Project Report On

Human Resource Planning in RR KABEL LTD

[MD SHAMS KHAN]

[B.B.A SIXTH SEMESTER – MAY 23]

As a part of the Curriculum of

BACHELOR OF BUSINESS ADMINISTRATION [BBA]

From
BIDHAN CHANDRA COLLAGE ASANSOL.

KAZI NAZRUL UNIVERSITY ASANSOL.

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 TABLE OF
CONTENTS
Chapter Particulars Pag
No e
No.
1 1.0 Human Resource management 5

1.1 Meaning of Human Resource Management 5

1.2 Characteristics of Human 6

Resource Management

1.3 Need and Development of Human 7

resource management

2 2.0 Human Resource Management in RR 9

KABEL LTD
2.1 INTRODUCTION RR KABEL LTD 9

2.2 HRM Background and Practices 10

2.3 HR Practices and Methods 12

3 3.0 Human Resource Planning 13

3.1 Recruitment 13 -14

3.2 Selection 14

3.3 Placement 14

3.4 Induction & Orientation 14

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4 4.0 Recruitment 15

4.1 Selections 16

5 5.0 HRM Issues in RR KABEL LTD

6 6.0 Data Analysis and Interpretation

7 7.0 Key Findings.

8 8.1 Suggestions and Recommendations

8.2 Limitation of the study

8.3 Conclusion

9 Questionnaire

10 Bibliography

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 DECLARATION

I, MD SHAMS KHAN, B.B.A. sixth semester student of BIDHAN CHANDRA

COLLAGE ( Kazi Nazural University Asansol, Paschim Bardhaman West Bengal ,
India ) hereby declare that the project report under the Project title
―Human Resource Management in Planning sector is my own work and I have
done this project under the supervision of Mr.Faisal Hammad (HOD of Bachelor
Business Administration).

I also declare that the content of this project is purely a part of this comprehensive
project work and the content has not been submitted to any other university for the
award of any degree, diploma or fellowship

Further, I assign the right to the university to use the information and contents of
this project report to develop cases, case leads, and papers for publication or for
use in teaching.

MD SHAMS KHAN
Enrol No. 00111403912

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 CHAPTER-1
1.0 HUMAN RESOURCE MANAGEMENT

Human Resource Management or Personnel management is the activity of managing personnel,

usually employees.

In any organization, managing personnel is the process of making sure the employees (not the
customers) are as productive as they can be. This can include hiring, firing, or transferring people
to/from jobs they can do most productively.

This subject is a major at many universities, or a minor in the business school. It is also known as
personnel administration, which is functionally an equivalent term.

1.1 Meaning of Human Resource Management:

A business unit needs employees to look after different activities. This is called manpower or
human resource. Such human resource needs to be developed fully so that it will make positive
contribution for the progress and prosperity of a business unit. For this systematic development
and management of human resources is necessary. Human Resource Management (HRM) deals
with:

(a) Training

(b) Self-development

(c) Promotions

(d) Performance appraisal of manpower recruited in an organization.

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HRM is an organized learning experience aimed at matching the organizational need for career
growth and development. It is a process involving series of learning activities designed to
acquire desired level of competence among employees. HRM is a continuous process and it
needs money. Such investment creates a team of efficient, skilled and trained manpower which
brings success and stability to a business unit. HRM programmes offer long term benefits to an
organization.

1.2 Characteristics of Human Resource Management:

(1). Upgrading Manpower:

HRM is basically concerned with the upgrading of manpower working in an organization. This
leads to improvement in the individual performance of an employee and also corresponding
improvement in the organizational performance.

(2). Stress on Training:

HRM includes various schemes arranged for providing education, guidance, training and
opportunities to learn and develop employees of all categories and working in different
departments. There is an integrated use of sub-systems (training, career developments,
organizational development) in the HRM programme.

(3). Attention to learning and career development:

Learning, self-development, career developments are possible through HRM programmes. These
are the core areas of HRM. Career development is possible through joining training courses,
reading books and periodicals. Learning and career development raise the capacity of employees
to work at highest levels. They are given higher positions with monetary benefits.

(4). Organizational Development:

HRM includes organizational development, which includes effective communication within the
organization, coordination of different activities elimination of conflicts of different types and
creation of orderly atmosphere in the whole organization.

(5). Team Spirit:

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HRM is basically for developing team spirit in the whole organization. For this, departments and
levels of management are properly integrated. Team spirit facilitates orderly growth of the
organization in the right direction.

(6). Huge spending by Management:

All companies invest huge money on HRM activities but such expenditure is absolutely
essential for survival in the present competitive business world. HRM programmes create
matured, skilled and efficient manpower, which is a valuable asset of a business unit.

(7). Termination of Employment:

Termination is an unpleasant part of any manager‘s job. Employees occasionally must be

terminated for breaking rules of failing to perform adequately.

