EMPLOYEES TRAINING AND DEVELOPMENT ( With special reference to selected Sundaram Industries private limited)

EMPLOYEES TRAINING AND DEVELOPMENT
( With special reference to selected Sundaram Industries private limited)
A Project report Submitted to the Alagappa University, in Partial Fulfillment
requirements for the Award of the degree of
BACHELOR OF BUSINESS ADMINISTRATION
SUBMITTED BY
M. YOGESH
(REG NO: 5921153012)
Under the Guidance of
Miss. C. ANANTHI M.COM (CA)., B.ED
Assistant Professor
PSY ARTS AND SCIENCE COLLEGE
ARASANOOR, THIRUMANCHOLAI (POST)
SIVAGANGAI
APRIL - 2024

DECLARATION
I hereby declare that the dissertation entitled “EMPLOYEES
TRAINING AND DEVELOPMENT” (with special reference to
selected Tata consultancy services (TCS) private limited )” submitted
by me for the Degree of Bachelor of Business Administration is a result
of my original and independent work carried out under the guidance of
Miss. C. ANANTHI M.COM (CA)., B.ED Assistant Professor and it
has been submitted for the award of any Degree / Diploma /
Associateship / Fellowship / or other similar title to any candidate of any
university.
DATE: M. YOGESH
PLACE: ARASANOOR (REG NO:5921153012)

C. ANANTHI
Assistant Professor
Department of Business Administration
PSYArts And Science College
Arasanoor
Sivagangai-630561
CERTIFICATIE
This is to certify that the dissertation entitled “ EMPLOYEES
TRAINING AND DEVELOPMENT (with special reference to selected
Tata consultancy services private limited)” is a bonafide project work done
by Mr. M. YOGESH (REG NO: 5921153012) under the guidance for the
award of Degree of the Bachelor of Business Administration of Alagappa
University and it has not been submitted for the award of any degree,
diploma, of any University / Institution.
PROJECT GUIDE HOD PRINCIPAL
EXTERNAL EXAMINER
Place: Arasanoor
Date:

ACKNOWLEDGEMENT
I express my heartfelt gratitude to heartfelt thanks to ALAGAPPA
UNIVERSITY and our principal DR. G. SUBRAMANIAN M.Sc.,
M.Phil., Ph.D., for providing an opportunity to do the project.
I wish to express my greatfulness to our guide and Head of the
Department of Business Administration Mrs. M. SANTHAKUMARI
MBA., M.Phil., for the valuable suggestion and encouragement.
I express my sincere thanks to my respect guide MISS. C.
ANANTHI M.Com (CA)., B.Ed for the valuable suggestion and
encouragement.
Thanking some people is like thanking my own self. But with
emotionally driven heart and ever grateful mind, finally, my hearts thanks to
my parents Mr. K. MUTHU KUMAR, Mrs. M. ARASI any my friends
for their constant support and encouragement.
M. YOGESH
(REG NO:5921153012)

LIST OF CONTENTS
CHAPTER
NO
CONTENTS PAGE
NO
LIST OF TABLES
LIST OF CHARTS
I
II
1 INTRODUCTION AND DESIGN OF THE
STUDY
1.1 Introduction
1.2 Objectives of the study
1.3 Purpose of the study
1.4 Importance of the study
1.5 Period of the study
1.6 Limitation of the study
1.7 SWOT Analysis
1.8 Features of the study
1.9 Methods of the study
1-2
3
4
5
6
6
7
8
9-10
2 COMPANY PROFILE:
2.1 Meaning of TCS
2.2 Mission and Vision
2.3 Activities of TCS
2.4 Process of the training and development in TCs
11-14
15
15
15
16
3 REVIEW OF LITERATURE:
3.1 Review of Literature 17-19
4 RESEARCH METHODOLOGY:
4.1 Methodology
4.2 Research Methodology
20
21

4.3 Structure of questionnarie
4.4 Sampling Technique
4.5 Research Instrument
4.6 Research Design
4.7 Data collection
22
22
23
23
24
5 DATA ANALYSIS AND INTERPRETATION:
5.1 Percentage Analysis 25-44
6 FINDINGS, SUGGESTIONS, AND
CONCLUSION:
6.1 Findings
6.2 Suggestions
6.3 Conclusion
REFERENCE
QUESTIONNARIE
45
46-47
48
49
50-53

LIST OF TABLES
TABLE
NO.
PARTICULARS PAGE NO.
4.1.1 GENDER OF THE RESPONDENTS 25
4.1.2 MARITAL STATUS OF THE
RESPONDENTS 26
4.1.3 AGE OF THE RESPONDENTS
27
4.1.4 AVERAGE WORKING HOURS PER DAY
28
4.1.5 DAILY ROUITEN HOURSOF
TATA CONSULTANCY
29
4.1.6 WHAT WOULD THEY DO TO MAKE TATA
CONSULTANCY AS BETTER PLACE TO
WORK
30
4.1.7 BENEFITE THE TATA
CONSULTANCY OFFERS
31
4.1.8 THE TIME TAKEN TO GET HIRED
FROM START TO FINESH AT TATA
CONSULTANCYAND THE STEPS
32
4.1.9 REASON FOR PEOPLE LEAVE TATA
CONSULTANCY
33
4.1.10 RAISES OCCUR IN TATA
CONSULTANCY WHEN
34
4.1.11 IN HR IN INTERVIEWS WALKING
PRICES OF CAMPUS DO THEY IN
FORM OUT REJECTION
35

TABLE
NO.
PARTICULARS PAGE NO.
4.1.12 SUGGESSION OF TATA
CONSULTANCY SERVICS WHAT
MANAGEMENT DO OTHERS NOT
TO LEAVE
36
4.1.13 PEOPLE TELL HOW THEY WORKED
AT TATA CONSULTANCY
37
4.1.14 BEST PART OF WORKING AT
TATA CONSULTANCY
38
4.1.15 PEOPLE FEELABOUT FURTURE OF
TATA CONSULTANCY SERVIES
39
4.1.16 REMURATION PRICESS OF TCS 40
4.1.17 HOW FLEXIBLE THEY WORKING
HOURS AT TATA CONSULTANCY
41
4.1.18 SICK LEAVE POLICY OF TATA
CONSULTANCY POLICYAND SICK
LEAVE THEY GET PER YEAR
42
4.1.19 CAN EUROPE PERSON GET JOB IN TATA 43
4.1.20 INTERVIEWS PROCESS OF
TATA CONSULTANCY
SERVICES
44

