FINAL SAYAJI REPORT 1

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A REPORT
On
“STUDY OF EFFECTIVENESS OF TRAINING AND
DEVELOPMENT PROGRAM AT SAYAJI HOTELS”
By
ShubhrikaShrivastava
MBA III semester
FMS- WISDOM
BanasthaliUniversity
SAYAJI HOTELS LIMITED, INDORE
SUBMITTED TO: SUBMITTED TO:
Vivek Anand Sharma Ms. Shikha Singh
Training Manager Research Associate
Sayaji Hotels Limited, Indore Banasthali University

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ACKNOWLEDGEMENTS
This project is not solitary effort of mine alone. Its successful accomplishment is the result of
many distinct people to whom I owe a debt beyond repayment. Therefore, I would like to
extent my token of thanks to those who have helped me directly or indirectly in making my
project work an incredibly pleasant task and giving it a final shape.
My sincere thanks towards my project guide Mrs. Shikha Singh, Research Associate at
Banasthali University for her constant guidance. Without her kind support this project would
have never been possible.
I offer my sincere thanks to Mr. Rupak Aich, Director-HR, for giving me incredible
opportunity to do my project at Sayaji Hotels Limited and for his valuable inputs and
guidance to encounter upcoming challenges in the long run of my career.
With deep sense of gratitude, I would like to owe my indebtness towards Mrs. Neha Bhide,
Senior Executive HR and Mr. Amarjeet Kumar, Ex- Training Manager of the group for their
constructive criticism in a friendly and positive manner to overcome pitfalls of professional
world that I may confront in the near future.
I extend my heartfelt thanks to Mr. Sukesh Sharma and Mr. Amit Singh Negi, Training and
Development Executives for their unvarying encouragement and enlightenment. Mr.
NishantGour, Hotel Operation Trainee I’m much obliged to you for your patience towards
rectifying my persistent mistakes.
Unfortunately, it won’t be possible to acknowledge my indebtness individually to everyone. I
owe a big thank you to whole HR team, Sayaji staff and my friends who have been
supportive throughout the journey of this internship.
Shubhrika Shrivastava
(Roll No. 12818)

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ABSTRACT
Be it any study, it is very essential to have practical knowledge apart from the theoretical
one. This report is all about the knowledge that I have acquired being an Intern at Sayaji
Hotels Limited, Indore.
The present scenario in organizations makes it essential to use scarce resources efficiently
with the aid of competent professionals. Therefore, trainers of all kinds are required to justify
their position. Training activities, which are ill, directed and inadequately focused, do not
serve the purpose of trainers. Hence, it is required to have a well equipped Training and
Development department to be a persistent progressive organization.
This report briefs about the various processes of the hotel such as recruitment, increment
policy, promotion criteria, payroll, performance appraisal etc. not only this my project covers
the major content of analysis related to “Effectiveness of Training and Development of
employees at Sayaji Hotels, Indore. The analysis has been done with the sample size of 15
employees of organizations’ HR department itself with the aid of questionnaire, observation,
organizational documents and interviews.
The report too holds my learning’s during my internship for the duration of 6 weeks at Sayaji
Hotels Limited, Indore.

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TABLE OF CONTENTS
1 Introduction…….……………………………………………………………….07
1.1 Sayaji Philosophy……………………………………………………….......08
1.2 Sayaji Mission………………………………………………………………08
1.3 Sayaji Objective…………………………………………………………….09
2 About Sayaji Hotels…………………………………………………………..10-11
1.4 Various departments at Sayaji……………………………………………….12
1.5 Recruitment procedure at Sayaji………………………………………….12-14
1.6 Induction process at Sayaji…………………………………………………...14
1.7 Performance appraisal at Sayaji…………………………………………...14-15
1.8 Promotion process at Sayaji…………………………………………………...16
1.9 Increment policy at Sayaji……………………………………………………..16
1.10 Payroll process at Sayaji…………………………………………….16-17
1.11 Various facilities at Sayaji for employees…………………………...18-19
1.12 Grievances handling at Sayaji…………………………………………..19
1.13 HR software used in Sayaji……………………………………………..19
1.14 Various reports prepared by HR department in Sayaji…………………20
1.15 Important licenses required by hotels under various acts……………20-22
1.16 Introduction to training………………………………………………22-23
1.17 Training process followed at Sayaji…………………………………23-29

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1.18 Training need identification…………………………………………….29
1.19 Various reports prepared by training manager at Sayaji………………..29
1.20 Various roles and responsibilities of training manager at Sayaji……….30
3 Review of Literature…………………………………………………………31-31
4 Research Methodology………………………………………………………33-32
5 Data analysis…………………………………………………………………36-45
6 Conclusion………………………………………………………………………46
6.1 Suggestions and recommendations………………………………...........47
6.2 Task assigned during Internship to me………………………………….48
References………………………………………………………………………………49
Appendices………………………………………………………………………......50-52

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CHAPTER 1
INTRODUCTION
OVERVIEW
Located in Indore, Central India’s financial capital, Sayaji Hotel is a five star hotel that
reflects the city’s spirit in a harmonious blend of tradition and contemporary sophistication.
What sets us apart from other business hotels is our personalized service, attention to details
and ability to cater to your business needs. Exquisite interiors, impeccable services and
delectable cuisines combine to make us Central India’s most graceful and elegant hotel. The
hotel is ideal for business travel or holidays to explore the cultural wonders of Central India
& Indore.
In a short span of a decade, we have created a chain of hospitality properties in the heart of
India, catering to the discerning business or family traveler.
While creating our properties, it has been our motive, to create a property that not only
addresses all the needs of a traveler but also provides you with a place to feel at home, to
discover more than you demand and to get true value for your money.
Welcome to this world of friendly and courteous services at Sayaji
 Our smiles seldom reach our eyes because they emanate from the heart.
 Our services are seldom apparent because they are not meant to be conspicuous.
 Our facilities defy traditional business sense because we feel you have a right to them at
Sayaji.
 Our size is often misunderstood as the measure of our tariff. It is not.
 Our size is gigantic because we would like to cater to all your requirements.
 Our tariff is not, because we believe you are entitled to the worth of your money.