(8). Continuous Activity:

HRM is rightly treated as a continuous activity due to new developments taking place regularly
in the business world. For this, on the job and off the job training programmes are introduced
from time-to-time.

(9). Wide Scope:

The scope of HRM programmes is very vast. It is multi-disciplinary in character. Training and
guidance are given on different aspects of business management to enable managers to deal with
complex managerial problems and challenges.

1.3 Need and Importance of Human Resource Management:

(1). To create stable labor force:

HRM programmes are needed in order to create stable, efficient, skilled and matured manpower
required by an enterprise for the present and future period.

(2). To update the quality of manpower:

HRM activities are needed for updating the quality of manpower as per the growing and
changing needs of an enterprise. This avoids managerial obsolescence. Even the vacancies at

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higher levels can be filled in internally due to HRM programmes as they provide training and
opportunities of self-development to employees working at lower levels.

(3). To develop strength for survival:

HRM programmes are necessary for survival in the present competitive marketing environment.
An enterprise can face market competition only by improving quality, reducing costs and
avoiding wastages. All this is possible through HRM.

(4). To face challenges of technological changes:

Technological changes are taking place rapidly in every area of business. HRM programmes are
needed in order to absorb technological changes taking place with speed. In fact, introduction of
new technology, computers, automation, etc. will not be possible unless training is provided to
the manpower.

(5). To satisfy the demand of self-development of employees:

HRM is needed to meet the needs of employees in regard to self-development and career
development aspirations. Employees demand, training facilities, refresher courses, promotions
and transfers, career guidance, etc. for their self-development. HRM programmes are needed to
fulfill self-development and career development of employees.

(6). To meet future manpower needs:

HRM is needed to meet the future manpower needs of the organization. Executives, managers,
supervisors leave the job or retire due to age factor. Competent juniors must take their positions.
HRM is needed in order to keep ready a team of competent managers as a second line of
defence.

(7). To facilitate expansion and diversification:

HRM activities are needed to meet the manpower requirements resulting from expansion and
diversification programmes undertaken at the enterprise level. Attention should be given to HRM
much before the introduction of expansion programme.

(8). To utilize production capacity fully:

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 HRM is needed in order to use the available production capacity to the optimum level. It
provides skilled manpower for this purpose.

CHAPTER-2
2.0 HUMAN RESOURCE MANAGEMENT IN RR KABEL LTD
2.1 INTRODUCTION RR KABEL LTD

Human resource management (HRM) has long been overlooked in the corporate
sector in the country where a small section, comprising mostly the multi-national
companies was practicing the same. With the growing realization of proper HRM in the
corporate sector, it has grown into an important activity. Now the head of HRM is an
important member of the senior teams of any thriving business.

Although the idea is new for many local businesses where entrepreneurs are at the
beginning of the learning curve yet in reality the theme is getting support from the
organized entrepreneurs.

RR KABEL LTD has started its journey in 1986 with SE WIRES FACILITY set
up in BARAODA,over the period of times comaony has grown significantly with
850+million dollor anwal turnover .

Company has wide range of product they are dealing with wires
cable,fan,light,appliances along with winding wires ,they have presence over 110
countries with 9000 employees across the globe with 12 manufacturing units in
various part of the country.

Under the leadership of Tribhuwan kabra (CMD) company is doubling its growth
every year.

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2.2 HRM Background and Practices

The Electricals trade has become a complex activity within the financial market linked directly
and indirectly with an over-all national growth and its impact as an integral part of regional
segment of a global business environment. Almost every electricals company is involved in
various functions in a day's job and thus requires a highly effective team and appropriate
manpower to run the show. Corporate goals are translated into viable realities and profits only
with human element that play their due role in achieving the desired results.

Thus even the high automation would require proper man behind the machine to make things
happen. This idea has been realized by top management in progressive proffesional Like many
other organized sectors, RR KABEL LTD requires multi-layer manpower for its various
requirements of professionals and support staff. The range may require reasonably educated
security guards on the one end and a highly educated and trained professional as head of
corporate SALES ,MARKETING, PRODUCTION,FINANCE at the other. With liberalization of
activities within the ELECTRICALS sector,

Personnel departments were primarily engaged in approval of leaves, handling of staff loans,
issuance of show cause, conducting disciplinary enquiries and termination from service.
Recruitment was a routine function and was done in a mechanical way to hire people with
specific educational background irrespective of their real value to the institution.

Success stories of large electricals companies have been evident of the fact that HRM is quite
different from management of physical assets. Human brain has its own peculiar chemistry.

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Its strong sensory and decision-making capacity has to be greatly emphasized by the employers.
The work force constituting all levels of employees is constantly thinking in many dimensions.

On the one hand it is the assigned duty and task they are to perform and for which they are paid
by their employer, on the other they think of their long run goals and objectives.

