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A Project Report
ON
TRAINING AND DEVELOPMENT
IN
CAPITAL IQ INFRA SERVICES PVT LTD.
BY
M. SWETHA
HTNo: 098-060-128
Project submitted in partial fulfillment for the award of the Degree ofMASTER OF BUSINESS ADMINISTRATION
by
Osmania University, Hyderabad -500007
1
DECLARATION
I hereby declare that this Project Report titled TRAINING AND
DEVELOPMENT submitted by me to the Department of Business
Management, O.U., Hyderabad, is a bonafide work undertaken by me and it
is not submitted to any other University or Institution for the award of any
degree diploma/ certificate or published any time before.
Name and Address of the Student Signature of the Student
M.SWETHAFlat no 506 , KK Madduri Mansion Kothapet, Hyderabad
2
Abstract
Employee training is the important sub-system of Human Resource development.
Employee training is a specialized function and is one of the fundamental operative
functions for Human Resource Management.
Every modern Industry, We Want start any industry the basic Factors are very much
essential, these are, men, money, material, Marketing, machinery, out of these five, men
is playing on important Role in every organization. Without man power we cannot run
an Industry. So, every modern management has to develop the organization through
human resource development.
CAPITAL IQ provides maximum priority to empower manpower, creating knowledge
and evolving leaders. Organization structure will be follows and will be strengthened
further based on support, advice and demand from customers.
3
ACKNOWLEDGEMENT
I would like to thank Mr. T. Raghava Reddy Director and Ms. B.
Indira Principal, St. Paul’s P.G.College, for their whole hearted
cooperation.
I feel it as a great privilege to express my profound respects, deep
sense of gratitude to project guide Lecturer Mr. Anand Sony St.
Paul’s P.G. College, who guided me throughout my project with
constant cooperation, encouragement and motivation.
I would like to thank Mr. HariNarayana Manager human resources and
other staff members of CAPITAL IQ infra services pvt ltd. with out their
kind cooperation and help the project could not have been successful. I
sincerely acknowledge all the people mentioned above, without whose
cooperation, I couldn’t have completed my project successfully.
M. Swetha
H.T.No.098-06-0128
4
Table of contents Page NO
1. INTRODUCTION
a) Research Problem 1
b) Objectives 2
c) Methodology 3
2. REVIEW OF LITERATURE
1. Introduction 5
2. Importance of training 7
3. Training Objectives 10
3. THE COMPANYCompany Profile 24
4. DATA ANALYSIS & PRESENTATION 35 Interpretations
5. Activities 59
6. SUMMARY & CONCLUSIONS 65
7. BIBLIOGRAPHY 66
8. AppendixOrganisation Structure 68
5
Chapter - 1
6
Research Problem:
The research study is on training and development in the organization as it plays a vital
role in any organization. To know how training is done in the organization. What type of
training programs they are following and how effective they are in the organization.
Need for Study:
The need for study is to know How effective training in the organization is and to what
extent they are useful. Also to find out the gaps in training and development system (if
any) and to give suitable suggestions and recommendations.
Study was carried out at CAPITAL IQ TELECOM INFRA PVT. LTD
Sample design
Sampling: carried out with Civil Executive, Employees & Workers.
Sample size: 100
Period of Study: The period of study is 45days
Objectives:
The following are the objectives of this present study.
1. The main objective is to study the training and development
system existing in CAPITAL IQ.
2. To identified the training programs of CAPITAL IQ
7
Methodology
Primary Date: The primary data is collected through administration of schedule and the
items in this schedule are framed carefully and clearly.
Secondary Data: The secondary data has been collected from annual reports, partly from
records and library sources. Some information is gathered by personal talks with the
concerned officials.
Sampling: The sampling purpose only 3 designations the name of designations are Civil
Executive, Employees & Workers. The total samples 100. The sample is drawn equally
from these five departments through Simple random Sampling technique.
8
Chapter - 2REVIEW OF LITERATURE
9
Introduction
A n a l y s i s o f d a t a :
The primary data collected through schedules are grouped and all the items in the
schedule are tabulated for the purpose of the study. Simple arithmetic calculations are
used for analysis of the data.
Employee training is the important sub-system of Human Resource development.
Employee training is a specialized function and is one of the fundamental operative
functions for Human Resource Management.
Every modern Industry, We Want start any industry the basic Factors are very much
essential, these are, men, money, material, Marketing, machinery, out of these five, men
is playing on important Role in every organization. Without man power we
cannot run an Industry. So, every modern management has to develop the organization
through human resource development.
After an employee selected, placed and introduced he\she must be provided with training
facilities.
Meaning:
Training is the act of increasing the knowledge and skills of an employee for doing
particular job
Training is a short-term educational process and utilizing a Systematic and organized
procedure by which employees learn Technical knowledge and skills for a definite
purpose.
Training is a continuous and life long process. Right from the time a child is born he
starts receiving training from the time his mother for a variety of needs. So, that he
becomes a social being. His training continues in the school and the college situations.
10
Importance of training:
The importance of human resource management to a large extent depends on human
resource development. Training is the most important technique of human resources
development.
No organization can get a candidate who exactly matches with the job and the
organizational requirements. Hence training is Important to develop the employee and
make him suitable to the job.
Jon and organizational requirements are not static, they are changed from time to time in
view of technological advancement and change in the awareness of the Total ; Quality
and Productivity Management (TQPM). The objectives of the TQPM can be achieved
only through training, as training develops human skills and efficiency.
Training employees would be a valuable asset to organization Organizational objectives
like viability, stability and growth can also be achieved through training. It is also
important significant part of management control.
The training employees invite organizational change and ready to take up any type of
assignment. The success of any organization, to a greater extent depends on the amount,
qualitative and timely training provided by an organization.