CHARTS
NO.
PARTICULARS PAGE
NO.
4.1.1 GENDER OF THE RESPONDENTS 25
4.1.2 MARITAL STATUS OF THE
RESPONDENTS 26
4.1.3 AGE OF THE RESPONDENTS
27
4.1.4 AVERAGE WORKING HOURS PER
DAY 28
4.1.5 DAILY ROUITEN HOURS
OF TATA CONSULTANCY
29
4.1.6 WHAT WOULD THEY DO TO MAKE
TATA CONSULTANCY AS BETTER
PLACE TO WORK
30
4.1.7 BENEFITE THE TATA
CONSULTANCY OFFERS
31
4.1.8 THE TIME TAKEN TO GET HIRED
FROM START TO FINESH AT TATA
CONSULTANCY AND THE STEPS
32
4.1.9 REASON FOR PEOPLE
LEAVE TATA
CONSULTANCY
33
4.1.10 RAISES OCCUR IN TATA
CONSULTANCY WHEN
34
4.1.11 IN HR IN INTERVIEWS WALKING
PRICES OF CAMPUS DO THEY IN
FORM OUT REJECTION
35
LIST OF CHARTS

CHAPTER-1
INTRODUCTION:
1.1 INTRODUCTION:
INTRODUCTION ABOUT THE STUDY
“There is nothing training cannot do. Nothing is above its reach. It can turn
bad morals to good; it can destroy bad principles and recreate good ones; it
can lift men to angel-ship.” -Mark Twain Training is the most important
activity, which plays an important role in the development of human
resources. To put the right man at the right place with the trained personnel
has become essential in today’s globalized market. No organisation has a
choice on whether or not to develop employees. Nowadays training has
become an important function of Human Resource Management. Human
Resources are the lifeblood of any organization. Only through well-trained
personnel, can an organization achieve its goals. Human Resource
Management refers to the policies, practices and systems that influence
employees’ behaviour, attitudes, and performance. Human resource practices
play a key role in attracting, motivating, rewarding and retaining employees.
Other human resource management practices include recruiting employees,
selecting employees, designing work, compensating employees and
developing good employer-employee relations. The importance placed on
‘Training’ is great on comparison to other human resource management
practices.
1

To be effective, training must play a strategic role in supporting the
business. Increasingly, training and development is playing an important
and strategic role in the economic success of business organizations.
Business organizations recognize that they now operate in a new global
economy. It is an economy that involves the use of advanced technologies
and increased responsiveness to customers’ needs. Global economy
requires greater and greater innovation and flexibility in production,
service delivery and market know-how. Business organizations realize
more than ever that employee knowledge gained through training and
development has become a strategic necessity and more and more the
sources of strategic advantage. It is interesting to see how the terms
training nd development differ. Oxford dictionary defines the two terms as
follows: Train: to instruct and discipline in or for some particular art,
profession, occupation or practice, to make proficient by such instruction
and practice. Develop: to unfold more fully, bring out all that is
potentially contained in. The basic difference between training and
development is that 'Training' focuses on specific job knowledge and skill
is to be applied in the short run. On the contrary, 'Development' focuses
on broad knowledge and insights that may be required for adaptation to
environmental demands in future. It is a process by means of which an
individual attains overall improvement in ability and competence, makes
progress towards maturity and actualization of personality.
2

Enhancing Skills and Competencies: Training aims to improve the skills,
knowledge, and competencies of employees. This could involve technical
skills, soft skills (such as communication or leadership), or industry-specific
knowledge. By enhancing these capabilities, employees become more effective
in their roles.
Increasing Productivity: Well-trained employees are generally more
productive. Training programs help employees understand their roles better,
learn more efficient work methods, and stay updated with the latest industry
trends and technologies. This increased productivity can lead to improved
efficiency and effectiveness in delivering products or services.
Employee Engagement and Satisfaction: Offering opportunities for training
and development demonstrates to employees that the organization values their
growth and development. This can lead to higher levels of job satisfaction, as
employees feel more engaged and invested in their work. Engaged employees
are also more likely to stay with the organization, reducing turnover rates.
Succession Planning and Talent Management: Training programs can
identify high-potential employees and prepare them for future leadership roles
within the organization. By investing in the development of employees,
organizations can build a pipeline of talent to fill key positions as they become
available, reducing the need for external recruitment.
Adapting to Change: In today's rapidly changing business environment,
organizations must adapt quickly to new technologies, market trends, and
competitive pressures. Training programs help employees stay current with
these changes and develop the skills needed to adapt and thrive in evolving
roles.
1.1 OBJECTIVES OF THE STUDY:
3

Skill Enhancement: One of the primary purposes of training and development is
to improve the skills and knowledge of employees. This includes both technical
skills required for their specific job roles and soft skills like communication,
teamwork, leadership, and problem-solving.
Performance Improvement: Training and development programs aim to
enhance employee performance, leading to increased productivity and efficiency
in their roles. By equipping employees with the necessary knowledge and skills,
organizations can expect higher-quality output and better results.
Career Advancement: Providing opportunities for training and development
allows employees to grow and progress in their careers. By acquiring new skills
and knowledge, employees become more eligible for promotions and
advancement within the organization, leading to higher job satisfaction and
retention.
Adaptation to Change: In today's dynamic business environment, organizations
must continuously adapt to changes in technology, market trends, and customer
preferences. Training and development help employees stay updated with these
changes, enabling them to adapt quickly and effectively to new challenges and
opportunities.
Employee Engagement and Retention: Investing in employee development
demonstrates to employees that the organization values their growth and well-
being. Engaged employees are more likely to be satisfied with their jobs,
resulting in higher retention rates and lower turnover costs for the organization.
1.2 PURPOSE OF THE STUDY:
4