By no means, their brains can be controlled to think beyond the current situation of employment.
Managing this educated, skillful and trustworthy work force is not an easy job. A few of the
current challenges faced by the electricals industry in terms of human resource management
may be the following:

The Human Resource field in RR KABEL LTD is considered as one of the processes of
discovery and transformation. The field of Human Resource can be described as emergent and
dynamic within the cultural business aspect in a Banking Industry. The success of todays
business will sparsely depends on the human resources of the organization, in which plays a
crucial role in providing the services needed.

The evolution of development in India affected the human resource practices, recruitment and
selection practices, and training system. It is very important that the details of human resource
are discussed along with the employees, to build their own career planning, perceptions and
development.

The primary strength of the industry is the human resource that is why the efforts to develop the
skills and management are the main subject placed before the human resource. A major
challenge for many companies will be to develop the special competencies and skills for credit
appraisal and risk management. Putting the information technology is a key contributed in
human resource development. Therefore, the HR model of the future will require professionals to

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be both driving and anticipating change, understanding the complexities of the new business
environment and forces shaping it.

2.3 HR Practices and Methods

A key focus of the human resource management is highlighted in the role of staffing,
performance management, training and development, and compensation that plays indifferent
types of business strategies. With the acquisition and preparation of human resources, including
planning, recruitment, selection, and training can affect the whole organizational performance.

The HR planning, the start of the strategy, illustrates the process of developing human resource
plan. The strengths and weaknesses of staffing options such as outsourcing, use of contingent
workers, and downsizing are involved in planning.

The recruitment process is done strategically to determine the talented employee fit for the
position. The selection process emphasizes the ways in minimizing errors in employee selection
and placement to improve the company‘s competitive position. The selection method standards
such as validity and reliability are utilized.

An effective training systems of the manager‘s role in determining employees‘ readiness for
training, creating a positive learning environment, and ensuring the training is used on the job.

Beyond the human resource strategies are the rewarding and compensating that can strengthen or
weaken the employee effectiveness. In order to give recognition and increase motivational levels
amongst the employees, some Banks linked the individual performance in an incentive scheme –
or for some rewards that may come into any form .In summary, all of the HRM strategies and
function should be aligned to help the company meet its objectives – as well as focusing on their
customers .

The best practice approach assert that certain HR practices are found to consistently lead to
higher organizational performance, independent of an organization‘s stated strategy. The high
performance HR practices foster innovation through the development of innovation values,
encouraging of information sharing, goal setting and appropriate training and development.

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 3.0 Human Resource Planning

This is the process which assures the organization that it will have adequate number of qualified
persons, at requisite times, performing in a way to satisfy the needs of the organization & also
provide satisfaction to the individual employee, so employed.

The process involves:

a) Estimating the present & future requirements of human resources based on

objectives & long range plans of the organization.
b) Calculation of net human resource requirements based on the present availability
of human resources.
c) Taking suitable steps to identify, mould, change & develop the strength of
existing employees so as to meet the future requirements.
d) Preparation of action plans to acquire the balance human resources from outside
the organization & to develop the existing employees.

3.1 Recruitment:
It is the process of searching for future employees (requirement) & ensuring they apply for jobs
in the organization.

It involves:

a) Identification of existing sources of candidates & developing them.

b) Seeking out & identifying new sources of applicants.
c) Motivating the right type of candidates to apply for jobs in the organization.
d) Ensuring a healthy balance between internal & external sources.

3.2 Selection:

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It is the process of ascertaining the qualifications, experience, skill, Knowledge, etc. of an
applicant to ascertain his/her suitability for the job applied.

This includes:

3.2.1 Developing application blanks.

3.2.2 Creating & developing valid & reliable testing techniques.
3.2.3 Formulating interviewing techniques.
3.2.4 Checking of references.
3.2.5 Setting up for medical examination policy & procedure.
3.2.6 Line Managers to be involved in the decision making.
3.2.7 Sending letters of appointment.
3.2.8 Employing the selected candidates, when he reports for duty.

3.3 Placement:

It is a process of allotting to the selected candidate the most suitable job, as per the job
requirements & employee specifications.

This function includes:

3.3.1 Counseling the concerned managers regarding the placements.
a) Overseeing the follow-up studies, employee performance appraisal to monitor
employee adjustment to the job, in the coming days.
b) Correcting wrong/misjudged placements, if any.

3.4 Induction & Orientation:

These are procedures by which a new employee is rehabilitated in the new surroundings &
introduced to the practices, procedures, policies, people, etc. of the organization.

It includes:
3.4.1 Familiarizing the employee with company philosophy, objectives, policies, career
planning & development, company product, market share, history, culture, etc.
3.4.2 Introduce new employee to the people—his colleagues, supervisors & subordinates.
3.4.3 Mould the employees by orientation methods to the new working conditions

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4.0 RECRUITMENTs

Meaning and definition:

The human resources are the most important assets of an organization. The success or failure of
an organization is largely dependent on the caliber of the people working therein. Without
positive and creative contributions from people, organizations cannot progress and prosper. In
order to achieve the goals or the activities of an organization, therefore, they need to recruit
people with requisite skills, qualifications and experience. While doing so, they have to keep the
present as well as future requirements of the organization in mind. Once the required number and
kind of human resources are determined, the management has to find places where the required
human resources are/will be available and also find means of attracting them towards the
organization before selecting suitable candidates for jobs.

