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0601055 training need identification

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PROJECT REPORT
ON
"TRAINING NEED IDENTIFICATION"
FOR
"PUNE CENTRAL"
(A Division of Pantaloon Retail (I) Ltd.)
BY
"ROSHNI B...
ACKNOWLEDGEMENT
Its great privilege that I have done my project in such a well organized and diversified
organization. I a...
To Whomsoever It May Concern
This is to certify that Miss. Roshni Bansod is a bonafide student of our institute. He
has su...
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Hi Friends
This is supa bouy
I am a mentor, Friend for all Management Aspirants, Any query related to anything in Management, Do write me @ supabuoy@gmail.com.
I will try to assist the best way I can.

Cheers to lyf…!!!
Supa Bouy

Hi Friends
This is supa bouy
I am a mentor, Friend for all Management Aspirants, Any query related to anything in Management, Do write me @ supabuoy@gmail.com.
I will try to assist the best way I can.

Cheers to lyf…!!!
Supa Bouy

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0601055 training need identification

  1. 1. PROJECT REPORT ON "TRAINING NEED IDENTIFICATION" FOR "PUNE CENTRAL" (A Division of Pantaloon Retail (I) Ltd.) BY "ROSHNI BANSOD" Under the guidance of "DR. SHARAD JOSHI" Submitted to "University of Pune" In partial fulfillment of the requirement for the award of the degree of Master of Business Administration (MBA) (2006-2008) Vishwakarma Institute of Management Pune-48 1
  2. 2. ACKNOWLEDGEMENT Its great privilege that I have done my project in such a well organized and diversified organization. I am grateful to all those who helped and supported me in completing the project in time. First and foremost I would like to thank Mr. Sanjay Katara (Central Head) for giving me opportunity to work as a summer trainee in Pune Central (A Division of Pantaloon Retail (I) Ltd.) and there by fulfilling the requirements of our MBA course. I would also like to extend my thanks to Mr. Sunil Gaikwad for their dedicated help in gathering relevant data needed for the project work. I express my profound gratitude to Mr. Sunil Doke, my college faculty member who shared with me his valuable views and ideas and helped me in choosing the topic for my project and kept me motivated and also helped in solving queries, which I came across while doing the project. I am also thankful to our director and also my project guide Dr. Sharad Joshi for helping me in completing the project. Lastly I would like to thank all those people from HR department of Pune Central and Central staff & also my collage faculties for their valuable contribution in making this project a meaningful one. Roshni Bansod 2
  3. 3. To Whomsoever It May Concern This is to certify that Miss. Roshni Bansod is a bonafide student of our institute. He has successfully carried out his summer project “Training Need Identification” titled, at PUNE CENTRAL, PUNE. This is original study of Miss. Roshni M Bansod and important sources of data used by her have been acknowledged in her report. The report is submitted in partial fulfilment of two years full time course of Masters in Business Administration 2006-2008 as per the rule. Dr. Sharad Joshi Dr. Sharad Joshi Project Guide (VIM) Director (Vishwakarma Institute of Management) 3
  4. 4. INDEX SERIAL NO. CHAPTER NAME PAGE NO. 1 Executive Summary 01 2 Introduction 03 3 Company profile 05 4 Objective of Project 13 5 Training 14 6 Research Methodology 30 7 Analysis 32 8 Findings 49 9 Recommendations & Suggestions 51 10 Limitations of the Study 52 11 Questionnaire 53 12 Bibliography 56 4
  5. 5. EXECUTIVE SUMMARY There are new techniques and methodology of human resource development adopted by many companies which train the workers and managers to make them able to cope with these changes. One of the practices among them is training of managerial and supervisory staff which helps to increase organizational efficiency and effectiveness. Title of the project is “TRAINING NEED IDENTIFICATION for PUNE CENTRAL” Introduction: The study was conducted to find out the reasons which are responsible for the poor performance of employees and the areas where the training is required to improve the service quality of Pune Central. Company profile: In the company profile, the history and current scenario of Pune Central (A Division of Pantaloon Retail ( I ) Ltd.) has been described. Objective: 1. To identify training needs of the staff in “PUNE CENTRAL”. 2. To study the existing training practices going on in “PUNE CENTRAL”. 3. To study the effectiveness of training efforts undertaken. 4. To identify quality awareness training and the area in which most of the staff require training. 5. To identify behavioral training and the area in which most of the staff require training. 6. To identify general training and the area in which most of the staff require training. 7. To identify deficiencies in the current training practices. 8. To suggest better ways and techniques to avoid pitfalls or deficiencies if any in the existing training practices. 5
  6. 6. Research methodology The research methodology used was descriptive research. The sample size was 50. Questionnaires were get filled by sales staff at PUNE CENTRAL. Details about the data collection methods and sampling units could be seen under the topic research methodology. Analysis: Under this part the analysis of the questionnaires data which was collected has been done. Findings: • More than 80% employees don’t have past experience in retail industry before joining Pune Central. • More number of people in staff needs training for the selling skills and soft skills. • Staff members are very keen to get the training for serving a customer in professional way. Recommendations: On an average suggestion for the company is their staff is in need of deep product knowledge, communication; which includes spoken English, body language, gestures, and grooming etc. and selling skills. Pattern of training should be changed. It has fun while training like; videos, role plays etc. From my secondary observation I found that for keeping the staff motivated and enthusiastic they need some entertainment like; sports, movies, weekend party etc. There is no proper implementation of training. Some actions should be taken for the proper implementation of training given to them. 6
  7. 7. INTRODUCTION An organization’s very survival depends upon how it trains its people initially and then continues to train them, duly advancing the levels of training as time goes by. It is clear that employees need to be developed and the process of developing them never ends. Trainers are now playing an increasingly critical role in supporting individuals, teams and business management. Training is the transfer of defined and measurable knowledge or skills’. From this definition it can be seen that training activities should have objectives and method for checking whether these objectives have been met. In this modern business environment organizations are in an increasing day by day the organization need to optimize their traditional resources for achieving success in today’s competitive environment. Liberalization, privatization and globalization has brought in considerable change in market condition as well as change in social, economic and technology spheres which further enhance the challenges to human resources management. There are new techniques and methodology of human resources development adopted by the introduction of multinational companies which train the workers and managers to make them able to cope with these changes one of the practices among them is training of the managerial and supervisory staff in the latest technique this methodology has been widely accepted for increasing management competence which ultimately increases the organizational efficiency and effectiveness. 7