Improved Performance and Productivity: Well-trained employees are more
knowledgeable and skilled in their roles, leading to increased productivity and
better performance. They are better equipped to handle tasks efficiently and
effectively, ultimately contributing to the overall success of the organization.
Enhanced Employee Skills and Knowledge: Training and development
programs help employees acquire new skills and knowledge, as well as
improve existing ones. This not only benefits the individual employees but also
strengthens the collective expertise of the workforce, making the organization
more competitive in the market.
Increased Employee Engagement and Satisfaction: Investing in training and
development shows employees that their growth and development are valued
by the organization. This leads to higher levels of engagement and job
satisfaction, as employees feel supported in their professional growth and are
more likely to remain committed to their roles.
Retention of Top Talent: Employees are more likely to stay with organizations
that provide opportunities for growth and advancement. Training and
development programs can help retain top talent by offering career progression
paths and ensuring that employees feel challenged and fulfilled in their roles.
Succession Planning and Talent Management: Training and development
programs help identify high-potential employees who can be groomed for
future leadership positions within the organization. This ensures a smooth
transition of talent and minimizes disruptions when key employees leave or
retire.
Adaptation to Change: In today's rapidly evolving business environment,
organizations must be agile and adaptable to stay competitive. Training and
development programs help employees stay abreast of industry trends, new
technologies, and changing market dynamics, enabling the organization to
respond effectively to change.
5
1.3 IMPORTANCE OF THE STUDY:

1.6 PERIOD OF THE STUDY
The Study conducted Period of three months (December-
February). The primary data was collected for the period of one month
The review of literature and discussions with the field experts
in the respondents took another one month. Data analysis and
interpretations was malicious out for the period of fifteen days. The
rough draft and final draft from the project report look the remaining
period.
1.7 LIMITATIONS OF THE STUDY:
 Geographic Limitations
 Increased Costs
 Language Barriers
 Translation Issues
 Virtual Training neeeds
6

1.7 SWOT ANALYSIS:
STRENGTHS:
 Enhanced Employee Skills and Knowledge
 Improved Job Satisfaction and Morale
 Increased Employee Retention
 Higher Productivity
WEAKNESS:
 Cost
 Time-Consuming
 Disruption
 Potential resistance
OPPORTUNITIES:
 Adaptation to Technological Advancements
 Addressing Skill gaps
 Employee Empowerment
 Competitive Advantage
THREADS:
 Rapid Changes in Industry Treads
 Competitor actions
 Budget constraints
 Over- reliance on training
7

1.8 FEATURES OF THE STUDY:
The features of good training programs are as follows:-
a. Clear Purpose:
The objective of the programme should be clearly specified. The training
should be result oriented.
b. Training Needs:
The training needs of employees should be clearly defined. The
methods selected for imparting training should be appropriate and effective.
c. Relevance:
The training programme and its contents must be relevant to the
requirements of the job for which it is intended.
d. Balance between Theory and Practice:
A good training programme should provide a balanced mix of theory
and practice the theoretical framework should be backed by practical
application to provide all round training
e. Management Support:
Top management must actively support the training programme so
that the training programme may help the employees to yield better
results. Once the employees get the support form management support the
perform there job more effectively.
8

1. On the Job Methods:
 It is also known as job instruction training
 It is most commonly used method
 Under this method, the individual is placed on a regular job &
taught the skills necessary to perform that job.
 This method is also called “learning by doing”
 In this method trainee learns under the guidance or supervision of
the supervisor or instructor.
A.Coaching: In coaching, the superior plays an active role in training the
subordinate. The superior may assign challenging task to the subordinate for
the purpose of training.
A limitation of this method is that the trainee may not have the freedom or
opportunity to express his own ideas. This method of training motivate the
employees in Vision Plus.
B.Job Instruction: This method is also known as training through step by
step. Under this method, the trainer explains to the trainee the way of doing
the jobs, job knowledge & skills & allows him to do the job. The trainer
appraises the performance of the trainee, provides feedback, information &
corrects the trainer. This method of training motivate the employees in
Vision Plus.
C.Committee Assignment: Under this method, a group of trainees are
given & asked to solve an actual organizational problem. The trainees solve
the problem jointly. It develops the team work.
9
1.9 METHODS OF TRAINING AND DEVELOPMENT:

a. Vestibule Training:
In this method, actual work conditions are simulated in a class room.
Material, files, & equipment which are used in actual job performance are
also used in training. This type of training is commonly used for training
personnel for clerical &semi-skilled jobs. The duration of this training
ranges from days to few weeks. Theory can be related to practice in this
method.
b. Role Playing:
It is defined as a method of human interaction that involves realistic
behavior imaginary situation. This method of training involves action doing &
practice, the participants play the role of certain characters such as the
production manager, mechanical engineer, workers etc. this method is mostly
used for developing inter personal interaction & relations.
c. Lecture Method:
This is also called class room training. The special lectures can be given by the
top executive of the organization or by the specialist in a particular field. The
person is generally expert in the particular field. The trainees generally had
the note books to note down the important points said by the expert.
This method can also be used for the new entrant in the organization or to
deliver the message to large group in that case the cost per trainee is less.
This method of training motivate the employees in Vision Plus.
10
2. Off the job training:

CHAPTER:2
COMPANY PROFILE:
TATA CONSULTANCY SERVICES
11

Omega Towers, Sector V,
Kolkata - 700064
12

COMPANY PROFILE TATA CONSULTANCY SERVICES Omega Towers,
Sector V,
Kolkata - 700064 COMPANY PROFILE OF TCS Tata Consultancy Services
Limited
(TCS) is engaged in providing information technology (IT) services, digital
and business solutions. The Company's segments include banking, finance
and insurance services (BFSI); manufacturing; retail and consumer packaged
goods (CPG); telecom, media and entertainment, and others, such as energy,
resources and utilities, hi-tech, life science and healthcare, s-Governance,
travel, transportation and hospitality, and other products
14