Recruitment is defined as, ― A process to discover the sources of man power to meet the
requirements of the staffing schedule and to employ effective measures for attracting that man
power in adequate numbers to facilitate effective selection of an efficient work force.

Objectives of recruitment

Some of the objectives of recruitment are:

 To attract people with multi-dimensional skills and experiences that suits the present and
future organizational strategies.
 To induct outsiders with a new perspective to lead the company.
 To infuse fresh blood at all levels of the organization.
 To devise methodologies for assessing psychological traits.

Process of Recruitment:

Recruitment refers the process of identifying and attracting job seekers so as to build a pool of
qualifies applicants. This process comprises of five interrelated stages, viz,
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  Planning
 Strategy development
 Searching
 Evaluation and control

The ideal recruitment process is the one which attracts relatively larger number of qualified
applicants who will survive the screening process and accept positions with the organization,
when offered to approach the ideal people, individuals responsible for recruitment process must
know how many types of employees are needed, where and how to look for individuals with
appropriate qualifications and interests, what inducements to use for various types of applicants
group, how to distinguish applicants who are unqualified from those who have a reasonable
chance of success, and how to evaluate their work.

4.1 SELECTION

Definition

Selection is defined as the process of differentiating applicants in order to identify and hire those
with a greater likelihood of success in a job. The objective of selection decision is basically
picking an applicant from a pool of applicants who has the appropriate qualifications and
competency to do the job. The selection procedure cannot be effective until and unless-

 Requirements of the job to be filled have been clearly specified.

 Employee specifications (physical, mental, social, behavioral etc) have been clearly
specified.
 Candidates for screening have been attracted.

Selection process is preferable because:

 It is easier for applicant as they can send their applications to a single centralized
department/agency.
 It facilitates contacts with applicants because issues pertaining to employment can be
cleared through one central location.

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  It helps operating managers to concentrate on their operating responsibilities. This is
helpful during peak operating period.
 It can provide for better selection because hiring is done by specialist trained in staffing
techniques.
 The applicant is better assured of consideration for a greater variety of jobs.
 Hiring cost may be cut because duplication of efforts is minimized.

Selection Process:

The selection process consists of the following steps:

1. Application form: Many companies formulate their own style of application form depending
upon the size and nature of business carried on, type and level of the job etc. Information is
generally required on the following items in the form: personal background, educational
attainments, work experience references etc.

2. Written test : Written test is conducted for the qualified candidates after they are screened on
the basis of application form to measure the candidates ability towards the job, his aptitude
reasoning, knowledge in various disciplines, English language etc.

3. Preliminary Interview: The next step that tag along the selection procedure is a preliminary
interview wherein the applications are scrutinized so as to eliminate unqualified applications.
Preliminary Interviews are short. This interview thus provides information about the candidate
related to the job or personal specifications.

4. Selection Test: After passing through the interview the next stage that applicant has to prove
himself on are the selection tests. There are different types of selection tests for different levels
of the organization and that too is further differentiated within different types of organizations.
Some of the most common and well-known tests that an applicant has to go through are;

a) Aptitude test

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 b) Personality tests: This is common mostly for the higher levels of management are given
to measure a prospective employee‘s motivation to function in a particular working
environment.
c) Internal test: To measure an individual‘s activity preferences.
d) Graphology Test: is an art wherein the individual‘s handwriting is seen and accordingly
his personality traits are derived by the way he writes.
e) Polygraph Test: Are designed to ensure accuracy of the information given in the
applications.
f) Medical Tests: Reveal physical fitness of the candidate.
g) Drug test: Help to ensure the presence of illegal or Performance- affecting drugs.

1. References and background checks: Many employer request names, address, and telephone
numbers or references for the purpose of verifying information and, perhaps, gaining additional
background information on an applicant.

2. Selection Decision: After collecting data from all the preceding steps, this is the most crucial
step in the entire selection process. The main difference between the preceding stages and this is
that former is used to short list the number of candidates and later one is to make a final decision
from the pool of individuals who pass the tests, interviews and reference checks. The view of
line manager will be generally considered in the final selection because it is he/she who is
responsible for the performance of the new employee. The HR manager plays a crucial role in
the final decision.

3. Physical Examination: After the selection decision and before the job offer is made, the
candidate is required to undergo a physical fitness test. The result of the medical fitness test is
recorded in a statement and is preserved in the personal records. The main objectives of this test
are as follows:

 To detect if the individual carries any infectious diseases.

 To determine whether an applicant is physically fit to perform the work.
 It helps to determine if there are any physical capabilities which differentiate successful
and less successful employees.