  8. 8. SELECTION OF THE TOPIC Selection of the topic is one of the important jobs before starting with the project work. It is difficult to decide which topic should be selected so that it would be beneficial for both the Organization as well as me so as to gain maximum practical knowledge. Human factor is one of the most valuable assets of any organization therefore; Management has to take initiative to develop employees skills, knowledge, ability, attitude, competencies, and efficiencies so as to strengthen its human resource. Training & Development activities are the main mechanism through which individual goals & aspirations can be integrated with organizational goals, such integration's can be achieved only when training & development is linked with organizational requirements, which should be carried out in a systematic manner. Taking into consideration all these points the topic selected is "TRAINING NEED IDENTIFICATION" as my project title in PUNE CENTRAL (A Division of Pantaloon Retail (I) Ltd.). Training is a cardinal tool by means of which the competency of the employees can be developed to survive in the world of cut-throat competition. In the present scenario, it is the most important requirement of every organization to have well trained employees and therefore it is one of the crucial activities of prime importance in the company. 8
  9. 9. “If we are concerned with the shortage of talents in our society, we must inevitably give attention to those who have never really explored their talent fully”. COMPANY PROFILE (PUNE CENTRAL) (A DIVISION OF PANTALOON RETAIL (I) LTD.) Name of the Company - PANTALOON RETAIL (INDIA) LTD. Founder - Mr. Kishor Biyani Listing - Pantaloon Retail is a listed company on the Bombay Stock Exchange (BSE, scrip code: 523574) & National Stock Exchange (NSE, PANTALOONR) History of the Company: Pantaloon Retail (India) Limited was incorporated as “Man’s Wear Private Limited” by Kishore Biyani on 12-October-1987, converted into a public limited company in September 1991, renamed as Pantaloon Fashion (India) Limited a year later and thereafter Pantaloon Retail (India) Limited in July 1999. The company is headquartered in Mumbai and possesses plants in Tarapur and Mumbai to manufacture garments. The company’s shares are listed on the Mumbai and National Stock Exchange. The promoters, the Mumbai based Biyani family, hold a near 50 percent equity in the company. The company has approximately 14000 shareholders. Pantaloon Retail (India) Limited, is India’s leading retailer that operates multiple retail formats in both the value and lifestyle segment of the Indian consumer market. Headquartered in Mumbai (Bombay), the company operates over 5 million square feet of retail space, has over leading formats include Pantaloons, a chain of fashion outlets, Big Bazaar, a uniquely Indian hypermarket chain, Food Bazaar, a supermarket chain, blends the look, touch and feel of Indian bazaars with aspects of modern retail like choice, convenience and quality and “Central”, a chain of seamless destination 9
  10. 10. malls. Some of its other formats include Depot350 stores across 40 cities in India and employs over 18,000 people. The company’s, Shoe Factory, Brand Factory, Blue Sky, Fashion Station, all, Top 10, mbazaar and Star & Sitara. The company also operates an online portal, futurebazaar.com. A subsidiary company, Home Solutions Retail (India) Limited, operates Home Town, a large-format home solutions store, Collection i, selling home furniture products and E-Zone focused on catering to the consumer electronics segment. Pantaloon Retail was recently awarded the International Retailer of the Year 2007 by the US-based National Retail Federation (NRF) and the Emerging Market Retailer of the Year 2007 at the World Retail Congress held in Barcelona. Pantaloon Retail is the flagship company of Future Group, a business group catering to the entire Indian consumption space. Future group Future group is India’s leading business group that caters to the entire Indian consumption space. Led by Mr. Kishore Biyani, the future group operates through six verticals: retail, capital, brands, space, media and logistics. Apart from pantaloon retail, the group’s presence in the retail space is complemented by group companies, Indus league clothing, which owns leading apparel brands like indigo nation, seculars and urban yoga, and galaxy entertainment limited that operates 10
  11. 11. bowling co, sports bar, f123 and brew bar. The group’s joint venture partners include French retailer team group, us-based stationary products retailer, staples and UK- based lee cooper. Group Company, planet retail, owns and operates the franchisee of international brands like marks & Spencer, next, debenhams and guess in India. The group’s Indian joint venture partners include Manipal healthcare, talwalkar’s, blue foods and liberty shoes. A future capital holding, the group’s financial arm, focuses on asset management and consumer credit. The group is currently developing over 50 malls and consumption centers across the country and has formed a joint venture company focusing on mall management with Singapore-based capitaland, one of Asia’s largest property companies. VISION Future group’s vision is to, “deliver everything, everywhere, every time to every Indian consumer in the most profitable manner.” The group considers ‘Indian-ness’ as a core value and its corporate credo is - rewrite rules, retain values. Future group manifesto “Future” – the word which signifies optimism, growth, achievement, strength, beauty, rewards and perfection. Future encourages us to explore areas yet unexplored, write rules yet unwritten; create new opportunities and new successes. To strive for a glorious future brings to us our strength, our ability to learn, unlearn and re-learn our ability to evolve. We, in future group, will not wait for the future to unfold itself but create future scenarios in the consumer space and facilitate consumption because consumption is development. Thereby, we will effect socio-economic development for our customers, employees, shareholders, associates and partners. Our customers will not just get what they need, but also get them where, how and when they need. 11
  12. 12. We will not just post satisfactory results, we will write success stories. We will not just operate efficiently in the Indian economy, we will evolve it. We will not just spot trends; we will set trends by marrying our understanding of the Indian consumer to their needs of tomorrow. It is this understanding that has helped us succeed. And it is this that will help us succeed in the future. We shall keep relearning. And in this process, does just one thing “Rewrite Rules. Retain Values”. GROUP VISION Future group shall deliver everything, everywhere, every time for every Indian consumer in the most profitable manner. GROUP MISSION We share the vision and belief that our customers and stakeholders shall be served only by creating and executing future scenarios in the consumption space leading to economic development. We will be the trendsetters in evolving delivery formats, creating retail realty, making consumption affordable for all customer segments – for classes and for masses. We shall infuse Indian brands with confidence and renewed ambition. We shall be efficient, cost- conscious and committed to quality in whatever we do. We shall ensure that our positive attitude, sincerity, humility and united determination shall be the driving force to make us successful 12
