work have been classified into various age
groups and are shown below in the given table.
Age in years 20-29 30-39 40-49 50 and above

No. Of employees 5 5 15 25
Percentage 10 10 30 50
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No. Of employees
20-29
30-39
40-49
50 and above
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2. DESIGNATION LEVEL OF EMPLOYEES
DSGN LEVEL FIRST LINE MIDDLE SENIOR

SUPERVISOR MANAGEMENT MANAGEMENT
NO.OF EMPLOYEES 10 35 5
PERCENTAGE 20 70 10
DESIGNATION
LEVEL OF
First Line
Suervisor
Middle
Management
Senior
Management
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1)The program objectives were clear to me?
RESPONSES Strongly Agree Agree Not sure Disagree Strongly disagree
PERCENTAGE 13 53 13 16 5
RESPONSES
Strongly Agree
Agree
Not sure
Disagree
Strongly disagree
Source: Questionnaire to the Employees.

Analysis: The above Table shows the following.
The analysis revealed that 66% of the respondents have agreed or strongly
agreed that objectives of training programmes were in line with their needs.
Interpretation:
A detailed study was conducted to evaluate whether the training objectives

were in line with the employee’s needs. Whether the program objectives were
clear to the employees before the commencement of the training program. The
Maximum No. Of Employees have agreed that objectives of training
programmes were in line with their needs.
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2). The nomination procedure to the training programme was good.

RESPONSES
60
50
40
30 RESPONSES
20
10
0
Strongly Agree Not sure Disagree Strongly
Agree disagree

Since 62% of the respondents did not agree with the nomination procedure, the
training programme should be planned in such way that employees are
consulted before nominating them to any training programme.
Interpretation:
A detailed study was conducted to know whether the nomination to the
training programmes was made in consultation with the employees or not. The
Maximum No. Of Employees have not agreed that nomination procedure to
the training programme was good.
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3).Is the methodology adopted was adequate?
RESPONSES
60
50
40
30
RESPONSES
20
10
0
Agree disagree

Analysis of the data reveal that 71% of the sample scored very high in stating
that the methodology adopted was adequate.
Interpretation: A detailed study was conducted to know whether the

methodology adopted was adequate. The Maximum No.Of Employees have
agreed that the methodology adopted was adequate.
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4). Is the Course structure was well organized?
16 58 13 13 1
PERCENTAGE
RESPONSES
Strongly Agree
Agree
Not sure
Disagree
Strongly disagree

The analysis revealed that 74% of the participants have agreed or strongly
agreed that the structure of the programme was good.
Interpretation:
A detailed study was conducted to know the Course structure was well
organized.
The Maximum No. of Employees have agreed that the Course structure was
well organized.
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5). The training was imparted considering the change in Job factor
and Individuals responsibility.
The study has attempted to evaluated the Training management
programme in terms of two important factors – job factor and
individual factor.
(a) JOB FACTOR
This includes study of combination of training in improvement of
analytical ability problem soling and decision – making skills and its
contribution to work place and outside work place. The responses
are given below:
PERCENTAGE 8 52 22 18 NIL
60
50
40
30 Series1
20
10
0
Strongly Agree Agree Not sure Disagree Strongly disagree

Analysis reveled that 60% of the respondents agree / strongly agree that the
training programme has contributed in improving the effectiveness of the job
in terms of factors refer to above.
Interpretation:
A detailed study was conducted to know The training was imparted
considering the change in Job factor.
(b) INDIVIDUAL FACTOR
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The respondents were asked to respond on the effectiveness of the
training programme in terms of its contribution to improve their
skills as individuals. The responses are tabulated below:
PERCENTAGE 18 58 20 4 NIL
RESPONSES
70
60
50
40
RESPONSES
30
20
10
0
Agree disagree
Source:
The study shows that 76% of the respondents were of the opinion that the
various training programmes conducted helped identifying their strong and
weak points
Interpretation:
The respondents were asked to respond on the effectiveness of the training
programme in terms of its contribution to improve their skills as individuals
6) I am fully satisfied with the culture and climate of the
organization
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The respondents were asked to answer whether they were
satisfied with the culture and climate of organization and whether a
change has to be brought about in the working climate to implement
the skills acquired from the training programmes.
RESPONSES
30
25
20
15 RESPONSES
10
0
Agree disagree