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1.1 THE SAYAJI PHILOSOPHY
Nothing explains the Sayaji way of life like the Banyan tree. The Banyan plays many roles
during the course of its long life. It epitomizes and defines relationships we know of and
bonds that are yet to be made. In some ways it is like the patriarch, depicting the lineage,
strong roots and an undying will of an ever-growing family.
For travelers from far and wide it provides comfort and peace in its never-ending shade and
care that only a mother can give. Like a good old friend it can keep secrets, protects you and
bring you solace in times of need. Just like the Banyan tree, we at Sayaji strive to be the
haven that every global traveler deserves.
We have been redefining hospitality since our inception in Vadodara 20 years ago. For us
hospitality is about making people comfortable even though they are far away from their
comfort zone. Whether it’s using technology creatively or genuinely greeting you any time of
the day, we have only your best interest at heart.
We aim to forever be your Banyan tree of hospitality, a place where everyone is welcome,
special and truly important.
1.2 SAYAJIS’ MISSION
“To make more and more people happy for a prolong period of time”

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1.3 SAYAJIS’ OBJECTIVE
CORE VALUES
GENUINE: Whatever we think we say; what we say what we mean and express in actions
or words. Genuine people do not pretend. People can see you for what you are and can feel
the same through your actions.
OWNERSHIP: Any job you can do, you really own it. Do the best you can. Do a job
whole heartedly. Do not look for excuses for why it cannot be done. Take responsibility or be
accountable and find a method or way of how to do it the best way possible.
PASSION: There is an intense level of commitment from within. You are madly in love
with what you are doing and there is an unconditional commitment attached. When you are
passionate about what you do, you:- Are highly enthusiastic, Have more energy ,Care more
about what you do. It is a cycle that feeds on itself and increases your capability efficiency.
GUEST FOCUS:Being guest focus is always thinking about giving better and better
products and services to our guests. Every action that we do in the interest of the guest will
lead to action that we do in the interest of the guest will lead to guest delight. Guest is the
very reason for our existence. Focus on guest delight is what can sustain us.
EMPLOYEE/TEAM FOCUS: Employee focus means striving to provide a good quality
of atmosphere at the workplace and a good quality of life while ensuring overall development
of the individual the very reason of our existence is to delight our guests. Our team only can
help us achieve this objective.
INNOVATION: Be innovative to continuously improve our products and services in the
benefit of our guests. Innovation results in successful introduction of doing new and useful
things or introducing new methods, techniques or practices or improving existing products
and services. Ask the question “WHY” do we do the existing things in certain way and how
can we do the same thing in a different and better way.

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CHAPTER 2
ABOUT SAYAJI HOTELS
Sayaji Hotels Limited was founded by Late Mr. Sajid Dhanani in the year 1990 at Vadodara
after the name of king Sayaji. The very famous Barbeque Nation is an Indian chain
restaurant owned by Indore based- Sayaji Hotels Limited which was too founded by Mr.
Sajid Dhanani in the year 2006.
OUTLETS IN SAYAJI:
Sanchi: popular for authentic Awadhi cuisine
Square: Buffet Restaurant
Mediterra: popular for Mediterranean cuisine
Blue Lagoon: it’s an alacarte restaurant
Kebabs Ville: popular for “Do it yourself cuisine”
Go Bananas: it is basically an entertainment zone
Quorum: popular for imported wines and cigars
Critical Mass: disco trek
Chopstick City: popular for authentic Chinese food

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4 large banquets i.e. Mahal convention centre, Amber convention centre, Amber lawn,
Vatika lawn and Vrindavan lawn where in 5 small banquets named Jade Lounge, Topaz
Lounge, Ruby Lounge, Sapphire Lounge and Emerald Lounge.
3 small conference rooms Neel 1, 2 and 3. It too has club, basketball court, squash court,
table-tennis room, gym, spa, kid’s zone (for playing) and swimming pool.
Sayaji Hotels- Indore, Pune and Kolhapur have reception in its each floor.
Sayaji is the very first hotel to introduce balling alley in the hotel industry in 1994.
Sayaji has its presence in various cities: Sayaji Vadodara, Sayaji Kolhapur, Sayaji Bhopal,
Sayaji Indore, Sayaji Pune, and Effotel
Sayaji has around 103 crore turnover.
PRODUCTS AND SERVICES OFFERED:
 In-room dining
 Concierge service
 Complimentary gourmet continental breakfast and coffee
 Fitness center
 Indoor lap pool
 Valet parking
 Bag service
 Business center (with reservation and additional fee)
 Wireless internet (free throughout the hotel)
 Restaurant and lounge
 Board and meeting rooms (with reservation and additional fee)

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2.1 VARIOUS DEPARTENTS AT SAYAJI
BACK OF THE HOUSE DEPARTMENTS FRONT OF THE HOUSE
DEPARTMENTS
Cafeteria Sanchi
Garden Square
Commercial/Accounts/Purchase/Stores Kebabs Ville
Corporate Blue Lagoon
HR and Training Quorum
Security Mediterra
Engineering Square Portico
Project Chopstick city
Audit 7th Lounge
IT Club
(Table: 01)
2.2 RECRUITMENT PROCEDURE AT SAYAJI
Sanctioned budget: Every department has been given some budget, budget in the sense say F
and B service can employ total 50 employees categorized as:
L1- 21, L2- 15, L3- 8, L4- 3, L5- 2, L6- 1 employees respectively i.e. for the particular level
this specific number of employees must be present mandatorily. Now, for instance if the
outlet have only 18 employees at L1 that means they have budgeted gap of 3 employees.
Thus, the HOD of the department if feels the need of three candidates then will approve the
MRF form- Manpower Requisition Form and send it to recruitment department.