  13. 13. CENTRAL Shop, Eat and Celebrate Launched in May'04 at Bangalore, Central is a showcase, seamless mall and the first of its kind in India. The thought behind this pioneering concept was to give customers an unobstructed and a pure shopping experience and to ensure the best brands in the Indian market are made available to the discerning Indian customer. Central offers everything for the urban aspiration shopper to shop, eat and celebrate. Located in the heart of the city, Central believes its customers should not have to travel long distances to reach us; instead we must be present where customers frequently visit. Central houses over 300 brands across categories, such as apparel, footwear and accessories for women, men, children and infants, apart from a whole range of Music, Books, Coffee Shops, Food Courts, Super Markets (Food Bazaar), Fine Dining Restaurants, Pubs and Discotheques. The mall also has a separate section for services such as Travel, Finance, Investment, Insurance, Concert/Cinema Ticket Booking, Bill Payments and other miscellaneous services. In addition, Central houses Central Square, a dedicated space for product launches, impromptu events, daring displays, exciting shows, and art exhibitions. Central is an integral part of the city and in the long run a City should become part of CENTRAL! In a short span of its existence Central has revolutionized and redefined the shopping experience in India. At Central, customers no longer only shop, they get SHOP- ATAINED! We invite you to experience this irresistible retail destination at Bangalore, Hyderabad, Vadodara and Pune cities. Bangalore residencyroad Vadodara gendacircle 13
  14. 14. Hyderabad punjaguttaroad Pune Bund Garden UPCOMING CENTRALS IN DIFFERENT CITIES Central 2 in Pune, Mumbai, Delhi etc GENERAL MARCHANDIES: One stop seamless mall for all your needs. From national and international brands, books and music stores, lifestyle accessories and even well stocked food and grocery. PUNE CENTRAL Pune, April 8: Seeking to redefine the way Pune shops, Pantaloon Retail on Friday launched its seamless mall ‘Central’ on Bund Garden Road with 300 reputed retail brands showcasing their merchandise. Part of the Pantaloon’s varied portfolio, the ‘Central’ in Pune — which has a Food Bazaar — is spread over 1, 60,000 sq ft on five floors. Already in Hyderabad and Bangalore, the Central brand of malls contributed Rs 300 crore to the fastest-growing organized retail player’s kitty last year. In Pune, it is the second biggest with the Hyderabad one occupying 2.5 lack sq. ft. of shop floor. The glitzy structure with a base of red has apparels and accessories for almost everyone, but it’s the metro sexual man Pantaloon is targeting. Caring for smaller details like sit-in space for elders and a dedicated food court with a small Pizza Hut outlet thrown in, the Central wants to ensure there are no empty footfalls but actual purchases. Director Rakesh Biyani says the company has invested Rs 60 crore in leasing the property, merchandise, food court and the supermarket Food Bazaar. He said as a 14
  15. 15. matter of policy Pantaloon never bought property as it wanted to focus on retail management rather than supervising real estate. ‘‘We concentrate on our staff, high service levels, right product mix, strong retail brands and seamless shopping,’’ he added. COMPANY TIMELINE Major milestones 1987 Company incorporated as Manz Wear Private Limited. Launch of Pantaloons trouser, India’s first formal trouser brand. 1991 Launch of BARE, the Indian jeans brand. 1992 Initial public offer (IPO) was made in the month of May. 1994 The Pantaloon Shoppe – exclusive menswear store in franchisee format launched across the nation. 1995 John Miller – Formal shirt brand launched. 1997 Pantaloons – India’s family store launched in Kolkata. 2001 Big Bazaar, ‘Is se sasta aur accha kahi nahin’ - India’s first hypermarket chain launched. 2002 Food Bazaar, the supermarket chain is launched. 2004 Central – ‘Shop, Eat, Celebrate In The Heart Of Our City’ - India’s first seamless mall is launched in Bangalore. 2005 Fashion Station - the popular fashion chain is launched all – ‘a little larger’ - exclusive stores for plus-size individuals is launched 2006 Future Capital Holdings, the company’s financial arm launches real estate funds Kshitij and Horizon and private equity fund in division. 15
  16. 16. CORE VALUES OF COMPANY • Leadership: to be a leader, both in thought and business. • Respect & humility: to respect every individual and be humble in our conduct. • Introspection: leading to purposeful thinking. • Openness: to be open and receptive to new ideas, knowledge and information. • Valuing and nurturing relationships: to build long term relationships. • Simplicity & positivity: simplicity and positivity in our thought, business and action. • Adaptability: to be flexible and adaptable, to meet challenges. • Flow: to respect and understand the universal laws of nature. 16
  17. 17. OBJECTIVES OF PROJECT The objectives for the project are as follows: Primary Objective: 1. To identify training needs of the staff in “PUNE CENTRAL”. 2. To study the existing training practices going on in “PUNE CENTRAL”. 3. To study the effectiveness of training efforts undertaken. 4. To identify quality awareness training and the area in which most of the staff require training. 5. To identify behavioral training and the area in which most of the staff require training. 6. To identify general training and the area in which most of the staff require training. Secondary Objective: 1. To identify deficiencies in the current training practices. 2. To suggest better ways and techniques to avoid pitfalls or deficiencies if any in the existing training practices. 17
  18. 18. TRAINING Importance of developing men can be well highlighted from the following Chinese saying: “If you wish to plan for a year; sow seeds, if you wish to plan for ten years; plant trees, if you wish to plan for a life-time; develop men”. Employee training and development is not only an activity that is desirable but also an activity that an organization must commit, if it is to maintain a viable and knowledgeable work force. “Given a man a fish, he will eat it. Train a man to fish, he will feed his family”. This is a sentence, which highlights the importance of training a man; much of what people learn during their lives is a result of unplanned experience. Although this can be powerful, it is not a very efficient way of learning. If what is to be learned can be described than activities can be planned that will facilitate learning by making it easier and quicker. Training attempts to improve skills or to add to the existing level of knowledge so that the employee is better equipped to do his present job, or to prepare him for a higher position with increased responsibilities. It is a process by means of which the aptitudes, skills and capabilities of individual employees to perform specific jobs are increased. Training involves learning, but it is rather more than that. Training implies learning to do something and, when it is successful, it results in things being done differently. Within organizations, the investment in training is intended to result in increased effectiveness at work. Training can be defined as: "A process which is planned to facilitate learning so that people can become more effective in carrying out aspects of their work". 18