The analysis revealed that only 44% of the respondents feel that the
organization climate and culture is satisfied to them.
Interpretation: The respondents were asked to answer whether they were
satisfied with the culture and climate of organization and whether a change has
to be brought about in the working climate to implement the skills acquired
from the training programmes.
7). Training was helpful to me outside my workplace
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The effectiveness of the training gave emphasis to whether the
individuals made attempts to practically use the skills that were
imparted during the training programme at their work place.
The responses are as follows:
RESPONSES
Strongly disagree
Disagree
Not sure
RESPONSES
Agree
Strongly Agree
0 10 20 30 40

Analysis: The above Table shows the following
The responses revealed an even distribution among agree and disagree a clear
conclusion could not be made. But since 42% of respondents disagreed or
strongly disagreed, it is very important that the employees should be given an
opportunity to practically implement the skills learnt during the training
programme.
Interpretation:
The effectiveness of the training gave emphasis to whether the individuals
made attempts to practically use the skills that were imparted during the
training programme at their work place.
8). Are you satisfied with the Training courses attended?

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60
50
40
30 Series1
20
10
0
EE
EE
EE
EE
R
R
R
SU
R
AG
AG
AG
AG
IS
IS
LY
D
N
D
G
LY
N
O
G
R
N
ST
O
R
ST

75% of employees were satisfied with the training courses attended
Interpretation:
The maximum numbers of Employees are satisfied with the Training Courses
attended.
9). The programme objectives were in line with my needs:---

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60
50
40
30
20
10
0
EE
EE
EE
EE
R
R
SU
R
R
AG
AG
AG
AG
IS
IS
LY
D
N
D
G
LY
N
O
G
R
N
ST
O
R
ST

65% of employees were agreed that the training programme objectives were in
their needs
Interpretation:
Most of the employees feel that the training objectives were in line to their
needs
10). The training was imparted considering the change in Individuals

responsibility
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45
40
35
30
25 Series1
20 Series2
15
10
5
0
1 2 3 4 5 6

60% of employees feel that the training was imparted considering the change
in Individuals responsibility were agreed.
Interpretation:
Most of the employees feel that the training was imparted considering the
change in Individuals responsibility were agreed.
11). The duration of the training Programme was adequate
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60
50
40
Series1
30
Series2
20
10
0
1 2 3 4 5 6

70% of employees feel that the duration of the training Programme was
adequate.
Interpretation:
Most of the employees feel that the duration of the training Programme was
adequate.
12). Course structure was well organized
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60
50
40
30 Series1
20
10
0
EE
EE
EE
EE
R
R
R
SU
R
AG
AG
AG
AG
IS
IS
LY
D
N
D
G
LY
N
O
G
R
N
ST
O
R
ST

75% of employees feel that Course structure was well organized
Interpretation:
Most of the employees feel that the course structure is well organized
13). The quality of the course Material was good

45 | P a g e
60
50
40
Series1
30
Series2
20
10
0
1 2 3 4 5 6

60% of employees feel that the quality of the course Material was good
Interpretation: Most of the employees feel that the quality of the course
Material was good.
14). The faculty handled the Subject effectively
46 | P a g e
60
50
40
Series1
30
Series2
20
10
0
1 2 3 4 5 6

90% of employees feel that the faculty handled the Subject effectively
Interpretation: Most of the employees feel that the faculty handled the Subject
effectively
15).The training aids used in the programme were Sufficient
47 | P a g e
60
50
40
Series1
30
Series2
20
10
0
1 2 3 4 5 6

75% of employees feel that the training aids used in the programme were
Sufficient
Interpretation:
Most of the employees feel that the training aids used in the programme were
Sufficient
16). The involvement of the Participants was good

48 | P a g e
35
30
25
20
Series1
15
10
5
0
EE
EE
EE
EE
R
R
R
SU
R
AG
AG
AG
AG
IS
IS
LY
D
N
D
G
LY
N
O
G
R
N
ST
O
R
ST

55% of employees were participated effectively
Interpretation: Most of the employees feel that the involvement of the

Participants was good
17). Time to implement my Learning was sufficient

49 | P a g e
45
40
35
30
25
Series1
20
15
10
5
0
EE
EE
EE
EE
R
R
R
SU
R
AG
AG
AG
AG
IS
IS
LY
D
N
D
G
LY
N
O
G
R
N
ST
O
R
ST

70% of employees feel that time to implement their Learning was sufficient
Interpretation:
Most of the employees feel that time to implement their Learning was
sufficient
18). Training was helpful to me outside my workplace