Tata Consultancy Services (TCS) is one of the largest
multinational IT service and consulting companies. It is headquartered in
Mumbai, India, but has offices globally. TCS is well known in the e-
governance, banking and financial services, telecommunications
education and healthcare markets.
TCS is a major player in the IT space. It currently has over
600,000 employees and a market cap of over $200 billion.
2.2 MISSION AND VISION:
MISSION:
To help customers achieve their business objectives by
providing innovative, best-in-class consulting , IT solutions and
services.
VISION:
To be the most reliable global network for customers and
suppliers, that delivers value through products and services.
2.3 ACTIVITIES OF TCS:
 Artificial Intelligence
 Cloud
 Cognitive Business Operations
 Consulting
 Cyber security
 Data and analytics
 Enterprise Solutions
 IOT Digital Engineering
15
2.1 MEANING OF TCS:

2.4 PROCESS OF TRAINING AND DEVELOPMENT IN
TCS
16

3.1 INTRODUCTION
In this chapter several e-Governance initiatives at the national
and international levelare presented. The main resources used for this study
were research articles in journals, newspaper articles, websites of diverse
countries including India and Indian States. The study covered issues
related to service delivery, citizen satisfaction and the impact of e-
Governance on the society; its benefits and shortcomings. Additionally, the
evaluation frameworks for e-Governance and maturity models were
deliberated in detail and presented in this chapter. The chapter is organized in
the following way: The first few sections present the various e-Governance
initiatives and their status at the international and Indian national level.
Next, various state level initiatives followed by the state of Maharashtra
which are the main focus of the research are discussed. In section 2.6, the
research work being carried out on many aspects of e-Governance is
presented. The section also discusses the findings in the Indian context,
followed by studies conducted on the e-Governance maturity framework.
The chapter concludes with the need for the proposed work, relevance. This
study has helped the researcher significantly to understand the various
aspects of e-Governance, policy gaps and identification of parameters that
are critical for good governance
Buddha and Brahma (2011) conducted a study to examine and
evaluate the importance of liquidity management on profitability as a factor
responsible for unfortunate financial performance in the private sector steel
Industry in India. Owolabi and (2012) an attempt is made to measures the
relationship between liquidity management and corporate profitability using
data from selected manufacturing companies quoted on the floor of the
Nigerian Stock Exchange. They found that managers can increase
profitability by adopting good credit policy, short cash conversion cycle and
effective cash flow management procedures.
17
CHAPTER : 3
REVIEW OF LITERATURE

Mohammad and Email Davoudi (2013) in their study examined the
relationship between working capital management and profitability
hundredforty seven companies were selected for the period of 2005-2009.
The results of the statistical test of the hypothesis show a negative significant
relationship exist between cash conversion cycle and return on assets and
cash conversion cycle and return on equity. However, the relationship
between current ratio and return on equity is insignificant.
Dharmaraj and (2013) In India there is a huge scope for automobile
companies. They are financially strong and they are growing at the rate of 17
per cent per annum and contributing to the Indian economy reasonably.
Finally, the study provides companies with understanding of the activities
that would enhance their financial performances. Moses Daniel (2013) in
order to financial status
TATA Motors Ltd in terms of Profitability, Solvency, Activity and
Financial stability various accounting ratios have been used. The company
has stable growth and it shows a greater status in all the areas it works. The
company has been suggested to
It is very necessary for the organization to design the training very
carefully. (Michael Armstrong, 2000). “Training is the act of increasing
knowledge and skills of an employee for doing a particular job. (Edwin B
Flip). Training is systematic development of the knowledge, skills, and
attitudes required by an individual to perform adequately a given task or job
.
18

design according to the need of the employees as well as to the organization
always get good results (Partlow, 1996) The term ‘training’ Points the process
involved in increasing the aptitudes, skills, Knowledge abilities of the
employees to perform specific jobs. Training helps in updating old talents
and developing new ones.
In Indian IT services industry was born in Mumbai in 1967 with the
establishment of tata group in partnership with Burroughs the first software
export zone SEEPZ was set up here way back 1973
Each year Indian produces roughly 500000 engineers in the country out of
them only 25% to 30% possesses both technical competency and English
language skills although 12%
Formative year 1991
The Indian government acquired the EVS EM computer from soviet
union which were used in large companies and research laboratories in 1968
tata consultancy services established in SEEPZ
The united states technological lead was driver in no small part by the
brain power of brilliant immigrants many of whom came from Indian the
inestimable contribution of thousands of highly trained Indian migrant in
every area of American scientific
The national informatics centre was established in march 1975 the
inception of the computer maintenances company CMC followed in
October 1976 between 1977 1980
19

CHAPTER 4
RESEARCH METHODOLOGY
4.1 METHODOLOGY
Research methods are the techniques and tools by which you
research a subject or a topic. Research methodology involves the
learning of various techniques to research and acquiring knowledge to
perform tests, experiments, surveys,
and critical analysis.
 Personal Interview: A face-to-face talk is carried out with the
employees where I asked several employees about their feelings and
opinions on various aspects of their jobs and organization
 Company Data and Reports:
Certain reports from the HRD department provided the
information as to the total no of employees, schedule of training
programs, number of persons attending it and other such things, which
indicated the employee performance on the job after attending these
training programs.
20

4.2 RESEARCH METHODOLOGY:
Research methodology is a way to systematically solve the research
problem. It may be understood as a science of studying how research is
done scientifically. In it we study the various steps that are generally
adopted by a researcher in studying his research problem along with the
logic behind them.
Methodology gives us the blueprint of activities to be carried out
systematically in order to complete the study successfully.
 Formulating the Research Problem
 Extensive Literature Review
 Developing the Objectives
 Preparing the Research Design including Sample Design
 Collecting the Data
 Analysis of Data
 Preparation of the Report or Presentation of Results, Formal
write ups of conclusion
 Generalization and Interpretation and Conclusion
21

4.3 STRUCTURE OF QUESTIONNAIRE
Questionnaire was divided into two sections. First part was
designed to know the general information about customers and the
second part contained the respondent‘s opinions about customer‘s
experience
4.4 SAMPLING TECHNIQUE
CONVENIENCE SAMPLING METHOD
A convenience sample is one of the main types of non-
probability sampling methods.
A convenience sample is made up of people who are easy to
reach.
22

