Tata Moters HR

Priya Singh Report (TATA Motors)
Human Rights (O.P. Jindal University)
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A Project Report on
Training and Development of
Employees at
TATA MOTORS LIMITED, JAMSHEDPUR
Submitted by:
Towards the partial fulfillment for the award of
MASTER OF BUSINESS ADMINISTRATION
(2021- 2023)
O.P JINDAL UNIVERSITY, RAIGARH, CHHATTISGARH
Under the Guidance of
Internal Guide : External Guide :
Prof. - Dr. Saket Jeswani Mr. Sudhansu Kumar Padhy

Faculty - MBA DGM - HR

CERTIFICATE OF APPROVAL
We do hereby declare the project entitled “TRAINING AND
DEVELOPMENT OF EMPLOYEES” at TATA MOTORS LIMITED,
JAMSHEDPUR
Submitted By
Towards the partial fulfillment for the requirement of the award of
MASTER OF BUSINESS ADMINISTRATION
From
O.P JINDAL UNIVERSITY

RAIGARH
CHHATTISGARH

CERTIFICATE OF GUIDE
This is to certify that this project work entitled “TRAINING AND

DEVELOPMENT” of employees associated with TATA MOTORS
LIMITED , Jamshedpur an authentic work of “ PRIYA SINGH” Roll No
.:02PG21010036, Batch: 2021-2023 , carried out towards the partial
fulfillment for the award of the Degree of
MASTER OF BUSSINESS ADMINISTRATION from O.P JINDAL
UNIVERSITY, Raigarh, Chhattisgarh.
The veracity of the data used in this project is as per the respective sources
and the researcher has assured and ensured that due diligence has been
undertaken by her. This is an original work and has not been submitted
earlier for the award of any degree or diploma associated with any
university/institute.
SIGNATURE OF THE GUIDE
PROF.
FACULTY-

DECLARATION OF THE CANDIDATE
I, PRIYA SINGH student of O.P JINDAL UNIVERSITY,

RAIGARH, CHHATTISGARH do hereby declare that the work
presented in this project titled “TRAINING AND
DEVELOPMENT” of employees associated with TATA
MOTORS LIMITED, JAMSHEDPUR undertaken from 20th June
to 2nd August 2022, submitted towards the partial fulfillment of
the Degree of Master of Business Administration from O.P
JINDAL UNIVERSITY, RAIGARH, CHHATTISGARH is an
authentic
work. The information and data given in this Project Report is
authentic to the best of my knowledge and does not form any base
for the award of any degree, diploma or fellowship from any other
university/institute.

ACKNOWLEDGEMENT
A project is the way for a student to apply his/her knowledge for finding
solution to real life problem. It gives me great pleasure to submit my
project on “TRAINING AND
DEVELOPMENT OF EMPLOYEES”. I express my sincere gratitude to
my industry guide” Mr SUDHANSU PADHY for giving me an
opportunity to do my project work in TATA MOTORS LIMITED, and
sharing his vision and experience. I am ineffably
indebted to him for his guidance, continuous support and cooperation
throughout my project, without which the present work would not
have been possible.
I also wish to extend my thanks to all the employees of Tata Motors who
directly or indirectly contributed towards the completion of this project and
assisted me whenever I required. It was both an honor and pleasure
working in this organization.
My acknowledgement would be incomplete without mentioning the kind

support and guidance provided by my college faculty and our HR guide for
always encouraging me and guiding me during my study course. I am also
thankful to my faculty members who acted as a constant source of
inspiration.
Lastly, I would like to express my heartfelt gratitude to my friends and

seniors for their support and all those who co-operated and helped me in
completing my projects.
Thank You

