Training & Development Project

CONTENTS
Chapter No. Name of the concept Introduction Objectives of the study I Scope of the study Methodology of the study Limitations of the study II III IV V VI VII Review of Literature Industry Profile ompany Profile !ata analysis and interpretation "indings# Suggestions and onclusion $ibliography Page No.
Training & Development
CHAPTER I INTRODUCTION
INTRODUCTION
%uman Resource Management has become a &ey function in Management Process and the importance it has received after the liberali'ation of the economic policy of the (overnment has given a booster thrust to the subject) *he Indian Managers have accepted the challenges of the changed times and business environment brought out by the +globali'ation of $usiness,) %uman Resource !evelopment has in recent years become the focus of the attention of planners# policy ma&ers and administrators) %uman Resource !evelopment may be defined as the process of increasing the &nowledge# s&ills and capacities of people# it is important not only for enterprise but for a nation to develop its human resources) - country can develop only when its human resources are developed through health# nutrition# training and e.ecutive development are main areas of human resource development) *raining is the process of increasing the &nowledge and s&ills for doing a particular job) It is an organi'ed procedure by which people learn &nowledge and s&ills for a definite purpose) *he purpose of training is basically to bridge the gap between job re/uirements and present competence of an employee) *raining is aimed at improving the behavior and performance of a person) It is never ending or continuous process) *raining is closely related with education and development but needs to be differentiated from these terms) *raining is a learning e.perience# in that it see&s a relatively permanent change in an individual which will improve his 0or1 her ability to perform on the job) 2e typically say training can change the s&ill# &nowledge# attitude and social behavior) It means changing what employees &now# how they wor&# their attitude towards their wor& or their interaction with their co3wor&ers or their supervisors)
Expected Resu ts of Tra!n!ng Programme H!gher Product!"!t#4 *raining helps to improve the level of Performance) *rained employees perform better by using better method of wor&) $etter %ua !t# Of &or'4 In formal training# the best methods are standardi'ed and taught to employees perform better by using better method of wor&) Cost Reduct!on4 *rained employees ma&e more economical use of materials and machinery) Reduction in wastages and spoilage together with increase in productivity help to minimi'e cost of operation per unit) Reduct!on Super"!s!on4 2ell3trained employees tend to be self reliant and motivated) *he training objectives are designed in accordance with the company goals and objectives) *he general objectives of any training program are4 *o inculcate the basic &nowledge and s&ill to the new entrants and to enable them to perform their jobs well) *o enable the employee to meet the changing re/uirements of the job and the organi'ation) *o demonstrate the employees the new techni/ues and ways of performing the job or operations)
O$(ECTI)ES O* THE STUD+

*he objectives of my training are as follows4 *o understand the importance of the *raining 5 !evelopment program at Investleaf) *o &now the employees awareness 5 level of satisfaction about the training program in the organi'ation *o identify the factors inducing to increase s&ills of an employee *o &now the areas of improving training program for employees *o provide suggestions to the management in improving Performance -ppraisal System
SCOPE O* THE STUD+

*he study is an analysis on the *raining and development program followed Investleaf) *he study is carried out by interviewing 67 employees of Investleaf) *he project study covers employees of Investleaf only *he survey was conducted on the method of training system that was followed in Investleaf *he study focuses on the evaluation of design# implementation# feedbac&# participation# parameters of the performance appraisal system *o help each employee in understanding more about their role# as well as helping in understanding their strengths and wea&nesses with respect to their role and functions in the organi'ation *he study has only made a humble attempt on the employees feedbac& on training based on different criteria *he training and development study is carried out in !ilshu&nagar office of %yderabad *he survey conducted will provide the details about the feedbac& of employees towards training process at Investleaf
,ETHODO-O.+
Research is a systematic method of finding solutions to problems) It is essentially an investigation# a recording and an analysis of evidence for the purpose of gaining &nowledge) -ccording to lifford woody# +research comprises of defining and redefining problem# formulating hypothesis or suggested solutions# collecting# organi'ing and evaluating data# reaching conclusions# testing conclusions to determine whether they fit the formulated hypothesis,8 Samp !ng Des!gn - sample design is a finite plan for obtaining a sample from a given population) Simple random sampling is used for this study) Un!"erse *he universe chooses for the research study is the employees of %yderabad Industries Ltd) Samp e S!/e 9umber of the sampling units selected from the population is called the si'e of the sample) Sample of 67 respondents were obtained from the population) Samp !ng Procedure *he procedure adopted in the present study is probability sampling# which is also &nown as chance sampling) :nder this sampling design# every item of the frame has an e/ual chance of inclusion in the sample)
,ethods of Data Co ect!on

*he data was collected through Primary and secondary sources) Pr!mar# Sources Primary data is in the form of +raw material, to which statistical methods are applied for the purpose of analysis and interpretations) *he primary sources are discussion with employees# data;s collected through /uestionnaire) Secondar# Sources Secondary data;s are in the form of finished products as they have already been treated statistically in some form or other) *he secondary data mainly consists of data and information collected from records# company websites and also discussion with the management of the organi'ation) Secondary data was also collected from journals# maga'ines and boo&s)
Nature of Research
!escriptive research# also &nown as statistical research# describes data and characteristics about the population or phenomenon being studied) !escriptive research answers the /uestions who# what# where# when and how) -lthough the data description is factual# accurate and systematic# the research cannot describe what caused a situation) *hus# descriptive research cannot be used to create a causal relationship# where one variable affects another) In other words# descriptive research can be said to have a low re/uirement for internal validity) %uest!onna!re - well defined /uestionnaire that is used effectively can gather information on both overall performance of the test system as well as information on specific components of the system) - defeated /uestionnaire was carefully prepared and specially numbered) *he /uestions were arranged in proper order# in accordance with the relevance)
Nature of %uest!ons As'ed *he /uestionnaire consists of open ended# dichotomous# rating and ran&ing /uestions) Pre0test!ng - pre3testing of /uestionnaire was conducted with 87 /uestionnaires# which were distributed and all of them were collected bac& as completed /uestionnaire) On the basis of doubts raised by the respondents the /uestionnaire was redialed to its present form) Samp e - finite subset of population# selected from it with the objective of investigating its properties called a sample) - sample is a representative part of the population) - sample of 67 respondents in total has been randomly selected) *he response to various elements under each /uestions were totaled for the purpose of various statistical testing) )ar!a1 es of the Stud# *he direct variable of the study is the employee motivation Indirect variables are the incentives# interpersonal relations# career development opportunities and performance appraisal system) Presentat!on of Data *he data are presented through charts and tables) Too s and Techn!2ues for Ana #s!s orrelation is used to test the hypothesis and draw inferences)
-I,ITATIONS
*he limitations of the study are the following *he data was collected through /uestionnaire) *he responds from the respondents may not be accurate) *he sample ta&en for the study was only 67 and the results drawn may not be accurate) Since the organi'ation has strict control# it acts as another barrier for getting data) *he study covers the office premises of Investleaf at %yderabad only) !ue to the limited sample si'e# the facts relabeled in the study may not generali'e) Lac& of e.perience of Researcher)
CHAPTER II RE)IE& O* -ITERATURE
Def!n!t!ons3
Training Defined It is a learning process that involves the acquisition of knowledge, sharpening of skills, concepts, rules, or changing of attitudes and behaviours to enhance the performance of employees.
Training is about knowing where you stand (no matter how good or bad the current situation looks at present, and where you will be after some point of time. Training is about the acquisition of knowledge, skills, and abilities (!"# through professional development.
In the field of human resource management, training and development is the field which is concerned with organi$ational activity aimed at bettering the performance of individuals and groups in organi$ational settings. It has been known by several names, including human resource development, and learning and development.
Training & Development is any attempt to improve current or future employee performance by improving his performance capabilities and potential through learning, usually by changing the employee%s attitude or increasing his or her skills and knowledge.&
O.(eff Harr!s4 (r. O1see"es states that +*raining of any &ind should have as its objective the redirection or improvement of behavior so that the performance of the trainee becomes more useful and productive for himself and for the organi'ation of
which he is part< training normally concentrates on the improvements of either operative s&ills# interpersonal s&ills# decision ma&ing s&ills# or a combination of these,)
Ed5!n $.* !ppo states that +*raining is the act of increasing the &nowledge and s&ill of an employee for doing a particular job),
Carter ,cnamara4 ,$A4 Ph.D4 Authent!c!t# Consu t!ng4 --C states that +-s a brief review of terms# training involves an e.pert wor&ing with learners to transfer to them certain areas of &nowledge or s&ills to improve in their current jobs),
Penn State Harr!s1urg defines +*he *raining and !evelopment profession focuses on analy'ing and improving employee learning and performance) It encompasses such activities as performance analysis# training# career development# organi'ation development# and program evaluation),
CONCEPT O* TRAININ.3
*raining is the process of increasing the &nowledge and s&ills for doing a particular job) It is an organi'ed procedure by which people learn &nowledge and s&ill for a definite purpose) *he purpose of training is basically to bridge the gap between job re/uirements and present competence of an employee) *raining is aimed at improving the behavior and performance of a person) It is a never ending or a continuous process) *raining is closely related with education and development but needs to be differentiated from these terms)
O$(ECTI)ES O* TRAININ.3
*he main objective of training is to bridge the gap between the e.isting performance ability and desired performance) *he training objectives are designed in accordance with the company goals and objectives) *he general objectives of any training programme are4 *o inculcate the basic &nowledge and s&ill to the new entrants and to enable them to perform their jobs well) *o enable the employee to meet the changing re/uirements of the job and the organi'ation) *o demonstrate the employees the new techni/ues and ways of performing the job or operations)
T+PICA- TOPICS O* E,P-O+EE TRAININ.3