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TAT- Turnaround Time for recruitment process at various levels:
GRADES TAT(AT VARIOUS LEVELS)
L1-L2 20 days
L3-L4 30 days
L5 and above 45 days
(Table: 02)
SOURCES OF RECRUITMENT USED IN SAYAJI
 Jobsites/naukari.com/social network
 Career portal
 Sayaji Hotels Limited empanelled recruitment agencies/hiring partners
 Advertisement/events
 Employee referral program and networking
 Employee database/head hunting
 Campus recruitment
MT/HOT PROGRAM
The Management trainee/Hotel Operation Trainee program is conducted after every
gap of one year. The recruitment team coordinates with the placement coordinator of
the respective colleges. The colleges are shortlisted on the basis of performance of
last year recruited employees.
The crucial role played by the training department in this process is to decide the
HOD to visit the campus for placement. The recruitment panel visits the campus for
maximum 3 days if the crowd is more than 150 else for 2 days, panel majorly

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comprise of 2-3 L2 and L3 employees and one HOD who travels on the last day of
recruitment process for personal interview of the candidates.
MTs i.e. Management Trainee after the completion of year are directly promoted as
L4 whereas HOTs i.e. Hotel Operation Trainee become L3.
2.3 INDUCTION PROCESS AT SAYAJI
 For L1-L3 employees the Training and Development department conducts Induction
process through classroom sessions which includes: Ice-breaking session,
Introduction of Sayaji Hotels Limited (History, Establishment, Outlets, Features etc)
 For L4 and above employees the induction schedule is made by Training and
Development department. As per the schedule, employee meets the respective HODs
of the various Sayaji units viz. SHL-Indore, SHL-Bhopal, SHL-Baroda, SHL-
Kolhapur.
2.4 PERFORMANCE APPRAISAL AT SAYAJI
The performance appraisal process in Sayaji is carried on in two ways:
1. Balance Score card (BSC):- The balance score card appraisal method is used for L1-
L3 employees which are done half-yearly. Basically, in this method few parameters
are given according to employees’ job roles and responsibilities then employees
themselves are asked to rate out of 10 points each. Later the reporting manager or
head of the employee ask for justification of the rating employee has given to
himself/herself. After the discussion, the final rating is given by the head or reporting
manager of the employee.

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KEY PERFORMANCE INDICATORS + 360 DEGREE + POTENTIAL
APPRAISAL:-
KPI: - The Key Performance Indicators are given by the HR department as per the
employees’ jobs roles and responsibilities then they are rated according to those indicators. It
has 60% weight age in total appraisal process. This KPI is filled by HR people every month
with the discussion from their HODs. However for rest of the employees it is done on
quarterly basis.
360 Degree: - It has 30% weight age in total appraisal process. In this appraisal method, an
employee is rated by its supervisors, peers, subordinates, self-appraisal, and users of services,
customers and consultants on the given parameters by HR department.
Potential Appraisal: - It has 10% weight age in total appraisal process. This potential
appraisal is filled by the HOD of an employee without any discussion on the parameters such
as leadership quality, initiation, innovation etc if any implemented by an employee in favor
of organization and self-development apart from his/her job roles and responsibilities.
APPRAISAL PROCESS FOR NEW JOINERS (L1-L3)
Number of appraisal cycle- 2
Appraisal month: 1st cycle: April to September (October)
2nd cycle: October to March (April)

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2.5 PROMOTION PROCESS AT SAYAJI
The promotion of an employee is approved by his/her HOD i.e. if HOD finds that yes this
particular employee has got that potential to be promoted for the higher position then only
approval is provided. However, the process does not end here only. Employee needs to go
further from the written, viva and presentation phase covering both technical and personal
aspects. The evaluators committee comprise of Managing Director, General Manager and
various Head of the Departments. If the employee gets total score of 85% and more then only
he/she gets promoted for the higher position.
2.6 INCREMENT POLICY AT SAYAJI
The increment policy in Sayaji Hotels is inflected by two factors i.e. either level wise or else
by appraisal rating attribute. HR gets specific yearly budget from finance and it is mandatory
to give increment only to those who have completed six months tenure in organization. Also,
midyear increments can also be provided but it usually happens in exceptional cases. All the
increments whether exceptional or non-exceptional are approved by Managing Director and
then only given as per level wise and according to their appraisal rating.
2.7 PAYROLL PROCESS (Corporate HR) AT SAYAJI
Payroll in Sayaji is calculated from 26th to 25th of the month reason being salary can be
processed and distributed till the first of every month. The first and foremost step taken in
order to start payroll process is calculation of attendance. The HR department collects
attendance of employees from time office via biometric impressions but might be due to
some technical or personal errors in case the attendance is cross checked. The attendance
sheet is approved by HODs of their respective employees of corporate and sent to HR
department. After the calculation of attendance payroll is further processed. When a new

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employee enters the system he/she is given 6 days salary in advance and when he/she leaves
his/her salary is calculated from 1st of month till the last date of his/her releasing.
Number of leaves employees can avail: -
 30 Paid leaves (PL) annually -It is a paid leave, only PL is encashed in case employee
has not used his/her PL.
 08 Casual leaves (CL) annually
 06 Sick leaves (SL) annually
 52 Week off (WO) (It is a paid leave)
 OD- On duty: Number of days employee went to tour for official purpose. It is a paid.
 DP- Days present
 LWP- Leave without Pay
 PH- Public holiday (15 August, 26 January and 2 October) if an employee works for
these days he/she is paid.
 12% PF is deducted at earned basic always
 ESIC- Employee State Insurance Corporation
 4.75% - employer and 1.75% - employee (both deducted from earned gross)
GROSS EARNING – GROSS DEDUCTION = FINAL NET SALARY
Actual salary as per job profile (present basic + HRA + conveyance + other allowance) gives
Gross Salary then actual salary as per attendance and leaves (earned basic + HRA +
Conveyance + other allowance + earned wage + arrears + NH pay) gives earned gross then
deductions such as mobile, cafeteria, food bill, loan, salary advance, PF withdrawal, ESIC,
professional tax, income tax and other deductions are made to get gross deduction and finally
to reach at net salary of an employee.