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  Medical checkup protects applicants with health defects from undertaking work that
could be detrimental to them or might otherwise endanger the employer‘s property.
 Last, but not the least such examination will protect the employer from workers
compensation claims that are not valid because the injuries or illness was present when
the employee was hired.

1. Job offer: The next step is selection process is Job offer for those applicants who had passed
the previous stage. Job offer is made through a letter of appointment. Such a letter usually
contains the date by which the appointee must report on duty.

Appointee must be given a reasonable time for reporting because it may be quite possible that the
appointee is employed in some other company or must be residing in some other city and for
such other reasons. Company may also want the appointee to delay in joining the job because the
job may require undergoing some training program. Decency demands that rejected applicants
must be informed about their non-selection. These applicants‘ data must be used for future
references.

2. Contract of employment: After the job offer is made and the candidates accept the offer,
certain documents need to be executed by the employer and the candidate. One such document is
Attestation form. This form contains vital details about the candidate, which are authenticated
and attested by him/her, which could be used for future reference. Another document is contract
of employment. This document contains the terms and conditions of employment like
designation, perks, term of job and so on. The information written in the contract may vary
according to the level of the job. The main drawback of the contract is that it is difficult to
enforce them.

3. Concluding the selection process: The selection process will not end with executing the
employment contract. The step is reassuring the candidates who have not been selected. Such
candidates must be told that they were not selected, not because of any serious deficiencies in
their personalities, but because their profiles did not match the requirements of the organization.

4. Evaluation of selection process: The broad test if the effectiveness of the selection process is
the quality of the personnel is hired. An organization must have competent and committed

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personnel. The selection process, if properly done, will ensure availability of such employees.
Audit must be conducted by the people who work independent of the HR department.

New methods of selection:

1.360 degree selection or participative selection:

Normally supervisors administer the selection test and interview. They judge the fit between the
job and the candidate. But the employee skills, knowledge and performance affect not only
superiors but also subordinates and the employees of the same level. Hence the organization
started involving the subordinates and the employees of the same level in administrating the
employment tests and interviews. This type of selection program is called 360 degree program.

2. Employee leasing:

The client company leases employees from a third party, not on temporary basis but on a full
time basis and for long help. An interesting feature is that the client company need not perform
personnel activities such as hiring compensation or record keeping. Employees working
elsewhere are leased. They are not directly employed by the company where they are working.
Employees not recruited by one client are sent to another.

3. Selection by invitation:

Management observes the performance of the key executives of competitors. If the performance
of the key executives is excellent or the key executives are the change agents, the management
invites them to join the organization by offering attractive salary and benefits. Thus, the 8

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 5.0 HR PLANNING ISSUES IN RR KABEL LTD

Background:

Among the 12 SEGMENTS classified under the services definition of GATS, Electricals trade is
one of the prominent one. ELECTRICALS industry in India is one of the most diversified and
heterogeneous in terms of ownership; co-existence of private and public sector is one of the best
examples of peaceful co-existence of two entirely different cultural systems in the services
sector. Coupled with that, the country has a large number of foreign players with altogether
a different work culture and climate. The simultaneous existence of so many types of work
ethos, systems and processes are truly symbolic of the great Indian unity amongst diversity.
Notwithstanding the fact that lots of efforts have gone into bringing technological & process
congruence, it is really unfortunate that very little has been done on the human resource front in
this regard.

Unfortunately, electricals sector has been the biggest victim, being governed by outdated &
prohibitive sets of government guidelines. The Management often complains lack of adequate
power and flexibility; the Trade Unions often look at any directional change with a sense of
suspicion; majority of the workforce remains in dream-world of the pre-liberalized scenario of
work security. The result is that electricals sector are least concerned about human resource
management and reforms thereto and consequently remain under-productive.

Though renaming of Personnel departments to HR departments took place quite a few years ago
in some of the company, the work processes & culture in many of them till today remain
outdated and are not in a position to meet changing expectations of the human talent within.

The scope of this is limited to address some of the fundamental issues in areas of human resource
management front in RR KABEL LTD.

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 DATA ANALYSIS AND INTERPRETATION
6.0 ANALYSIS OF SECONDARY DATA

Training and Development Function in Banking Sector

TEAM-HEAD

 TNI
 Training calander
 Training budget Training
 feedback Training
 manuals
 Approvals/concept
paper

TEAM TEAM TEAM TEAM MEMBER4

MEMBER3
MEMBER 1 MEMBER 2

 Library mgmt
 Training  Books
 IT support  Module design initiative  Journal
 Project/Summer  Module  Newspape
training development  Internal r
 Induction  Internal TNI  External  Dak(In/out)
manual/ppt  External TNI  Concept database
 Training feedback  Product/Process Development
or Training  Record
evaluation  Write-ups& Maintenance
Project/Summer Briefing
 Admin task training  Admin follow
 Database  HRIS support  Training Up
management  Best HR Evaluation
 MIS-T&D practices  Bulletin/Boar
- 55 -  PD e-manual d
 Project/summe management
8.0 ANALYSIS OF PRIMARY DATA

What do you understand by

training?
Learning 0

Enhancement of knowledge, skill &attitude 4

Sharing information 0

All of the above 16

ANALYSIS

The above result shows that most of the State Banks of India Employees are well aware of the
definition, inputs and purpose of the training program. They are self-motivated to attend such
training program as it will result in their skill enhancement & improving their interpersonal skill.