  19. 19. DEFINITIONS According to juices "The term training is send to indicate the process by which the aptitude, abilities & skills of the employees to perform specific job are increased" According to Flippo "Training is an act of increasing the knowledge & skills of an employee for doing a particular job" According to J.P.CHAMPBELL Training refuges only to instruction in the technical and mechanical questions specifically stated training to organization procedure by which people learn knowledge and skill for definite purpose. According to L.L.STEINMETZ TRAINING is short term process utilizing a systematic and organized procedure by which non managing personnel learn technical knowledge and skill for definite purpose. 19
  20. 20. NEED AND PURPOSE OF TRAINING The need and purpose of training can be explained as under: • To increase productivity and performance • To increase quality of work and output • To help the organization to fulfill its future personnel needs • To reduce the rate of accidents and to improve health and safety • Optimized use of available resources • To reduced manpower obsolescence and absenteeism • Reducing grievances • To improve quality since better informed workers are less likely to make operational mistakes • To enhance employee motivation and improve employee morale • To make possible an increase in compensation indirectly through opportunities for internal promotions arising out of better knowledge, understanding and competence • Bringing about financial rewards • Personal growth of individual employees. 20
  21. 21. TRAINING PROCESS Training Needs Analysis:- The TNA process provides objective information and strategic guidance at every stage of training to help you measure and manage the progress. In the organization training team would work closely with your project teams to understand the objectives and determine business needs. We will map out the learning requirements based on the needs, assess current knowledge levels to identify the gap and write up the training recommendation. Design Phase:- After understanding that training is the potential solution, in the organization training team will plan the method to reach the objectives which were determined from needs analysis. We draw in the main points to achieve the objective and plan them in logical and teachable chunks. At the end of the design phase, a training schedule is planned to be rolled out. Development Phase:- During the development phase, we create materials for learners and trainers based on the design phase which was derived originally from the objectives of the training needs analysis. Materials like Agenda, PPT, Instruments, trainer s notes, handouts, pre-tests and post tests learners evaluation and assessment 21 Training Needs Analysis Design Phase Development Phase Training Delivery Evaluation
  22. 22. Training Delivery:- To achieve the objectives, training is delivered to the learners using adult learning principles by encouraging participation and sharing of knowledge through facilitation. Evaluation:- To gauge the effectiveness of the training and achieve the set objectives, we evaluate our training through trainer, learners, meeting with supervisors after the training and assessment questionnaires. Donad Kirkpatrick four level frameworks is used as a model to provide concrete feedback. 22
  23. 23. TYPES OF TRAINING 1) OFF-THE-JOB METHODS: Off the job training simply mean that training is not a part of every day job Activity. The actual location may be in the company classrooms or in places, which are own by the company or in universities, or associations, which have no connections with the company. These methods consist of: a) Lectures; b) Conferences; c) Group discussions; d) Case studies; e) Role playing; f) Program instructions; g) T- group training h) Business Games i) Sensitivity Training 23
  24. 24. 2) ON-THE-JOB TRAINING: This is a basic system, which must be utilized to some degree by all organizations. Here, the trainee is put on the job itself and a supervisor corrects his errors as they occur. The main advantages of this method are: a) It strongly motivates the trainee to learn; b) It is a real situation and not at all critical. The main limitation in this technique is that its success depends upon the immediate supervisor to a great extent. This means that in case of on-the-job training, personnel department has a great responsibility for making a good, effective teacher out of every supervisor. METHODS OF TRAINING 1) VESTIBULE TRAINING: Here, the trainees use the same type of equipment, materials and machinery and follow the same type of procedure, which they would use if they were doing the task on the actual work place. In other words, in vestibule training an attempt is made to duplicate as nearly as possible the actual material equipment and conditions found in real work. But unlike on-the-job training the training area is actually away from work place in vestibule training. This training method is particularly appropriate where a large number of employees are to be trained at the same time for the same kind of work. Depending upon the complexity of the job to be learnt, training program may last for a few days or several months. The most obvious disadvantage of vestibule training is the high cost of providing duplicate equipment that is used solely for this training. Such a set up may be more costly if only a few workers are in the program at one time. 24
  25. 25. 2) JOB ROTATION: Job rotation is a frequently used training method in industry. The major objective of job rotation is to broaden an employee's exposure as well as experience in the organization. The basic principle underlying job rotation is that, if the trainee is rotated periodically from one job to another, he will gather more experience concerning skills and knowledge. The advantages of a planned job rotation are: a) It demonstrates the nature and significance of management principle, since the rotated man will find that he can transfer learning from one job to another; b) Training takes place in practical situation; c) It stimulates a more co-operative attitude by exposing a man to the other fellow's Problems and viewpoints The primary disadvantage of this method is that productive work may suffer because of sudden disruption caused by the change of job. Secondly, the amount of knowledge required during such a small period of time is also questioned. 3) DEMONSTRATIONS AND EXAMPLES (LEARNING BY SEEING): In the demonstration method, the trainer describes and displays something, as when he teaches an employee how to do something by actually performing the activity himself and by going through a step-by-step explanation of "Why" and "What" he is doing. Demonstrations are very effective in teaching because it is much easier to show a person how to do a job than to tell him or ask him to gather instruction from the reading material. Demonstrations are often used in combination with lectures, pictures, text material, discussions, etc. 25