Need for Training:
Every organization big or small productive or non productive, economic or social, old or
newly established should provided to all employees irrespective of their qualification,
skills, suitability for the job etc. Thus, no organization can choose whether or not to train
employees.
The needs has been recognized as an essential activity not only Of management in public
and private sectors but also of trade unions, Academic institutions, professional bodies
and the various department And agencies of the Government.
Training is used continuously in every well run establishment further, technological
changes, automation has to retrain the old Employees.
11
The need for training arises due to the following reasons:
1) Sub optional performance of organizational in public, government and private
sectors.
2) The every-increasing gap between planning and implementation of
Projects.
3) Technological change necessitating acquisition of new skills.
4) Qualitative change in the form of proffessionalization of managerial staff
And workmen.
5) Need for individuals and organization to grow at rapid pace.
6) To meet challenges of global competition.
7) Need for Human Relations is necessary to deal with human problems
(Including alienation, inter personal and inter- group conflicts etc)
Training Objectives:
Generally line managers ask the personnel manager to formulate the training
policies. The personnel manager formulates the following Training objectives in keeping
with the company’s goats and objectives.
a) To prepare the employee both new and old to meet the present as well as
changing requirements of the job and the organization.
b) To prevent obsolescence.
c) To impart the new entrants the basic knowledge and skill they need for an
intelligent performance of definite job.
d) To prepare employees for higher level tasks.
12
e) To assist employees to function more effectively in their present Positions
exposing them to the latest concepts, information and techniques and
developing the skills they will need in their particular fields.
f) To build up a second line of competent officers and prepare them to occupy
more responsible positions.
g) To develop the potentialities of people for the next level job.
h) To ensure smooth and efficient working of a department.
Training and Education:
Training is concerned within increasing the technical knowledge and
operative skills in doing a particular job. Hence, mostly employer trains their employee
for a particular job.
But the scope of education is broader. It includes acquiring not only technical skills and
knowledge, but also behavioral skills and knowledge, general knowledge, social
knowledge and the like. Thus, education is to develop individuals. It is concerned with
the changing environmental political and social developments. Education is not only
through former instruction in the educational institute, but also through trading,
observation, awareness and so on and so forth.
Training is through vocational and training institutes particularly referring to a job
(or) a craft. Training normally has a more immediate and specific utilitarian purpose.
Whereas education has long run and general utility.
Training from education as they are closely inter related that means training is part of
education.
According to Date Yoder:
“The use of terms training and development in today’s employment setting is for more
appropriate than training alone since human resource can exert their full potential only
when the learning process goes for beyond simple routine.
13
Areas of training:
Organization providing to their employees in the following areas.
1) Company Policies and Procedures:
This areas of training is to be provided with a view to acquiring the new employees
with a view to acquiring the new employees with the company Rules, practices,
procedures, tradition, Management organization structure, Environment product,
service offered by the company etc. it is nothing but induction. Some companies the
capable induction programme is divided into two phases in the first phase, induction
is done by the personnel department, second phase induction is done by the
supervisor.
1) Job Training:
The object of job training is to increase the knowledge of workers about the job with
which they are concerned. So that their efficiency and skill of performances are
improved. In job training, workers are enabled to learn correct methods of handling
machines and equipment, avoiding accidents, removing bottlenecks, minimising
wastage, etc.
2) Promotional Training:
Many organizations follow a policy of filling some of the vacancies at higher levels
by promoting existing employees. This policy increases the morale of workers. They
try to put maximum efficiency so that they may be considered for promotion.
3) Rfresher Training :
At the time of initial appointment employees are formally trained for their jobs. But
with the passage of time, they may forget some of the methods which were though to
them or they may have become out dated because of technical development and
14
improved techniques of management and production Hence, refreshers training is
arranged for existing employees in order to provide them an opportunity to revive and
also improve their knowledge
According to date Yoder “refresher training programs are designed to avoid personal
obsolescence.
4) Corrective Training:
When an employee violates company rules or policies such as by being absent often
or by smoking in a “No smoking” area the manager needs to find a way to deal with
the problem. Sometimes he thinks that the solution to the problems is discipline, but
the trouble with the word discipline is that implies punishment. He should hand the
problem with treatment that corrects rather than punishes. By its very nature,
corrective training implies criticism.
5) Apprentice Training:
The apprentice Act, 1961 requires industrial units of specified industries to provide
training in basic skills and knowledge in specified trades to educate apprentices with
a view to improving their employment opportunities. This type of training generally
ranges between one year to four years.
Training Methods:
All the training methods can be grouped into two categories
Training MethodsTraining methods for operatives Training methods for managersVestibule training Observation assignment
apprenticeship training Position rotation
Internship training Serving on committees
Assignment of special projects
Confencered seminars
Case study
Incident method
15
Role Playing
a) Training Methods for Operatives:
On the job training methods are by far the most important methods used for training the
rank and file workers in a factory. Under this method the new employee is assigned to a
specific job at machines, workshop or laboratory. Under this method the worker not only
learn the work under the guidance of a supervisor but also produces goods in the process.
The effectiveness of this training method depends primarily on the experience and
competence of the supervisor and his interest in giving proper training to the worker.
Betty said that, “on the job training for its success needs a properly trained
instructor; otherwise an inefficient instructor can produce a number of inefficient
offspring”.
1) Vestibule Training:
In this method, actual work conditions are simulated in a classroom. Material,
files, and equipment those are used in actual Job performance are also used in
training. This type of training is commonly used for training personnel for clerical
and semiskilled job. This type of training period is a few weeks.
Advantages:
1 The trainee remains free from the confusion and the pressure of the work
situation.
2 He is able to concentrate on learning.
3 The method also saves costly machines from being damaged by mishandling of
untrained workers.