50 | P a g e
35
30
25
20
Series1
15
10
0
STRONGLY AGREE NOT SURE DISAGREE STRONGLY
AGREE DISAGREE

55% of employees disagreed that feel that training was helpful to them outside
their workplace
Interpretation: Most of the employees feel that the training programmes were
not helpful to them outside their work place.
19). The training programme has Improved my decision Making

skills

51 | P a g e
50
45
40
35
30
25 Series1
20
15
10
5
0
AGREE DISAGREE

65% of employees feel that the training programme has improved their
decision-making skills.
Interpretation:
Most of the employees feel that the training programme has improved their
decision-making skills.
20). The programme helped me An opportunity to become More
open minded
52 | P a g e
60
50
40
30 Series1
20
10
0
AGREE DISAGREE

60% of employees feel that the programme was not helping them to become
More open minded
Interpretation:
Most of the employees feel that the programme was not helping them to
improve human skills.
QUESTIONNAIRE
Name of the participant (Optional):

Department:
Please indicate by a tick ( ) mark
1.To which age group do you belong?
a)20 – 29 Years b) 30- 39 Years

c)40 – 49 Years d) 50-65 Years
2.Designation / level
53 | P a g e
a) First line Supervisor
b) Middle Management
c) Sr. Management
1) The program objectives were clear to me?

1. STRONGLY AGREE
2. AGREE
3. NOT SURE
4. DISAGREE
5. STRONGLY DISAGREE
2) The nomination procedure to the training program was good.

1. STRONGLY AGREE
2. AGREE
3. NOT SURE
4. DISAGREE
3) Is the methodology adopted was adequate?
1.STRONGLY AGREE
2. AGREE
3. NOT SURE
4. DISAGREE
4) Is the Course structure was well organized?
1. STRONGLY AGREE
2. AGREE
3. NOT SURE
4. DISAGREE
54 | P a g e
5) The training was imparted considering the change in Job
factor and Individuals responsibility.
1. STRONGLY AGREE
2. AGREE
3. NOT SURE
4. DISAGREE
6) I am fully satisfied with the culture and climate of the

organization
1. STRONGLY AGREE
2. AGREE
3. NOT SURE
4. DISAGREE
7) Training was helpful to me outside my workplace
1. STRONGLY AGREE
2. AGREE
3. NOT SURE
4. DISAGREE
8) Are you satisfied with the Training courses attended?
1. STRONGLY AGREE
2. AGREE
3. NOT SURE
4. DISAGREE
9) The program objectives were in line with my needs
1. STRONGLY AGREE
2. AGREE
3. NOT SURE
4. DISAGREE
55 | P a g e
10) The training was imparted considering the change in
Individuals responsibility
1. STRONGLY AGREE
2. AGREE
3. NOT SURE
4. DISAGREE
11) Course structure was well organized

1. STRONGLY AGREE
2. AGREE
3. NOT SURE
4. DISAGREE
12) The quality of the course Material was good

1. STRONGLY AGREE
2. AGREE
3. NOT SURE
4. DISAGREE
13) The faculty handled the Subject effectively
1. STRONGLY AGREE
2. AGREE
3. NOT SURE
4. DISAGREE
14) The training aids used in the program were Sufficient
1. STRONGLY AGREE
2. AGREE
3. NOT SURE
4. DISAGREE
56 | P a g e
16).The involvement of the Participants was good.
1. STRONGLY AGREE
2. AGREE
3. NOT SURE
4. DISAGREE
17). Time to implement my Learning was sufficient
1. STRONGLY AGREE
2. AGREE
3. NOT SURE
4. DISAGREE
18) Training was helpful to me outside my workplace
1. STRONGLY AGREE
2. AGREE
3. NOT SURE
4. DISAGREE
19) The training program has Improved my decision Making skills
1. STRONGLY AGREE
2. AGREE
3. NOT SURE
4. DISAGREE
20) The program helped me An opportunity to become More open
minded
1. STRONGLY AGREE
2. AGREE
3. NOT SURE
4. DISAGREE
57 | P a g e
58 | P a g e
FINDINGS
 A majority (66%) has responded that the objectives of the

training programmes were in line with their needs.
59 | P a g e
 Majorities (62%) of the respondents were not satisfied
with the nomination procedure.
 A majority of 71% has responded that the methodology
adopted in the training programme
 Structure (74%) of the programme has been satisfactory.
 60% of the respondents agreed or strongly agreed that the
contents of the programme contributed to their on – the –
job effectiveness
 76% of the respondents have opined that the programmes
contributed in identifying there strong and week points.
 Only 44% of the respondents felt that the organization
climate was satisfactory.
CONCLUSIONS
It was good learning session for me during my tenure with the

company. While doing the project, I learnt the practical implications
of a training programme. I got practical exposure to study the
effectiveness of the changes brought in the training program at
MHCD.
Employees at MHCD are satisfied with the training program at