  26. 26. 4) SIMULATION: Simulation is a technique, which duplicates, as nearly as possible, the actual conditions encountered on a job. The vestibule training method is an example of business simulations. Simulation techniques have been most widely used in the aeronautical industry. Trainee’s interest and employee motivation is both high in simulation exercises because the actions of a trainee closely duplicate real job conditions. This training is essential in cases in which actual on-the-job practice might result in a serious inquiry, a costly error, or the destruction of valuable material or resources. It is for this reason that the technique is a very expensive one. 5) APPRENTICESHIP: For training in crafts, trades and in technical areas, apprenticeship training is the oldest and the most commonly used method, especially when proficiency in a job is the result of a relatively long training period of 2 years to 3 years for persons of superior ability and from 4 years to 5 years for others. A major part of training time is spent on-the-job productive work. The merits of this method are: a) A skilled work force is maintained; b) Immediate returns can be expected from training; c) The workmanship is good; d) The hiring cost is lower because of reduced turnover and lower production costs. The loyalty of employees is increased and opportunities for growth are frequent. 26
  27. 27. TRAINING NEED IDENTIFICATION TRAINING NEED: A training need is the gap between the knowledge skill and attitude that the job demands, on the knowledge, skills and attitudes already possessed by the trainee .it exist at all levels of the organizations .it so only an employee on one or the other aspect which changes whether one is growing a new chairman as instructing an operator, given knowledge skill and attitudes or the chosen criteria around which all jobs based in the assessment of training needs. It is possible to over stress the need for overall view if the company s aims, objectives and man power needs, given the exercise other determines the priorities for implements training which can off course be critical IDENTIFYING TRAINING NEEDS: One of the fundamental requirements of any business is to identify the organization needs clearly. Introduction - Training need identification is a tool utilized to identify what educational courses or activities should be provided to employees to improve their work productivity. To emphasize the importance of training need identification the focus is on the following areas: - 1. To pinpoint if training will make a difference in productivity and the bottom line. 2. To decide what specific training each employee needs and what will improve his or her job performance. 3. To differentiate between the need for training and organizational issues and bring about a match between individual aspirations and organizational goals. 27
  28. 28. Identification of training needs (ITN) is important from both the organizational point of view as well as from an individual's point of view. From an organization's point of view it is important because an organization has objectives that it wants to achieve for the benefit of all stakeholders or members, including owners, employees, customers, suppliers, and neighbors. These objectives can be achieved only through harnessing the abilities of its people, releasing potential and maximizing opportunities for development. Therefore people must know what they need to learn in order to achieve organizational goals. Similarly if seen from an individual's point of view, people have aspirations, they want to develop and in order to learn and use new abilities, and people need appropriate opportunities, resources, and conditions. Therefore, to meet people's aspirations, the organization must provide effective and attractive learning resources and conditions. And it is also important to see that there is a suitable match between achieving organizational goals and providing attractive learning opportunities. Objective - Also in order to bring synchronization between organizational and individual objectives people need to question the way they do things. And this is precisely the hidden objective behind any training need identification process. It should ideally be a long-term process of encouraging employees to take an active involvement in their own development, thus increasing their commitment to learning, to their work, and to the organization as a whole. 28
  29. 29. DIFFERENT LEVELS OF IDENTIFYING TRAINING NEEDS Identification of training needs can be done at three levels to ascertain three kinds of needs: - 1. Organizational Needs These concern the performance of the organization as a whole. Here identification of training needs is done to find out whether the organization is meeting its current performance standards and objectives and if not, exploring ways in which training or learning might help it to do so. Sometimes organizational training needs are also identified when the organization decides that it has to adopt a major new strategy, create a new product or service, undergo a large-scale change program, or develop significant new relationships, such as joining with others to form new partnerships. 2. Group Needs Since working in groups and teams have become very much prevalent in today's corporate world that is why nowadays there is increased emphasis given on team effectiveness and team performance. So training needs are now a days even identified at the group level. Training needs here are concerned basically with the performance of a particular group, which may be a team, department, function, sub-unit, or so on. Information about this group’s performance may identify areas of need - which, again, may be for training or other interventions. It is used to find out how efficiently a particular team or group goes about its business and meets its current objectives. 3. Individual Needs These concern the performance of one or more individuals (as individuals, rather than as members of a group). Here identification of training needs is about finding out to what extent individuals need to learn or be trained in order to bring their current 29
  30. 30. performance up to the required level as a result of changes in methods and processes that call for new competencies and skills. It also sees to it that there is continuous improvement initiative taken by them. Moreover it also helps to find out whether individuals are comfortable in working across boundaries, with people from different backgrounds and different perspectives. This is especially important because there is so much work force diversity observed today in organizations that it has become impossible to retain workforce, which is not flexible enough to accommodate such changes into their daily work schedule. SOURCES FOR IDENTIFYING TRAINING NEEDS There are three sources for identifying training needs. Although they are independent sources for gathering the necessary data but it is usually beneficial if they are considered complementary to one another. The three sources are as follows: - 1. Job Profile It is a comprehensive description of all the functions and the responsibilities that a person has to carry out in due course of his job. It is very common for us sometimes to find that people of a particular department more or less perform the same kind of job and therefore a comparative study can be done on their performance to pinpoint on the training needs of those people who have not performed up to the mark. In order to do this; first we need to break up the functions and responsibilities into categories. Next we have to classify these tasks/activities on the basis of their relative importance to the nature of the job. And lastly we can compute a priority listing of these tasks in order to have a catalogue of knowledge, skills and attitudes required for effective performance of the job. 30