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2.8 VARIOUS FACILITIES AT SAYAJI FOR
EMPLOYEES
 ESIC scheme (Employee State Insurance Corporation) - is followed as per
government norms i.e. 4.75% employer deduction and 1.75% employee deduction.
Sayaji staff is entitled for medical cover as per ESIC. The benefit of this scheme is
provided in contingencies like sickness, maternity, death or disablement due to
employment injury or occupational hazard.
 Facility of Salary Advance is provided without any interest once in quarter.
 Personal loan: is provided at time of marriage, hospitalization, death, child birth,
education loan. An employee is eligible for taking personal loan once he/she
completes one year of service.
 Home loan: is repayable in 60 EMIs. An employee is eligible for taking home loan
once he/she completes three years of service. However, an employee can’t take two
loans at a time except in case of death and hospitalization. In case employee leaves
the organization before the repayment then outstanding amount is taken in one single
installment with 15% interest. Except home loan, other loans can be availed
maximum three times in total service tenure.
 Group Personal Account (GPA): GPA is an insurance policy which provides
compensation at times of injury, disablement or death due to accident. GPA sum
assured:
L1~L2 – 2 lakhs
L3~L5 – 3 lakhs
L6~L7 – 5 lakhs
L8 and above – 7 lakhs

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 Employee Referral Scheme: is followed in Sayaji, referral award is given in case
of suggesting a potential candidate. Cross unit reference is also there like if an
employee joins Pune unit and the reference is given by an employee of Indore unit,
hence referral amount should be debited to Pune unit but paid to employee of Indore
unit.
2.9 GRIEVANCES’ HANDLING AT SAYAJI
Grievances’ handling in Sayaji is done with Voice of Employee and Speak Up system.
VOE is a grievances’ redressal process. This idea is to give employees multiple options to
reach out with their issues, queries and ensure closure of the same in the suggested timeline.
The issues can range from HR issues- individual/group, operational issues, policy related
clarifications etc.
The suggestion, feedback or complain registered by an employee directly reach to Vice-
President Audit and is kept confidential in every way.
2.10 HR SOFTWARE USED IN SAYAJI
Previously, Sayaji group was using HR mantra software. However, it collapsed due to some
issues. Currently, Sayaji group is working on ZingHR which is cloud based software in
which training and development, performance appraisal, recruitment, payroll etc of each and
every unit of Sayaji is maintained. Legal processing is done after selecting the software.

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2.11 VARIOUS REPORTS PREPARED BY HR
DEPARTMENT IN SAYAJI
Attrition report: - Number of attrition takes place from each department.
In order to control the same, meetings are conducted with HODs of the department with
higher attrition rate in order to know what the problem is behind such high percentage of
attrition. If action certainly needs to be taken against HOD then taken else other issues for
attrition are found and resolved.
New joiners report: - the total new joining in hotel month wise, it is prepared in order to
identify training needs for induction and other new joining facilities of an employee.
Training Summary report: - this report is prepared both month and quarter wise in order
to know the total number of hours achieved and still left to achieve by the training
department.
Training Mandays report: - this report is prepared in order to know how much Mandays
are achieved by the organization. Mandays are basically how much employee has learnt from
the training sessions. 32 hours i.e. 4 Mandays are mandatory for every employee to be
accomplished yearly by Training and Development department.
2.12 IMPORTANT LICENSES REQUIRED BY HOTELS UNDER
VARIOUS ACTS ARE:-
 Police license/registrations
 License under shops and establishments act
 License under prevention of food adulteration act
 Registration under luxury tax act
 Registration under sales tax act
 Registration under contract labor act

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 Registration under pollution control act
 Registration under apprentices act
 Registration under provident fund act
 Registration under ESI act
 Entertainment license on festival occasions
 License for chimney under the smoke nuisance act
 Registration under the weights and measures act
 Factory license for laundry
 Central excise license for bakery products
 Registration and permits under the motor vehicle act for tourist coaches/taxies
 Eating house license
 Municipal beer bar license
 License for storage of diesel oil
 License for storage of kerosene and compresses gas (LPG)
 Sign board directions, neon signs
 License to deal in foreign exchange under FEMA
 Cold storage license, (if over 25 cubic ft)
 License for boiler and generators and mixers and grinders
 Bar license (foreign liquor)
 Mild liquor license
 Temporary license for awnings and covering of terrace during monsoon

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 Building completion certificate
 Copyright license for playing of music
 Lodging house license
 Approval from the department of tourism, Government of India
 Registrations from GTDC for new projects under the package scheme of incentives
2.13 INTRODUCTION TO TRAINING
Organizations and individual should develop and progress simultaneously for their survival
and attainment of mutual goals. So every modern management has to develop the
organization through human resource development. Employee training is the important sub-
system of human resource development. Employee training is a specialized function and is
one of the fundamental operative functions for human resource management.
MEANING
After an employee is selected, placed and introduced he or she must be provided with
training facilities. Training is the act of increasing the knowledge and skill of an employee
for doing a particular job. Training is a short- term educational process and utilizing a
systematic and organized procedure by which employees learn technical knowledge and
skills for a definite purpose. Dale S. Beach defines training as “the organized procedure by
which people learn knowledge and/or skill for a definite purpose”.
In other words, training improves, changes, moulds the employee’s knowledge, skill,
behavior, aptitude and attitude towards the requirements of the job and organization. Training
refers to the teaching and learning activities carried on for the primary purpose of helping
members of an organization, to acquire and apply the knowledge, skills, abilities and
attitudes needed by a particular job and organization.