4.5 RESEARCH INSTRUMENT:
A questionnaire was prepared to keep the objective in mind,
the questions were structured and directed to make the respondent
understand them easily. The respondent has to use a rating scale to
answer some questions. The questionnaire includes open-ended and
closed-ended questions.
4.6 RESEARCH DESIGN
DESCRIPTIVE RESEARCH DESIGN
Descriptive research is a study designed to depict the
participants is an accurate way more simply put descriptive research
is ahh about describing people who make take part in the study.
4.7 PERIOD OF STUDY
The duration of study is from March 2021 to May 2021
which is a three months of study
23

4.8 DATA COLLECTION:
To produce a reliable questionnaire both primary and secondary information
was used. Primary data is the first hand information; the questionnaire was
prepared by me under the guidance of the mentor wherein I used Likert
five-point scale and closed ended questions for measuring attitudes of the
employees for my study.
The questionnaire comprised 20 questions which covered all the
aspects of measuring “the effectiveness of training and development”.
1. Primary Data:
An instrument is used to collect the required information from the
employees and also interact the employees personally.
Primary data helps us in making observation of employee’s behaviors, talk
gestures which
helped me in identifying the attitude of employees towards the training
program and the effectiveness of the training program in the organization.
Primary Data Sources:
a. Questionnaire
b. Observation
c. Interview
2. Secondary Data:
It was collected from the website of the company, and the company
personnel, certain reports from the HR department. The research also took
the help of the books and journal.
Secondary Data:
a. Book
b. Periodicals or journals
24

CHAPTER 5
DATA ANALYSIS AND INTERPERTATION
TABLE 4.1.1GENDER OF THE RESPONDANCE
S.NO PARTICULARS NO OF RESPONDANTS PERCENTAGE
1 Male 56 50.9
2 Female 54 49.1
TOTAL 110 100
50.9
49.1
51.5
51
50.5
50
49.5
49
48.5
48
Male Female
CHART 4.1.1 GENDER OF THE RESPONDENTS
INTERPRETATION:
From the above table it is interpreted that the number of respondents
male is 50% number of respondents for female is 49%
INTERFERENCE
Majority (50%) of the respondents are male
25
SOURCE:PRIMARY DATA
GENDER

TABLE 4.1.2 MARITAL STATUS OF THE RESPONDENTS
S.NO PARTICULAR
NO OF RESPONDANTS
PERCENTAGE
1 Married 43 39.1
2 Unmarried 67 60.3
TOTAL 110 100
43
67
80
70
60
50
40
30
20
10
0
Married Unmarried
CHART 4.1.2 MARTIAL STATUS OF THE RESPONDENTS
INTERPRETATION
from the above table it is interpreted that the number of respondents
39% in married 60% in unmarried
INFERENCE
Majority ( 60%) of the respondents are unmarried.
26
SOURCE:PRIMARY DATA
MARTIAL STATUS

TABLE 4.1.3 AGE STATUS OF THE RESPONDANCE
S.NO PARTICULARS NO OF RESPONDANT PERCENTAGE
1 18-26 62 56.3
2 26-34 28 25.5
3 34-42 20 18.2
TOTAL 110 100
20
70
60
50
40
30
20
10
0
18-26 26-34 34-42
CHART 4.1.3 AGE STATUS OF RESPONDENTS
INTERPRETATION
between 18-26 age of respondents are 56%, between 26-34 age of
respondents 25%, between 34- 42 the age of respondents are 18%
INFERENCE
Majority (56%)of the respondents are 18-26.
27
SOURCE :PRIMARY DATA
AGE
62
28

TABLE 4.1.4AVERAGE WORKING HOURS PER DAY
S.NO PARTICULARS
NO OF
RESPOND
ANT
PERCENTAGE
1 10 to 14 non
compensated
24 21.7
2 10hr per day 25 22.7
3 8 to 10 23 20
4 8 to 12 38 35.6
TOTAL 110 100
CHART 4.14 AVERAGE WORKING
INTERPRETATION
non compensate 21% ,in 10hr per day22%, in 8 to 10hrs 20% and 8
to 12 35.6 %
INFERENCE
Majority (35%) the respondents are 8 to 10
28
24 25 23
38
30
25
20
15
10
5
0
40
35
10 to 14 non 10hr per day 8 to 10 8 to 12
compensated
SOURCE:PRIMARY DATA
AVERAGE WORKING

4.1.5 DAILY ROUTINE HOURS OF TATA CONSULTANCY
S.NO PARTICULARS NO OF
RESPONDENTS
NO OF THE
PERCENTAGE
1 8.30 am to 6.00 pm 52 42.9
2 9 hours in a day 27
24.5
3 Reasonable from 10.am to
5.pm
12
18.1
4 working hours are round
the clock
19
17.2
TOTAL 110 100
CHART 4.1.5 DAILY ROUTINE HOURS OF TATA CONSULTANCY
INTERPRETATION
From the above table it is interpreted that number of respondents in 8:30 am
to 6:00pm responses are 52 %,9 hours in a day responses are
27%,reasonable from 10.am to 5 pm are 12%,working hours are round the
clock are 19%.
INFERANCE
Majority (52%)of the respondents From8.30 am to 6.00 pm.
29
52
27
12
19
60
50
40
30
20
10
0 8.30 am to
6.00 pm day
9 hours in a
Reasonable from 10.am
to 5.pm
working
hours
are
round
the
clock
Source :primary code
DAILY ROUTINE HOURS

4.1.6 WHAT WOULD THEY DO TO MAKE TATA CONSULTANCY
AS BETTER PLACE TO WORK
S.NO PARTICULAR NO OF RESPONDENTS PERCENTAGE
1 Actually pay bonus 49 45
2 Arrange atleast one time 22 25
3 Create a new
paced
environment
18 16
4 Employees one time talk 21 24
TOTAL 110 100
CHART TABLE 4.1.6
INTERPRETATION
From the above table it is interpreted that number of respondents in
actually pay bonus responses are 49%,arrangeatleast one time
responses are 22%,create a new placed environment response are
18%,employees one time talk responses are 21%
INFERANCE
Majority (49%)of the respondents from actually pay bonus.
30
49
22
18 21
60
50
40
30
20
10
0
Actually
pay
bonus
Arrange
atleast
one time
environment
Create a new
Employees
one time talk
SOURCE :PRIMARY CODE
PLACE TO WORK