Disadvantages:
1 It is relatively costly
2 Production loss during the training period
3 Sometimes create adjustment problems.
16
2) Intership Training:
This method of training is generally provided to the skilled and technical personnel. This
method involves a join programme of training in which enterprises and the vocational
and the training institutions cooperate.
The object of this type of training is to bring about a balance between theoretical
and practical knowledge.
a) Training Methods for Managers:
Executive talent is the most important asset, which a company can possess. Research,
experimentation, testing and experience have yielded a great variety of training methods,
which are used in executive development programme.
1) Observation Assignment:
Under this method, the newly recruited executive called ‘understudy’ is made an assistant
to the current jobholder. He learns by experience, observation and imitation. If decisions
are discussions with him, he is informed on the policies and theories involved. But if he is
neglected by the current jobholder, the under study does not learn much by this method.
Mistakes and other deficiencies characteristic of existing managerial practice.
2) Position Rotation (Job Rotation) :
Under this method, the trainee executive is rotated among different managerial jobs. This
not only broadens and enriches his experience as a manager but also enables him to
understand interdepartmental relations and the need for coordination and cooperation
among various departments.
3) Serving on Committees :
Another important method of training an executive is to make him serve on a committee.
While serving on a committee, the executive comes to learn not only the various
17
organizational problems and views of several senior and experienced members but also
learn now a manager should adjust himself to the overall needs of the enterprise.
4) Assignment of Special Projects :
Some times, as a method of training some special projects is assigned to a trainee
executive. Ex: - he may be asked to develop a system of cost allocation in the production
of certain goods for which an order has been received by the company. While working on
projects, the trainee not only acquires knowledge about them but also learns now to work
with and related to other people holding different views.
5) Conference and Seminars:
Often an executive is deputed to attend a conference, seminar or work shop to receive a
quick orientation in various areas of management with which he might be unfamiliar.
One advantage of this type of training is that all the participant s coming from different
organizations get an opportunity to pool their ideas and experience in attempting to solve
mutual problems. The attitude is one of joining exploration. This encourages cross
fertilization ideas.
6) Case Study:
A good case is the vehicle by which a chunk of reality is brought into the classroom to be
discussed over by the class and the instructor.
There is no “right” answer or simple explanation in the comprehensive case. The
advantages of this method are more depth of thinking, more perception in a situation
greater respect for and consideration for the opinion of others.
7) Incident Method :
This method an outgrowth of dissatisfaction felt by Paul and Pigors with the case method.
In the case methods the entire problems is presented to the students. Where as incident
method only a brief incident is presented to provide discussion in the class.
18
The group then puts questions to the instructor to drawn out of him the salient facts and
additional information needed to arrive at a reasonable solution.
8) Role Playing :
In this method the instructor assigns parts taken from case materials to group
members. The situation is usually one involving conflict between people. The situation is
usually one involving conflict between people. The role players attempt to act the parts as
they would behave in a real life situation working without a script or memorizes lines and
improvising as they play the parts. The development of empathy and sensitivity is one of
the primary objectives of role playing.
Training effectiveness:
Training effectiveness means to accomplishment of multiple goals (objectives training)
the objectives of training such as.
1) To ensure that technical, managerial, human and conceptual competencies
are developed in the employee on continuous basis enable them to perform
their current jobs effectively and also prepare to perform the new jobs as
they come.
2) To offer the necessary competency building inputs to all employees in a
systematic, scientific and cost effective manner.
3) To offer the required and attitude based training to ensure that
a lasting and self –sustaining culture is built in the organization.
We discuss training and development activities. Is it not enough to merely assume that
any training an organization offers is effective. We need to develop substantive date to
determine whether our training effort is achieving its goals. i.e, if it is correcting the
deficiencies in skills, knowledge or attitudes that were assessed as needing attention.
Note too that the fining of training and (development) research programs is expensive.
The costs incurred alone justify evaluating the effectiveness.
19
The assumption by many managers and training directors that any type of training is
worth white, training programmes may not be as effective unless. It is evaluated. If those
responsible for training are convinced that every training program being offered is good,
it is a reasonable bet that little evaluation is taking place and it is very that the actual
training could be improved. While we know training can be effective in assisting
management in attaining its goals, the issue of whether it is effective is often more a
matter of opinion them of fact. Critical to any training activity is proper effectiveness
evaluation.
Evaluation methods can be classified as
1) test –retest method
2) Pre-post performance method
3) Experimental- control group method
1) Test – Re-test Method:
The first approach is referred to as the first – re-test method participants are given a
test before they begin the programme. After the program is completed, the
participants retake the test, the difficulty arises in attempting to substantiate that
change in the test scorers will be reflected in performance and that whatever change
has occurred can be fully attributed to the Instruction.
2) Pre-post Perfomance Method :
in this method each participant is evaluated prior to training and rated on actual job
performance after instruction is completed, the participant is re-evaluated. The pre-
post performance method deals directly with job behaviour.
20
3) Experimental – Control Group Method :
The most sophisticated approach is the experimental control group method. Two
groups are established comparable as to skills intelligence and learning abilities and
evaluated on actual job performance. Members of the control group work on
the job but do not under go instruction. The experimental group is given the
instruction at the conclusion of training. The two groups are re-evaluated. If the
training is really effective, the experimental group’s performance will have improved,
and its performance will be substantially better than that of the control group. This
approach attempts to correct for factors other than the instruction programme that
influence
21
Chapter-3
The Company
22
CAPITAL IQ Corporate Overview
CAPITAL IQ Fast Facts
Snapshot of products & Key Service Areas
CAPITAL IQ Corporate Vision & Mission
CAPITAL IQ Objectives & Values
Organization Structure & People
Corporate HR & Admin Policies
CAPITAL IQ Fast Facts
Snapshot of products & Key Service Areas
CAPITAL IQ Corporate Vision & Mission
CAPITAL IQ Objectives & Values
Organization Structure & People
CAPITAL IQ Fast Facts
Capital IQ Information Systems India Pvt. Ltd., was formerly known as Smart Software
Technology Development Co., Pvt. Ltd., The company was started by Dr. Kumara
Prathipati in association with Mr. Madan Mohan, CIQ Executive Director. In the year
1997, Smart Software became the subsidiary of simply stocks, Simply Stocks, the
parent company of Smart Software, has been acquired by Capital IQ NY. Currently S
& P acquired so we known as Capital IQ India a division of S & P the McGraw-Hill
Companies.