  31. 31. 2. Experiences of the training agency It is very common for organizations nowadays to hire professional training agencies in order to look into the training matters. However, earlier experiences can only serve to facilitate the process. It cannot be the sole basis, as training needs of majority of organizations are very specific. 3. Pre-training survey of the participant's needs A pre-training survey is nothing but a survey of the needs and expectations of the participants well in advance of the program. In this exercise it is better to include the superiors also as they are in a good position to provide necessary data on the training needs of their associates, especially in context of their performance. This is done with the help of a structured questionnaire in order to reflect the genuine desire to involve the participants and the organization in the planning process. OVERALL PROCESS IN BRIEF Step 1: Define and chart part of the organization in which the work has to be done. It is to have a focused approach of the study. It could either be a particular department, a section, a unit, a specific group or a staff category. Step 2: Use various data collection measures to collect both qualitative as well as quantitative data. Step 3: Analyze the entire data collected in order to find out causes of problem areas and priorities areas, which need immediate attention. Step 4: Priorities the different training programs according to the responses collected. 31
  32. 32. Step 5: Record and file the entire data so that it can be used for future reference while designing the training programs / training calendar. BENEFITS OF NEEDS ASSESMENT Needs assessment helps diagnose the causes of performance deficiency in employees that require remedial actions. This being a generalized statement there are certain specific benefits of needs assessment. They are as follows: - • The organization is informed about the broader needs of the participants. Through this process it may be possible that certain new training programs, which were, previously not in their list may come to the forefront. • The organization is able to reduce the perception gap between the participant and his/her boss about their needs and expectations from the training program. • The organization is also able to pitch its course input closer to the specific needs of the participants. • It also saves a lot of money for the organization as otherwise money is just unnecessarily wasted on those training programs, which are either not needed by the employees or they have no interest in undertaking them. • Lastly, time, which is the most important resource today, is also saved, as the training programs conducted are the ones, which are actually needed by the participants. 32
  33. 33. TRAINING PROGRAMMES CONDUCTED AT “PUNE CENTRAL” The company gives training to the employees to enhance their skills so that they can achieve the overall objectives of the company. Training has been given a lot of importance here. The training programs have the following pattern: • Induction Training: In this training program all the information about the theme and concept is given to the employees. • Store Communication: This training helps to improve the ability of employees to interact with customers more conveniently. This program gives all the knowledge about the store, i.e. which thing is where. So that employees can direct the customers about their doubts if any. • Selling Skills: This training gives idea about how to sell the products to the customers. This helps to increase the convincing power of employees. This tells the employees the main thing that “the customer is a king”. • Brand Knowledge: This includes all the in-house brands of “Pantaloon Retail (I)”. 33
  34. 34. RESEARCH METHODOLOGY Research Methodology is a systematic method of discovering new facts or verifying old facts, their sequence, inter-relationship, casual explanation and the Natural laws which governs them. Research Methodology explained by Redman and Mory are as follows Systematized effort to gain new knowledge, Research Methodology is original contribution to the existing stock of knowledge, making for its advancement. It is the purist of truth with the help of study; Observation, comparison and experiment. In short it also covers the systematic Method of finding solution to a problem are research. It also covers the systematic Approach concerning generalization and the formulation of the theory. Different stages involved in research consists of enacting the problem, formulating a hypothesis, collecting the facts or data, analyzing the facts and reaching certain conclusion either in the form of solution towards the concerned problem or in generalization for some theoretical formulation. Sampling plan for the project Geographical/sample area : Pune Sampling unit : Pune Central Sample size : 50 questionnaires In Research Methodology mainly Data plays an important role. The Data is divided in two parts: a) Primary Data. 34
  35. 35. b) Secondary Data. Primary Data is the data, which is collected directly by direct, personal interview, indirect oral investigation, Information received through drafting a questionnaire. Secondary Data is the data, which is collected from the observations, various books and material, reports, etc. The data which is stored in the organization and provide by the HR people are also secondary data. Different information are taken out regarding that subject as well other subject from various sources and stored. The last years data stored can also be secondary data. This data is kept for the internal use of the organization. The HR manual is for the internal use of the organization they are secondary data which help people to gain information. In this report the data plays a very crucial role. For this report the data was provided to me by HR department of the organization. The Primary and Secondary data which is specified above was provided by: a) Administration HR Department b) Floor managers and Department managers c) Sales staff Due to discussion with these people a lot of data as well latest information was known by these people who was very beneficial and was primary data to me. The questionnaires (the primary data) were the main key which helps to analyze data. This is the Research Methodology used in the project. The primary and secondary data method has been used in this project. Unless the data is collected no project can be complete. So both these data is very important in the project. ANALYSIS 1. From how many months you are in Pune Central? Duration (in months) 0-6 7-12 13-18 19-24 25-30 Number of respondents 13 8 17 5 7 Percentage % 26 16 34 10 14 35