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Thus, training bridges the differences between job requirements and employee’s present
specifications.
IMPORTANCE OF TRAINING
The importance of human resource management to a large extent depends on human resource
development. Training is the most important technique of human resource development as no
organization can get a candidate who exactly matches with the job and the organizational
requirements. Hence, training is important to develop the employee and make them suitable
to the job.
Job and organizational requirements are not static, they are changed from time to time in
view of technological advancement and change in the awareness of the Total Quality and
Production Management (TQPM). The objectives of the TQPM can be achieved only
through training as training develops human skills and efficiency. Trained employees would
be a valuable asset to an organization. Organizational efficiency, productivity, progress and
development to a greater extent depend on training. Training is important as it constitutes
significant part of management control.
2.14 TRAINING PROCESS FOLLOWED AT SAYAJI
MT/HOT PROGRAM
The Management Trainee/Hotel Operation Trainee program is conducted after every gap of
one year. The recruitment team coordinates with the placement coordinator of the respective
colleges. The colleges are shortlisted on the basis of performance of last year recruited
employees.
The crucial role played by the training department in this process is to decide the HOD to
visit the campus for placement. The recruitment panel visits the campus for maximum 3 days
if the crowd is more than 150 else for 2 days, panel majorly comprise of 2-3 L2 and L3
employees and one HOD who travels on the last day of recruitment process for personal
interview of the candidates.

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MTs i.e. Management Trainee after the completion of year are directly promoted as L4
whereas HOTs i.e. Hotel Operation Trainee become L3.
INDUCTION PROCESS
For L1-L3 employees the Training and Development department conducts Induction process
through classroom sessions which includes: Ice-breaking session, Introduction of Sayaji
Hotels Limited (History, Establishment, Outlets, Features etc)
For L4 and above employees the induction schedule is made by Training and Development
department. As per the schedule, employee meets the respective HODs of the various Sayaji
units viz. SHL-Indore, SHL-Bhopal, SHL-Baroda, SHL-Kolhapur.
ON THE JOB TRAINING METHODS
Training Ambassadors program: TA program is carried on in order to keep track on the
effectiveness of the ON THE JOB TRAINING which is provided by TRAINING
AMBASSADORS of respective outlets who are usually L4 nominated by their HODs but if
there is no L4 available in the outlet then L3 is made TA.
TRAINING
METHODS
S
OFF THE
JOB
ON THE
JOB

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TA MIS Contents: -
Employee code S0000X
Name(employee) XYZ
Department F & B Banquet
Sub-department F & B Production
Designation Commis-II
Unit Sayaji Indore
Level Level-2
Employee status Active
Joining date 01/11/14
Supervisory/Managerial group L1-L3
Category -
TA name ABC
Topic name (according to department) Food safety
Quarter Q2
Training month Sep.-16
Training date 27/06/16
Total (training minutes) 30
Reporting 1 JKL
Reporting 2 EFG
(Table: 03)

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OFF THE JOB TRAINING METHODS
Induction Process: For L1-L3 employees the Training and Development department conducts
Induction process through classroom sessions which includes: Ice-breaking session,
Introduction of Sayaji Hotels Limited (History, Establishment, Outlets, Features etc)
For the induction schedule the training department first retrieves new joiners data from the
recruitment team then take confirmation from the businesses of respective outlets. After the
preparation of list of new joiners training department drop a mail before a week and again a
reminder mail 3 days before induction process to the HODs of respective outlets. On the day
of Induction attendance is shared in the employees’ outlets in the same trail mail and at last
signature page is acknowledged.
Induction program:
INDUCTION
PROGRAM
TARGET
AUDIENCE
NUMBER OF DAYS CONTENT
Orientation program New joiners Minimum 2 hours Brief about respective
units and management
One day induction
program
New joiners 1 day SHL-Preface+
WIIFM
SHL-Induction
program
New joiners 4 days SHL-Preface+
WIIFM+PEGS
PEGS All employees 3 days Self awareness+ team
building+ problem
solving
(Table 04)
For L4 and above employees the induction schedule is made by Training and Development
department. As per the schedule, employee meets the respective HODs of the various Sayaji
units viz. SHL-Indore, SHL-Bhopal, SHL-Baroda, SHL-Kolhapur and they brief about the
working of Sayaji.

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PEGS: Personal Effectiveness and Growth Strategy program is conceived as founding pit of
the Sayaji and is mandatory to serve for everyone as it depicts the core values of Sayaji to
showcase “Yours Truly” concept for guest and the employee: In this program a person
identifies himself fit in the company to work more effectively and dedicatedly. It is
considered as an orientation program which creates an employee more satisfied and
prosperous in the environment of Sayaji as a great work.
DESIRED OUTCOME OF THE PROGRAM: it aims at-
 Increased workplace morale
 Better team work
 To unleash the power within employees to know about oneself
 Awareness about how to solve a problem creatively
 Increased performance of employees and fairness system in understanding
 People engagement and importance
 To enhance effectiveness
CONTENTS:
 Principle of opposites
 Ego states
 Transactions
 Life positions
 Strokes
 Johari window
 Team building games
 Team building stories