Commun!cat!on3 *he increasing diversity of today=s wor&force brings a wide variety of languages and customs) Computer s'! s3 omputer s&ills are becoming a necessity for conducting
administrative and office tas&s) Customer ser"!ce3 Increased competition in today=s global mar&etplace ma&es it critical that employees understand and meet the needs of customers) D!"ers!t#3 !iversity training usually includes e.planation about how people have different perspectives and views# and includes techni/ues to value diversity Eth!cs3 *oday=s society has increasing e.pectations about corporate social responsibility) -lso# today=s diverse wor&force brings a wide variety of values and morals to the wor&place) Human re at!ons3 *he increased stresses of today=s wor&place can include misunderstandings and conflict) *raining can people to get along in the wor&place)
%ua !t# !n!t!at!"es3 Initiatives such as *otal >uality Management# >uality ircles# benchmar&ing# etc)# re/uire basic training about /uality concepts# guidelines and standards for /uality# etc) Safet#3 Safety training is critical where wor&ing with heavy e/uipment # ha'ardous chemicals# repetitive activities# etc)# but can also be useful with practical advice for avoiding assaults# etc)
,ETHODS O* TRAININ.3
(enerally# the training methods can be classified into two types4 a1 On3the3job methods b1 Off3the3job methods
a6 On0the0(o1 ,ethods3
*hese methods are briefly discussed below4 7. On0the 8o1 Tra!n!ng In this training an employee will be placed in a new job and is told how it is to be performed) It aims at developing s&ills and habits consistent with the e.isting practices of an organi'ation and by orienting him to his immediate problems) 9. )est!1u e Tra!n!ng or Tra!n!ng0Centre Tra!n!ng *his is otherwise &nown as classroom training# which is imparted with the help of e/uipment and machines identical to those in use at the place of wor&) :. S!mu at!on It is more or less li&e vestibule training) *he trainee wor&s in closely ?duplicated; real job conditions) *his is essential in cases in which actual on3the3 job practice is e.pensive# might result in serious injury# a costly error or the destruction of valuable material or resources# e)g)# in aeronautical industry) ;. Demonstrat!on :nder this method# there will be a description and demonstration of how to do a job) %e performs the activity himself# going through a step3by3step e.planation of the ?why;# ?how; and ?what; of what he is doing)
<. Apprent!cesh!p :nder this method# each apprentice or trainee will be given a programme of assignments according to a predetermined schedule# which provides for efficient training in trade s&ills =. (o1 Instruct!on Tra!n!ng *he @I* Method is a four step instructional process involving preparation# presentation# performance try out and follow up) >. Coach!ng and ,entor!ng oaching establishes one3on3one relationship between trainees and
supervisors# which offer wor&ers# continued guidance and feedbac& on how well they are handling their tas&s) ?. (o1 Rotat!on It means the movement of trainee from one job to another) *his helps him to understand how the job functions)
16 Off0the0(o1 ,ethods3
:nder this method# training will be given in company classroom# an outside place owned by the organi'ation# an education institution# or association# which is not the part of the company) *he following are the methods) 7. -ectures *hese are classroom lectures given by an instructor on specific topics# formally) *his method is useful when philosophy# concepts# attitudes# theories and problem solving have to be discussed) 9. Conferences 9ormally a conference will be held in accordance with an organi'ed plan) !ifferent topics with their problems relating to training of personnel are discussed)
:. Sem!nars or Team D!scuss!on - group will constitute a team for discussion) *he group learns through discussion of a subject on a selected subject) ;. Case D!scuss!on *esting of a real problem will be underta&en under this method) In other words# a real business problem or situation demanding solution is presented to the group and members are trained to identify the problems present# they must suggest various methods for tac&ling them# analy'e each one of these# find out their comparative suitability# and decide for themselves the best solution) <. Ro e P a#!ng *his method is also called ?role reversal;# ;socio drama; or ?psycho drama;) %ere trainees act out a given role as they would in a given play) *wo or more trainees are assigned roles in a given situation# which is e.plained to the group) =. Programmed Instruct!on :nder this method# there will be two essential elements# 0a1 a step3by3step series of bits of &nowledge# each building upon what has gone before# and 0b1 a mechanism for presenting the series and chec&ing on the trainees; &nowledge) >uestions are as&ed in proper se/uence and indication given promptly whether the answers are correct)
TRAININ. AND DE)E-OP,ENT 0 DI**ERENCES
$elow are some of the major differences between training and development4
Tra!n!ng
*raining is s&ills focused *raining is presumed to have a formal education *raining 9eeds depend upon lac& or deficiency in s&ills *rainings are generally need based *raining is a narrower concept focused *raining may not include !evelopment *raining is aimed at improving job related efficiency and performance Training:
De"e opment
!evelopment is creating learning abilities !evelopment is not education dependent !evelopment depends on personal !rive and ambition !evelopment is Voluntary !evelopment is a broader concept focused on personality development !evelopment includes training wherever necessary !evelopment aims at overall personal effectiveness including job efficiencies
*raining helpful in technical s&ills and &nowledge where as development helpful in managerial and behavioural s&ills)
*he purpose of training is related to specific job# whereas development is conceptual and general &nowledge)
*he duration of training period is short# whereas development need is on a long term basis)
*raining is mostly given the technical and non3managerial personnel# whereas development is given for managerial personnel)
Knowledge: Anowledge is gleaned by organi'ing information) *ypically# information evolves to &nowledge by the learner;s gaining conte.t# perspective and scope about the information) Skills: S&ills are applying &nowledge in an effective and efficient manner to get something done) One notice s&ills in an employee by their behaviours) Task: *as& is a typically defined as a unit of wor& i)e) a set of activities needed to produce some result# e)g) Vacuuming a carpet# writing a carpet# writing a memo# sorting the mail etc) comple. position in the organi'ation may include a large number of tas&s# which are sometimes referred to as functions) Job: - job is a collection of tas&s and responsibilities that an employee is responsible to conduct)
TRAININ. O$(ECTI)E3 Once the training needs are identified# the ne.t step is to set training objectives in concrete terms and to decide the strategies to be adopted to achieve these objectives) *he overall aim of a training program is to fill the gap between the e.isting and the desired pool of &nowledge# s&ills and attitudes) Objectives of training e.press the gap between the present and desired performance levels) !efinition of training objectives in both /uantitative and /ualitative terms will help to evaluate and monitor the effectiveness of training) Involvement of top management is necessary to integrate the training objective with the organi'ational objective) The ma!n o18ect!"es of tra!n!ng are as fo o5s3 *o prepare the employees both new and old to meet their present as well as the changing re/uirements of both the job and the organi'ation) *o prevent obsolescence) *o prepare employees for higher levels tas&s) *o assess employees to function more effective in their present positions by e.posing them to the latest concepts# information and developing the s&ills they will need in their particular fields) *o build a second line of competent officer and prepare them to occupy more responsible positions) *o develop the potentialities of people for the ne.t level job) *o ensure smooth and efficient wor&ing of the department) *o ensure economic output of re/uired /uality) *o promote individuals motivations and collect morale# a sense of responsibility# to cooperating attitude and good relation ships)
DESI.NIN. A TRAININ. PRO.RA,3 In order to achieve the training objectives# an appropriate training policy is necessary) - training policy represents commit of top management to employ training to consist rules and procedures concerning training) - training policy is re/uired4 *o indicate company intention to develop its employees) *o guide the design and implementation of training programs) *o identify the critical areas where training is to be given on priority basis) *o provide appropriate opportunities to employees for their own betterment) Responsibility for Training: *raining is /uite strenuous tas&s# which cannot be underta&en by one single department) *he responsibility for training has to be shared among4 *he top management# who should frame and authori'e the basic training policy# review and approve the training plans and programmes and approve training budgets) *he personnel department# which should plan# establishes and evaluates instructional programmes) *he line supervisor who should implement and apply the various development plans) *he employees who should provide feedbac& revision and suggestions for improvements in the program) *o get effective# a training programmed should be properly organi'ed but good organi'ation alone)
Selecting and motivating the Target Group: It is necessary to decide who is to be trained new or old employee# uns&illed or semi s&illed wor&ers# supervisors or e.ecutives) *he type and methods to be used will depend upon the type of persons to be trained) It is also necessary to create a desire for learning) *he employees will be interested in training if they believe that it will benefit them personally# trainees will change their behaviour if they become aware of better ways of performing and gain e.perience in he new pattern of behaviours so that it becomes their normal manner of operation) - climate conductive to learning van also is created through physical and psychological environment) Physically an appropriate location# ade/uate space# proper lighting and ventilation ade/uate furniture and audio visual aids are necessary# psychological environment consists of involvement and participation# freedom of social interaction# open communication# friendly and helpful trainees# provision for measuring learner;s progress etc) reparing the training : *he success of a training programme depends to a great e.tent upon the instructors or the resource persons) *he trainer must &now both the job to be taught and how to teach) %e should have an aptitude for teaching and should employ the right training techni/ues) Developing training ackage: *his step involves deciding the content of training# designing support material for training and choosing the appropriate training methods) *raining courses may involve specific instruction in the procedures for doing a job) - training course may cover time periods ranging from one wee& to a few months) In addition to deciding the contents# methods and time re/uired# it is advisable to wor&out budget for alternative training pac&ages to facilitate choice) Such a training pac&age should also contain detailed syllabus with proper se/uencing
of contents and an appropriate mi. of training methods# support material for training may include study notes# case studies# pamphlets# charts# broachers# etc) resentation: *his is the action phase of training) %ere the trainer tells# demonstrates and illustrates in order to put over the new &nowledge and operation) %owever# before it# the learner should be put at ease) It is necessary to e.plain why he is being taught to develop his interest in training) *he learner should be told of the se/uence of the entire job# the need for each step in the job# the relationship of the job to the total wor&flow# etc) instructions should be clear and complete) Aey points should be stressed upon and one point should be e.plained at a time) -udio3visual aids should be used to demonstrate and illustrate and the trainee should be as&ed to repeat the operations he should also be encouraged to as& /uestion in order to ensure that he really &nows and understands the job) erformance Throughout: *he trainee is as&ed to do the job several times slowly) %is mista&es are corrected and if necessary# the complicated steps are e.plained again) -s soon as the trainee demonstrates that he can do the job rightly# he is put on his own and the training is over) !ollow "p: In this step# effectiveness of the training program is assessed) *he feed bac& through follow up will help to reveal wea&ness or errors if any) 9ecessary corrective action can be ta&en) If necessary# instruction may be repeated# until the trainer learns whatever has been taught to him) "ollow up action reinforces the learning process) It also helps in designing future)
THE TRAININ. S+STE,3 2hen some people see or hear the word system# they thin& of mega methodologies that re/uire several boo& cases and intense training to use) - system -pproach to *raining is not that difficult or complicated) *he Institutional System !evelopment 0IS!1 was designed to solve training problems) $elow flow chart shows the IS! model) It was first established by the !epartment of !efense# but can now be found in almost any type organi'ation) It grew out of the +systems analysis, concepts that became popular after 2orld 2ar3II) It is probably the most e.tensively used instructional design model in use today) IS! is concerned with the identification of training re/uirements based on the analysis of job performance re/uirements data obtained from e.perts in the job to be performed) *raining objectives are formulated as a result of the job analysis process and tests are developed to be used to access the learner;s to bring structure to the instructional design process when determining the optimal instructional strategies# instructional se/uencing# and instructional delivery media for the types of training objectives involved)
THE ISD ,ODE-3 *he flowchart used in following figure below shows the five phases with their steps listed below them)
THE ISD ,ODE- *-O& CHART3
*!gure 73 ISD ,ode * o5 Chart
Source4 Secondary !ata
*he IS! model is a clear representation of the training deeds) *his flow chart clearly illustrates the training needs and re/uirements) *his flow chart ma&es us clearly understand the training re/uirements) *his IS! model is designed in 6 phases and is divided into the various re/uirements)
*he below figure highlights the importance of evaluation and feedbac& throughout the entire training program) It also stresses the importance of gathering and distributing information in each of the five phases and shows the training is 9O* a static 0waterfall1 model# but a iterative flow of activities 0 dynamic or spiral1) *he five phases are ongoing activities that continue throughout the life of a training program) -fter building a training program# the other phases do not end once the training program is implemented) *he five phases are continually repeated on a regular basis to see if further improvements can be made)