Capital IQ, is the world leader in deeply integrating information –on public & private
companies, investment firms, relationships among firms and professionals,
23
biographical and contact data, events, transactions, securities data, regulatory filings,
news, research products, interactions, and knowledge.
Capital IQ enables leading financial, advisory, and corporate professionals to
efficiently make more intelligent business decisions. Capital IQ serves over 10,000 +
clients, including the market leaders in investment banking, investment management,
private equity, and related professional services, as well as some of the world’s largest
corporations.
CIQ products integrate public & Private capital market information with software
applications for research, analysis, idea generation, workflow management, and
relationship development. CIQ are not just a data or software Company, but a team of
dynamic
Professionals vowing to provide:
High Quality, Timely and Accurate Data and Research Tools
Best Possible Client Service
CIQ Key Service Areas
financials, SEC filings, financial ratios and Business Descriptions
Exporting or Importing data into Excel spreadsheets
Creating reports which can be customized
Comparing companies against their peers and indices
Charting & graphing the results in bar, line, pie charts and customized colors
CIQ vision
To achieve a leading position in the field of fundamental data services by developing
top-quality customer solutions and providing finest financial data products and tools
based on cutting-edge technology and advanced quality assurance processes.
24
CIQ Mission
To provide clients with consistently superior quality fundamental data and innovative
research tools, thus bring a fresh approach to the financial information supply
business.
To provide an exemplary work environment and work culture where the best talent can
be attracted, retained and motivated to rise to higher peaks of excellence.
To be a responsible corporate citizen and discharge CIQ social responsibilities
diligently.
CIQ Objectives
To be a leader in U.S and a strong global player in supplying financial data products
and services.
To provide quality services on time at globally competitive prices.
To achieve optimal utilization of the important resources: people, time and money.
CIQ Values
Client Orientation
CIQ clients are CIQ first priority
CIQ deliver promises and nurture long-term relationships with CIQ clients
Knowledge Sharing
CIQ welcome new ideas from CIQ employees and stakeholders
CIQ enable improvement in CIQ processes Leadership
CIQ promote initiative, decisiveness and accountability among CIQ employees
Integrity
CIQ ensure honesty and fairness in all CIQ dealings Performance
CIQ strive to achieve superior results all the times.
Teamwork
CIQ believe in Team work with mutual respect, support and open communication with
CIQ clients and within.
25
Approach
CIQ leverage CIQ intellectual capital and initiative to realize CIQ goals
CAPITAL IQ, INDIA – A Subsidiary of CAPITAL IQ
Capital IQ, India Development Inc. had its modest beginning in San Diego, California by
a group of entrepreneurs headed by Dr. Kumara Prathipati in 1993. The Indian operation
was started, as Capital IQ, India Technology Development Company Pvt. Ltd., along
with Mr. Madan Mohan, a successful entrepreneur with excellent business acumen. In the
year 1997, Capital IQ, India became the subsidiary of Simply Stocks, Inc., San Diego,
California.
In the recent past Simply Stocks & Capital IQ, India has been acquired by Capital IQ,
Capital IQ enables leading financial, advisory, and corporate professionals to efficiently
make more intelligent business decisions. Capital IQ products integrate public and
private capital market information with software applications for research, analysis, idea
generation, workflow management, and relationship development.
Capital IQ serves over 400 clients, including the market leaders in investment banking,
investment management, private equity, and related professional services, as well as
some of the world’s largest corporations.
Hierarchy Level & Grade classificationDECISION MAKING LEVEL
This level will involve decisions that will determine the scope, direction, and overall
goals of Capital IQ, India
These decisions will be subject to few constraints other than those imposed by law and/or
economic conditions.
These decisions will be the kind typically made or approved by CIQ / ED.
In short the decisions taken by this level would impact Capital IQ, India in total.
26
PLANNING & IMPLEMENTATION LEVEL
This level will involve decisions related to the plans of achieving the Goals & objectives
established at the Decision Making level, These plans will be concerned with formulating
or adjusting the policies and procedures for the major functions/divisions/departments
and allocating resources
The positions in this level will typically be in charge of, or responsible to their respective
line of activities i.e., Production, Technical or HR. The decisions taken at this level
would impact a particular function in short term and Capital IQ, India in long term.
INTERPRETATIVE LEVEL
At this level, position incumbents will interpret and carry out the Processes, Goals &
objectives planned at the Planning & Implementation level.
Decisions taken at the Interpretative level will specify what is to be done in lower levels
and how the resources i.e., time & people allocated to them are deployed.
In short, people at this level will act as facilitators between the idea creators & idea
executors
DEFINED PROCESS LEVEL
The decisions at this level will involve determining the means or process of achieving the
standards set, objectives laid or guidelines established by the Interpretative level.
These decisions will be subjected to the limits imposed by the available resources &
technology and to the constraints set by interpretative level.
The Defined Process level decision includes defining the process and specifies what is to
be done at the levels below.
In short, this team will act as a translator of the ideas.