CONTENT
CHAPTER NO. TOPIC Page No.
CHAPTER I INTRODUCTION Human Resource

Management (HRM). 08-09
Roles of a HR in a Company.
CHAPTER II
TRAINING AND DEVELOPMENT
 Meaning of T&D 10-20
 Objectives of T&D
 Importance of T&D
 Benefits of T&D
 Process of T&D
 Methods includes in T&D
CHAPTER III
TRAINING AND DEVELOPMENT EFFECTIVENESS 21-27
EVALUATION
 How to evaluate the effectiveness of a training
programme
 Principles of Evaluation
 Training evaluation methods
CHAPTER IV BALANCE SCORECARD

 What is it ?
 Why to do it ?
 A model for strategic plan 28-36
 The Balance Scorecard in Big Picture
 Key performance indicator
 Four Perspective of Balance scorecard
CONCLUSION 37
BIBLIOGRAPHY 39

CHAPTER I
HUMAN RESOURCE
MANAGEMENT
INTRODUCTION
Human Resource Management (HRM), is the management of work and people
towards desired ends. It is a fundamental activity in any organization in which human
beings are employed. It is the design of formal systems in an organization to ensure the
efficient use of employees’ knowledge, skill, abilities, and other characteristics, to
accomplish organizational goals.
It concerns the recruitment, selection, training and development, compensation and benefits,
retention, evaluation, and promotion of employees, and labor-management relations within
an organization. It primarily focuses on maximizing employee productivity and protecting
the company from any issues that may arise from the workforce. HR responsibilities include
compensation and benefits, recruitment, firing and keeping up to date with any laws that
may affect the company and its employees.HR departments are expected to perform human
resource management (HRM) strategies. HRM is a strategic and comprehensive approach to
managing employees and the organizational culture and environment. It focuses on the
recruitment, management and general direction of the people who work in an organization.
HR is also involved in improving the organization’s workforce by recommending
processes, approaches and business solutions to management.
ROLES OF AN HR IN A COMPANY:
1 .To recruit employees.

(a) Attracting talents with, first, planning the requirement of manpower in the
organization.
(b) Hiring resources is where the recruitment strategies are put into action.
2. To incorporate training program for the new employees.
3. Professional Development of employees, as it adds bonus for the employee as

well as the organization.
4. To carry out timely performance appraisals.
5. To maintain a healthy, safe and fun work environment.
6. To resolve conflicts and hear out their issues without being judgmental.
7. To maintain employee relation.
8. To motivate employees through rewards and incentives.
9. To organize and store all employee data.
10. To manage, create, implement and supervise policies/regulations.
11. Payroll Management.

CHAPTER II
TRAINING AND DEVELOPMENT
What is Training & Development?
Training and Development is one of the main functions of the

human resource management department.
Training refers to a systematic setup where employees are

instructed and taught matters of technical knowledge related to
their jobs. It focuses on teaching employees how to use particular
machines or how to do specific tasks to increase efficiency.
Whereas, Development refers to the overall holistic and

educational growth and maturity of people in managerial
positions. The process of development is in relation to insights,
attitudes, adaptability, leadership and human relations.
Training and Development is the continuous process of improving

skills, gaining knowledge, clarifying concepts and changing
attitude through structured and planned education by which the
productivity and performance of the employees can be enhanced.

Training & development includes
Assessment, Motivation, Design, Delivery and Evaluation
Objectives of Training & Development
 To raise efficiency and productivity of employees
 To create capable and loyal employees
 Opportunities of growth and self-development
 Meet changing demands and challenges
 Cordial relationship in the organization
 To prevent attrition of manpower
 To prevent manpower obsolescence
 To develop qualities

Importance of Training & Development
 Optimum utilization of resources

 Development of skills like time management, leadership, team
management etc.
 To increase the performance, productivity and motivation
 To imbibe the team spirit
 For improvement of organization culture
 To improve quality
 To increase profitability and bottom line by acquiring new skills
 Improving brand image by having well trained employees

Benefits of Training & Development
Training and development has a cost attached to it. However, since it

is beneficial for companies in the long run, they ensure employees are
trained regularly.
Some advantages are:
 Helps employees develop new skills and increases their
knowledge.
 Improves efficiency and productivity of the individuals as well as
the teams.
 Proper training and development can remove bottle-necks in
operations.
 New & improved job positions can be created to make the
organization leaner.
 Keeps employees motivated and refreshes their goals, ambitions
and contribution levels.