# brief description of the $SD process: 7. Ana #/e -naly'e system 0department# job etc) to gain a complete understanding of it) ompile a tas&s inventory of all tas&s associated with each job 0if needed1)
Select tas&s that need to be trained 0needs analysis1) $uild performance measures for the tas&s to be trained) hoose instructional setting for the tas&s to be trained) B)g) classroom# on3 the3job# self3study) etc) Bstimate what is going to cost to train the tas&s) 9. Des!gn !evelop the learning objectives for each tas&# to include both terminal and enabling objectives) Identify and list the learning steps re/uired to perform the tas&) !evelop the performance tests to show mastery of the tas&s to be trained# e)g) written# hands onset)
List the entry behaviours that the learner must demonstrate prior to training) Se/uence and structure the learning objectives# e)g) easy tas&s first) :. De"e op List activities that will hold the students learn the tas&) Select the delivery method such as tapes# handouts# etc) Review e.isting material so that you do not reinvent the wheel) !evelop the instructional courseware) Synthesi'e the courseware into a viable training program) Validate the instruction to ensure it accomplishes all goals and objectives) ;. Imp ement reate a management plan for conducting the training) onduct the training)
<. E"a uate Review and evaluate each phase 0analy'e# design# develop# implement1 to ensure it is accomplishing what it is supposed to) Perform e.ternal evaluations# e)g) observe that the tas&s were trained can actually be performed by the learner on the job) Revise training system to ma&e it better)
%aking the System &ffective: *he IS! Model the flow chart model used in figure C below shoes the five phases with their basic steps listed below them) -lthough the above model shows the processes# it does not really how ma&ing the system Bffective to ma&e a training program usable# the following activities must ta&e place in its development) -n early focus on the clients must be maintained) *his is done by direct contact with the clients through interview# observations# surveys# and participatory design and development methods) Dou must ensure that the clients are made the owners of the training program throughout the entire IS! process) If they feel the program is being shoved down their throats or their turf is being invaded# the program will fail) *he five phases3analysis# design# development# implementation# and evaluation should be under one management team to ensure that a symmetrical program is constructed) *he design must be an empirical one) *his re/uires observation# measurement of behaviour# careful evaluation of feedbac&# and a strong motivation to ma&e design changes when needed) *he process of implementation# testing# feedbac&# evaluation and change must be repeated throughout the training system;s live to improve upon it) !o not fall into the old adage) +if it isn;t bro&e don;t fi. it,) Ma&e it better before your competitors do E Records must be maintained) *he audit trail should contain the data gathered in the analysis# the reasons for developing a piece of courseware# and documents that e.plain why certain decisions were made) *his information could prove invaluable in the future when changes are needed or when a similar program must be built)
$dentifying Training 'eeds *raining needs can be assessed by analy'ing three major human resource areas) *he organi'ation as a whole# the job characteristics and the needs of the individuals) *his analysis will provide answers to the following /uestions4 2here is training neededF 2hat specifically must an employee learn in order to be more productiveF 2ho needs to be trainedF $egin by assessing the current status of the company G how it does what it does best and the abilities of your employees to do these tas&s) *his analysis will provide some benchmar&s against which the effectiveness of a training program can be evaluated) Dour firm should &now where it wants to be in five years from its long3 range strategic plan) 2hat you need is a training program to ta&e your firm from here to there) Second# consider whether the firm is financially committed to supporting the training efforts) If not# any attempt to develop a solid training program will fail) 9e.t# determine e.actly where training is needed) It is foolish to implement a company3wide training effort without concentrating resources where they are needed most) In summary# the analysis should focus on the total organi'ation and should tell you where training is needed and where it will wor& within the organi'ation) Once you have determined where training is needed# concentrate on the content of the program) -naly'e the characteristics of the job based on its description# the written narrative of what the employee actually does) *raining based on job description# the written narrative of what the employee actually does) *raining based on job descriptions should go into detail about how the job is performed on a tas& by tas& basis) -ctually doing the job will enable you to get a better feel for what is done) Individual employee can be evaluated by comparing their current s&ill levels or performance to the organi'ation;s performance to the organi'ation;s performance standards or anticipated needs)
-ny discrepancies between actual and anticipated s&ill levels identify a training need) Selection of trainees once you have decided what training is necessary and where it is needed) *he ne.t decision is who should be trainedF "or a small business# this /uestion is crucial) *raining an employee is e.pensive# especially when he or she leaves your firm for a better job) *herefore# it is important to carefully select who will train) *raining programs should be designed to consider the ability of the employee to learn the material and to use it effectively# and to ma&e the most efficient use of resources possible) It is also important that employees be motivated by the training e.perience) Bmployee failure in the program is not only damaging to the employee but a waste of money as well) Selecting the right trainee is important to the success of the program) Trainers 2ho actually conducts the training depends on the type of training needed and who will be receiving it) On the job training is conducted mostly by supervisors# off3 the3training# by either in3house personnel or outside instructors) In3house training is the daily responsibility of supervisors and employees) Supervisors are ultimately responsible for the productivity and# therefore# the training of their subordinates) *hese supervisors should be taught the techni/ues of good training) *hey must be aware of the &nowledge and s&ills necessary to ma&e a productive employee) *rainers should be taught to establish goals and objectives for their training and to determine how these objectives can be used to influence the productivity of their departments) *hey also must be aware of how adults learn and how best to communicate with adults) Small businesses need to develop their supervisors; training capabilities by sending them to courses on training methods) *he investment will pay off in increased productivity) *here are several ways to select training personnel for off3the Gjob training programs) Many small businesses use in3house personnel to develop formal training program to deliver to employees off line from their normal wor& activities# during company meetings or individually at prearranged training sessions)
*here are many outside training sources# including consultants# technical and vocational schools# continuing education programs# chambers of commerce and economic development groups) Selecting an outside source for training has advantages and disadvantages) *he biggest advantage is that these organi'ations are well versed in training techni/ues# which is often not the case with in house personnel) *he disadvantage of using outside training specialists is their limited &nowledge of the company;s product or service and customer needs) *hese trainers have a more general &nowledge of customer satisfaction and needs) In many cases# the outside trainer can develop this &nowledge /uic&ly by immersing him or herself in the company prior to training the employees) -nother disadvantage of using outside trainers is the relatively high cost compared to in3house training although the higher cost may be offset by the increased effectiveness of the training) 2hoever is selected to conduct the training# either outside or in3house trainers# it is important that the company;s goals and values be carefully e.plained)
CHAPTER III INDUSTR+ PRO*I-E
*INANCIA- ,AR@ETS
"inance is the pre3re/uisite for modern business and financial institutions play a vital role in the economic system) It is through financial mar&ets and institutions that the financial system of an economy wor&s) "inancial mar&ets refer to the institutional arrangements for dealing in financial assets and credit instruments of different types such as currency# che/ues# ban& deposits# bills# bonds# e/uities# etc) "inancial mar&et is a broad term describing any mar&etplace where buyers and sellers participate in the trade of assets such as e/uities# bonds# currencies and derivatives) *hey are typically defined by having transparent pricing# basic regulations on trading# costs and fees and mar&et forces determining the prices of securities that trade) (enerally# there is no specific place or location to indicate a financial mar&et) 2herever a financial transaction ta&es place# it is deemed to have ta&en place in the financial mar&et) %ence financial mar&ets are pervasive in nature since financial transactions are themselves very pervasive throughout the economic system) "or instance# issue of e/uity shares# granting of loan by term lending institutions# deposit of money into a ban&# purchase of debentures# sale of shares and so on) In a nutshell# financial mar&ets are the credit mar&ets catering to the various needs of the individuals# firms and institutions by facilitating buying and selling of financial assets# claims and services)
C-ASSI*ICATION O* *INANCIA- ,AR@ETS
*!nanc!a mar'ets
Organ!/ed mar'ets
Unorgan!/ed mar'ets
Cap!ta ,ar'ets
,one# ,ar'ets
,one# -enders4 Ind!genuos $an'ers
Industr!a Secur!t!es ,ar'et
Ca ,one# ,ar'et
Pr!mar# ,ar'et
Commerc!a $! ,ar'et
Secondar# mar'et
Treasur# $! ,ar'et
.o"ernment Secur!t!es ,ar'et -ong0term oan mar'et
Cap!ta ,ar'et *he capital mar&et is a mar&et for financial assets which have a long or indefinite maturity) (enerally# it deals with long term securities which have a period of above one year) In the widest sense# it consists of a series of channels through which the savings of the community are made available for industrial and commercial enterprises and public authorities) -s a whole# capital mar&et facilitates raising of capital) *he major functions performed by a capital mar&et are4 8) Mobili'ation of financial resources on a nation3wide scale) C) Securing the foreign capital and &now3how to fill up deficit in the re/uired resources for economic growth at a faster rate) H) Bffective allocation of the mobili'ed financial resources# by directing the same to projects yielding highest yield or to the projects needed to promote balanced economic development) apital mar&et consists of primary mar&et and secondary mar&et) rimary market Primary mar&et is a mar&et for new issues or new financial claims) %ence it is also called as 9ew Issue Mar&et) It basically deals with those securities which are issued to the public for the first time) *he mar&et# therefore# ma&es available a new bloc& of securities for public subscription) In other words# it deals with raising of fresh capital by companies either for cash or for consideration other than cash) *he best e.ample could be Initial Public Offering 0IPO1 where a firm offers shares to the public for the first time) Secondary market Secondary mar&et is a mar&et where e.isting securities are traded) In other words# securities which have already passed through new issue mar&et are traded in this mar&et) (enerally# such securities are /uoted in the stoc& e.change and it
provides a continuous and regular mar&et for buying and selling of securities) *his mar&et consists of all stoc& e.changes recogni'ed by the government of India) ,one# ,ar'et Money mar&ets are the mar&ets for short3term4 highly li/uid debt securities) Money mar&et securities are generally very safe investments which return relatively low interest rate that is most appropriate for temporary cash storage or short term time needs) It consists of a number of sub3mar&ets which collectively constitute the money mar&et namely call money mar&et# commercial bills mar&et# acceptance mar&et# and *reasury bill mar&et) Der!"at!"es ,ar'et *he derivatives mar&et is the financial mar&et for derivatives# financial instruments li&e futures contracts or options# which are derived from other forms of assets) - derivative is a security whose price is dependent upon or derived from one or more underlying assets) *he derivative itself is merely a contract between two or more parties) Its value is determined by fluctuations in the underlying asset) *he most common underlying assets include stoc&s# bonds# commodities# currencies# interest rates and mar&et inde.es) *he important financial derivatives are the following4 !orwards: "orwards are the oldest of all the derivatives) - forward contract refers to an agreement between two parties to e.change an agreed /uantity of an asset for cash at a certain date in future at a predetermined price specified in that agreement) *he promised asset may be currency# commodity# instrument etc) !utures: "uture contract is very similar to a forward contract in all respects e.cepting the fact that it is completely a standardi'ed one) It is nothing but a standardi'ed forward contract which is legally enforceable and always traded on an organi'ed e.change) (ptions: - financial derivative that represents a contract sold by one party 0option writer1 to another party 0option holder1) *he contract offers the buyer
the right# but not the obligation# to buy 0call1 or sell 0put1 a security or other financial asset at an agreed3upon price 0the stri&e price1 during a certain period of time or on a specific date 0e.ercise date1) all options give the option to buy at certain price# so the buyer would want the stoc& to go up) Put options give the option to sell at a certain price# so the buyer would want the stoc& to go down) Swaps: It is yet another e.citing trading instrument) Infact# it is the combination of forwards by two counterparties) It is arranged to reap the benefits arising from the fluctuations in the mar&et G either currency mar&et or interest rate mar&et or any other mar&et for that matter) *ore!gn Exchange ,ar'et It is a mar&et in which participants are able to buy# sell# e.change and speculate on currencies) "oreign e.change mar&ets are made up of ban&s# commercial companies# central ban&s# investment management firms# hedge funds# and retail fore. bro&ers and investors) *he fore. mar&et is considered to be the largest financial mar&et in the world) It is a worldwide decentrali'ed over3the3counter financial mar&et for the trading of currencies) $ecause the currency mar&ets are large and li/uid# they are believed to be the most efficient financial mar&ets) It is important to reali'e that the foreign e.change mar&et is not a single e.change# but is constructed of a global networ& of computers that connects participants from all parts of the world) Commod!t!es ,ar'et It is a physical or virtual mar&etplace for buying# selling and trading raw or primary products) "or investors= purposes there are currently about 67 major commodity mar&ets worldwide that facilitate investment trade in nearly 877 primary commodities) ommodities are split into two types4 hard and soft commodities) %ard commodities are typically natural resources that must be mined or e.tracted 0gold# rubber# oil# etc)1# whereas soft commodities are agricultural products or livestoc& 0corn# wheat# coffee# sugar# soybeans# por&# etc)1
INDIAN *INANCIA- ,AR@ETS