OPERATIONS LEVEL
Employees at this level will focus on how to carry out the operations of the process and
the manner as well as speed of performing the elements of production process as
specified by the execution level
However, there will be, within the limits set by the specific process, a choice as to how
27
and when the operations are carried out.
In Short this team will execute the ideas.
Employee Levels / Career Progression levels
The following are the Employee levels at Capital IQ, India
1. Junior Research Associate
Research Associate
Senior Research Associate
Analyst
Senior Analyst
Procedure:
Each level of employee should have certain skills and knowledge levels which will be
defined and communicated to all the employees. This will help every individual to
accesses where he/she stands and how to reach the next level.
There shall be no specified time limit for promoting an employee from one level to
another. But the TL/Mgr shall follow certain guidelines, for the same, as specified by the
Management.
The TL/Mgr recommendation of each employee’s promotion is not the final decision. It
must be approved by the Management.
Junior Research Associate:
The newly hired Associate will typically have a college degree, and 0-2 years of
professional experience.
Junior Research Associates (JRA) should be good at basic concepts of capital markets,
good understanding of financial statements, accounting terminologies etc., and are able to
apply this knowledge while processing the data with a significant to moderate degree of
supervision.
JRA should be a good team player
28
JRA needs complete assistance & guidance of the Team Lead/Manager to clear all his
minor and major doubts or to handle any unique situations faced during discharge of
his/her duties
JRA should have basic understanding about all the policies & procedures of data
processing and various applications/tools used for this purpose
The productivity level of a JRA should near the standard production levels and
performance should be within acceptable error rate.
Research Associate:
Research Associates (RA) should be good at basic concepts of capital markets, good
understanding of financial statements, accounting terminologies etc., and are able to
apply this knowledge while processing the data.
The work of the RA for the most part should be error-free. The Associate develops an
ability to operate in an independent way, but may require assistance from the Team
Leader/Manager occasionally.
RA should be able to act individually with the laid down procedures.
RAs are good communicators and shall have good Interpersonal skills. The Associate is
able to communicate effectively with the Team Lead/Manger to convey suggestions for
tool enhancements, problems with work, questions, etc.
RA should have good command over all the policies & procedures of data processing and
various applications/tools used for this purpose
RA should show considerable improvement in the productivity & shall have standard
productivity
Senior Research Associate
Sr. RA’s should have very good understanding of capital markets, financial statements,
terminologies etc. And they are able to accurately apply this knowledge to process the
data.
The Sr. RA is usually able to operate in an independent way, requiring only infrequent
assistance from the Team Leader/Managers to accomplish production targets
Should possess good understanding of relevant Accounting standards & principles
He/She is proficient in the use of production tools and understands the intricacies of the
29
data process so that even more difficult tasks can usually be accomplished without
assistance.
He/she is very productive, and is able to accomplish tasks at an above standard pace.
Sr. RA must possess expert knowledge of his department and working knowledge in
more than one related departments to act as backup at times.
Sr. RA should have developed good communication skills along with the confidence &
knowledge to handle the doubts of Jr. RA’s & RA’s.
Sr. RA should be able to take up responsibilities from the Team Leader/Manager
In the absence of his superiors Team Leader/Manager/Sr. Analyst/Analyst, he/she should
be able to look after the production schedules and co-ordinate with other team member
accordingly
Analyst
Analyst must have expertise knowledge in subject, as well as, in his respective
department and must be good at analyzing critical data items.
Analyst should think beyond the production area and build positive relationships with
colleagues within the team and throughout the company.
Can handle small research projects, assist the MGR/TL in new projects and can also
prepare research reports. Shall also take initiative in accepting & handling more
Individualistic responsibilities
Should be proficient in relevant Accounting standards & principles
Analyst is proficient in the use of production process & tools such that even most
difficult tasks can be accomplished without assistance. Analysts are considered expert in
the use of these tools and will often assist other members of the Research Team in this
regard.
Should have knowledge about more than one department (like inter-statement
departments)
Should be able to identify mistakes of others in the team and guide them to rectify the
same.
Should have fair knowledge about Data storage & retrieval.
Should have very good written and oral communication skills
Shall gives priority to official tasks over personal commitments
30
In the absence of Team Leader/Manager/Sr. Analyst, he/she should be able to look after
the production schedules and co-ordinate with other team member accordingly.
Senior Analyst
Sr. Analyst must have expertise knowledge in subject, as well as, in his respective
department and must be very good at analyzing critical data.
Must have a thirst for knowledge & make consistent efforts to enhance his knowledge
level and communicate the same down the line to other team members
Sr. Analyst acts as an Individual player, who takes up projects from the manager and
does research on his/her own
Sr. Analysts are confident & competent in all communication. They can write reports
effectively and will frequently communicate with the clients to address their issues and
also build positive relationships with colleagues throughout the company.
Should be proficient in relevant Accounting standards & principles
Should be highly proficient in the process of all inter related departments
The work of the Sr. Analyst is extremely dependable and, for the most part, error-free and
is always in the top tier in productivity.
Should have good knowledge about Data storage & retrieval.
Should have overall knowledge of the total production flow and very good at trouble
shooting
DISCIPLINARY PROCEDURES
Disciplinary Proceedings
If any associate is caught violating CIQ policies or indulges in misconduct, the following
action will take place:
Verbal Warning:
The first reaction of the DM or the HR Manager or the concerned manager/TL will be to
issue a verbal warning.
Written Warning:
On repetition of the act or violation of any other policy, either the HR Manager or the
associate’s manager will issue him/her a written warning Failing to see an improvement
in behavior post these two warnings, the associate will be liable for action including and
31
up to termination.
Employee Conduct (actions which will result in discharge)
Your employment at the Capital IQ, India will demand a certain code of conduct. In any
workplace, it is easier for everyone to work together if there is a code of conduct CIQ
follow. Any action falling in the below category will be liable for action up to and
including termination.