  36. 36. Working Period of Employees in Pune Central 10% 14% 16% 34% 26% 0-6months 7-12months 13-18months 19-24months 25-30months Interpretation: My analysis from the above question is that around 34% of the staff in a “Pune Central” is working from 13-18 months. So they have much knowledge of serving a customer. 2. Do you have any past experience in any other Retail company? Experience Yes No Number of respondents 7 43 Percentage % 14 86 36
  37. 37. Past Experience of Pune Central Employees 14% 86% Yes No Interpretation: From the above Graph it can be clearly inferred that the staff is experienced but not in the relevant field. More than 80% of the employees don’t have experience in retail but it is in marketing. 3. How will you rate the importance of customer service? Very important----5----4----3----2----1----Least important Rating 5 4 3 2 1 Number of respondents 32 18 0 0 0 Percentage 64 36 0 0 0 37
  38. 38. Importance of customer service 64% 36% 0%0%0% Rating 5 4 3 2 1 Interpretation: From the above graph it is clear that employees response for the importance of customer service is maximum on the parameter for very important, i.e. 64% responded in the parameter as number 5 it means according to them customer service is very important. Remaining 36% rated it as number 4. 4. How do you rate your customer service level when attending customer? Excellent-----5-----4-----3-----2-----1-----Poor Rating 5(Excellent) 4 3 2 1(Poor) No. of respondents 20 27 3 0 0 Percentage 40 54 6 0 0 38
  39. 39. Service Level of Employees 40% 54% 6% 0%0% Rating(Excellent) 5 4 3 2 (Poor) 1 Interpretation: More than 50% employees of the Pune Central rate their customer service level on the rating bar as 4. It means they need some training while 40% feel that their customer service level is excellent. 5. How do you rate your confidence level when attending customer? High-----5-----4-----3-----2-----1-----Low Rating 5(High) 4 3 2 1(Low) No. of respondents 30 16 4 0 0 Percentage 60 32 8 0 0 39
  40. 40. Empolyees Confidence Level 60% 32% 8% 0%0% Rating 5 (High) 4 3 2 1(Low) Interpretation: 60% of the employees feel that their confidence level is high and they rated themselves on the rating bar as 5 while 32% rate themselves on the rating bar as number 4, just below the high level. 6. Are training sessions important? Options Yes No Number of respondents 50 0 Percentage % 100 0 40
  41. 41. Responce of Staff for Training Need 100% Yes Interpretation: From the above Graph it can be clearly inferred that the level of demand about the training programs is very good. 100 % response is there for training. So they will be aware about the latest happenings and new arrivals in the retail sector. 7. Are you satisfied with the training provided to you? Options Yes No Number of respondents 2 48 Percentage % 4 96 41
  42. 42. Level of Satisfaction from Training 96% 4% yes no Interpretation: The record shows that most of the staff in Central is satisfied with the training provided to them. On an around 4% employees don’t find it satisfactory. Remaining is happy with training format, training pattern and with their trainer. 9. What motivate you to come for training (any one) * Your manager * Your desire for improvement * Trainers way of delivery * Environment of place Motivation Factor A B C D 42
  43. 43. Number of respondents 5 41 4 0 Percentage % 10 82 8 0 Motivational Factor for Training 10% 82% 8% 0% Manager ( A ) Desire For Improvement ( B ) Trainer ( C ) Environment ( D ) Interpretation: The above analysis shows that the main reason for, why staff feels to go for training is because they want to improve their performance. They feel like enhancing their own skills, aptitude, capabilities and capacity. 10. How would you rate the program overall? Very useful 5 4 3 2 1 Least useful Very interesting Of little interest 5 4 3 2 1 43
  44. 44. 0 5 10 15 20 25 1(5) .75(4) .5(3) .25(2) 0(1) Rating of Training Programme by Staff Useful( A ) Interesting ( B ) Interpretation: From the above graph it is inferred that employees are satisfied to a great extent with training provided to them. They find this training program very useful for their growth and very interesting. 11. To deal with customer what kind of training you need most? * Induction * Soft skills * Selling skills * Brand knowledge Options A B C D Number of respondents 3 14 22 11 Percentage % 6 28 44 22 44
  45. 45. Needed Training to Deal with Customer 6% 28% 44% 22% Induction Softskill Sellingskill Brandknwledge Interpretation: From the above records it is seen that “selling skill” training is demanded by the staff. Staff feels that if they will be trained in selling the product available in mall they can help in increase the business. 12. Which other training apart from “Induction, Soft skill, Selling skill, Brand knowledge” you think you would like to go through? From my survey I found that, from the sample of 50, 21 (i.e. 42%) are satisfied with the training provided. They said that it is enough for them; they want no further addition in it. But remaining 29 people (i.e. 58%) have many suggestions; these are as follows according to the preference of staff: 45
  46. 46. 1. Deep Brand Knowledge: - Staff wants the knowledge of all the brands available in a mall. In this they want practical of all the products, means they want to feel the fabric, how is it made, what type of thread is being used in it, etc. 2. Personality Development 3. Spoken English 4. HR Policies of the company 5. Future Prospects 6. How to Handle Cash Counter & CSD(Customer Service Desk) 7. Stock Available in a Mall 8. Everyday Sales Report Generation 9. All the Discounts Available or being Planed to Offer 13. Which skills would you find important for your professional development? (Rate as 5 being highest and 1 being lowest) * Soft skill (Body language, Postures) 5-----4-----3-----2-----1 * Presentation skill 5-----4-----3-----2-----1 * Negotiation skill 5-----4-----3-----2-----1 * Customer service (Selling skill) 5-----4-----3-----2-----1 Options A B C D Number of respondents 4 12 9 25 Percentage % 8 24 18 50 46
  47. 47. Perffered Skill For Professional Development 4 12 9 25 0 5 10 15 20 25 30 Soft skill( A ) Presntation skill( B ) Negotiation skill( C ) Customer service( D ) Interpretation: Above graph shows that 50% of the employees feel to have training for customer service, which they feel to be very important for their future growth as well as for company too. 14. What mode of training you think will be more effective? * Lectures * Role playing * Case studies * Videos Options A B C D Number of respondents 5 17 5 23 Percentage % 10 34 10 46 47
  48. 48. 5 17 5 23 0 5 10 15 20 25 Lectures( A ) Roleplay( B ) Casestudy(C) Videos( D ) Preffered Mode of Training Interpretation: The above analysis shows that staff wants training in the form of videos and the second preference by staff for the mode of training is role-plays. They want training in such a form so that they can enjoy and learn also while training. 15. What training format would be more convenient for your needs? * Daily * Weekly * Fortnightly * Monthly Options A B C D Number of respondents 0 18 15 17 Percentage % 0 36 30 34 48
  49. 49. Preffered Format of Training 0% 36% 30% 34% Daily Weekly Fortnightly Monthly Interpretation: The demand of training from staff is weekly and their second choice is monthly training, so that they can try to implement in the mid time. 16. Being an experienced staff, do you feel need of training at a regular interval? a. Yes b. No Options Yes No Number of respondents 27 7 49