28
 Creative problem solving
For the PEGS session, training department first retrieves new joiners data from
the recruitment team then makes the batch of maximum 15-16 employees and
take confirmation from the businesses of respective outlets for their 3 consecutive
day’s presence for the session. After the preparation of list of new joiners training
department drop a mail before a week and again a reminder mail 3 days before
session to the HODs of respective outlets. On the day of PEGS session attendance
is shared in the employees’ outlets in the same trail mail with their HODs.
The PEGS session is taken by the outside authority Quest Systems Private
Limited. A contract has been signed by both Sayaji and Quest systems. All the
lodging, travelling, fooding, payment facilities are done by Training and
Development department. Quest Systems authorities provide certification for
attending the session as well as take their own feedback forms from the
participants.
Operational Excellence: It is done for L1 and L2 employees.
Managerial Development Program (MDP): conducted for managers (L4) for 3 days
Supervisor Development Program (SDP): conducted for supervisors (L3) for 3 days
Service Associate Development Program (SADP): conducted for senior GSA (Guest
Service Associate) for 2 days
Commi-2 Development Program: conducted for 2 days and maximum participants
would be 15, scheduled only for existing employees. A criterion for this developmental
program is excellent performer for the last 2 years and promoted employees of the same year.
TRAINING EFFECTIVENESS: is checked through
 Questionnaire of the various sessions
 Feedback forms

29
 Validation formats (HODs, GM or Unit HR)
 HRI (L1-L3)
 Feedback through user effectiveness
2.15 TRAINING NEEDS IDENTIFICATION
PostTraining Behavior : PTB is filled by observing employees of particular
sample size say 12-15 surprisingly questions are being asked then rated in the same
form then evaluation percentage is calculated and after that it is updated in training
plan for the month and then finally strong-weak parameters are prepared. This is how
training needs are identified. The important thing to be acknowledged here is that
through PTB, TNI can be identified for only F and B Services. For rest of the
employees of the organization TNI is identified by appraisal ratings.
2.16 VARIOUS REPORTS PREPARED BY
TRAINING MANAGER AT SAYAJI
 Weekly training report
 TA MIS report
 TA MIS dashboard
 Unit MIS both on the job and off the job training
 Group MIS
 Training effectiveness report
 Training need identification report

30
2.17 VARIOUS ROLES AND RESPONSIBILITIES OF
TRAINING MANAGER AT SAYAJI
 Responsible for managing training affairs at eight units (6 hotels of Five star
category and Two restaurants) all over India.
 Measuring and evaluating employee performance levels to identify their
training needs
 Designing SOPs, training modules, training plans, training calendar and
strategies to conduct suitable training sessions
 Responsible for implementing special corporate initiatives for enhancing
employee productivity and motivation levels across the chain and to increase
service standards
 Conducting induction, developmental programs and capacity building
programs across all levels
 Strategizing the learning and development function in organization in as per
the HR vision
 Conducting training need identification, analyzing the needs and thereafter
planning effective training interventions
 Developing training modules and content
 Conducting training sessions and workshops for all levels of people in the
organization
 Delivering soft skills training
 Ensuring an innovative approach leading to an experiential and
transformational learning

31
CHAPTER 3
REVIEW OF LITERATURE
Sivasubramanian et al. (1995) verify the various perspective of human resource management
as the concept of fit or integration based on Guest (1997) suggests the various types of
human resource management can be classify in two dimensions as internal and external fit.
External fit explain HRM as strategic integration whereby internal fit as an ideal of practices.
One of the internal parameter as training and development.
Guest (1997) divides in to three categories: differentiated on innovation, focus on quality and
cost-reduction. However, there are many definitions in previously researches on HRM
strategy, but all strategies used to achieve the same organizational goal through HRM
practices.
Tessmer et al.(1997), in their summary of training effect research, demonstrate convincingly
that training effect—defined as improved performance—is a function of learner factors,
factors in the learner’s workplace, general organizational factors, and of course, factors
inherent in the training program and interaction itself. This interdependence of training on the
larger performance system has been amply supported as well by the previous and thorough
research.
Schaffner (2001) on his study assert the relationship between job training and productivity,
however job training tends to lose value when the workers change job, therefore the
organization or firm increase the cost of keeping trained position filled. Notwithstanding,
there would doubtful relationship between job training and turnover.
Batt (2002) finds that “high-involvement” practices such as autonomy, team collaboration,
and training are related to reduce employee turnover and increased productivity. Supporting
by Lynch (1991) an idea about untrained workers lead to change job more often. A long the
same line, Huselid, Jackson and Schular (1995) finds that an increasing in high-performance
work practices convert decreasing in turnover.

32
Collins (2005) in a research of similar nature targeting small business have found that
effective HR practices impact employee outcomes significantly. Training alone operates only
to increase capability. But whether employees Perform to the best of their capability or at
some level less than their best capability is driven by a complex host of factors, typically and
popularly lumped together under the rubric of the “performance management system”
(Rummler & Brache, 1995). Although these factors may not be organized or even viewed as
a systemic entity, they nonetheless operate as a system, either suppressing or enhancing
employee performance. Although there has not been enough research on precisely how these
and other factors enhance and impinge on training effect, we do know enough to be certain
that there is more to achieving training effect than simply putting on good training programs.
International Journal of Advancements in Research & Technology, Volume 2, Issue2, Feb
ruary-2013
Ruwan (2007) empirically evaluated six human resource (HR) practices (realistic job,
information, job analysis, work family balance, career development, compensation and
supervisor support) and their likely impact on the Marketing Executive Turnover. Results of
regression showed that the HR practices on job analysis are strong International Journal of
Advancements in Research & Technology, Volume 2, Issue2, Feb ruary-2013
Zaini et al. (2009) showed that training and development, team work, HR planning and
performance appraisal have positive and significant influence on business performance. It not
only improves the productivity of the organization but brings in a large level of job
satisfaction on the employee which further leads to commitment.