Falsifying employment or other Company records;
Violating the Company's anti-harassment policy;
Soliciting or accepting gratuities or commissions etc. from customers, clients or
vendors and consultants;
Excessive absenteeism or tardiness;
Excessive, unnecessary, or unauthorized use of Company property and supplies,
particularly for personal purposes;
Reporting to work under the influence of drugs or alcohol, and the illegal
manufacture, possession, use, sale, distribution or transportation of drugs;
Fighting or using obscene, abusive, or threatening language or gestures;
Theft of property from co-workers, customers, or the Company;
Unauthorized possession of firearms on the Company premises or while on
Company business and disregarding safety or security regulations;
Failing to maintain the confidentiality of Company, customer, or client
Information.
Business Attire
The SS has a flexible business attire (“Flex-Dress”) policy. This policy is intended for
your comfort and enjoyment, without impacting CIQ professionalism or service to CIQ
clients. Flex-Dress simply means that you have the freedom to dress in business casual
attire (which includes compulsorily In-shirt for all men) from Monday to Thursday and
casuals on Friday & Saturday, depending on your personal preference and your business
32
requirements.
With Flex-Dress you can wear whatever you feel most comfortable wearing as long as
your dress is appropriate and falls within the definition of Business Casual Dress. While
it is difficult to provide an all-encompassing list of guidelines, you should use good
judgment and, in all cases, dress professionally and conservatively.
Harassment
It is the policy of the Company to maintain a working environment which encourages
mutual respect, promotes respectful and congenial relationships between associates and is
free from all forms of harassment of any employee or applicant for employment by
anyone, including managers, co-workers, vendors, or customers. Accordingly, Company
management is committed to vigorously enforcing this policy against harassment,
including but not limited to sexual harassment, at all levels within the Company.
All reported or suspected occurrences of harassment will be promptly and thoroughly
investigated. Where harassment is determined to have occurred, the Company will
immediately take appropriate disciplinary action, including verbal/written warnings and
possible suspension, transfer and/or termination.
Grievance Redressal & Communication Protocol:
A Grievance Redressal system has been created to provide a means of expressing your
dissatisfaction or concern with respect to issues. This is in keeping with SS policy of
creating a positive work environment and a place where you will like to come to work.
You can mail all your concerns, views or suggestion to the following ID.
The purpose is also to ensure that all employees have the opportunity to discuss their
issues and find a mutually agreeable solution. When a problem occurs, CIQ request that
relay your queries and/or concerns to your respective TL/MGR first. If for any reason
your queries/concerns are not addressed to your satisfaction, please contact the Human
33
Resources Department for further assistance. A meeting with the Executive Director
would be appropriate, only if your questions still remain unresolved.
Chapter - 4
DATA ANALYSIS & PRESNETATION
34
DATA ANALYSIS & PRESNETATION
1. Does Regular training sessions are arranged in your organization?
(a)Yes (b) No
Yes 100
No 0
TABLE 1
35
TRAINING SESSION
100%
0%
Yes
No
FIGURE 1
INTERPRETATION: - According to all employees training sessions are arranged in their organization.
1. In your company which of the following training methods are preferred :-
(a) On the job (b) Off the job(c) Any other
On the job 60
Off the job 25
Any other 15
TABLE 2
36
TRAINING METHODS
60%
25%
15%
On the job
Off the job
Any other
FIGURE 2
INTERPRETATION: - 60% on the job training methods are used while 25% off the job methods and 15% other methods.
2. After attending such programmes do you feel change in your :-
(a) Knowledge (b) Skill(c) Quality of work (d) All of the above
Knowledge 30
Skill 10
Quality of work 10
All of the above 50
TABLE 3
37
CHANGES FELT AFTER THE PROGRAMMES
30%
10%
10%
50%
Knowledge
Skill
Quality of work
All of the above
FIGURE 3
INTERPRETATION: - 30% of employees feel change in their knowledge, 10% in their skills, 10% in quality of work and 50% in all of the above.
3. How many training programmes you have attended within one year?
(a) Less than 2 (b) Less than 5(c) Less than 10
Less than 2 30
Less than 5 30
Less than 10 40
TABLE 4
38
TRAINING PROGRAMMES ATTENDED IN A YEAR
30%
30%
40%Less than 2
Less than 5
Less than 10
FIGURE 4
INTERPRETATION: - 30% of employees have attended less than 2 training programmes in a year, other 30% have attended less than 5 and 40% have attended less than 10 programmes.
4. What was the impact of training?
(a) Increased morale (b) Increased speed of work(c) Both
Increased morale 10
Increased speed of work 10
Both 80
TABLE 5
39
INPACT OF TRAINING
10%
10%
80%
Increased morale
Increased speed of work
Both
FIGURE 5
INTERPRETATION: - 10% of employees feel change in their morale, 10% feel change in their speed of work while 80% feel change both in their morale and speed of work.
5. How many promotion you have had after your training?
(a) One (b) More than one(c) No promotion
One 20
More than one 70
No promotion 10
TABLE 6
40
PROMOTIONS AFTER TRAINING
20%
70%
10%
One
More than one
No promotion
FIGURE 6
INTERPRETATION: - 20% of employees have got only one promotion after attending training, 70% have got more than on promotion while 10% of employees have not been promoted.
6. Do you agree that the programme would have been more beneficial if some more background material would have been sent in advance?
(a) Strongly agree (b) Agree(c) Difficult to say (d) Not at all
Strongly agree 70
Agree 10
Difficult to say 15
Not at all 5
TABLE 7
41
BENEFIT OF BACKGROUND MATERIAL
70%
10%
15%
5%
Strongly agree
Agree
Difficult to say
Not at all
FIGURE 7
INTERPRETATION: - 70% of employees strongly agree, 10% of employees agree, 15% of employees feel that it is difficult to say, 5% feel no use of background material.
