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FINAL SAYAJI REPORT 1

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FINAL SAYAJI REPORT 1

  1. 1. 1 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
  2. 2. 2 TRAINING CERTIFICATE
  3. 3. 3 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)
  4. 4. 4 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.
  5. 5. 5 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
  6. 6. 6 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
  7. 7. 7 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.
  8. 8. 8 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”
  9. 9. 9 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.
  10. 10. 10 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
  11. 11. 11 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)
  12. 12. 12 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.
  13. 13. 13 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
  14. 14. 14 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.
  15. 15. 15 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)
  16. 16. 16 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
  17. 17. 17 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.
  18. 18. 18 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
  19. 19. 19  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.
  20. 20. 20 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
  21. 21. 21  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
  22. 22. 22  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.
  23. 23. 23 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.
  24. 24. 24 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
  25. 25. 25 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)
  26. 26. 26 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.
  27. 27. 27 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. 28. 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. 29. 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. 30. 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. 31. 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. 32. 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. 33. 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. 34. 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. 35. 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. 36. 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. 37. 37 2. Are you satisfied with the current Training and Development program? (a) Strongly agree (b) Agree (c) Disagree (d) Strongly disagree No. of respondent % of respondents STRONGLY AGREE 07 47% AGREE 08 53% DISAGREE 00 00% STRONGLY 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. 38. 38 3. Does training helps to improve employer-employee relationship? (a) Strongly agree (b) Agree (c) Disagree (d) Strongly disagree No. of respondent % of respondents STRONGLY AGREE 00 00% AGREE 08 53% DISAGREE 05 33% STRONGLY DISAGREE 02 14% 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. 39. 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 No. of respondent % of respondents 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. 40. 40 5. Does the Training helps to increase the motivation level of employees? (a) Strongly agree (b) Agree (c) Disagree (d) Strongly 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 No. of respondent % of respondents STRONGLY AGREE 00 00% AGREE 10 67% DISAGREE 05 33% STRONGLY DISAGREE 00 00% TOTAL 15 100%
  41. 41. 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 (d) Strongly disagree No. of respondent % of respondents STRONGLY AGREE 10 67% AGREE 05 33% DISAGREE 00 00% STRONGLY 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. 42. 42 7. Organization has full-fledged Training and Development department manned with competent professionals? (a) Strongly agree (b) Agree (c) Disagree (d) Strongly disagree No. of respondent % of respondents STRONGLY AGREE 15 100% AGREE 00 00% DISAGREE 00 00% STRONGLY 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. 43. 43 8. Supervisors support use of techniques learned in training that employees bring back to their jobs? (a) Strongly agree (b) Agree (c) Disagree (d) Strongly disagree No. of respondent % of respondents STRONGLY AGREE 06 40% AGREE 04 27% DISAGREE 03 20% STRONGLY DISAGREE 02 13% 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. 44. 44 9. Does Training improve your performance? (a) Strongly agree (b) Agree (c) Disagree (d) Strongly disagree No. of respondent % of respondents STRONGLY AGREE 04 27% AGREE 11 73% DISAGREE 00 00% STRONGLY 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. 45. 45 10. Do you get innovative ideas during training to perform your job? (a) Strongly agree (b) Agree (c) Disagree (d) Strongly disagree No. of respondent % of respondents STRONGLY AGREE 00 00% AGREE 09 60% DISAGREE 06 40% STRONGLY DISAGREE 00 00% 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. 46. 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. 47. 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. 48. 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. 49. 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. 50. 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? Strongly agree Agree Disagree Strongly disagree 3) Does training helps to improve employee-employer relationship? Strongly agree Agree
  51. 51. 51 Disagree Strongly disagree 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? Strongly agree Agree Disagree Strongly disagree 6) When you arrive from training, supervisors encourage you to share what you have learned? Strongly agree Agree Disagree Strongly disagree 7) Organization has full-fledged training and development department manned with competent professionals? Strongly agree Agree Disagree Strongly disagree
  52. 52. 52 8) Supervisors support use of techniques learned in training that employees bring back to their jobs? Strongly agree Agree Disagree Strongly disagree 9) Does training improve your performance? Strongly agree Agree Disagree Strongly disagree 10) Do you get innovative ideas during training to perform your job? Strongly agree Agree Disagree Strongly disagree Thank you for your cooperation
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