33
CHAPTER 4
RESEARCH METHODOLOGY
In a view to precede the research in a systematic way the following research methodology
has been used:-
OBJECTIVE OF THE STUDY
1. To know the effectiveness of training program at Sayaji Hotels Limited.
2. To know the satisfaction level of employees with the current Training and
Development program at Sayaji Hotels.
3. To acquire the thorough knowledge base on subject of Training and Development.
4. To study how Training and Development program are undertaken in the organization.
HYPOTHESIS
NULL- The training provided at Sayaji Hotels is not efficient.
ALTERNATE- The training provided at Sayaji Hotels is efficient.
SCOPE OF THE STUDY
As seen from the reference of literature review that previously training was viewed as
tremendously expensive tool. Therefore, most of the budgetary limitations were
fulfilled by cutting the training cost. Thus, hampering the development of employees
professionally and personally. However, the literature review shows that employee
can give surpassing performance if training is improved.
Hence, this study has been done in order to know the effectiveness of training and
development provided in a hotel which is 24*7*365 days busiest business and needs constant
efficiency as this industry relies entirely on customers’ being happy.

34
However, this study will not give the clear picture about the impact of training and
development in the whole organization as very limited numbers of feedbacks were available
with the researcher. However, its findings can form a base for another research scholar to an
extent for further study.
MANAGERIAL USEFULNESS OF THIS STUDY
Being an HR student this study has equipped me with the importance of training and
development, its working, database management and everything. As well as all the pre and
post formalities related to the process. Not only this, this study will enable any scholar
further to acquire the knowledge of this process of Sayaji Hotels.
RESEARCH DESIGN, POPULATION, SAMPLE, PRIMARY AND
SECONDARY DATA
By means of obtaining detailed opinion of the employees through questionnaires and
observation this research falls under the category of descriptive research.
Basically a descriptive research is used to describe characteristics of a population or
phenomenon being studied. It does not answer questions about how/when/why the
characteristics occurred.
POPULATION: Sayaji Hotels Limited, Indore (Madhya Pradesh)
SAMPLE PLAN: - (a) Sample size: 15 employees of HR department of Sayaji Hotels.
(b) Sample area: Sayaji Hotels Limited
(c) Duration: 12 weeks (90 days)
In order to accomplish this study, I have used random sampling method. In the random
sampling method, all items have same chance of selection. Random sampling technique
ensures that bias is not introduced regarding who is included in the survey.

35
PRIMARY DATA:
 Data regarding various processes mentioned in the report are learning’s from the HR
department.
 Interview
 Observations
 Questionnaires
SECONDARY DATA:
 Magazines’, Journals, Brochures, Organizations documents etc.
 Books
 Various sites
To collect the primary data for the research part Questionnaire was prepared. A pilot study
was conducted to validate the reliability of the questionnaire. Behaviors, beliefs, and
observations of specific groups are identified, reported and interpreted.
USE OF STATISTICAL TECHNIQUES FOR DATA ANALYSIS:
Tools of percentage analysis are used.
LIMITATIONS:
The major constraint in the completion of this study was its sample size and might be biased
behavior of employees while filling up the questionnaire. The participants were quite hesitant
to give their feedback as no other intern has previously done such study (with primary data).

36
CHAPTER 5
DATA ANALYSIS
1. Training and Development conducted in your firm are useful? Do you agree with the
statement?
(a) Strongly agree
(b) Agree
(c) Disagree
(d) Strongly disagree
No. of respondent % of respondents
STRONGLY AGREE 06 40%
AGREE 06 40%
DISAGREE 03 20%
STRONGLY DISAGREE 00 00%
TOTAL 15 100%
INTERPRETATION: As it can be seen from the chart that around 80% employees believe
that the training session conducted in Sayaji hotels are useful. However, 20% do not find it
useful at all.
40
40
20
0
% OF RESPONDENTS
STRONGLY AGREE
AGREE
DISAGREE
STRONGLY DISAGREE

37
2. Are you satisfied with the current Training and Development program?
(a) Strongly agree
(b) Agree
(c) Disagree
AGREE 08 53%
DISAGREE 00 00%
TOTAL 15 100%
INTERPRETATION- As shown in the chart 53% employees are dissatisfied with
the current Training and Development program wherein only 47% of them are
satisfied with the programs currently running.
47
53
00
% OF REPONDENTS
STRONGLY AGREE
AGREE
DISAGREE
STRONGLY DISAGREE

38
3. Does training helps to improve employer-employee relationship?
(a) Strongly agree
(b) Agree
(c) Disagree
AGREE 08 53%
DISAGREE 05 33%
TOTAL 15 100%
INTERPRETATION: As can be seen from the chart 53% employees agree with the
statement. However, 33% and 14% employees disagree and strongly disagree that the
employer-employee relationship gets harmonized with the aid of training.
0
53
33
14
% OF RESPONDENTS
STRONGLY AGREE
AGREE
DISAGREE
STRONGLY DISAGREE

39
4. How often the training program is conducted in your organization?
(a) Every month
(b) Every quarter
(c) Half yearly
(d) Once in a year
EVERY MONTH 15 100%
EVERY QUARTER 00 00%
HALF YEARLY 00 00%
ONCE IN A YEAR 00 00%
TOTAL 15 100%
INTERPRETATION: As depicted in chart, Sayaji Hotels Limited conducts its
Training and Development program every month. 100% responses by employees
for every month.
100
000
% OF RESPONDENTS
EVERY MONTH
EVERY QUARTER
HALF YEARLY
ONCE IN A YEAR

40
5. Does the Training helps to increase the motivation level of employees?
(a) Strongly agree
(b) Agree
(c) Disagree
INTERPRETATION: 67% of employees agree to the statement that training
helps to increase their motivation level wherein 33% of them disagrees with the
statement as shown in the chart.
0
67
33
0
% OF RESPONDENTS
STRONGLY AGREE
AGREE
DISAGREE
STRONGLY DISAGREE
AGREE 10 67%
DISAGREE 05 33%
TOTAL 15 100%

41
6. When you arrive from Training do your supervisors encourage you to share what you
have learned?
(a) Strongly agree
(b) Agree
(c) Disagree
AGREE 05 33%
DISAGREE 00 00%
TOTAL 15 100%
INTERPRETATION: As shown in the chart 67% employees strongly agree to the
statement their supervisors encourage them to share what they have learned from
the training sessions wherein 33% employees partially agree with the statement.
67
33
00
% OF RESPONDENTS
STRONGLY AGREE
AGREE
DISAGREE
STRONGLY DISAGREE