- 56 -
 2. Training is must for enhancing productivity and performance.

Completely agree 17

Partially agree 3

Disagree 0

Unsure 0

ANALYSIS:

The above result shows that mostly State Banks of India Employees are well aware of
the role and importance of the training. It means somewhere their productivity and
performance has been improved after the training program attended by them and it
helped them to achieve their goal.

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3. (i). Have you attended any training program in the last 01 year?

Yes 20

No 0

ANALYSIS:

100% respondents had attended training program in the last 01 year. It means in State Banks of
India HR Department, time to time training is provided to all the Bank‘s Employs and it is
continuous process.

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(ii). If yes, which module of soft skill development training?

Personality and positive attitude 3

Business communication 2

Team building and leadership 0

Stress management and work-life balance 2

Business etiquettes and corporate grooming 0

All of above 13

If any other ,please specify 0

ANALYSIS:

65% respondents had attended all the five modules of soft skill development training. But
besides soft skill development training, HR department of State Banks of India Employees
should also provide product/process or skill based training to enhance the employability.

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4. (i). After the training, have you given feedback of it?

Yes 20

No 0

ANALYSIS:

100% respondent had given feedback after attending the training. It means each and every
respondent are well aware of the importance of giving feedback. They know that their feedback
is very important to identify the effectiveness and valuation of training program.

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(ii). If yes, through which method?

Questionnaire 16

Interview 1

Supplement test 1

Any other 0

ANALYSIS:

The above result shows that the questionnaire is the most popular method of evaluating the
training program and other methods are not very much in practice in co HR Department, State
Banks of India But since there are various other methods of evaluation of training program like
interviews, supplement test, self-diaries & observation so it should also implement the other
methods also to identify the ROI (return on investment) & effectiveness and valuation of the
training program.

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 1. Which method of post training feedback according to you is more
appropriate?

Observation 5

Questionnaire 3

Interviews 8

Self-diaries 3

Supplement test 1

ANALYSIS:

I. Corporate HR, Sahara India Pariwar, mostly use the questionnaire to get the feedback of
trainees but only 15% respondents are in favor of questionnaire because in it there is a
possibility of getting inaccurate data and in this responding conditions are also not controlled.

II. On the other side 40% respondents feel that interview is the most appropriate method of
evaluating the training program because it is more flexible method, and in this they can get the

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 opportunity for clarification and the most important thing is that in the interview, personal
interaction is also possible.

III. 25% are in favors of observation because this is non-threatening and is excellent way to
measure the behavioral changes.

IV. Beside this, 15% are in favors of self-diaries and 5% are in the favour of supplement test. It
means that HR department of State Banks of India Employees should also try to use other
method of evaluation of training program.

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6.(i). Do you think that the feedback can evaluate the training effectiveness?

Yes 20

No 0

ANALYSIS:

100% respondents think that the feedback can evaluate the training effectiveness. It means that
HR department of State Bank of India are well aware of the importance of taking feedback after
the training.

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 (ii).If yes, how can the post training feedbacks can help the participants?

Improve job performance 1

An aid to future planning 3

Motivate to do better 2

All of the above 14

None 0

ANALYSIS:

70% respondent feel that the post training feedback can help the participants to improve their job
performance, is an aid to future planning and can motivate to do better. It means that they are
benefited by giving feedback of the training, attended by them.

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 7. Post training evaluation focus on result rather than on the effort expended
in conducting training.

Completely agree 14

Partially agree 6

Disagree 0

Unsure 0

ANALYSIS:

70% respondents are completely agree and 30% respondents are partially agree with the statement
that post training evaluation focus on result rather than on the effort expended in conducting
training program. It means that all the respondent are well aware of the purpose and objective of
the post training evaluation.

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 8. What should be the approach of post training evaluation?

Trainer centered 2

Trainee centered 2

Subject centered 8

All of the above 8

ANALYSIS:

I. 40% respondents feel that the approach of post training evaluation should be subject cantered
and 40% respondent also feel that it should be trainer, trainee and subject cantered.

II. 10% respondents are in favors of trainee cantered approach and 10% respondents are in favors
of trainer cantered approach.

It means that the evaluation procedure should be implemented concerning trainer, trainee and
subject.

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9. What should be the ideal time to evaluate the training?

Immediate after training 6

After 15 days 7

After 1 month 4

Can‘t say 3

ANALYSIS:

35% respondent feel that training should be evaluate after 15 days.30% feel that it should be
immediate after training. 20% feel that ideal time to evaluate the training is after 1 month and 15%
are unsure.