India "inancial mar&et is one of the oldest in the world and is considered to be the fastest growing and best among all the mar&ets of the emerging economies) *he history of Indian capital mar&ets dates bac& C77 years toward the end of the 8Ith century when India was under the rule of the Bast India ompany) *he development of the capital mar&et in India concentrated around Mumbai where no less than C77 to C67 securities bro&ers were active during the second half of the 8Jth century) *he financial mar&et in India today is more developed than many other sectors because it was organi'ed long before with the securities e.changes of Mumbai# -hmadabad and Aol&ata were established as early as the 8Jth century) $y the early 8JK7s the total number of'securities e.changes in India rose to eight# including Mumbai# -hmadabad and Aol&ata apart from Madras# Aanpur# !elhi# $angalore and Pune) *oday there are C8 regional securities e.changes in India in addition to the centrali'ed 9SB 09ational Stoc& B.change1 and O* BI 0Over the ounter B.change of India1) %owever the stoc& mar&ets in India remained stagnant due to stringent controls on the mar&et economy that allowed only a handful of monopolies to dominate their respective sectors) *he corporate sector wasn=t allowed into many industry segments# which were dominated by the state controlled public sector resulting in stagnation of the economy right up to the early 8JJ7s) *hereafter when the Indian economy began liberali'ing and the controls began to be dismantled or eased outL the securities mar&ets witnessed a flurry of IPO;s that were launched) *his resulted in many new companies across different industry segments to come up with newer products and services) - remar&able feature of the growth of the Indian economy in recent years has been the role played by its securities mar&ets in assisting and fuelling that growth with money rose within the economy) *his was in mar&ed contrast to the initial phase of growth in many of the fast growing economies of Bast -sia that witnessed huge
doses of "!I 0"oreign !irect Investment1 spurring growth in their initial days of mar&et decontrol) !uring this phase in India much of the organi'ed sector has been affected by high growth as the financial mar&ets played an all3inclusive role in sustaining financial resource mobili'ation) Many PS:s 0Public Sector :nderta&ings1 that decided to offload part of their e/uity were also helped by the well3organi'ed securities mar&et in India) *he launch of the 9SB 09ational Stoc& B.change1 and the O* BI 0Over the ounter B.change of India1 during the mid 8JJ7s by the government of India was meant to usher in an easier and more transparent form of trading in securities) *he 9SB was conceived as the mar&et for trading in the securities of companies from the large3scale sector and the O* BI for those from the small3scale sector) 2hile the 9SB has not just done well to grow and evolve into the virtual bac&bone of capital mar&ets in India the O* BI struggled and is yet to show any sign of growth and development) *he integration of I* into the capital mar&et infrastructure has been particularly smooth in India due to the country;s world class I* industry) *his has pushed up the operational efficiency of the Indian stoc& mar&et to global standards and as a result the country has been able to capitali'e on its high growth and attract foreign capital li&e never before) *he regulating authority for capital mar&ets in India is the SB$I 0Securities and B.change $oard of India1) SB$I came into prominence in the 8JJ7s after the capital mar&ets e.perienced some turbulence) It had to ta&e drastic measures to plug many loopholes that were e.ploited by certain mar&et forces to advance their vested interests) -fter this initial phase of struggle SB$I has grown in strength as the regulator of India;s capital mar&ets and as one of the country;s most important institutions)
*INANCIA- ,AR@ET RE.U-ATIONS