MHCD but if organization desires to have improved response from
employees, it should try to concentrate not just on technical skills but
also on personality development. Employees should learn how to
survive in the present competitive environment.
60 | P a g e
SUGGESTIONS
In view of the response to the nomination procedure, it will be

ideal to contact the employees before they are selected. This
will give a feeling of importance to the employee and also
61 | P a g e
enable the organization to cover the training programmes based
on their need and requirements.
 The study has brought out that the organization climate is not
progressive as pointed by respondents for implementation of
the ideas generated in the training programmes. This is a major
issue and any decision on this calls for a deeper organizational
study.
 Employees should be given sensitivity training to improve their

human skills because employees should be groomed for future
managerial positions in the organization.
 Organization should try to deal with resistance to change

exhibited by employees. Employees should be train how to
learn.
 Training programmers may be conducted frequently and for

longer period stressing on job skills and interpersonal skills.
 More of case studies, seminars and group discussions; may be

included in the training programme.
 Faculty from reputed institution may be invited to enhance the

training management programmes.
 More training programmes may be conducted in the field of

computers due to increase technological changes.
BIBLIOGRAPHY
BOOK NAME AUTHOR

62 | P a g e
“Training & Development” Robert L. Craig
Hand Book, A Guide to HRD
Personnel Management Arun Monappa

Personnel Management C. B. Mamoria
Himalaya Publishing House
Evaluating Management B. R.Virmani &Premila Seth
Training & Development
Human Resources and K. Aswathappa
Personnel Management
63 | P a g e

Vishal R (1) .Guleria

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PROJECT

SUBMITTED BY: -- SUBMITTED

Dated: ------------ Mr.

I started working on this project under the invaluable

I also offer the due regard and gratitude to hon’ble

4. DATA ANALYSIS AND INTERPRETATION

INTRODUCTION: --- As man invented tools,

CONCEPT & DEFINITION:--- An inevitable

Training is defined as “A planned process to modify

 Reduction in wastage leading to improved

ASSESSMET OF TRAINING NEEDS

This project work characterizes to evaluate the

 To study the training programs taken up currently

The questionnaires were administered to 20

LIMITATIONS OF THE STUDY

 The company under study being a very large

 Wing to the paucity of time the questionnaires

Right from its inception in the 1960, the VI-JOHN

VISION & MISSION: --- VI-JOHN GROUP mission

QUALITY:--- Building a company with a world class

At MAJA HEALTH CARE DIVISION, delivering value to

OBJECTIVES OF THE COMPANY:---

The MHCD Division (KISHANPURA) of VI-JOHN GROUP

PRODUCT OF VI-JOHN GROUP:----

 VI-JOHN SHAVING CREAM VI-JOHN

Production In charge Sr.Astt. Store Manager Quality Supervisor

Sr.H.R. Asst. Asst. of Supervisor

TRAINING ACTIVITIES AT M.H.C.D.:--- To

Training is done at two places in M.H.C.D.

TRAINING AND DEVELOPMENTAT

In the Kishanpura Division of MHCD (VI-JOHN), the

Apart from conducting training and development

TRAINING POLICY:--- The training policy of the

OBJECTIVES:--- The objectives of training and

 To build competent officers and prepare them

 To improve / change the attitude of people

 To enable managers to broaden their outlook

 To enable managers to handle more

 To improve the analytical ability and decision

CHIEF MANAGER (TRG)

SR. MANAGER (TRG)

OFFICE STAFF MANAGER LOW MANAGEMNT

IDENTIFICATION OF TRAINING NEEDS:--- The

 The Departmental heads are requested in the

 The nominees selected by the GM will attend the

 The departmental heads are requested in the

FACULTY:--- All the In – house programs are

TRAINING AND DEVELOPMENT

EFFECTIVENESS AND FEEDBACK:--- At the

TRAINING FACILITIES AVAILABLE AT

A company’s training policy represents the commitment of its top

ORGANIZATIONAL OBJECTIVES AND

The first step in the training process in an organization is the

ASSESSMENT OF TRAINING NEEDS

NEEDS ASSESSMENT METHODS

FOR GROUP ORGANIZATIONAL ANALYSIS

Organizational goals and objectives

 Personnel / skills inventories

FOR INDIVIDUAL ANALYSIS

OBJECTIVES OF TRAINING AND DEVELOPMENT:--

 To impart to new entrants basic knowledge and skills

 To assist employees to function more effectively in their