Process of Training & Development
Training and development is a continuous process as the skills,
knowledge and quality of work needs constant improvement. Since
businesses are changing rapidly, it is critical that companies focus on
training their employees after constantly monitoring them &
developing their overall personality.
Steps for training and development processes are:
 Determine the need of training and development for
individuals or teams
 Establish specific objectives & goals which need to be achieved
 Select the methods of training
 Conduct and implement the programs for employees
 Evaluate the output and performance post the training
and development sessions
 Keep monitoring and evaluating the performances and again
see if more training is required

Methods of Training
There are two methods through which managers can improve their
knowledge and skills. One is through formal training and other is
through on the job experiences.
1.) On-the-job Training (OJT) Methods
2.) Off-the-job training Methods
1. On the Job Training: This is the most common method of training in

which a trainee is placed on a specific job and taught the skills and
knowledge necessary to perform it.
On the Job Training can be referred as the training that is delivered to an
individual while he/she performs the task or processes related to their particular
occupation. The tasks performed by the employee are under the supervision of
a manager, coach or mentor, and is generally essential to their job function.
This type of training is typically used to broaden an employee’s skill set and to
increase productivity.
This type of training has an advantage of giving first hand knowledge and
experience under actual working conditions. While the trainee learns how to
perform a job, he is also a regular worker rendering the services for which he is
paid.
Pros:
 It is directly in the context of job.
 It is often informal.
 It is most effective because it is ‘learning by experience’.
 It is least expensive.
 The trainees are highly motivated.
Cons:

 Trainer might lack enough experience to train.
 It is not systematically organized.
Types Of On-The-Job Training Methods
There are several types of on-the-job training, which are used to learn different
types of skills. These on-the-job training techniques are used for different on-the-
job training programs that usually take place every week for at least the first
couple of years of an employee’s tenure at an organization. Let’s look at the
different types of on-the-job training.
1. Coaching And Mentoring Sessions
One of the most effective examples of on-the-job training methods involves
coaching and mentoring sessions that generally take place on a one-on-one basis.
These sessions give employees a comprehensive guide on how to approach their
role, the pitfalls to avoid, and the skills to harness on the job. Conducted by
senior employees, field experts or academicians, these sessions also help
employees learn a number of foundational skills.
2. Preparation As An Understudy
An understudy refers to an employee who receives training to take up a senior
position in an organization. Besides familiarizing the understudy with the roles
and responsibilities of their imminent position, this method also gives them
adequate room to make the transition smoothly.
3. Job Rotational Exercises
One of the most exciting and challenging types of on-the-job training involves
job rotational exercises, where employees are made to switch job profiles in
order to give them a taste of how other departments function. Since on-the-job
training techniques are about equipping employees to handle a variety of
responsibilities, job rotation is a useful method that incorporates a great deal of
flexibility among employees.
4. Induction Training
Induction training is among the most vital examples of on-the-job training
methods for new recruits. Designed to orient employees to their new work
environment, induction training gives employees a chance to adjust to
specialized job requirements and imbibe the work culture of their new
organization. During this, employees are given a full briefing on their role,
informed about policies and rules and introduced to their associates.
5. Reading Sessions