Since each respondent had attended different training program. So the ideal time of evaluation of
training depends on types of training. It could be vary for different training.

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10. Should the post training evaluation procedure reviewed and
revised periodically?

Yes 16

No 2

Can‘t say 2

ANALYSIS:
80% respondents feel that the post training evaluation procedure should be reviewed and revised

periodically. It means that it has to be a continuous process and be taken regularly by the line

manager/Reporting manager of the participants. It could also be taken by peer group. Still 10%

feel that the post training evaluation procedure should not be reviewed and revised periodically.

It means they are satisfied with the post training evaluation procedure, followed by State Bank of

India HR Department.

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11. Is the whole feedback exercise after the training worth the time, money and effort?

Yes 18

No 2

Can‘t say 0

ANALYSIS:
90% respondents feel that the whole feedback exercise worth the time, money and effort and
10% respondent are not agree with this. It means that feedback exercise is valuable and wrathful
for the participant to achieve their personal goal as well as for the organization.

Still 10% are unsure about it. So there is a need to create awareness among them that how much
the feedback exercise is important to identify the effectiveness and valuation of the training
program, to identify the ROI(return on investment),to identify the need of retraining and identify
the points to improve the training.

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12. The post training feedback can be used:

To identify the effectiveness and valuation of training program 3

To identify the ROI(return on investment) 2

To identify the need of retraining 0

To provide the points to improve the training 0

All of above 15

ANALYSIS:

75% respondents feels that post training feedback can be used to identify the effectiveness and
valuation of training program, to identify the ROI, to identify the need of retraining and to
provide the points to improve the training. And others are also aware of the importance of post
training feedback.

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 9.0 KEY FINDINGS

 Mostly all the State Banks Of India Employees are well aware of the role
and importance of the training They are self-motivated to attend such
training program as it will result in their skill enhancement & improving
their interpersonal skill.

 Corporate HR, State Banks of India, time to time training is provided to all
the Employees and it is continuous process.

 Two types of training are provided to the Employees by State Banks of India
-induction training and soft skill development training.

 Questionnaire is the most popular mean of evaluating the training program

in State Banks of India.

 Most of the Employees feel that interview is the most appropriate method of
evaluating the training program.

 Post training evaluation focus on result rather than on the effort expended in
conducting the training and it worth the time, money and effort.
 Most of the participants are benefitted by giving feedback after attended the
training. It motivated them to do better, helped them to increase their job
performance and is an aid to future planning.

 In State Bank Of India , post training evaluation is used to identify the

effectiveness and valuation of training program, to identify the ROI(return
on investment), to identify the need of retraining and to provide the points to
improve the training.

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 9.1 SUGGESTIONS AND
RECOMMENDATIONS

 The management must commit itself to allocate major resources and

adequate time to training.

 Ensure that training contribute to competitive strategies of the firm.

Different strategies need different HR skill for implementation. Let
training help employees at all levels acquire the needed skill.

 Ensure that a comprehensive and systematic approach to training

exists, and training and retraining are done at all levels on a
continuous and on-going basis.

 Ensure that there is proper linkage among organizational, operational

and individual training needs.

 Skill based training (product/process training) should also be

provided.

 Besides questionnaire other methods of post training evaluation

should also be used like interviews, self-diaries, observation and
supplement test.

 The evaluation procedure must be implemented concerning trainer,

trainee and subject.

 Post training feedback has to be continuous and should also be taken

from line manager/superior & from peers to find out the effectiveness
and valuation of training.

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 9.2 LIMITATION OF THE STUDY

 The study is limited to the NCERT BRANCH. So the study is subject

to the limitation of area.

 The time period of the study was only two weeks which may provide
a deceptive picture in comparison of the study based on long run.

 Sampling size was of only 20, because only these people had attended
soft skill development training.

 RR KABEL LTD only provides soft skill development training, not

skill based (product/process) training. So how can one evaluate the
skill based training is still unresolved.

 The study is based only on secondary & primary data so lack of keen
observations and interactions were also the limiting factors in the
proper conclusion of the study.

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9.3 CONCLUSION

Today, RR KABEL LTD focus on designing programs and process and services to
attract, develop and retain top talent. Utilizing the latest technologies HR team has
launched sophisticated online systems that provide the employees with details on
benefits, compensation, special programs and internal job opportunities. As a
global employee population continues to grow, these cutting edge activities are
increasingly important to the deliver world-class HR solution.

The core function of HRD in the banking industry is to facilitate performance

improvement, measured not only in terms of financial indicators of operational
efficiency, but also in terms of the quality of financial services provided. Factors
like skills, attitudes and knowledge of the human capital play a crucial role in
determining the competitiveness of the financial sector. The quality of human
resources indicates the ability of banks to deliver value to customers. Capital and
technology are replicable but not the human capital which needs to be valued as a
highly valuable resource for achieving that competitive edge. The primary
emphasis needs to be on integrating human resource management strategies with
the business strategy. HRM strategies include managing change, creating
commitment, achieving flexibility and improving teamwork. The other processes
representing the overt aspects of HRM are recruitment, placement and performance
management.