  50. 50. Demand of Training by Experienced Staff 27 7 (a) Yes (b) No Interpretation: In my project my sample size is 50 and out of 50, 34 people have experience. The above analysis denotes that experienced staff also needs training to increase their skills and capabilities to perform the job in a better way. (a) If yes, then in which area--- a. Communication b. Product Knowledge c. Selling skills d. Buyers Behavior Options A B C D E Number of respondents 4 10 3 8 2 50
  51. 51. Responce of Experienced Staff for the Area of Training 7% 15% 37% 11% 30% Communication( A ) Product Knwledge( B ) Selling Skill( C ) Buyers Behaviour( D ) I am Perfect( E ) Interpretation: The above record shows that experienced staff needs training in the area of Product knowledge. This is most demanded topic of training in Pune Central and staff is in need of it because now a day customers inquire about the product they are buying contains what features. (b) If no, then why? Options A B Number of respondents 1 6 51
  52. 52. Reason for Saying No to the Training by Experienced Staff 1 6 Enough Experience( A ) Repetition( B ) Interpretation: This shows that out of 34 experienced people 7 are saying no for the training because most of them feel that there is only repetition it. FINDINGS As per the analysis of the research done I have identified some important points regarding the training need. These points are identified when all the related questions from the analysis part were analyzed collectively. 52
  53. 53. In the objectives of the project it is clearly mentioned that I have to find out “quality awareness, behavioral and general training practices” and the area in which staff requires training. From my analysis I have the under mentioned findings in corresponding areas of training. 1. QUALITY AWARENESS Product knowledge- According to the analysis of the questioners it is clear that the product knowledge among the employees is less. They also demand the training for product knowledge in a practical manner. 2. BEHAVIOURAL Soft Skills- This training consists of communication skill, Body language, Postures & Gestures etc. I analyzed that fresher as well as experienced employees are not easy while communicating with customers. Presentation skills- Due to the lack of regular and practical training of presentation skills sales staff is not performing well while dealing with customer. 3. GENERAL Training for parking staff & guards- They are the first one who interacts with the customers. They put a first impression on customers. According to my secondary observation training provided to them is near to the satisfactory level and they are implementing it too. 53
  54. 54. 4. More than 34% of the sales staff is working in Pune Central for more than 1 year. 5. More than 80% employees don’t have past experience in retail industry before joining Pune Central. 6. 100% staff is satisfied with current training program. 7. More number of people in staff needs training for the selling skills and soft skills. 8. Staff members are very keen to get the training for serving a customer in professional way. 9. Employees want training weekly and in video mode. 10. Many employees are not easy with the English language. RECOMMENDATIONS & SUGGESTIONS 1. Training for Product knowledge should be given practically. 2. Communication skill is not up to the mark. There is a requirement for the proper training of employees in the field of communication; which includes spoken English, body language, gestures, grooming etc. 54
  55. 55. 3. There should be more emphasis on video format of training. 4. From my secondary observation I found that for keeping the staff motivated and enthusiastic they need some entertainment like; sports, movies, weekend party etc. 5. There is no proper implementation of training. Some actions should be taken for the implementation of training given to them. 6. Training program should be held weekly so that employees will not feel bored and they can easily remember it. 7. Many employees are not easy with the English language. So there is a need to give them separate training for spoken English. LIMITATIONS OF THE STUDY Every research has its limitations because of some particular reasons in the organization. There are some limitations in my study also. 1. My study is limited only to know the feedback of employees about “training and development” program. 55
  56. 56. 2. My sample size is only limited for 50 number of employees only. QUESTIONNAIRE FOR STAFF Date: / /2007 Name : ………………………………… Emp.ID: …………… Level : …… 1. From how many months you are in Pune Central? [ ] 56
  57. 57. 2. Do you have any past experience in any other Retail company? [ ] 3. How will you rate the importance of customer service? Very important----5----4----3----2----1----Least important 4. How do you rate your customer service level when attending customer? Excellent-----5-----4-----3-----2-----1-----Poor 5. How do you rate your confidence level when attending customer? High-----5-----4-----3-----2-----1-----Low 6. Are training sessions important? [ ] 7. Are you satisfied with the training provided to you? [ ] 8. How many training sessions you have attended till now? [ ] 9. What motivate you to come for training (any one) * Your manager [ ] * Your desire for improvement [ ] * Trainers way of delivery [ ] * Environment of place [ ] 10. How would you rate the program overall Very useful 5 4 3 2 1 Least useful Very interesting Of little interest 5 4 3 2 1 57
  58. 58. 11. To deal with customer what kind of training you need most * Induction [ ] * Soft skills (body language, postures) [ ] * Selling skills [ ] * Brand knowledge [ ] 12. Which other training apart from “Induction, Soft skill, Selling skill, Brand knowledge” you think you would like to go through? _____________________________________________________________________ _____________________________________________________________________ 13. Which skills would you find important for your professional development? (Rate as 5 being highest and 1 being lowest) * Soft skill (Body language, Postures) 5-----4-----3-----2-----1 * Presentation skill 5-----4-----3-----2-----1 * Negotiation skill 5-----4-----3-----2-----1 * Customer service (Selling skill) 5-----4-----3-----2-----1 14. What mode of training you think will be more effective * Lectures [ ] * Role playing [ ] * Case studies [ ] * Videos [ ] 15. What training format would be more convenient for your needs? * Daily [ ] * Weekly [ ] * Fortnightly [ ] * Monthly [ ] 16. Being an experienced staff, do you feel need of training at a regular interval? a. Yes b. No 17. If yes, then in which area--- 58
  59. 59. e. Communication f. Product Knowledge g. Selling skills h. Buyers Behavior 18. If no, then why? _____________________________________________________________________ _____________________________________________________________________ Signature of Employee *Thank you* BIBLIOGRAPHY BOOKS REFERRED AUTHOR 1. Employee Training and Development Raymond A Noe (3rd Edition) 59
  60. 60. 2. Training and Development S.K.Bhatia 3. Human Resources Management C. B.MAMORIA 4. Human Resources Management Dr. ANJALI GAHANEKAR WEBSITE REFERRED: www.google.com www.trainingprogram.com www.pantaloon.com www.coolavenues.com/know/index.php3 60

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