This may seem to be one of the most passive types of on-the-job training, but the
reading that employees undergo—mostly at the senior and executive level—
involves gathering knowledge that’ll help them shape their long-term goals for
the organization. Reading lists are recommended by academicians and field
experts and it’s expected that employees not only enhance their theoretical
understanding through such readings but try to apply the insights in real-life
scenarios.
6. Online-Based Training Modules
Particularly useful for a pandemic-ridden industry, online-based training modules
function on systems like Mindflash, Vepic, Course Genius, etc. These are
platforms that enable employers to create training modules and assess the
participants through interactive formats like quizzes. As one of the most easy-to-
use on-the-job training methods, online-based training modules are extremely
popular and can be found in practically all on-the-job training programs.
7. Multiple Management Training
On-the-job training methods are not always known for their dynamism and
innovation as they are expected to follow a set pattern. But multiple management
training is an exception. It involves creating a board of young executives who are
asked to come up with solutions for the major problems facing the organization.
Once this junior board has brainstormed on potential solutions, their
recommendations are placed before the board of directors and may even
influence their policy decisions for the organization.
2.) OFF THE JOB TRAINING:
The types of training which are adopted for the development of employees away
from the field of the job are known as off the job training. When the employees are
given training outside the actual work location, such a type of training is termed as
off the job training. It is a theoretical approach. It has a low active participation
level and is conducted away from workplace. It follows the principle of Learning
by acquiring knowledge. There is a work disruption because first training is
provided

which is followed by a performance. It is carried out by Professionals or experts. It
is an expensive task and is suitable for non-manufacturing firms.
Pros:
• Trainers are usually experienced enough to train.
• It is systematically organized.
• Efficiently created programs may add a lot of value.
Cons:
• It is not directly on the context of job.
• It is often formal.
• It is not based on experience.
• It is least expensive.
• Trainees may not be highly motivated.
• It is more artificial in nature.
OFF THE JOB TRAINING METHODS:
a) Classroom lectures: It is a verbal presentation by an instructor to a large

audience. It can also be used for large groups. The instructor gives lectures
about the job requirements and the necessary skills required for implementing
the job. The main purpose of the training is to make the employees well
informed about their job roles and discussions about their queries are made.
b) Case Studies: It is a written description of an actual situation and the trainer is
supposed to analyze and give his conclusions in writing. The cases are
generally based on actual organizational situations. It is an ideal method to
promote decision-making skills within the constraints of limited data. Role
playing: -

Here, the trainees assume the part of the specific personalities in a case study
and enact it in front of the audience. It improves interpersonal relationships and
attitudinal changes within employees.
c) Job Instructions: In this method, the trainee is placed under a particular
supervisor who functions as a coach in training and provides feedback to the
trainee.
d) Simulation: The simulation Method of training is most famous and core among
all of the job training methods. In the simulation training method, trainee will
be trained on the especially designed equipment or machine seems to be really
used in the field or job. But, those equipment or machines are specifically
designed for training trainees were making them ready to handle them in the
real field or job. This method of planning is mostly used where very expensive
machinery or equipment used for performing Job or to handle that job.
Example: - The simulation method has been using widely for the purpose of
training airplane pilots on airplane simulator to make them ready to handle a fly
airplane. Especially in Air force fighter pilots are getting trained on the jet
fighters simulator, because the cost of airplane or jet fighter will be very
expensive, hence employer may not allow directly to get trained on real
equipment to avoid damage to equipment or machine or in sometimes may
cause loss of trainee life. To avoid all such risks by the employer giving
training on simulator is safe. (Normally simulators for the purpose of training
would be provided by the manufacturer of original equipment).
e) Vestibule Training: - Mostly this method of training will be used to train

technical staff, office staff and employees who deal with tools and machines.
Employees learn their jobs on the equipment they will be using, but the training
is conducted away from the actual work floor by bringing equipments or tools
to certain place where training is provided, but not work place. Vestibule
training allows employees to get a full feel for doing task without real world
pressures.

Additionally, it minimizes the problem of transferring learning to the job.
Vestibule training is provided to employees when new or advanced equipment
or tools introduced in to the organization to do a particular job by using them.
For this purpose such equipment is brought to a separate place to give
demonstration and train how to use and that handle it by employees safely.