Regulations are an absolute necessity in the face of the growing importance of capital mar&ets throughout the world) *he development of a mar&et economy is dependent on the development of the capital mar&et) *he regulation of a capital mar&et involves the regulation of securitiesL these rules enable the capital mar&et to function more efficiently and impartially) - well regulated mar&et has the potential to encourage additional investors to parta&e# and contribute in# furthering the development of the economy) *he chief capital mar&et regulatory authority is Securities and B.change $oard of India 0SB$I1) SE$I is the regulator for the securities mar&et in India) It is the ape. body to develop and regulate the stoc& mar&et in India It was formed officially by the (overnment of India in 8JJC with SB$I -ct 8JJC being passed by the Indian Parliament) haired by $ $have# SB$I is head/uartered in the popular business district of $andra3Aurla comple. in Mumbai# and has 9orthern# Bastern# Southern and 2estern regional offices in 9ew !elhi# Aol&ata# hennai and -hmedabad) In place of (overnment ontrol# a statutory and autonomous regulatory board with defined responsibilities# to cover both development 5 regulation of the mar&et# and independent powers has been set up) The 1as!c o18ect!"es of the $oard 5ere !dent!f!ed as3

*o protect the interests of investors in securitiesL *o promote the development of Securities Mar&etL *o regulate the securities mar&et and "or matters connected therewith or incidental thereto)
Since its inception SB$I has been wor&ing targeting the securities and is attending to the fulfillment of its objectives with commendable 'eal and de.terity)
*he improvements in the securities mar&ets li&e capitali'ation re/uirements# margining# establishment of clearing corporations etc) reduced the ris& of credit and also reduced the mar&et) SB$I has introduced the comprehensive regulatory measures# prescribed registration norms# the eligibility criteria# the code of obligations and the code of conduct for different intermediaries li&e# ban&ers to issue# merchant ban&ers# bro&ers and sub3bro&ers# registrars# portfolio managers# credit rating agencies# underwriters and others) It has framed bye3laws# ris& identification and ris& management systems for learing houses of stoc& e.changes# surveillance system etc) which has made dealing in securities both safe and transparent to the end investor) -nother significant event is the approval of trading in stoc& indices 0li&e S5P 9M 9ifty 5 Sense.1 in C777) - mar&et Inde. is a convenient and effective product because of the following reasons4

It acts as a barometer for mar&et behaviorL It is used to benchmar& portfolio performanceL It is used in derivative instruments li&e inde. futures and inde. optionsL It can be used for passive fund management as in case of Inde. "unds) *wo broad approaches of SB$I is to integrate the securities mar&et at the
national level# and also to diversify the trading products# so that there is an increase in number of traders including ban&s# financial institutions# insurance companies# mutual funds# primary dealers etc) to transact through the B.changes) In this conte.t the introduction of derivatives trading through Indian Stoc& B.changes permitted by SB$I in C777 -! is a real landmar&) SB$I has enjoyed success as a regulator by pushing systemic reforms aggressively and successively 0e)g) the /uic& movement towards ma&ing the mar&ets electronic and paperless rolling settlement on *NC bases1) SB$I has been active in setting up the regulations as re/uired under law)
STOC@ EACHAN.ES IN INDIA

Stoc& B.changes are an organi'ed mar&etplace# either corporation or mutual organi'ation# where members of the organi'ation gather to trade company stoc&s or other securities) *he members may act either as agents for their customers# or as principals for their own accounts) -s per the Securities ontracts Regulation -ct# 8J6K a stoc& e.change is an
association# organi'ation or body of individuals whether incorporated or not# established for the purpose of assisting# regulating and controlling business in buying# selling and dealing in securities) Stoc& e.changes facilitate for the issue and redemption of securities and other financial instruments including the payment of income and dividends) *he record &eeping is central but trade is lin&ed to such physical place because modern mar&ets are computeri'ed) *he trade on an e.change is only by members and stoc& bro&er do have a seat on the e.change)
-!st of Stoc' Exchanges !n Ind!a $ombay Stoc& B.change 9ational Stoc& B.change O* B.change of India Reg!ona Stoc' Exchanges 8) -hmedabad C) $angalore H) $hubaneswar O) alcutta 6) ochin K) oimbatore P) !elhi I) (uwahati J) @aipur 87) @aipur 88) Ludhiana 8C) Madhya Pradesh 8H) Madras 8O) Magadh 86) Mangalore 8K) Meerut 8P) Pune 8I) Vadodara
$O,$A+ STOC@ EACHAN.E
- very common name for all traders in the stoc& mar&et# $SB# stands for $ombay Stoc& B.change) It is the oldest mar&et not only in the country# but also in -sia) In the early days# $SB was &nown as Q*he 9ative Share 5 Stoc& $ro&ers -ssociation)Q It was established in the year 8IP6 and became the first stoc& e.change in the country to be recogni'ed by the government) In 8J6K# $SB obtained a permanent recognition from the (overnment of India under the Securities 0Regulation1 -ct# 8J6K) In the past and even now# it plays a pivotal role in the development of the country=s capital mar&et) *his is recogni'ed worldwide and its inde.# SB9SBM# is also trac&ed worldwide) Barlier it was an -ssociation of Persons 0-OP1# but now it is a demutualised and corporatised entity incorporated under the provisions of the ompanies -ct# 8J6K# pursuant to the $SB 0 orporatisation and !emutuali'ation1 Scheme# C776 notified by the Securities and B.change $oard of India 0SB$I1) $SE )!s!on *he vision of the $ombay Stoc& B.change is to QBmerge as the premier Indian stoc& e.change by establishing global benchmar&s)Q $SE ,anagement $ombay Stoc& B.change is managed professionally by $oard of !irectors) It comprises of eminent professionals# representatives of *rading Members and the Managing !irector) *he $oard is an inclusive one and is shaped to benefit from the mar&et intermediaries participation) *he $oard e.ercises complete control and formulates larger policy issues) *he day3to3day operations of $SB are managed by the Managing !irector and its school of professional as a management team) ontracts
$SE Net5or' *he B.change reaches physically to O8P cities and towns in the country) *he framewor& of it has been designed to safeguard mar&et integrity and to operate with transparency) It provides an efficient mar&et for the trading in e/uity# debt instruments and derivatives) Its online trading system# popularly &nown as $OL*# is a proprietary system and it is $S PPJJ3C3C77C certified) *he $OL* networ& was e.panded# nationwide# in 8JJP) *he surveillance and clearing 5 settlement functions of the B.change are ISO J7784C777 certified) $SE *acts $SB as a brand is synonymous with capital mar&ets in India) *he $SB SB9SBM is the benchmar& e/uity inde. that reflects the robustness of the economy and finance) It was the G "irst in India to introduce B/uity !erivatives "irst in India to launch a "ree "loat Inde. "irst in India to launch :SR version of $SB Sense. "irst in India to launch B.change Bnabled Internet *rading Platform "irst in India to obtain ISO certification for Surveillance# Settlement =$SB On3Line *rading System; 0$OL*1 has been awarded the globally recogni'ed the Information Security Management System standard $SPPJJ3C4C77C) "irst to have an e.clusive facility for financial training Moved from Open Outcry to Blectronic *rading within just 67 days learing 5
)S& with its long history of capital market development is fully geared to continue its contributions to further the growth of the securities markets of the country* thus helping $ndia increases its sphere of influence in international financial markets+
NATIONA-I,ITED
STOC@
EACHAN.E
O*
INDIA
*he 9ational Stoc& B.change of India Limited has genesis in the report of the %igh Powered Study (roup on Bstablishment of 9ew Stoc& B.changes# which recommended promotion of a 9ational Stoc& B.change by financial institutions 0"I;s1 to provide access to investors from all across the country on an e/ual footing) $ased on the recommendations# 9SB was promoted by leading "inancial Institutions at the behest of the (overnment of India and was incorporated in 9ovember 8JJC as a ta.3paying company unli&e other stoc& B.change in the country) On its recognition as a stoc& e.change under the Securities ontracts
0Regulation1 -ct# 8J6K in -pril 8JJH# 9SB commenced operations in the 2holesale !ebt Mar&et 02!M1 segment in @une 8JJO) *he apital Mar&et 0B/uities1 segment commenced operations in 9ovember 8JJO and operations in !erivatives segment commenced in @une C777) NSE .ROUP Nat!ona Secur!t!es C ear!ng Corporat!on -td. BNSCC-6 It is a wholly owned subsidiary# which was incorporated in -ugust 8JJ6 and commenced clearing operations in -pril 8JJK) It was formed to build confidence in clearing and settlement of securities# to promote and maintain the short and consistent settlement cycles# to provide a counter3party ris& guarantee and to operate a tight ris& containment system) NSE.IT -td. It is also a wholly owned subsidiary of 9SB and is its I* arm) *his arm of the 9SB is uni/uely positioned to provide products# services and solutions for the securities industry) 9SB)I* primarily focuses on in the area of trading# bro&er front3 end and bac&3office# clearing and settlement# web3based# insurance# etc) -long with this# it also provides consultancy and implementation services in !ata 2arehousing#
$usiness
ontinuity Plans# Site Maintenance and $ac&ups# Stratus Mainframe
"acility Management# Real *ime Mar&et -nalysis 5 "inancial 9ews) Ind!a Index Ser"!ces C Products -td. BIIS-6 It is a joint venture between 9SB and RISIL Ltd) to provide a variety of
indices and inde. related services and products for the Indian apital mar&ets) It was set up in May 8JJI) IISL has a consulting and licensing agreement with the Standard and Poor=s 0S5P1# world=s leading provider of investible e/uity indices# for co3 branding e/uity indices) Nat!ona Secur!t!es Depos!tor# -td. BNSD-6 9SB joined hands with I!$I and :*I to promote demateriali'ation of securities) *his step was ta&en to solve problems related to trading in physical securities) It commenced operations in 9ovember 8JJK) NSE *acts It uses satellite communication technology to energi'e participation from around O77 cities in India) 9SB can handle up to 8 million trades per day) It is one of the largest interactive VS-* based stoc& e.changes in the world) *he 9SB3 networ& is the largest private wide area networ& in India and the first e.tended 3 $and VS-* networ& in the world) Presently more than J777 users are trading on the real time3online 9SB application) *oday# 9SB is one of the largest e.changes in the world and still forging ahead) -t 9SB# we are constantly wor&ing towards creating a more transparent# vibrant and innovative capital mar&et)
O)ER THE COUNTER EACHAN.E O* INDIA