7. Do you feel training also contributes to personal growth of an employee?
(a) Yes (b) No
Yes 95
No 5
TABLE 8
42
CONTIBUTION TO PERSONAL GROWTH
95%
5%
Yes
No
FIGURE 8
INTERPRETATION: - 95% of employees feel that training programmes contribute to their personal growth while 5% feel that it does not contribute to their personal growth.
8. Do you feel training programs helped the company to achieve its objectives?
(a) Yes (b) No
Yes 100
No 0
TABLE 9
43
CONTRIBUTION TO ORGANIZATION'S OBJECTIVE
100%
0%
Yes
No
FIGURE 9
INTERPRETATION: - 100% employees feel that training programs helped the company to achieve its objectives.
9. How well the programme was organized?
(a) Very badly (b) Badly(c) Well (d) Very well(e) Exceptionally well
Very badly 0
Badly 5
44
Well 60
Very well 25
Exceptionally well 10
TABLE 10
ORGANIZATION OF TRAINING PROGRAMMES0%
5%
60%
25%
10%
Very badly
Badly
Well
Very well
Exceptionally well
FIGURE 10
INTERPRETATION: - 0% of employees feel that the training programme was very badly organized, 5% of employees feel that it was badly organized, 60% feel that it was well organized, 25% feel that it was very well organized while 10% feel that the training programme was exceptionally well organized.
11.Management awareness of the need of the training programme
S.No. ResponseNo. of
Respondent’sPercentage
1 Yes 87 87 %
2 No 13 13 %
45
Total 100 100 %
Table.11
Above table.11 indicates that an absolute majority of the respondent’s are
accepted management has awareness about need of the training programmes whereas
thirteen percent of the respondent’s disagree with those statement.
12.Do you think training programme have been problem specific.
S.No. ResponseNo.of
Respondent’sPercentage
1 Yes 86 86 %
46
2 No 14 14 %
Total 100 100 %
Table.12
Table.12 depicts that eighty six percent of the respondent’s are thinking training
programme has been problem specific and other fourteen percent disagree with this
statement.
13.Effect on trainees
S.No. ResponseNo. of
Respondent’sPercentage
1 Yes 91 91 %
47
2 No 09 09 %
Total 100 100 %
Table.13
Table.13 explains that 91% of the respondent’s felt should be Positive effect on
trainees and the other nine percent says negative impact.
14.Quality of training programme in terms of faculty
S.No. Response No. of Percentage
48
Respondent’s
1 Very Good 13 13 %
2 Good 83 83 %
3 Poor 04 04 %
Total 100 100 %
Table.14
0
20
40
60
80
100
Very Good
Good
Poor
Above table tells that eighty three percent of respondent’s feel about Faculty is good.
Another thirteen percent respondent’s felt very good and the other four percent says the
quality of training programme is poor in terms of faculty.
15.Quality of training programme in terms of training environment
S.No. ResponseNo. of
Respondent’sPercentage
1 Very Good 21 21 %
49
2 Good 60 60 %
3 Poor 19 19 %
Total 100 100 %
Table.15
0
10
20
30
40
50
60
Very Good
Good
Poor
Table.15 reveals that majority percent of respondent’s felt the quality of training
programme in terms of training environments is good. This is followed by twenty one
percent respondent’s opinion is very good where as nineteen percent respondent’s opined
that quality of training programme is poor in terms of training environment.
16.Training programme help in achieving individual as well as
Organization skills
S.No. Response No. of Percentage
50
Respondent’s
1 Yes 86 86 %
2 No 14 14 %
Total 100 100 %
Table.16
It can be understood that an overwhelming percentage of respondent’s opined the
training programmes help in achieving individual as well as organizational goals where
as the other respondent’s disagree.
17.Do you think training programme Improve communication in the organization
S.No. ResponseNo. of
Respondent’sPercentage
51
1 To a large extent 17 17 %
2 To some extent 72 72%
3 Very small 11 11 %
Total 100 100 %
Table.17
Form the table.17 understands that more than majority percentage of respondent’s
thinking is training programme to some extent improves communication in the
organization. Seventeen thinking is to a large extent training programme improves
communication.
18.Change in the working pattern after the training
S.No. Response No. of Percentage
52
0
20
40
60
80
To a largeextent
To someextent
Very small
Respondent’s
1 Yes 86 86 %
2 No 14 14 %
Total 100 100 %
Table.18
The above table shows that more than three fourth percentage respondent’s has
change in the working patterns after they under went training where as in the other
remaining respondent’s case is no change.
19.Opinion and suggestion considered before the training programme
S.No. ResponseNo. of
Respondent’sPercentage
53
1 To a large extent 08 08 %
2 To some extent 65 65 %
3 Very small 7 27 %
4 Not at all 0 0 %
Total 100 100 %
Table.19
0
10
20
30
40
50
60
70
To a large extent
To some extent
Very small
Not at all
Above table.19 indicates that more than majority percentage respondent’s
considered their opinion and suggestions to some extent before the training programme.
20.Over come the deficiencies by attending the training programme
54
S.No. ResponseNo. of
Respondent’sPercentage
1 Yes 90 90 %
2 No 10 10 %
Total 100 100 %
Table.20
Table.20 depicts that ninety percentage respondent’s has over come deficiencies
by attending the training the training programme where as the remaining respondent’s
case no change even after attending the said training.
21.Training Programme Suggested by
55
S.No. ResponseNo. of
Respondent’sPercentage
1 Workforce 12 12 %
2 Management 88 88 %
Total 100 100 %
Table .21
Table.21 shows that eighty eight percentage of respondent’s opined the
management suggests the need of training where as the others opined the workforce
might be suggested.