42
7. Organization has full-fledged Training and Development department manned with
competent professionals?
(a) Strongly agree
(b) Agree
(c) Disagree
AGREE 00 00%
DISAGREE 00 00%
TOTAL 15 100%
INTERPRETATION: 100% employees agree to the statement that the Training
and Development department of Sayaji Hotels are manned with competent
professionals.
100
000
% OF RESPONDENTS
STRONGLY AGREE
AGREE
DISAGREE
STRONGLY DISAGREE

43
8. Supervisors support use of techniques learned in training that employees bring back
to their jobs?
(a) Strongly agree
(b) Agree
(c) Disagree
AGREE 04 27%
DISAGREE 03 20%
TOTAL 15 100%
INTERPRETATION: As can the chart depicts 40% employees strongly agree
and 27% employees partially agree that supervisors support use of techniques
learned in training that employees bring back to their jobs.
40
27
20
13
% OF RESPONDENTS
STRONGLY AGREE
AGREE
DISAGREE
STRONGLY DISAGREE

44
9. Does Training improve your performance?
(a) Strongly agree
(b) Agree
(c) Disagree
AGREE 11 73%
DISAGREE 00 00%
TOTAL 15 100%
INTERPRETATION: As shown in the chart 73% employees partially agree and
27% employees strongly agree with the statement that Training improves their
performance.
27
73
00
% OF RESPONDENTS
STRONGLY AGREE
AGREE
DISAGREE
STRONGLY DISAGREE

45
10. Do you get innovative ideas during training to perform your job?
(a) Strongly agree
(b) Agree
(c) Disagree
AGREE 09 60%
DISAGREE 06 40%
TOTAL 15 100%
INTERPRETATION: According to the chart shown 60% employees agree with
the statement that they get innovative ideas during training to perform your job
wherein 40% disagrees with the statement
0
60
40
0
% OF RESPONDENTS
STRONGLY AGREE
AGREE
DISAGREE
STRONGLY DISAGREE

46
CHAPTER 6
CONCLUSION
On the basis of this study about Sayaji Hotels Training and Development
Department following conclusions can be drawn:
 Most of the employees find the training sessions conducted in the
organization are quite useful for them.
 Lack of interest and education (in case of L1 employees) act as a barrier in
Training programs.
 100% employees are satisfied with the competent professionals of the
Training Department as they find them very cooperative and helpful. (As
observed too)
 Maximum number of employees feels that training helps boost up their
motivation level.
 Maximum number of employees feels that training improves their
performance.
 Employees don’t find anything new or innovative from the sessions to
implement in their tasks.

47
6.1SUGGESTIONS AND RECOMMENDATIONS
 The duration of the training sessions should be less and content should be
precise.
 The content and delivery of the training should be very effective and must
be in understandable level even for the lower level employees.
 A training session should be an interactive one rather than monologue.
Identifying people with their name and discussions can reduce the chances
of boredom.
 New games and techniques must be used by the training department so
that employees themselves actively participate in it.
 Supervisors need to take a very keen interest in the learning’s of their
employees so that they can implement any new technique learned by them
during the session.
 Some new ways for nominating trainees can be adopted such as self
nomination, personal analysis, departmental analysis, organizational
analysis etc.

48
6.2 Task assigned to me during Internship
 Maintained weekly Training Ambassadors (TA) MIS database in
Excel.
 Maintaining Hotel Operation Trainee (HOT), HR personnel files and
updating them from time to time.
 Preparing presentations on various hotel operations for training
sessions.
 Auditing of files and documents.
 Documentation of HSRT program
 Maintained feedback form files, Post Training Behavior (PTB) files,
and Induction files and updating their summary sheets.
 Assisting my mentor in day to day activities and training sessions.

49
REFERENCES
[1] http://www.ijoart.org/docs/Evaluation-of-the-effectiveness-of-training-
programmes-in-BPCL-and-ONGC-Mumbai.pdf
[2] http://www.mplans.com/hotel_and_motel_marketing_plan/product-
service_innovation_fc.php
[3] http://www.forbesindia.com/printcontent/35427
[4] http://www.marketcalls.in/uncategorized/sayaji-hotels-the-next-super-star-in-the-
hotel-industry.html
[5] http://www.sayajihotels.com/
[6] https://en.wikipedia.org/wiki/Barbeque_Nation

50
APPENDICES
I Shubhrika Shrivastava of Banasthali University, Newai, Jaipur currently pursuing
Masters in Human Resource Management. I am preparing my report on the
“Effectiveness of Training and Development of employees at Sayaji Hotels Limited,
Indore”.
I’ll be very grateful, if you could spend some of your time to fill up this questionnaire
as your responses are extremely important for the proper analysis of my research
project. All your responses will be treated confidentially and anonymously and would
only be available to the researcher (me) and my mentor.
I request you to complete this questionnaire honestly.
QUESTIONNAIRE
1) Training and development sessions conducted in your firm are useful? Do you agree
with this statement?
Strongly agree Agree
Disagree Strongly disagree
2) Are you satisfied with current training and development program?
3) Does training helps to improve employee-employer relationship?

51
4) How often the training program is conducted in your organization?
Every month Every quarter
Half-yearly Once in a year
5) Does the training helps to increase the motivation level of employees?
6) When you arrive from training, supervisors encourage you to share what you have
learned?
7) Organization has full-fledged training and development department manned with
competent professionals?

52
8) Supervisors support use of techniques learned in training that employees bring back
to their jobs?
9) Does training improve your performance?
10) Do you get innovative ideas during training to perform your job?
Thank you for your cooperation

FINAL SAYAJI REPORT 1

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