O* BI was incorporated in 8JJ7 as a section C6 company under the companies -ct 8J6K and is recogni'ed as a stoc& e.change under section O of the securities ontracts Regulation -ct# 8J6K) *he e.change was set up to aid enterprising promotes in raising finance for new projects in a cost effective manner and to provide investors with a transparent and efficient mode of trading Modeled along the lines of the 9-S!-> mar&et of :S-# O* BI introduced many novel concepts to the Indian capital mar&ets such as screen3based nationwide trading# sponsorship of companies# mar&et ma&ing and scrip less trading) -s a measure of success of these efforts# the B.change today has 886 listings and has assisted in providing capital for enterprises that have gone on to build successful brands for themselves li&e VIP -dvanta# Sonora *iles 5 $rilliant mineral water# etc) Need for OTCEI3 Studies by 9-SS OM# software technology par&s of India# the venture capitals funds and the government;s I* tas&s "orce# as well as rising interest in I*# Pharmaceutical# $iotechnology and Media shares have repeatedly emphasi'ed the need for a national stoc& mar&et for innovation and high growth companies) Innovative companies are critical to developing economics li&e India# which is undergoing a major technological revolution) 2ith their abilities to generate employment opportunities and contribute to the economy# it is essential that these companies not only e.pand e.isting operations but also set up new units) *he &ey issue for these companies is raising timely# cost effective and long term capital to sustain their operations and enhance growth) Such companies# particularly those that have been in operation for a short time# are unable to raise funds through the traditional financing methods# because they have not yet been evaluated by the financial world)
CHAPTER I) CO,PAN+ PRO*I-E
IN)EST-EA* ,ANA.E,ENT SO-UTIONS P)T -TD

In"est eaf ,anagement So ut!ons incorporated as Private Limited company has established itself as one of the ?Premier Investment onsultancy "irms;# &nown for ma&ing investing simpler# more understandable and profitable for the investors) *he company directly and through its affiliate programs offers a wide range of products 5 services vi'4 B/uity# !erivatives# urrency "utures# ommodities *rading# IPO=s# Mutual "unds# Insurance# Real Bstate# Portfolio Management Services 5 !epository Services all under one roof# for the convenience and benefit of its customers)
E2u!t!es
Investleaf offers you the best ?H3I938; online trading accounts from different online trading firms# blending the best of technology with traditional bro&ing) Investleaf offers B/uity *rading through its business partner Investleaf Management Solutions Ltd) Investleaf Management Solutions provided the prospect of researched investing to its clients# which was hitherto restricted only to the institutions) Research for the retail investor did not e.ist prior to Investleaf Management Solutions)
,utua *unds
Investleaf has a dedicated team of research analysts speciali'ing in mutual funds) *his is a uni/ue feature not found in many other firms) *he team comprises analysts from different fields such as economics# statistics and finance among others) *his diverse bac&ground helps us to analy'e funds and performance on a variety of parameters both conventional as well as unconventional) 2e have developed a proprietary ran&ing of mutual funds which is a combination of /uantitative and /ualitative factors) *he team is e/uipped to serve both institutional and retail clients) Our research includes independent objective analysis as well as interactions with fund managers and asset management companies)
Commod!t!es
Investleaf has a dedicated team of analysts speciali'ing in commodities and commodities trading) *he team comprises analysts from different fields such as economics# agriculture science# statistics# and finance among others) *his diverse manpower mi. helps us to do a multi perspective analysis of all commodities and filter the information as per the duration of the trading call) *he team is e/uipped to serve both institutional and retail clients) Our research# well recogni'ed in the industry is based on primary surveys# interactions with physical mar&ets players# fundamental# derivatives# technical and statistical analysis# giving it a sense of completeness) -nalysts have access to the latest mar&et data# charts# mar&et intelligence etc) constantly analy'ing the data to facilitate your trading decisions) Our research is aimed not only at the long3term traders 5 investors# but also caters to the needs of short term < intra day traders) *he research calls are disseminated to clients through SMS -lerts# RM calls and email)
Rea Estate
Investleaf brings together a range of services under a single roof)
9ew Projects aggregated across builders and pass our stringent project and builder selection criteria and could be properties) ommercial# Industrial or Residential omple.es for
"acilities Management for "inance for e.pertise)
ommercial and Residential
house&eeping# building management and office support solutions)
ommercial and Residential Properties that call for specialist
Property Insurance -dvisory on the right Insurance solutions)
Investment Research
Investleaf offers the most comprehensive deal coverage that covers India;s investment eco3system) Investleaf offers information and reports on M5-# Project "inancing# Initial Public Offerings# Private Placements# Private B/uity and Venture apital transactions including transaction terms# structures# deal amounts and valuations) It also contains entity information on all companies involved in these transactions including target companies# investors and advisors) *he hosted platform provides information on demand and helps reduce research time# allowing users to spend more time on analysis) Investleaf uses advanced web tools to provide information in an intuitive and user3 friendly format) Investleaf also provides information in spreadsheet 5 pdf formats to ma&e life of a financial researcher easy) Investleaf is supported by a team of highly s&illed analysts and journalists who understand the information needs of clients) :sers associated with private e/uity# venture capital# investment ban&ing# corporate law# finance and consulting or anyone else with an interest in the Indian deal landscape will find Investleaf as an indispensable resource) )!s!on Investleaf Management Solutions= Vision is to build brand Value by innovating to deliver consumer value and customer leadership faster# better and more completely than our competition) *his Vision is supported by two fundamental principles that provide the foundation for all of our activities4 Organi'ational B.cellence and Values) -ttaining this Vision re/uires superior and continually improving performance in every area and at every level of the organi'ation) ore
Investleaf=s performance will be guided by a clear and concise strategic statement for each business unit and by an ongoing >uest for B.cellence within all operational and staff functions) *his >uest for B.cellence re/uires hiring# developing and retaining a diverse wor&force of the highest caliber) *o support this >uest# each function employs metrics to define# and implements processes to achieve# world3class status) ,!ss!on *he mission of Investleaf Management Solutions is to provide results3oriented advertising# public relations# and mar&eting designed to meet our client=s objectives by providing strong mar&eting concepts and e.celling at customer service) 2e see& to establish a long lasting partnership with our clients) 2e desire to measure success for our clients through awareness# increased service# or other criteria mutually agreed upon between the agency and the clients) 2e are committed to maintaining a rewarding environment in which we can accomplish our mission) ,anagement Team Investleaf Management Solutions was founded by Srinivas (attupalli and Vamshi $attini) Investleaf believes in successfully delivering value for its customers# partners and shareholders by way of superior products# services and timely e.ecution) Sr!n!"as .attupa ! -n M$- (raduate 5 "inancial Research B.pert over 8C years of proven s&ill3sets in leading Research 5 "inancial services companies and currently pioneering his entrepreneurial venture Investleaf Management Solutions) %is areas of e.pertise include Initial Public Offerings# Mergers 5 -c/uisitions# Private B/uity and Venture apital) Mr) (attupalli is competent in leading functional teams by effectively mentoring and
guiding individual members# recruiting personnel# and training new recruits for successfully developing new products) - committed financial e.pert desirous of assuming wider 5 more challenging roles for spearheading organi'ational growth 5 profitability by utili'ing vast domain &nowledge 5 functional abilities) %is other areas of business interest include web site designing# &nowledge dissemination through web portals# internet and digital mar&eting# and content development services) Mr) (attupalli joined as Research -ssociate with apitalI> in the year C777 and gradually moved on to wor& for leading research companies including "actset Research Systems# R)R) !onnelley 5 Sons (lobal!ata) )amsh! $ -n M - graduate and co3promoter of Investleaf Management Solutions# Mr) Vamshi is efficient in providing guidance and /uality technology services to the organi'ation) Mr) Vamshi is based out in :)S from where he leads the mar&eting efforts of the organi'ation) %is 87 years stint in the industry and his association with major companies has offered him comple. challenges which he handled efficiently) ompany and
Tra!n!ng process at In"est eaf ,anagement So ut!ons
*raining at Investleaf is designed to meet the following re/uirements) *o identify people and process training needs) *o develop and deliver customi'ed training programs) *o meet and e.ceed internal 5 e.ternal customer e.pectations) *o adopt changing technologies and business conditions) *o facilitate continues improvement of processes and methodologies) *o build commitment in all employees to ta&e total ownership of customer issues) *o provide ongoing training 5 s&ills enhancement to all employees)
CHAPTER ) DATA ANA-+SIS C INTERPRETATIONS
7.
&hat !s #our ageD In"est eaf4 Age Of Emp o#ees Age

Less than 25 25-30 31-35 Above 35 Less than 25
Ta1 e 73 S. No.
1 2 3 4 5
No. of Respondents
14 16 14 6 14
Percentage BE6
28% 32% 28% 12% 28%
Tota Source4 Primary !ata *!gure 93 In"est eaf4 Age Of Emp o#ees
<F
7FFE
'
Source4 Primary !ata Inference *he above table shows that CIS of the respondents are at the age group from 8I3C6years# HCS respondents are from C63H7years of age# CIS of the respondents are from H73H6 years of age and 8CS of the respondents are above H6 years of age)
9. .enderD Ta1 e 93 S. No. 8 C Male "emale .ender Proport!on At In"est eaf .ender No. of Respondents H8 8J <F Percentage BE6 KCS HIS 7FFE
Tota Source4 Primary !ata *!gure :3 .ender Proport!on At In"est eaf P7S K7S 67S O7S H7S C7S 87S 7S Male =9E
:?E
"emale
Source4 Primary !ata
Inference *he above table shows that KCS of the respondents are male and HIS of the respondents are female)
:. Are #ou sat!sf!ed 5!th the tra!n!ng program conducted !n In"est eafD Ta1 e :3 S. No. 8 C H O 6
Dissatisfied Somewhat Dissatisfied Neut a! Satisfied Somewhat Dissatisfied
Tra!n!ng Sat!sfactor# -e"e s Op!n!on No. of Respondents