TABLE 4.1.7 BENEFITE THE TATA CONSULTANCY OFFER
S.NO PARTICULAR NO.RESPONDENCE PERCENTAGE
1 Easy learning 38 34
2 health care 26 27
3 Health insurance 23 24
4
Poor compensation
28 25
TOTAL 100
CHART TABLE 4.1.7 OFFER
INTERPRETATION
From the above table it is interpreted that number of respondentsin easy
learning responses are 38%,health care responses are 26%,health
insurance 23%,poor compensation are 28%.
INFERANCE
Majority (38%)of the respondents Fromeasy learning
31
38
26
23
28
40
35
30
25
20
15
10
5
0
Easy
learning
health care
Health
insuranc
e
Poor
compensatio
n
SOURCE; PRIMARY CODE
OFFER

TABLE4.1.8 THE TIMR TAKEN TO GET HIRED FROM START
TO FINESH AT TATA CONSULTANCY AND THE STEPS
REPONDENCES
PERCENTAGE
1 3round interviews 13 15
2 A final round HR 22 25
3 Aptitude test 54 50
4 Final decision 21 20
TOTAL 100
SOURCE;PRIMARY CODE
CHART TABLE 4.1.8 TATA CONSULTANCYAND STEPS
INTERPRETATION
From the above table it is interpreted that number of respondents 3
round interviews responses are 13%,a final round HR are 22%,aptitude
test are 54 ,final decision responses are 21%.
INFERENCE
Majority (54%)of the respondents Fromaptitude test
32
13
22 21
60
50
40
30
20
10
0
3round
interview
s
A final round
HR
Apitiude test Final decision
TATA CONSULTANCY AND STEPS 54

TABLE 4.1.9 REASON FOR PEOPLE LEAVE TATA CONSULTANCY
S.NO PARTICULAR
NO OF
RESPONDENCE PERCENTAGE
1 Low salary benefits 30 27
2
Low salary high work
pressure 43 40
3
New opportunity
14 12
4
Personal reason
28 25
TOTAL 100
CHART TABLE 4.1.9 LOW SALARY HIGH WORK PRESSURE
INTERPRETATION
From the above table it is interpreted that number of respondents low salary
benefits responses are 30%,low salary high work pressure responses are
43%,new opportunity responses are 14%,personal reason responses are 28%.
INFERANCE
Majority (43%)of the respondents Fromlow salary high work pressure.
33
30
43
14
28
50
45
40
35
30
25
20
15
10
5
0
Low salary
benefits
Low salary high New opportunityPersonal
reason
work pressure
SOURCE :PRIMARY CODE
REASON FOR LEAVE

TABLE 4.1.10 RAISES OCCUR IN TATA CONSULTANCY WHEN
RESPONDENCES
PERCENTAGE
1 1 raise per year 39 39
2 Annual apprisal 15 14
3 Not frequently 25 23
4 Ones a year 36 34
TOTAL 100
COURCE;PRIMARY CODE
39
15
25
36
45
40
35
30
25
20
15
10
5
0
1 raise per year Annual apprisal Not frequently Ones a year
CHART TABLE 4.1.10 RAISES OCCUR IN TATA CONSULTANCY
INTERPRETATION
From the above table it is interpreted that number of respondents 1 raise per
year responses are 39%,annual appraisal responses are 15%,not frequently
responses are 25%,one a year responses are 36%.
INFERANCE
Majority (39%)of the respondents From 1 raise per year
34
RAISES OCCURS

TABLE 4.1.11 IN HR INTERVIEW WALKING DRIVES OF
CAMPUS DO THEY IN FORM ABOUT REJECTION
S.NO PARTICULAR NO OF RESPONDENCES PERCENTAGE
1 Its informed later
on
36 32.7
2
No rejection
27 30
3
They will inform
29 29
4
Yes they do
18 19
TOTAL
100
CHART TABLE 4.1.11 INTERVIEW REJECTION
INTERPRETATION
From the above table it is interpreted that number of respondents its
informed later on responses are 36%,no rejection response are
27%,they will inform responses are 29%,yes they do responses are
36%.
INFERANCE
Majority (36%)of the respondents From its informed later on.
35
36
27
29
18
40
35
30
25
20
15
10
5
0
Its informed No rejection
later on
They
will
inform
Yes they do
SORCE; PRIMARY CODE
INTERVIEW REJECTION

TABLE 4.1.12 SUGGESION OF TATA CONSULTANCY
SERVICE WHAT MANAGEMENT DO OTHERS NOT TO
LEAVE
S.NO
PARTICULARS NO OF
RESPONDENCES
PERCENTAGE
1 Employees and relocation 24 21.8
2 Improve hikes 40 36
3 Nothing they are doing great 33 30
4 Risk about losing
there in TCS
13 11.8
TOTAL 100
TABLE CHART 4.1.12 NO TO LEAVE
INTERPRETATION
From the above table it is interpreted that number of respondents
employees and relocation response are 24%,improve hikes responses
are 40%,nothing they are doing great responses are 33%,risk about
about losing therejoin tcs responses are 13%.
INFERANCE
Majority (40%)of the respondents From improves hikes.
36
24
13
50
40
30
20
10
0
Employee
s and
relocation
Improv
e
hikes
are
doing
great
Nothing they Risk
about about losing
there jo in
tcs
NO TO LEAVE
40
33

TABLE4.1.13 PEOPLE TELL HOW THEY WORKED AT TATA
CONSULTANCY
S.NO PARTICULAR NO OF
RESPONDANCES
PERCENTAGE
1 Feel proud 26 25
2 It was fine with it 17 15
3 It was a over all good
experience
59 57
4 Job security 8 7.2
TOTAL 100
TABLE CHART 4.1.13 HOW OTHERS WORKED IN TCS
INTERPRETATION
From the above table it is interpreted that number of respondents feel
proud responses are 26%,it was fine with it response are 17%,it was a
overall good experiences responses are 26%,it was fine with it responses
are 17%,it was a over all good experience responses are 59%,job security
are 8%.
INFERANCE
Majority (59%)of the respondents Fromit was a over all good experience.
37
26
17
59
8
70
60
50
40
30
20
10
0
Feel proud It was fine with It was a over all Job security
it good
experience
HOW OTHERS WORKED IN TCS