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 QUESTIONNAIRE
Dear Madam/Sir,

I, Md Shams Khan Sixth Semester student pursuing my course from Bidhan Chandra Collage
Asansol. As a part of my curriculum I am undergoing Project Report at Human Relation
Management in Banking Please give your views/opinions in the space given below about the
project report feedback in RR KABEL LTD . The information provided by you will be kept
highly confidential and will be used by me strictly for an analysis only.

1) What do you understand by training?

a) Learning
b) Enhancement of knowledge, skill and aptitude
c) Sharing information
d) All of above

2) Training is must for enhancing productivity and performance.

a) Completely agree
b) Partially agree
c) Disagree
d) Unsure

3) (i) Have you attended any training programme in the last 01 year?

a) Yes
b) No

(ii) If yes, which module of soft skill development training?

a) Personality and positive attitude

b) Business communication
c) Team building and leadership
d) Stress management and work-life balance
e) Business etiquettes and corporate grooming

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 f) All of above
g) If any other please specify

4) (i) After the training ,have you given feedback of it?

a) Yes
b) No

(ii) If yes, through which method?(can select more than one)

a) Questionnaire
b) Interview
c) Supplement test
d) If any other please specify

5) Which method of post training feedback according to you is more appropriate?

a) Observation
b) Questionnaire
c) Interviews
d) Self-diaries
e) Supplement test

6) (i) Do you think that the feedback can evaluate the training effectiveness?

a) Yes
b) No

(ii) If yes, how can the post training feedbacks can help the participants?(can select
more than one)

a) Improve job performance

b) An aid to future planning
c) Motivate to do better
d) All of the above

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 e) None

7) Post training evaluation focus on result rather than on the effort expended in conducting
training.

a) Completely agree
b) Partially agree
c) Disagree
d) Unsure

8) What should be the approach of the post training evaluation?(can select more than one)

a) Trainer centered
b) Trainee centered
c) Subject Centered
d) All of the above

9) What should be the ideal time to evaluate the training?

a) Immediate after training

b) After 15 days
c) After 1 month
d) Can‘t say

10) Should the post training evaluation procedure reviewed and

revised Periodically?

a) Yes
b) No
c) Can‘t say

11) Is the whole feedback exercise after the training worth the time, money

and Effort?

a) Yes

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b) No
c) Can‘t say

12) The post training feedbacks can be used:

a) To identify the effectiveness and valuation of the training programme

b) To identify the ROI( return on investment)
c) To identify the need of retraining
d) To provide the points to improve the training
e) All of above

13) Any suggestion for improving the post training feedback procedure exists in State Bank
of India?

SIGNATURE

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 Dear Madam/Sir

We would appreciate your views sharing with us. This will help us to improve more. Please give your
views/opinions in the space provided below about this Employee Developments and evaluate the
improvements after the training.

Employee Details

Name E.C.

Grade Department

Training Programme

Name of the module

Date

Duration

Venue

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 S.B.I Employee’s evaluation after training
Rating – Please tick ()

NEEDS
S.NO ATTRIBUTES
EXCELLENT GOOD AVERAGE IMPROVE
MENT

Employee‘s attitude towards his

1
subordinates and co-workers

Employee‘s ability to fulfil

2
expected job requirements

Communication skill of the

3
Employee‘s.

4 Listening skill of the Employee‘s

5 Writing skill of the Employee‘s

6 Conflict resolving skills

7 Ability to work in a team

8 Ability of taking initiative

9 Motivational skill

10 Patience and tolerance level

11 Stress management skill

12 Ability to work under pressure

Business etiquettes of the

13
Employee‘s

Mannerism and behavior of the

14
Employee‘s

15 Punctuality at work place

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Q. Any other area where you would like to recommend this Employee’s to undergo training?

Q. Whether this training is relevant to the present requirement of your Department?

□ Yes □ No

Q. Would you recommend this training to other Employee’s in your Department?

□ Yes □ No

Q. Any suggestions for improving the effectiveness of the training.

SIGNATURE

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 BIBLIOGRAPHY

BOOKS

HRM IN PLANNING [TY BCBI]

PERSONNAL MANAGEMENT/HRM - BHATIA S.K.

HRM: Contemporary Prospective – BREADWELL, IAN, HOLDEN, LEN

HRM &INDUSTIAL RELATIONS – SUBBA RAO

CASE AND EXERCIES IN HRM – GEORGE, STEVENS

PERSONNEL MANAGEMENT – MAMORIA, C.B.

WEBSITE

www.google.co.in

www.personnel.online.com

www.articlebase.com

www.humanmatrics.com

www.bussinessweak.com

www.sbi.co.in

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