22.Change between previous training and present training
56
S.No. ResponseNo. of
Respondent’sPercentage
1 Yes 86 86 %
2 No 14 14 %
Total 100 100 %
Table.22
Table.22 tells that more than three fourth percentage of respondent’s find the
change between previous training and present training programme. Where as the
remaining fourteen percentage of respondent’s not find any change.
23.Methodologies of Training
57
S.No. ResponseNo. of
Respondent’sPercentage
1 Lecture 87 87 %
2 Case study 13 13 %
Total 100 100 %
Table.23
Table.23 explains that eight seven percentage of respondent’s learned through
methodology where as the others says case study methodology used at the training.
24.Duration of training programme
58
S.No. ResponseNo. of
Respondent’sPercentage
1 Adequate 81 81 %
2 Not adequate 19 19 %
Total 100 100 %
Table.24
Above table describes that absolute majority of the percentage of respondent’s
stated duration of training programme is adequate and the other nineteen percentage of
respondent’s stated that the duration of training programme is not adequate.
Activities
The CAPITAL IQ Training & Development department activities are:
59
a. To give training to employees.
b. To provide computer knowledge who had necessary
c. Give up to date knowledge to the workers about company building.
d. To give in-house and outside training to workers.
CAPITAL IQ presently employs 150 in various categories. Training activity in
corporation is organized mainly at 2 levels.
a. Through out side Agencies.
b. Training at corporate level.
A. Through outside Agencies:
Well noted institutions through out India organize training programmes for
benefit for major industries & developments. Some institutions send brochures to have
details when and where they are conducting training programmes and detailing their
venue and subject.
This organization gives training programmes for.
1 Top level managers.
2 Middle level managers.
3 Lower level staff.
60
STATISTICS OF OUTSIDE TRAINING
Period No.of
Programmes
Conducts
No.of
Officers
Trained
No. of
Supervisors
Trained
No. of
Employees
Trained
No.of
Staff
Trained
2009 1 30 20 60 50
2010 2 30 10 50 60
TABLE 1
Training in Computers:
The CAPITAL IQ has given their employees training in advanced computer
languages. They have a computer department. The management cannot programmes
through
a) Regular Process
b) Initial Programme. Chief Engineer (Computer & Information Technology).
He is man headed to all computer section. Any department want computer training they
will write a letter to (C & I.T.) office about particular training. For computer training they
will write a letter to same institutions will give quotations.
Later the particular authority will select the best organization to give training.
61
B. Training at Corporate Level:
Transport Academy located in Hyderabad under the control of principal assisted
by four junior scale Officers from maintain personnel and accounts department. The chief
manager (HRD) is the overall in-charge of the Training Academy. In this academy state
wide center for training to front line supervisors & officers of the corporation. In this
academy also train to new recruit people in the cadre of officers, civil,
supervisors management development programmes for senior managers and supervisors
development programmes and workshops are planned.
Apprenticeship Training Programme in CAPITAL IQ
Two days Crash Training Programme:
MANAGEMENT / SUPERVISORY DEVELOPMENT PROGRAMME
Management/supervisory development programmes are conducted for Managers and
62
supervisors. These programmes are scheduled according to the calendar prepared by
various officials of the Transport Academy. A Programme is conducted by an
experienced faculty of the Transport Academy of an Guest faculty from a recognized
institute, the programme may be conducted in the form of Lectures of interactive
discussion divided into four sessions of one and half hours. At the end of the programme
the faculty is evaluated by participants and this helps the authorities of the Transport
Academy to improve the effectiveness of the training programme. There are
Departmental Exams conducted which will evaluate the participants efficiency and in
turn the effectiveness of the training programme.
TRAINING METHODS FOLLOWED IN CAPITAL IQ
63
(1)LECTURE METHOD:
(2) GROUP DISCUSSION METHOD:
LITERACY CLASSSES
Among the tower&ofc trainees it is observed that about ‘1/4th of the candidates are
joining CAPITAL IQ without any schooling background. Thee department decided to
identify such candidates and train them to learn simple useful English works. They are
taught to make small sentences to read about of and enable them to write wall reports
during their line duty. The first batch consisting of 15 candidates where such training
from 08-01- 2006.
PRACTICAL TRANING:
The fresh employees are also given practical training; the Training includes ofc,
civil,electrical, tower department candidates throughout India.
The above information was observed during my study on training & development
activities at CAPITAL IQ.
Further, a questionnaire was designed consisting 22 questions regarding the training and
64
development procedures. The questionnaire was distributed among 100 employees and
the data collected was used for further analysis.
Based on the data analysis and interpretations the following conclusions were made.
Summary and conclusions
CAPITAL IQ is a telecom infrastructure serivices company which offers end to
65
services in the field of telecom.
In CAPITAL IQ employees are between 25 years to 53 years.
1. All employees are participating in training programmes
2. In CAPITAL IQ employees are think that training is necessary.
3. CAPITAL IQ conducting taining programmes once in six months.
4. The job performance factors are influence the employees to participate in training.
5. CAPITAL IQ employees are regularly participate in training programme.
6. Management have awareness of the need of training programme.
7. The employees have faith on training faculty.
8. The training environment is good.
BIBLIOGRAPHY
www.citehr.com
66
Human Resource Development (2ND edition) , B.C. Mamoria
Human Resource Development (1st edition ) P.V. Venkat rao
Appendix67
Organization Structure at CAPITAL IQ
As per the study on training & development at CAPITAL IQ, below are the observations
recorded
The hierarchy of the training & development department is.
Chief Manager (HRD)
Deputy Chief Personnel Manager (Recruitment)
Training Officer
Staff
68