TABLE 4.1.14 BEST PART OF WORKING AT TATA
CONSULTANCY SERVICE
RESPONDENCES
PERCENTAGE
1 Growth with the company 50 47.9
2 I made some good friends 30 28.5
3 U.S citizen they was no best part 16 14.9
4 Work life balance food 14 13
TOTAL
TABLE CHART 4.1.14 BEST PART IN WORK
INTERPRETATION
From the above table it is interpreted that number of respondents from
growth with the company responses are 50%,I made some good friends are
30%,u.s citizen was no best part are 16%,work life balance food are 14%
INFERANCE
Majority (50%)of the respondents From Growth with the company.
38
50
30
16 14
60
50
40
30
20
10
0
Growth with
the
company
I made some u.s citizen they
good friends was no best
part
Work life
balance food
SOURCE ;PRIMARY CODE
BEST PART IN WORK

TABLE 1.4.15 PEOPLE FEEL ABOUT FUTURE OF TATA
CONSULTANCY SERVICE
RESPONDENCES
PERCENTAGE
1 Good job work and job security 42 40
2 Its is not the company it was 36 33
3 It’s a great platform to work in 17 16
4 TCS future is bright 15 13
TOTAL 110 100
TABLE CHART 4.1.15 FEELABOUT FUTURE
INTERPRETATION
From the above table it is interpreted that number of respondents good
job work and job security are 42%,its is not the company are 36%,its
great platform to work are 17%,TCS future is bright 15%.
INFERANCE
Majority (59%)of the respondents From feel about future
39
42
36
17 15
45
40
35
30
25
20
15
10
5
0 Good job work Its is not the It’s a great
and job security company it wasplatform to work
in
Tcs future is
bright
FEEL ABOUT FUTURE

TABLE 4.1.16REMUNERATION PROCESS OF TCS
RESPONDENCES
PERCENTAGE
1 Increase or decrease your
salary
30 27
2 Just look elsewhere 36 33
3 TCS is good company to work 18 17
4 Will update as soon as I
understand it
26 23
TOTAL 110 100
SOURCE: PRIMARY CODE
TABLE CHART 4.1.16 REMUNERATION
INTERPRETATION
From the above table it is interpreted that number of respondents
decrease your salary ARE 30%,just look elsewhere are 36%,tcs is
good company are 18%,will update as soon as I understand it are 26%
INFERENCE
Majority (36%)of the respondents From remuneration
40
30
18
26
40
35
30
25
20
15
10
5
0 Increase or Just look Tcs is good Will update as
decrease your elsewhere company to soon as I
salary work understand it
REMUNERATION
36

TABLE 4.1.17 HOW FLEXIBLE THEY WORKING HOURS AT
TATA CONSULTANCY SERVICE
RESPONDENCES
PERCENTAGE
1 Not at all 36 32
2 Not that much as u need to
work
34 30
3 Regular 8hr per day 10 9.9
4 Unemployment will 30 27
TOTAL 110 100
TABLE CHART 4.1.17 WORKING HOURS
INTERPRETATION
From the above table it is interpreted that number of respondents not at
all are 36%,not that much as are 34%, regular are 10%,unemployement
are 30%.
INFERENCE
Majority (36%)of the respondents From not at all
41
36 34
10
30
40
35
30
25
20
15
10
5
0
WORKING HOURS

TABLE 4.1.18 SICK LEAVE POLICY OF TATA CONSULTANCY
POLICY AND SICK LEAVES THEY GET PER YEAR
S.no PARTICULAR NO OF
RESPONDENCES
PERCENTAGE
1 5 days a year 8 7
2 7 sick leaves a year 28 25
3 It is timeold 27 24
4 Sick leave is great
policy
47 42
TOTAL 100
SOURCE;PRIMARY CODE
8
28 27
47
50
45
40
35
30
25
20
15
10
5
0 5 days a year 7 sick leaves a It is timeold Sick leave is
year great policy
TABLE CHART 4.1.18 SICK LEAVE POLICY
INTERPRETATION
From the above table it is interpreted that number of respondents 5 days
a year are 8%,7 sick leaves a year are 28%,it is time old are 27%,sick
leaves is great policy are 47%.
INFERENCE
Majority (47%)of the respondents From sick leave policy.
42
SICK LEAVE POLICY

TABLE 4.1.19 CAN A EUROPE PERSON GET JOB IN TATA
RESPONDENCES
PERCENTAGE
1 A person from
Indian can get job
29 26
2 No 25 22
3 Not sure 33 30
4 Very likely 27 24
TOTAL 100
TABLE CHART 4.1.19
INTERPRETATION
From the above table it is interpreted that number of
respondents
Indian can get job are 29%,no response are 25%,not sure responses
are 33%,very likely responses are 27%.
INFERANCE
Majority (33%)of the respondents From not sure.
43
29
25
27
35
30
25
20
15
10
5
0 A person
from Indian
can get job
No Not sure Very likely
EUROPE PERSON JOB
33

TABLE 4.1.20 INTERVIEWS PROCESS AT TATA CONSULTANCY
PROCESS
RESPONDENCES
PERCENTAGE
1 I had a phone
interviews
20 18
2 It was a good 40 36
3 Technical and HR
interviews
14 12
4 Telephonic and
face to face
36 32
TOTAL 100
SOURCE;PRIMARY CODE
TABLE CHART 4.1.20 INTERVIEW PROCESS
INTERPRETATION
From the above table it is interpreted that number of respondents I had a
phone interviews are 20%,it was a good are 40%,technical and HR
interviews are 14%,telephones and face to face are 36%.
INFERENCE
Majority (40%)of the respondents From it was a good.
44
20
14
36
45
40
35
30
25
20
15
10
5
0
I had a phone
interviews
It was a good Technical and Telephonic and
HR interviews face to face
INTERVIEW PROCESS
40