CHAPTER III
TRAINING & DEVELOPMENT EFFECTIVENESS

EVALUATION
How to evaluate the effectiveness of a Training Programme
Evaluating training effectiveness is critical to ensure training programs support

business objectives. The main objective of evaluating the training programme is to
determine if the specific training objectives are achieved.
Evaluating the effectiveness of corporate training programs is not as simple as

having a “committee” review training results and decide. While the endpoint—
results—matters, an objective approach to evaluating training effectiveness requires
a much broader scope of assessment.
 Map Learner Outcomes To Performance Outcomes And Business Outcomes
 Augment TNA With Learner Needs Analysis (LNA)
 Identify The Right Metrics And KPIs
 Select The Right Models
 Select The Right Tools For Data Collection And Assessment
 Choose The Right Evaluation Tools (Observations, Assessments, Surveys,
Interviews, Focus Groups)
 Choose The Right Evaluation Tools (Observations, Assessments, Surveys,
Interviews, Focus Groups)

Principles of Evaluation
 Must be clear about the goals and purpose of evaluation

 Evaluation must be continuous
 It must be specific
 Realistic target dates must be set for each phase of evaluation
Training Evaluation Methods

Training evaluation models are systematic frameworks for investigating and
analyzing the effectiveness of training or learning journeys. Different models target
different things.
Different models of evaluation are :-
1. The Kirkpatrick Model
2. The CIRO Model
3. The Phillips ROI Model
4. The Brinkerhoff model
5. Kaufman's Model of Learning Evaluation
6. Anderson Model of Learning Evaluation

1.) The Kirkpatrick Model
The Kirkpatrick Model is by far the most popular and widely-used training
evaluation model in use today. It was developed and introduced by Donald
Kirkpatrick in 1959 through a series of articles.
The four levels of the Kirkpatrick model are:
Level 1: Reaction
Level 2: Learning
Level 3: Behavior
Level 4: Results
In summary, the Kirkpatrick Model is the most common training evaluation
model in use worldwide today. As we’ll see, it has provided the base for
many other training evaluation models.

2.) The ciro model
The CIRO Model is one of the methods for training evaluation that evaluate the
effectiveness of management training courses. The CIRO Model was developed in
1970 by Peter Warr, Michael Bird, and Neil Rackham
The CIRO model is hierarchical, meaning that practitioners must start by studying
‘Context’, before moving through ‘Input’, ‘Reaction’ and ‘Output’.
3.) The Phillips roi model
The Phillips ROI model is one of the methods for training evaluation that evaluates
the return on investment (ROI) of a training program. This model is basically
similar to the scope and sequence of Kirkpatrick’s Model (Level-1 to Level-4),
having an additional level (Level-5).
Level 5: Return on Investment (ROI)
a) Pre-training data collection
b) Post-training data collection
c) Segregation of training effects
d) Convert data to monetary value
e) Calculate of Return :
ROI (%) = (Net Training Benefits/Total Training Cost) * 100

4.) The Brinkerhoff model
In 2003, Robert O. Brinkerhoff introduced an entirely new way of evaluating

training effectiveness, called the Success Case Method (SCM).
The two most important questions asked by the SCM are:
• “How well does a program work in a best-case scenario?”
• “When a program doesn’t work, what’s the reason for this?”

5.) Kaufman's Model of Learning Evaluation
Roger Kaufman and John M. Keller published Levels of evaluation:

Beyond Kirkpatrick in the winter 1994 edition of Human Resource
Development Quarterly. This work became known as Kaufman’s Five
Levels of Evaluation and is commonly referred to as Kaufman’s
Model of Learning Evaluation.
Like the Phillips ROI Model, Kaufman’s model was closely based on
the Kirkpatrick Model and made a few changes and modifications.

6.) Anderson Model of Learning Evaluation
This is one of the favorite methods for training evaluation. The
Anderson model of learning and evaluation helps to keep a priority on
business strategy. The three stages of Anderson’s Model are as below.
• Stage 1: Evaluation of current training program against
the strategic priorities of the business.
• Stage 2: Measuring the contribution of a training program
in strategic business results.
• Stage 3: Find out the most relevant approaches of the
company in order to decide whether the ROI is worthwhile. If
ROI is found dissatisfactory then you have to change your
training approach.