5 12 5 18 10
Percentage BE6
10% 24% 10% 36% 20%
Tota Source4 Primary !ata *!gure ;3 Tra!n!ng Sat!sfactor# -e"e s
<F
7FFE
Source4 Primary !ata Inference *he graph shows that 87S of the people are not satisfied with the training programs# while HKS of the people are satisfied) 87S of the respondents are neutral# COS of the people towards dissatisfaction# and 6KS towards satisfaction)
;. Ho5 !s the 2ua !t# of tra!n!ng offered !n the organ!sat!onD Ta1 e ;3 S. No. 8 C H O 6
%ua !t# of Tra!n!ng Op!n!on No. of Respondents

4 8 8 20 10
Percentage BE6
8% 16% 16% 40% 20%
Tota Source4 Primary !ata *!gure <3 %ua !t# of Tra!n!ng

CO Tra!n!ng Sat!sfact!on
<F
7FFE
O6S O7S H6S
8K
O7S
H7S C6S C7S
86S 8KS C7S 87S 6S 7S Some what !issatisfied 9eutral Satisfied Some what !issatisfied 8KS
t d n p s e R f ) o 9
IS !issatisfied
Source4 Primary !ata
Inference *he graph depicts that O7S of the people are satisfied with the /uality of the training given# followed by somewhat satisfied people with C7S) Overall dissatisfaction shows COS)
<. +our op!n!on the tra!n!ng programD
Ta1 e <3 S. No. 8 C H
Op!n!on on Tra!n!ng Op!n!on

"e!ated wo # Not e!ated to wo # $ene a!
No. of Respondents
26 8 16
Percentage BE6
52% 16% 32%
Tota Source4 Primary !ata *!gure =3 Op!n!on on Tra!n!ng

30 25 20 15 10 5 0 Good Neutral 16% 52%
<F
7FFE
60% 50% 40% 32% 30% 20% 10% 0% Poor
Source4 Primary !ata Inference *he above table shows that 6CS of the employees find the training programme mostly related to their wor&)8KS of employees find it in general and HCS find it is not related to wor&)
=. Do #ou agree that the tra!n!ng program he ps !n !mpro"!ng Techn!ca s'! sD Ta1 e =3 S. No. 8 C H
A% ee Neut a! Disa% ee
Techn!ca S'! s Or!entat!on Op!n!on No. of Respondents

36 8 6
Percentage BE6
&2% 16% 12%
Tota Source4 Primary !ata *!gure >3 Techn!ca S'! s Or!entat!on

40 35 30 25 20 15 10 5 0 Agree Neutral 16% 72%
<F
7FFE
80% 70% 60% 50% 40% 30% 20% 12% 10% 0% Disagree
Source4 Primary !ata Inference *he graph shows that the company is providing good technical s&ills related training program with a response of PCS) Only 8CS of the people are not feeling well at the technical training and development) 8KS are neutral in e.pressing their views)
>. Do #ou agree that the tra!n!ng program he ps !n !mpro"!ng -eadersh!p s'! sD Ta1 e >3 S. No. 8 C H
-eadersh!p S'! s Or!entat!on Op!n!on No. of Respondents

25 8 1&
Percentage BE6
50% 16% 34%
Tota Source4 Primary !ata *!gure ?3 -eadersh!p S'! s Or!entat!on

30 25 20 15 10 5 0 Agree Neutral 16%
<F
7FFE
60% 50% 40% 34% 30% 20% 10% 0% Disagree
50%
Source4 Primary !ata Inference *he graph shows that the company is providing leadership s&ills related training program with a response of 67S) HOS of the people are not feeling well at the leadership s&ills training and development) 8KS are neutral in e.pressing their views)
?. Do #ou agree that the tra!n!ng program he ps !n !mpro"!ng Commun!cat!on s'! sD Ta1 e ?3 S. No. 8 C H
Commun!cat!on S'! s Or!entat!on Op!n!on No. of Respondents

18 14 18
Percentage BE6
36% 28% 36%
Tota Source4 Primary !ata *!gure G3 Commun!cat!on S'! s Or!entat!on

20 18 16 14 12 10 8 6 4 2 0 Agree Neutral 36% 28%
<F
7FFE
40% 36% 35% 30% 25% 20% 15% 10% 5% 0% Disagree
Source4 Primary !ata Inference *he graph shows that the company is providing communication s&ills related training program with a response of HKS) HKS of the people are not feeling well at the communication s&ills training and development) CIS are neutral in e.pressing their views)
G. HDo #ou agree that after comp et!on of tra!n!ng4 can #ou perform 1etterD Ta1 e G3 S. No. 8 C H
Performance After Tra!n!ng Op!n!on No. of Respondents

36 6 8
Percentage BE6
&2% 12% 16%
Tota Source4 Primary !ata *!gure 7F3 Performance After Tra!n!ng

40 35 30 25 20 15 10 5 0 Agree 72%
<F
7FFE
16% 12% Neutral Disagree
Source4 Primary !ata Inference *he graph illustrates that PCS of the employees will perform better after training and development program) 8CS are neutral and 8KS are not agreeing with training effects)
7F. Do #ou agree tra!n!ng program 5! he p !n de"e op!ng customer ser"!ce s'! sD Ta1 e 7F3 Customer Ser"!ce Or!entat!on S. No. 8 C H
Op!n!on
No. of Respondents
28 1& 5
Percentage BE6
56% 34% 10%
Tota Source4 Primary !ata *!gure 773 Customer Ser"!ce Or!entat!on

30 25 20 15 10 5 0 Agree Neutral 56%
<F
7FFE
60% 50% 40% 34% 30% 20% 10% 0% Disagree
10%
Source4 Primary !ata Inference -mong the 67 respondents# most of the people agreed that Investleaf is giving customer oriented training# and HOS are neutral) Remaining 87S said that the company is not giving customer oriented training#
77. Do #ou agree tra!n!ng program 5! he p !n gett!ng promotedD
Ta1 e 773 Emp o#ee Or!ented Tra!n!ng S. No. 8 C H

Op!n!on
No. of Respondents
31 12 &
Percentage BE6
62% 24% 14%
Tota Source4 Primary !ata *!gure 793 Emp o#ee Or!ented Tra!n!ng
35 30 25 20 15 10 5 0 Agree Neutral 24% 62%
<F
7FFE
70% 60% 50% 40% 30% 20% 14% 10% 0% Disagree
Source4 Primary !ata Inference *he graph illustrates that KCS of the employees will get promoted with the s&ills learned after training and development program) COS are neutral and 8OS are not agreeing with training effects)
79. The top!cs co"ered !n the program are re e"ant4 !nterest!ng4 and pert!nent to 5or'D Ta1 e 793 Tra!n!ng Re e"ant to Compan# $us!ness S. No. 8 C H
Op!n!on
No. of Respondents
34 4 12
Percentage BE6
68% 8% 24%
Tota Source4 Primary !ata *!gure 7:3 Tra!n!ng Re e"ant to Compan# $us!ness
40 35 30 25 20 15 10 5 0 Agree 8% Neutral 68%
<F
7FFE
80% 70% 60% 50% 40% 30% 24% 20% 10% 0% Disagree
Source4 Primary !ata Inference *he graph illustrates that KIS of the employees feel that the training and development program is relevant to the company;s wor&) IS are neutral and COS are saying it is not related to the company wor&)
7:. Do #ou agree that re e"ent top!cs re ated to the program o18ect!"es are co"ered !n tra!n!ng programD Ta1 e 7:3 Tra!n!ng o18ect!"es S. No. 8 C H
Op!n!on
No. of Respondents
22 6 22
Percentage BE6
44% 12% 44%
Tota Source4 Primary !ata *!gure 7;3 Tra!n!ng o18ect!"es

25 20 44% 15 10 5 0 Agree Neutral
<F
7FFE
50% 44% 45% 40% 35% 30% 25% 20% 15% 12% 10% 5% 0% Disagree
Source4 Primary !ata Inference *he graph illustrates that OOS of the employees feel that the training and development program is relevant to the company;s business objective) 8CS are neutral and COS are saying it is not related to the company business objective)
7;. Do #ou th!n' that r!ght amount of t!me 5as spent on each top!c co"ered !n the tra!n!ng programD Ta1 e 7;3 Tra!n!ng T!me !nes S. No. 8 C H
Op!n!on
No. of Respondents
18 6 26
Percentage BE6
36% 12% 52%
Tota Source4 Primary !ata *!gure 7<3 Tra!n!ng T!me !nes

30 25 20 15 10 5 0 Agree Neutral 36%
<F
7FFE
60% 52% 50% 40% 30% 20% 10% 0% Disagree
12%
Source4 Primary !ata Inference *he graph illustrates that HHS of the employees feel that the training timeline is sufficient and 8C S are neutral) 6CS are saying time is not sufficient for training schedule)
7<. Do #ou fee that the top!cs co"ered are eas# to understandD
Ta1 e 7<3 Tra!n!ng Understanda1! !t# S. No. 8 C H
Op!n!on
No. of Respondents
20 4 26
Percentage BE6
40% 8% 52%
Tota Source4 Primary !ata *!gure 7=3 Tra!n!ng Understanda1! !t#