1.Majority (50%) of the respondents are male
2.Majority ( 60%) of the respondents are unmarried
3.Majority (56%)of the respondents are 18-26.
4.Majority (35%) the respondents are 8 to 10
5.Majority (52%)of the respondents From8.30 am to 6.00 pm
6.Majority (49%)of the respondents from actually pay bonus
7.Majority (38%)of the respondents Fromeasy learning
8.Majority (54%)of the respondents Fromaptitude test
9.Majority (43%)of the respondents Fromlow salary high work
pressure. 10.Majority (39%)of the respondents From 1 raise per year
11.Majority (36%)of the respondents From its informed later on.
12.Majority (40%)of the respondents From improves hikes.
13.Majority (59%)of the respondents From it was a over all good
experience
14.Majority (50%)of the respondents From Growth with the company.
15.Majority (59%)of the respondents From feel about future
16.Majority (36%)of the respondents From remuneration
17.Majority (36%)of the respondents From not at all
18.Majority (47%)of the respondents From sick leave policy.
19.Majority (33%)of the respondents From not sure.
20.Majority (40%)of the respondents From it was a good.
45
CHAPTER 6
FINDING, SUGGESTIONS AND CONCLUSION
6.1 FINDINGS:

6.2 SUGGESTIONS
TCS provides its global, diverse workforce with a stimulating environment to
aid both their personal and professional development. As on March 31, 2017,
387,223 employees worked with the company and its subsidiaries. Our
workforce is predominantly young, with an average age of 29.7 years. TCS
has been leveraging digital technologies extensively to reimagine its talent
acquisition, talent development, and engagement functions.
 Provide adequate training program to each and every person arranged
accordingly. The result of the training program also should be analyzed
and training should be arranged periodically.
 Company has to introduce effective training in every department of the
firm so an it helps to learn more knowledge in the subject.
 Give computer based training to the employees once in every three months.
 Provide employee motivation programs and other training program for the
development towards profit making.
 On the job training and off the job training is equity important. Provide
both the training continuously to the employees.
 Ensure that there is a proper link age among organisational. operational
and individual training need.
46

 Post training has to be continuous and should be taken from the manager
superior and from peers to find out the effectivness and valuation of training.
 Making training and development process and entirely in the house activity
to reduce cost.
 It is found that the average group of trainers are in their twenties or early
thirties which signifies that the consumer durable need more of young blood
as enthusiasm is an integral part of the industry.
 Skill based training (Product, process training) should be provided.
 Besides questionnaires other method of post training evaluation should
also be used like interview, self-diaries, observation, and supplement test.
 The evaluation procedure must be implemented concerning trainer, trainee
and subject.
47

6.3 CONCULUSION
Methodology of training generally depends upon the organizational goals
and hence there cannot be ‘one shoe fits all sizes foot’ approach. These
goals can be short, mid, or long term hence similarly the training has to be
always progressive and a continuous momentum with ever-evolving
organization structure and output in step with influencing factors (both
internal and external). More than anything else the minds set of employees
has to be made adaptive through such training to accept the evolution of the
organization with time. Few methods as being followed by some
organizations have been discussed however it is not full spectrum. The focus
of training should remain the trainee and the organization in tandem, any
one of these going astray in direction of achievement will need to be steered
back We have dwelled upon various facets of training and development in
this short chapter. The to the main path, and hence such situations need the
intelligent application of training methodology.
 Professional competence describes the art, Area knowledge, expertise and
skill relevant for performing excellently within a specific functional
department . This competence insures that technical knowledge is both
present used within a firm for the welfare of its stake holders. To devloep
this competence regular. Training and Development is required.
 Therefore, Training initiates and programmes have become priorities for
Human Resources.
48

References Books:
1. Training and Development – SubbaRao
2. Human Resource Personal Management – K.
Ashwatappa
3. Human Resource Management - Gary
Dessler
Websites:
a. http://www.mckinseyquarterly.com/ Nov
2004
b. http://www.google.com
c. www.studymode.com
d. www.wikipedia.com
e. www.visionplusindia.in
49

QUESTIONNARIE
1) Name (enter your response)
2) Gender
a) Male b) female
3) Martial status
a)Married b) unmarried
4) Age
a) 18-26 b) 26-34
c) 34-42
5) On average, how many hours do you work a day at Tata Consultancy
Services (TCS)?
a)10 to 14 non compensated
b)10 hr per day
c)8 to 10
d)8 to 12
6) How are the working hours at Tata Consultancy Services (TCS)?
a)8.30 am to 6.00 pm
b)9 hr per day
c)Reasonable from 10am to 5 pm
d)working hours around the clock
50

7) If you were in charge, what would you do to make Tata Consultancy
Services (TCS) a better place to work?
a)actually pay bonus
b)arrange at least one time
c)create a quick paced environment
d)employees one minute talk
8) What benefits does Tata Consultancy Services (TCS) offer?
a)easy learning
b)health care
c)health insurance
d)poor compensation
9) How long does it take to get hired from start to finish at Tata
Consultancy Services (TCS)? What are the steps along the way?
a)3 rounds interviews
b)a final HR round
c)aptitude test
d)final round
10) If you were to leave Tata Consultancy Services (TCS), what would
be the reason?
a)low salary
b)low salary high work pressure
c)new opportunity
d)personal reason
51

11) After HR interview in walkin drive off campus , do they inform about
rejection ?
a)Its informed later on
b)no rejection
c)they will in form
d)yes they do
12) What would you suggest Tata Consultancy Services (TCS) management
do to prevent others from leaving?
a)Employees and relocation
b)Improve hikes
c)Nothing they are doing great
d)Risk about losing there job
13) How did you feel about telling people you worked at Tata Consultancy
Services (TCS)?
a)feel proud
b)its was fine with it
c)it was good experience overall
d)job security
14) What is the best part of working at Tata Consultancy Services (TCS)?
a)Growth with the company
b)I made some good friends
c)Us citizen they was no best part
d)Work life balance food 52

15) What is Tata Consultancy Services (TCS) sick leave policy? How many
sick days do you get per year?
a)5 days a year
b)7 sick leaves a year
c)it is time odd
d)sick leave policy is great
16) Do you hire trained from outside of the organization?
a) Yes b) No
17) Was the training program helpful in personal growth?
a) Yes b) No
18) What is your opinion about present training system?
a) Excellent b) Average
c) Good d) Below average
19) From the following programs which type of training program you had
under gone?
a) Internal b) both
c) External
20) Do you like to attend the training program?
a) Yes b) No
53

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