7.) ADDIE MODEL
ADDIE is one of the most commonly used learning models. It is

important because it provides a proven method for designing clear and
effective training programs.
The ADDIE model was originally invented by Florida State
University in 1975. Its purpose was to form an instructional systems
development program for military training. Eventually, the model
transformed and became commonly used for all types of training.

CHAPTER IV
BALANCE SCORECARD
What is it?
The Balanced Scorecard is a management tool that provides

stakeholders with a comprehensive measure of how the organization is
progressing towards the achievement of its strategic goals.
• Balances financial and non-financial measures
• Balances short and long-term measures
• Balances performance drivers (leading indicators) with outcome
measures (lagging indicators)
• Should contain just enough data to give a complete picture of
organizational performance… and no more!
• Leads to strategic focus and organizational alignment.

Understanding Balance score card
• A balanced scorecard is a performance metric used to identify,

improve, and control a business's various functions and
resulting outcomes.
• The concept of BSCs was first introduced in 1992 by David
Norton and Robert Kaplan, who took previous metric
performance measures and adapted them to include
nonfinancial information.
• BSCs were originally developed for for-profit companies but
were later adapted for use by nonprofits and government
agencies.
• The balanced scorecard involves measuring four main aspects of
a business: Learning and growth, business processes, customers,
and finance.
• BSCs allow companies to pool information in a single report,
to provide information into service and quality in addition to
financial performance, and to help improve efficiencies.
Why do it?
 To achieve strategic objectives.

 To provide quality with fewer resources.
 To eliminate non-value added efforts.
 To align customer priorities and expectations with the customer.
 To track progress.
 To evaluate process changes.
 To continually improve.

 To increase accountability.

The Balanced Scorecard and The Big
Picture
•Activity
Based Costing
•Economic Value
Added Strategic
Planning
•Forecasting
•Benchmarking
Mission •Market Research
and •Best Practices
Vision •Six Sigma
• Statistical Process
Control
Balanced •Reengineering
Scorecard •ISO 9000
•Total Quality
Management
•Empowerment
Organization •Learning
•Self-Directed Work Teams
•Change Management
Strategic Direction
Create Environment Strategic Performance Management System
For Change
Communicate Strategies
Define Objectives
Implement BSC
Balanced Scorecard
Measure Performance
Improve Processes
Evaluate and Adjust

Linking it all together…. Continuous Improvement
Redefine Initiatives

THE BALANCED SCORECARD
FINANCIAL/REGULATORY
CUSTOMER
To satisfy our constituents,
To achieve our vision,
what financial & regulatory
what customer needs must
objectives must
we serve?
we accomplish?
INTERNAL
To satisfy our customers and
stakeholders, in which business
processes must we excel?
LEARNING & GROWTH

To achieve our goals, how
must we learn, communicate
and grow?
THE BALANCED SCORECARD –

Key Performance Indicators
10

The Four Perspective
1.) Financial / Regulatory Perspective

To satisfy our constituents, what financial and regulatory objectives
must we accomplish?
Possible Performance Measures
• Cost / Unit
• Unfunded Requirements or Projects
• Cost of Service
• Budget Projections and Targets
2.) Customer Perspective

To achieve our vision, what customer needs must we serve?
• Customer Satisfaction (Average)
• Satisfaction Gap Analysis (Satisfaction vs. Level of Importance)
• Satisfaction Distribution (% of each area scored)
3.) Learning and Growth

To achieve our goals and accomplish core activities, how must we
learn, communicate and work together?
• Employee Satisfaction
• Retention and Turnover
• Training Hours and Resources
• Technology Investment

4.) Internal Perspective
To satisfy our customers, in which business processes must we excel?
• Cycle Time
• Completion Rate
• Workload and Employee Utilization
• Transactions per employee
• Errors or Rework
Why Measure?
• To determine how effectively and efficiently the process
or service satisfies the customer.
• To identify improvement opportunities.
• To make decisions based on FACT and DATA
Measurement Should :
• Translate customer expectations into goals
• Evaluate the quality of processes
• Track our improvement
• Focus our efforts on our customers
• Support our strategies

CONCLUSION
Measuring the effectiveness of training programs consumes valuable time and

resources. As it is known, these things are in short supply in organizations today.
The training sessions provided at Tata Motors, to the employees proved to be
beneficiary. At the same time, for few of the employees, it gave them a reason to
take a time out from their assigned work, which in turn made the superiors feel
that the performance level of the employees were dissatisfactory. On the other
hand, few employees utilized the training sessions by focusing on the training
provided, clearing their doubts (if any) and gave a proper feedback.
Many training programs fail to deliver the expected organizational benefits.