30 25 20 15 10 5 0 Agree 8% Neutral
<F
7FFE
60% 52% 50% 40% 30% 20% 10% 0% Disagree
40%
Source4 Primary !ata Inference *he graph illustrates that O7S of the employees feel that the training and development program is understandable to employees) IS are neutral and 6CS are saying that training is not in easily understandable)
7=. &h!ch rat!ng 5! #ou g!"er for o"era 2ua !t#D Ta1 e 7=3 O"era Rat!ng S. No. 8 C H O 6
Op!n!on
No. of Respondents
5 6 8 18 13
Percentage BE6
10% 12% 16% 36% 26%
Tota Source4 Primary !ata *!gure 7>3 O"era Rat!ng

CO
<F
7FFE
Tra!n!ng Sat!sfact!on
O7S H6S H7S
8K
HKS CKS
C6S C7S 86S 87S 6S 7S
8KS 87S 8CS Some what !issatisfied 9eutral Satisfied Some what !issatisfied
7
!issatisfied
Source4 Primary !ata Inference Overall rating given is good with a response of KCS# including satisfied and somewhat satisfied) 8KS are neutral) 8CS of the respondents are sowewhat dissatisfied and 87S are totally not satisfied with the training and development program) 7>. &hat do #ou suggest for the tra!n!ng programsD
Ta1 e 7>3 Suggest!ons for Tra!n!ng S. No. 8 C H O Op!n!on

No im' ovements needed (a#e the )ontent mo e e!evant Sho ten the t ainin% ' o% amme Len%then the t ainin% ' o% amme
No. of Respondents
28 12 4 6
Percentage BE6
56% 24% 8% 12%
Tota Source4 Primary !ata *!gure 7?3 Suggest!ons for Tra!n!ng

HC CO 8K I 7 9o improvements needed Ma&e the content more relevant COS 6KS
<F
7FFE
Tra!n!ng Sat!sfact!on
K7S 67S O7S H7S C7S 87S 8CS 7S Lengthen the training programme
IS Shorten the training programme
Source4 Primary !ata Inference "rom the survey# most of the employees suggested that no improvement is re/uired in the training and development program) COS of the respondents suggested that ma&e the content relavant# IS suggested to shorten the training program# and 8CS suggested to increase the time line for training and development programs)
CHAPTER )I *INDIN.S4 SU..ESTIONS C CONC-USION
*INDIN.S *he data collected were analysed carefully and the following findings were drawn) "rom the study it is inferred that Investleaf is offering all types of training to the employees# but satisfactory levels for all the employees is not e.cellent) Most of the employees find the training Programme is related to their wor&# but the time allocation is low) PCS of the employees feel that attending training programme leads them to perform better at wor&) HKS of the employees find the topics relevant to the training programme and they also find the topics covered during the *raining Programme are easy to understand) HKS of the respondents accept that the topics ta&en for the training programme are covered within the right time) Some of repondents are feeling that the topics covered in training and development program are not relevant to the company business objective) People are showing interest towards all types of training programs li&e technical# leadership# and communication s&ills) *he company is focusing more on technical s&ills program rather than leadership and communication s&ills)
SU..ESTIONS "ew employees are not satisfied with any type of training and development program offered by Investleaf) *he company should identify the re/uirements of such persons) Investleaf is providing best technical s&ills related training programs# and employees response towards other training programs is not good) Leadership and communication s&ill programs are showing less response) *raining programme should also focus on improving the customer servicing s&ills of the employees) In this study# most of the people did not feel that their customer servicing s&ills have improved after attending the training programme) In today;s service oriented society# it is important for employees to have a strong customer servicing s&ills)
CONC-USION *raining programme;s main objective is to improve the productivity of the company;s employees which in turn will improve the company;s profitability) *hrough training programmes# the employees; s&ill levels are upgraded which will ma&e the employees more productive) *raining programme is also set up to help employees get used with new roles and responsibilities usually after promotion) 2hen an employee gets promoted from one level to ne.t level# the s&ills re/uired to do his<her job changes and training programmes are essential in e/uipping the employee with the new s&ills) *raining programme is also a way for the company to showcase to its employees that it cares for employees; self development) *his plays a big role in increasing the loyalty that an employee feels towards its organi'ation Bmployees; feedbac& on the training programme is essential to understand the effectiveness of training programme) Most times# employees better understand the &ind of training programme that would help them) It is important to get employees; opinion before the creation of new training programmes)
%UESTIONNAIRE
A STUD+ ON E**ECTI)ENESS O* TRAININ. PRO.RA,,E AT In"est eaf
I. .enera %uest!ons:
8)name4 C)age4a18I3C6 b1C63H7 c1H73H6
II. Emp o#eeIs "!e53
7. Are #ou sat!sf!ed 5!th the tra!n!ng program conducted !n In"est eafD a* Dissatisfied b* Somewhat Dissatisfied )* Neut a! d* Satisfied e* Somewhat Dissatisfied 9. Ho5 !s the 2ua !t# of tra!n!ng offered !n the organ!/at!onD a* Dissatisfied b* Somewhat Dissatisfied )* Neut a! d* Satisfied e* Somewhat Dissatisfied
:. &hat !s #our op!n!on the tra!n!ng programD a1 Related wor& b1 9ot related to wor& c1 (eneral ;. Do #ou agree that the tra!n!ng program he ps !n !mpro"!ng Techn!ca s'! sD a1 -gree b1 9eutral c1 !isagree 6) Do #ou agree that the tra!n!ng program he ps !n !mpro"!ng -eadersh!p s'! sD a1 -gree b1 9eutral c1 !isagree =. Do #ou agree that the tra!n!ng program he ps !n !mpro"!ng Commun!cat!on s'! sD a1 -gree b1 9eutral c1 !isagree >. Do #ou agree that after comp et!on of tra!n!ng4 can #ou perform 1etterD a1 b1 c1 -gree 9eutral !isagree
?.Do #ou agree tra!n!ng program 5! he p !n de"e op!ng customer ser"!ce s'! sD a1 b1 c1 -gree 9eutral !isagree
G. Do #ou agree that tra!n!ng program 5! he p !n gett!ng promotedD a1 b1 c1 -gree 9eutral !isagree
7F. The top!cs co"ered !n the program are re e"ant4 !nterest!ng4 and pert!nent to 5or'D a1 b1 c1 -gree 9eutral !isagree
77. Do #ou agree that re e"ant top!cs re ated to the program o18ect!"es are co"ered !n tra!n!ng programD a1 b1 c1 -gree 9eutral !isagree
79. Do #ou th!n' that r!ght amount of t!me 5as spent on each top!c co"ered !n the tra!n!ng programD a1 b1 c1 -gree 9eutral !isagree
7:.Do #ou fee that the top!cs co"ered are eas# to understandD
a1 b1 c1 -gree 9eutral !isagree
7;. &h!ch rat!ng 5! #ou g!"er for o"era 2ua !t#D a* Dissatisfied b* Somewhat Dissatisfied )* Neut a!
d* Satisfied e* Somewhat Dissatisfied 7<Do #ou th!n' that r!ght amount of t!me 5as spent on each top!c co"ered !n the tra!n!ng programD &hat do #ou suggest for the tra!n!ng programsD a1 9o Improvements 9eeded b1 Ma&e the content more relevant and interesting c1 Shorten the training programme d1 Lengthen the training Programme
$I$-IO.RAPH+
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(:P*-#S)P)#-9! (:P*- M)P#$:SI9BSS S*-*IS*I S#P:$LIS%B! $D S:L*-9 %-9! 5 SO9S# *%IR*D "O:R*% B!I*IO9S#C776)
&E$SITES3 8) www)managementhelp)org C) http4<<www)hbg)psu)edu H) http4<<www)hrcouncil)com O) www)investleaf)com

Training &amp; Development Project

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CONTENTS

Training & Development

Training & Development

Training & Development

Training & Development

O$(ECTI)ES O* THE STUD+

Training & Development

SCOPE O* THE STUD+

Training & Development

Training & Development

,ethods of Data Co ect!on

Training & Development

Training & Development

Training & Development

CHAPTER II RE)IE& O* -ITERATURE

Training & Development

Training & Development

Training & Development

T+PICA- TOPICS O* E,P-O+EE TRAININ.3

Training & Development

Training & Development

Training & Development

Training & Development

Training & Development

TRAININ. AND DE)E-OP,ENT 0 DI**ERENCES

Training & Development

Training & Development

Training & Development

Training & Development

Training & Development

Training & Development

Training & Development

THE ISD ,ODE- *-O& CHART3

*!gure 73 ISD ,ode * o5 Chart

Source4 Secondary !ata

Training & Development

Training & Development

Training & Development

Training & Development

Training & Development

Training & Development

Training & Development

CHAPTER III INDUSTR+ PRO*I-E

Training & Development

Training & Development

C-ASSI*ICATION O* *INANCIA- ,AR@ETS

,one# -enders4 Ind!genuos $an'ers

Industr!a Secur!t!es ,ar'et

.o"ernment Secur!t!es ,ar'et -ong0term oan mar'et

Training & Development

Training & Development

Training & Development

Training & Development

INDIAN *INANCIA- ,AR@ETS

Training & Development

Training & Development

*INANCIA- ,AR@ET RE.U-ATIONS

Training & Development

Training & Development

STOC@ EACHAN.ES IN INDIA

Training & Development

Training & Development

$O,$A+ STOC@ EACHAN.E

Training & Development

Training & Development Project

Training & Development Project

!gure 73 ISD ,ode o5 Chart

C-ASSIICATION O *INANCIA- ,AR@ETS