Having a well-structured measuring system in place can help in determining
where the problem lies. On a positive note, being able to demonstrate a real and
significant benefit to the organization from the training can help in gaining more
resources from important decision-makers.
It should also be considered that the business environment is not standing still.
The competitors, technology, legislation and regulations are constantly changing.
What was a successful training program yesterday may not be a cost effective
program tomorrow. Being able to measure results, will help in adapting new
circumstances

BIBLIOGRAPHY
https://www.researchgate.net
https://elearningindustry.com
https://www.investopedia.com
https://corporatefinanceinstitute.com

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Priya Singh Report (TATA Motors)

Human Rights (O.P. Jindal University)

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MASTER OF BUSINESS ADMINISTRATION

O.P JINDAL UNIVERSITY, RAIGARH, CHHATTISGARH

Under the Guidance of

Internal Guide : External Guide :

Prof. - Dr. Saket Jeswani Mr. Sudhansu Kumar Padhy

Downloaded by Daksh Goyal (daksh97000@gmail.com)

We do hereby declare the project entitled “TRAINING AND

DEVELOPMENT OF EMPLOYEES” at TATA MOTORS LIMITED,

Towards the partial fulfillment for the requirement of the award of

MASTER OF BUSINESS ADMINISTRATION

O.P JINDAL UNIVERSITY

Downloaded by Daksh Goyal (daksh97000@gmail.com)

This is to certify that this project work entitled “TRAINING AND

SIGNATURE OF THE GUIDE

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I, PRIYA SINGH student of O.P JINDAL UNIVERSITY,

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My acknowledgement would be incomplete without mentioning the kind

Lastly, I would like to express my heartfelt gratitude to my friends and

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CHAPTER NO. TOPIC Page No.

CHAPTER I INTRODUCTION Human Resource

CHAPTER IV BALANCE SCORECARD

Downloaded by Daksh Goyal (daksh97000@gmail.com)

Human Resource Management (HRM), is the management of work and people

towards desired ends. It is a fundamental activity in any organization in which human

efficient use of employees’ knowledge, skill, abilities, and other characteristics, to

accomplish organizational goals.

retention, evaluation, and promotion of employees, and labor-management relations within

an organization. It primarily focuses on maximizing employee productivity and protecting

resource management (HRM) strategies. HRM is a strategic and comprehensive approach to

HR is also involved in improving the organization’s workforce by recommending

processes, approaches and business solutions to management.

1 .To recruit employees.

Downloaded by Daksh Goyal (daksh97000@gmail.com)

2. To incorporate training program for the new employees.

3. Professional Development of employees, as it adds bonus for the employee as

5. To maintain a healthy, safe and fun work environment.

7. To maintain employee relation.

8. To motivate employees through rewards and incentives.

9. To organize and store all employee data.

10. To manage, create, implement and supervise policies/regulations.

11. Payroll Management.

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TRAINING AND DEVELOPMENT

What is Training & Development?

Training and Development is one of the main functions of the

Training refers to a systematic setup where employees are

Whereas, Development refers to the overall holistic and

Training and Development is the continuous process of improving

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Assessment, Motivation, Design, Delivery and Evaluation

Objectives of Training & Development

 To raise efficiency and productivity of employees

 To create capable and loyal employees

 Opportunities of growth and self-development

 Meet changing demands and challenges

 Cordial relationship in the organization

 To prevent attrition of manpower